Using social to build a culture of brand advocacy across the business
•
0 likes•1,040 views
Billy Hamilton-Stent, Octopus Group's Client Strategy Director, presentation from his speaker slot at PRmoment's event on making employees a communication asset.
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Using social to build a culture of brand advocacy across the business
Similar to Using social to build a culture of brand advocacy across the business (20)
Recently uploaded
Recently uploaded (20)
Using social to build a culture of brand advocacy across the business
- 3. www.weareoctopusgroup.net 3 WE ARE SOCIALANIMALS
- 6. www.weareoctopusgroup.net IS IT WORTH THE RISK? 6
- 8. www.weareoctopusgroup.net BENEFITSOFEXPERTISEANDADVOCACY 8 Traffic generated by IBM internal experts in social media converted seven times more frequently than traffic generated by other IBM sources. “In social media,” state the authors, “people – not brands – are the channel.” – Chris Boudreaux and Susan Emerick
- 9. www.weareoctopusgroup.net SOCIALISANINFORMATIONPREFERENCE Q2. On balance, in what ways do you generally prefer to find out about products, services or suppliers? 10% 22% 17% 36% 24% 47% 5% 13% 34% 29% 34% 29% Print media Online media Social media Analyst recommendations Email contact from vendor Vendor websites 25-44 year olds 45-64 year olds Base: Total (400) Social influence is growing in stature, especially in the 45yrs and under
- 11. www.weareoctopusgroup.net WHOARETHEREALAGENTSOFCHANGEINBUSINESS? The originators of change and innovation in a business are much less likely to occupy senior positions or high profile roles in a business 2% 17% 25% 26% 27% 30% 39% 39% 52% 57% Don't Know Administrators and support personnel Graduates / New joiners Business process specialists Executive Group / Board Members R&D professionals Leadership teams Customer facing personnel Business function knowledge workers – HR / Finance / Sales etc. Domain Experts From what groups do the ideas for innovation and change around systems and processes most likely come from in your business? Base size: Total (1004)
- 12. www.weareoctopusgroup.net BRANDADVOCATEPERSONAS 12 Sharky Sheldon Silent Sally Chatty Charlie Job Role: Marketing / HR / Sales Key Stakeholder Influencers: Executive Team and own department Perceived as… The social champion Leading edge thinking and digital activist…and a bit of pain! Job Role: Sales Key Stakeholder Influencers: CSO, CEO, CFO Perceived as… Does anything to close a deal Invests time in social but skeptical towards the value Job Role: Knowledge worker/ category expert Key Stakeholder Influencers: Peers, line manager and executive team Perceived as… Credible Brand loyal but without the platform or responsibility to be heard
- 13. www.weareoctopusgroup.net THREEROUTESTOSOCIALADVOCACY 13 PLAY INSPIRERENT Turning Sharky Sheldon into a social media hound Firing up the outbound teams Providing social surrogates for busy executives Men in suits talking shop Giving Silent Sally a platform and voice ‘We create amazing’
- 14. www.weareoctopusgroup.net THREEROUTESTOADVOCACY 14 PLAY INSPIRERENT Great cultural shift for sales and a fun way to nurture social Essential to be connected to commercial benefits A high price to pay but sometimes essential. Spend and plan wisely to ensure scalability Aligned to HR and employee brand High profile and potentially very impactful
- 15. www.weareoctopusgroup.net 5STEPSTOSOCIALADVOCACY 15 Create Social STRATEGY NURTURE pockets of interest Make participation EASY RECOGNISE contribution Find KEYSTONE behaviours 1 2 3 4 5
- 16. www.weareoctopusgroup.net 1.CREATESOCIALSTRATEGY • How you define social and where you position the channel in the business has exponential implications on success • Social is a component part of other strategies. Without a function or goal it has no purpose other than to make noise • Social success requires senior sponsorship and grass roots contribution to reduce the overall ‘cost of ownership’ 16
- 17. www.weareoctopusgroup.net 2.NURTUREPOCKETSOFINTEREST • Social adoption is a long-term commitment that is rarely utilized company-wide on a consistent basis • Businesses are a collection of niche interest groups that participate more effectively when topics or initiatives are relevant to them • Groups are not always departmental and cross-functional groups tend to reach a more diverse social network – Charity fund raisers – Special interests / industry specific – Domain competancies 17
- 18. www.weareoctopusgroup.net 3.MAKEPARTICIPATIONEASY • Social engagement works most effectively as an autonomous activity that empowers and author • Social tools and technology platforms should be easy to use and work within flexible IT environments • Education on how to use social platforms and the benefits of investing time in participation is essential 18
- 19. www.weareoctopusgroup.net 4.RECOGNISECONTRIBUTION • If the company values social presence, it should value the contribution made by the business to achieving that goal • Rewards, big-ups, ‘props’ and company wide recognition are low cost methods to maintain social momentum • Alignment to career and remuneration goals of the individual are also an option…but rare in practice! 19
- 20. www.weareoctopusgroup.net 5.FINDKEYSTONEBEHAVIOURS • Social is a aspect of many other operational activities – HR – Sales – IT / Digital – Customer Service • Social is accessible across the ranks of the business and shares an individual’s personal platform. • Comms professionals need to find keystone behaviours to create efficiencies in encouraging social brand advocacy 20
- 21. www.weareoctopusgroup.net KEYSTONEBEHAVIOURS 21 “I intendtomake Alcoa the safest company inAmerica. I intendtogofor zero injuries.”