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Who Owns Social Media?


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This presentation was delivered by c21 experts Marlena Reed and Sharon Goldmacher at the 2010 NewComm Forum.

Published in: Business
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Who Owns Social Media?

  1. 1.
  2. 2. Who Owns Social Media? Everyone in the Company<br />
  3. 3. Business and Social Media<br />Big brands are embracing the good, the bad and the ugly of social media<br />It’s not about campaigns, but a permanent positioning<br /><ul><li>Fortune 500’s use of blogs, video, and podcasts has increased, but Twitter was the ‘09 social media channel of choice - Society for New Communications Research ‘09
  4. 4. 22% of the ‘09 Fortune 500 have a public corporate blog
  5. 5. 86% of these blogs link directly to a corporate Twitter account, a 300% increase over the ‘08 study</li></ul>Social media must be embraced company-wide <br />
  6. 6. But Who’s on First?<br />Q: Who should own social media?<br />Of those engaged in social media efforts:<br />72.7% - Sales and Marketing<br />54.5% - PR<br />Options not selected = HR, Owner, Other<br />Of those not engaged:<br />50% - PR<br />33.3% - Sales and Marketing<br />16.7% – HR<br />16.7% - Owner<br />0% - IT<br /> In c21’s survey of 200 business owners and communicators giving them multiple choice options<br />
  7. 7. Who’s Producing Content? <br />2/3 said designated team members produce content<br />1/3 said all employees produce content<br />Unfortunately, most are doing so without formal guidelines<br />Q: Do you have a SM policy? <br /><ul><li>63.6% - NO
  8. 8. 36.4% - YES</li></li></ul><li>What Thought Leaders are Saying<br />“It’s not a department that owns social media, it’s the consumer.” Heather Oldani, Director, US Communications, McDonalds @Heather04“The consumer owns the brand, and thus so do employees.”Carol Kruse, Vice President, Global Interactive Marketing, The Coca Cola Company“It comes down to content and authenticity.”Gary Vaynerchuck, owner, Wine Library and social media thought-leader @garyvee<br />
  9. 9. Are all Industries on the Bandwagon?<br />Employers should add a policy to their employee handbooks or manuals <br />that prohibits personal employee blogging during working hours. <br />a policy that specifically addresses private blogs and chat rooms during off hours. <br />From Internet Business Law Services, article onEmployee Blogs Pose Potential Problems for Businesses<br />
  10. 10. Case Studies<br />
  11. 11. There’s a Booger in My Pizza<br />April 2009 – Employees post gross video on YouTube<br />Alerted by a consumer/blogger<br />No response for 24 hours<br />Then, video goes super-viral<br />Domino’s responds in 48 hours:<br />Creates a Twitter account to respond to consumers<br />Posts CEO video on YouTube<br />
  12. 12. My Flowers Haven’t Arrived<br />
  13. 13. Management Approaches<br />Lone Wolf Approach<br />Silo focus<br />SM is the focus of one person/dept.<br />Identify appropriate “steward of the message”<br />Albeit one or a few - content MUST be inclusive and organizationally authentic<br />
  14. 14. Management Approaches<br />Kumbaya Approach<br />Create core team<br />Cross-functional, high-level members<br />Define measurement /reporting accountabilities<br />Provide simple, clear guidelines – regardless of “official” social media role<br />Brand and messaging<br />Public discourse<br />Training <br />Encourage all employees to consider social media and what they do for the company<br />
  15. 15. Trust the Leaders<br />Learn from the best in SM policy guidelines<br />Even when you are talking as an individual, people may perceive you to be talking on behalf of Kodak, be upfront…<br />Click here for other sample social media policies<br />
  16. 16. Management Approaches in Action<br />
  17. 17. United Linen<br />Web site<br />What: Regional Uniform/ Linen Co.<br />Family-owned <br />Founded in 1936<br />One-man marketing team<br />Who: Scott Townsend, Marketing Director<br />Why: Brand awareness, lead generation<br />
  18. 18. United Linen<br />
  19. 19. United Linen Results<br />Major business media buzz<br />National coverage for a regional small business is invaluable<br />Enhanced customer service<br />Twitter used to update customers during bad weather <br />Building new business relationships<br />Reaching new audiences<br />
  20. 20. The Coca-Cola Company<br />What: Producer of more than 500 beverage brands worldwide<br />Founded in 1886<br />92,400 employees<br />Why: Brand engagement, hyper-local connections<br />“The Coca-Cola Company strives to refresh the world, inspire moments of optimism and happiness, create value and make a difference.”<br />
  21. 21. The Coca-Cola Company<br />> 18K Twitter followers<br />> 5 million fans<br />70% user-generated content <br />
  22. 22. The Coca-Cola Company<br />Engaging music fans on MySpace<br />Over 200,000 YouTube Channel views<br />
  23. 23. The Coca-Cola Company<br />3-page Social Media Policy:<br />Certification for official spokespersons<br />Guidelines for all employees<br />Cross-functional Social Media Council:<br />Heads of Legal, PR, Global Marcom, HR meet monthly to plan/adapt<br />
  24. 24. Oppenheim Law<br /><ul><li>What: Law firm in Florida
  25. 25. Real estate foreclosure specialty
  26. 26. Founded 2000
  27. 27. Who: Husband/Wife team
  28. 28. Why: Thought-leadership, client education
  29. 29. Results:
  30. 30. “Made lemonade”
  31. 31. Several thousand online subscribers in less than a year
  32. 32. National media coverage like WSJ and more</li></li></ul><li>What Went Wrong?<br />Within 48 hours, this campaign triggered a backlash from its target audience<br />
  33. 33. The Motrin Moms Meltdown<br />October 2008 - Motrin posts video online<br />Nov. 15 - Critics surface on Twitter (@JessicaGottlieb)<br />Nov. 15 - #motrinmoms becomes a high trending topic <br />Nov. 16 - “Motrin Makes Moms Mad” response video launches on<br />YouTube<br />Nov. 16 - Motrin pulls the video, shuts down site<br />Nov. 17 - Site returns, Motrin issues statement<br />
  34. 34. Tracking Motrin’s Response<br />Did they monitor?<br />Were they present on social media channels?<br />
  35. 35. Conclusions<br />Identify the best messengers<br />Good writers, creative thinkers, good spokespeople, engaged<br />Develop proactive strategies for listening, connecting and influencing<br />Editorial calendars, posting ideas, etc.<br />Put policies in place<br />Monitor and measure<br />
  36. 36. communications 21<br /><br /> @c21pr<br />Sharon Goldmacher, president & CEO<br />Marlena Reed, VP of Interactive Services,<br />