Fickle Friends (or Would Your Brand Be Sad if All It's Fans Suddenly Died?)
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It's an interesting and challenging premise - "would your brand be sad if a meteor suddenly came crashing out the sky, selectively wiping out all your brand's fans and followers?". Sure, as humans, we'd be horified by such a tragedy, but would the sudden loss of all your brand's fans have much if any impact on the value of the brand or your sales? If the answer is no, or you simply don't know, the chances are that your social presence isn't delivering strategic value. And that's a shame. First presented at Marketing Kingdom Belgrade on 06 March 2015.
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Fickle Friends (or Would Your Brand Be Sad if All It's Fans Suddenly Died?)
- 1. Fickle Friends: Moving Beyond Fans and Followers Robin Hamman @Cybersoc
- 3. I’ve had a few jobs. Thankfully, the last three have shared a common colour scheme
- 4. And have learned a few things…
- 5. “I know you’re interested in it, but I really don’t think there are any proper jobs doing, well, that…”
- 6. Since then, I’ve worked with a handful of clients you might have heard of…
- 8. Some things I’ve learned… about audiences, communities and “engagement”
- 9. There must be an opportunity here for brands, right?!
- 11. fickle ˈfɪk(ə)l/ adjective changing frequently, especially as regards one's loyalties or affections
- 12. Follow me, like me, fan me… please please please just bloody click something!! master brands differentiated products individual properties
- 13. “Today we’re celebrating our 100,000th Facebook fan!” • Fortune 500 client* with a global footprint • Approximately 80% of revenue from B2B sales, predominantly in the infrastructure and manufacturing sector • For six weeks, they ran an F1 ticket competition on Facebook, boosting their fan base dramatically • A quick look at the new fans and their comments, however, told us the vast majority of them were 19 year old petrol heads, not decision makers in the manufacturing industry * it wasn’t the brand shown right
- 14. “I don’t think innovation is working for us - everybody is innovative these days…” I’d asked the Global Head of Communications and Marketing to walk me through his brand* values. I didn’t expect him, during that very meeting, to throw out “innovation” for “integrity”. * it wasn’t the brand shown right
- 15. “The CEO Googled his/her name…”, “we know it will be important because our competitors are there…”, “we’re all about recruitment…” [insert name of CEO here]
- 17. …yet few brands (and fewer social consultants) ever talk about ROI…
- 18. The AVE Isn’t Dead But it should be!
- 19. “Overall, we achieved good performance in February…” Fans Last Month Fans This Month User Actions Last Month Agency Output Facebook 22,536 24,202 +4% 25 updates Twitter 12,003 13,425 +3% 25 tweets Instagram 8001 8560 +5% 10 updates YouTube 450 520 +1% 1 video; 3 comments
- 20. Organic reach is (nearly) over Facebook, which has been tweaking it’s algorithm for some time, has recently announced the end of “free advertising” for page owners. What this means is that brands will soon have to pay to reach their own fans. http://social.ogilvy.com/facebook-zero-considering-life-after-the-demise-of-organic-reach/
- 21. Which has (maybe) been good for shareholders… This graph suggests a correlation between Facebook’s share price and the “reach- apocalypse”- what’s bad for brands, might just be good for Facebook. http://www.convinceandconvert.com/social-media-tools/this-chart-explains-the- reachpocalypse-and-why-facebook-is-laughing-all-the-way-to-the-bank/
- 23. What Options Does This Leave Brands? • Abandon Facebook - but other services will probably follow Facebook’s tactics as they seek to monetise • Pay - but that will get expensive • Focus on advocacy - because your brand advocates won’t get throttled by the Facebook algorithm in the same punitive way as a brand page • Do something that’s actually strategically meaningful - because then you’ll be creating value
- 24. strategy strat-i-jee noun a plan, method or series of manoeuvres for obtaining a specific goal or result
- 25. Your brand needs a clear purpose. Keep it simple.
- 27. It’s about people, stupid • Brand success in social has very little to do with technology • Almost nothing to do with technology • Almost nothing whatsoever • It’s about understanding human behaviour and motivations for it, then linking those directly to business objectives
- 28. Silos Don’t Work in Social Don’t force your customers to navigate your organisational complexities - it won’t work.
- 30. Define the strategy and establish processes to implement Business Objectives Functional / Market Objectives Personal Motivations Customer Objectives Strategy&Governance Up-skill&Execute Engage & Reward Investment&Tools Measurement Learn&Improve Social Brand Guidelines&Processes Alignment Follow&Lead
- 31. Shareholder value, personal achievement, to make a well considered purchase… mostly it’s about fame and fortune and/or social currency
- 32. Audiences + Motivations (Business Functions + Objectives) = Strategic Approach Channel Core Audience User Motivation Internal Owners Measurable Objectives Facebook Customers & Prospects Offers and Competitions (Paid) Marketing, Brand (PR), Employer Brand (HR) Conversions, Click-Throughs, Brand Awareness/Preference, Retail Footfall Twitter Customers Customer Support and Announcements Customer Care, Media Relations (PR), Brand (PR) Reduction of call centre costs, customer satisfaction rates, # coverage generated Instagram Customers & Prospects xxx Inspiration Brand (PR) Brand Awareness/Preference, Click-Throughs, Conversions LinkedIn Employee, Industry, Investors Professional Insight/Opportunities Employer Brand (HR), Thought Leadership (PR/IR) Job seeker preference, applications YouTube Customers & Prospects xxx Inspiration / Consideration Brand (PR), Marketing Awareness/Preference, Click- Throughs, Conversions
- 33. “Social Media” = fickle friend “Social Business” = BFF
Notas del editor
- I’ve come a long way to be here today, but I hope that after my presentation, you’ll have a map - or at least have the desire to make a map, to guide your brand’s social strategy moving forward.
- I’ve been working in the digital and social media industry for over 15 years - since before we coined the term “social media”. My website pre-dates google. I was a fashion blogger before blogs were invented. Ran a service much like twitter before there was such a thing as a tweet. And along the way established many of the strategic frameworks, and underlying processes, for the delivery of branded social media.
- My mother was pretty concerned. My dad grew up in a place called Normal. We’d lived in Peoria, the “most average town in America”. Telling them I was going to have a career that revolved around helping brands engage with their stakeholders seemed pretty weird at the time. Indeed, I was probably one of first 2-3 people in Europe to actually get paid to do what I do.
- Since convincing my mother that this idea had legs, I’ve had a pretty good run of it - I’ve worked with most if not all of the FTSE 10 and many brands in the Fortune 500 over the years.
- It’s almost taken as a given that there are opportunities for brands in social media. Don’t get me wrong, I’ve sold, and hope to sell again, 1 million euro + per year social media programmes to brands, but I have to admit, I have some doubts about how brands are approaching social…
- What would happen if you’ll your brand’s social media friends died tomorrow? Your brand probably wouldn’t be sad - it lacks emotions. But would it be any worse off than it is today? I reckon that, for most brands - definitely those I’ve worked with over the years - the answer is a non-committal “maybe”. It almost certainly wouldn’t be the end of the world.
- The title of my presentation today is “Fickle Friends” - so what do I mean? Fickle Friends might initially seem very genuine. They like your brand. They choose to follow you. But the reality is, they probably had a specific motivation for doing so: competitions, money off and special offers being the main ones. Some will have found “social currency” in re-sharing some of your content. They’ve probably not shown your brand much love since. Indeed, they probably haven’t seen many (or any) of your brand’s posts since then. We’ll get to that later. Is social media the key to the empire? Probably not.
- Many Global brands - and others - take a similar approach on social media. Namely, their goal is to build their fan-base and engagement rate. Did Dove sell more soap due to their investment in social? Will the Unity Pharmacy’s twitter friends follow them to Google Plus? Should the Tigers really got any additional value from their 10,000th fan?
- Different brands have different reasons for getting involved in social media. And they do what they know to do. Sadly, this means that the vast majority of them haven’t been very strategic, so have little if any idea whether their investments in social have paid off.
- Public Relations is a bit of a funny business anyway. The idea that brands can say what they want, rather than communicate (say) what they do, is a bit of a throwback to the past.
- Indeed, the brands I’ve worked with have had lots of different reasons for getting into social media. In one instance, it was because the CEO google his/her own name and in the first few pages of results found lots of negative tweets about themselves. I was fairly astonished when, during out initial meeting, she asked her head of PR if they should just “buy and shut down twitter” to silence her foes. I managed to talk them out of it. Then there was the Global car manufacturer. I asked what their social media strategy was and, cutting to the chase, asked how many cars they were selling due to their investment. His response? “Well, we don’t have any evidence of having ever sold a car due to social, but we see all our competitors there, so we know it’s important.” This was the Global Head of Digital and Social Media for a top five car manufacturer. Then there was a drinks brand. I asked what their focus was in social media. She told me they were “all about recruitment, at this stage”. I hadn’t seen any careers content in their social channels, so asked if she could share more. “Sure, we’re focusing on recruiting fans and followers.”. Needless to say, I was pretty gobsmacked.
- The “I don’t know what the strategic outcome is” argument is pretty much the same as the age old excuse used by boyfriends and girlfriends, husbands and wives, “I didn’t mean to, I was drunk”. Yes, drunk on the social media kool-aid.
- ROI - normally, in business, it’s like a religion. When it comes to social media, however, plenty of brands are willing to suspend disbelief. Surely more friends and followers are good, right?
- Some of the PR industry has used, and continues to use, the concept of “AVE” or “Advertising Value Equivalency” to measure the ROI of their efforts. Basically, the idea is that a column inch of earned coverage is worth the same, in value, as the same size advertisement. I’ve seen some agencies start to use the digital equivalent of this, basically saying that “to extend the same reach or gain the same levels of engagement with earned, they would have had to spend X in paid media on that platform”.
- Well, good news. Maybe. Organic reach, at least on Facebook, is nearly dead. This means that the marketing function can wrestle the reigns of social from Public Relations. It also means that everything you’ve done to build a fan base on Facebook thus far has been, well, pretty much a wasted effort.
- This is interesting too. As organic reach has gone down on Facebook, shareholder value has gone up. Screwing over brands definitely plays in Peoria.
- A couple years ago, I had this idea - I wanted to go out on a busy street, full of shoppers, and do Vox Pops (short interviews where people react to a question) to see if people know what brands they follow online and, if so, whether they recall any recent “branded content” items. I reckon most people wouldn’t have a clue.
- But does the Facebook algorithm really matter? Probably not. It will punish those brands that don’t have a social media strategy that aligns with business objectives, but for those being strategic, it’s less of a detriment.
- What’s a strategy? I’ve worked with start-ups without any strategy or, indeed, any idea what they intend to sell to who. Oddly, I’ve also worked with many brands of global significance who aren’t much further along. The fact is, when in comes to social media, other than “doing stuff” very few brands actually have a clue as to “why” and to “what outcome” they are doing it for.
- But it’s pretty simple, really. Apple has thrived because it offers simple solutions “that just work”. Google, too, undersands that most of it’s users just want to find stuff - visit their website and front and centre is the search box. The Alessi juicer on the right has one purpose - juicing fruit. These are all products or services that help people get things done. And in doing so, they attract customers. Simple.
- So I assume you are hear no just to hear me talk theory, but to also map out what to do next. I hope you find the next few slides useful…
- The most important thing to recognise is that being a successful in social isn’t about technology at all. Technologies come and go, but human behaviours, and the motivations for them, remain fairly constant. We all want to be able to feed our families, to express our creativity, to love and be loved, and to make appropriate decisions at the right point in time - that’s not changed since humans lived in caves, and is unlikely to.
- And the social media team is bigger than you might think. Potentially, it is everyone. Each siloed function and individual has their own reason for taking part - or not.
- To create a social brand, one has to pay attention to Business Objectives, the Objectives of Specific Functions and/or Markets, the Personal Motivations of Key Actors, and Customer Objectives. There are layers upon layers of complexity, but the key is understanding that, just as the internet has broken down barriers of distance and time, so too it runs a mockery of organisational silos. No customer should ever be exposed to organisational complexities - that’s your job to sort out, before it becomes their issue.
- But understanding motivations is essential to the social media practitioner - whether it’s building shareholder value, recognising an employee for their efforts, of helping a consumer make a well considered purchase. These are all motivations that can be targeted and supported through social media.
- You’ll need to map external stakeholders (audiences) to their motivations. Figure out which business function owns the relationship. And define objectives, not just for social channels, but for each and every piece of content - if it doesn’t serve a purpose, why bother?
- The Social Business is one where every business function has a role, and benefits. Your next new product or service line might come from outside the organisation. Your next campaign might be driven by brand evangelists. Who knows, your next product or service might actually be your customers.
- The key is, knowing where you are headed, before you set off. A friend in need is a friend indeed, but only if the relationship runs both ways and has meaning.