Social Media Week London Recap


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  • Day 1 Day 2
  • Nokia – talking about ethical debates – but marketing and business concerns remain at the top of conversation Day 3
  • Day 4 Despite all the related tweets, it’s slightly surprising that “Google” didn’t enter into our top word list. The conversation, however, highlights some of the conflicting opinions that persist around the platform. Global sponsor Nokia remained at the forefront of conversation, as did the terms reflecting the popularity of this year’s livestreaming and the very ‘social’ nature of the week. While the conversation may be about what’s online, the action this week is very much offline. inShare2 About Melissa Wolfe Melissa Wolfe is a Social Media Strategist and Analyst at Ketchum Pleon in London. All posts by Melissa Wolfe Subscribe Subscribe to our e-mail newsletter to receive updates. Related Posts: Three Podcasts To Feed Your Creative Brain Social Media Week London Day 5: Influence, Sharing, Like Minds and Sore Heads. Is Facebook the Right Place for Your Brand? I Measure, Therefore I Am! Can Twitter Change The World? Day 3 of Social Media Week London social media , Social Media Week , social media week london ← Generating Positivity in 2012 Social Media Week London Day 5: Influence, Sharing, Like Minds and Sore Heads. → Disqus Like Dislike Login Add New Comment Showing 0 comments M Subscribe by email S RSS We Are Ketchum Popular Latest Story Juice: How Ideas Spread and Brands Grow I’m a big believer in the power of storytelling, which is why I was excited to have the chance to write the foreward for the ebook, Story Juice: How Ideas Spread and Brands Grow. The book has been published by the Grapevine Group, a group we have been working with recently. Feel free to read [...] The Power Of Google+. It Is More Than Just A New Social Network. Curious about Google+ and what impact this new social media platform that is developed by the world’s largest search engine might have on search engine ranking and search engine optimization tactics? Or are you just curious about how to use Google+ as a new social network for your brand? This post will cover both, and [...] The Secret Ingredient to Ranking on Google Recipes What is the secret ingredient to pitching a recipe? Have you ever wondered how to rank your own or your client’s recipe on Google Recipes? Try this experiment: Type in the word “recipe” into Google. What do you get? I had 115,000,000 hits in 0.22 seconds. Consumers enjoy searching for recipes and they are an [...] View Archives Categories Archives
  • Day 5
  • So Redbull have been in games for ages.  They actually built a whole flying game (A la Redbull Air race) in Playstation Home and it did really well for them.  They love the racing association.   As for that soapbox racer game, the customisation and social hook ins are quite good.  But the UI and the game itself are a bit basic and Actually slightly rough looking tbh.  It looks like something a beginner made. Good idea - cheap, bad execution.   The golf one is barely a game at all.  It's a video with 2 choices in the middle, littered with unsubtle product placement (titleist).  Not good at all.  What little interaction there is really doesn't add to the engagement at all IMHO.  A waste of a lot of money. >> Facebook connect in the beginning but the info it pulls is just random BS, and there’s a lot of product placement in it. It’s basically a video and there’s not a whole lot of skill involved. You hit a ball and there’s an actor/commentator involved but they are only there to advance the story. Pleasure Hunt – idea is good, execution is pretty Audi – iPhone game Mercedes Escape the Map – they called it a game, but it wasn’t… choose your own adventure interactive video game We Are Interactive – I am Playr – make decisions in video
  • Not to be confused with ‘gamification’
  • Mobile is with us at the point of inspiration Don’t be afraid of failure Mobile is yet to be fully exploited online Measure the impact of mobile – use all the metrics you’d use for other media Insight → Integration → Ideas → Implementation
  • What’s in it for me? Why do you want people to change screens? You have to give them something they can’t get on other channels Switching has less to do with device functionality, more to do with lifestyle
  • • One in five minutes spent on digital is social –  Not surprising when you consider the dominance and volume of users on Facebook alone. • 79% of males and 84% of females are on social media –  This brings me to something Robin Dunbar said, male to male relationships benefit more from actually doing things and spending time together. Female to female relationships benefit more from social networking. • 45% of social usage is done via mobile –  When you think about the numbers of us on social media and who own a smartphone (or even just one with internet) you would expect this to be about the amount (and growing). • 64% use mobile at work to access social –  Most likely because their employer has blocked social networks in a bid to increase productivity. • 57% of people talk more to their friends online than in person –  Not such a surprise to those of us in marketing, PR or advertising.
  • Then came the man we had all been waiting for (for chocolaty reasons),  Jerry Daykin, community manager for Cadbury and Kraft . He talked us through how Cadbury has achieved such great social success on Google+: • Take on the new social platform and explore before you do anything • Search around for anything relating to your brand • Cadbury learnt from the campaign set up to bring back Wispa • Google+ is a wonderfully visual platform, so tailor your content accordingly • Make sure your fans want to share your content – make it unique • Find out what you can do – Cadbury launched a product on Google+ which was shared 550 times • Take the chance to engage – brands (more than ever) need to reach influencers • Use circles to give specific target markets what they want – tailor your content for different areas of your audience, after all not everyone will want to see everything you do • Give hangouts ago to share content instead of a wall post • Always keep an eye out for new features and give them ago
  • ‘ Kinship’ is a very important element in our social groups; Around 50% of our inner social circle is comprised of people we’re related to
  • Alex Bentley of Bristol University  believes the internet and social media has completely changed the way we interact and decide. People are rarely aware of the global impact of what they are posting to be able to contribute. Once you have posted something, it’s out there (no matter how hard you try to delete it) – that’s a lot of power potentially riding on one post. 21st century people are becoming more and more influenced by people they don’t know. Think about this. How many times have you seen a comment on a Facebook page for a brand on a post and liked it? Even though it’s from someone you don’t know and will probably never meet. You are then instantly agreeing with the views of this person. Social influence does not need to be local.
  • Hena’s slides
  • Facebook Content Tips (Yorkshire Tea) Up to 30 seconds (video) is best People prefer simple chat to crafted messages Vote based competitions are bad: people don’t trust them and don’t believe they’ll win App/page creation software saves time & money
  • How can you build social media in to event planning?   Wifi – free, announcing the passwords to the delegates. Re-emphasizing that this is available to them.   In the last recession events were the first thing to go. Now they are seen as being key in direct marketing and a way of getting a message to a wider audience   Range Rover example – Month long event instead of a TV ad. Face-to-face, invited journalists and created an organic way of reaching their target audience. They targeted a relevant audience which gave a snowball effect.   “ A global community in a local environment.”   Needs to be a balance between engaging content and social media; social media will come with good content.   “ Real human experience right and the rest will follow.”   Social media helps with knowing the sentiment inside the room – can see peoples comments on the discussion.   Have to consider the online audience.   Social Media creates: - Anticipation - Documentation - Legacy   Marketing   Don’t sell to strangers. Focus on strong ties and the immediate network. Selling to strangers is juts broadcasting A by-product of social media is that the right people are found. Your contacts will know theirs contacts etc.   Follow debates on the subject content, add journalists to your network   If the following a right then with a little push social media will follow: Venue, location, content, speakers.   Once an event is finished its legacy can live on through social media content.   Before, during and after an event, loose tweets can be pulled together and a report can be created.   Resource – needed for managing the process and uploading content, needs to be discussed in the event managers budget.   Social media allows us to bypass email.   It is part of everyday life now, people know how to use it.   Need to take the rough with the smooth, good and bad comments will be given. Responding to a negative comment is more powerful than trying to delete it or ignoring it.   The tone of voice of the company that you are representing needs to be taken in to consideration. The social media communication needs to reflect the tone of the audience and the mood of the event.   The online audience is different to the actual audience. Difference audience need different information/messages.   Events are traditionally finite periods of time. Social media helps an event to exist before it starts and it can live on afterwards.   Twitter allows for audience vs. panel.   There needs to be a balance between content and engagement, time needs to be allowed for the audience to have a say. It allows for more reliable content.   Twitter walls allow for live discussion.   Budget-shy for allocation towards social media? Learn from other organisations Use the open and free guides and resources   Ask what it is that you want to create and then work backwards.   Social media for the most part is free but there is some investment needed.   Introductory 1 day sessions with a consultant could help.   Twitter – useless knowing how to use it if you don’t have followers. Think about what people want to hear.   Co-creation – if the type of audience is known then the agenda can be shaped to attract them.   2 types of models for social media Specialist Business as usual   Corporates have people watching social media for complaints.
  • This session was a short Q&A panel with Olympic athletes and sports journalists. It was focussed entirely on the media relationship with twitter.
  • Charlotte B, Cat, etc Jules Kendrick   Head of Client Sales Mumsnet
  • Fleishmann-Hillard + LinkedIn Aimee Bateas – L&L
  • Common Uses Crisis Management Social Media Strategy and Messaging Under-leveraged Uses Brand Reputation Customer Experience Research & Development
  • A brand is the sum of its conversations Conversations are a result of advocacy How do we manage advocates? Employees can be advocates Companies have to re-think their relationship with their staff How much do you tell them? How should companies in regulated industries behave? Empower and encourage employees Keep it as simple as possible Put digitally knowledgeable people in every department Must be future-proof – leave room to manoeuvre Consistency of message? Is one consistent message more valuable than a variation? Is there a danger that brands will spread themselves too thin? As a global community manager, your customers are your markets The next stage of social networking is social connecting The Chinese equivalent of YouTube has an average daily dwell time of 1hr per user
  • This was a talk by sharepoint specialists Raona. They discussed the fundementals of building a community and how they apply equally to both organic consumer communities as well as internal business related ones. For further reading they recommended people read the why 2.0 McKinsey report and also to take a closer look at Siemens’ intranet.
  • Iain H, Girish, Rafi…. SMW – a corporate view This is not a fad! Major brands ( Virgin Atlantic , Nokia and even embattled brands in highly regulated environments like Barclays ) are engaging with social media. The overwhelming refrain was, “we have to be where our customers are” and, increasingly, they are on social media. “ Sincerity’s the most important thing – once you can fake that, you’ve got it made.” (George Burns) On social media, authenticity is the most important thing – and some brands are operating on the assumption that if that they can fake that authenticity, they’ve got it made. Brand interaction on media interactions that is perceived – or revealed – to be inauthentic will lead to reputational damage. Social Media is highly disruptive to existing brand cultures and structures. Most brand structures operate on the premise that control is exerted from the top and from the centre – produce a brand book and enforce those rules. Social media doesn’t work this way.   Virgin Atlantic talked about evolving from a centrally controlled model, to a hub and spoke model (where trained and appointed representatives engage on social media on behalf of the brand) and ultimately to a ‘honeycomb’ model where each employee of the company is engages with consumers via social media (a long way off, even in a relatively agile and non ‘risk-averse’ culture like Virgin Atlantic). The logic of the honeycomb approach is that people operating at some distance from the corporate centre are empowered to act as brand ambassadors. The loss of centralised control that this implies is a terrifying prospect for most brands. The digital natives that are most naturally (and authentically) able to traverse the emerging social media landscape are invariably (but not inevitably) younger and operating at the more junior levels of an organisation. The emergence of these people as SoMe brand champions turns traditional corporate hierarchies on its head. As SoMe matures as a brand channel, the biggest obstacles will be re-engineering traditional corporate control structures to devolve power and support empowerment throughout the organisation. In maturity terms, we are at Hour One, Day one of SoMe’s evolution. In 1993, no-one had heard of the internet, there were no corporate web sites, virtually no corporate sites with email capabilities and mobile phones were clunky and not smart. Within ten years, all these technologies were commonplace and smartphones beginning to become ubiquitous Over the past 20 years, search engines, evaluation, data mining, CRM and a host of other tools have emerged to make sense of the vast amount of data that the Internet had generated. In the next few years, the knowledge and tools to make the same sense of data and interactions happening on Social Media – now in its infancy – will become mainstream. Fundamental change can happen at an incredible pace and we can expect the same rate of change with SoMe. See: for an overview of some of these topics.
  • Some useful tools mentioned at both of these conferences – Brandwatch, Radian 6, Symosis, net promoter score, Altimeter;s social maturity self-assessment, Forrester’s social maturity scale, Syncaps.
  • Social Media Week London Recap

    1. 1. Social Media Week London13-17 February 2012
    2. 2. London makes the most noise during SMW 2
    3. 3. Valentine’s day diverts conversationDay 1; Day 2
    4. 4. Can Twitter change the world?Day 3
    5. 5. Is a live hangout what it takes to sell Google+?Day 4
    6. 6. Early birds – the 8am trend continuesDay 5
    7. 7. Games for Brands • To build a good game, you must understand • Many people who play branded games do it human motivation: for competition, curiosity, free things • Status (something for nothing, freebies to keep playing), instant gratification, and loyalty • Social contact • Rewards and victory come in the form of • Power • Physical merchandise • Independence • Achievement (complete challenge) • Honour • currency (play money could have real • Idealism world value) • Curiosity • customization (personalize experience • Its grounded in psychology and expressing and expression/identity) personal identity and an affiliation or • communal collaboration belonging.  • Gifting • People enjoy games that provide a mechanism for value • social points (tokens like thumbs up/down) • Difficulty (mastery) • virtual goods  • Levels (achievement) • Rewards (points, recognition) 7
    8. 8. Branded Game Examples 8
    9. 9. Gamification vs Games Gamification is taking an existing process or system and augmenting it so people are motivated to take part – VW did when modifying the speed cameras system into a lottery.
    10. 10. Augmented Reality, Mobile Apps & Mobile Payment Mobile is with us at the point of inspiration and sharing should be central to mobile strategy.
    11. 11. • The Two Screen Experience – Integration between television and tablet/smart phone – People focus on one screen at a time, that’s why calls-to- action are at the end of content – The second screen should provide ‘additionality’• Smartphones more popular during the commute, tablets are more popular later in the evening and during weekends• Content is like water – it takes the shape of whichever platform it is in. – Planning processes need to stop treating Mobile as a separate channel – The platform (e.g ‘mobile’, TV) is just a shell in which the content sits.• If you want someone’s data, tell them why you want it and what they’ll get in return.
    12. 12. Google+ at SMWLDN 90 million+ G+ users 5 billion uses of +1 button 1 in 5 minutes spent online is social 79% of males and 84% of females on Social Networks are active 45% of Social Network usage comes from mobile devices 64% of people access a Social Network at work via their mobile phone 24% check for customer reviews on products 57% talk to friends more online than in real life People are 300% more likely to purchase based on a recommendation from a friend Google has 1 billion people connecting with its products 80% of G+ users interact with it on a weekly basis
    13. 13. Robin Dunbar on why the Internet won’t get youany more friends at Google + SWMLDN• The internet promised us an enlargement of our social world; however, the number of people we actually communicate with regularly, and share emotional relationships with is limited. – The modal number is 120-130• We may many people in our lists of friends on Facebook, but we only talk to 150 max. (The social group size for Humans is 150 = Dunbar’s Number)• The largest number of people who can actively engage in one conversation without any of the others becoming inactive is 4• The social brain hypothesis: The bigger your social group size, the bigger your brain becomes.
    14. 14. Social Environment Structure• Ego = 1• Best Friends = 5• Close Friends = 15• “People I talk to” = 50• “People I know” = 150• Casual Acquaintances = 500• “Faces I can put a name to” = 1500
    15. 15. Males vs. FemalesSharing activity is what maintains social relationships between malesSharing conversation is what maintains social relationships between femalesRomantic Relationships• People not in relationships have 5 best friends• People in relationships have 4 best friends – Romantic partners rarely come from the group of 5 best friends, so people generally sacrifice a close social relationship in order to pursue a romantic one.
    16. 16. Decision makingAll decisions can be mapped on the following matrix: e.g. following a Well Informed recommendation e.g. making a from a reliable decision based on source independent research/sampling Independent Copying e.g. making a decision based on the assumption that ‘everybody does it’ Poorly e.g. guessing Informed
    17. 17. Managing an international social media presence without causing brand confusion Key learnings • BRANDS today are asked to feel, think and speak. To do this you need to know who you are! • If you manage a global twitter page don’t focus on items like the weather or local activities • When pushing out to a new market- you don’t only need to know about the country you ideally need someone there. Social media is a great tool to gauge public opinions. • Your crisis management plan cannot be the same for each country • Reward your loyal followers – through the good times too. 17
    18. 18. CHALLENGES• Reiss-Kate Middleton situation• WHO AM I messaging needs to be at a local market level• Different social media tools work with different industries (Tumblr – Reiss)• Tap into user experience- mobile phones• We have built an expectation “make everything easy” you need to follow this also• Things may look pretty but are they accessible for all?• Think experience not social• Monitoring tools “sick” “bad” “wicked” “blood”• Regulation, seasonality- from travel, gambling, financial verticals have to be taken into account 18
    19. 19. Me! Me! Me! The Battle for Attention: Yorkshire Tea Case Study Yorkshire Tea – became active in Social Media because they had lots of stories, but nowhere to tell them • Didn’t have the budget to tell the stories in the detail they wanted on TV. • “Tea is the Social Fabric of Britain” Insight driven campaign • INSIGHT: It’s hard to get a good cup of tea when you’re on holiday • CAMPAIGN: ‘Tea Van’ tour of America, using Social Media to find Brits in need of a cup of tea. • OUTPUT: Video Content, Twitter & Facebook Conversations
    20. 20. What Yorkshire Tea learned Facebook Content Tips: •Video sharing - up to 30 seconds is best •People prefer simple chat to crafted messages •Vote based competitions are bad: people don’t trust them and don’t believe they’ll win •App/page creation software saves time & money 20
    21. 21. Integrating Social Media into the Marketing Mix • Social Media is about more than just Facebook and Twitter. Smaller platforms such as Tumblr, Pinterest & Instagram can help you engage with a more ‘niche’ audience. • Strong, creative ideas can be replicated (and reinforced) across multiple platforms – this is one of the greatest positives of an integrated campaign. • Timescale – incredibly important. Social Media campaigns have to be given time to build up momentum and consumer engagement in order to maximise visibility. • Longevity – There needs to be groundwork in place to ensure that these campaigns maintain longevity and deliver medium to long term return on investment. This is why building brand loyalty and engagement online is so key. • Case Study: Jay Z & Bing: Decoded Every page of Jay Z’s autobiography was displayed in a real world location that in some way spoke to the content on that page. So, while some pages were splashed on billboards, others turned up in less expected locations--like the bottom of the pool at Miami’s Delano Hotel, on pool tables, in the lining of suits. The campaign centred around a  Bing Maps-enabled scavenger hunt; which allowed the audience to uncover clues as to the location of each page. 21
    22. 22. Case Study: Jay Z & Bing: Decoded 22
    23. 23. Social Media for Events Practical advice for getting started: Set up a twitter name Promote a hashtag for the event Remind people of the hashtag Create visual content (publish presentations, photos) Ask people to help  you spread the buzz   Social Media creates: - Anticipation - Documentation - Legacy Take-aways Make it engaging and valuable Describe the experience – start at the end and work backwards Events are a focal point. Investing in people – accentuated with social media 10 really relevant people are more important than 10,000 randoms Social media is a conversation – a 2 way thing, talking and listening 23
    24. 24. Social Media, the Olympics & BBC – Preparing for London 2012 Key points •Celebrities can use twitter to show the public they are much more well-rounded individuals. “Hey look, we eat breakfast too!” •Being approached to endorse products on Twitter is quite common for athletes. •Related to this is the fact that some companies who are good at listening frequently pick up when a celebrity says something positive about their brand (such as - I like coffee X) and offer samples/freebies as a thank you. The athletes love this. •The biggest risk to athletes reputations through social media comes not from things they would post themselves but through family members or relatives/friends who aren’t very good at social media tweeting things that are a little too personal.
    25. 25. Family Circles • Increasingly important to target all members of the family via social media, not just ‘mums’. • Collaborative decisions are being made – not just ‘mum’ or ‘dad’. • Dads are key decision makers too but often ignored online; need to be targeted in the same way mums are. • Children and teenagers have most influence within the household and dictate much of the family spend. This is because they are becoming more consumer-savvy and parents encourage this. • Children know more about internet than some parents and are looked to as ‘experts’ for new technology, i.e. mobile phone purchases, computer purchases . • Older children (pre-teen) have a higher social media consumption than very young children and their online behaviour differs from age group to age group. 25
    26. 26. Family Circles• Women of the household are the ‘gatekeepers’. They dont want to be sold to, they want to be listened to and have opportunity to react (i.e. on communities such as Mumsnet)• Secret to success when engaging with parenting communities: • Don’t patronise • Listen, ask and dont tell • Be honest and transparent, engaging and dont stereotype • Women on ‘mum’ communities have other interests too, they are wives, friends, colleagues• Test the water. Brands should ask communities what they want to see from them before preaching to them, i.e. McDonald’s approached Mumsnet with its revised, healthy eating approach. The community has previously said no to working with them, but in light of what the brand had to say, they reconsidered. 26
    27. 27. Using LinkedIn to drive community, collaboration and sales • LinkedIn is the best way to reach C-suite/senior management level executive. They log on to LinkedIn more than any other business website (chart via LinkedIn) 27
    28. 28. Using LinkedIn to drive community,collaboration and sales• 3 pillars of LinkedIn • Identity – professionals manage their identities to connect, find others and be found • Insights – Learn how to do your job better (LinkedIn Today/top news) • Everywhere – making LinkedIn an accessible tool in all regions of the world• LinkedIn Marketing Ecosystem • Create – Company pages, groups, platforms • Attract – Display LinkedIn ads, social ads, partner messages, followers/members • Engage – Poll/content ads, groups, company status updates, 1-to-1 conversations • Amplify – Network update status, share, comment, discuss, vote•Be sure to nurture your community – set-up the community for the long-term and be sure tolisten, respond, engage and activate•Measurement is crucial – always set objectives in the beginning for why you are setting upcommunity and measure against those • LinkedIn data • Qualitative research + analysis • Customer support data • Sales funnel data 28
    29. 29. From Social Data to Social Insight • Aggregation and metrics do not equal insights • If you can take an action as a result of what you’ve learned, that’s an insight. If it’s not actionable, it isn’t • Great insight drives great strategy  drives great campaigns  drives great ROI • Automated sentiment is inaccurate and unreliable – “Marginally better than the toss of a coin” – To get context you need manual sentiment analysis • The venue effect – how the media channel affects the nature of the content posted. – E.g. Microblogs are more expressive than forum posts(?) • A search term must be a question. – Like all research questions it must be objective • Beware of face value – look at opinion on a subject across all media types. – Context is King – Social Media opinion does not equal Public opinion
    30. 30. The Future of Brand Communication • Individuals are brands in their own right • Treat your employees like customers and vice versa • Edelman trust index – trust is going down in CEOs but up in regular employees • Democratisation of media needs to move inside the organisation • Authenticity is compromised by stringent guidelines • Brand guidelines = brand police? • You cannot communicate if you don’t have a point of view. – A point of view is automatically a differentiator and is automatically global • Segmentation should be Attitudinal NOT Demographic 30
    31. 31. The Future of Brand Communication• A brand is the sum of its conversations. Conversations are a result of advocacy – How do we manage advocates? • Employees can be advocates – Companies have to re-think their relationship with their staff • How much do you tell them? • Empower and encourage employees • Keep it as simple as possible • Put digitally knowledgeable people in every department • Must be future-proof – leave room to manoeuvre 31
    32. 32. The path to a social intranet • Societal change is driving business change. Technology is driving this societal change. This is expressing itself in business through the emergence of things like flexible and remote working practices. • “The best solution to social knowledge management used to be a coffee machine.” This line during the talk drove home the point that internal knowledge sharing within businesses is not a new phenomenon. We used to do it around the water cooler – these days its benefits can be felt through the use of intranets. • Building an intranet successfully really means building an engaged base of intranet users within your company. This means you need a community building strategy as well as someone to lead it – a community manager. • The process Raona recommend for community building follows the 2009 Forrester POST methodology. • People: Firstly you identify who your employees are. Are they Joiners? Lurkers? Use the Forrester ladder to identify them and use this knowledge to help you set your objectives. • Objectives: Set objectives for each group of people to accomplish. What do you want your lurkers to be doing in 6 months time? What will your creators be doing? • Strategy: You will need to define what you want success to look like – what is your end goal? Once you have an idea of what this looks like work out ways to make it happen. Likely this will involve increasing engagement and moving members from one group (lurkers) into another (creators) so be sure to factor this in to your planning. • Technology: Pick the right technology for your company – not all platforms are the same.
    33. 33. Making Social Part of your DNA • On social media, authenticity is the most important thing – and some brands are operating on the assumption that if that they can fake that authenticity, they’ve got it made. Brand interaction on media interactions that is perceived – or revealed – to be inauthentic will lead to reputational damage. • Most brand structures operate on the premise that control is exerted from the top and from the centre – produce a brand book and enforce those rules. Social media doesn’t work this way. – The digital natives that are most naturally (and authentically) able to traverse the emerging social media landscape are invariably (but not inevitably) younger and operating at the more junior levels of an organisation. The emergence of these people as SoMe brand champions turns traditional corporate hierarchies on its head. – As SoMe matures as a brand channel, the biggest obstacles will be re- engineering traditional corporate control structures to devolve power and support empowerment throughout the organisation. 33
    34. 34. Its not enough to say “Im hearing you/Ivelistened." Brands have to respond.3 rules from @jobsworth• Understand your customer is social and is online and wants to engage.• Empower employees to engage with customers. Give them the right tools.• Allow customers to speak to each other. They do anyway – the question is whether companies want to join that conversation.Theres no point talking about a social DNA if organizations dont accept and understand that customers have a social profile that is part of their DNA. As brand and reputation consultants, we have to remind ourselves to help our clients listen to the conversations before recommending campaigns to improve share of voice in them.  34
    35. 35. ContributorsAimee Bateas – Account Coordinator, CorporateAlastair Sibley – Community StrategistCat Jennings – Practice Director, BrandCharlotte Brophy – Account Manager, BrandHena Husain – Account Executive, BrandIain Halpin – Consulting Director, CorporateKate Matlock – Digital StrategistLauren Lepke-Brown – Account Coordinator, CorporateMelissa Wolfe – Digital Strategist/Social Media AnalystRafi Mendelsohn – Account Manager, CorporateTom Cornish – Jr Digital StrategistZoe Brown – Account Coordinator, Corporate/Events 35