Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Using social to build a culture of brand advocacy across the business


Published on

Billy Hamilton-Stent, Octopus Group's Client Strategy Director, presentation from his speaker slot at PRmoment's event on making employees a communication asset.

Published in: Marketing
  • Be the first to comment

  • Be the first to like this

Using social to build a culture of brand advocacy across the business

  1. 1.
  2. 2. 2
  7. 7. 7
  8. 8. BENEFITSOFEXPERTISEANDADVOCACY 8 Traffic generated by IBM internal experts in social media converted seven times more frequently than traffic generated by other IBM sources. “In social media,” state the authors, “people – not brands – are the channel.” – Chris Boudreaux and Susan Emerick
  9. 9. SOCIALISANINFORMATIONPREFERENCE Q2. On balance, in what ways do you generally prefer to find out about products, services or suppliers? 10% 22% 17% 36% 24% 47% 5% 13% 34% 29% 34% 29% Print media Online media Social media Analyst recommendations Email contact from vendor Vendor websites 25-44 year olds 45-64 year olds Base: Total (400) Social influence is growing in stature, especially in the 45yrs and under
  10. 10. WHATDOESANADVOCATELOOKLIKE? 10 Execs LeadersR&D ExpertsIT LeadersCustomer Experience Knowledge Workers Graduates Administrators Operations
  11. 11. WHOARETHEREALAGENTSOFCHANGEINBUSINESS? The originators of change and innovation in a business are much less likely to occupy senior positions or high profile roles in a business 2% 17% 25% 26% 27% 30% 39% 39% 52% 57% Don't Know Administrators and support personnel Graduates / New joiners Business process specialists Executive Group / Board Members R&D professionals Leadership teams Customer facing personnel Business function knowledge workers – HR / Finance / Sales etc. Domain Experts From what groups do the ideas for innovation and change around systems and processes most likely come from in your business? Base size: Total (1004)
  12. 12. BRANDADVOCATEPERSONAS 12 Sharky Sheldon Silent Sally Chatty Charlie Job Role: Marketing / HR / Sales Key Stakeholder Influencers: Executive Team and own department Perceived as… The social champion Leading edge thinking and digital activist…and a bit of pain! Job Role: Sales Key Stakeholder Influencers: CSO, CEO, CFO Perceived as… Does anything to close a deal Invests time in social but skeptical towards the value Job Role: Knowledge worker/ category expert Key Stakeholder Influencers: Peers, line manager and executive team Perceived as… Credible Brand loyal but without the platform or responsibility to be heard
  13. 13. THREEROUTESTOSOCIALADVOCACY 13 PLAY INSPIRERENT Turning Sharky Sheldon into a social media hound Firing up the outbound teams Providing social surrogates for busy executives Men in suits talking shop Giving Silent Sally a platform and voice ‘We create amazing’
  14. 14. THREEROUTESTOADVOCACY 14 PLAY INSPIRERENT Great cultural shift for sales and a fun way to nurture social Essential to be connected to commercial benefits A high price to pay but sometimes essential. Spend and plan wisely to ensure scalability Aligned to HR and employee brand High profile and potentially very impactful
  15. 15. 5STEPSTOSOCIALADVOCACY 15 Create Social STRATEGY NURTURE pockets of interest Make participation EASY RECOGNISE contribution Find KEYSTONE behaviours 1 2 3 4 5
  16. 16. 1.CREATESOCIALSTRATEGY • How you define social and where you position the channel in the business has exponential implications on success • Social is a component part of other strategies. Without a function or goal it has no purpose other than to make noise • Social success requires senior sponsorship and grass roots contribution to reduce the overall ‘cost of ownership’ 16
  17. 17. 2.NURTUREPOCKETSOFINTEREST • Social adoption is a long-term commitment that is rarely utilized company-wide on a consistent basis • Businesses are a collection of niche interest groups that participate more effectively when topics or initiatives are relevant to them • Groups are not always departmental and cross-functional groups tend to reach a more diverse social network – Charity fund raisers – Special interests / industry specific – Domain competancies 17
  18. 18. 3.MAKEPARTICIPATIONEASY • Social engagement works most effectively as an autonomous activity that empowers and author • Social tools and technology platforms should be easy to use and work within flexible IT environments • Education on how to use social platforms and the benefits of investing time in participation is essential 18
  19. 19. 4.RECOGNISECONTRIBUTION • If the company values social presence, it should value the contribution made by the business to achieving that goal • Rewards, big-ups, ‘props’ and company wide recognition are low cost methods to maintain social momentum • Alignment to career and remuneration goals of the individual are also an option…but rare in practice! 19
  20. 20. 5.FINDKEYSTONEBEHAVIOURS • Social is a aspect of many other operational activities – HR – Sales – IT / Digital – Customer Service • Social is accessible across the ranks of the business and shares an individual’s personal platform. • Comms professionals need to find keystone behaviours to create efficiencies in encouraging social brand advocacy 20
  21. 21. KEYSTONEBEHAVIOURS 21 “I intendtomake Alcoa the safest company inAmerica. I intendtogofor zero injuries.”
  22. 22.