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B2B social media marketing + examples


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B2B social media marketing + examples

  1. 1. B2B Social Media MarketingTheory, examples and challenges-by Pernille Andersen<br />Copyright © 2011 Pernille Andersen, FeedsFloor<br />
  2. 2. SAP CRM systemsViral videoPleasekeep an eyewithhowmany times the white team passes the ball<br /><br />Copyright © 2011 Pernille Andersen, FeedsFloor<br />
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  4. 4. B2B trends<br />Information overload … <br />... so we stick to the partners we know or get recommended<br />Demand for non-paid access to information <br />Increased speed in business <br />Globalization <br />B2B purchasers spend 99% of their time<br />researching and only 1% of their time<br />buying<br />Copyright © 2011 Pernille Andersen, FeedsFloor<br />
  5. 5. B2B social media marketing IS important<br />56% of Danish companies expect to use social media to find new business partners<br />57% of US workers use social media for business purposes at least once a week<br />B2B interactive marketing expenses will reach USD 4.800 million in 2014 – almost the double amount of the estimated number for 2009 (USD 2.300 million)<br />B2B social media marketing expenses will increase from USD 11 million in 2009 to USD 54 million in 2014 <br />Copyright © 2011 Pernille Andersen, FeedsFloor<br />Source:,, <br /> #ixzz1MQ6ZgQFx, <br />( #download)<br />
  6. 6. Purpose of social media in relation to B2B companies<br />Copyright © 2011 Pernille Andersen, FeedsFloor<br />
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  20. 20. Copyright © 2011 Pernille Andersen, FeedsFloor<br />
  21. 21. Different approaches to branding & lead generation<br />’Thought leadership’<br />On all platforms to draw in leads<br /> – Corning 15 mio views<br />Lead/customer focused<br />Communicate with clients and potential clients<br />Hunt leads<br />Listens - interact<br />Copyright © 2011 Pernille Andersen, FeedsFloor<br />
  22. 22. The Andersen-Elmasri Model’Digital Brand Management model’<br />Copyright © 2011 Pernille Andersen, FeedsFloor<br />Corporate<br />Corporate<br />Communication<br />Communication<br />Implementation<br />Development<br />Implementation<br />Development<br />Strategy<br />Strategy<br />Stage<br />Stage<br />Stage<br />Stage<br />Flexibility<br />Flexibility<br />Consumption Gap<br />Design <br />Gap<br />Design <br />Gap<br />Corporate<br />Corporate<br />Image<br />Image<br />Corporate<br />image <br />Corporate<br />image <br />Identity<br />Identity<br />–<br />–<br />Fit<br />Fit<br />Identity<br />Identity<br />position <br />cube<br />position <br />cube<br />Gap<br />Gap<br />Gap<br />Gap<br />Consumption<br />Zone<br />Consumption<br />Zone<br />Positioning<br />Positioning<br />facets<br />Market<br />Market<br />Strategic<br />Strategic<br />position <br />position <br />Dynamics<br />Dynamics<br />Change<br />Change<br />Symbolic<br />Symbolic<br />Analysis<br />Stage<br />Values<br />Values<br />RationalValues<br />RationalValues<br />
  23. 23. The Andersen-Elmasri Model’DBM - Digital Brand Management’<br />Copyright © 2011 Pernille Andersen, FeedsFloor<br />Design Gap<br />Fit Gap<br />Consumption Gap<br />
  24. 24. Corporate Identity<br />The company’s ideal corporateidentity<br />Mission, vission, values, marketing objectives<br />Copyright © 2011 Pernille Andersen, FeedsFloor<br />
  25. 25. Copyright © 2011 Pernille Andersen, FeedsFloor<br />
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  27. 27. Design Gap...<br />Appear if...<br />There is a gap between the company’s ideal corporate identity and the company’s digital communication strategy, online activities and selection of digital channels and platforms<br />What, where and how are you marketing yourself online?<br />Focus on content marketing to avoid the design gap<br />Copyright © 2011 Pernille Andersen, FeedsFloor<br />
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  32. 32. Consumption Gap...<br />Appear if...<br />There is a gap between how business stakeholders consume and view the company’s brand online (prostomer) and the way the company communicates its brand and corporate identity online. This will lead to a identity-image gap.<br />What does your stakeholders say about your company online? – How do you deal with it?<br />Copyright © 2011 Pernille Andersen, FeedsFloor<br />
  33. 33. Copyright © 2011 Pernille Andersen, FeedsFloor<br />
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  37. 37. Fit Gap...<br />Appear if...<br />There is a gap in relation to the company’s ideal corporateidentity and theircorporatecommunicationand the way the company’scompetitors position and communicatestheir brand online in relation to the stakeholders<br />Who is the ’thoughtleader’ online?<br />Copyright © 2011 Pernille Andersen, FeedsFloor<br />
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  42. 42. And thenwhyarenot all B2B companiesengaged in social media activities????<br />Comfort with the status quo<br />Conflicting opinions within management on how to proceed<br />Discomfort with an informal communication style<br />Discomfort with a less controlled communication style<br />Fear of change<br />Fear of divulging too much information<br />Fear of exposing weakness<br />Feeling that social media is frivolous<br />General weakness in organizational consensus building and decision making<br />Inability to connect social media engagement with sales and branding objectives<br />Inadequate marketing budget<br />Internal focus – not paying enough attention to customer behavior and preferences<br />Lack of precise ROI calculations<br />Leaders not understanding how and why social media works<br />No appetite for outsourcing the work<br />No clear branding strategy<br />No clear sales plan<br />No distinct marketing function<br />No examples of success within their industry<br />No in-house talent to do the work<br />No process for ramping up new programs<br />No social media champion within the organization<br />Old, outdated technology and IT support<br />One or two vocal naysayers<br />Prior attempts that went bad<br />Other priorities taking precedence<br />Refusal to see the connection between casual online conversation and serious business<br />Too much focus on where customers are or were, rather than where they are going<br />Uncertainty about how to begin<br />Unwillingness to experiment<br />Copyright © 2011 Pernille Andersen, FeedsFloor<br />Thereare MANY excuses...<br />Source:<br />
  43. 43. And manynetworks…<br />
  44. 44. A social media platform thataccommodates the needs of B2B<br />
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  46. 46. Promote yourcompany<br />Equal promotion of large and small companies<br />Global and localrelevance<br />Simple<br />The companycontrols the communication<br />Interaction in a closedenvironment<br />Find relevant leads<br />Exposedto peoplewho do not knowyourname<br />Free to use<br />Copyright © 2011 Pernille Andersen, FeedsFloor<br />
  47. 47. DOUBTING?? It will cost you...<br />Profits<br />Leads<br />Industry relevance<br />Market share<br />Brand recognition<br />The best employees<br />Copyright © 2011 Pernille Andersen, FeedsFloor<br />
  48. 48. Benefits of SMM<br />Brand building<br />Relationship building<br />Customized services<br />Expanded reach<br />Tap professional communities<br />Third party influencers<br />Bolster through leadership programs<br />Reduce marketing spend<br />Decrease sales cycles<br />Gain competitive advantage<br />Lessen complexity on offerings<br />Strengthen CRM efforts<br />And many more...<br />Copyright © 2011 Pernille Andersen, FeedsFloor<br />
  49. 49. Advises <br />Think about your customer – not you<br />Focus efforts to generate leads or be everywhere to be ’thought leader’<br />Activate third parties <br />Show your expertise<br />Copyright © 2011 Pernille Andersen, FeedsFloor<br />
  50. 50. Confidentiality and user generated content – is it viable?<br />If you do not drive your brand – others will<br />Make social media policies & strategies for the whole company <br />Focus on content<br />Make scenarios of what would be the worst that could be disclosed about your company<br />Copyright © 2011 Pernille Andersen, FeedsFloor<br />
  51. 51. Copyright © 2011 Pernille Andersen, FeedsFloor<br />