B-M Asia-Pacific Corporate Social Media Study 2011

HOW

ASIAN

COMPANIES

ARE

ENGAGING

STAKEHOLDERS

ONLINE

ASIA-PACIFIC CORPORATESOCIAL MEDIA STUDY 2011

Burson-Marsteller Asia-Pacific is the leading consultancy for organisations communicating in Asia-Pacific and internationally. With a presence in the region dating back to 1973, Burson-Marsteller Asia-Pacific today includes 34 offices and affiliates in 16 countries integrated seamlessly into a global network operating in 98 countries. Our evidence-based approach to communications provides our clients with effective, data-driven programs delivered through multiple channels and focused on tangible, measurable results. Our team of more than 700 professionals offers a powerful combination of local knowledge, sector expertise and global communications reach. For more information, please visit burson-marsteller.asia.

© Burson-Marsteller Asia-Pacific, 2011. All rights reserved

This study is made available under a Creative Commons Attribution 3.0 Unported License.

T A B L E O FCONTENTS

2 Introducton 3 ExecutiveSummary 4 Methodology 6 CorporateUseofSocialMedia13 ACaseforOpenDigitalLeadership15 UseofSocialMediabyMarket 16 Australia 17 China

18 Hong Kong

19 India

20 Indonesia

21 Japan

22 Malaysia

23 Philippines

24 Singapore

25 South Korea

26 Taiwan

27 Thailand

29 ApproachtoCorporateSocialMedia &NextSteps33 Company-MarketIndex34 FurtherReading35 Acknowledgements&Contacts

� | BURSON-MARSTELLER ASIA-PACIFIC

W h e n w e c o n d u c t e dBurson-Marsteller’s firstannualCorporateSocialMediaStudy in 2010, it

was striking thatAsian companieswereeyeingsocialmedia tentatively,even skeptical ly, fearful of whatmighthappenshouldsomeonepostsomethingnegativeon their onlinefront-door.

This year,despitemanymore firmsdipping their toes in thesocialswirl,it is clear that Asian firms remainreluctanttogetinvolvedinopenonlinediscussions, in part because theytend tobehighlyconsciousof theirimageandfearfulofpubliclylosingface,inpartastheyrealize–correctly–thatcommittingtosocialmediaisnotsomethingtobedonelightly.

Let’s face it,socialmedia isn’t foreveryoccasion.Usingthewebto lobbygovernmentsaccustomedtohammeringoutdealsinsmoke-filledroomswillprobablymissitstarget,andmaysimplyalienateofficials.Thebusinessmedia remainamorecrediblesourceof information,newsandanalysisthanSinaWeiboorYouTube forboarddirectors.Most seniordecision-makers areuncomfortablewith theconceptofbloggingon industry issuesandhavingtodefenddifficultorcontroversialdecisionsopenly.

But formostaudiences, the Internetandsocialmediaareindispensibletotheirworkingandpersonal lives, for talking,sharingideas,meetingnewpeople,conductingresearchandmakingdecisions. Ifyou’reunder30you’reunlikely topickupanewspaper–news isconsumed inbite-sizedchunksbetweenstretchesofwork,networkingandgaming.

Toreachandpersuadestakeholderstoday,itisnotjustthevocabularyandtoneofcorporatemarketingthatmustevolve.More important,companiesmust adopt a mindset that putslistening andactinggenuinely andtransparently frontandcentre.Andtheymustunderstandhow todealwith negative feedback expressedpublicly that could resonate andescalate.

When theupside isagreaterabilityto reach and influence corporatestakeholders of all types, and thedownside isappearingdisinterestedor irrelevant, companieshave little

optionbuttoparticipateonsocialplatforms.

I hope youenjoy this study. If youhave anyquestions,commentsor suggestions, feel free topost them toourFacebookpageat:

http://www.facebook.com/bursonmarsteller.asia

We’dlovetohearfromyou.

Sincerely,

Bob PickardPresident & CEOBurson-Marsteller Asia-Pacific

[email protected]@bobpickard

INTRODUCTION

Bob Pickard

CORPORATE SOCIAL MEDIA REPORT 2011 | �

EXECUTIVE SUMMARY

Social media is now a key channel for corporate marketing and communications across Asia

• TopAsiancompaniesareplacinggreateremphasisondeployingsocialmediachannels forcorporatemarketingandcommunications,with81%offirmscovered-doublethenumberacrossAsiain20101andalmostonaparwith84%ofFortune100companies2 -nowusingbrandedsocialmediachannels.

• SouthKoreanandChinesecompaniesaremostactivein their useof socialmedia for corporatemarketing,especially to domestic audiences. However, manycompaniesalsoviewsocialmediaasameans tobuildawarenessamongstinternationalstakeholders.

• While few top Asian companies have no corporatepresenceorvoice insocialmedia, firms inTaiwanandSingapore continue to use socialmedia sparingly, areflectionoftheirconservativebusinesscultures.

Corporate social media strategies remain short-term and piecemeal

• Despite corporatemarketing takingadvantageof anevergreaterarrayofsocialmediaplatforms,overhalfofthesebrandedaccountsare‘inactive’.Thegreatmajorityofsocialmediachannelsareusedprimarily forproductmarketingcampaigns,whicharerarelyupdatedafter thecampaignhasended.

• FewAsiancompanieshavesetupsocialmediachannelsspecifically forcorporatemarketingorcommunicationspurposes,withmostoptingtopiggy-backonconsumerchannels.While thisone-size-fits-allapproachenablesfirms to reach an established community quickly, italsomeans that itcanprovemoredifficultover timetosegmentusersandtarget themwith relevantcorporatenewsandinformation.

• Most firmsare failing topromote their socialprofilesthrough theirwebsites, implying that theycontinue toregardtheireffortsaspilotsandremainwaryofnegativediscussions‘over-spilling’ontotheircoreownedassets.

Cont inued corporate focus on pushing i n f o rma t i on , r a the r t han s t akeho lde r engagement

• Socialmediaprovidescompanieswithanopportunitytousecontentanddialoguetodriveuser interest,sharingandadvocacy.However,mostfirmsaremakinglittleefforttoengageaudiences incorporate-relateddiscussions,preferring insteadtopushcontentatusers inamannerconsistentwith‘traditional’publicrelationsandmarketing.

• Themostpopular useof socialmedia for corporatepurposes across Asia is to reinforce and extendongoingmediaand influenceroutreach.Engagingcorestakeholderson‘softer’ topicssuchasCorporateSocialResponsibility orThoughtLeadershipasameansofstimulatingquestionsorfeedbacktakeabackseat.

• Inasimilarvein,other than inSouthKoreaandChina,veryfewAsianfirmsuseovertlytwo-waycommunicationschannelssuchascorporateblogsforcorporatemarketingpurposes,despite theirvalue inhelpingexplaincomplextopics. Micro-blogs are the preferred standalonecorporatemarketingchannel.

Corporate digital storytelling remains in its infancy

• Whilevideo ishugelypopularon the Internet, thegreatmajorityofcompanyvideosharingchannelsareproductmarketingvehicles.Corporateuseof video inAsia ismostlylimitedtoillustratinggoodsocialdeedsandsomeleadershipcommunications.

• Accordingly, companies are missing a signif icantopportunity tobringalive their activities inways thataudiencescan relate toandmightwant tosharewithothers.

1 Asia-Pacific Corporate Social Media Study 2010, Burson-Marsteller – October 2010

2 Global Social Media Check-Up, Burson-Marsteller – February 2011


METHODOLOGY

T his study assesses corporate market ing andcommunicationsactivityontopsocialmediachannelsby120ofAsia’sleadingcompanies.CompanieswereselectedfromtheWallStreetJournalAsia200 Index

ofAsia’s leadingcompaniesasdeterminedbyexecutivesandprofessionalsacrossAsia-Pacific.Thetop10companiespercountrywereselected.Afull listofcompaniessurveyedisavailableonpage33of thisstudy.Thecountriesstudiedwere:Australia,China,HongKong, India, Indonesia,Japan,Malaysia,ThePhilippines,Singapore,SouthKorea,TaiwanandThailand.

Corporatemarketing isdefinedas:Mediaand InfluencerRelations; Corporate Social Responsibi l i ty; ThoughtLeadership;LeadershipCommunications;Crisisand IssuesManagement;RecruitmentMarketing.

Socialmediachannelsanalysedcomprised the topsocialnetworks,micro-blogs,videosharingandcorporatebloggingplatformspercountry–hostedonthirdpartyplatformsand/orwebsite-based.

DatawascollectedinJuly2011byBurson-Marsteller’sAsia-Pacificdigitalandresearchteams.Accountswereconsidered‘active’ if theyhadat leastonepostbythecompanyonorbetweenJuly1stand15th,2011.


ASIA-PACIFIC CORPORATE USE OF SOCIAL MEDIA


S ocial media has been a buzz phrase for sometimenow,yet its impactand its relevance remainquestioned.Forsome, thesenewchannelsareabywordfordisruptionand lossofcontrol, forothers

it’sawonderfulopportunitytoexpandcost-efficientlyintonewcustomersegmentsandmarketsand tobuild real interestandloyaltyinone’sbrand.

Consumersarepointing theway forward, taking tomicro-blogs,socialnetworks,mobilesocialapplicationsandothertoolswitheaseandoftenbreathtakingenthusiasm.Socialmediaofdifferenttypes now dominate Internet use,with Facebook leadingonline time inAustralasia,HongKongandacrossaswatheofSoutheastandSouthAsia,whiledomesticplayerssuchasTencent,Naver, FC2 and Wretch are hugelypopularacrossNorthAsia3.

Asia isshaping the Internetandsocialmedia in terms of technology andbehaviour.Sina’sWeibo(micro-blog)platformisconsiderablymore technically sophisticated thanTwitter.Asian-basedsocial networksandonlinegamingplatforms introducedvirtualcurrenciesandonline transactions longbefore theirwestern counterparts. Smartphones are already nearsaturationpoint in Japan,SouthKorea,HongKongandSingapore.

Oneof themostconspicuousaspectsof socialmedia inAsia is itshighlycontributoryculture.AccordingtoForresterResearch,KoreansandChinesearethemostactivecreatorsofonlinecontent in theworld4,uploadingvastquantitiesofvideo,photographs,andblogpostseveryday. IndonesianslovetosharenewsandupdatesusingTwitter.

Clearly,organisationslookingtotargetconsumers,especiallytheunder30s,must now incorporate socialmedia intotheirmarketingmixormiss their target. It isequallyclearthat the Internetandsocialmediaarenowcritical tools tocommunicatewithcorporatestakeholders.

T h e g ro w i n g c h a l l e n g e o f re p u t a t i o n management

Accelerated information flows make it much harder forcompanies tomanage their reputations.With journalists,bloggersandotheropinion-formersassiduously trackingmicro-blogs forbreakingnewsandcombingdiscussionboards for story ideas, companies must approach theInternetasacoretool totracktopicsand issuesrelevanttothemandasachanneltobuildrelationshipswithexistingand

newinfluencers.

In para l l e l , i t i s c lea r tha t NGOsand activists, as well as disgruntledcustomersand localcommunities,havebecomemuchmoreadeptatusingthemany low-cost channels and tools attheirdisposaltosharetheirexperiences,voicetheiropinions,organizecampaignsand raise funds. Social media are acrucialpartoftheirnewweaponry.

Inaddition, largeandespeciallypublicly-listedcompaniesare under pressure to become more transparent andaccountable, inpartduetogovernment intervention, inpartdueto increasedstakeholderandconsumerexpectationsofgoodbehavior,and inpartduetoevergreaterdemandsforinformationanddialogue.

This raises thequestionas tohoworganisationsshouldstructure themselves toparticipatewith themultiplicityofstakeholdersactivelyusingsocialmedia.Mostorganisationsare strugglingwithquestionssuchwhetherengagementshould be handled central ly or local ly. Who are theappropriatespokespeople?Whatare theskillsand toolsrequired?Howtomeasuresuccess?Whopays?

CORPORATE USE OF SOCIAL MEDIA

3 Asia-Pacific Social Media Infographics, Burson-Marsteller – August 2011

4 Consumer Social Technographics, Forrester

Social media are a

crucial part of the new

weaponry for NGOs,

activists and disgruntled

customers


How companies are responding

Socialmediaprovideanopportunity fororganisations toincreaseawarenessof theiractivitiesand tobuild interest,trustandadvocacyamongst theirstakeholders.That theycanalsodo thisdirectwith their audienceandby-passconventionalgatekeepersisalsoanattractiveproposition.

YetenthusiasmamongstcompaniesinAsiahasbeenmuted.Lastyear’sAsia-PacificCorporateSocialMediaStudy5byBurson-Marsteller identified that topAsiancompanieshadlargelybeenhesitant tousebrandedsocialmediachannelstocommunicatewithcorporateaudiences.

This hesitancy is also evident inmore recent research6showing that most companies believe they are poorlyprepared forcrises thatemergeandspreadonline,despitebelieving thatdigitalhasmade themmorevulnerableandmaderespondingtoacrisismorechallenging.

Figure 1: Number of social media channels with corporate activity - �011

Number of company social media channels used solely or in part for corporate communications & marketing purposes

Research for thisyear’sstudyshows thatmore topAsiancompaniesareusingbrandedsocialmediachannels forcorporatemarketingandcommunications,with81%offirmscovered(Figure1)-doublethenumberacrossAsiain20107andalmostonaparwiththe84%ofFortune100companies8-nowusingbrandedsocialmediachannels.

It isclearthatAsiancompaniesarealsoleveragingagreaternumberof thechannelsat theirdisposal,with justunderathirdusingthreesocialmediachannelsormore,comparedtoonly3% in2010.Conversely,only19%of firmsarenotusinganyformofbrandedchannelforcorporatepurposes–asignificantincreaseonthe60%identifiedin2010.

5 Asia-Pacific Corporate Social Media Study 2010 – Burson-Marsteller, October 2010

6 Reputation In The Cloud Era: Digital Crisis Communications Study – Burson-Marsteller, June 2011

7 Asia-Pacific Corporate Social Media Study 2010 – Burson-Marsteller, October 2010

8 Global Social Media Check-Up, Burson-Marsteller – February 2011

Number of social media channels with corporate activity - �010


Preferred social media channels

Socialnetworksareprovingthemostpopularsocialchannelforcorporatemarketingandcommunications(Figure2).Thismightberegardedassurprising,giventhatFacebook–thetopsocialnetworkacrossmuchofAsia-Pacific–tendstoberegardedmoreasaconsumermarketingchannel.YetmanyAsian firmshaveopted to focus theiractivitiesonasinglebrandedprofilethatisusedforbothconsumerandcorporatemarketing.

Inourexperience, theprincipal reasonfor this is thatsocialnetworksweremostly firstusedbyfirms lookingto increaseawareness and buzz about their products or services.Corporate teams thenpiggy-backon theseestablishedchannels,often inaddition toadvisingonmessagingandgovernance.

It isalsotruethatmanyfirmshavestarted (andcontinuetostart)theirofficialsocialnetworkpresencewithoutconsideringcarefully their targetaudiencesandobjectives. In this ‘metoo’scenario,companiesdevelopachannelinthecorporatenameandseehowitevolvesbasedonacombinationof itspopularity,userfeedback,resourcesandcontentavailable.

LesssurprisingisthefactthatAsiancompaniesaredeployingmicro-blogs for corporatepurposes.Twitter, theweibos(‘micro-blogs’)inChinaorme2dayinSouthKoreatendtobeseenmoreasinfluencernetworksofjournalists,bloggersandbrandadvocates,whilealsobeingusedbymediaoutletsandpublisherstoextendtheironlinepresence.

Given the relativeeaseof resourcingmicro-blogsandtheirsearchengine-friendliness, firmsaremore likely tosetupadedicatedcorporatechannel thatservesabroad range

ofpurposes.Asiancompaniesarealsostarting todevelopstandaloneprofilesforproductbrandsandspecificcorporatefunctions,notablyrecruitment.

Micro-blogs are alsopopular as they are typically seenasanadditional information ‘push’ tool,enablingbroaderdisseminationofcontentandmessagesacrossthe Internetand, increasingly, tomobiledevices.Better still (fromacorporateperspective), thereseems littleneedtoengage insustaineddiscussions– formostAsiancompaniesthemainforumfordialogueisface-to-face.

Thisreluctancetoenterintopublicdialogueistestamenttoawidespreadconservativebusinessculture;italsomeansthereis lesschanceof firms losing face in frontofothers.Hencealso thegeneral lackof enthusiasm forcorporateblogs,whereconversation isexpected–even if itactually tendstobelimited(inmanyinstances,almostnon-existent).

Andwhilevideosharingplatforms rarelyattractsignificantlevelsofcorporate-relateddiscussions, they remain in theminorityacrossmuchof the region,despite theveryhighpopularityofonlinevideoinmostmarkets.

FormanyfirmsinAsia,theslickcorporatepaeantosuperiorleadershipandproductsremainsthevideoofchoiceratherthan themore ‘genuine’,on theground feel that isnowcommonplaceamongstWesterncompanies.

Local differences

The use of social media for corporate marketing andcommunications isbynomeansconsistentacrossAsia-Pacific;somemarketsareveryaggressive, themajorityareactiveifcautious,afewremainhighlyconservative.

Active (at least one post during the period July 1-15, 2011) use of company social media channels for corporate purposes

Figure �: Top corporate social media channels used for corporate marketing & communications

28%30%

12%

9%

Social NetworksMicro-blogs Corporate Blogs Video Sharing

2011 2011 20112011

18%20%

8%

12%

2010 2010 20102010


Figure �: Corporate social media channels by market - �011

Figure �: Corporate social media channels by market – �010

Percentage of companies using the four major social media channel types across Asia-Pacific in 2010

Thailand

Taiwan

South Korea

Singapore

Philippines

Malaysia

Japan

Indonesia

India

Hong Kong

China

Australia 90% 50% 50%

80% 90% 50% 30%

60% 70% 30%

70% 70% 20% 40%

50% 40% 20% 30%

70% 40% 70%

90% 70% 90% 60%

80% 100% 20% 80%

50% 40% 40%

30% 30% 50%

20% 40% 30%

70% 90% 70%

10%

10%

10%

n Micro-blogs

n Social Networks

n Corporate Blogs

n Video Sharing

Thailand

Taiwan

South Korea

Singapore

Philippines

Malaysia

Japan

Indonesia

India

Hong Kong

China

Australia 30% 10% 20%

20% 30%

20% 50% 10%

30% 30% 20% 10%

30% 40%

10% 10%

50% 30% 40% 20%

100% 20%

10%10%

10%

20% 40%

10%

10%

10%

n Micro-blogs

n Social Networks

n Corporate Blogs

n Video Sharing

10%

10%

Percentage of companies using the four major social media channel types across Asia-Pacific in 2011

10 | BURSON-MARSTELLER ASIA-PACIFIC

On thewhole,northAsian firmsare themoreaggressiveusersofsocialmedia.Often focusedonmanagingcosts,theyviewsocialplatformsasacost-effectiveroute tobuildshort-termmarketshare in theirdomesticmarkets.Andforbothestablishedandemergingplayers inChina,JapanandSouthKoreaexpandingintoforeignmarkets,socialmedia isnowacriticalcomponentofthemarketingmixtoreachbothcorporateaudiencesandconsumers.

LeadingnorthAsiancompaniesarealsomore likely tousevideo, though this tends tobemorea reflectionof theirimpressivebroadbandnetworksthantheirdesiretousevideo,graphicsandothervisualformatstotelltheircorporatestory.

Comparedtolastyear,AustralianandIndianfirmsareplacinggreateremphasisonsocialmedia,especially in theiruseofmicro-blogsand,toa lesserextent,socialnetworks. Inbothmarkets, journalists,activistsandbusinessdecision-makersareactivelyusingTwitter,whichareseenascentral to theevolvingonlinereputationalecosystems.Bycontrast,socialnetworksareregardedprincipallyasconsumervehicles.

Themost startlingchangehasbeen inSoutheastAsia -notablyamongstMalay,Thai,PhilippinoandIndonesianfirms–mostofwhichwerebarelyusingsocialmediaatall twelvemonthsago.What’sbehindthisshift?

Their fastexpanding localonline Internetpopulationsandimproved telecom infrastructuresareone reason.Playingcatchupwithpeersandcompetitors in theregionhasalsodoubtlessspurredaction.

The relative volatility of their online cultures may alsohaveplayedapart.All thesemarketshavewitnessed theemergenceofamorevocal,andpoliticized,citizenry,whoaremorewillingtoexpresstheirviewsontheirpoliticalsystems,

corporatebehaviourandqualityofproductsandcustomerservice.Leadingcompanies in thesecountries realise theymustatleasthaveapresenceintheseconversations.

Push and pull communications

Questions that corporatecommunicationsprofessionals(rightfully)askbeforeparticipating insocialmedia include:Whatarewegoingtospeakabout?What’sgoingtoresonatewithusers?Dotheyreallywanttohearaboutourcompanynewsandpointofview?Howoftendowehavetopost?Whoshouldanswerfeedback,andhowoften?

As we saw in last year’s study, Asian companies are –and remain -muchmore focusedonpushingnewsandinformationatusersratherthanrespondingtocommentsoractivelyengagingtheminconversations.

This reluctance toget intoonlinediscussionshasmanyexplanations, not least the lackof dedicated resourceswith thenecessaryskillsandremit to reachoutacross theorganisation fora response,express it inanappropriatemannerandbeabletomanagethenecessaryfollow-ups.

It isalso likely thatmanycorporatecommunicatorsdonotfullyappreciatetheinterests,requirementsandbehavioursoftheiraudiences(otherthansomekeyjournalists).Whataboutproductmarketing?Few invest inqualitativeorquantitativeresearchthatcanyield invaluable insights intostakeholders’interestsandcontentpreferences.

Atanother level, thereluctancetoget intoconversations isalsoevident in firms’preferencetousetheirbrandedsocialmediachannelsprimarily to relaycorporatenewsdirect toopinion-formers (Figure5) in thehopethat theywill report itandshareitwiththeirownonlinenetworks.

Figure �: Focus of corporate social media activity

Percentage of corporate marketing or communications posts to company social media channels across Asia-Pacific

CORPORATE SOCIAL MEDIA REPORT 2011 | 11

Corporate Social Responsibility (CSR) is another areawherecompanies feel relatively comfortablewhenusingsocialmedia.Examplesof localcommunityprogrammesorbusinesscommitmentstoreduceelectricityuseortorecyclewaterarenaturally ‘Like’-friendlyandcanworkwellasshortvideos.Evenbetterifpeoplecanbepersuadedtocontributetheirownsuggestionsor ideas,asPepsihasdonewith itsRefreshProject9.

WhileCSRcanhelppaint a softer pictureof the entity,companiesneedtoalsobeawareoftherisksofbeingseentoover-claimormisrepresent the facts.Asmarket researchagencyNielsenhasshown10,theInternetisfertilegroundforactivistsandothers looking topickapartcorporateclaims,especiallyconcerning‘green-washing’andtheenvironment.

Anothernotableareaofcorporatesocialmediaactivity iscrisisand issuescommunications.Whilecrisesare rare,issuesofdifferenttypesneedtobehandledregularly,atrickypropositionwhen it is takingplace in the fullglareofyourFacebookpage.

With thecorporate rumourmillnow real-timeandglobal,companiesareprofoundlyawareofthepotentialforcustomer

complaintsandother issues toescalateovernight into full-scale problems. Some Asian firms are monitoring andrespondingtonegativeposts,albeitonalargelyadhocbasis.But themajority feel theyareunprepared tohandleonlinecrises11.

Long-term commitment and short- term campaigns

Similar to lastyear, thisstudyrevealshigh levelsof inactivebrandedsocialmediaaccounts (Figure6) thatwereeithernotupdatedduring the researchperiodor thathadbeenregisteredbutnotused.

Clearly,manyfirmscontinuetostruggletoidentifythecontentand topicsof conversation thatwill help sustain interestoverthe long-term– indeed,developingaregularstreamofengaging,relevantcontent (especiallyvideo)anddialogue ischallengingformanyorganisations.

Thereisalsoanotherexplanationforthehighlevelsofinactiveaccounts: the largenumbersofsocialmediaprofiles thatweresetup tosupportproductmarketingcampaignsandwereabandonedoncethecampaignshadruntheircourse.

9 http://www.refresheverything.com/

10 Greenwashing: Who’s Winning and Losing the Green Race Online? – Nielsen, April 2008

11 Reputation In The Cloud Era: Digital Crisis Communications Study – Burson-Marsteller, June 2011

Figure �: Levels of activity on social media channels

Percentage of companies with active (at least one post during the period July 01-15, 2011) or inactive (with no company posts or activity during the period July 01-15, 2011) social media channels used solely or in part for corporate marketing or communications purposes

62%

Social Networks

53%

Micro-blogs

77%

Corporate Blogs

54%

Video Sharing

38%

47%

23%

46%

n Active Accounts n Inactive Accounts

1� | BURSON-MARSTELLER ASIA-PACIFIC

The management of official social media profiles takesconsiderable timeandeffort,anddemandsorganisationsthinkcarefullyabout theirmarketingandcommunicationsobjectives,marketingmixandchannelstrategies.

Despite this, the high percentage of inactive accountsindicatesthatmanyAsianorganisationsareyettodevelopasustainablesocialmediastrategythatplacessocialmediainthecontextofthebroadermarketingmix,including‘traditional’PR,internalcommunications,knowledgesharing,marketing,customerserviceandsales.

In themeantime,ahighproportionof topAsiancompaniescontinuetotreattheircorporatesocialmediaaspilotprojects,keeping them deliberately separate from the companywebsite (Figure 7). While firms may remain wary of thecapacityforuserstosaywhattheywant,keepingtheirsocialchannelsatarm’slengthalsomakesitmoredifficultforuserstofindthemandreducestheireffectiveness.

Figure �: Integration of social media channels with corporate website

Percentage of companies promoting their branded social media channels via their homepage or using page sharing tools

50%

Australia

60%

n Homepage Integration n Social Sharing Tools

10%

China

20%

30%

Hong Kong

20% 20%

India

50%

20%

Indonesia

20%

40%

Japan

40%

0%

S. Korea

70%

40%

Malaysia

60%

20%

Philippines

30%

20%

Singapore

20% 20%

Taiwan

20%

0%

Thailand

50%

CORPORATE SOCIAL MEDIA REPORT 2011 | 1�

So what does all this say about a path forward?

First, I th ink i t ’s very l ikely thatcompanies inAsiawhowant togetseriousabout theironlinepresencemight first re-examine theirpreferredmetricsinordertoencouragetherighttacticsandmanagementapproaches.Ifwewantasustainedpresenceandmeaningful engagement, then wemustbeginwithmetricswhichcanrevealany improvementsalongtheselines. Perhapsmost importantly, areviseddashboardmustalsobewellalignedwiththecorporatestrategy.

Wecanespeciallysee in theyear-on-yearcomparisonthatsomecompaniesareputtingdigitalchannelstogooduse.Iamencouragedtoseesignificantgrowthinactivitiessuchasmediaandinfluencerrelationsandthoughtleadership.Thesecanbegreatinvestmentsoftimeandresourcestrustingthatthemessagingstrategy isaimedatsomethingmore thansimplepush,one-wayannouncements. Inotherwords,havingenoughcontent forsustainedcorporateengagementwithstakeholdersmeansthatwemustallstartoperatinglikeweareamediacompany.Weneedqualitynarrativecontentthatevokesaresponse.

Deliveringsustainednarrativecontentoverblogsorvideochannels, however, is not easy. The growth of mediachannelsrevealedbythisstudyalsosuggeststhatweneedtalentedstaffwhocandeliversuchcontent.MysenseisthatsuchpeoplecanbeinshortsupplyinAsia’smanyemergingmarkets. So in addition to revising our measurementdashboard, the increasedadoptionofmoredigitalchannelsalongwiththehigh levelsof inactivity leadmetoaskaboutour talent schemes. Areweattracting,developing, andretaining enough skilled storytellers to maintain an on-going dialogue with stakeholders? Perhaps not. Untilthathappens, thepartnershipbetweenorganisationsandagencieswillbecriticaltoanysuccessfulonlinepresence.

Andwhile Iamencouragedtoseemorecompaniesdippingtheir toe in thedigitalmediapool, Ibelieve theopportunityforacompany to firmlyestablish itselfasa leader in this

F o r c o m m u n i c a t o r s , f e wopportunities today are asexc i t i ng as s tudy ing thecorporateuseofrelativelynew

digitalchannelsacrossAsia’smanyemergingmarkets.

I we l come t he oppo r t un i t y t ocontribute to this report not onlybecause we have so few usefulstudies of corporate social mediainAsianmarkets,butalsobecauseof thestudy’sdesign. In thisageoffastdataandquickwhitepapers, Ibelieve in somewayswecouldbemaking itmoredifficult formarketersand communicators to craft wisestrategieswhenfacedwithsomuchfragmentaryevidence.

Thisreport isdifferent. Replicatingthe2010study,Burson-Marstelleroffersusayear-on-year lookatcorporateusesofdigitalchannels.Forme,severalfindingsstandout.

• The topactivities forcompanies inAsia,bypercentageofposts,are:mediaand influencer relations, thoughtleadership andCSR. Theseare allmeaningful usesofdigitalchannelswhichcanhelpshapeacompany’soperatinglandscape.

• Thedataalsorevealshowmanymorecompanieshavecreatedmultiplesocialmediachannelsandappeartobeincreasingtheironlinepresence.

Creatingthechannelsisanimportantfirststep,butperhapsthe easiest. The findings also reveal opportunities forcompaniestousethesechannelsmorefully.

• Channels which allow companies to develop a richnarrative (e.g., videosharingandblogs)appear tobeused less frequently thandoshort-formcommunicationchannelssuchasmicro-blogs.

• Additionally, sustained use of the digital challengesappears to be an on-going challenge. While morecompanieshaveapresenceovermanychannels, thelevelsofinactivityaresurprisinglyhigh.

Michael Netzley

A CASE FOROPEN DIGITAL LEADERSHIP


spaceremainsripe.Thefindingsofthisstudyappearhighlyconsistentwithmyuniversity research—fewcompanieshavereallyestablishedthemselvesasgenuine leaders inthedigitalsphere.Theearlymoveradvantagestillappearstobeavailable inmanymarketsand industries,but the increasedadoptionofdigitalchannelsindicatestheclockisticking.

Ihave littledoubt that in thecomingyearsdigitalchannelswill reshapemore than justmarketingandpublic relations.Thesechannelsareset to impactallaspectsofbusiness.Todaywecan see increaseduseofdigital channels forcustomerserviceandemployeeengagementastwoobviousexamples. Butcompaniesarealso increasinglyadoptingenterprisecommunicationsto increasespeedandefficiencyof operations. Social networks are being leveraged tomakecompanies innovateandshorten the time it takes tobringanewproductorservice tomarket. Anduniversityresearchersarebusydiscoveringhowwecanminebigdataforbetterinsights.

Digitalcommunicationsaremakingbusinessesmoresocial.Companiesare immersed inawebofstakeholderswhoareallawareofeachotherand talkaboutorganisations. Thisstudydeliversoneof the fewcomparative year-on-yearsnapshotsofhowAsiancompaniesarecomingtotermswiththischangedenvironment.Muchworkremains.

Thosewhoexhibitleadership,learnthequickestandbecomethefirsttocapturethebenefitsofdigitalcommunicationswill,nodoubt,gainasignificantadvantage.

Michael Netzley, PhDAssistant Professor of Corporate Communication (Education)2010-11 Research Fellow, Society for New Communication ResearchSingapore Management University

[email protected]@communicateasia


USE OF SOCIAL MEDIABY MARKET


12%

12 Digital Life, TNS, October 2010

AUSTRALIA

Social Networks

67%

Micro-blogs Corporate Blogs

60%

Video Sharing


60%

33%40%40%

Corporate Use of Social Media Channels

0%

Carly YancoHead of Digital

[email protected]@carlyyanco

T his year’s findings show thatAus t ra l i an compan ies a retakinganevermore integratedapproach to socia l media.

Having initially dipped their toes inthe water and set up sole-purposesocialmedia accounts, focusingonbrandmarketingorcustomerservice,companies are now taking a moresophisticatedapproach.

MajorAustraliancompaniessuchasWestpacandQantashave increasedthenumberofbrandedchannels theyoffer,while using these channels tosupport a mix of brand, corporatecontentandcustomerservicefunctions.

The study also finds that corporatecontent tends to resonate stronglywithAustralianaudiences,withuserslargely disinterested in or reluctantto comment on or share corporatecontent with their own networks.Why?Forone,levelsofonlinedialogueamongstAustraliansarelowerthantheglobalaverage12.AnotherreasoncouldbethatAustraliansarebynature fairlycynicalaboutmarketing.

Corporate(andmarketing)contentitselfmustalsobeinterestingandrelevant.Itisverysimpleforuserstosharecontentwith their friendsandcolleagues (thedesired ‘network effect’), but thereality is thatmuchcontent fails trulytoengage theuser.However, the juryisoutastowhether it is thenatureofAustralianaudiencesthat isdrivingthereluctance to ‘engage’withcorporatecontentonline,orwhether it isbasedon the nature of corporate contentitself.

Australiancompaniesthatareweavingcorporatemessaging into theirbrandmarketing and/or customer serviceeffortsappear tobemostsuccessful,suggestingthatanintegratedapproachincreasesengagementlevels.

For example, with close to 35,000followersonTwitterandover85,000

onFacebook,anddedicatedresourcestomaintainandfacilitatetheaccounts,Qantas Airways manages to keepcustomers updated, respond toqueries, communicate latest offersand promotions and suggest travelandholidaydestinations.Accordingly,Qantas’audiencesaremoreengagedandresponsivetointermittentcorporatemessages.

As Australian consumers continueto move online thanks to improvedbroadband infrastructure and risingsmartphonepenetration, it isonly tobe expected that more businesseswill takeadvantageofsocialmediaasameans to communicatewith theiraudiences,atalowerrelativecost.

W e a l s o e x p e c t t o s e e m o r eAust ra l ian compan ies tak ing anintegratedapproach tosocialmedia,with accounts evolving true onlinerepresentationsof thecompany,givingaudiencesamoreauthenticandholisticbrandexperience.

Westpac uses its YouTube channel to support its thought leadership communications, posting weekly economic news updates and business information and insights. The channel is also used to showcase the firm’s Corporate Social Responsibility efforts. The channel averages approximately 300 views per video and supports the bank’s broader stakeholder communications.

Westpac – Thought Leadership

Source: www.youtube.com/westpacbanking


CHINA

Source: http://csrblog.alibaba.com/

12%

Social Networks

67%


100%

Video Sharing


60%

8% 10%


60%

20%

Leon ZhangDigital Strategy & Insights Lead

[email protected]://weibo.com/leonzhangliang@digimarketing

C hina’s Internet is growingexplosively,with485+millionInternetusersofwhichsome235million are socialmedia

users,withayear-on-yeargrowthrateof33.7%13.So it is littlesurprise thatmoreandmorecompanies inChina– both local and international – arejumpingonthesocialbandwagon.

This year’s study shows that all thecompanies surveyed are nowusingat least onecorporate socialmediachannel,mostoftenacorporateblog,sometimesasocialnetworkprofileand,increasingly,aweibo(micro-blogprofile).

Micro-blogs, inparticular,havebeenthe talk of the town over the pasttwelve months, with huge numbersofusers (SinaandTencentbothnowstate theyhaveover200musers fortheir respectiveweibos),andplayinganactive,andhighlyvisiblerole, intheZhejianghigh-speedtraincrashandaseriesofprotests,scandalsandnaturaldisasters.

Theweibos–especiallySina,whichis seen to have a more educatedand i n f l uen t i a l use r base – a re

proving popular for marketing andcommunications purposes. ChinaMerchants Bank, for instance, nowcountswellover300,000 followersofitsWeiboaccount.

Yet while the weibos are in voguefor both consumer and corporatemarketing and communication, andsomefirmscanboasthighnumbersoffollowers,actualdialoguewithusersremainsverythin,certainlyoncorporatemarketingandcommunicationstopics.

Therelativelackofdialogueispreciselywhymanyfirmsfeelcomfortableusingweibos in thecommunicationsmix–theyareprimarilyusedtodisseminateinformation as far and as wide aspossible, rather than truly ‘engage’users.

T h i s m a y s e e m t o c o n t r a d i c tcompanies’ (ongoing)useofcorporateblogs, with half of the companies

surveyedhavingoneormoreof thesechannels.Yetonly20%oftheseblogswereactiveduringtheresearchperiod,pointingtoa larger issue–thepaucityof skills toman thesechannels andfeed themcompellingcontentonanongoingbasis,andageneral lackofcommitmenttofillthisneed.

The fact thatsocialmediachannels inmainlandChinaare rarelypromoted,letaloneintegrated,withthecorporatewebsitealso indicatesthatcompaniesremaincautious in thisarea. InChina,therearegoodreasonsforcaution,notleastduetotheuncertaintysurroundingtheweibos–willtheyberegulated?Orhas thegovernment let thesocialcatoutofthedigitalbag?

Meantime,Chinesecompanieswoulddowelltoclarifywhotheyareaimingatandwhytheyareusingsocialmedia.Acommonmistakeissimplytofocusonthequantityof fans/followers, ignoringtheirquality and influence.Thismaybea reasonwhy “zombie followers”(inactiveor fake followersmanipulatedbysomecompanies / individuals forbusiness purposes) have becomeprevalentinChinarecently.

In addition to a dedicated website, Alibaba Group has an official blog specifically to highlight its Corporate Social Responsibility activities, providing a stream of CSR-related news, updates and reports on volunteering, disaster relief and environmental protection programmes.

Alibaba Group – Corporate Social Responsibility

13 28th China Internet Development Report – CNNIC, July 2011


12%

HONG KONG

Social Networks

73%


100%

Video Sharing


Source: http://www.facebook.com/lowcarbonaction

43%

27%

57%


100%

H ong Kong’s love affair withsocialmedia is a littlemoremuted than in some othermarkets, perhaps because

it isasmallplaceandpeoplemeet inpersonfrequently.

N o n e t h e l e s s , c o m p a n i e s a r eincreasinglykeentousesocialmedia,especially for consumer marketingcampaigns. And the Hong Konggovernment is also placing muchgreater emphasis onFacebookandother channels for its own publiccommunications,perhapsspurredbyawellpublicisedcampaignagainstaproposedhigh-speedrailway.

While consumerbrandsare activelyus ing socia l media, Hong Kong-basedcompaniesare lagging in theiruse of social media for corporatecommunicationsandmarketing,withfewexceptions,notablyCathayPacificAirways,whichusesavarietyofsocialplatformstocommunicatewithabroadspectrumofstakeholders.

Facebook ismuch themostpopularsoc ia l channel , reaching around77%of thepopulation14,and isused

principally forshort-termproductandbrand marketing campaigns, withsome companies also using it forgeneral stakeholdercommunicationsandtohighlight theirCorporateSocialResponsibilityprogrammes.

However,activeandsustaineduseofFacebookandothersocialmedia forcorporatepurposesremainsthinontheground.

Whythisconservatism?It ispartlyduetoa lackof skilled resources,partlydue to theperceived lossof controlthat socialmedia represents. Thereisalso theaddeddifficultyofneedingto manage social channels usingtraditionalChineseaswellasEnglishandperhapsalsosimplifiedChinese.Equally,whileSinaWeibohasgottensomereal traction inHongKongoverthepastfewmonthsthankstoitsuser-friendly interface andabundanceof

funandengagingcontent, the ‘weibofever’thathasbeensweepingmainlandChina does not apply to the sameextentinHongKong.

This isperhaps surprising, asHongKong-ersprefercontent that isshortand contains a lot of graphics ( incontrast to the reading habits ofmainland Chinese). They are alsousedtoastyleofmediareportagethatfavoursfewerwordsandmorepictures.Inaddition toageneralconservatism,this relative lackofsubstantivemediaoutputandonlinecontentmightalsoexplain why so few firms are usingdialogue–eitheronFacebook,micro-blogsorondedicatedcorporate-blogstocommunicatewithstakeholders.

Allofwhichpointstovideoasperhapsthebest opportunity for companieslooking tobringalive their corporatemarketingmessages.YouTubeishighlypopular inHongKong,asaresomeoftheChineseonlinevideochannelssuchasYoukuandKu6,andthemainstreammediaarebusy launchingvideonewschannels.Yetcompaniesseldomusevideotopromote theirbrands–abigmissedopportunity.

Hong Kong & China Gas uses a variety of social media tools to raise awareness and encourage its customers of its ‘Towngas Low Carbon Action!’ campaign to save energy and adopt a generally more environmentally-friendly lifestyle.

Terence YamDigital Strategist

[email protected]@terenceyam

Hong Kong & China Gas – Corporate Social Responsibility

14 Asia-Pacific Social Media Infographics – Burson-Marsteller, August 2011


INDIA

Source: http://www.wipro.com/blog/default.aspx?category=Sustainability

12%

Social Networks

57%


75%

Video Sharing


29%

43%

71%


50%

50%

25%

S o c i a l m e d i a i s t h e n e wbuzzword in India amongstconsumers , c i t i zens andcompanies. Indianowcounts

over32million registeredFacebookusers,nearly52%of the localonlinepopulat ion. Twit ter and L inkedInnow have around 10 mill ion usersrespectively15.

In thepast twelvemonths,moreandmore Indiancompanieshavestartedusingsocialnetworksandothermedia.Butcorporateuseremainsatanearlystage,withthefocuslargelyonproductmarketingandcustomerservice.

Indiancompanies’preferredchannelis social networks,withalmost60%of companies using Facebook, aswell asGoogle’sOrkut, asopposedtosome30%usingTwitter.Only10%of companies surveyed are usingonlinevideo inanyway forcorporatemarketingorcommunications.

Therecanbesaid tobesomethingofaherdmentalitygenerally thatappliestomarketing in India,andthisappears

Salil JayakarDigital Strategist

[email protected]@salilicious

IT company Wipro’s official ‘Applying Thought’ blog features regular posts from India and foreign-based senior executives, experts and guest bloggers. The blog aims to positions the company as an expert on a range of topics, from business strategy and organisational design to sustainability.

especially trueofsocialmedia.Someof India’s largest companies remainfamily-owned, for which traditionalmarketingformatssuchasTVadspotsandpostershaveworkedwell.

Moreover, decision-making is oftencontrolledbyasingle individual (moreoften thannot)whohas little time tostudyanewmediumthatappears tohave little immediate impact on thebottom line,andthetopmanagement/ policymakers in thesecompaniestend to be senior members whohave little exposure to socialmediatools. For them,evaluationof socialmediapresentsa learningcurveanda risk-investment-gainanalysis tobeconducted.

In addition, many firms are worriedabout the risks of overly exposingthemselves in thesepublicdomains.

2011saw Indiasuffer its fairshareofsocial media crises and there is noreasontobelievethat2012willbeanydifferent.

Thechallengemanycompanies faceishowtodealwithsuchanopenandvolatileenvironment.Fewfirms in IndiahavemuchideahowtorespondduringapubliconslaughtontheInternet,andinourexperiencefewhavepreparedforthiseventuality.

T h a t ’s n o t t o s a y t h e re a re n ’ tcompaniesprepared to takea risk. Inparticular, India’s leading technologyfirms (for instance,seeWiprobelow)are actively using corporate blogsand other social media for thoughtleadershipcompanies,andtohelpdriveawareness and credibility in foreignmarkets,especiallyEnglish-languageones.

For those Indian companies yet tomake the social media jump, thewaiting timehasbeengettingshorter.And, there’sanelephant in the room,andonetheycannotchoosetoignore.

Wipro – Thought Leadership

15 Various sources – Bloomberg, LinkedIn, WATBlog.com, September 2011

�0 | BURSON-MARSTELLER ASIA-PACIFIC

12%

INDONESIA

Social Networks

100%


100%

Video Sharing


Source: http://www.facebook.com/pages/Garuda-Indonesia/

100%


100%

16 Twitter Growth Worldwide - Comscore Media Metrix, August 201017 Checkfacebook.com - September 2011 18 Asia-Pacific Corporate Social Media Study 2010 - Burson-Marsteller, August 201019 http://www.internetworldstats.com/stats3.htm#asia

D ubbed the most Tw i t te r-addictednation in theworld,Indonesia’s prol i f ic use ofsocialmediaand itsgeneral

influenceonsocietycontinuestogarnerconsiderableattentionglobally.

Last year, a t tent ion focused onthe ‘A Coin for Pr i ta’ movementwagedagainstahospital inJakarta;this year was the turn of enragedHarry Pot ter fans cast ing spe l lson Twitter after the announcementthat the filmwouldnotbe screenedin Indonesia. Meanwhi le actressEmma Watson tweeted in supportof the #IndonesiawantsHarryPottermovement.

Despite the fact that Indonesia hasone of the highest levels of Twitterpenetration in the world16 and thelargest number of Facebook usersinAsia (over40million17), data fromthisstudy indicates thatcompanies inIndonesiacontinuetousesocialmediasparingly for corporate activities. Inlinewith last year’s results18,popularsocialmediachannelsareprincipallyb e i n g u s e d b y t o p I n d o n e s i a ncompanies for consumer marketing

Natashia JayaDigital Associate

[email protected]@natsii

Garuda Indonesia, the national airline for Indonesia, uses its Facebook account mainly for recruitment marketing. In addition to posting information about new openings, the company also directs its followers to the Garuda Indonesia’s career website where prospective employees can apply online.

purposesonly rather thanstakeholdercommunications.

Oneofthereasonsbehindthegeneralreluctance to use social media forcorporate purposes is that mostcompaniesstillprefer traditionalmediachannels, notably print, broadcastand, increasingly,onlinemediatobuildemergingdomesticmarketsandmarketshare.There isalsoadistinct lackofqualified localpersonnel todeviseandmanagesocialmediaprogrammes.

The growing concern that socia lmediawill result in a lossof controlofmessaging and content has alsoh indered compan ies f rom us ingthe i r soc ia l med ia channe ls fo rcorporate purposes. Companiesare uncomfortable their corporateinformation thepublicwhere itmightgenerateuncontrolledconversationsor questions that may undo theirreputations.

Additionally, there isstillabigquestionmarkamongstcompaniesonhow tomeasureROIforcorporateuseofsocialmedia.

Yet whi le Indones ian companiescontinue to shyaway fromdetailingtheircorporateactivitiesontheInternetand through soc ia l media, mostestablishedcompaniesarewellawarethat theyare increasinglyexpected tobe inthisspacewhetherthey like itornot.Hence, themajorityof Indonesiancompanies surveyed have either aTwitterorFacebookaccount,orboth,though rarely forcorporatemarketingalone–productcampaignsdominatesocialmediathinkinganddoinghere.

Withapopulationofover240million,Internet penetration at 16%19 andmassive enthusiasm for al l thingssocial, there isuntappedpotential thatcompanies in Indonesiacanaddress.As consumer access to broadbandbecomesmorepervasiveandmobilebroadbandservicesreduce,companiesaregoingto find itharder tosayno inthefuture.

Garuda Indonesia – Recruitment Marketing

CORPORATE SOCIAL MEDIA REPORT 2011 | �1

JAPAN

Source: http://twitter.com/#!/masason

12%

Social Networks

14%


57%

Video Sharing


50%

86%

50%


0%

43%

C ontrarytosomecommentators’opinions,Japanesefirmsofallshapesandsizesareactivelyusingsocialmedia tomarket

theirbrandsandproducts.

ButitremainstruethatJapanesefirmsremainslow inusingsocialmedia forcorporatecommunications. Therearethreemainreasons:

First, Japanesecompaniescontinuetothinkthatsocialmediaisonlyaboutconsumermarketing.Second, localfirmsofallsizesremainworriedaboutthepossible lossofcontrol thatsocialmedia entails. Third, they lack therequisiteresourcesandskills,especiallyinthecorporatecommunicationarena,despite the international footprint ofmanyofthecompaniessurveyed.

Nonetheless, there’snoquestion thatJapanese companies have startedto consider corporate use of socialmediamoreseriouslyhavingseentherole that socialmediaplayed in theGreatEastJapanearthquake,aswellasbyaspateofdigitally-driven issuesand crises driven by a more vocal

Masayoshi Son, CEO of telecoms company Softbank, uses Twitter to talk about company news and activities, and to gather feedback on its services. He also sheds light on his private life and his thoughts on politics, business and the environment to his 1.3 million followers.

setof audiencesboth in Japanandelsewhere.

Forthemoment,thefocusisonsettingup thecoresocial infrastructureandlooking for opportunities to engagewithonlinemediaandbloggers.Actualengagementwithstakeholderson theInternetremainsthin.

Corporatedialoguecanalsosufferfrombeinginappropriate.Thereismuchtalknowofso-called‘soft-touch(orcasualsocialmedia)accounts’. Commonlyfound on micro-blogs and socia lnetworks, thesecorporateaccountsdolittlemorethanengageinwhatcanappear tobe fairlypointlesschatterwith fans/followers,as if to fillspace inaconversationthatseemstobegoingnowhere.Whilethisapproachhasbeenpopularsincethefirstwaveofcompanysocialmediaaccounts in2009, ithasonly recentlystartedtobequestioned

by target audiencesandcompaniesalike.

Of theoptionsavailable,micro-blogs-especiallyTwitter–are thechannelsof choice, chief ly as they are soeasy touseand require littleeffort tomaintainandpromote. It isalsoworthremembering that it is possible toexpressmuchmore inJapanese thanmanyother languageswithin the140characterlimit.

There isalsoawidespreadbelief thatnewsand informationaddedtoTwitterwill somehow miraculously spreadoutacross the Internet like fairydust.YetmanycorporateTwitteraccountsstruggletoattractlargefollowings.

Overall, Japan’suseof socialmediawill follow thecontoursof itspathasa culture and as country: the moreopenwebecome, themore likelyweare toexpressourselvesopenly.Thisappliestoourselvesaspeople,andasbusinesses. Thismay take time.Butwith Facebook increasinglypopular,andJapanese firms lookoutward forgrowth,thefutureispromising.

Softbank – Leadership Communications

Kyoko ToyodaStrategist

[email protected]

�� | BURSON-MARSTELLER ASIA-PACIFIC

12%

MALAYSIA

Social Networks

92%


100%

Video Sharing


Source: http://www.youtube.com/user/airasia

80%

8%

20%


50%

50%

Kelvin LimDigital Strategist

[email protected]@kelameity

AirAsia uses a mix of social media channels, including a company blog, to provide insight into its staff and working culture, as well as to announce product news and promotions. AirAsia also encourages its customers to share their experiences through the blog using videos and photos.

M a l a y s i a n s ’ g r o w i n gacceptanceandenthusiasmforsocialmediahascreatedp e r s i s t e n t c h a l l e n g e s

for companies looking to engagea community long accustomed tobasicvaluehuntingandthepursuitofpersonalandsocialcauses.

As excitement over the promise ofsocialmediaengagementsbegins toabate, consumers andcorporationsalikearefacedwithincreasingexposurefatigueandageneral lackofstrategicsophistication.

In turn, corporations have adaptedto thepredominantly incentive-drivenlocal culture by running campaignsfocusedonsimplemetrics.Bycontrast,long-termrelationshipbuilding isoftenpioneeredbytheconsumerproductorservicessectors,where freshcontentand engagement tact ics can beroutinelydeployedsustainactivitylevels.

Thisoftenleadstobrandsunder-valuingtheircorporateassetsandmessaging.Thisisbynomeansareflectionoflackofwill, but rather, adjustment in lieuof Malaysian netizen behaviour and

AirAsia – Media & Influencer Outreach

expectations.Rising livingcostsandrecurringpolitical turmoilhascolouredconsumersentiment,andbrandsarenowfacedwithlargerpocketsofhighlyopinionatedconsumers thataremoreunforgivingofcorporatemishapsthaneverbefore.

In addi t ion, a genera l ly react iveapproachtoonlineissuesmanagementtogetherwitha lackofunderstandingofdigitalcrisismanagementhascaughtmanyMalaysiancompaniesunaware,leading to consumer f lare-ups onFacebookandTwitter.

It comesasnosurprise that servicei ndus t r i es such as a i r l i nes andte lecommunicat ion providers areamongthemostactiveparticipants insocialmedia,whilebanking institutionsshy away from online engagement,mostlyoptingto limit theiractivities tocorporatesocialresponsibilityeffortsontheircorporatewebsites.

As brands continue to extend theironlinepresence into thesocialspace,channels suchasFacebook,Twitterandblogswillincreasinglyserveaskeycommunicationshubs,wherecorporatemessaging is spr ink led amongstpromotionalconsumercontent.

Meantime,othercorporatechannels,includingcorporateblogsandvideoand imagehostingsites,often remaindormant.This isattributedmainly tolow traffic and engagement levels,leadingtodifficultyinjustifyingreturnoninvestment.

CORPORATE SOCIAL MEDIA REPORT 2011 | ��

PHILIPPINES

Source: http://www.facebook.com/flyPAL?sk=app_57675755167

12%

Social Networks

29%


100%

Video Sharing


40%

71%

60%


100%

S ocialmedia isan increasinglym a j o r p a r t o f F i l i p i n oconsumers’ lives,andyet fewlocal companies are using

socialchannelsinanystrategicmanner.

Theresultsofthisyear’sstudyindicatethatuseofsocialmedia forcorporatemarketingandcommunicationsremainslow, and that companies are usingsocialmediamainly topushcontentratherthanconversingwiththeirfansorfollowers.

Furthermore, integrationofbrandeds o c i a l c h a n n e l s w i t h c o m p a n ywebsites is very limited, and manysocial accounts in the Phil ippinesare inactive.Andwhileuseof socialnetworks has increased, it remainspr imar i ly restr icted to sa les andmarketingactivities.

Thebigstory is thegrowth inmicro-b l o g g i n g , w h i c h m a n y F i l i p i n ocorporationshavetakentowithgusto.As Filipinos continue to upgrade tosmartphones,weexpectcompaniestoplacegreateremphasisonmicro-blogginggoingforward.

Jinny JacariaAccount Director, Strategic Edge

[email protected]

Philippines Airlines – Stakeholder Communications

Philippine Airlines uses Facebook and Twitter primarily for customer service purposes, but also to highlight the company’s 70th anniversary, its repatriation of Filipinos from Libya and to communicate its position on an employee strike. Overall, the impression is of a company that listens.

Social networkswill alsobecomeagreater focus on corporate activity.F i l i p i n o s h a v e b e e n g e n e r a l l yaccepting of corporate entities onFacebook and other social mediachannels, and react posit ively towell-craftedmarketingandcustomerservice efforts, particularly contestsand promotions. Firms respondingo p e n l y a n d c o n s t r u c t i v e l y t ocustomerqueriesandcomplaintsareseenasresponsiveandengaged.

Yet,whileFilipinosmaybe inclined to‘like’or ‘fan’acompanyonFacebookorTwitter, thegreatmajorityare littlemorethan‘lurkers’passivelyconsumingcontentbut less than likely to sharelinks let alone interact, commentorcontributetoacompanyprofile.

Meanwhi le , meaningfu l d ia logueremainslimited,especiallyoncorporatetopics.FewFilipinocompaniesappear

tobecommunicatingwith their fansandfollowersinapersonalisedmanner,preferring to push corporate newsand informationat them rather thanproactivelyencouragingdiscussionandfeedback.

Associalmediabecomesmoreandmore central to Filipinos’ daily livesandtotheirexperienceofandcontactwith organisations, they will expectmuch greater levels of interaction.Thiswill requirededicated resourcesand increasedbudgetsbutperhapsmost importantly the adoption of anewmindset thatputsapremiumonlisteningandresponding.


12%

SINGAPORE

Social Networks

100%


60%

Video Sharing


Source: http://www.facebook.com/OCBCCareers?sk=app_10442206389

33%

40%

67%


0%

S o c i a l m e d i a p l a y e d a ni m p o r t a n t r o l e i n t h eSingaporeanGeneralElectioni n 2011 , open ing up the

debate toanunprecedenteddegreeandsignificantlyaffectingvotersupportfortherulingparty.Thishasgalvanizedgovernment andbusiness to takeacloser look at the possibilities andapplicationsofsocialmediaaswellasthepotential risksofengaging in thisspace.Theresultsremaininconclusive.

Thisyear’sstudyshowsthatmoretopSingaporeancompanieshavecreatedsocialmediachannels,comparedtothe2010study.However,giventhequalityofthelocaltelecomsinfrastructureandtheconnectednessof itspopulation,Singaporestilllagsmostothermarketsin the region in terms of corporateadoptionofsocialmedia.

Onetrendthatcontinuesfromlastyearisthehighproportionofinactivepages.Whilecompaniesusesocialmediafairlyassertivelyinthemarketingofproducts,their corporate presence remainssporadic and under-utilised. Everyvideochannel reviewed in the studywas inactive, forexample,despite the

OCBC’s Facebook page helps people explore career opportunities with the bank and in financial services in general. Its effectiveness is diminished by the fact that it is linked not to the company’s website homepage but to a single page deep in the site architecture.

Steve BowenManaging Director

[email protected]@steve_bowen

OCBC Bank – Recruitment Marketing

factthatvideoremainsoneofthemostdownloadedtypesofonlinecontent.

Online dialogue is also scarce. TheSingaporesocialmediamodel,at leastfor corporate use, continues to befocusedonbroadcastingmessagesra the r than open ing d ia logues .Corporate webs i tes cont inue toshy away from the comparativelystraightforward taskof incorporatingsocialmediasharing functionality intotheircontentandfewofthecompaniesreviewedprovide links to their socialmediachannelsfromtheirhomepages.

Inotherwords,whilstwehavenotedanincrease in thenumberofcompaniesopeningchannels,wearenotseeinga concomitant increase in the levelof engagement or the frequency ofinteraction, especially on corporateissues. In one notable example,SingTel posted an apology to i tsFacebookpage fora temporarydrop

inservicequalitybutdidnot respondtoanyofthe300commentsthatweresolicitedasa resultof thepost. Bycontrast, thepage issignificantlymoreresponsivewhenuserscommentonsalespromotions.

That sa id , some compan ies arebeginning toshowamorestructuredand strategic approach to socialmedia,evenifoutreachremainslimitedto relatively ‘safe’ topics. In otherareasof themixengagement remainsminimal.NoneofthecompaniesinourstudyhadaparticularlyactiveTwitterpresence. TheDBSTwitter feed thatwashighlightedaspartof lastyear’sstudy is todayused largelytorespondtocustomerserviceenquiries. Othercompanieshaveestablishedtheirownchannels onTwitter but have yet topost.

Inshort, topSingaporeancompaniesremain hes i tant about engag ingin the social media space beyondconsumer marketing outreach. Wehaveyet toseeamajorSingaporeancompanyfullyembracethepossibilitieso f these channe ls for corporatecommunications.


SOUTH KOREA

Source: http://sktstory.com/library-happyapp/

12%

Social Networks

11%


17%

Video Sharing


29%

89%

71%


30%

70%

83%

DaeChul ShinDigital Associate

[email protected]@andyshin

A s we noted last year, SouthKoreancompanieshavebeenhighly active in socialmediaasaplatformtocommunicate

withcustomersandotherstakeholders,bothathomeandabroad.Basedonthisyear’s research togetherwithourownexperienceworkingwitha rangeofKoreancompanies, it isclear thatKoreancompaniescontinue to investsignificantly.

For Koreans, socia l media are astapleofdaily life.While local socialnetworkCyWorldhas lostsomeof itsluster, toponlineportals (comprisingahostofblog,micro-blogandonlinecommunityplatforms)NaverandDaumreach84%and68%ofthepopulationrespectively20.Over7mSouthKoreansuse me2day, a loca l micro-b logcompetitor toTwitterownedbyNaver.Smartphonesarenow in thehandsofoneinfivelocals21.

M o s t t o p K o re a n c o m p a n i e s -especially technology, telecomsandfinancial servicesplayers -havenowestablished their basic socialmediainfrastructure andput in place theirmeasurementsystems.Forcorporatepurposes,micro-blogsandcorporateblogs are the weapons of choice,the former to distribute news andinformation, the latteroftenasonline

SK Telecom uses a mix of Facebook, Twitter, YouTube and SKT Story, its corporate blog, to talk about its community and environmental activities, including smartphone applications for the visually impaired and a Twitter campaign to support children suffering from myopathy.

‘hubs’ forcampaigns.Socialnetworksandvideosharingchannelsareusedprimarilyforconsumermarketing.

Havingbuilt some initialmomentum,Korean f irms are now focused onm a k i n g t h e m w o r k h a rd e r a n dresourcing these channelsproperly,oftensettingupspecialistsocialmediateamsthatsupportproduct,brandandcorporatemarketing.

Theyarealsobusy figuringouthowbest to target and engage the i raudiences. Market ing campaignsthatdonot includesocialmediaareincreasingly rare and while use ofsocialmedia forcorporatemarketingremainsbehind itsconsumercousin,companiesareexperimentingwitharange of options, including hostingspecialevents thatcanbebroadcastacrossmultipleonlinechannels.

Despite this, the appetite amongstKorean companies for substantived ia logue on both corporate andconsumer topics remains low.Mostdiscussionsonbrandedsocialmedia

channelsare limitedtobasiccustomerservice support; there is very littlechatter on topics such as CSR orthought leadership,even ifcompaniesarebangingtheCSRdrummoreloudly.

ThisdearthofdiscussionmaybedowntoKoreans’tendencytoreactadverselyto ‘corporatespeak’. Equally likely isthatmanycompaniesare shyaboutengagingusersoncorporate topics,which necessari ly involve deeperdiscussionsonsometimesawkwardissues.

They may a lso be wary o f loca land internationalmoves to improvedisclosurewithbloggers.ManySouthKoreancompanieshavebeenactivelycourting, seeding and sponsoringpowerbloggers,especially so-called‘wife-loggers’ – housewivesactivelysharingtheirthoughtsandexperiencesonfood,educationandclothing.

After it becameclear thatone suchbloggerhadreputedlyearnedoverUSD300,000whenadvocatinganozonesterilizer product without revealingher relationship with the company,a number of firms pared back theirbloggeroutreachprogrammes.Others,such as Samsung, have started todisclose their relationships through‘CleanOnlinePR’policies.

SK Telecom – Corporate Social Responsibility

20 Asia-Pacific Social Media Infographics – Burson-Marsteller, August 2011

21 Google Study Finds Smartphone Usage Up in South Korea - Wall Street Journal Digits blog, April 2011


12%

TAIWAN

Social Networks

50%


67%

Video Sharing


37.5%

50%62.5%


0%

33%

Luna ChiangSenior Account Director, Compass PR

[email protected] ocialmedia hasbeenhighly

popular in Taiwan in recentyears, with locals f lockingto Wretch, YouTube, Pixnet

and other socia l communit ies todocumentandsharetheirthoughtsandexperiences. Facebooknowboasts76%reachinTaiwan,andWretchsome9millionusers22.

Social platformsarealsoplayinganincreasinglycentral rolewhenbuyingproducts. According to a recentstudy by local market researchersInsightXplorer23, 50% of TaiwaneseInternetusersusesocialnetworks toconductproduct researchandask foradvice.

However, it is clear from this year’sresearch data that top Taiwanesecompaniesare laggingtheirpeersandcompetitorsacrossAsia.Socialmediastillconstituteanewcommunicationstool formostTaiwanesecompanies,which lack theresourcesandsupportnecessary tomake thesechannelsasuccess.

Indeed, Taiwanese companies tend

22 Asia-Pacific Social Media Infographics - Burson-Marsteller, August 2011

23 Research on Virtual Communities in Taiwan - InsightXplorer, May 2011

http://www.benqfoundation.org/earth14.php

Taiwanese consumer technology player BenQ uses social media to communicate its CSR activities, including actions to reduce carbon emissions and measures to protect the environment, such as encouraging employees’ families to assist in the planting of 40,000 trees close to its Taichung manufacturing plant.

to have re la t i ve ly l im i ted pub l icrelationscompetenciesandhavenottraditionallyputmuchstorein‘listening’tostakeholders.Socialmediasimplyimplies further lossofcontrolof theirmessagingandcontent, not least inanenvironment thatdemands instantresponse and act ion. Hence the(continued) focusonusing ‘owned’channelssuchaswebsites todelivercorporatemessages.

It isalsoclear that the topTaiwanesefirmscoveredbythisresearchcontinuetoapproachsocialmedia largelyasaproductmarketing tool forconsumertechnology and goods companiessuchasmobilemanufacturerHTCandconvenienceretailer7-11.

Mot ivated pr inc ipal ly by productfeaturesandvalue, local consumersaremore likelytoreacttoanddiscussproduct marketing than corporate

messages.

ThisisnottosaythatsomeTaiwanesecompaniesarenotexperimentingwithsocialmedia forcorporatemarketingandcommunications.FirmssuchasHTC,ASUSandbicyclemanufacturerGiantare leading theway,mostlybymixing corporate messages in withproductmarketing,whichbothhelpsreduce theemphasisonpromotionsandsaleswhilesofteningthe imageofthebrand.

As Taiwanese firms continue theirinternationalexpansion,agreaterfocusonsocialmedia forbothproductandcorporatepurposescanbeexpected.But to catch their competitors andpeers, theywill need toput greateremphasisnot justonthechannelsbutincorporateprogrammesasawhole.

BenQ – Corporate Social Responsibility


THAILAND

Source: http://www.facebook.com/cpall7?sk=app_106878476015645

12%

Social Networks

43%


100%

Video Sharing


33%

57%

67%


100%

M ajorThaicorporationshavemade some progress intheir use of social mediaover the las t year, but

remainverytentativeintheirwillingnesstoactivelyengagewithstakeholders,preferringtopushnewsandinformationtostakeholders,much like theyhavealways done with more ‘traditional’communicationsvehicles.

Thereareanumberofpossiblereasonsfor theirapparent reticencetoengageopenly inonlineconversations,notablycorporateculturalnorms,ashortageof individualswith thenecessaryskillsandanunwillingness to commit theresourcesneeded toactivelyengagestakeholdersin‘socialmediatime’.

Socialnetworks,especiallyFacebook,cont inue to be the most popularsocialmediaplatformforcorporationsin Thailand. But, even here, bothcorporationsand thepublichavenotshownsignificant interest inengaginginmeaningfuldialogue. Facebook inThailand isgenerallyconsideredtobea fundiversion for urban youth andyoung adults, rather than a serious

Jeremy PlotnickKnowledge Director, Aziam Burson-Marsteller

[email protected]

CP ALL’s flagship CSR programme involves promoting the study of the classic Japanese board game Go among Thai youth to foster strategic thinking. Facebook, YouTube and Twitter are used alongside its corporate website to raise awareness and increase participation in the programme.

communicationschannel.

A n d w h i l e m a n y c o m p a n i e s i nThailandhaveestablishedapresenceon Facebook, most have opted tofocusonmarketingcommunications,C S R u p d a t e s o r i n f o r m a l / f u ncommunications. Unsurprisingly, thefirmsmostactiveonsocialnetworksare thosewith significant consumerexposure: telecoms operators andbanks.

Twitterhasalsobeengaining tractioninThailandbutagain ithasnotbeenwidely adopted by local corporatecommunicationspractitioners. WhilesomelocalmediaareactiveonTwitter,mostusagecomprisesofsimplenewsupdatesandpersonalcommunications.Thatsaid,Twitter’sprofilewas raisedsignificantlyduring theAprilandMay2010demonstrationsinBangkokwhenitbecameamajorsourceof real-time

information for localand internationalmediaaswellasthegeneralpublic.

Asignificantpotentialbarriertoarapidexpansion in theuseofsocialmediaforcorporatecommunications relatesalackofclarityinThailand’sstrictlegalcoderegardingonlineincidentsoflibel,defamationand/orlesemajeste.

Theprimaryareaofconcernisthefactthatwithsocialmedia toolsanypartycanpostcommentson thecorporateplatform,whichare thenvisible to thegeneral population. If an individualpostslibelousordefamatorycommentsonacorporation’ssocialmediachannelandthecompanydoesnotremovethecomments fastenough, there isa riskthat thecorporationwillbecriminallyliable.

Further,thereisalsothepossibilitythatthecompanywillbeexposed tocivillawsuitsby theperson(s)defamed incommentsonacorporatesocialmediachannel. Forrisk-averseorganisationsthismaybeenoughtotakeawait-and-seeattitudetowardusingsocialmediaforcorporatecommunications.

CP ALL – Corporate Social Responsibility



APPROACH TO CORPORATE SOCIAL MEDIA & NEXT STEPS

�0 | BURSON-MARSTELLER ASIA-PACIFIC

AN APPROACH TO CORPORATE SOCIAL MEDIA

Companiesconsideringdevelopingand implementingacorporatesocialmediastrategymightusefullyconsiderthefollowing:

• Monitor Continuously

Discussionsonlinedon’tconvenientlytakeplaceduringworkhours–theycanhappenanytime,onanychannelandanytopic.Makesureyouaretrackingtopinfluencers,forumsandotheronlinechannelsinordertoidentifypotentialissuesearlyandproactivelyenterintorelevantconversations.

• Clarify Objectives

Manyorganisationsstrayintosocialmediawithoutaclearideaofwhattheyarelookingtoachieve,andusingrudimentarymetricsandtools toevaluate theirperformance.Havingaclearsetofobjectiveswillmaketheprogrammemoreeffective,easiertosellandsimplertoevaluate.

• Get Management Buy-In

Encourageseniormanagement tobeawareof–and,optimally,participateinsocialmedia– inorder to fosterappropriateparticipationbyemployeesonbehalfofthecompany.Settingapositiveexampleisthebestmethodofdigitalleadership.

• Align Messages

Until recently,differentstakeholderscouldbetreatedseparatelyusingdifferentsetsofmessagesandmaterials; the Internetnowgivesallaudiencesaccesstomuchthesameinformation.Theneedformoreconsistentmessagingtoallaudiencesandacrossallchannelsisbecomingincreasinglyimportant.

• Connect the Dots

Yourstakeholdersmayhaveadifferentviewofyourcompanythanyoudo,andcanvoicetheseopinionswhenevertheywant.Whenconsideringyourcorporatesocialmediastrategy,looklaterallyacrossyourorganisationtoidentifypotentialweaknessesorcontradictionsandplanyourcommunicationsaccordingly.

• Contribute to the Community

Makesurethatyourparticipationinsocialmediaisrelevantandgenuinelyhelpsandaddsvalue toyouraudiences,asopposed toalwaysprovidingcontentthatismarketingorpromotionalinnature.Aswithhumanrelationships,peoplerespondtocompaniesthatlistenandareresponsive.

• Participate in Good Times and Bad

Therewillalwaysbesituationsinwhichitisbesttoavoidparticipatinginonlineconversationsbut,generallyspeaking,negativecontentprovidesanopportunityforanorganisationtoshareitspointofvieworsettherecordstraight.Avoidingnegative issues can also make you appear uncaring and perhaps withsomethingtohide.

CORPORATE SOCIAL MEDIA REPORT 2011 | �1

• Be Prepared to Respond in Real-Time

Socialmediaconversationstakeplaceinreal-timeandcanspreadlikewildfire,soit isoftennecessarytorespondimmediatelytoensurethatyouareseentocareaboutyourcustomers.Equally,aquickresponsecanstaveoffreputationaldamagethatmaytakemonthstorepair.

• Be Flexible

Whilstitispreferablethatyourmessageandcontentareasclearandconsistentaspossibleintoday’sfaster,flattercommunicationsenvironment,thedynamicsofonlineconversationscanturnonadime.Trytoretainsomeflexibilitybothinyourmessagingandinitsdelivery.

• Speak as a Person

Peopleexpecttobetalkedtoaspeople,notasconstituentsofademographicormembersof adatabase.When interactingwith customers andotherstakeholdersonthe internet, it isessential thatyourvoiceandtonearebothpersonalandtruetoyourorganisation’svalues.

• Don’t be Heavy-Handed

Be careful about getting into fights with people on the Internet – largeorganisationsrarelywinspatsinthebroadcourtofpublicopinion.Furthermore,theuseof legalactionsor threatsoftenonlymakesmattersworse,alienatingyouraudiencesandhelpingspreadthefire.

• Optimise Continuously

Itisincreasinglyeasytotrackonlineconversationsrelevanttoyourorganisation,aswellasmonitoruseofyourbrandedsocialmediachannelsonFacebook,Twitter,YouTubeetc.Suchdatacanbeenormouslyhelpfulinensuringthatyourapproachisappropriate.Itcanalsohelpfine-tuneyourmessages.


Belowaresomeinitialactionsfororganisationsconsideringplanningandimplementingcorporatesocialmediaprogrammes.

1. Understand Audiences

Feworganisationsgetagriponwhattheiraudiencesthinkaboutthem,beyondthosetheyalreadyknowwell.Itisalsoimportanttoappreciatetheirbehaviours,in termsofpreferredsourcesof information,approachestoresearch, relativespheresof influenceetc–bothonlineandoffline.Whatpeoplesayanddoonlinedoesnotnecessarilyreflecttheirofflinelives.

�. Assess Communications Capabilities

Understandhowwellequippedyour internal teamsandsupplierare toplan,implementandassesssocialmediaprogrammes,build relationships in theonlineenvironment (including leveragingexisting ‘offline’ relationships),andtrack,analyse,escalateandmanageonlinediscussions.Beware:self-anointedsocialmedia‘gurus’abound.

�. Identify & Strengthen Gaps

Identifythegapsbetweenyouroverallcommunicationsobjectivesandplan,andyourcurrentsocialmediaknowledge,skills,systems,processes&tools.Looktostrengthenweaknessesthroughtraining,recruitmentorbyimprovinginternaldecision-makingprocessesandprocedures.

�. Re-design Policies, Procedures & Toolkits

Makesure your current communications infrastructure is up todateandsufficientlyflexibletomeettoday’sreality.Thismayincludetheintroductionofacorporatesocialmediapolicy,thedevelopmentofsocialmediaplaybooksandotherresourcesandupdatingyourcrisiscommunicationsprotocols.

�. Communicate Employee Roles & Responsibilities

It is veryeasy,and tempting, foremployees toshare theirownviewsandexperiencesoncompany-related issueson the Internet. It isvital thatyourpeopleareawareoftheevolvinglegalframework(insomecountries)governingdisclosuretobloggers, theirprofessionalandpersonal responsibilitiesandthebroadprinciplesofcommunicatingonline.

�. Cascade Learnings

Whileoftenthebestwaytodevelopcapabilitiesinanyareaisthroughtheactualimplementationofcommunicationsprogrammes,alsoconsiderhowbestyoucandevelopasystemforsharingsocialmediaknowledgeandlearningswithinandacrossyourcommunicationsteams,andensuringthesestaytopofmind.

NEXT STEPS


COMPANY-MARKET INDEX

Thecompaniessurveyedinthisstudycomprisethetop10companiespermarketasrankedintheWall Street JournalAsia200Indexfor2010.TheIndexcanbeviewedat:http://asia.wsj.com/public/page/asia200.html

AustraliaAustralia&NewZealandBankingGroupBHPBillitonCoca-ColaAmatilCommonwealthBankofAustraliaNationalAustraliaBankQantasAirwaysRioTintoWestfieldGroupWestpacBankingCorporationWoolworths

China (mainland)Alibaba.comBaidu,Inc.BYDCo.ChinaMerchantsBankCo.ChinaVankeCo.Ctrip.comInternationalLenovoGroupLiNingCo.TencentHoldingsTsingtaoBreweryCo.

Hong Kong CathayPacificAirwaysChinaLight&PowerHoldingsHangSengBankHongKong&ChinaGasCo.HongKongExchanges&ClearingMandarinOrientalHotelGroupMTRCorporationSwirePacificSunHungKaiPropertiesShangri-LaAsiaIndiaBhartiAirtelHindustanUnileverH o u s i n g D e v e l o p m e n t F i n a n c eCorporationInfosysTechnologiesLarsen&ToubroMarutiSuzukiIndiaTataConsultancyServicesTataMotorsTataSteelWipro

IndonesiaBankCentralAsiaBankMandiri(Persero)BankRakyatIndonesiaHanjayaMandalaSampoernaHolcimIndonesiaIndofoodSuksesMakmurIndonesianSatellite(Indosat)PTAstraInternationalTelekomunikasiIndonesiaUnileverIndonesia

JapanCanonInc.FastRetailingInc.HondaMotorCo.NintendoCo.PanasonicCorporationSevenandiHoldingsCo.SoftbankCorporationSonyCorporationToshibaCorporationToyotaMotorCorporation

South KoreaHyundaiHeavyIndustriesCo.HyundaiMotorCompanyKiaMotorsCorporationLGCorporationLGDisplayCo.LGElectronicsInc.POSCOSamsungElectronicsCo.ShinsegaeCo.SKTelecomCo.

MalaysiaAstroAllAisaNetworksplcCIMBGroupHoldingsDiGi.comGentingMalayanBankingMalaysiaAirlinesSystemMaxisNestle(Malaysia)PetronasGasPublicBank

The PhilippinesAyalaCorporationAyalaLand,Inc.BancodeOroUnibankInc.BankofthePhilippineIslandsGlobeTelecom,Inc.JollibeeFoodsMetropolitanBank&TrustCo.PhilippineLongDistanceTelephone

CompanySanMiguelCorporationSMDevelopmentCorporation

SingaporeCapitaLandDBSGroupHoldingsOverseas-ChineseBankingCorporationSingaporeAirlinesSingaporeAirportTerminalServicesSingaporeExchangeSingaporePressHoldingsSingaporeTelecommunications(SingTel)StarHubUnitedOverseasBank

TaiwanAcerInc.AsustekComputerInc.ChiMeiOptoelectronicsCorporationFormosaPetrochemicalCorporationHTCCorporationHonHaiPrecisionIndustryMediaTekInc.Uni-PresidentEnterprisesCorporationQuantaComputerInc.TaiwanSemiconductorManufacturingCompany

ThailandAdvancedInfoServiceCharoenPokphandFoodsCPAllKasikornbankLand&HousesPTTExplorationandProductionPTTSiamCementSiamCommercialBankTotalAccessCommunication


Burson-Marstellerregularlypublishesanalysisandpointsofviewontopicalcommunications issues.Recentexamplesrelevanttoreadersofthisreportinclude thepublicationsbelow,which canbefoundat:http://slideshare.net/bmasia

• Managing Corporate Reputation In The Digital AgeOctober2011

• Reputation In The Cloud Era: Digital Crisis Communications StudyAugust2011

• Asia Online? How Asian Companies Are Missing The Online TrainMarch2011

• Asia-Pacific Corporate Social Media Study �010October2010

FURTHER READING


Acknowledgements

ThefollowingemployeesatBurson-MarstelleranditsaffiliatesacrossAsia-Pacificcontributedtothisstudy:AnaGonzalez,CarlyYanco,DaeChulShin,GosukeKumamura,HaroldLi,HaruehunAirryNoppawan,JeremyPlotnick,JinnyJacaria,KelvinLim,LeonZhang,LunaChiang,NatashiaJaya,MaggieHicks,NikiKao,PalinNingthoujam,RachelYeung,RhodaWong,SalilJayakar,SteveBowen,TerenceYam,TomokazuIshida,VivienLaw.

Further Information

Tospeak tooneof theauthorsof thisstudy,or for furtherinformation,pleasecontact:

Charlie PownallLead Digital Strategist (Asia-Pacific)

[email protected]@cpownall

Zaheer NooruddinLead Digital Strategist (China)

[email protected]@zooruddin

Albert PereiraPresident, Digital (India)

[email protected]@albertvpereira

Craig AdamsDirector, Marketing

[email protected]@chadams623

ACKNOWLEDGEMENTS & CONTACTS

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