B-M Asia-Pacific Corporate Social Media Study 2011

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New research shows Asias top companies double their social media presence compared to last year.

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<ul><li>1.ASIA-PACIFIC CORPORATESOCIAL MEDIA STUDY 2011 HOWASIANCOMPANIES ARE ENGAGING STAKEHOLDERS ONLINE</li></ul><p>2. Burson-Marsteller Asia-Pacificis the leading consultancy fororganisations communicating inAsia-Pacific and internationally.With a presence in the region datingback to 1973, Burson-MarstellerAsia-Pacific today includes 34offices and affiliates in 16 countriesintegrated seamlessly into a globalnetwork operating in 98 countries.Our evidence-based approachto communications provides ourclients with effective, data-drivenprograms delivered through multiplechannels and focused on tangible,measurable results. Our team ofmore than 700 professionals offersa powerful combination of localknowledge, sector expertise and Burson-Marsteller Asia-Pacific, 2011. All rights reserved global communications reach. ForThis study is made available under a Creative Commonsmore information, please visitAttribution 3.0 Unported License. burson-marsteller.asia. 3. CONTENTST A B L EO F 2 Introducton 3 ExecutiveSummary 4 Methodology 6 CorporateUseofSocialMedia1 3 ACaseforOpenDigitalLeadership15UseofSocialMediabyMarket16 Australia17 China18 Hong Kong19 India20 Indonesia21 Japan22 Malaysia23 Philippines24 Singapore25 South Korea26 Taiwan27 Thailand2 9 ApproachtoCorporateSocialMedia &amp;NextSteps3 3 Company-MarketIndex3 4 FurtherReading3 5 Acknowledgements&amp;Contacts 4. INTRODUCTIONWh e n w e c o n d u c t e d To reach and persuade stakeholdersBurson-Marstellers firsttoday,itisnotjustthevocabularyandannual Corporate Social toneofcorporatemarketingthatmustMedia Study in 2010, it evolve. More important, companieswas striking that Asian companies must adopt a mindset that putswere eyeing social media tentatively, listening and acting genuinely andeven skeptically, fearful of what transparently front and centre. Andmight happen should someone postthey must understand how to dealsomething negative on their onlinewith negative feedback expressedfront-door.publicly that could resonate and escalate.This year, despite many more firmsdipping their toes in the social swirl,When the upside is a greater abilityit is clear that Asian firms remainto reach and influence corporate Bob Pickardreluctanttogetinvolvedinopenonline stakeholders of all types, and thediscussions, in part because theydownside is appearing disinterestedtend to be highly conscious of their or irrelevant, companies have littleimageandfearfulofpubliclylosingface,inpartastheyrealizeoptionbuttoparticipateonsocialplatforms.correctlythatcommittingtosocialmediaisnotsomethingtobedonelightly.I hope you enjoy this study. If you have any questions, comments or suggestions, feel free to post them to ourLetsfaceit,socialmediaisntforeveryoccasion.Usingthe Facebookpageat:web to lobby governments accustomed to hammering out http://www.facebook.com/bursonmarsteller.asiadealsinsmoke-filledroomswillprobablymissitstarget,andmay simply alienate officials. The business media remain aWedlovetohearfromyou.morecrediblesourceofinformation,newsandanalysisthanSina Weibo or YouTube for board directors. Most seniorSincerely,decision-makers are uncomfortable with the concept ofbloggingonindustryissuesandhavingtodefenddifficultorcontroversialdecisionsopenly.But for most audiences, the Internet and social media areindispensibletotheirworkingandpersonallives,fortalking, Bob Pickardsharingideas,meetingnewpeople,conductingresearchandPresident &amp; CEOmaking decisions. If youre under 30 youre unlikely to pick Burson-Marsteller Asia-Pacificup a newspaper news is consumed in bite-sized chunks bob.pickard@bm.combetweenstretchesofwork,networkingandgaming.@bobpickard | BURSON-MARSTELLER ASIA-PACIFIC 5. EXECUTIVE SUMMARYSocial media is now a key channel for corporateContinued corporate focus on pushingmarketing and communications across Asia information, rather than stakeholder engagement Top Asian companies are placing greater emphasis on deployingsocialmediachannelsforcorporatemarketing Socialmediaprovidescompanieswithanopportunityto andcommunications,with81%offirmscovered-doubleuse content and dialogue to drive user interest, sharing thenumberacrossAsiain20101andalmostonaparwithandadvocacy.However,mostfirmsaremakinglittleeffort 84% of Fortune 100 companies2 - now using branded to engage audiences in corporate-related discussions, socialmediachannels. preferring instead to push content at users in a mannerconsistentwithtraditionalpublicrelationsandmarketing. South Korean and Chinese companies are most active in their use of social media for corporate marketing, The most popular use of social media for corporate especially to domestic audiences. However, manypurposes across Asia is to reinforce and extend companies also view social media as a means to build ongoing media and influencer outreach. Engaging core awarenessamongstinternationalstakeholders.stakeholdersonsoftertopicssuchasCorporateSocialResponsibility or Thought Leadership as a means of While few top Asian companies have no corporatestimulatingquestionsorfeedbacktakeabackseat. presence or voice in social media, firms in Taiwan and Singapore continue to use social media sparingly, a In a similar vein, other than in South Korea and China, reflectionoftheirconservativebusinesscultures.veryfewAsianfirmsuseovertlytwo-waycommunicationschannelssuchascorporateblogsforcorporatemarketingCorporate social media strategies remain short- purposes,despitetheirvalueinhelpingexplaincomplexterm and piecemealtopics. Micro-blogs are the preferred standalonecorporatemarketingchannel. Despite corporate marketing taking advantage of an evergreaterarrayofsocialmediaplatforms,overhalfof Corporate digital storytelling remains in its thesebrandedaccountsareinactive.Thegreatmajority infancy of social media channels are used primarily for product marketingcampaigns,whicharerarelyupdatedafterthe While video is hugely popular on the Internet, the great campaignhasended.majorityofcompanyvideosharingchannelsareproductmarketing vehicles. Corporate use of video in Asia is FewAsiancompanieshavesetupsocialmediachannels mostlylimitedtoillustratinggoodsocialdeedsandsome specifically for corporate marketing or communications leadershipcommunications. purposes,withmostoptingtopiggy-backonconsumer channels. While this one-size-fits-all approach enables Accordingly, companies are missing a significant firms to reach an established community quickly, itopportunity to bring alive their activities in ways that also means that it can prove more difficult over time toaudiences can relate to and might want to share with segment users and target them with relevant corporateothers. newsandinformation. Most firms are failing to promote their social profiles through their websites, implying that they continue to regardtheireffortsaspilotsandremainwaryofnegative discussionsover-spillingontotheircoreownedassets.1 Asia-Pacific Corporate Social Media Study 2010, Burson-Marsteller October 20102 Global Social Media Check-Up, Burson-Marsteller February 2011CORPORATE SOCIAL MEDIA REPORT 2011 | 6. METHODOLOGYT his study assesses corporate marketing and communicationsactivityontopsocialmediachannels by120ofAsiasleadingcompanies.Companieswere selectedfromtheWallStreetJournalAsia200Indexof Asias leading companies as determined by executivesandprofessionalsacrossAsia-Pacific.Thetop10companiespercountrywereselected.Afulllistofcompaniessurveyedis available onpage 33ofthis study.Thecountriesstudiedwere:Australia,China,HongKong,India,Indonesia,Japan,Malaysia, The Philippines, Singapore, South Korea, TaiwanandThailand.Corporate marketing is defined as: Media and InfluencerRelations; Corporate Social Responsibility; ThoughtLeadership; Leadership Communications; Crisis and IssuesManagement;RecruitmentMarketing.Social media channels analysed comprised the top socialnetworks,micro-blogs,videosharingandcorporatebloggingplatformspercountryhostedonthirdpartyplatformsand/orwebsite-based.DatawascollectedinJuly2011byBurson-MarstellersAsia-Pacificdigitalandresearchteams.AccountswereconsideredactiveiftheyhadatleastonepostbythecompanyonorbetweenJuly1stand15th,2011. | BURSON-MARSTELLER ASIA-PACIFIC 7. ASIA-PACIFIC CORPORATE USE OF SOCIAL MEDIACORPORATE SOCIAL MEDIA REPORT 2011 | 8. CORPORATE USE OF SOCIAL MEDIAS ocial media has been a buzz phrase for some The growing challenge of reputation time now, yet its impact and its relevance remain management questioned. For some, these new channels are a bywordfordisruptionandlossofcontrol,forothers Accelerated information flows make it much harder foritsawonderfulopportunitytoexpandcost-efficientlyintonew companies to manage their reputations. With journalists,customer segments and markets and to build real interest bloggers and other opinion-formers assiduously trackingandloyaltyinonesbrand. micro-blogs for breaking news and combing discussionboards for story ideas, companies must approach theConsumers are pointing the way forward, taking to micro-Internetasacoretooltotracktopicsandissuesrelevanttoblogs,socialnetworks,mobilesocialapplicationsandother themandasachanneltobuildrelationshipswithexistingandtools with ease and often breathtaking newinfluencers.enthusiasm. Social media of differenttypes now dominate Inter net use,Social media are aI n p a r a l l e l , i t i s c l e a r t h a t N G O swith Facebook leading online time inand activists, as well as disgruntledAustralasia, Hong Kong and across a crucial part of the new customersandlocalcommunities,haveswathe of Southeast and South Asia, become much more adept at using thewhiledomesticplayerssuchasTencent, weaponry for NGOs, many low-cost channels and tools atNaver, FC2 and Wretch are hugelyactivists and disgruntled theirdisposaltosharetheirexperiences,popularacrossNorthAsia3. voicetheiropinions,organizecampaignscustomers and raise funds. Social media are aAsia is shaping the Internet and socialcrucialpartoftheirnewweaponry.media in terms of technology andbehaviour.SinasWeibo(micro-blog)platformisconsiderablyIn addition, large and especially publicly-listed companiesmore technically sophisticated than Twitter. Asian-basedare under pressure to become more transparent andsocial networks and online gaming platforms introduced accountable,inpartduetogovernmentintervention,inpartvirtual currencies and online transactions long before theirduetoincreasedstakeholderandconsumerexpectationsofwestern counterparts. Smartphones are already neargoodbehavior,andinpartduetoevergreaterdemandsforsaturation point in Japan, South Korea, Hong Kong andinformationanddialogue.Singapore.This raises the question as to how organisations shouldOne of the most conspicuous aspects of social media instructure themselves to participate with the multiplicity ofAsiaisitshighlycontributoryculture.AccordingtoForresterstakeholdersactivelyusingsocialmedia.MostorganisationsResearch,KoreansandChinesearethemostactivecreators are struggling with questions such whether engagementof online content in the world4, uploading vast quantities of should be handled centrally or locally. Who are thevideo, photographs, andblogposts everyday.Indonesians appropriate spokespeople? What are the skills and toolslovetosharenewsandupdatesusingTwitter.required?Howtomeasuresuccess?Whopays?Clearly,organisationslookingtotargetconsumers,especiallythe under 30s, must now incorporate social media intotheir marketing mix or miss their target. It is equally clearthat the Internet and social media are now critical tools tocommunicatewithcorporatestakeholders.3 Asia-Pacific Social Media Infographics, Burson-Marsteller August 20114 Consumer Social Technographics, Forrester | BURSON-MARSTELLER ASIA-PACIFIC 9. How companies are respondingSocial media provide an opportunity for organisations toResearch for this years study shows that more top Asianincrease awareness of their activities and to build interest,companies are using branded social media channels fortrust and advocacy amongst their stakeholders. That theycorporatemarketingandcommunications,with81%offirmscan also do this direct with their audience and by-pass covered(Figure1)-doublethenumberacrossAsiain20107conventionalgatekeepersisalsoanattractiveproposition. andalmostonaparwiththe84%ofFortune100companies8-nowusingbrandedsocialmediachannels.YetenthusiasmamongstcompaniesinAsiahasbeenmuted.Last years Asia-Pacific Corporate Social Media Study5 by ItisclearthatAsiancompaniesarealsoleveragingagreaterBurson-Marsteller identified that top Asian companies hadnumber of the channels at their disposal, with just under alargelybeenhesitanttousebrandedsocialmediachannels third using three social media channels or more, comparedtocommunicatewithcorporateaudiences. to only 3% in 2010. Conversely, only 19% of firms are notusinganyformofbrandedchannelforcorporatepurposesThis hesitancy is also evident in more recent research 6 asignificantincreaseonthe60%identifiedin2010.showing that most companies believe they are poorlyprepared for crises that emerge and spread online, despitebelieving that digital has made them more vulnerable andmaderespondingtoacrisismorechallenging.Figure 1: Number of social media channels with Number of social media channels with corporatecorporate activity - 011activity - 010Number of company social media channels used solely or in part for corporate communicationsmarketing purposes5 Asia-Pacific Corporate Social Media Study 2010 Burson-Marsteller, October 20106 Reputation In The Cloud Era: Digital Crisis Communications Study Burson-Marsteller, June 20117 Asia-Pacific Corporate Social Media Study 2010 Burson-Marsteller, October 20108 Global Social Media Check-Up, Burson-Marsteller February 2011CORPORATE SOCIAL MEDIA REPORT 2011 | 10. Preferred social media channelsof purposes. Asian companies are also starting to develop standaloneprofilesforproductbrandsandspecificcorporateSocialnetworksareprovingthemostpopularsocialchannel functions,notablyrecruitment.forcorporatemarketingandcommunications(Figure2).Thismightberegardedassurprising,giventhatFacebooktheMicro-blogs are also popular as they are typically seentopsocialnetworkacrossmuchofAsia-Pacifictendstobeas an additional information push tool, enabling broaderregardedmoreasaconsumermarketingchannel.Yetmany disseminationofcontentandmessagesacrosstheInternetAsian firms have opted to focus their activities on a singleand, increasingly, to mobile devices. Better still (from abrandedprofilethatisusedforbothconsumerandcorporatecorporateperspective),thereseemslittleneedtoengageinmarketing. sustaineddiscussionsformostAsiancompaniesthemain forumfordialogueisface-to-face.Inourexperience,theprincipalreasonforthisisthatsocialnetworksweremostlyfirstusedbyfirmslookingtoincreaseThisreluctancetoenterintopublicdialogueistestamenttoaawareness and buzz about their products or services. widespreadconservativebusinessculture;italsomeansthereCorporate teams then piggy-back on these establishedislesschanceoffirmslosingfaceinfrontofothers.Hencechannels, often in addition to advising on messaging andalso the general lack...</p>

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