The 2010 FedEx/Ketchum Social
Media Benchmarking Study
A Note from FedEx and Ketchum
Dear Colleague,
We are excited to present you with our findings and insights from the 2010 F...
TABLE OF CONTENTS
Study Background………………………………………………...……...
Executive Summary…………………………………………………..….
Defining Terms and P...
Study Background
Motivation & Methodology
FedEx and Ketchum initiated this study to benchmark best
practices in leveraging social media to ...
6
Participating Companies
Demographics:
a Wide Range of Industries
3% 3%
13%
12%
9%
15%
6%
8%
3%
7%
15%
6%
Airline
Consumer Products
Energy
Financia...
Executive Summary (1/2)
• 100% of companies reported some degree of social
media engagement regardless of industry.
The wa...
Executive Summary (2/2)
If you’re not open
to feedback,
you’re not ready to
play.
• Organizations recognized the rise of c...
Defining
Terms & Players
Defining Terms:
Social Media vs. Digital Assets
l Participants agreed that social media and digital assets are equally
imp...
Who’s Playing and Why?
l 100% of study participants reported some degree
of social media presence.
l The most common exter...
Leadership, Participation, and Observation
Participants fell into three distinct categories based on their degree of socia...
What About Companies in
Regulated Industries?
Companies in regulated industries
(healthcare, financial services, energy,
e...
The B2B Opportunity
B2B companies also reported significant social
media programming across the major channels.
B2B partic...
External Social Media Programming
Strategy vs. Channel
Participants agreed that social media is a
channel, not a strategy
Social media programming should be...
Getting Started
Crawl . Walk. Run. Be
very deliberate about
what you’re doing, and
very conscious along
the way.
Evaluatio...
Nail the Fundamentals:
Participation & Planning
LACK OF
ONGOING
PARTICIPATION
―Engaging in social media
demands ongoing
pa...
The Twin Pillars of
Transparency & Authenticity
l Participants repeatedly stressed the necessity for transparency and
auth...
What’s Shareable?
l What makes content entertaining depends on the
audience. ―Funny‖ and ―cute‖ were often used to describ...
Using the Big Three: Twitter, Facebook,
and YouTube
The social media space is rapidly evolving and new technologies and
to...
Tackling Twitter with GM
23
GM tackles reputation management using
multiple social media channels including Twitter.
Train...
PepsiCo’s Doritos Canada leveraged Facebook
to promote a contest where users were asked to
name a mysterious new chip flav...
Utilizing YouTube with Ford
Ford gave away 100 Ford Fiestas for six months
complete with free gas, insurance, parking and ...
Participant Insights
Navigating the Blogosphere
Organizations recognized the rise of citizen journalism and
the need to en...
Internal Social Media Programming
Growing Interest in Internal Social Media
Applications
Participants conveyed significantly greater focus on external rathe...
l The most common internal social media objectives were:
• Enhancing knowledge management
• Supporting collaboration withi...
Three Keys to Effective
Intranet Management
Participants agreed on three critical steps guiding effective intranet
develop...
4
Developing Social Media Policies
1. Most companies either have, or plan to develop social media policies in the
next yea...
Operational
Implications
32
Cracking the Code on Monitoring
& Measurement
Companies are distinguishing between monitoring of online mentions
and activ...
Measurement Progress:
The Barcelona Principles
l Top experts from the Association for Measurement and the Evaluation
of Co...
How Much Does it Cost?
Most participants don’t line-item ―social media‖ in annual budgets.
Money is allocated on a project...
The Evolution of the
Communications Team
Structure
l Communications tends to oversee social media programming
and executio...
Building Social Media Capabilities
Most organizations do not have formal internal learning programs
established to promote...
Agencies & VendorsYou need an expert—
whether in-house or
agency-based—to
really make the most
of social media.
Most organ...
Concluding Thoughts & Contact Details
l Social media is disrupting the way the world communicates and
companies must conti...
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Fed ex / Ketchum Social Media Study Findings Report

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Findings and insights from the 2010 FedEx/Ketchum Social Media Benchmarking Study—a comprehensive exploration of how social media impacts today’s communications landscape. This document reflects the input of leaders from over 60 top global organizations across most major industries.

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Fed ex / Ketchum Social Media Study Findings Report

  1. 1. The 2010 FedEx/Ketchum Social Media Benchmarking Study
  2. 2. A Note from FedEx and Ketchum Dear Colleague, We are excited to present you with our findings and insights from the 2010 FedEx/Ketchum Social Media Benchmarking Study—a comprehensive exploration of how social media impacts today’s communications landscape. This document reflects the input of leaders from over 60 top global organizations across most major industries. Study participants answered the social media related questions keeping many of us up at night: How do we leverage social media to drive internal culture, brand performance, and reputation management? What is the appropriate budget allocation to support social media programming? How should we adapt internal structures to develop and roll out social media strategies? What is the best way to measure the ROI of social media spend? It is our sincere hope that you find the trends and best practices we uncovered as helpful as we do, and that we will continue to build our collective strength in this new communications frontier together. Thanks to all those organizations who committed their time to this effort. This study would not have happened without your enthusiastic participation. Best, Bill Margaritis David B. Rockland, Ph.D. SVP, Global Communications Partner FedEx Corporation Ketchum, Inc. 2
  3. 3. TABLE OF CONTENTS Study Background………………………………………………...……... Executive Summary…………………………………………………..…. Defining Terms and Players…………………………………….……… External Social Media Programming………………………………... Internal Social Media Programming………………………………... Operational Implications……………………………………………… Measurement……………………………………………….……… Budgeting…………………………………………………………... Team Evolution & Agency Support……………………………. Concluding Thoughts & Contact Details……………………….….. 4 8 10 16 27 32 33 35 38 39 3
  4. 4. Study Background
  5. 5. Motivation & Methodology FedEx and Ketchum initiated this study to benchmark best practices in leveraging social media to drive internal culture, brand performance, and reputation management. Both organizations recognized a lack of in-depth research regarding how social media impacts the way companies program, budget, and set up their teams. Ketchum used a standardized interview protocol to guide 30 minute conversations with Chief Communications Officers or their Social Media Leads at 62 leading companies across most major industries. Interviews occurred between August and October 2010. 5
  6. 6. 6 Participating Companies
  7. 7. Demographics: a Wide Range of Industries 3% 3% 13% 12% 9% 15% 6% 8% 3% 7% 15% 6% Airline Consumer Products Energy Financial Services Food & Beverage Healthcare Manufacturing Other Professional Services Retail Technology Telecommunication 7
  8. 8. Executive Summary (1/2) • 100% of companies reported some degree of social media engagement regardless of industry. The way the world communicates is changing. You can either adapt or become irrelevant. • Participants agreed that social media is a channel (not a strategy) that should be part of a holistic communication and marketing approach tied to business goals. • Participants repeatedly stressed the necessity for transparency and authenticity in every social media program, no matter its simplicity or sophistication. • Social media leaders argue that the voice and tone that works in traditional corporate communications doesn’t work on the social web. Conversational means credible. • Evaluation of participants’ steps to develop social media programs revealed seven distinct phases: Listening, Reclaiming, Collaborating, Strategy & Planning, Experimenting, Assessing, and Refining. • Twitter, Facebook, and YouTube are the dominant social media platforms, but participants repeatedly conveyed the need to stay on top of emerging tools and technology in order to remain relevant. • Companies recognized that social media is distinct from traditional channels in its interactivity, transparency, and embrace of informality. These characteristics demand unparalleled degrees of collaboration across businesses and functions including Communications, Marketing, Legal/Compliance, and IT. 8 “ “
  9. 9. Executive Summary (2/2) If you’re not open to feedback, you’re not ready to play. • Organizations recognized the rise of citizen journalism and the need to engage bloggers to support brand development and reputation management. • Participants conveyed significantly greater focus on external rather than internal social media applications, but expressed strong interest in ramping up capabilities— primarily via enhanced intranets—in 2011 and beyond. • Organizations are trending towards more formal collaborative social media oversight models that are inclusive of diverse business units and functions. • Most organizations do not have formal internal learning programs established to promote the development of social media expertise. • Companies continue to see the value in partnering with third parties to develop and execute social media programming. • Participants most frequently estimated spending between five and fifteen percent of their overall communications budgets on social media programming in 2010. 9 “ “
  10. 10. Defining Terms & Players
  11. 11. Defining Terms: Social Media vs. Digital Assets l Participants agreed that social media and digital assets are equally important, fundamentally different, and often complementary. l Social media is most commonly characterized as a means for two- way dialogue with internal and external stakeholders. l Digital Assets are most commonly described as owned properties, tools, or rich media content (e.g., websites, apps, or video) that companies create to support online programming. l Companies use digital assets to enrich the conversations they participate in via social media forums. l Externally, the most commonly leveraged social media platforms include: Digital assets and social media go hand- in hand. They’re the tools that power the social web. 11 “ “
  12. 12. Who’s Playing and Why? l 100% of study participants reported some degree of social media presence. l The most common external objectives included:  Generating word of mouth advocacy  Developing brand loyalty and closer relationships with customers  Addressing customer care issues  Educating costumers and media about company-related issues  Supporting product/service launch/sales l Each major channel (Twitter, Facebook, and YouTube) serves its own purpose and participants were hesitant to compare effectiveness across mediums. l Twitter is the favored channel supporting customer care and media relations. l Facebook and YouTube are most frequently leveraged to develop brand loyalty and closer relationships with customers, and to share product/service information. If you’re not there, you’re noticeably absent. It’s here to stay and there’s no use ignoring it. 12 “ “
  13. 13. Leadership, Participation, and Observation Participants fell into three distinct categories based on their degree of social media engagement. Current social media leaders are mostly B2C companies. You don’t always have to be a leader. Sometimes it’s okay to be a close follower. It all depends what you’re trying to achieve. Leadership Participation Observation • Engrain social media in every aspect of communication. • Identify and integrate new social media tools on an ongoing basis. • Employ in-house team of three or more social media specialists. • Engrain social media in some aspects of communication. • Explore integration of new social media tools following validation from businesses leading in the social space. • Hire 1 specialist and/or expand responsibilities of communicators to include social media competence and rely on agency support for expert counsel. • Engrain social media in few aspects of communication. • Seek to build awareness of the social media landscape and how to play effectively. • Expand responsibilities of communicators to include social media competence and rely on agency support for expert counsel. 10% 75% 15% *Note: Percentages reflect estimates based on evaluation of participant profiles developed via interviews. 13 “ “
  14. 14. What About Companies in Regulated Industries? Companies in regulated industries (healthcare, financial services, energy, etc.) reported social media participation despite clear legal hurdles. Participant Insights 1. Research the rules regarding disclosure and reporting. 2. Manage internal stakeholder expectations and identify internal champions from across the enterprise. 3. Establish a business case and ongoing management plan with Legal/Compliance teams. 4. In particularly risk-averse cultures, consider focusing social media outreach on a specific theme like Corporate Responsibility efforts. ideas for social media success in regulated industries We found a strong social media advocate on the Compliance team, and that made all the difference in the world in terms of selling our ideas in to leadership. 4 14 “ “
  15. 15. The B2B Opportunity B2B companies also reported significant social media programming across the major channels. B2B participants lagged behind their B2C counterparts in terms of the depth and sophistication of programming, but shared plans for ramping up participation. Participant Insights 1. Even if buyers are senior and less likely to care about social media, the managers who influence them do. 2. As the prevalence of e-commerce continues to grow, so does the opportunity to drive traffic to websites through digital and social media programming. 3. Video trumps words when it comes to explaining products and services in simple, visually compelling ways. ideas driving B2B social media trends B2C companies are leading the social space now… but B2Bs are just waking up to these tools and the best will learn how to leverage them to win. 3 15 “ “
  16. 16. External Social Media Programming
  17. 17. Strategy vs. Channel Participants agreed that social media is a channel, not a strategy Social media programming should be part of a holistic communication and marketing approach tied to business goals. There was wide-spread agreement that social media is not a ―silver bullet‖ for communication and marketing effectiveness. I realize everyone is telling you social media is a unicorn, but maybe it’s just a horse? – Jay Baer, Independent Social Media Strategist Companies recognized that social media is distinct from traditional channels in its interactivity, transparency, and embrace of informality. These characteristics demand unparalleled degrees of collaboration across businesses and functions including Communications, Marketing, Legal/Compliance, and IT. 17 “ “
  18. 18. Getting Started Crawl . Walk. Run. Be very deliberate about what you’re doing, and very conscious along the way. Evaluation of participants’ steps to develop social media programs revealed seven distinct phases. 18 . “ “
  19. 19. Nail the Fundamentals: Participation & Planning LACK OF ONGOING PARTICIPATION ―Engaging in social media demands ongoing participation—the dialogue doesn’t start or stop around a crisis or product launch.‖ LACK OF A CRISIS RESPONSE STRATEGY ―You’ve got to have a social media-oriented crisis management plan to protect against the risk of viral reputation challenges.‖ Participant Insights Two ways to crash and burn out of the gate (and how to avoid them) 19
  20. 20. The Twin Pillars of Transparency & Authenticity l Participants repeatedly stressed the necessity for transparency and authenticity in every social media program, no matter its simplicity or sophistication. l Social media leaders argue that the voice and tone that works in traditional corporate communications doesn’t work on the social web. CONVERSATIONAL = CREDIBLE WHAT VALUE ARE WE ADDING TO THE COMMUNITIES WE SEEK TO ENGAGE? You have to be genuine online— same as the real world. People realize when you’re faking it. That doesn’t mean more buttoned-up organizations shouldn’t be true to their brands— it’s a matter of establishing a tone that’s comfortable and authentic for the company and its customers. Organizations also expressed awareness of the online public’s aversion for the overly-promotional. Before launching any new social endeavor, ask yourself: 20 “ “
  21. 21. What’s Shareable? l What makes content entertaining depends on the audience. ―Funny‖ and ―cute‖ were often used to describe highly regarded content. l Helpful content provides information about products or services that enhances the customer experience. Participants reported that ―breaking news‖ or ―sneak peaks‖ of new products or services shared via social media channels received positive responses among customers. ENTERTAINING OR HELPFUL Content is king—the tools are important but they are only tools. Authentic messaging is what’s important. l Participating companies characterized the content that is most often shared among target audiences in two ways: 21 “ “
  22. 22. Using the Big Three: Twitter, Facebook, and YouTube The social media space is rapidly evolving and new technologies and tools are consistently emerging. Even if companies are not using the latest platforms, (e.g., Foursquare, Gowalla, Tumblr) most agree that keeping up with what’s trending is important. At present Twitter, Facebook, and YouTube are the dominant platforms, and in the following slides we feature three celebrated programs from participating companies. 22
  23. 23. Tackling Twitter with GM 23 GM tackles reputation management using multiple social media channels including Twitter. Training employees to send a mix of both personal and professional tweets and status updates builds perceptions of GM’s softer, more human side even through times of crisis. To begin, GM developed an online social media training portal for novice users and offered advanced in-person courses for more web savvy team members. About 2,000 employees completed the online introduction in its first two months alone and thousands more have participated since. GM is currently updating its social media policy and training approach to require all employees to go through training while creating two distinct groups of users – those who are authorized to speak on behalf of GM and everyone else. Employee driven social media programming continues to support GM’s emergence from bankruptcy and brand building efforts. Employee tweet examples include: “ “ Great weather for the bike commute today!‖ Repaying taxpayers ahead of schedule because we are designing, building, and selling the best cars and trucks ever. GM social media training portal “ “ Source: Miller, Lindsay. Can GM employees woo the country back through social media? www.ragan.com. May 3, 2010.
  24. 24. PepsiCo’s Doritos Canada leveraged Facebook to promote a contest where users were asked to name a mysterious new chip flavor and create a 30-second video commercial advertising it. Doritos offered $25,000 and 1% of future consumer sales to the winning commercial and name. The contest drew over 75,000 participants, 14.5 million page views, and 2.1 million video views. More than 900,000 consumers visited the Doritos Facebook page over the course of the two-month campaign. Doritos' sales in Canada doubled during that time. Facebook Fantasy with PepsiCo and Doritos 24 Source: Wood, Cara. Creative solutions from Doritos, Club ABC Tours, Meg Whitman. Direct Marketing News. October 12, 2009.
  25. 25. Utilizing YouTube with Ford Ford gave away 100 Ford Fiestas for six months complete with free gas, insurance, parking and a concierge service to 100 lucky recipients. Each one was sent on ―monthly missions‖ which were documented for public consumption and shared across major social media platforms. Official Fiesta Movement content has drawn 6.5 million YouTube views and 3.7 million Twitter impressions. The program has elicited the interest of about 50,000 potential buyers, 97% of which don’t currently drive a Ford. Ford sold 10,000 units in the first six days of sales. 25 Source: McCracken, George. How Ford Got Social Marketing Right. Harvard Business Review. January 7, 20110.
  26. 26. Participant Insights Navigating the Blogosphere Organizations recognized the rise of citizen journalism and the need to engage bloggers to support brand development and reputation management. Blogger outreach is now part of most participating companies’ general media relations strategies. Most companies stressed the need to differentiate between bloggers with real influence versus those with relatively small followings leveraging monitoring services to determine the appropriate level of engagement. 1. Invite bloggers to on-site events and give them special access to products and services. 2. Be transparent about relevant business goals and ensure bloggers disclose their association with the company. 3. Consider providing bloggers “deconstructed content” (key facts and links) rather than traditional press releases to enable them to better use their unique voices in posts. ideas supporting stronger blogger relationships You can’t be everywhere. Concentrate on where your consumers are. 3 26 “ “
  27. 27. Internal Social Media Programming
  28. 28. Growing Interest in Internal Social Media Applications Participants conveyed significantly greater focus on external rather than internal social media applications, but expressed strong interest in ramping up capabilities—primarily via social media equipped intranets—in 2011 and beyond. The most frequently referenced intranet features included leadership blogs, wikis, and “Facebook-like” interfaces. These tools present a whole new way of collaborating across the enterprise. of study participants already have social media equipped intranets40% *Note: Percentages reflect estimates based on evaluation of participant profiles developed via interviews. 28 “ “ 50% of study participants plan to redesign their intranets in the next one to two years to include greater social media capabilities 10% of study participants do not have significant social media intranet capability and do not plan to add tools in the next one to two years
  29. 29. l The most common internal social media objectives were: • Enhancing knowledge management • Supporting collaboration within and across teams, functions, and geographies • Developing culture and community l Participants reported that investment in internal social media applications is most strongly tied to tool purchase and development. Upkeep and ongoing management is not a major cost. l Organizations use intranet analytics (blog development, comments, discussion board activity, etc.) and broader engagement and communications survey results to monitor and measure the impact of internal social media programming. Adding Value Inside the Enterprise Employees are using social media all the time at home. Now, we’re using the tools they’re familiar with in the workplace. 29 “ “
  30. 30. Three Keys to Effective Intranet Management Participants agreed on three critical steps guiding effective intranet development and ongoing management: Be patient and develop thick skin. It takes a while to get an effective intranet off the ground. 1. Ensure proper leadership and employee buy-in. •Create a business case to build executive support. •Begin and end development with employee needs in mind—not a corporate vision. •Engage employees throughout the design process to develop a user-centric experience. 2. Establish strategic roll-out plans including pilot programs. • Leverage formal internal communications channels and informal influencers to drive awareness and adoption. • Ensure opportunities for training and dialogue about how to leverage new tools. 3. Build ongoing governance and moderation plans. • Establish clear roles and responsibilities to ensure effective content management at corporate and local levels. 30 “ “
  31. 31. 4 Developing Social Media Policies 1. Most companies either have, or plan to develop social media policies in the next year, citing social media’s popularity and the need to manage risk. 2. Effective policies are natural extensions of existing codes of conduct. For example: • Keep confidential information private • Only speak on behalf of the company if authorized • Identify yourself as an employee if endorsing a product/service 3. Strong policy development is the result of: • External benchmarking—many policies are published • Cross-functional collaboration —typically Comms/ Marketing, Legal/Compliance, and HR play leading roles 4. Employee buy-in and adoption of policies is driven by clear internal communication and relevant learning opportunities. Participant Insights themes regarding employee social media policy development: 31
  32. 32. Operational Implications 32
  33. 33. Cracking the Code on Monitoring & Measurement Companies are distinguishing between monitoring of online mentions and activity versus measuring the ROI of social media spend. Participants cited Radian6 as the paid monitoring partner of choice, but competitors such as BuzzMetrics, Evolve24, Focus, Symphony, and Sysomos (among others) were also mentioned. The most common free services include TweetDeck and Google Alerts. Participants generally agreed that there is no consistent, reliable approach to measurement and determining ROI. There is widespread agreement that looking solely at metrics like ―followers‖, ―friends‖, or ―views‖ is not sufficient. Companies expressed the desire to improve the way they assess quality of online interaction, level of user engagement, and ultimately impact on business performance. Everyone is struggling to figure out how you determine the impact on the business. It might not be a dollar figure. 33 “ “
  34. 34. Measurement Progress: The Barcelona Principles l Top experts from the Association for Measurement and the Evaluation of Communication (AMEC), the Public Relations Society of America (PRSA), and other major industry organizations have established a set of seven principles to guide communications measurement. l Principle six states that ―social media can and should be measured‖ and outlines the following agreements to inform future social media measurement efforts: • Social media measurement is a discipline, not a tool; but there is no “single metric”. • Organizations need clearly defined goals and outcomes for social media. • Media content analysis should be supplemented by web and search analytics, sales and CRM data, survey data and other methods. • Evaluating quality and quantity is critical, just as it is with conventional media. • Measurement must focus on “conversation” and “communities” not just “coverage”. • Understanding reach and influence is important, but existing sources are not accessible, transparent or consistent enough to be reliable; experimentation and testing are key to success. 34
  35. 35. How Much Does it Cost? Most participants don’t line-item ―social media‖ in annual budgets. Money is allocated on a project by project basis by different functions, divisions, or sub-brands, depending on type and need. Participants most frequently estimated spending between five and fifteen percent of their overall external communications budgets on social media programming in 2010. Most organizations predicted budget increases in social media spending in 2011, but participants were hesitant to quantify growth estimates. Social media programming budgets may be off-set by investment in talent (FTEs) with specific social media-related roles (salary is a fixed cost). Typically, there is more budget allocated to digital assets than social media programming—they’re costly, but also more established, better understood, and easier to measure. There’s a reason it’s called return on investment— you have to put in to get out. 35 “ “
  36. 36. The Evolution of the Communications Team Structure l Communications tends to oversee social media programming and execution, but Marketing also plays a leading role— particularly when social media programming is oriented around product launch and promotion. Legal/Compliance teams are more integrally involved in social media programming in regulated industries. l Organizations are trending towards more formal collaborative social media oversight models that are inclusive of diverse business units and functions (Comms, Marketing, Legal/Compliance, Business Leaders). l There are disparate approaches to evolving team structures. Some organizations have created new groups of 1-10 people focused exclusively on social media. Others rely on current staff to expand their expertise. The direction of choice depends on whether organizations see value in leading in this space or if they’re content to be participants. l Most organizations are either already including or plan to include a degree of social media competency in job descriptions. Social media is forcing business units to collaborate in ways they never have before. You really have to be aligned across the enterprise. 36 “
  37. 37. Building Social Media Capabilities Most organizations do not have formal internal learning programs established to promote the development of social media expertise. Participants leverage the following learning solutions to support social media competence building among communications team members: Peer-to-peer training: Many companies identified internal social media experts and empowered them to bring colleagues up to speed. Reverse mentoring: Younger professionals are frequently tapped to onboard more experienced team members. One-off courses provided by agencies: Most participants mentioned leveraging agency-sponsored workshops to build social media knowledge. Many participants advocated attending social media conferences, but highlighted that many cover familiar territory and the most effective ones are targeted at their particular industries. We’ve found it works great to have a peer lead training sessions. People are more receptive to new ideas from someone they know.37 “ “
  38. 38. Agencies & VendorsYou need an expert— whether in-house or agency-based—to really make the most of social media. Most organizations continue to see value in partnering with third parties to develop and execute social media programming. Participants reported that PR and Advertising firms both have significant influence as social media counselors. Boutique digital and social media shops also provide valuable insight to a smaller portion of study participants. Most companies did not share plans to significantly shift the nature or scope of agency engagement. 38 “ “
  39. 39. Concluding Thoughts & Contact Details l Social media is disrupting the way the world communicates and companies must continue to evolve how they interact with people to remain relevant. l The pace and scope of change as new tools and technology emerge demands an unparalleled degree of organizational nimbleness. l As digital and social tools become the go-to resources for everything from news and information to friendship and love, smart brands will continue to figure out better ways to add value to the online experience—internally and externally. We look forward to addressing your feedback, questions, or comments. Disclaimer: FedEx and Ketchum are providing this summary for informational purposes only. We are not providing advice, legal or otherwise. Renee Horne Director, Digital & Social Media Engagement FedEx Corporation rlhorne@fedex.com Daniel Dworkin Senior Consultant Ketchum Pleon Change daniel.dworkin@ketchum.com 39

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