12. Social behaviours differ significantly across borders
“A centrally co-ordinated strategy must account for major differences
that
13. European Trends
T rends per region 2010 to 2011
Germany UK Italy Spain France
Blogs and forums lead Social media usage in Significant increases in Entertainment’ as a France has seen the
the share of media the UK has reached social engagement. motivation for joining a largest percentage
platform yet visits are saturation as growth Percentage of people social network has increase in the
on the decline slows increasing from visiting a social media increased from 14% to proportion of the
72% to 78% in the last website increased 10% 23% over the year population engaged
Visits to social networks year to 57% Social media with social up from 38%
has increased from 14% engagement increased to 51%
to 52% over the last year Many social media Visits to video sharing from 47% to 51%
Uploading photos as an activities such as sites increased 10% Visits by those managing
action has increased from uploading photos, Increases in people Visits by those managing a social profile has
5% to 52% watching video and managing their social a social profile has increased by 12% to 37%
commenting on articles profile increased by 7% to 36% France shows the
has actually declined Consistent with the trend greatest decline in visits
UK’s activities are more towards real-time, visits to a blog, down 8%
skewed towards real-time to blogs and forums is in
activities decline
Entertainment as a
motivator has increased
3% in the last year
28. Identify …
The governance ‘community’
The decisions that need to be made
The contributors
Developing the Governance Model
29. Determine …
The responsibilities of the governance ‘community’
Who the decision makers will be
The process for contribution
Developing the Governance Model
30. Developing the model!
Create digital Governance framework
Policy guidelines
Ongoing training and support for the markets with
a EMEA retained team
Developing the Governance Model
31. How do we do this?
Workshops with central and country input
Questions such as…
Where does product information come from for
digital & social channel management questions?
What happens if a complaint comes in?
Who will be updating channels?
Developing the Governance Model
37. Developing a governance model that’s right for your business
(and sorry, there’s no magic wand!)”
38. A number of models have emerged to
address these challenges
39. No one department One department (like A cross – functional team Everyone in the
manages or coordinates: Corp communications sits in a centralised company uses digital
Similar to Hub and
efforts bubble up from the manages all position and helps various safely and consistently
Spoke but applicable to
edges of the company digital activities markets across all organisations
Multinational companies
where “companies within
companies” act nearly
autonomously from each
other under a common
brand
Which model is most appropriate for your business?
56. Consistent, localisable
corporate website presence in
every country in Europe
- Engaging content
- Up to date product information,
- Localised consumer content
- Interactive toolkit
That SELLS TYRES
The wider challenge
57. Evidence for the need to
change
The story from the markets -
- Lack of visibility
- Disenfranchised markets
- Unavailable content
- Content which knew no
bounds
- Limited budgets & resources
The Issue (1)
58. Evidence for the need to
change
The story from central -
- CMS technology did not support
business requirements
- Lack of resources & and in
house
digital knowledge
The issue (2)
60. Collect the evidence, identify
stakeholders & plan
Interviews with Bridgestone market
offices
Interviews with European
Communications Office
Amaze’s experience with other
pan-European organisations
A new way forward
61. 1. Centralised governance model
2. Dedicated Head of Digital to own the digital strategy &
vision
3. Country Planners to oversee local skills and inter-market
collaboration
4. Make recommendations on more appropriate Web Content
Management technology
5. Develop a service model for content & website technology
support
OurTest the model
6. recommendations & iterate
77. 24% of Europeans are online before
09.00hrs
50% from 09.00-noon
30% at lunchtime
53% from 14-1700hrs
59% from 17-20.00hrs
54% from 20.00-00.00hrs
We are moving towards the ‘Always On’ digital age
78. “86% of US mobile internet
users are using their
devices whilst watching TV ”
Microsoft 2010
Attention partiality is now a fact
79. Fragmentation and the ‘always on’
consumer present brands with
serious challenges
Multi-platform/format content
Attention
Speed
Understanding
Fragmentation
80. “
OK - so we need a website… and a mobile site (which ones
are we going to develop for?). Should we have an app - Apple
or Android or both? Oh, and we’d better have a Facebook
page. And a Twitter one. Should we blog? What about a
YouTube channel? And all those pictures - they should be on
Flickr… I wonder how many people with iPads will want to
access our site? And then there’s that new HTC tablet, that can
83. 86% of Facebook marketers have multiple fan
pages to manage
Social presence growing pains (Source Forrester 2011)
84. More than 46% of companies with 1,000 or more
employees that have a listening platform are already
licensing 5 to 19 individual seats to ensure internal
stakeholders are aware of social
conversations control (Source Forrester 2011)
Decentralisation of
around their brands
85. Nearly 66% of interactive marketers are not currently
measuring their social marketing initiatives, and only 14%
are planning to measure them soon
Increased scrutiny of results (Source Forrester 2011)
86. The Twitter account for Zara, a fashion retailer based in
Spain that generates 68% of its revenues outside of Spain,
contains mostly Spanish-language posts
Incorrectly Targeted Social Content Alienates Your Biggest Fans And Hurts Your
Business
87. In October 2010, McDonald’s used its @McDonalds Twitter
account to post daily updates and promotions for its
Monopoly-themed loyalty game. Again, UK audiences who
saw these Tweets would have found themselves
disappointed; the most
recent McDonald’s Monopoly promotion in Britain had
Promotions and campaigns (Source Forrester 2011)
88. Regulated industries have further reasons to worry about
incorrectly targeted social media
Legal and regulatory considerations (Source Forrester 2011)
89. So how do you take control of
your
social marketing programme?
94. 1. Not all markets are the same – UNDERSTAND THEM
2. Resource and Capability
3. Education – Education - Education
4. C-Level sponsorship
5. A KPI framework
6. One step at a time
So in summary
This talks about why working with Unilever, Coca-cola, Bridgestone in territories such as Australia, Africa its not just about the culture but we can understand and share our expereinces and insights working on other global brands with HTC. It ’ s a constant learning cycle We perform localisation reviews for our clients based on our understanding of the different expectations of markets and their audiences. For example, when delivering for Lexus, we know that to Germany the technical data is one of the most important things to their audience however for Italy it ’s about the image, assets and the look of the product. We adapt our delivery to suit the market’s need.
We perform localisation reviews for our clients based on our understanding of the different expectations of markets and their audiences. For example, when delivering for Lexus, we know that to Germany the technical data is one of the most important things to their audience however for Italy it ’s about the image, assets and the look of the product. We adapt our delivery to suit the market’s need.
We as a business based on our experience have understood the issues, through what we have been through
Resources Organisations are constantly under resourced or have no planning, specific markets we see combining many roles, digital is not one of them. Also we see that centrally there lies no one person responsble for digital, usually that role is spread across various other marketing roles.
“ help me versus set me free” (idea that you have different markets with very different perspectives, some want to be spoon fed, others to be left alone) Resistance comes in to forms, first there sometimes is an attitude to change This is where we see organisations fighting for the right to adopt change, IT vs comms, who owns what, frustration and where responsibility lies, usually stakeholders within organisations want to change they just don ’ t know how to cut through the internal politics
Culture is a huge barrier, what works for one country does not work for others. We also see that from a central perpesctive some organisations may have manifestos from the US or Japan. Cultural might be the market which takes the lead, you have to be sensitive to how you manage around this Use BSEU as an example, in the Japanese culture they do things in a certain way, shy away from contrversy and don ’ t comment in fear of saying the wrong thing
Understanding of the Audience They are all different, one size does not fit all and they have many differences, Don ’ t assume that you understand your audience online in Italy and assume that it will be the same in Germany or Spain.
A centrally coordinated strategy must account for the major differences that exist at a market level… //
Top line trends, German use research and investigation Italy and Spain use for entertainment France close to catch up UK can participate in US social channels very easy (language)
Brand Consistency across for brands is key, what are the key consistent themes, how do we create a central process that supports and give the countries autonomy and flexibility
Looking at the digital generation divide The new pioneers vs the old guard, the old guard makes the decisions with out understanding what technology can do Technology is anything after you were born
Speed Digital is now 24 seven and the rise of real time marketing means we need to act quickly and effectively. Social channels are constantly evolving, Discuss tweet about european trade body
Consistency Autonomy to make changes but at the same time what to ensure consistency
Communication Story of BSEU with social media + New CMS platforms
Collaboration Getting markets to communicate with each other is a tough thing to get working It might be loss of interest because of resource, no single point of contact they can rely on It might even be the fact that the technology doesn ’ t support what they want to do. To ensure collaboration, you need communication across all levels with central becoming the hub of that communication.
The Pan Euro Challenge is
The challenge one dept the ‘ Interactive team ” through to the age of the digitised organisation where digital permeates the organisation
We need to change this model to show how we get them on a roadmap to engagement, need to get
We need to change this model to show how we get them on a roadmap to engagement, need to get
We need to change this model to show how we get them on a roadmap to engagement, need to get
We need to change this model to show how we get them on a roadmap to engagement, need to get
The only way we can look at this is by understanding how the organisation operates what are its strengths and weaknesses Developing a governance model. Overall we are trying to establish what the Governance Framework is. To do this we have to identify who the governance community are – these are the people who follow the governance model – and what are their responsibilities What are the the decisions that need to be made throughout the process and who makes them Who are the people who have to contribute in this process and how do they do it? E.g. Agencies
The only way we can look at this is by understanding how the organisation operates what are its strengths and weaknesses Developing a governance model. Overall we are trying to establish what the Governance Framework is. To do this we have to identify who the governance community are – these are the people who follow the governance model – and what are their responsibilities What are the the decisions that need to be made throughout the process and who makes them Who are the people who have to contribute in this process and how do they do it? E.g. Agencies
Outputs Once the workshops have happened, we can analyse the framework that needs to be put in place. Once the framework is established, the policies and standards that are overseen through governance can be established Use Toyota as the example here!!
Don ’ t thing you know what the answers are going to be before you have done the work The only way we can look at this is by understanding how the organisation operates what are its strenghts and weaknesses Developing a governance model. Overall we are trying to establish what the Governance Framework is. To do this we have to identify who the governance community are – these are the people who follow the governance model – and what are their responsibilities What are the the decisions that need to be made throughout the process and who makes them Who are the people who have to contribute in this process and how do they do it? E.g. Agencies
Understand resourcing issues & workflow constraints Lack of global collaboration Bottle necked learning Use and talk about Bridgestone as an example If you don ’ t create the right toolkits and the right processes which are driven centrally then you will run into problems, people end up giving up and sticking to tried and trusted methods, without engagement within the local markets you don ’ t stand a chance, you need to work with them and get them onboard and then create constant and ongoing dialogue. So in the beginning you need to understand the resourcing issues and workflow constraints and create a model that works for them. Ensure that they are engaged and participate globally Educate and facilitate collaboration within the markets and centrally
Relevant central and local comparisons help local managers sharpen strategy. Uncover new opportunities and partner with similar markets to share resource Deep LOCAL ANALYSIS PROVIDES MANAGERS WITH THE TRIGGERS TO DEVELOP QUESTIONNAIRES THAT SURFACE MARKET INSIGHTS. THESE QUESTIONAIRES AND SURVEYS CAN BE SHARED BETWEEN MARKETS TO INCREASE EFFICIENCIES
SOCIALIZER. A TOOLKIT THAT CAN BE USED THROUGHOUT THE COMPANY FOR SOCIAL SHARING AND LEARNING WHY IS THIS IMPORTANT? PROVIDES A PLATFORM AND FRAMEWORK TO REINFORCE GLOBAL SOCIAL STRATEGY ALLOWS LOCAL USERS TO SURFACE LEARNINGS SHARE BEST PRACTICE ’S AND DECREASE RESOURCES INCONSISTENT REPORTING, VARYING TOOLKITS, DIFFERENT RESEARCH VENDORS, Choose the right tools for the right reasons
PROBABLE SOCIAL SCENARIOS based on real insight CAN SPEAK TO ALL MARKETS AND SERVE AS GUIDLEINES FOR THE IMPLEMENTATION OF SOCIAL INITIATIVES you have to be able to give this context. WHY IS THIS IMPORTANT? ITS SHOWS HOW TO IMPLEMENT THROUGH CONCRETE EXAMPLES SHOW WHAT SHOULD AND SHOULD NOT BE DONE MAKE SMARTER DECISIONS BY CALCULATING IMPACT BEFORE EXECUTION Create further insight better socialisation more relevant information and content back to the business
Pan european businesses have organised themselves along a continuum from centralised through to devolved (and evolved
This we need to talk about IT once had control, big systems unable to adopt to marketing, the fight for autonomy etc
The generation divide how do we bridge this gap
Get the roles defined, who does what and then we get markets to collaborate
Need to get top management to buy into the process, otherwise its an uphill struggle. Ask ourselves how do we get to top management, Top down manifesto to drive through the changes you need
The only way you can do this is by creating an education programme internally, whether working with your agency (knowledge centres) but then create strong processes and policies and then communicate throughout the organisation.
You then can start to build a centre of excellence without locking away vital knowledge, by sharing, educating and understanding ongoing market trends
This can only be for 10 mins
This can only be for 10 mins
½ day goal to get content live Across 41 websites in 31 langauges
Amaze provides a centralised managed services department that acts and responds as an extension of the lexus team We assist with the planning, creation and roll out of websites across all lexus European markets We also work with the markets in determining new functional requirements and turning these into new site features available to all markets
Each market is free to engage with local experts and the model must support that way of working too Communication can be to market agencies or to the markets themselves Amaze ’ s support managers develop relationships with one or more markets Clever use of technology allows all these process to happen relatively independently but also collaboratively
From 18 to 25 countries This wasn ’ t delivered to us, we had to develop this for lexus and didn ’ t happen over night Along the way we have understood how to develop and implement strategy, governance and support models and processes that fir pan – European & global businesses
Multiple markets, territories and regions Multiple product families, passenger tyres, motorcyle tyres, off road, truck Product families marketing indepentantly both centrally and at the market level Their web content management system did not provide the business support required and as a consequence, markets where off to do their own thing with their own agencies In summary, Central had lost control of their digital estate and the markets had lost faith in central ’ s ability to support them
The wider engagement was to bring Bridgestone up to date digitally across all products and markets. Governance was one element. Strong consumer content that is used by local markets as the main instrument for customer engagement
Once the workshops have happened, we can analyse the framework that needs to be put in place. Once the framework is established, the policies and standards that are overseen through governance can be established Use Toyota as the example here!! Lack of visibility Central planning, - Market responsibility Engagement on future projects Disenfranchised markets Unavailable content - product and brand not available centrally - markets had created their own content impacting brand and message Limited budgets & resources
Central Content Management technology did not support business requirements therefore markets had gone their own way Lack of resources and in house digital knowledge meant that each market employed their own agencies Fragmented & Fatigued
Once the workshops have happened, we can analyse the framework that needs to be put in place. Once the framework is established, the policies and standards that are overseen through governance can be established Use Toyota as the example here!!
1. Centralised governance model – close to the client and indentified that this model fitted very well with their centralised corporate structure 2. Dedicated Head of Digital to own the digital strategy & vision 3. Country Planners to oversee local skills and inter-market collaboration 4. Make recommendations on more appropriate technology 5. Develop a service model for content & website technology support 6. Test the model & iterate – no model is perfect from day one, use this opportunity to fine tune the model on one market
At a high level In this example, the central governance model had separate but supportive roles and responsibilities Central Governance – Digital Strategy, Web site roll out management Central Support – get into the mindset of a service provider to address market concerns with lack of support Local Markets offices – responsible for localisation of content, identifying products to be promoted, report on campaigns, and they are still free to have their local agency to fill in skills gaps – but the goal would be for all services to be provided centrally
In Detail Head of Digital Located at European HQ, Brussels Existing employee / New hire / Outsourced – Amaze will be helping Bridgestone with the hire process Champion the online channel on a group level. E.g. Working with senior product, brand and communication specialists to understand their requirements and to advise on web best practise. Creating and overseeing the corporate site strategy and standards. E.g. creative updates , best practise on usability, analytic, SEO, etc. Developing and managing relationships with core web suppliers . E.g. Technical teams, external consultants, etc.
To address limited budgets, they will be combined to provide more services joined up with each other – managed by the Head of Digital Budgets are currently allocate on a per market and product family basis. Money is being spent on projects which are not aligned with each other. The Head of Digital will be responsible for gathering and maintaining central budget for digital spend and then championing the business case to senior management. Planning will be done on an annual basis, broken down into monthly plans and will cover central and local market work Digital activities for all BSEU departments must be gathered into one coherent annual plan, outlining high level requirements and planned activities for the fiscal year. The annual plan must be supported by an estimate ballpark figure for production development, rollout and support for every project. Corporate Website Owner together with senior representative from each product department is required to participate in annual budget planning with BSEU senior management in order to secure sufficient funds for all areas of digital marketing planned for that fiscal year.
Country Planners – to address the lack of visbility from both central and market level The country planners glue together the markets and the Head of Digital. The Country Planners works closely with each market. They get to know the market in detail – knowledge base – act as an escalation point. 1 or more markets per planner. The country planners act as a conduit between markets on digital initiatives for knowledge sharing and possible effort/cost savings The country planners work as a team and report to the Head of Digital. Messaging from the Head of Digital is delivered via the country planners Engaging and communicating to markets on behalf of BSEU Ensuring markets are aware of BSEU future planning and how the plans might affect local plans and budgets. Continuously building a knowledge base about local markets Point of contacts and escalations for markets Funnelling information and requirements from markets back to BSEU digital stakeholders Planning rollouts with markets Coordinating translations (local and central) Planning local content integration with markets Planning training and technical guidance for markets Overlooking and resourcing work to the centralised content team Ensuring brand guidelines are followed on local content
The centralised support team support both central and the markets. First Line Support Analyst & Content administrators – will help with the issue of lack of content and the markets having to create their own Both roles can be existing employees / New hire / Outsources First Line Support interface Problem management Technical support and liaison with Second Line Support User account administration Content administration Rollout and Technical guidance & training to markets and local agencies Technical documentation and knowledge base maintenance
And to finish this section This is the plan for rolling out the goevernance model across all markets. The product families are steadily brought on The cost for the governance roll out is eventually borne from local market budget using a cross charge model for services The central team grows in line with their ability to deliver The support team grows in line with support the markets that use the service
reqw
reqw
Going to introduce 2 key trends that are combining to make digital governance such a business priority
The splinternet and realtime marketing
You wake up and check your email on your bedside iPad — that ’ s one app. During breakfast you browse Facebook, Twitter, and The Guardian — three more apps. On the way to the office, you listen to a podcast on your smartphone. Another app. At work, you scroll through RSS feeds in a reader and have Skype and IM conversations. More apps. At the end of the day, you come home, make dinner while listening to Spotify, play some games on Xbox Live, and watch a movie on Netflix ’ s streaming service. You ’ ve spent the day on the Internet — but not on the Web. And you are not alone.
You wake up and check your email on your bedside iPad — that ’ s one app. During breakfast you browse Facebook, Twitter, and The Guardian — three more apps. On the way to the office, you listen to a podcast on your smartphone. Another app. At work, you scroll through RSS feeds in a reader and have Skype and IM conversations. More apps. At the end of the day, you come home, make dinner while listening to Spotify, play some games on Xbox Live, and watch a movie on Netflix ’ s streaming service. You ’ ve spent the day on the Internet — but not on the Web. And you are not alone.
reqw
Use quote by Steve Rubel Give examples Social media and the always on consumer On the fly insight Real time cross-market collaboration
Multiple platforms – multiple problems Will we have to re-purpose our content for each one? Will we have to tell our story differently in each place? What are we going to say? What devices do our target market use? Where do they live online? When do they go online? Where are they when they connect? What else are they doing?
A pan european marketing suite
Social Media Governance – All of this is from Forrester 2011 Social presence growing pains. According to our August 2010 WebTrack of brands ’ Facebook presences, 86% of Facebook marketers have multiple fan pages to manage.2 Many marketers will add to that roster. These marketers will face challenges: Will those accounts be aligned by product, region, brand, or some other categorization? Who maintains the passwords, and do they need to be changed every time an employee with social media responsibilities departs the organization? And what unique and exciting social experiences can marketers bring their consumers, beyond the simple status update or wall posting?
Decentralization of control. Once the decision is made regarding how an organization ’s social presences will expand, the question of who runs each presence quickly surfaces. An official policy and training program will help, but many marketers lack the plan and resources to ensure that they have a high-level view of all social activities across their companies’ presences. More than 46% of companies with 1,000 or more employees that have a listening platform are already licensing five to 19 individual seats to ensure internal stakeholders are aware of social conversations around their brands.3 .
Increased scrutiny of results. With expanding programs comes increased excitement within the organization — which means that more and more managers will be eager to see the results of the social marketers ’ efforts. Nearly 66% of interactive marketers are not currently measuring their social marketing initiatives, and only 14% are planning to measure them soon, so it’s key to determine how more robust programs will be measured before they’re launched.4 .
Incorrectly Targeted Social Content Alienates Your Biggest Fans And Hurts Your Business The most obvious problem with your audience finding a social media profile intended for another market is that the content will likely be in the wrong language. In most cases this means non-English speakers struggling with English-language content, but the opposite also occurs: For instance, the Twitter account for Zara, a fashion retailer based in Spain that generates 68% of its revenues outside of Spain, contains mostly Spanish-language posts. Regional dialects can also present a challenge; English speakers searching on Facebook must choose between a US-targeted “Nike Football” page (featuring American football) and a UK-targeted “Nike Football” page (featuring soccer). But language is far from the only problem with incorrectly targeted social media content; sending the wrong message to your customers can have a powerful negative impact on your business. Interactive marketers must also ensure that the messages they display to users in different countries conform to local: .
Promotions and campaigns. In October 2010, McDonald ’s used its @McDonalds Twitter account to post daily updates and promotions for its Monopoly-themed loyalty game. Again, UK audiences who saw these Tweets would have found themselves disappointed; the most recent McDonald’s Monopoly promotion in Britain had already run — and ended — five months earlier..
Legal and regulatory considerations. Regulated industries have further reasons to worry about incorrectly targeted social media. Marketers promoting prescription drugs to consumers in the US (where direct-to-consumer marketing is legal) must prevent consumers in other countries (where this type of marketing is typically banned) from accessing this content. Likewise, financial services firms and alcohol and tobacco makers must tailor their marketing efforts to each country ’s unique regulations.
A pan european marketing suite
A pan european marketing suite
1. Centralised governance model – close to the client and indentified that this model fitted very well with their centralised corporate structure 2. Dedicated Head of Digital to own the digital strategy & vision 3. Country Planners to oversee local skills and inter-market collaboration 4. Make recommendations on more appropriate technology 5. Develop a service model for content & website technology support 6. Test the model & iterate – no model is perfect from day one, use this opportunity to fine tune the model on one market
