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Create - Day 2 - 11:15 - "Six Secrets to Overcoming Social Marketing Hurdles"

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Despite the fact that customers expect to engage with their brands on social media, most firms continue to see their social budgets fall low on the marketing priority list.

Whether through a lack of hard ROI or meaningful metrics, social teams struggle to acquire the funding and support to make a real difference.

Veteran social media marketer Eric Weaver will share six secrets from major global brands on how to garner financial support, create meaningful impact and engage distracted fans.

Expect to walk away with new methods of measuring social media ROI, successfully requesting more funding and approaches to paid advertising, content and engagement to produce tangible business results.

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Create - Day 2 - 11:15 - "Six Secrets to Overcoming Social Marketing Hurdles"

  1. 1. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   11   SIX  SECRETS  TO  OVERCOMING     SOCIAL  MARKETING  HURDLES   E R I C   W E A V E R   •   # P M I L D N   •   3 0   O C T   2 0 1 5   WEAVER  GLOBAL  ADVISORY  
  2. 2. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   22   VOICEOVER:  How  many  of  you  think  social  media  marke�ng  as  we  know  it  is  dead?  How  many  of   you  think  this  “happened”  around  2013?  •  I  ask  because  I’ve  been  crea�ng  social  approaches  for   brands  since  the  very  beginning  (2005).  Many  of  my  colleagues  are  ques�oning  the  viability  of   social  as  a  marke�ng  channel  these  days.       But  from  my  perspec�ve,  social’s  unique  and  important  to  any  brand.       It’s  certainly  not  dead.  Just  struggling  with  six  major  issues.  
  3. 3. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   33   VOICEOVER:  Part  of  the  problem  is   that  all  this  �me,  perhaps  the   majority  of  brands  have  used  social   as  a  push  marke�ng  channel.  “Find   Us  On  Facebook”  is  a  classic   example,  assuming  audiences   wanted  to  find  us  and  our  content   (usually  ported  from  other   channels).  The  reality  was:  few  did.  
  4. 4. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   44   THE  TYPICAL  SEQUENCE:     ASK  JR  STAFF  TO  “HELP”  ✓       HIRE  FULL-­‐TIME  STAFF  ✓       BEGIN  BASIC  ENGAGEMENT    ✓       BUY  A  LISTENING  TOOL  ✓       SOCIAL  BOX  CHECKED   NO  NEED  TO  GO  FURTHER   44 VOICEOVER:  Marke�ng   typically  is  the  largest  budget   within  any  organisa�on.  And   under  constant  pressure  to  be   reduced.  When  Social  Marke�ng   became  an  obvious  necessity,  the   sequence  at  le�  was  the  typical   way  companies  adopted  social.     Marketers  did  the  bare  minimum   and  then  told  their  management   the  brand  “was  doing  social.”   That  barely  funded,  bare   minimum  resourcing  may  have   taken  care  of  basics  but  set  the   expecta�on  that  social  was  free   or  cheap.  
  5. 5. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   55   “We  don’t  internally  have  the   confident  data  we  need  to   convince  leaders  or  peers   that  they  should  invest  in   some  of  this  new  technology   or  posi�ons     or  skills  that  will  be     crucial  to  a  growth  plan”       Adrian  Parker,     Patron  Spirits  Company   VOICEOVER:  For  most  brands,  this   approach  and  a�tude  underpowered  real   impact.  And  without  real  financial  metrics,   many  marketers  have  told  me  they  feel   stuck.  They  can’t  invest  without  financials,   and  they  can’t  get  be�er  results  without   further  investment.  
  6. 6. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   66   SIX  MAJOR  HURDLES  ARE  CREATING   A  SOC IAL  MEDIA  CRISI S  OF  FAITH  
  7. 7. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   77   Hurdle  #1   CONTENT  ISN’T  SEEN  BY  FANS   BECAUSE  THE  CONTENT  EXPLOSION  HAS  KILLED  ORGANIC  REACH  
  8. 8. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   88   Client   Posts/   month   Total   reach     per  post   Avg  reach     per  post   Fan   Base   Visibility   Cruises   55   155,305   2,823   1,284,700   0.2%   Fast  Food   16   1,333,120   83,320   1,194,700   6.9%   Insurance   2   19,830   9,915   270,350   3.7%   Airline   8   215,000   26,875   619,420   4.3%   Electronics   8   322,500   40,312   3,760,700   1.0%   AVERAGE  ORGANIC  REACH  (OCT  2015):   3.22%   VOICEOVER:  Remember  when   we  produced  content  for  fans   and  they  reacted?  Remember   when  they  actually  SAW  it  in   their  newsfeeds?     Ever  since  Facebook  started   charging  at  the  door,  most  of  us   who  don’t  pony  up  are  seeing   our  reach  thro�led  in  favour  of   paying  brands.  Which  means  a   mee�ng  with  Finance  to  request   a  new  paid  budget  for  boos�ng   content.     But  –  do  we  have  the  financial   metrics  to  jus�fy  a  new  spend?  
  9. 9. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   99   ORGANIC  REACH     (Maximum  3%  visibility)   RETAIL  BRAND  W/508K  FANS  •  ORGANIC  REACH  1  MO   VOICEOVER:  Look  at  these  sta�s�cs  for  a  retail  food   brand.  Out  of  500,000  fans,  very  few  even  have  a   CHANCE  of  seeing  the  brand  content.  
  10. 10. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   1100   WANNA  PLAY?  GOTTA  PAY.   ORGANIC  REACH   PAID  REACH  PAID  REACH  –  BOOM!   VOICEOVER:  But  with  a  £850/1000€  investment,   Facebook  over-­‐rewards  the  brand  with  insane  reach.  
  11. 11. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   1111   (NON)  SECRET  #1:  YOU  NEED  TO  ASK  FOR  A  NEW  PAID   BUDGET  –  BUT  IT  WILL  GET  YOU  ENGAGEMENT   VOICEOVER:   It’s  essen�al  to   boost  now   because  it’s  the   only  way  to  get   to  these  kinds   of  engagement   numbers.  And   engagement   leads  to  all   good  things.  
  12. 12. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   1122   Hurdle  #2   WEAK  ENGAGEMENT  SKILLS   AROUND  WEAK  CONTENT  
  13. 13. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   1133   VOICEOVER:  This  just  happened  last  week:  IHOP’s  social  agency  evidently  decided  a  bunch  of  non-­‐ funny  and  offensive  tweets  might  generate  buzz.  They  did.  The  wrong  kind.  
  14. 14. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   1144   ENGAGEMENT  TIP:     ASK  FO R   C ON TR IB UTI ON   VOICEOVER:  Let  me  share  some  �ps  with  you  about  how  to  properly  engage  with  fans  –     some  things  my  former  team  learned  working  with  our  friends  at  HTC.    
  15. 15. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   1155   VOICEOVER:       Tip:  ask  visitors  to  share   their  opinions  and   feelings.  Ask  them  to   contribute  some   personal  “secret”  about   themselves.  Give  them   an  opportunity  to  show   off.  For  HTC,  that   sparked  nearly  34,000   likes,  2100  shares  and   nearly  1300  comments.  
  16. 16. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   1166   ENGAGEMENT  TIP:     USE  CONFIDENT  LANGUAGE  
  17. 17. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   1177   VOICEOVER:       Go  ahead,  brag  a  li�le.   Your  confidence  begets   confidence  in  your   products  and  triggers   fans  to  speak  up.  Those   who  agree  with  you  will   chime  in,  to  get  their   own  recogni�on,  or   share  their  brand   choice  with  their   friends.    
  18. 18. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   1188   ENGAGEMENT  TIP :     BE  RELEVANT  
  19. 19. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   1199   VOICEOVER:  Are   there  current  events  or   already-­‐talkworthy   issues  that  can  be  �ed   to  your  brand  without   appearing  self-­‐ interested?  You  can  join   in  the  fun  -­‐  carefully.   This  simple  ques�on   generated  nearly  1500   likes  and  almost  300   comments.  Just  be  a   fellow  observer  of  the   external  event  without   trying  to  commandeer  it   for  your  brand.  
  20. 20. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   2200   ENGAGEMENT  TIP :     CREATE  EMOTIONAL  TRIGGERS  
  21. 21. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   2211   9,550  LIKES  •  ~200  SHARES   VOICEOVER:  If  you  can  find  a  way  to  be  funny  (in  a  be�er  way  than  IHOP  did),  it  can  work  really  well.     Just,  umm,  have  good  writers.    
  22. 22. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   2222   SECRET   #2:   ENGAGEMENT  SKILLS  STILL  CRITICAL     VOICEOVER:  Social  may  have  become  a  paid  channel  just  like  everything  else  but  clearly,  having   engagement  skills  is  s�ll  an  absolute  requirement  for  success.  Replace  a  conversa�onalist  with  a   salesman  and  guess  what?  Social  loses  its  magic  and  underperforms.  Some  managers  blame  the  channel   instead  of  considering  their  investment  in  engagement  skills  —  or  lack  thereof.    
  23. 23. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   2233   Hurdle  #3   MANAGEMENT  UNINTERESTED   OR  NOT  SEEING  REWARD  VS  RISK  
  24. 24. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   2244   WHY?   Too  busy  to  care   Genera�onal  disconnects   Aversion  to  PR  or  reputa�onal  risks   Don’t  believe  dialogue  has  an  impact  on  sales   VOICEOVER:  These  are  all  reasons  but  the  primary  reason  is  the  last  one:  management  typically  doesn’t   believe  they  will  see  a  return  on  any  social  media  investment.  But  there’s  a  way  around  this.  
  25. 25. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   2255   INSIGHTS  &   DATA  RARELY   GET  BACK  TO   THE  C-­‐SUITE   CCAAMMPPAAIIGGNN     EEXXEECCUUTTIIOONN     OOUUTTSSOOUURRCCEEDD     CCOOMMMMUUNNIITTYY     IINNFFLLUUEENNCCEERR     EENNGGAAGGEEMMEENNTT     LLIINNKKEEDDIINN    AADD     BBUUYY     LLIISSTTEENNIINNGG    //     RREEPPOORRTTIINNGG     VVPP    CCUUSSTT     SSEERRVVIICCEE     HHEEAADD    OOFF     MMKKTTGG     HHEEAADD    OOFF     PPRR     HHEEAADD    OOFF     PPRROODDUUCCTT     CCOOOO     SSOOCC    MMEEDD     MMGGRR     MMKKTTGG     MMGGRR     CCRREEAATTIIVVEE     AAGGEENNCCYY     MMEEDDIIAA     AAGGEENNCCYY     IINNTTEERRNNAALL     TTEEAAMM     MEANINGFUL  MARKET  INSIGHTS  FROM  SOCIAL  CHANNELS  OFTEN   DON’T  REACH  THE  LEADERSHIP  TEAM   RREECCRRUUIITTEERR     VOICEOVER:  Typically,  social  efforts  are  tac�cal  and  �ed  to  low-­‐level  marke�ng  goals.  None  of   the  rich  customer  insights  or  dialogue  ever  seem  to  reach  management  because  the  data  is  o�en   not  framed  in  a  way  they’ll  understand  or  consider  as  part  of  a  bigger  strategy.  
  26. 26. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   2266   ENGAGE  TOP   EXECS  AND   SOCIALISE   THE  ENTIRE   ORG   SSOOCC    MMEEDD     MMGGRR     CCAAMMPPAAIIGGNN    11     CCAAMMPPAAIIGGNN    33    TTAACCTTIICC    11     PPRROOGGRRAAMM    22    TTAACCTTIICC    33     PPRR    MMGGRR     BBUUSSIINNEESSSS    SSTTRRAATTEEGGYY    WWOORRKKSSHHOOPP    TTOO         DDEEFFIINNEE    KKPPIISS     CCAAMMPPAAIIGGNN    22     PPRROOGGRRAAMM    11    TTAACCTTIICC    22     PPRROOGGRRAAMM    33    TTAACCTTIICC    44     PPRR    TTEEAAMM     MMOOBBIILLEE        DDEEVV     ALL SOCIAL TACTICS HAVE LEADERSHIP BUY-IN — AND FUNDING ISN’T ALL ON MARKETING’S BACK MMAARRCCOOMM    DDEEPPTT     TTRRAAIINNIINNGG    DDEEPPTT    MMEEDDIIAA    AAGGEENNCCYY     SSEEOO    SSHHOOPP     CCUUSSTT    CCAARREE     IITT    MMGGRR     DDIIRR    OOFF     CCUUSSTT    SSVVCC     CCRROOSSSS-­‐-­‐FFUUNNCCTTIIOONNAALL    SSOOCCIIAALL    TTEEAAMM     DDIIRR    OOFF    HHRR     VVPP    CCUUSSTT     SSEERRVVIICCEE     HHEEAADD    OOFF     MMKKTTGG     HHEEAADD    OOFF     PPRR     HHEEAADD    OOFF     PPRROODDUUCCTT     CCOOOO     VOICEOVER:  I  lead  execu�ves  through  strategy  workshops  in  which  I  find  out  what  will  get  them   their  year-­‐end  bonus.  Then  we  create  an  agile  social  team  across  all  departments.  This  creates   linkage  between  all  social-­‐facing  teams,  who  all  share  the  cost.  
  27. 27. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   2277   OOUURR    OORRGGAANNIIZZAATTIIOONN    DDOOMMIINNAATTEESS    TTHHEE    EENNTTIIRREE    CCAATTEEGGOORRYY     CCRREEAATTEE    AA    LLOOVVEE    AAFFFFAAIIRR    WWIITTHH    TTAARRGGEETT     PPEERRSSOONNAASS     IINNSSPPIIRREE    AANNDD    AAMMPPLLIIFFYY    TTHHEE    CCUUSSTTOOMMEERR     VVOOIICCEE     BBUUIILLDD    AA    GGRROOWWIINNGG    FFAANNBBAASSEE     TTHHRROOUUGGHH    AADDVVOOCCAACCYY     IINNCCRREEAASSEE    RREETTAAIILL     VVIISSIITTSS    BBYY     FFRREEQQUUEENNTTSS    BBYY    XX     PPEERR    MMOONNTTHH     IINNCCRREEAASSEE     CCUUSSTTOOMMEERR     EENNGGAAGGEEMMEENNTT     AACCRROOSSSS    SSOOCCIIAALL     CCHHNNLLSS    BBYY    XX%%     IINNCCRREEAASSEE    NNEETT     PPRROOMMOOTTEERR    SSCCOORREE     BBYY         XX%%     IINNCCRREEAASSEE    RREESSPPOONNSSEE     TTIIMMEE    &&    RREESSOOLLUUTTIIOONN     OOFF    SSEERRVVIICCEE    IISSSSUUEESS     BBYY    XX%%     IINNCCRREEAASSEE    PPOOSSIITTIIVVEE     BBRRAANNDD    SSEENNTTIIMMEENNTT     BBYY    22XX     CCRREEAATTEE     OOPPPPOORRTTUUNNIITTIIEESS    FFOORR     FFAANNSS    TTOO    SSHHAARREE     CCRREEAATTEE    AA    SSOOCCIIAALL     CCOONNTTEENNTT    SSTTRRAATTEEGGYY     PPRROOAACCTTIIVVEELLYY     EENNGGAAGGEE    WWIITTHH     RREEMMAARRKKAABBLLEE     CCOONNTTEENNTT    &&    TTIIMMEELLYY     DDIIAALLOOGGUUEE     IIMMPPRROOVVEE    TTHHEE     OOVVEERRAALLLL    SSOOCCIIAALL     UUSSEERR    EEXXPPEERRIIEENNCCEE     MMOOVVEE    CCUUSSTTOOMMEERR     CCAARREE    EEFFFFOORRTTSS    TTOO     SSPPEECCIIFFIICC    SSOOCCIIAALL     VVEENNUUEESS     IIDDEENNTTIIFFYY    &&     AACCTTIIVVAATTEE    BBRRAANNDD     EENNTTHHUUSSIIAASSTTSS     CCRREEAATTEE    AA     FFRRAAMMEEWWOORRKK    FFOORR     CCUUSSTTOOMMEERR     EEXXPPEERRIIEENNCCEE     SSHHAARRIINNGG     ONE-­‐DAY  WORKSHOP  WITH  UPPER  MGMT   VVIISSIIOONN    OOBBJJEECCTTIIVVEESS    GGOOAALLSS    SSTTRRAATTEEGGIIEESS     VOICEOVER:  We  use  P&G’s  OGSM/OGST  model,  beginning  with  a  vision,  crea�ng  three  annual   business  objec�ves,  determining  measurable  goals,  and  iden�fying  social  strategies  and  tac�cs.  
  28. 28. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   2288   SECRET  #3:  INCLUDING  THE  LEADERSHIP  TEAM   SPREADS  VALUE  OF  SOCIAL  HIGHER/BROADER   SSTTRRAATTEEGGYY    11::    CCRREEAATTEE     AA    SSOOCCIIAALL    CCOONNTTEENNTT     SSTTRRAATTEEGGYY     SSTTRRAATTEEGGYY    22::    EENNGGAAGGEE     WWIITTHH    RREEMMAARRKKAABBLLEE     CCOONNTTEENNTT    &&    TTIIMMEELLYY     DDIIAALLOOGGUUEE     SSTTRRAATTEEGGYY    33::     IIMMPPRROOVVEE    TTHHEE     OOVVEERRAALLLL    SSOOCCIIAALL     UUSSEERR    EEXXPPEERRIIEENNCCEE     SSTTRRAATTEEGGYY    44::    MMOOVVEE     CCUUSSTTOOMMEERR    CCAARREE     EEFFFFOORRTTSS    TTOO    SSPPEECCIIFFIICC     SSOOCCIIAALL    VVEENNUUEESS     SSTTRRAATTEEGGYY    55::     IIDDEENNTTIIFFYY    &&    AACCTTIIVVAATTEE     BBRRAANNDD    EENNTTHHUUSSIIAASSTTSS     SSTTRRAATTEEGGYY    66::    CCRREEAATTEE     AA    FFRRAAMMEEWWOORRKK    FFOORR     CCUUSSTTOOMMEERR     EEXXPPEERRIIEENNCCEE    SSHHAARRIINNGG     EESSTTAABBLLIISSHH    CCRROOSSSS-­‐-­‐ FFUUNNCCTTIIOONNAALL    SSOOCCIIAALL     ““TTIIGGEERR    TTEEAAMM””     DDEEFFIINNEE    SSOOCCIIAALL     PPLLAAYYEERRSS    AANNDD    RROOLLEESS     IIDDEENNTTIIFFYY    TTRRAANNSS-­‐-­‐ MMEEDDIIAA    CCOONNTTEENNTT     OOPPPPOORRTTUUNNIITTIIEESS     CCRREEAATTEE    AA    CCOONNTTEENNTT     CCAALLEENNDDAARR    &&     SSTTRRAATTEEGGYY     CCRREEAATTEE    AANN    AALLWWAAYYSS-­‐-­‐ OONN    EENNGGAAGGEEMMEENNTT     PPLLAANN     CCOONNDDUUCCTT     CCOONNVVEERRSSAATTIIOONNAALL     AANNAALLYYSSIISS    TTOO     IIDDEENNTTIIFFYY    EEFFFFEECCTTIIVVEE     CCOONNTTEENNTT    &&    TTIIMMIINNGG     IIDDEENNTTIIFFYY    DDIIAALLOOGGUUEE     CCAATTEEGGOORRIIEESS    FFOORR     MMOONNIITTOORRIINNGG,,     RREEPPOORRTTIINNGG    &&     RREESSPPOONNDDIINNGG     DDEEFFIINNEE    TTHHEE    TTOONNEE    &&     MMAANNNNEERR    FFOORR    AALLLL     CCHHAANNNNEELLSS     CCRREEAATTEE    AA     CCOONNSSIISSTTEENNTT    VVOOIICCEE,,     LLOOOOKK    &&    FFEEEELL     AACCRROOSSSS    SSOOCCIIAALL    &&     TTRRAADDIITTIIOONNAALL     CCHHAANNNNEELLSS     IIDDEENNTTIIFFYY    CCHHAANNNNEELL     SSTTRREENNGGTTHHSS    &&    MMAAPP     TTOOUUCCHHPPOOIINNTTSS    IINN     SSOOCCIIAALL    CCRRMM    SSYYSSTTEEMM     IIDDEENNTTIIFFYY    EEXXIISSTTIINNGG     SSOOCCIIAALL    CCAARREE     OOPPPPOORRTTUUNNIITTIIEESS     CCRREEAATTEE    CCAASSEE    CCOODDEESS     &&    TTEECCHH    PPLLAATTFFOORRMM     FFOORR    SSOOCCIIAALL    CCAARREE     HHAANNDDLLIINNGG     TTRRAAIINN    CCAARREE    RREEPPSS    OONN     SSOOCCIIAALL    MMEEDDIIAA-­‐-­‐BBAASSEEDD     CCAARREE     CCRRAAFFTT    AA     RREECCOOGGNNIITTIIOONN     PPRROOGGRRAAMM    FFOORR     EENNTTHHUUSSIIAASSTTSS     SSEETT    GGRROOUUNNDD    RRUULLEESS     OONN    AALLLL    SSOOCCIIAALL     CCHHAANNNNEELLSS     CCRREEAATTEE    AA    BBRRAANNDD     AAMMBBAASSSSAADDOORR     PPRROOGGRRAAMM     CCRREEAATTEE    CCRROOSSSS-­‐-­‐ MMEEDDIIAA     OOPPPPOORRTTUUNNIITTIIEESS    FFOORR     EEXXPPEERRIIEENNCCEE    SSHHAARRIINNGG     CCRREEAATTEE    AA     LLEEAADDEERRSSHHIIPP     SSCCOORREECCAARRDD     SSHHOOWWIINNGG    SSHHAARRIINNGG     MMEETTRRIICCSS     CCRROOSSSS-­‐-­‐PPOOLLIINNAATTEE     EEXXPPEERRIIEENNCCEESS    TTOO     TTRRAADDIITTIIOONNAALL    MMEEDDIIAA    CCRREEAATTEE    SSTTAANNDDAARRDD     EENNGGAAGGEEMMEENNTT     MMOODDEELLSS    FFOORR    CCAASSEESS     LLAAUUNNCCHH    AA    PPRROODDUUCCTT     CCOO-­‐-­‐CCRREEAATTIIOONN    OORR     NNAAMMIINNGG    PPRROOGGRRAAMM     DDEEFFIINNEE    SSOOCCIIAALL     PPEERRSSOONNAASS     VOICEOVER:  All  those  tac�cs  the  social  team  used  to  conduct  on  their  own,  disconnected  from   execu�ve  goals?  They  now  support  execu�ve  KPIs  –  and,  surprise!  They’re  now  all  funded.  
  29. 29. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   2299   Hurdle  #4   UNDER-­‐RESOURCING   A  SELF-­‐FULFILLING  PERFORMANCE  PROPHECY  
  30. 30. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   3300   WHY?   Addi�onal  headcount  impacts  earnings  per   employee  figures   Endless  pressure  to  reduce  marke�ng  spend   Other  teams  will  defend  their  budgets   Any  ask  for  addi�onal  spend  or  headcount   triggers  poli�cal  risk   VOICEOVER:  I  find  these  to  be  the  most  common  issues  around  social.  Internal  financial  pressures  and   personal  poli�cal  risk  create  social  efforts  o�en  so  underfunded,  it  seems  like  a  cruel  joke.    
  31. 31. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   3311   SECRET  #4:  SPREAD  RESOURCING  ACROSS  ALL   DEPARTMENTS  AFTER  TYING  TO  EXEC  BONUSES   VOICEOVER:  Remember  our  strategy  workshop?  From  our  tac�c  list,  we  can  properly  iden�fy  labour   required  across  all  departments  for  each  tac�c,  and  quan�fy  total  social  resourcing  needs  that  will  fully   support  those  execu�ve  KPIs.  No  more  pie  in  the  sky  guesswork.  
  32. 32. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   3322   Hurdle  #5   CROSS-­‐FUNCTIONAL  CONFUSION   WHEN  SOCIAL  EFFORTS  FOUNDER  
  33. 33. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   3333   COMPLAINT  –   OR  FIVE-­‐ALARM   FIRE?   VOICEOVER:  Ahhh,  consumers.  So  quick  to   bash  without  all  the  facts.  How  big  a  deal  is  this   to  the  brand?  Not  bad  –  un�l  they  get  into  the   Evening  Standard  –  or  Fox  News.  
  34. 34. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   3344   DETERMINE  CASES  THAT  FIT  INTO     FIVE  LEVELS  OF  SEVERITY   Based  on  reputa�onal  impact  and  public  visibility:     LEVEL  1:  limited  reputa�on  impact,  limited  audience.     LEVEL  2:  moderate  reputa�on  impact,  limited   audience.     LEVEL  3:  moderate  reputa�on  impact,  local  media   exposure.     LEVEL  4:  severe  reputa�on  impact,  regional  media   exposure.     LEVEL  5:  extreme  impact  reputa�on  with  extensive   media  exposure.   What  ac�ons  should  be  taken  at  each  level?   Who  should  speak  on  our  behalf?   AAUUDDIIEENNCCEE     BBRRAANNDD    RREEPPUUTTAATTIIOONN    IIMMPPAACCTT     NNAATTIIOONNAALL     MMEEDDIIAA    GGAAFFFFEE     NNAASSTTYY     BBLLOOGGGGEERR     LLEEVVEELL     55    LLEEVVEELL     44    LLEEVVEELL     33     LLEEVVEELL     11     VVIIRRAALL     MMIISSIINNFFOORRMMAATTIIOONN     IINN-­‐-­‐SSTTOORREE     VVIIOOLLEENNCCEE     LLEEVVEELL     22    LLOOCCAALL     IINNCCIIDDEENNTT    
  35. 35. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   3355   PREPLAN  COMMON  SCENARIOS   FACTUAL   ERROR   OFF-­‐TOPIC   NEGATIVE  RANT   COMPLAINT   OFFENSIVE   PR  ISSUE   THREATS   EXAMPLES   FROM  OUR   FACEBOOK   WALL   ”Supermacs   use  mad  cow   meat  -­‐  boyco�   them!" ”The  Food   Safety   Authority   guidelines   made  me  ill!" "i  like  Club  Orange   with  my  kebab  so  you   people  be�er  handle   it  before  i  take  my   business  somewhere   else." ”I  got  a  snack   box  and  bit   into  a  large   pocket  of   blood  in  the   chicken." “I  hate  all   _____.” "This  is  in  regards   to  a  racist   comment  I   received  at  your   Swords  loca�on." "I  am  going  to   show  up  at  that   restaurant  and   teach  that   employee  a   lesson." CRISIS  LVL   0-­‐3 0 0-­‐2 0-­‐3 0 0-­‐5 0-­‐4 FIRST   RESPONSE   Post   correc�on  &   link  if  possible.   No  Response   or  request  to   keep  convo  on   topic “Sorry  for  bad   experience.”  Link  or   give  C/S  contact  info. Log;   Acknowledge;   Contact  me. No  Response,   Log  &  Delete Case  by  case.   Mostly  just   monitor. No  Response.   Alert  restaurant   owner,  Safety   Dept,  franchise   mgr,  Log  &  Delete ESCALATE  IF   Error  is   spreading   virally Guest   con�nues  to   rant  or  distract Nega�vity  is   spreading  virally Level  3   complaint  or   above Posts  are   repeated Issue  is  spreading   virally Threats  are   repeated ESCALATION   RESPONSE   Delete/block   repeats.  Alert   Level  3  team Ban  user Alert  Level  3  team Escalate  as   necessary Ban  user,   no�fy  others  if   necessary Alert  Level  3   team;  post  official   announcement No  Response,   Alert  restrnt   owner,  Safety   Dept,  franchise   dir,  Log  &  Delete DELETE  POST?   Delete  repeats Yes  if  mul�ple No No Yes No Yes
  36. 36. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   3366   SOCIAL TEAM RESPONSE: “Reilly, that sounds awful. Did you let the store manager know? Either way, please call us at 0845 149 7162, Mon-Fri, 0700-1600. Our policy is to always have a spotless restaurant where customers feel welcome and comfortable. Thanks for bringing this to our attention. “You can also click the Message button above and I can discuss the incident with you via Facebook messaging.” STANDARDISE  RESPONSES   ACKNOWLEDGE   EMOTION   ENQUIRE  TO  SHOW  YOU   CARE  TO  UNDERSTAND   SHARE  OUR  POLICY   OFFER  ASSISTANCE  
  37. 37. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   3377   CRISIS  “RACI”   RREESSPPOONNSSIIBBLLEE,,    AACCCCOOUUNNTTAABBLLEE,,     CCOONNSSUULLTTEEDD,,    IINNFFOORRMMEEDD     IINNCCLLUUDDEE    CCOORRPPOORRAATTEE     CCOOMMMMSS,,    CCUUSSTTOOMMEERR    CCAARREE,,     MMAANNAAGGEEMMEENNTT,,    MMAARRKKEETTIINNGG,,     PPRR   TTHHEE    LLEEVVEELL    OOFF    CCRRIISSIISS     DDIICCTTAATTEESS    WWHHOO    RREEPPRREESSEENNTTSS,,     WWHHOO    IISS    RREESSPPOONNSSIIBBLLEE,,     AACCCCOOUUNNTTAABBLLEE,,    EETTCC..   MEDIA  ROUTED  TO   CORPORATE  COMMS   LLIISSTTEENNIINNGG    TTEEAAMM    KKEEEEPPSS    CCRRIISSIISS     TTEEAAMM    AAWWAARREE    OOFF    SSHHIIFFTTSS    IINN     SSEENNTTIIMMEENNTT    OORR    OOPPIINNIIOONN   LLEEVVEELL 11 LLEEVVEELL 22 LLEEVVEELL 33 LLEEVVEELL 44 LLEEVVEELL 55 REPRESENTING  COMPANY:      Social  Team   CONSULTED:      Marke�ng  Communica�ons   INFORMED:      Corporate  Communica�ons      Affected  Regional  Manager  or  Store  Manager   REPRESENTING  COMPANY:      CCEEOO     CONSULTED:        EEnn��rree    EExxeeccuu��vvee    TTeeaamm        SSaaffeettyy    DDeeppaarrttmmeenntt     INFORMED:      SSVVPP    HHuummaann    RReessoouurrcceess        AAllll    SSttoorree    MMaannaaggeerrss        AAllll    RReeggiioonnaall    MMaannaaggeerrss    
  38. 38. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   3388   SECRET  #5:  AN   INVESTMENT  IN     SCENARIO   PLANNING  &   TRAINING  WILL   ULTIMATELY   SAVE  ££££   ACROSS  EVERY   DEPARTMENT  
  39. 39. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   3399   Hurdle  #6   SOCIAL  STUCK  IN  “BUDGET  PRISON”   AND  WE  NEED  TO  BUST  IT  OUT  
  40. 40. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   4400   NO  FINANCIAL  METRICS  =   NO  FINANCIAL  SUPPORT  
  41. 41. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   4411   WHAT  IF  WE   COULD  PUT  A   VALUE  ON  OUR   SOCIAL   EFFORTS?   Specific  to  our  company   Tied  to  previous  efforts   In  cash  value,  not  “likes”  or  “retweets”   Using  a  reasonable  methodology   APPROACH:  EARNED  MEDIA  VALUE  
  42. 42. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   4422   STEP  1:  PRICE  OUR  KPIS.  HOW  HAVE  PAST   PAID  CAMPAIGNS  PERFORMED?   42 PAGE CPM COST / LIKE COST / NEW FAN @OurBrand_UK 55p 85p £1.05 @OurBrand_IE £1 85p £1.53 @OurBrand_FR 75p 75p £1.15 PRICING   DATABASE  
  43. 43. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   4433   API STEP  2:  READ  ALL  EARNED  ACTIVITY  VIA  API   VOICEOVER:  Imagine  reading  all  of  your  social  ac�on   data  via  APIs  to  Facebook  and  other  social  sites.  You   could  automate  the  gathering  of  daily  social  data.  
  44. 44. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   4444   44 API STEP  3:  CALCULATE  EMV  BASED  ON  PAID  RATES     £12,500   £4,830   £24,960   VOICEOVER:   Now  we  price   against  our   paid  pricing   database  to   calculate  ROI   for  the  day.   Or  week.  Or   month.     Voila!  Now   you  know   what  your   organic  efforts   are  worth.  
  45. 45. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   4455   EXAMPLE   POST   EMV   14,268  Likes  x  85p  =  £12,127     1,701  Shares  x  £1.50  =  £2,551     548  Comments  x  £2  =  £1,096     TOTAL  EMV  FOR  THIS  POST:   £15,774     CONTENT  &  ENGAGEMENT   COSTS:  £1,000     Now  you  can  begin  to  show  a   return  on  your  efforts.   4455
  46. 46. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   4466   NOW  I  CAN…   A/B  TEST  CONTENT   A/B  TEST  ENGAGEMENT   HAVE  A  FINANCIAL  CONVERSATION  WITH   THE  CFO   “WE  SPENT  £5K  AND  WE  RECEIVED  £26K  IN   EMV.”     4466
  47. 47. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   4477   SECRET   #6:   USE  YOUR  PAID  PERFORMANCE   METRICS  TO  JUSTIFY  ASKING  FOR   MORE  INVESTMENT  IN  SOCIAL   47  
  48. 48. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   4488   RECAP   1.   PAID  SPEND  IS  REQUIRED  &  MUST  BE   BUDGETED  &  REQUESTED   2.   ENGAGEMENT  IS  STILL  A  CRITICAL  SKILL   3.   INVOLVE  ENTIRE  LEADERSHIP  TEAM  IN   NEED  DEFINITION  &  CUSTOMER   STRATEGY   4.   SPREAD  RESOURCING  &  COSTS  ACROSS   ALL  CUSTOMER-­‐FACING  DEPARTMENTS   5.   IN-­‐DEPTH  CRISIS  SCENARIO  PLANNING   MEANS  REDUCED  FINANCIAL  RISK   6.   EMV  CAN  HELP  YOU  RELATE  TO  YOUR   CFO  AND  JUSTIFY  FURTHER  SOCIAL   INVESTMENT  TO  GET  YOU  OUT  OF   BUDGET  PRISON   4488
  49. 49. ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   4499   QUESTIONS?     Eric  Weaver   020  3289  3283  

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