An in-depth social media study conducted by FedEx and Ketchum of more than 60 well-known companies has found that significant changes are on the horizon for the way companies will use social media tools to communicate internally. The study also examines programming, team structure and budgeting trends, including how companies are increasingly working across functions to ensure collaboration on social media projects. Interviewees also discuss why some are eager to take a leadership role in social media while others are comfortable in a more general participatory mode.
Social media is the modern Pandora’s box: it has had a meteoric rise as a tool to interact and engage with customers, but also a dark underside exposing companies to new types of risk. Almost two-thirds of companies surveyed say that social media is a significant or critical risk to their brand reputation, yet 60% of companies either never train their employees about their corporate social media policies or do so only upon hiring. This report outlines how to be more proactive about managing social media risk through following a detailed four-step process: Identify, Assess, Mitigate, and Evaluate.
The power of brand advocates.
Do you know other great Brand Advocacy Cases?
Let us know and we’ll add them to this presentation!
Be sure to check out the other presentations we gave at our LBi Client Afternoon.
[Report] The State of Social Business 2013: The Maturing of Social Media into...Brian Solis
Altimeter Group conducts regular social business surveys to learn how social media is evolving within enterprise organizations. Analysis of survey results between 2010-2013 reveal that social media is extending deeper into organizations and, at the same time, strategies are maturing. What was previously a series of initiatives driven by marketing and PR is now evolving into a social business movement that looks to scale and integrate social across the organization. The following report reveals how businesses are expanding social efforts and investments. As social approaches its first decade of enterprise integration, we still see experimentation in models and approach. There is no one way to become a social business. Instead, social businesses evolve through a series of stages that ultimately align social media strategies with business goals.
It’s no secret that 2014 holds several promising opportunities for Inbound Marketers. The industry is projected to see a lot of continued growth; aided by increased budgets for the year. According to the Moz Industry Survey, there seem to be a few slight shifts in demand for certain Marketing activities, which ultimately has an effect on where Marketers are allocating most of their time.
Complex organizations must integrate social into how they do business despite the shifts needed to make it happen. Contact David.Armano[at]Edelman.com for more information on Social Business Planning and how it can help your organization integrate social at scale.
The future of corporate communications reportBrunswick Group
As Europe’s senior communications professionals scan the horizon for clues about the future of their role, their top concerns are how to ensure consistency of message across the organisation and how to cut through the information overload to be heard. Many communicators believe the answer lies in consolidation of communications functions to ensure alignment and impact.
In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe.
For more information please contact:
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
Achieving momentum for a social business strategy for many organizations is challenging
enough, but execution is often fraught with unanswered questions: Who owns social? How are key decisions made? How do we organize to execute social?
In this report, we define a social business governance system of 4 P’s: people, policies, processes, and practices. We use that framework to provide a maturity model to assess where you are, and we include best practices, policy templates, and a decision-making matrix that you can use to define Social Business Governance (SBG) that will help you both achieve the potential of your strategy and manage risk.
Download the full report at: http://goo.gl/y2uiKR
Social media is the modern Pandora’s box: it has had a meteoric rise as a tool to interact and engage with customers, but also a dark underside exposing companies to new types of risk. Almost two-thirds of companies surveyed say that social media is a significant or critical risk to their brand reputation, yet 60% of companies either never train their employees about their corporate social media policies or do so only upon hiring. This report outlines how to be more proactive about managing social media risk through following a detailed four-step process: Identify, Assess, Mitigate, and Evaluate.
The power of brand advocates.
Do you know other great Brand Advocacy Cases?
Let us know and we’ll add them to this presentation!
Be sure to check out the other presentations we gave at our LBi Client Afternoon.
[Report] The State of Social Business 2013: The Maturing of Social Media into...Brian Solis
Altimeter Group conducts regular social business surveys to learn how social media is evolving within enterprise organizations. Analysis of survey results between 2010-2013 reveal that social media is extending deeper into organizations and, at the same time, strategies are maturing. What was previously a series of initiatives driven by marketing and PR is now evolving into a social business movement that looks to scale and integrate social across the organization. The following report reveals how businesses are expanding social efforts and investments. As social approaches its first decade of enterprise integration, we still see experimentation in models and approach. There is no one way to become a social business. Instead, social businesses evolve through a series of stages that ultimately align social media strategies with business goals.
It’s no secret that 2014 holds several promising opportunities for Inbound Marketers. The industry is projected to see a lot of continued growth; aided by increased budgets for the year. According to the Moz Industry Survey, there seem to be a few slight shifts in demand for certain Marketing activities, which ultimately has an effect on where Marketers are allocating most of their time.
Complex organizations must integrate social into how they do business despite the shifts needed to make it happen. Contact David.Armano[at]Edelman.com for more information on Social Business Planning and how it can help your organization integrate social at scale.
The future of corporate communications reportBrunswick Group
As Europe’s senior communications professionals scan the horizon for clues about the future of their role, their top concerns are how to ensure consistency of message across the organisation and how to cut through the information overload to be heard. Many communicators believe the answer lies in consolidation of communications functions to ensure alignment and impact.
In order to capture what is top of mind in the shifting European communications arena, Brunswick and the European Association of Communications Directors (EACD) have partnered on a unique piece of research that included EACD members and other senior communicators across Europe.
For more information please contact:
Phil Riggins: www.brunswickgroup.com/people/directory/phil-riggins/
Achieving momentum for a social business strategy for many organizations is challenging
enough, but execution is often fraught with unanswered questions: Who owns social? How are key decisions made? How do we organize to execute social?
In this report, we define a social business governance system of 4 P’s: people, policies, processes, and practices. We use that framework to provide a maturity model to assess where you are, and we include best practices, policy templates, and a decision-making matrix that you can use to define Social Business Governance (SBG) that will help you both achieve the potential of your strategy and manage risk.
Download the full report at: http://goo.gl/y2uiKR
Socially Driven Collaboration Research Study 2014 Leader Networks
What happens when Marketing and IT unite to tackle the escalating challenges that today’s
rapidly moving digital, social and mobile world bring? Collaboration brings both Marketing
and IT the potential to influence management decisions while, in tandem, add business value.
When Marketing collaborates with IT, the possibility exists for Marketing to make an impact
beyond raising awareness to improving speed to market for new products and services while
reducing project costs. In turn, IT’s collaboration with Marketing can give rise to greater
awareness of thought leadership and increase share of budget.
When collaboration happens, Marketing often leads the charge to break down the functional
silos with IT. And even though Marketing is making progress, it faces strong headwinds as it
attempts to advance collaboration within the company.
To get a better understanding of the state of collaboration between Marketing and IT, Oracle
commissioned Social Media Today and Leader Networks to field a study to investigate the
changing relationship between these functional teams. Responses were gathered from 662
Marketing and 263 IT leaders from more than 500 organizations around the world.
Free research report based on a survey among 400 senior managers in UK and USA. Goal was to measure the level of social media integration and the effects social media integration has.
The report gives details about social media adoption, social media integration, barriers to adoption and much more.
CMO vs CIO: Paths Forward to Collaboration on Collaboration - Ray Wang, Esteb...OpenKnowledge srl
CMO vs CIO: Paths Forward to Collaboration on Collaboration - Ray Wang (Constellation Research), Esteban Kolsky (ThinkJar), Keynote Speakers @ Social Business Forum 2013
An honest look at how digital and social media can be used to create tangible value for companies, customers and consumers.
Authors:
Magan Arthur & Rob Mallens
With inputs from:
Sumathi Venkitaraman,
Head, Marketing at CustomerXPs Software
www.customerxps.com
Skyword Digital Agency of the Future Full ReportSkyword Inc.
The Agency of the Future Report is based on interviews with leading digital agencies. Download the report for access to insights from 15 top digital agencies, and get access to information about the tremendous service delivery and business innovation taking place.
We asked interviewees for their take on the disruptive forces affecting digital marketers today. They told us in their own words about the specific challenges they face. Above all, they told us how these challenges are being addressed and overcome.
Social CRM: The New Rules of Relationship ManagementJeremiah Owyang
18 Use Cases That Show Business How to Finally Put Customers First.
Customers continue to adopt social technologies at a blinding speed – yet organizations are unable to keep up. Why? Rapid adoption of social networking enables users to connect with individuals and communities who share mutual interests, increasingly leaving organizations out of the conversation. Simply hiring more people to keep up with social marketing, sales, and support will not be sufficient, as consumers and their new channels will always outnumber employees. As a result, companies need an organized approach using enterprise software that connects business units to the social web – giving them the opportunity to respond in near-real time, and in a coordinated fashion.
In its third annual report The Community Roundtable examines the continued evolution of the social business industry and analyzes best practices and lessons learned from industry leaders and practitioners. Based on insights gleaned from over 100 roundtable calls with members of TheCR Network, a membership-based peer network of community professionals, the 60+ page comprehensive report highlights artifacts, patterns and initiatives likely to occur as organizations evolve and mature their social business competency.
Social Insights on the Telecommunications Industry Brandwatch
In our latest report, Social Insights on the Telecommunication Industry, we outline the industry’s leaders in social media, examine key customer service issues, and briefly discuss some of the many other ways that telecommunication businesses can use social intelligence to support their business.
The 2014 Global Traveler Study offers hotel and restaurant executives detailed insight into the mind of the modern traveler. Global consumer surveys across a wide range of demographics has uncovered traveler preferences for the use of mobile devices, social media, and loyalty programs in their interactions with hotels and restaurants. Findings reveal that consumer purchasing patterns are shifting towards increasingly mobile transactions. Meanwhile, loyalty is evolving to value personalized offers and rewards, and social media has potential to become a valuable channel for ecommerce. The valuable insight contained in this 2014 Global Traveler Study can help operators shape their digital engagement strategies on an ongoing basis.
MSLGROUP Reputation Impact Indicator Study 2015MSL
MSLGROUP has chosen to take a somewhat atypical approach to the study of reputation. Moving beyond simple rankings, or analyses of ‘drivers’ of reputation alone, we take a more holistic look at how a company must act to build a strong reputation that can facilitate success over time. The result of our research is this, the Reputation Impact Indicator study, part of MSLGROUP’s ongoing efforts to create better knowledge and tools for corporations to better understand how they can influence their reputation.
In the study, we have chosen to look at corporate reputation among a global general public. General public, because how they, as consumers and citizens, view corporations has a substantial and increasingly important impact on how other audiences view them. Global, because we live in an ‘always on’ and ‘on-demand’ world, where different audiences are constantly connected to each other. Today, more than ever, a multistakeholder perspective is necessary.
We hope you enjoy reading it and invite you to share your feedback and tips with us on Twitter @msl_group.
Follow #ReputationImpact on Twitter for insights from the report.
Lithium whitepaper: Hey, Tech! Get Serious About Social Customer EnlistmentLithium
Learn about the current state social for tech and why social customer enlistment is a game-changer. Learn how to get social customers to co-create value with you with
gamification—done right. Get sustainable social strategies from Lithium.
Understand Your Customers' Social BehaviorsCharlene Li
Introduction to socialgraphics and the Engagement Pyramid, a way to understand your customers in addition to traditional demographics, psychographics, etc. Research forms the foundation for your social strategy. Presented by Charlene Li and Jeremiah Owyang, Altimeter Group, on January 20, 2010. Recording is also available at blog.altimetergroup.com.
Socially Driven Collaboration Research Study 2014 Leader Networks
What happens when Marketing and IT unite to tackle the escalating challenges that today’s
rapidly moving digital, social and mobile world bring? Collaboration brings both Marketing
and IT the potential to influence management decisions while, in tandem, add business value.
When Marketing collaborates with IT, the possibility exists for Marketing to make an impact
beyond raising awareness to improving speed to market for new products and services while
reducing project costs. In turn, IT’s collaboration with Marketing can give rise to greater
awareness of thought leadership and increase share of budget.
When collaboration happens, Marketing often leads the charge to break down the functional
silos with IT. And even though Marketing is making progress, it faces strong headwinds as it
attempts to advance collaboration within the company.
To get a better understanding of the state of collaboration between Marketing and IT, Oracle
commissioned Social Media Today and Leader Networks to field a study to investigate the
changing relationship between these functional teams. Responses were gathered from 662
Marketing and 263 IT leaders from more than 500 organizations around the world.
Free research report based on a survey among 400 senior managers in UK and USA. Goal was to measure the level of social media integration and the effects social media integration has.
The report gives details about social media adoption, social media integration, barriers to adoption and much more.
CMO vs CIO: Paths Forward to Collaboration on Collaboration - Ray Wang, Esteb...OpenKnowledge srl
CMO vs CIO: Paths Forward to Collaboration on Collaboration - Ray Wang (Constellation Research), Esteban Kolsky (ThinkJar), Keynote Speakers @ Social Business Forum 2013
An honest look at how digital and social media can be used to create tangible value for companies, customers and consumers.
Authors:
Magan Arthur & Rob Mallens
With inputs from:
Sumathi Venkitaraman,
Head, Marketing at CustomerXPs Software
www.customerxps.com
Skyword Digital Agency of the Future Full ReportSkyword Inc.
The Agency of the Future Report is based on interviews with leading digital agencies. Download the report for access to insights from 15 top digital agencies, and get access to information about the tremendous service delivery and business innovation taking place.
We asked interviewees for their take on the disruptive forces affecting digital marketers today. They told us in their own words about the specific challenges they face. Above all, they told us how these challenges are being addressed and overcome.
Social CRM: The New Rules of Relationship ManagementJeremiah Owyang
18 Use Cases That Show Business How to Finally Put Customers First.
Customers continue to adopt social technologies at a blinding speed – yet organizations are unable to keep up. Why? Rapid adoption of social networking enables users to connect with individuals and communities who share mutual interests, increasingly leaving organizations out of the conversation. Simply hiring more people to keep up with social marketing, sales, and support will not be sufficient, as consumers and their new channels will always outnumber employees. As a result, companies need an organized approach using enterprise software that connects business units to the social web – giving them the opportunity to respond in near-real time, and in a coordinated fashion.
In its third annual report The Community Roundtable examines the continued evolution of the social business industry and analyzes best practices and lessons learned from industry leaders and practitioners. Based on insights gleaned from over 100 roundtable calls with members of TheCR Network, a membership-based peer network of community professionals, the 60+ page comprehensive report highlights artifacts, patterns and initiatives likely to occur as organizations evolve and mature their social business competency.
Social Insights on the Telecommunications Industry Brandwatch
In our latest report, Social Insights on the Telecommunication Industry, we outline the industry’s leaders in social media, examine key customer service issues, and briefly discuss some of the many other ways that telecommunication businesses can use social intelligence to support their business.
The 2014 Global Traveler Study offers hotel and restaurant executives detailed insight into the mind of the modern traveler. Global consumer surveys across a wide range of demographics has uncovered traveler preferences for the use of mobile devices, social media, and loyalty programs in their interactions with hotels and restaurants. Findings reveal that consumer purchasing patterns are shifting towards increasingly mobile transactions. Meanwhile, loyalty is evolving to value personalized offers and rewards, and social media has potential to become a valuable channel for ecommerce. The valuable insight contained in this 2014 Global Traveler Study can help operators shape their digital engagement strategies on an ongoing basis.
MSLGROUP Reputation Impact Indicator Study 2015MSL
MSLGROUP has chosen to take a somewhat atypical approach to the study of reputation. Moving beyond simple rankings, or analyses of ‘drivers’ of reputation alone, we take a more holistic look at how a company must act to build a strong reputation that can facilitate success over time. The result of our research is this, the Reputation Impact Indicator study, part of MSLGROUP’s ongoing efforts to create better knowledge and tools for corporations to better understand how they can influence their reputation.
In the study, we have chosen to look at corporate reputation among a global general public. General public, because how they, as consumers and citizens, view corporations has a substantial and increasingly important impact on how other audiences view them. Global, because we live in an ‘always on’ and ‘on-demand’ world, where different audiences are constantly connected to each other. Today, more than ever, a multistakeholder perspective is necessary.
We hope you enjoy reading it and invite you to share your feedback and tips with us on Twitter @msl_group.
Follow #ReputationImpact on Twitter for insights from the report.
Lithium whitepaper: Hey, Tech! Get Serious About Social Customer EnlistmentLithium
Learn about the current state social for tech and why social customer enlistment is a game-changer. Learn how to get social customers to co-create value with you with
gamification—done right. Get sustainable social strategies from Lithium.
Understand Your Customers' Social BehaviorsCharlene Li
Introduction to socialgraphics and the Engagement Pyramid, a way to understand your customers in addition to traditional demographics, psychographics, etc. Research forms the foundation for your social strategy. Presented by Charlene Li and Jeremiah Owyang, Altimeter Group, on January 20, 2010. Recording is also available at blog.altimetergroup.com.
10 formas de mimar las imágenes de tus diapositivasCarles Caño Valls
Una buena presentación en público con PowerPoint debe tener poco texto en sus diapositivas y muchas imágenes. Entre otras razones, porque aprendemos mejor con imágenes y narración que con imágenes, narración y texto escrito (Principio de redundancia de Richard E. Mayer).
Así que es recomendable usar poco texto pero mimarlo con algunas atenciones. En cuanto a las imágenes, tenemos que mimarlas más todavía. En primer lugar, porque aparecerán con mucha más frecuencia. Y en segundo lugar, porque también hay que dedicarles algunas atenciones y no usarlas de cualquier manera.
CiviCRM is free and open source software for the civic sector. This presentation is an overview of the CiviCRM project and software, and includes information on new features in 3.1 and 3.2.
Healtho5 supported Medical Tele Consultation Centers in BangladeshHealtho5 Solutions
Healtho5 Solutions is the technology partner for successfully running telemedicine projects with Border Guard Bangladesh. Here's a background on how our cloud based secure health information management system helps power telemedicine consultations for hundreds of thousands of patients in Bangladesh.
Fed ex / Ketchum Social Media Study Findings ReportMauricio Godoy
Findings and insights from the 2010 FedEx/Ketchum Social Media Benchmarking Study—a comprehensive exploration of how social media impacts today’s communications landscape. This document reflects the input of leaders from over 60 top global organizations across most major industries.
This book offers readers a quick overview of how social media has changed the business
landscape, the workplace, consumers and society as a whole. It outlines your role as the
executive, offering best practices and tips on how to lead effectively in the digital age.
Organizations successfully leveraging social media are seeing benefits for sales, marketing, and customer service. Yet most organizations are struggling to define a business strategy that makes the most of these opportunities. This storyboard will help you:
* Identify achievable social media opportunities
* Evaluate the risks of social media versus the benefits
* Understand IT’s role in the deployment and maintenance of a social media project
Social media continues to grow at a breakneck pace, and businesses need to get on board or they will be left behind. This storyboard, complete with real-world case studies of social media at work, will help you build a foundation for the successful integration of social media into your CRM strategy.
Cada vez más organizaciones necesitan para medir su cobertura de los medios de comunicación a nivel mundial, pero ¿cómo pueden hacer esto rentable? Este trabajo tiene un enfoque muy granular para ayudar al lector a definir las metas y objetivos de negocio, determinar las medidas adecuadas, analizar las necesidades de los medios de comunicación de contenidos, evaluar los sistemas de tablero de instrumentos, determinar los procesos del lenguaje y el análisis, desarrollo de cuadros de mando de medición, seleccione los servicios de proveedores, vender las soluciones internamente, y , evaluar su éxito. Pros y los contras claras a todas las opciones se ofrecen, lo que permite al lector a un equilibrio entre los tres elementos esenciales en competencia: la calidad, velocidad y costo.
In a few short years, social technologies have given social interactions the speed and scale of the Internet. Whether discussing consumer products or organizing political movements, people around the world constantly use social-media platforms to seek and share information. Companies use them to reach consumers in new ways too; by tapping into these conversations, organizations can generate richer insights and create precisely targeted messages and offers.
While 72 percent of companies use social technologies in some way, very few are anywhere near to achieving the full potential benefit. In fact, the most powerful applications of social technologies in the global economy are largely untapped. Companies will go on developing ways to reach consumers through social technologies and gathering insights for product development, marketing, and customer service. Yet the McKinsey Global Institute (MGI) finds that twice as much potential value lies in using social tools to enhance communications, knowledge sharing, and collaboration within and across enterprises. MGI’s estimates suggest that by fully implementing social technologies, companies have an opportunity to raise the productivity of interaction workers—high-skill knowledge workers, including managers and professionals—by 20 to 25 percent.
Social media is an effective channel for law firms during client discovery and procurement.
Download the full guidebook: http://bit.ly/1nniOHC
A company blog, Twitter, and LinkedIn to share your industry expertise and relevant news to target business executives will draw web traffic, increase SEO and build awareness of your capabilities.
To engage decision makers, law firm marketers need to plan for social to become a peer-to-peer discussion. Sharing industry expertise and relevant news will draw more attention and engagement than an immediate pitch.
We organized this guide we share ways you can drive decision makers to take action and engage your firm.
The 15 slides include step buy step tools for Social Media Listening, Content Strategy, Distribution Funnels and Social Media Management.
Social Strategy1
We help law firms grow with our proprietary social listening technology, content marketing and managed services.
Using our proprietary technology, Social Strategy1 scrapes the entire web to collect, categorize, and analyze verbatim, online comments, conversations, and themes and measure their impact on consumer, constituent or target audience opinions.
Reputation Management in era of social mediaBen Maynard
A white paper based on research among the fifty finalists in the Media Momentum Awards 2011. It looks at how they use social media to communicate and manage their reputations and suggests some areas of best practice as well as identifying potential blindspots.
Public Relations Impact on Business Matters: Penn Schoen Berlandpsbsrch123
The survey carried out by Penn Schoen Berland to evaluate how Public relations impact on business matters highlights the fact that public relations firms need to become a strategic partner to their client. The global economic environment continues to adversely impact most services businesses, including public relations. Read more about this in winning knowledge section of psbresearch.in
A framework for managing social media by:
• Establishing guidance
• Defining the landscape
• Clarifying roles and responsibilities
• Addressing legal issues
• Understanding best practices
Social Media Strategy Paper - Example - COM 627 Social Media for CommunicatorsDr. William J. Ward
COM 627 Social Media for Communicators -
Here is the PDF for the Final Strategy Paper example that is the Gold Standard example for what you should follow for your final paper format. This will also help make sure your PowerPoint presentation flows easily/readily from your paper.
Why Are Amazon, Apple, Facebook and Google The Gang Of 4? Who Are Their Victi...Dr. William J. Ward
Why Are Amazon, Apple, Facebook and Google The Gang Of 4? Who Are Their Victims And What Strategies Will Lead Them To A Trillion Dollar Market Cap? Scott Galloway, who is a professor of Marketing and Brand Strategy at the NYU Stern School of Business, speaking at the DLDConference, January 18, 2016, discusses “The Gang of Four” (Google, Facebook, Apple, and Amazon), their victims, and the strategies that led them onto a path to a trillion dollar market cap. Watch the DLDConference video here: https://www.youtube.com/watch?v=jfjg0kGQFBY
Scott is a great speaker, has tons of great information and talks super fast. He has over 90+ slides in his 16 minute talk at the DLDConference. I created a slideshow of his talk because there is too much information to take in as he speeds through his wonderful analysis and shares his great insights.
What Are 7 Steps Every Social Strategist Must Take To Help Their Organization...Dr. William J. Ward
Whitepaper from Spreadfast here: The 7 Whiteboard Sessions Every Social Strategist Needs To Have
- Understanding your social customer
- Adopting social companywide
- Developing workflows and processes
- Maximizing content
- Creating meaningful engagement
- Integrating social with other channels
- Proving social ROI
What Are 8 Steps To A Successful Social Campaign Plan And Checklist? #slideshowDr. William J. Ward
What Are 8 Steps To A Successful Social Campaign Plan And Checklist? #slideshow
Great resource from Spredfast. https://www.spredfast.com/
You can download the PDF from Spredfast here: What Are 8 Steps To A Successful Social Campaign Plan And Checklist? https://www.spredfast.com/social-media-strategies/social-campaign-planning-checklist
2014 The Global Social CEO Survey - Leaders will emerge through social learni...Dr. William J. Ward
2014 The Global Social CEO Survey - Leaders will emerge through social learning and education.
- 83 percent of those surveyed said CEOs active in social media are better at building relationships with customers, employees and investors.
- 75 felt that executive social engagement fosters better overall leadership.
- 82 percent agreed that CEO engagement produces industry leadership, and 77 percent agreed that leadership enhances credibility among both internal and external stakeholders.
What Do You Need To Know For Marketing To Digital, Mobile And Social Teens?Dr. William J. Ward
What Do You Need To Know For Marketing To Digital, Mobile And Social Teens?
- The digital landscape from a teen's perspective
- Social media facts and figures related to teen media usage
- Five tips to sparking valuable conversations through engaging content
80% of respondents to the Pew survey reported going online for answers to their health questions.
94% of patients say brand reputations is crucial in selecting a facility; however only 26% of hospitals connect with patients via social media
96% of nearly 23,000 respondents used Facebook to gather information about healthcare, with 28% using YouTube and 22% using Twitter
45% of patients said information found via social media would affect their decisions to seek a second opinion. More than 40% of respondents reported that information found via social media would affect the way they coped with a chronic condition or their approach to diet and exercise
There are also a few good case studies as well, specifically the Mayo Clinic and the Cleveland Clinic Health Hub.
Wearable Technology and the Future of Digital and Social MediaDr. William J. Ward
Wearable Technology and the Future of Digital and Social Media ~ DR4WARD Social Media Professor Newhouse School of Public Communications, Syracuse University
COM 600 Social Media Theory & Practice is the graduate social media class that DR4WARD teaches at the S.I. Newhouse School of Public Communications.
Class Hashtag #NewhouseSM6
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
2. A Note from FedEx and Ketchum
Dear Colleague,
We are excited to present you with our findings and insights from the 2010 FedEx/Ketchum
Social Media Benchmarking Study—a comprehensive exploration of how social media
impacts today’s communications landscape. This document reflects the input of leaders
from over 60 top global organizations across most major industries.!
Study participants answered the social media related questions keeping many of us up at
night: How do we leverage social media to drive internal culture, brand performance, and
reputation management? What is the appropriate budget allocation to support social
media programming? How should we adapt internal structures to develop and roll out
social media strategies? What is the best way to measure the ROI of social media spend?
It is our sincere hope that you find the trends and best practices we uncovered as helpful
as we do, and that we will continue to build our collective strength in this new
communications frontier together. Thanks to all those organizations who committed their
time to this effort. This study would not have happened without your enthusiastic
participation.
Best,
Bill Margaritis David B. Rockland, Ph.D.
SVP, Global Communications Partner
& Investor Relations Ketchum, Inc.
FedEx Corporation 2
5. Motivation & Methodology
FedEx and Ketchum initiated this study to benchmark best
practices in leveraging social media to drive internal culture,
brand performance, and reputation management.
Both organizations recognized a lack of in-depth
research regarding how social media impacts the
way companies program, budget, and set up their
teams.
Ketchum used a standardized interview protocol to
guide 30 minute conversations with Chief
Communications Officers or their Social Media Leads
at 62 leading companies across most major industries.
Interviews occurred between August and October
2010.
5
7. Demographics:
a Wide Range of Industries
6% 3% 3%
Airline
15% 13% Consumer Products
Energy
Financial Services
12% Food & Beverage
7% Healthcare
Manufacturing
Other
3%
Professional Services
Retail
8% 9% Technology
Telecommunication
6%
15%
7
8. Executive Summary (1/2)
The way the world 100% of companies reported some degree of social
communicates is media engagement regardless of industry.
changing. You can Participants agreed that social media is a channel (not a
either adapt or strategy) that should be part of a holistic communication
become irrelevant. and marketing approach tied to business goals.
Companies recognized that social media is distinct from
traditional channels in its interactivity, transparency, and
embrace of informality. These characteristics demand
unparalleled degrees of collaboration across businesses and
functions including Communications, Marketing,
Legal/Compliance, and IT.
Participants repeatedly stressed the necessity for transparency and
authenticity in every social media program, no matter its simplicity
or sophistication.
Social media leaders argue that the voice and tone that works in traditional
means credible.
seven distinct phases: Listening, Reclaiming, Collaborating, Strategy &
Planning, Experimenting, Assessing, and Refining.
Twitter, Facebook, and YouTube are the dominant social media platforms,
but participants repeatedly conveyed the need to stay on top of emerging
tools and technology in order to remain relevant.
8
9. Executive Summary (2/2)
Organizations recognized the rise of citizen journalism
to feedback, and the need to engage bloggers to support brand
development and reputation management.
play. Participants conveyed significantly greater focus on
external rather than internal social media applications, but
expressed strong interest in ramping up capabilities
primarily via enhanced intranets in 2011 and beyond.
Participants most frequently estimated spending between five
and fifteen percent of their overall communications budgets on
social media programming in 2010.
Organizations are trending towards more formal collaborative social
media oversight models that are inclusive of diverse business units and
functions.
Most organizations do not have formal internal learning programs
established to promote the development of social media expertise.
Companies continue to see the value in partnering with third parties to
develop and execute social media programming.
9
11. Defining Terms:
Social Media vs. Digital Assets
Participants agreed that social media and digital assets are equally
important, fundamentally different, and often complementary.
Social media is most commonly characterized as a means for two-
way dialogue with internal and external stakeholders.
Digital Assets are most commonly described as owned properties,
tools, or rich media content (e.g., websites, apps, or video) that
companies create to support online programming.
Companies use digital assets to enrich the conversations they
participate in via social media forums.
Externally, the most commonly leveraged social media
platforms include:
Digital assets and
social media go hand-
tools that power the
social web.
11
12. 100% of study participants reported some degree
of social media presence.
The most common external objectives included:
Generating word of mouth advocacy
Developing brand loyalty and closer
relationships with customers
Addressing customer care issues
Educating costumers and media about
company-related issues
Supporting product/service launch/sales
Each major channel (Twitter, Facebook, and
YouTube) serves its own purpose and participants
were hesitant to compare effectiveness across
mediums.
Twitter is the favored channel supporting
customer care and media relations.
Facebook and YouTube are most frequently
leveraged to develop brand loyalty and closer
relationships with customers, and to share
product/service information.
ignoring it.
12
13. Leadership, Participation, and Observation
Participants fell into three distinct categories based on their degree of social media
engagement. Current social media leaders are mostly B2C companies.
Leadership
Engrain social media in every aspect of communication.
Identify and integrate new social media tools on an ongoing basis. 10%
Employ in-house team of three or more social media specialists.
Participation
75%
Engrain social media in some aspects of communication.
Explore integration of new social media tools following validation from
businesses leading in the social space.
Hire 1 specialist and/or expand responsibilities of communicators to include
social media competence and rely on agency support for expert counsel.
Observation
Engrain social media in few aspects of communication.
Seek to build awareness of the social media landscape and
how to play effectively.
15%
Expand responsibilities of communicators to include social media
competence and rely on agency support for expert counsel. have to be a leader.
*Note: Percentages
reflect estimates
be a close follower. It
based on evaluation all depends what
of participant profiles
developed via
interviews.
achieve.
13
14. We found a strong social What About Companies in
media advocate on the
Compliance team, and Regulated Industries?
that made all the Companies in regulated industries
difference in the world (healthcare, financial services, energy,
in terms of selling our
etc.) reported social media participation
ideas in to
leadership. despite clear legal hurdles.
Participant Insights
4 ideas for social media success in
regulated industries
1. Research the rules regarding disclosure and
reporting.
2. Manage internal stakeholder expectations and
identify internal champions from across the
enterprise.
3. Establish a business case and ongoing
management plan with Legal/Compliance teams.
4. In particularly risk-averse cultures, consider
focusing social media outreach on a specific
theme like Corporate Responsibility efforts.
14
15. B2C companies are
The B2B Opportunity leading the social
B2B companies also reported significant social
media programming across the major channels. B2Bs are just waking
up to these tools and
B2B participants lagged behind their B2C the best will learn
counterparts in terms of the depth and sophistication
of programming, but shared plans for ramping up how to leverage
participation. them to win.
Participant Insights
3 ideas driving B2B social media trends
1. Even if buyers are senior and less likely to care
about social media, the managers who influence
them do.
2. As the prevalence of e-commerce continues to
grow, so does the opportunity to drive traffic to
websites through digital and social media
programming.
3. Video trumps words when it comes to explaining
products and services in simple, visually
compelling ways.
15
17. I realize everyone is
Strategy vs. Channel telling you social
media is a unicorn,
Participants agreed that social media is a
channel, not a strategy
horse?
Social media programming should be part of a
holistic communication and marketing approach
tied to business goals.
There was wide-spread agreement that social media is not a
Jay Baer,
Independent Social
Media Strategist
Companies recognized that social media is distinct from
traditional channels in its interactivity, transparency, and
embrace of informality.
These characteristics demand unparalleled degrees of
collaboration across businesses and functions including
Communications, Marketing, Legal/Compliance, and IT.
17
18. Crawl . Walk. Run. Be
Getting Started very deliberate about
very conscious along
media programs revealed seven distinct phases
the way.
18
19. Nail the Fundamentals:
Participation & Planning
Participant Insights
Two ways to crash and burn out of the gate (and how to avoid them)
LACK OF
ONGOING demands ongoing
PARTICIPATION participation the dialogue
LACK OF A
CRISIS RESPONSE media-oriented crisis
STRATEGY management plan to protect
against the risk of viral
19
20. The Twin Pillars of
Transparency & Authenticity
Participants repeatedly stressed the necessity for transparency and
authenticity in every social media program, no matter its simplicity or
sophistication.
Social media leaders argue that the voice and tone that works in
CONVERSATIONAL = CREDIBLE
-up organizations
brands a matter of
for the company and its customers.
Organizations also expressed awareness of the online
-promotional.
You have to be Before launching any new social endeavor, ask yourself:
genuine online
same as the real WHAT VALUE ARE WE ADDING TO THE
world. People realize COMMUNITIES WE SEEK TO ENGAGE?
20
21. Content is king the Participating companies characterized
tools are important but the content that is most often shared
they are only tools. among target audiences in two ways:
Authentic messaging is
ENTERTAINING OR HELPFUL
What makes content entertaining depends on the
highly regarded content.
Helpful content provides information about products or
services that enhances the customer experience.
shared via social media channels received
positive responses among customers.
21
22. Using the Big Three: Twitter, Facebook,
and YouTube
The social media space is rapidly evolving and new technologies and
tools are consistently emerging. Even if companies are not using the
latest platforms, (e.g., Foursquare, Gowalla, Tumblr) most agree that
At present Twitter, Facebook, and
YouTube are the dominant platforms,
and in the following slides we feature
three celebrated programs from
participating companies.
22
23. Tackling Twitter with GM
GM tackles reputation management using
multiple social media channels including Twitter.
Training employees to send a mix of both
personal and professional tweets and status
human side even through times of crisis.
To begin, GM developed an online social media
training portal for novice users and offered
advanced in-person courses for more web savvy
team members. About 2,000 employees
completed the online introduction in its first two
months alone and thousands more have
participated since. GM is currently updating its
social media policy and training approach to
require all employees to go through training
while creating two distinct groups of users
those who are authorized to speak on behalf of
GM and everyone else. GM social media training portal
Employee driven social media programming
bankruptcy and brand building efforts.
Employee tweet examples include:
Repaying taxpayers ahead of
schedule because we are designing,
Great weather for the building, and selling the best cars and
trucks ever.
Source: Miller, Lindsay. Can GM employees woo the country back through social media?
www.ragan.com. May 3, 2010.
23
24. Facebook Fantasy with PepsiCo and Doritos
Doritos Canada leveraged Facebook
to promote a contest where users were asked to
name a mysterious new chip flavor and create a
30-second video commercial advertising it.
Doritos offered $25,000 and 1% of future consumer
sales to the winning commercial and name.
The contest drew over 75,000 participants, 14.5
million page views, and 2.1 million video views.
More than 900,000 consumers visited the Doritos
Facebook page over the course of the two-month
campaign.
Doritos' sales in Canada doubled during that time.
Source: Wood, Cara. Creative solutions from Doritos, Club ABC Tours, Meg Whitman.
Direct Marketing News. October 12, 2009.
24
25. Utilizing YouTube with Ford
Ford gave away 100 Ford Fiestas for six months
complete with free gas, insurance, parking and a
concierge service to 100 lucky recipients.
Each one was sent
documented for public consumption and shared
across major social media platforms.
Official Fiesta Movement content has drawn 6.5
million YouTube views and 3.7 million Twitter
impressions.
The program has elicited the interest of about 50,000
currently drive a
Ford. Ford sold 10,000 units in the first six days of
sales.
Source: McCracken, George. How Ford Got Social Marketing Right. Harvard Business Review.
January 7, 20110.
25
26. Navigating the Blogosphere
Organizations recognized the rise of citizen journalism and
the need to engage bloggers to support brand development everywhere.
and reputation management.
Concentrate on
where your
general media relations strategies.
consumers are.
Most companies stressed the need to differentiate between bloggers
with real influence versus those with relatively small followings leveraging
monitoring services to determine the appropriate level of engagement.
Participant Insights
3 ideas supporting stronger
blogger relationships
1. Invite bloggers to on-site events and give them
special access to products and services.
2. Be transparent about relevant business goals and
ensure bloggers disclose their association with the
company.
3.
press releases to enable them to better use their
unique voices in posts.
26
28. Growing Interest in Internal Social Media
Applications
Participants conveyed significantly greater focus on external rather than internal social
media applications, but expressed strong interest in ramping up capabilities primarily
via social media equipped intranets in 2011 and beyond. The most frequently
referenced intranet features included leadership blogs, wikis, and -
interfaces.
40% of study participants already have social media equipped intranets
50% of study participants plan to redesign their intranets in the next one
to two years to include greater social media capabilities
of study participants do not have significant social
10% media intranet capability and do not plan to add
tools in the next one to two years
These tools
present a whole
*Note: Percentages new way of
reflect estimates
based on evaluation
collaborating
of participant profiles
developed via
across the
interviews. enterprise.
28
29. Adding Value Inside the Enterprise
The most common internal social media objectives were:
Enhancing knowledge management
Supporting collaboration within and across teams,
functions, and geographies
Developing culture and community
Participants reported that investment in internal social
media applications is most strongly tied to tool
purchase and development. Upkeep and ongoing
management is not a major cost.
Organizations use intranet
analytics (blog development,
Employees are comments, discussion board
using social media activity, etc.) and broader
all the time at engagement and
communications survey results to
using the tools monitor and measure the impact
of internal social media
with in the programming.
workplace.
29
30. Three Keys to Effective
Intranet Management
Participants agreed on three critical steps guiding effective intranet
development and ongoing management:
1. Ensure proper leadership and employee buy-in.
Create a business case to build executive support.
Begin and end development with employee needs in mind not a
corporate vision.
Engage employees throughout the design process to develop a
user-centric experience.
2. Establish strategic roll-out plans including pilot programs.
Leverage formal internal communications channels and
informal influencers to drive awareness and adoption.
Ensure opportunities for training and dialogue about
how to leverage new tools. Be patient and
develop thick
3. Build ongoing governance and
moderation plans.
skin. It takes a
Establish clear roles and responsibilities to while to get an
ensure effective content management at effective intranet
corporate and local levels. off the ground.
30
31. Developing Social Media Policies
Participant Insights
4 themes regarding employee social media policy
development:
1. Most companies either have, or plan to develop social media policies in the
2. Effective policies are natural extensions of existing codes of
conduct. For example:
Keep confidential information private
Only speak on behalf of the company if authorized
Identify yourself as an employee if endorsing a
product/service
3. Strong policy development is the result of:
External benchmarking many policies are published
Cross-functional collaboration typically Comms/
Marketing, Legal/Compliance, and HR play leading roles
4. Employee buy-in and adoption of policies is driven by clear
internal communication and relevant learning opportunities.
31
33. Cracking the Code on Monitoring
& Measurement
Companies are distinguishing between monitoring of online mentions
and activity versus measuring the ROI of social media spend.
Participants cited Radian6 as the paid monitoring partner of choice,
but competitors such as BuzzMetrics, Evolve24, Focus, Symphony,
and Sysomos (among others) were also mentioned.
The most common free services include TweetDeck and Google
Alerts.
Participants generally agreed that there is no consistent,
reliable approach to measurement and determining ROI.
There is widespread agreement that looking solely at
sufficient.
Companies expressed the desire to improve the
Everyone is struggling way they assess quality of online interaction,
to figure out how you level of user engagement, and ultimately
determine the impact impact on business performance.
on the business. It
might not be a
dollar figure.
33
34. Measurement Progress:
The Barcelona Principles
Top experts from the Association for Measurement and the Evaluation
of Communication (AMEC), the Public Relations Society of America
(PRSA), and other major industry organizations have established a set
of seven principles to guide communications measurement.
and outlines the following agreements to inform future social media
measurement efforts:
Organizations need clearly defined goals and outcomes for social media.
Media content analysis should be supplemented by web and search analytics, sales and
CRM data, survey data and other methods.
Evaluating quality and quantity is critical, just as it is with conventional media.
Understanding reach and influence is important, but existing sources are not accessible,
transparent or consistent enough to be reliable;; experimentation and testing are key to
success.
34
35. How Much Does it Cost?
-
Money is allocated on a project by project basis by different functions,
divisions, or sub-brands, depending on type and need.
Participants most frequently estimated spending between five and fifteen
percent of their overall external communications budgets on social media
programming in 2010.
Most organizations predicted budget increases in social media spending
in 2011, but participants were hesitant to quantify growth estimates.
Social media programming budgets may be off-set by investment in
talent (FTEs) with specific social media-related roles (salary is a
fixed cost).
Typically, there is more budget allocated
to digital assets than social media
programming
more established, better understood,
and easier to measure.
on investment
you have to put
in to get out.
35
36. The Evolution of the
Social media is forcing
Communications Team business units to
Structure collaborate in ways
they never have
Communications tends to oversee social media programming before. You really have
and execution, but Marketing also plays a leading role to be aligned across
particularly when social media programming is oriented around
product launch and promotion. Legal/Compliance teams are more the enterprise.
integrally involved in social media programming in regulated industries.
Organizations are trending towards more formal collaborative social
media oversight models that are inclusive of diverse business units and
functions (Comms, Marketing, Legal/Compliance, Business Leaders).
There are disparate approaches to evolving team structures. Some organizations
have created new groups of 1-10 people focused exclusively on social media.
Others rely on current staff to expand their expertise. The direction of choice
content to be participants.
Most organizations are either already including or plan to include a degree of
social media competency in job descriptions.
36
37. Building Social Media Capabilities
Most organizations do not have formal internal learning programs
established to promote the development of social media expertise.
Participants leverage the following learning solutions to support social
media competence building among communications team members:
Peer-to-peer training: Many companies identified internal social
media experts and empowered them to bring colleagues up to
speed.
Reverse mentoring: Younger professionals are frequently
tapped to onboard more experienced team members.
One-off courses provided by agencies: Most participants
mentioned leveraging agency-sponsored workshops to
build social media knowledge.
Many participants advocated attending
social media conferences, but works great to have
highlighted that many cover familiar a peer lead training
territory and the most effective ones sessions. People are
are targeted at their particular more receptive to
industries. new ideas from
someone they
37
know.
38. You need an expert Agencies & Vendors
whether in-house or
agency-based to Most organizations continue to see value in
really make the most partnering with third parties to develop and execute
of social media. social media programming.
Participants reported that PR and Advertising firms both
have significant influence as social media counselors.
Boutique digital and social media shops also provide valuable
insight to a smaller portion of study participants.
Most companies did not share plans to significantly shift the
nature or scope of agency engagement.
38
39. Concluding Thoughts & Contact Details
Social media is disrupting the way the world communicates and
companies must continue to evolve how they interact with people to
remain relevant.
The pace and scope of change as new tools and technology emerge
demands an unparalleled degree of organizational nimbleness.
As digital and social tools become the go-to resources for everything
from news and information to friendship and love, smart brands will
continue to figure out better ways to add value to the online
experience internally and externally.
We look forward to addressing your feedback, questions, or comments.
Renee Horne Daniel Dworkin
Director, Digital & Social Media Engagement Senior Consultant
FedEx Corporation Ketchum Pleon Change
rlhorne@fedex.com daniel.dworkin@ketchum.com
39