Employer branding in social media presented by AIMS International South Africa at the ASTD South Africa 8th annual international conference, March 2012.
Employer branding in Social Media by AIMS International South Afric
1. Employer Branding &
Social Media
Presented by
Leonie Pentz Nino Haasbroek
AIMS International Leonino Consulting
AIMS International South Africa Talent Acquisition & Talent Management Worldwide
2. global study results
• 84% companies believe a clearly defined
strategy is key to achieving employer branding
objectives
• 71% employees say obtaining an adequate
budget is number 1 challenge in managing an
employer brand
• 59% companies leverage career website for
communicating the employer brand
* Used with permission - 2011 Employer Brand International (EBI) Employer Branding Global Study
AIMS International South Africa Talent Acquisition & Talent Management Worldwide
3. global study results
• 55% employees believe it’s important other
people want to work for their employer
• 44% of companies use social media to
enhance their employer brand
• 18% of marketing departments are
responsible for the employer brand strategy
* Used with permission - 2011 Employer Brand International (EBI) Employer Branding Global Study
AIMS International South Africa Talent Acquisition & Talent Management Worldwide
4. global study results
• Defining the employer value proposition (EVP) is most
the effective initiative (9% of respondents)
• the emerging practice of talent pool development is
ranked number 16 at 2%
* Used with permission - 2011 Employer Brand International (EBI) Employer Branding Global Study
AIMS International South Africa Talent Acquisition & Talent Management Worldwide
5. “The most successful strategies are reported by
companies that are using a hybrid approach
with teams of HR, marketing or communications
with strong links to external partners completing
the team. The 10% growth in employer brand
manager listings in the past two years also
suggests many companies are now creating
specific functions to manage their strategy. The
future looks bright for employer branding
professionals.”
* Used with permission - 2011 Employer Brand International (EBI) Employer Branding Global Study
AIMS International South Africa Talent Acquisition & Talent Management Worldwide
6. How to ensure your
Employer Brand is tops
• consumer-style approach to recruitment
• consistency between internal & external marketing
communications
• employees who ‘live the brand’
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7. How to ensure your
Employer Brand is tops
• This approach requires a new breed of managers who
by profession are marketers, but are employed in
human resources
AIMS International South Africa Talent Acquisition & Talent Management Worldwide
8. How to ensure your
Employer Brand is tops
• Find tribes inside and outside of your organisation
• TRIBES = groups of people sharing the same lifestyle,
passion or need
AIMS International South Africa Talent Acquisition & Talent Management Worldwide
9. Every organisation has
an Employer Brand
• Are you actively managing yours?
• Find out what it means and what it stands for
• Speak to your recruiter - does your brand help
them recruit for you?
• Listening to Social Media chatter is risk free –
It is also ‘look before you leap’
• Define your organisation’s attitude to Social
Media risk
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10. Employer vs Consumer
Brand
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11. Employer vs Consumer
Brand
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12. Employer Brand Consumer Brand
(EVP) (CVP)
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13. Employer Brand Consumer Brand
(EVP) (CVP)
Committed Employees Products & Services
Reward Reputati Product Reputati
Leaders Culture Service Service
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14. Where do I start?? -
find your tribe
• find out who you
should be talking to?
• where and how do
they spend their
time?
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15. Generations Y’s view
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16. Generations Y’s view
Baby Boomers Generation X Generation Y
1946 - ’65 1966 - ’77 1978 - ‘98
Confident ✔ ✔ ✔
Techno-savvy ✔ ✔
Team-oriented ✔ ✔
Personal Growth ✔
Pragmatic ✔
Globally Conscious ✔
Diverse ✔ ✔
Optimistic ✔ ✔
Entrepreneurial ✔ ✔ ✔
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17. Social Media
Demographics
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18. Social Media
Demographics
Baby Boomers Generation X Generation Y
1946 - ’65 1966 - ’77 1978 - ‘98
facebook 34% 20% 45%
twitter 26% 27% 47%
linkedin 41% 25% 34%
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22. Employer brand
Employer brand
Corporate brand
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23. In the beginning - all business was social
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24. What has changed?
• business started scaling
• social could not scale so it stared disappearing from
business
• corporates started developing some really bad habits -
segmenting customers??targeting people?? guerilla
marketing??
• are we at war with our customers??
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25. What is social
media?
• to understand social media, you do not
need to understand technology - you
need to understand human social
behaviour
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26. Understanding human
social behaviour
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27. Understanding human
social behaviour
• people have an innate desire to be helpful
• people need a sense of purpose
• people value fairness
• people love to do what others do
• people love recognition and status
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28. Rules of engagement
• be active (lead, connect, upset somebody!)
• be humble
• be interesting - do you have a story?
• be unprofessional
• be honest
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29. Rules of engagement
• Accept that consumers are now empowered to
act as social beings
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30. Rules of engagement
• transform your business
processes into social
processes
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31. Rules of engagement-
a social process is not:
• traditional business
processes using
social platforms
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32. Rules of engagement -
a social process is:
• engaging human passion, reciprocity and
sense of fairness to get others whose ‘job’ it is
not to do so, to help you do your job
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34. Create YOUR social
recruiting strategy
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35. Create YOUR social
recruiting strategy
Connect Attract Recruit
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36. Recruiting and Social
Media
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37. Recruiting and Social
Media
Make Offer/
Attract Source Engage Screen
Onboard
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38. Four C’s of Social Media
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39. Four C’s of Social Media
Connection
Content Collaboration
Conversation
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40. Social Media for
Recruiting
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41. Social Media for
Recruiting
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42. SOCIAL NETWORKS
One size does not fit all. Which social network is relevant for recruiting, for my
brand, my message and my target audience?
?
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43. SOCIAL NETWORKS
One size does not fit all. Which social network is relevant for recruiting, for my
brand, my message and my target audience?
?
big
small
professional fun
AIMS International South Africa Talent Acquisition & Talent Management Worldwide
44. SOCIAL MEDIA
LEARNINGS
Social Media is a process not an event
Event-driven VS Process-driven
• Employer Branding Campaign • (Ongoing) conversation
• Career Fair • Dialogue (includes listening)*
• Company Brochure
* 17% of students / graduates have actively contributed to or contacted a company via social
networks
Source: Survey by OSCAR, talential, squeaker.net, respondends: Students
AIMS International South Africa Talent Acquisition & Talent Management Worldwide
45. SOCIAL MEDIA
LEARNINGS
Social Media is a process not an event
Event-driven VS Process-driven
• Employer Branding Campaign • (Ongoing) conversation
• Career Fair • Dialogue (includes listening)*
• Company Brochure
Social Media
* 17% of students / graduates have actively contributed to or contacted a company via social
networks
Source: Survey by OSCAR, talential, squeaker.net, respondends: Students
AIMS International South Africa Talent Acquisition & Talent Management Worldwide
46. SOCIAL MEDIA PITFALLS
Friending your manager on Facebook and then complaining
about your job could get you fired
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49. Be SMART!
• Ownership of Social Media is irrelevant
• Perfect = Social media instills a collaborative approach
and breaks down silos.
• understand your social media goals and objectives and
how they tie into your overall company goals.
AIMS International South Africa Talent Acquisition & Talent Management Worldwide
60. The old communication
model was a monologue
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61. Only 14% of people trust
advertisements
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62. 78%
Of people trust the
recommendations
of other consumers.
NIELSEN “TRUST IN ADVERTISING” REPORT, OCTOBER 2007
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63. 14% vs 78%
HMM....
AIMS International South Africa Talent Acquisition & Talent Management Worldwide
64. The new communication
The new communication model
a dialogue.
model isisdialogue
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65. which means it’s....
TRANSPARENT
INCLUSIVE
AUTHENTIC
VIBRANT
CONSUMER-DRIVEN
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67. And it’s NOT...
CONTROLLED
ORGANIZED
EXCLUSIVE
PRODUCT-DRIVEN
“ON MESSAGE”
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68. “Content is the new democracy and we
the people, are ensuring that our voices
are heard.”
Brian Solis, “The Social Media Manifesto”
AIMS International South Africa Talent Acquisition & Talent Management Worldwide
69. “Content is the new democracy and we
the people, are ensuring that our voices
are heard.”
Brian Solis, “The Social Media Manifesto”
AIMS International South Africa Talent Acquisition & Talent Management Worldwide
70. PEOPLE ARE TALKING
ABOUT YOUR BRAND.
RIGHT NOW.
AIMS International South Africa Talent Acquisition & Talent Management Worldwide
71. 34% Post
opinions
about
products &
brands on
their blog
AIMS International South Africa Talent Acquisition & Talent Management Worldwide
72. 34% Post
opinions
about
products &
brands on
their blog
AIMS International South Africa Talent Acquisition & Talent Management Worldwide
73. 36%
Think more positively about
companies that have blogs
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74. 32%
trust bloggers’ opinions
on products & services
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75. Tomorrow’s consumers are
Tomorrow’s consumers are today’s
“digital natives.” “digital natives.”
today’s
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76. AND THEY DON’T CARE
ABOUT YOUR AD.
THEY CARE WHAT THEIR
FRIENDS THINK.
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77. Translation:
THE TRAIN IS LEAVING
THE
STATION.
WITH OR WITHOUT
YOU.
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78. HOW DO I
GET ON
THE TRAIN?
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79. EASY.
JUST GET ON!
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80.
81. “It’s about conversations,
and the best communicators
start as the best listeners.”
Brian Solis, Social Media Manifesto
AIMS International South Africa Talent Acquisition & Talent Management Worldwide
86. IT IS A DIALOGUE, NOT
A MONOLOGUE.
AIMS International South Africa Talent Acquisition & Talent Management Worldwide
87. IT IS A DIALOGUE, NOT
A MONOLOGUE.
I absolutely adore
the food at the Me too!
restaurant And isn’t the
bartender just
dreamy
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91. A word of caution...
AIMS International South Africa Talent Acquisition & Talent Management Worldwide
92. Don’t mess with
people!
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93. “Any blog that
spins the truth will
be found out. In a
world of social OPEN
media honesty is HONEST
the only policy.”
AUTHENTIC
DIALOGUE
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94. I love them this much!
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114. Data Credits
• FACEBOOK: MORE POPULAR THAN PORN
Time, October 13, 2007
http://www.time.com/time/business/ar ticle/0,8599,1678586,00.html?xid=newsletter-weekly
• IAB PLATFORM STATUS REPORT: USER GENERATED CONTENT, SOCIAL MEDIA, AND ADVERTISING - AN OVERVIEW,
APRIL 2008
http://www.iab.net/media/file/2008_ugc_platform.pdf
• BRANDING 2.0 & SOCIAL MEDIA, SAMPAD SWAIN
http://managementchords.blogspot.com
• NIELSEN “TRUST IN ADVERTISING” REPORT, OCTOBER 2007
http://www2.acnielsen.com/reports/documents/TrustinAdvertisingOct07.pdf
• SOCIAL MEDIA MANIFESTO, BRIAN SOLIS
http://www.briansolis.com/2007/06/future-of-communications-manifesto-for.html
http://www.scribd.com/doc/258055/Social-Media-Manifesto-by-Brian-Solis
• CONSUMER 2.0 FIVE RULES TO ENGAGING A NEW BREED OF CONSUMER BY MR.YOUTH AND REPNATION MEDIA,
APRIL 2008
http://www.scribd.com/doc/2898474/Consumer-20
• UNIVERSAL MCCANN COMPARATIVE STUDY ON SOCIAL MEDIA TRENDS APRIL 2008
http://www.universalmccann.com/Assets/2413%20-%20Wave%203%20complete%20document%20AW
%203_20080418124523.pdf
• EXECUTIVES NOW CHALLENGING HR AND MARKETING FOR RESPONSIBILITY OF THE EMPLOYER BRAND STRATEGY
OCTOBER 2011 http://www.employerbrandingonline.com/news/research/346-new-research-findings-ebis-2011-employer-
branding-global-research-study.html
AIMS International South Africa Talent Acquisition & Talent Management Worldwide
http://www.globalrecruitingroundtable.com/2011/10/17/2011-global-employer-branding-study-results-incl-infographic/#.T1XrUmWuhZM \n2011 Global Employer Branding Study Results\nExecutives now challenging HR and Marketing for responsibility of the Employer Brand strategy\nIn an era of social media dominance where employer branding continues to develop around the world, HR and Marketing are now being challenged by Executives for control of the Employer Brand strategy in new survey findings from Employer Brand International. The global research study surveyed more than 1700 organizations worldwide.\nThe study found Executives are taking more responsibility for the employer brand strategy with a 13% increase over the past two years at the same time HR departments solely responsible for the strategy has declined by 12%. Interestingly, in Russia more Executives are responsible for the strategy than the HR department highlighting that leaders in emerging markets are taking a more strategic approach and aligning employer branding to organizational strategy compared to companies who were early adopters in the USA and UK.\nCompanies who invest in developing their employer brand can expect an increase in employee engagement and ease in attracting candidates with 38% of companies rating them as the main benefits of their employer brand strategy, according to a wide-ranging global survey from Employer Brand International. The study released today also found the rush by companies to shift expenditure into social media to build online communities they can recruit from and engage with, has resulted in a 209% increase since 2009 in social media usage by companies to communicate their employer brand.Employer Brand International Chairman and CEO Brett Minchington said, “The research shows how far employer branding has evolved over the past three years, especially in emerging markets such as Russia and Poland. The findings underscores how important it was for companies to take a strategic approach to managing the employer brand, clearly define their strategy, develop relevant metrics and allocate sufficient resources to the most effective initiatives.”\nWhilst job growth has slowed in many markets around the world since the global financial crisis in 2008, companies continue to invest in their employer brand with 33% of companies planning to increase their investment in 2011/2012.\nWhilst the survey found employer branding continues to climb higher on the leadership agenda many organizations lack the capability to leverage their employer brand due to the absence of a clearly defined strategy. The survey found only 14% of companies has developed a clear strategy for their employer brand. Understandably, respondents also said having a clearly defined strategy is the key to achieving their employer brand strategy.\n\n
Similar to EBI’s first global benchmark study in 2009, the importance of strong leadership and engaging leadership is a key ingredient to the success of the employer brand strategy. If you can’t engage leaders in South Africa in employer branding it’s game over with 87% of companies reporting CEO engagement is critical to achieving employer branding objectives.\nCareer development (86%), corporate reputation and culture (84%) and work environment (84%) are the most important attributes a company can promote when trying to attract talent to their organization. The research supports the populist view that intangibles are now responsible for the majority of contribution to shareholder value.\nCompanies are relying on a range of metrics to measure the success of their employer branding investments, with 38% tracking retention rates.  Some 33% of respondents are tracking employee engagement, 29% record the quality of hire and 27% measure the cost per hire. A company’s ranking in a ‘best place to work’ survey or similar awards programs was number eleventh on the list with only 15% of companies using it as a metric to measure their return on investment.\n
Companies are relying on a range of metrics to measure the success of their employer branding investments, with 38% tracking retention rates.  Some 33% of respondents are tracking employee engagement, 29% record the quality of hire and 27% measure the cost per hire. A company’s ranking in a ‘best place to work’ survey or similar awards programs was number eleventh on the list with only 15% of companies using it as a metric to measure their return on investment.\n
Employer Brand International Chairman and CEO Brett Minchington\nSurvey conducted in 2010 within UK, Turkey, SA, NZ,Poland, Russia, South America, Ukraine, USA/ Canada UAE 1789 respondents \n68% female 32% male\n23% Manager, 18% SNR Manger 11% Officer\n62% >1000 employees , 22% 5000+ Employees, 17% 1001 - 5000 Employees\n
Look at Hermawan Kertajaya - top Marketing Guru and how he has defined marketing in his - “the world is still round but marketing is already flat “- theory and apply this to Employer Marketing Principles.\n
You might ask yourself: is this MY JOB???\nShort answer is YES IT IS!!\n\n
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Who has done a search on twitter for your company name to see what people are saying about you? \nThis is the quickest way to find out what people are saying about you..whether you monitor or not - the are talking about you ANYWAY!\n
The same principles apply: Caltex example \n\n
The principles are the same - you want consumers to become brand ambassadors - something that the Tobacco companies needed to understand years ago due to their advertising freedom being regulated. They quickly built a network of individuals who would act as walking advertisements for their brands! In the same way - you want all Employees to ‘live your brand’ and be brand ambassadors. From the CEO to the tea lady.\n
The principles are the same - you want consumers to become brand ambassadors - something that the Tobacco companies needed to understand years ago due to their advertising freedom being regulated. They quickly built a network of individuals who would act as walking advertisements for their brands! In the same way - you want all Employees to ‘live your brand’ and be brand ambassadors. From the CEO to the tea lady.\n
The principles are the same - you want consumers to become brand ambassadors - something that the Tobacco companies needed to understand years ago due to their advertising freedom being regulated. They quickly built a network of individuals who would act as walking advertisements for their brands! In the same way - you want all Employees to ‘live your brand’ and be brand ambassadors. From the CEO to the tea lady.\n
The principles are the same - you want consumers to become brand ambassadors - something that the Tobacco companies needed to understand years ago due to their advertising freedom being regulated. They quickly built a network of individuals who would act as walking advertisements for their brands! In the same way - you want all Employees to ‘live your brand’ and be brand ambassadors. From the CEO to the tea lady.\n
The principles are the same - you want consumers to become brand ambassadors - something that the Tobacco companies needed to understand years ago due to their advertising freedom being regulated. They quickly built a network of individuals who would act as walking advertisements for their brands! In the same way - you want all Employees to ‘live your brand’ and be brand ambassadors. From the CEO to the tea lady.\n
The principles are the same - you want consumers to become brand ambassadors - something that the Tobacco companies needed to understand years ago due to their advertising freedom being regulated. They quickly built a network of individuals who would act as walking advertisements for their brands! In the same way - you want all Employees to ‘live your brand’ and be brand ambassadors. From the CEO to the tea lady.\n
The principles are the same - you want consumers to become brand ambassadors - something that the Tobacco companies needed to understand years ago due to their advertising freedom being regulated. They quickly built a network of individuals who would act as walking advertisements for their brands! In the same way - you want all Employees to ‘live your brand’ and be brand ambassadors. From the CEO to the tea lady.\n
The principles are the same - you want consumers to become brand ambassadors - something that the Tobacco companies needed to understand years ago due to their advertising freedom being regulated. They quickly built a network of individuals who would act as walking advertisements for their brands! In the same way - you want all Employees to ‘live your brand’ and be brand ambassadors. From the CEO to the tea lady.\n
The principles are the same - you want consumers to become brand ambassadors - something that the Tobacco companies needed to understand years ago due to their advertising freedom being regulated. They quickly built a network of individuals who would act as walking advertisements for their brands! In the same way - you want all Employees to ‘live your brand’ and be brand ambassadors. From the CEO to the tea lady.\n
The principles are the same - you want consumers to become brand ambassadors - something that the Tobacco companies needed to understand years ago due to their advertising freedom being regulated. They quickly built a network of individuals who would act as walking advertisements for their brands! In the same way - you want all Employees to ‘live your brand’ and be brand ambassadors. From the CEO to the tea lady.\n
The principles are the same - you want consumers to become brand ambassadors - something that the Tobacco companies needed to understand years ago due to their advertising freedom being regulated. They quickly built a network of individuals who would act as walking advertisements for their brands! In the same way - you want all Employees to ‘live your brand’ and be brand ambassadors. From the CEO to the tea lady.\n
The principles are the same - you want consumers to become brand ambassadors - something that the Tobacco companies needed to understand years ago due to their advertising freedom being regulated. They quickly built a network of individuals who would act as walking advertisements for their brands! In the same way - you want all Employees to ‘live your brand’ and be brand ambassadors. From the CEO to the tea lady.\n
What is the demographic of YOUR ideal employee?? This might have to be done per JOB TYPE per Department, etc. Where do you do most recruitment? Which areas are most challenging to source, attract and RETAIN your talent??\n
For example: \nThe stuyvesant ad “international passport to smoking pleasure “\nlifestyle shared was ‘the world at play’. Who does not remember the CAMEL MAN ADS?? \nWhen they took cigarette ads off-line, tobacco companies started building ‘brand’ communities around lifestyle leaders - people who would be community leaders and lived or aspired to living the lifestyle the brand promoted. ENTER - Rock Concerts, Yacht races, etc.\n\n
For example: \nThe stuyvesant ad “international passport to smoking pleasure “\nlifestyle shared was ‘the world at play’. Who does not remember the CAMEL MAN ADS?? \nWhen they took cigarette ads off-line, tobacco companies started building ‘brand’ communities around lifestyle leaders - people who would be community leaders and lived or aspired to living the lifestyle the brand promoted. ENTER - Rock Concerts, Yacht races, etc.\n\n
For example: \nThe stuyvesant ad “international passport to smoking pleasure “\nlifestyle shared was ‘the world at play’. Who does not remember the CAMEL MAN ADS?? \nWhen they took cigarette ads off-line, tobacco companies started building ‘brand’ communities around lifestyle leaders - people who would be community leaders and lived or aspired to living the lifestyle the brand promoted. ENTER - Rock Concerts, Yacht races, etc.\n\n
For example: \nThe stuyvesant ad “international passport to smoking pleasure “\nlifestyle shared was ‘the world at play’. Who does not remember the CAMEL MAN ADS?? \nWhen they took cigarette ads off-line, tobacco companies started building ‘brand’ communities around lifestyle leaders - people who would be community leaders and lived or aspired to living the lifestyle the brand promoted. ENTER - Rock Concerts, Yacht races, etc.\n\n
For example: \nThe stuyvesant ad “international passport to smoking pleasure “\nlifestyle shared was ‘the world at play’. Who does not remember the CAMEL MAN ADS?? \nWhen they took cigarette ads off-line, tobacco companies started building ‘brand’ communities around lifestyle leaders - people who would be community leaders and lived or aspired to living the lifestyle the brand promoted. ENTER - Rock Concerts, Yacht races, etc.\n\n
For example: \nThe stuyvesant ad “international passport to smoking pleasure “\nlifestyle shared was ‘the world at play’. Who does not remember the CAMEL MAN ADS?? \nWhen they took cigarette ads off-line, tobacco companies started building ‘brand’ communities around lifestyle leaders - people who would be community leaders and lived or aspired to living the lifestyle the brand promoted. ENTER - Rock Concerts, Yacht races, etc.\n\n
For example: \nThe stuyvesant ad “international passport to smoking pleasure “\nlifestyle shared was ‘the world at play’. Who does not remember the CAMEL MAN ADS?? \nWhen they took cigarette ads off-line, tobacco companies started building ‘brand’ communities around lifestyle leaders - people who would be community leaders and lived or aspired to living the lifestyle the brand promoted. ENTER - Rock Concerts, Yacht races, etc.\n\n
For example: \nThe stuyvesant ad “international passport to smoking pleasure “\nlifestyle shared was ‘the world at play’. Who does not remember the CAMEL MAN ADS?? \nWhen they took cigarette ads off-line, tobacco companies started building ‘brand’ communities around lifestyle leaders - people who would be community leaders and lived or aspired to living the lifestyle the brand promoted. ENTER - Rock Concerts, Yacht races, etc.\n\n
For example: \nThe stuyvesant ad “international passport to smoking pleasure “\nlifestyle shared was ‘the world at play’. Who does not remember the CAMEL MAN ADS?? \nWhen they took cigarette ads off-line, tobacco companies started building ‘brand’ communities around lifestyle leaders - people who would be community leaders and lived or aspired to living the lifestyle the brand promoted. ENTER - Rock Concerts, Yacht races, etc.\n\n
For example: \nThe stuyvesant ad “international passport to smoking pleasure “\nlifestyle shared was ‘the world at play’. Who does not remember the CAMEL MAN ADS?? \nWhen they took cigarette ads off-line, tobacco companies started building ‘brand’ communities around lifestyle leaders - people who would be community leaders and lived or aspired to living the lifestyle the brand promoted. ENTER - Rock Concerts, Yacht races, etc.\n\n
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Work life balance as become redefined. \nThe modern employee demands a flexible day in order to take care of family, private business and work objectives where lines have become fuzzy.\n
Work life balance as become redefined. \nThe modern employee demands a flexible day in order to take care of family, private business and work objectives where lines have become fuzzy.\n
Work life balance as become redefined. \nThe modern employee demands a flexible day in order to take care of family, private business and work objectives where lines have become fuzzy.\n
Thrust of this talk from Becky Folb, global talent acquisition manager (digital marketing)at NOKIA is: personalise the business so that you can talk to potential candidates. You do not own the conversation\n - a big culture shift for employers.\n
Thrust of this talk from Becky Folb, global talent acquisition manager (digital marketing)at NOKIA is: personalise the business so that you can talk to potential candidates. You do not own the conversation\n - a big culture shift for employers.\n
Thrust of this talk from Becky Folb, global talent acquisition manager (digital marketing)at NOKIA is: personalise the business so that you can talk to potential candidates. You do not own the conversation\n - a big culture shift for employers.\n
Thrust of this talk from Becky Folb, global talent acquisition manager (digital marketing)at NOKIA is: personalise the business so that you can talk to potential candidates. You do not own the conversation\n - a big culture shift for employers.\n
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Andreas M. Kaplan *, Michael Haenlein\n# 2009 Kelley School of Business, Indiana University.\n
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Be curious, ask questions, make people feel important.\nCommit to the tribe.\nChallenge the status quo.\nBeing a leader gives you charisma, not the other way round!\n
If you are not sincere, human and committed your tribe will not grow. You will fail. People - your employers and consumers have access to information!! They are going to call your bluff!!\n
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Question for the audience: Would you befriend your boss? What about your colleagues?\n
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Set your goals!\nDetermine who owns social media.  Whether it’s marketing, PR, or communications is irrelevant.  In a perfect social media world for businesses, social media instills a collaborative approach and breaks down silos.\nWhat’s important is to understand your social media goals and objectives and how they tie into your overall company goals.\nKeep it Specific, Measurable, Attainable, Realistic/Relevant, and Timely (aka be SMART!).\n
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Pleasure meets business. A timeline of events, integrates business and pleasure. Potential employees search facebook for other employees to research the culture\n
Fluent conversations take place here. Excellent brand monitoring tools and analytics data. \nDell computers can trace their tweets to generating $3 million in sales. \n
One of the newer social networks to make a splash. Communicate in mood boards. \n
Professional. \n
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Now that you have opened up our accounts, what to do next?\n
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In traditional media, i.e TV, newspapers etc. \n
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In 2010, Millenials/Gen Y-ers outnumbered Baby Boomers.\n\nThey already wield $350 BILLION/ year in direct spending power.\n\nMILLENIALS SPEND >16 HOURS/WEEK ONLINE.\n\n96% OF THEM HAVE JOINED A SOCIAL NETWORK.\n\n\n
They have an average of 53 online friends. (Actual friends)\n
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It is really not that difficult, you already more than likely have the tools to make it happen. \n
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Just putting out random content all the time is not a conversation. Search for where people are talking about you. \n
{hint: share some stuff}\n
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“THE GOAL IS NOT TO CONTROL THE CONVERSATION.”\n\n
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CREATE OPPORTUNITIES FOR PEOPLE TO FEEL OWNERSHIP OF THE BRAND.\n\nGive THEM SOMETHING TO TALK ABOUT.\n\nMake them love you (or hate you).\nJust don’t let them leave indifferent.\n\n
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Make everyone a brand ambassador!\n
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Truly living your vision and mission. “How can we help you?”\n
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A SME bandwidth resale and web hosting company. Afrihost shares new office space online. \n