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Get Serious About
Social Networks
#magnetsocial
The basics
A little about me
What is social
The Audience
The basics of social strategy
What you need to be thinking about
I work here.
But lets start with this.
If you need to hear a presentation that says “Get Serious
about Social Networks” in order to get serious, you’re
probably destined to dip a toe in, use most of the same
techniques you’ve always used, have an unrealistic set of
expectations and not enough investment.

In short, if you need to hear about how you need to get
serious about social networks, you’re not serious about
social networks.
1,800,000 visitors per month




                      19,400,000 visitors per month
270,000 visitors per month
(a 40% decrease in just one year)




                      22,500,000 visitors per month
That’s about 10 times more traffic.
  Um, yeah, so...it matters.
Success here isn’t about
spending big dollars or
how massive your brand
is necessarily. It’s a
measure of whether or
not people care about
you. For anyone spending
decades paying for
audiences, it’s hard to
actually earn it.
Branding by Association
The Difficulty of Doing
Just Act Natural
  Now that we know
messaging doesn’t work,
we often get caught up
 in trying to just be a
   part of the space.
Naturally Insignificant brands.
Don’t be too natural. Understand the
values, yes, but the goal should be to
work in the extreme. To be decidedly
unnatural. Difference kills indifference.
Branding by Association
Branding by Association
Branding by Association
The First Mover Caveat
The only potential caveat is when
  you’re freshly moving into an
 unbranded space. In those rare
moments, acting natural is being
             different.
What do you mean
by social strategy?
Facebook has 500,000,000 users


YouTube is the 2nd largest search
engine


Twitter is a primary starting point for
brand conversation
Water cooler talks have very little to
do with what happens in and around
         the water cooler.
 What do you mean by social?
Is CNN social media?
Is CBC, NBC or CBS social media?
Are you social media?
Lets get some stuff straight.
   Making a Facebook page isn’t a
 strategy. Copying links to your own
 content on Twitter isn’t a strategy.
Hiring a community manager isn’t a
strategy. Nor is adding like buttons to
           your home page.
Marketing
                  Human
                                            Public
                 Resources
                                           Relations



      In-Store

                                                       Products




Customer
 Service         What about the organization?
             Is it a marketing issue? Public relations?
               Human resources? Or a bit of all of it?
            Just considering that has a huge effect on
              the organization itself. Not just who is
               managing it – but what are our legal
            obligations? What role do employees play?
                What about their personal accounts?
The Networked
Audience
A shift from classic individual decision-
making to group dynamics
There is no such thing as an unnetworked audience.
Everyone is networked and has always been networked.
     We just never really thought of them that way.
 What do you mean by networked audiences?
In the advertising world, we tend to speak in
functions and stereotypes, neither of which are all
that helpful when approaching these audiences.
We always assume that decisions are
individual and rational.
“Idioms are an anathema to innovation. They fuse
organizations to assumptions, cultural mythologies and
fossilized ways of seeing and talking about themselves,
their business and, more importantly, their consumers.”
                    Morgan Gerard
The insight.
Branding by Association
The Audience
Or all the stuff we’re figuring out now
– to get all psychological for a bit
“Our more instinctual selves are
                         much more refined by time and
                        natural selection. It s the rational
                           that s new. So while natural
                        selection is still working out how
                          to make the rational bits work
                           better, our emotional bits are
                               much more fine-tuned.
                                 Jonah Lehrer




We don t know where
instinctual stops and
   rational begins.
The Argumentative Theory
    "We do all these irrational things, and despite
mounting results, people are not really changing their
basic assumption. They are not challenging the basic
 idea that reasoning is for individual purposes. The
premise is that reasoning should help us make better
decisions, get at better beliefs. And if you start from
 this premise, then it follows that reasoning should
help us deal with logical problems and it should help
us understand statistics. But reasoning doesn't do all
  these things, or it does all these things very, very
                        poorly."
These increasingly transparent social dynamics are
proving again and again that commonalities in values,
    language and associations create connections.
      Being in the in-group matters most.
“Never put a period where God has put a comma.”
“Never put a period where God has put a comma.”
Even weight
can be a social
 phenomenon.         If one person became
                   obese, the likelihood that
                  his friend would follow suit
                        increased by 57%
                     Christakis Fowler
What does a Social
Strategy look like?
We have some core toolsets we use.
People
The community management team, reporting structure and
code for all employees.

Tools
Social Media Guidelines, Tone and Manner documentation,
listening and engagement tools and editorial calendars.

Content
A content framework including content development,
production and curation.

Spaces
An approach to when and why a brand should create or
dismiss spaces.
Centralized                                    Coordinated                                             Hub and Spoke
One department controls all                    Cross-functional team with                              Groups act autonomously from each
social efforts. This is                        central community manager to                            other under a common brand.
recommended as a first step in                 support.                                                Pros
giving community management
                                               Pros                                                    Operating units are free to execute
more freedom in engaging
                                               Central group is aware of what                          tactics as long as a common
audiences.
                                               each group is doing.                                    experience is shared amongst all
Pros                                                                                                   units.
                                               Provides holistic customer
Consistent customer                                                                                    Cons
                                               experience to customers.
experience.
                                               Cons                                                    Constant communication from all
Cons                                                                                                   teams to be coordinated, creating
                                               Executive support required,
Inauthentic if press releases                                                                          internal noise.
                                               with program management,
rehashed on blog or videos by                                                                          Requires cultural and executive buy-
                                               cross-departmental buy-in.
stiff executives.                                                                                      in and dedicated staff.




Sources: Jeremiah Owyang, Framework and Matrix: The Five Ways Companies Organize for Social Business
Social Business Organizational Models, Altimeter Group, 2010
Listening and Engagement
An enterprise level platform for finding,
following and responding to conversations
related to your brand.

Personality and Policy Documentation
Conversation training, clear community guidelines
and social policies keep the community active and
the voice on brand.
Coordination Calendars
Editorial calendars can ensure consistency
and coordination across spaces.

Measurement
A measurement platform allows the Community
Management to learn and optimize over time.
The Audience Framework
From here, the key focus is
understanding where key
audiences are and how to
effectively involve them.




                   Model via Gabe Zickermann
All of this is a
starter kit, just
your basic
infrastructure
build.
Sharing
                 Experi-
                mentation             Platforms



      Culture
                                                  Interesting
                                                     -ness



                Social
Purpose         Brands




          We need less focus in social places and
              more on being social brands.
            Being social in this space means being
            meaningful, interesting and in it for the
                           long term.
Finding purpose.
   "I think many people assume, wrongly, that a
company exists simply to make money. While this is
 an important result of a company's existence, we
have to go deeper and find the real reasons for our
                       being.”
                 David Packard
Finding purpose.
 “People don’t buy what you do; they buy why you
do it. And if you talk about what you believe you will
     attract those who believe what you believe.”
                    Simon Sinek
Ask yourself
        this:                   How a
What cause are you            brand acts
a credible voice for?
                         How a brand talks


                        What a brand feels is
                             important


                        What a brand rallies the
                          community around



                         Why a brand does it
Branding by Association
Branding by Association
Branding by Association
Branding by Association
Branding by Association
Cultural Integration.
Speaking the language of the audiences
  we’re seeking to reach is the most
important skill we need. It’s also the one
    we’re haven’t really figured out.
OKGO and Nike




Noah Kalina and NBA
Branding by Association
Publishers often still own the niche
audience, but should move beyond
 gatekeeper to a role of facilitator.
“Brands, especially those centered around
lifestyle interests or luxury, are increasingly
         becoming media companies.”
     Steve Rubel, Edelman Digital
Branding by Association
This also means that those with the deepest
knowledge of the audience should be able to
fluidly create additional value beyond content.
“A company that provides entertaining, inspiring and
 informative content and allows consumers to more
 easily find and complete a transaction for the best
products and services is providing a great service to
                    their reader.”
            Dave Chase, Entrepreneur
Branding by Association
Branding by Association
Actions not messages.
Do things. Do lots of things. Explore and experiment.
Create a culture of more yes. Think low cost, high return.

•    focus the problem or opportunity
•    encourage experiments
•    measure and invite feedback
•    build mutually beneficial partnerships
"You learn to like the excitement of mild, ongoing
  risk taking…Sometimes it works, sometimes it
     doesn't, but it's the creation of possibility.”
Brad Blanton, Founder of Radical Honesty
Focus the Problem or Opportunity
Branding by Association
"We're pushed to take risks in everything we do as
long as we're enabling the athlete to be better. Sure,
  we'll get some things wrong but you've just got to
                       go for it.”
                 Simon Pestridge,
            UK Marketing Chief of Nike
Encourage Experiments
Branding by Association
Branding by Association
Measure and Invite Feedback
Create Partnerships
Communities and Networks.
It is not just about building a relationship between
 you and your audience. It’s far more important to
  build platforms that develop relationships within
                   your community.




                      Graph via Abhinav Singh
Networks
                                Relationship-driven
Communities               High-audience investment
Interest-driven                                Stable
Disposable                    More difficult to scale
Less stable
Based upon weak ties      Best for sustainability
Often more scalable

Best for spreading messages
Branding by Association
Branding by Association
Be decidedly and unnaturally original.
         The DIS Principle.
Branding by Association
Branding by Association
Branding by Association
The conversation
shouldn t be
about being better
in social media but
being more social
brands.
Thanks. You can find me on the internet.
Paul McEnany
Director of Strategy at Twist Image.
heehawmarketing.com // @paulmcenany

Credit to:
@min_0
Flickr: Katherine Squier, Alena Chendler, Lauryn Holmquist,
Mr. TGT, Sannah Kvist
Other photos: Mark Sloan, Hiroshi Sugimoto

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Branding by Association

  • 1. Get Serious About Social Networks #magnetsocial
  • 2. The basics A little about me What is social The Audience The basics of social strategy What you need to be thinking about
  • 4. But lets start with this. If you need to hear a presentation that says “Get Serious about Social Networks” in order to get serious, you’re probably destined to dip a toe in, use most of the same techniques you’ve always used, have an unrealistic set of expectations and not enough investment. In short, if you need to hear about how you need to get serious about social networks, you’re not serious about social networks.
  • 5. 1,800,000 visitors per month 19,400,000 visitors per month
  • 6. 270,000 visitors per month (a 40% decrease in just one year) 22,500,000 visitors per month
  • 7. That’s about 10 times more traffic. Um, yeah, so...it matters.
  • 8. Success here isn’t about spending big dollars or how massive your brand is necessarily. It’s a measure of whether or not people care about you. For anyone spending decades paying for audiences, it’s hard to actually earn it.
  • 11. Just Act Natural Now that we know messaging doesn’t work, we often get caught up in trying to just be a part of the space.
  • 12. Naturally Insignificant brands. Don’t be too natural. Understand the values, yes, but the goal should be to work in the extreme. To be decidedly unnatural. Difference kills indifference.
  • 16. The First Mover Caveat The only potential caveat is when you’re freshly moving into an unbranded space. In those rare moments, acting natural is being different.
  • 17. What do you mean by social strategy?
  • 18. Facebook has 500,000,000 users YouTube is the 2nd largest search engine Twitter is a primary starting point for brand conversation
  • 19. Water cooler talks have very little to do with what happens in and around the water cooler. What do you mean by social?
  • 20. Is CNN social media? Is CBC, NBC or CBS social media? Are you social media?
  • 21. Lets get some stuff straight. Making a Facebook page isn’t a strategy. Copying links to your own content on Twitter isn’t a strategy. Hiring a community manager isn’t a strategy. Nor is adding like buttons to your home page.
  • 22. Marketing Human Public Resources Relations In-Store Products Customer Service What about the organization? Is it a marketing issue? Public relations? Human resources? Or a bit of all of it? Just considering that has a huge effect on the organization itself. Not just who is managing it – but what are our legal obligations? What role do employees play? What about their personal accounts?
  • 23. The Networked Audience A shift from classic individual decision- making to group dynamics
  • 24. There is no such thing as an unnetworked audience. Everyone is networked and has always been networked. We just never really thought of them that way. What do you mean by networked audiences?
  • 25. In the advertising world, we tend to speak in functions and stereotypes, neither of which are all that helpful when approaching these audiences. We always assume that decisions are individual and rational.
  • 26. “Idioms are an anathema to innovation. They fuse organizations to assumptions, cultural mythologies and fossilized ways of seeing and talking about themselves, their business and, more importantly, their consumers.” Morgan Gerard
  • 29. The Audience Or all the stuff we’re figuring out now – to get all psychological for a bit
  • 30. “Our more instinctual selves are much more refined by time and natural selection. It s the rational that s new. So while natural selection is still working out how to make the rational bits work better, our emotional bits are much more fine-tuned. Jonah Lehrer We don t know where instinctual stops and rational begins.
  • 31. The Argumentative Theory "We do all these irrational things, and despite mounting results, people are not really changing their basic assumption. They are not challenging the basic idea that reasoning is for individual purposes. The premise is that reasoning should help us make better decisions, get at better beliefs. And if you start from this premise, then it follows that reasoning should help us deal with logical problems and it should help us understand statistics. But reasoning doesn't do all these things, or it does all these things very, very poorly."
  • 32. These increasingly transparent social dynamics are proving again and again that commonalities in values, language and associations create connections. Being in the in-group matters most.
  • 33. “Never put a period where God has put a comma.”
  • 34. “Never put a period where God has put a comma.”
  • 35. Even weight can be a social phenomenon. If one person became obese, the likelihood that his friend would follow suit increased by 57% Christakis Fowler
  • 36. What does a Social Strategy look like? We have some core toolsets we use.
  • 37. People The community management team, reporting structure and code for all employees. Tools Social Media Guidelines, Tone and Manner documentation, listening and engagement tools and editorial calendars. Content A content framework including content development, production and curation. Spaces An approach to when and why a brand should create or dismiss spaces.
  • 38. Centralized Coordinated Hub and Spoke One department controls all Cross-functional team with Groups act autonomously from each social efforts. This is central community manager to other under a common brand. recommended as a first step in support. Pros giving community management Pros Operating units are free to execute more freedom in engaging Central group is aware of what tactics as long as a common audiences. each group is doing. experience is shared amongst all Pros units. Provides holistic customer Consistent customer Cons experience to customers. experience. Cons Constant communication from all Cons teams to be coordinated, creating Executive support required, Inauthentic if press releases internal noise. with program management, rehashed on blog or videos by Requires cultural and executive buy- cross-departmental buy-in. stiff executives. in and dedicated staff. Sources: Jeremiah Owyang, Framework and Matrix: The Five Ways Companies Organize for Social Business Social Business Organizational Models, Altimeter Group, 2010
  • 39. Listening and Engagement An enterprise level platform for finding, following and responding to conversations related to your brand. Personality and Policy Documentation Conversation training, clear community guidelines and social policies keep the community active and the voice on brand. Coordination Calendars Editorial calendars can ensure consistency and coordination across spaces. Measurement A measurement platform allows the Community Management to learn and optimize over time.
  • 40. The Audience Framework From here, the key focus is understanding where key audiences are and how to effectively involve them. Model via Gabe Zickermann
  • 41. All of this is a starter kit, just your basic infrastructure build.
  • 42. Sharing Experi- mentation Platforms Culture Interesting -ness Social Purpose Brands We need less focus in social places and more on being social brands. Being social in this space means being meaningful, interesting and in it for the long term.
  • 43. Finding purpose. "I think many people assume, wrongly, that a company exists simply to make money. While this is an important result of a company's existence, we have to go deeper and find the real reasons for our being.” David Packard
  • 44. Finding purpose. “People don’t buy what you do; they buy why you do it. And if you talk about what you believe you will attract those who believe what you believe.” Simon Sinek
  • 45. Ask yourself this: How a What cause are you brand acts a credible voice for? How a brand talks What a brand feels is important What a brand rallies the community around Why a brand does it
  • 51. Cultural Integration. Speaking the language of the audiences we’re seeking to reach is the most important skill we need. It’s also the one we’re haven’t really figured out.
  • 52. OKGO and Nike Noah Kalina and NBA
  • 54. Publishers often still own the niche audience, but should move beyond gatekeeper to a role of facilitator.
  • 55. “Brands, especially those centered around lifestyle interests or luxury, are increasingly becoming media companies.” Steve Rubel, Edelman Digital
  • 57. This also means that those with the deepest knowledge of the audience should be able to fluidly create additional value beyond content.
  • 58. “A company that provides entertaining, inspiring and informative content and allows consumers to more easily find and complete a transaction for the best products and services is providing a great service to their reader.” Dave Chase, Entrepreneur
  • 61. Actions not messages. Do things. Do lots of things. Explore and experiment. Create a culture of more yes. Think low cost, high return. •  focus the problem or opportunity •  encourage experiments •  measure and invite feedback •  build mutually beneficial partnerships
  • 62. "You learn to like the excitement of mild, ongoing risk taking…Sometimes it works, sometimes it doesn't, but it's the creation of possibility.” Brad Blanton, Founder of Radical Honesty
  • 63. Focus the Problem or Opportunity
  • 65. "We're pushed to take risks in everything we do as long as we're enabling the athlete to be better. Sure, we'll get some things wrong but you've just got to go for it.” Simon Pestridge, UK Marketing Chief of Nike
  • 69. Measure and Invite Feedback
  • 71. Communities and Networks. It is not just about building a relationship between you and your audience. It’s far more important to build platforms that develop relationships within your community. Graph via Abhinav Singh
  • 72. Networks Relationship-driven Communities High-audience investment Interest-driven Stable Disposable More difficult to scale Less stable Based upon weak ties Best for sustainability Often more scalable Best for spreading messages
  • 75. Be decidedly and unnaturally original. The DIS Principle.
  • 79. The conversation shouldn t be about being better in social media but being more social brands.
  • 80. Thanks. You can find me on the internet. Paul McEnany Director of Strategy at Twist Image. heehawmarketing.com // @paulmcenany Credit to: @min_0 Flickr: Katherine Squier, Alena Chendler, Lauryn Holmquist, Mr. TGT, Sannah Kvist Other photos: Mark Sloan, Hiroshi Sugimoto