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A new model for social branding.
1. Social
Networks
A new model for social branding.
by BrunĂł Bitter, Next Wave Europe
Presented at the âCircuits of ProďŹtâ Business Network Research
Conference on 6 June 2011 (Budapest)
3. Creating a successful presence on social networks
is what businesses want
is what brands want
is what everybody wants...
Facebook Friendships VisualizationMap
8. Failure =
a spectacular lack of
conversation
capital.
Blogs without trackbacks and comments.
Facebook Pages without engagament.
Less âlikesâ than the number of employees
working at the ďŹrm...
13. cultural Rule #1: without cultural relevancy and
networks clout your brand will not be âsocialâ.
Rule #2: without an inherently social
organizational
organizational culture your company will
networks
not be âsocialâ.
14. Ru
le
#1
Brands need to have a narrative, a compelling story.
com¡pel¡ling É Ë Adjective
1. Evoking interest, attention, or admiration in a powerfully irresistible way.
How do these narratives or ideas spread from
brand to person to person in a culture?
memetics, the study of memes
15. Some of the most successful brand narratives in recent history,
the most virulent âmemesâ:
Coca-Cola and their cultural notion of âhappinessâ.
16. The cultural notion of being invincible.
(âIf you have a body, youâre an athlete.â)
17. Apple and the powerful cultural notions of
creativity and individual empowerment.
18. It is no coincidence that these happen to be among
the most powerful âsocialâ brands of our times.
19. Powerful cultural signaling and social media success
strongly correlate.
To achieve desired status as âsocial brandâ, companies must oďŹer more than strong past
performance and product quality - they must also send out and manage cultural signals.
(Recommended reading - Joel M. Podolny: Status Signals)
20. To successfully transmit ideas and values brands turn into media.
Brands like P&G, Red Bull, Johnsonâs, Jägermeister are
producing original content to transmit their cultural ideas, symbols and
practices.
21. Rule #2: without an inherently social
organizational organizational culture you will not be
networks âsocialâ.
- A brand cannot be more âsocialâ than the organization that created it.
- There needs to be a strong connection between the company, the
employees and the brand.
- Employees are often the most important consumer touchpoints.
22. Ca
stu se
dy
Largest online shoe and apparel retailer brand.
In 2009 sold to Amazon for 1.2 billion USD.
Built their brand from scratch through an organizational culture centered
around service excellence
Source of rapid growth was repeat customers and word of mouth
recommendations. 75% of custumers are repeat buyers.
23. Ca
stu se
dy
Zappos Core Values
1. Deliver WOW Through Service
2. Embrace and Drive Change
3. Create Fun and A Little Weirdness
4. Be Adventurous, Creative, and Open-Minded
5. Pursue Growth and Learning
6. Build Open and Honest Relationships With Communication
7. Build a Positive Team and Family Spirit
8. Do More With Less
9. Be Passionate and Determined
10.Be Humble
24. Ca
stu se
dy
Zappos deďŹnition of âsocialâ
It was not âAPIsâ, âFBMLâ or âTwitterâ.
It was âopenâ, âcreativeâ, âhonestâ and âhumbleâ.
All brand values relate directly to organizational values - the two does
not separate!
25. Organizations need to be social in a grass-roots sense:
open.
transparent.
agile.
cooperative.
friendly.
26. Ca
stu se
dy
Insight:
the single most important brand touchpoint for consumers are the barristas, the
people making espresso at Starbucks stores.
They need to be a source of identity and pride, social embassadors of Starbucks
and coďŹee-culture.
The culture of the company comes from deep inside. HR excellence is the key
brand driver.
27. Summary
cultural org.
networks networks
social
networks
To be successfull on social networks, brand ownersâ focus ďŹrst needs to
shift to two other kinds of networks: cultural and organizational networks.
28. What this means for âsocial X agenciesâ
It is not enough to know media and technology.
It is mandatory to understand the wider cultural context.
It is also essential to understand the organizational context.
Yesterdayâs skills/roles: Emerging new skills/roles:
- strategic communications planning - change management
- creative development - organizational development
- copywriting/editing - cultural anthropology
- art direction - applied memetics
- media planning - strategic HR
- online community management
- application development
29. Implications for organizational structures
Before: silo-model
customer service
marketing
retail
PR
HR
silo silo silo silo silo
30. Organizational eco-system modell (vs. organizational silos)
marketing
Planned for Q3-Q4 2011: the
Social Network Analysis of ďŹrms
retail
that have adopted this new
framework of âsocial
businessâ (benchmarked with
customer companies still running the old
service âsiloâ modell).
HR