Journal IT’S TIME TO of START OVER Customer Experience › wp-content › uploads › securepdfs › ... · 2016-11-28 · Journal of Customer Experience 9 Social News Facebook

Journal of Customer ExperienceVOLUME 2 | WINTER 2015

On the inside...How to transform your business with:

IT’S TIME TO

START OVER

Shell

Nasdaq

Edelman Digital

Plus...Hundreds of brands ranked on social performance.

Social recap: the social news you need to know.

What would happen if every business hit the reset button?

2Copyright © 2015 Sprinklr. All rights reserved. Journal of Customer Experience

JOURNAL OF CUSTOMER EXPERIENCEVolume 2 | Winter 2015

EDITORIAL:

DESIGN:

BRIAN KOTLYARAVP of Demand Generation

COLUMN FIVE

BROOKE BAUMGARTNERData Journalist

LEADERSHIP:

RAGY THOMASFounder and CEO

CARLOS DOMINGUEZPresident and COO

JEREMY EPSTEINVP of Marketing

Sprinklr is the most complete enterprise social media management technology in the world, purpose-built for large companies to drive business outcomes and manage customer experiences across all touch points. Called “the most powerful technology in the market” by Forrester Research, Sprinklr’s fully integrated social media management software powers more than four billion social connections across 77 countries. @Sprinklr

ABOUT SPRINKLR

The Journal of Customer Experience – brought to you by Sprinklr – is a comprehensive resource for practical advice, original research, and valuable data about how social is transforming businesses.

ABOUT THIS PUBLICATION

http://twitter.com/intent/tweet?text=115+brands+and+6+verticals+are+ranked+in+@Sprinklr’s+new+Journal+of+Customer+Experience.+Free+download: http://www.sprinklr.com/journal-of-customer-experience-v2/?utm_source=whitepaper&utm_medium=whitepaper%20pdf&utm_content=whitepaper&utm_campaign=journal_of_customer_experience

http://www.facebook.com/sharer/sharer.php?u=http://www.sprinklr.com/journal-of-customer-experience-v2/?utm_source=whitepaper&utm_medium=whitepaper%20pdf&utm_content=whitepaper&utm_campaign=journal_of_customer_experience

http://plus.google.com/share?url=http://www.sprinklr.com/journal-of-customer-experience-v2/?utm_source=whitepaper&utm_medium=whitepaper%20pdf&utm_content=whitepaper&utm_campaign=journal_of_customer_experiencehttp://plus.google.com/share?url=http://www.sprinklr.com/journal-of-customer-experience-v2/?utm_source=whitepaper&utm_medium=whitepaper%20pdf&utm_content=whitepaper&utm_campaign=journal_of_customer_experience

http://www.linkedin.com/shareArticle?mini=true&url=http://www.sprinklr.com/journal-of-customer-experience-v2/?utm_source=whitepaper&utm_medium=whitepaper%20pdf&utm_content=whitepaper&utm_campaign=journal_of_customer_experience

http://twitter.com/Sprinklr


TABLE OF CONTENTS

SOCIAL BRAND HEALTH ANALYTICS

Our rankings of the Alcohol, Automobile,Consumer Electronics, Fashion,Luxury Hospitality, and Retail industries

ON THE SAME WAVELENGTH

Eliminating silos for a cohesive customer experienceby CHRISTINE CEA, Former Senior Director Marketing Communications, Unilever

REFLECTING ON 2014 AND LOOKING FORWARD TO 2015

A Q&A featuring:

LISA STRYKER, Social Media Manager, Duke Energy

EDWARD DZIALOWSKI, Partnerships and Strategic Alliances Manager, Cheil Worldwide

SHARON LASURE-ROY, Senior Consultant Social Media, Florida Blue, Florida’s Blue Cross and Blue Shield Plan

INTRODUCTION

What would the world of business look like if we could all start over?by RAGY THOMAS, Founder and CEO, Sprinklr

CONTRIBUTORS

SOCIAL NEWS YOU NEED TO KNOW

THINKING HOLISTICALLY AND SOCIALLY The agency strategy for the new age by DAVE FLEET, Senior Vice President, Edelman Digital

SOCIAL BY THE NUMBERS

CONNECTING AT SCALE

The importance of communicating authentically with your customers by DON BULMER, Vice President and Head of Social Media and Brand Innovation, Royal Dutch Shell

USING SOCIAL TO REALLY KNOW YOUR CUSTOMERS

A four-point plan for embracing social media to up your customer knowledge game by RICK WION, Co-Founder, Manifest Digital and former Director of Social Media, McDonald’s

HOW NEW YORK LIFE IS PROVIDING CONSISTENTLY POSITIVE EXPERIENCES

A Q&A with DIPAYAN GUPTA, Head of Social Media Marketing and Strategy, New York Life

CONTENT IS STILL KING

How publishers have the power to fuel the conversation by ANN MARINOVICH, Vice President, Advertising Products and Strategy, Forbes Media

BRIDGING THE GAP

How Nasdaq uses social to build a sales and marketing partnershipby RUSS RUBINO, Vice President Global Marketing, Nasdaq

TALKING STRATEGY WITH SOCIAL EXPERIENCE PRACTITIONERS

A Q&A featuring:

JOEL COMM, New York Times Best-Selling Author and New Media Marketing Strategist

JUSTIN GILLMAR, Director of Social Media and Content Marketing, DeVry Education Group

JIM HANAS, Director of Audience Development, HarperCollins Publishers

SLOANE KELLEY, Executive Producer, PGA TOUR Digital

DAVE KERPEN, CEO, Likeable Local, Author and Speaker

JUSTINE LOMONACO, Senior Social Media Manager, Say Media

JEREMIE MORITZ, Global Digital Content and Media Manager, Pernod Ricard

04

06

08

10

13

16

23

18

39

46

49

26

29

32






RAGY THOMAS,Founder and CEO, Sprinklr

Would you market in the same way? Sell in the same way? Provide customer service in the same way?

I spend time with Fortune 500 executives every day, and in boardrooms around the world, the answer is the same: “I would rethink everything.”

Does that seem strange to you? We are in an age of unprecedented corporate profitability. The Dow Jones is higher than it’s ever been. Companies appear to be thriving.

If things are going well, why are executives so ready for change?

The answer is simple and universal: “My customer has changed, but my business hasn’t.”

The signs are everywhere. Customers know about new products before the sales team does. They know how to fix bugs before the support team does. They know about pricing mistakes before the finance team does. They publicly discuss the quality of interaction at every company touchpoint – whether it’s in-store, on the phone, on Twitter, or on some brand-new, barely invented medium.

This change in customer behavior also changes consumer expectations. Hyper-informed and connected customers expect to do business with hyper-informed and connected organizations. They expect the quality of their experiences with brands to reflect the world we now live in. In fact, according to Gartner Inc., in just a few years, 89% of businesses will compete mainly on customer experience (2014). There’s little question that a focus on customer experience is no longer optional.

If your company were a newborn startup, just taking its first steps into the world today, what would it look like?

Introduction What would the world of business

look like if we could all start over?






This Journal is a testament to a group of visionary leaders who recognize the customer experience imperative and are transforming their organizations to thrive in the new world. These remarkable business leaders are thinking like startup CEOs, re-examining every assumption, and learning how to make customers fall in love with their brands all over again. We are proud to showcase a few of these remarkable leaders and the difference they are making in this new age of business.

Welcome to the age of the customer.

There is little question that a focus on customer experience is no longer optional.

Customers who encounter positive social customer care experiences are nearly three times more likely to recommend a brand.

42% of people will tell their friends about

a good customer experience on social

53% will talk about a bad one.

+

–

3XSource: American Express Global Customer Service Barometer (2012)

Source: Harvard Business Review (2012)






DON BULMERVice President and Head of Social Media

and Brand Innovation, Royal Dutch Shell

CHRISTINE CEAFormer Senior Director Marketing

Communications, Unilever

JOEL COMMNew York Times Best-Selling Author

and New Media Marketing Strategist

DAVE FLEETSenior Vice President,

Edelman Digital

JUSTIN GILLMARDirector of Social Media and Content

Marketing, DeVry Education Group

EDWARD DZIALOWSKIPartnerships and Strategic Alliances Manager,

Cheil Worldwide

Contributors

DIPAYAN GUPTAHead of Social Media Marketing and Strategy,

New York Life

JIM HANASDirector of Audience Development,

HarperCollins Publishers

SLOANE KELLEYExecutive Producer,

PGA TOUR Digital

DAVE KERPENCEO, Likeable Local,

Author and Speaker






Contributors

SHARON LASURE-ROYSenior Consultant Social Media, Florida Blue,

Florida’s Blue Cross and Blue Shield Plan

JUSTINE LOMONACOSenior Social Media Manager,

Say Media

ANN MARINOVICHVice President, Advertising Products

and Strategy, Forbes Media

RUSS RUBINOVice President Global Marketing,

Nasdaq

LISA STRYKERSocial Media Manager,

Duke Energy

JEREMIE MORITZGlobal Digital Content and Media Manager,

Pernod Ricard

RICK WIONCo-Founder, Manifest Digital and former

Director of Social Media, McDonald’s






Social News In social, news moves faster than you can say “tweet.” And we get it – you have moreimportant things to do than refresh your newsfeed all day. That’s why we’ve done the work for you and rounded up the most impactful news stories in social for the second half of 2014.

Facebook comes under public scrutiny for going all “Big Brother” and controlling the amount of positive and negative content in user feeds.

Snapchat experiments with ads by allowing select companies to create branded and event-specific content in the “My Story” and “Our Stories” sections of the platform.

Ello, the social network with zero ads, soars in popularity, raising questions about the role ofadvertising on social networks.

Instagram releases its new hyperlapse app, allowing users to create professional-looking time-lapse videos.

Although Twitter’s algorithm has remained consistent over the years, this could be changing as the company experiments with the way tweets surface in user feeds.

Foursquare gets a huge makeover, increasing the emphasis on neighborhood discovery, location-based notifications, and Yelp-style restaurant reviews.

Facebook Messing With Your Emotions

Snapchat Experiments With Ads

Ello Hits the Scene

Instagram Has a Need for Speed

Goodbye to the Twitter Timeline?

The New Foursquare

OCT

SEP

AUGJULJUN






Social News

Facebook is developing “Facebook at Work,” a platform that lets you message with colleagues, collaborate on documents, and make professional connections.

Facebook teams up with ABC News to create short pre-roll video roundups of the day’s top stories titled “Facecasts.”

Facebook No Longer NSFWTune in... to Facebook

Tumblr adds e-commerce capabilities, including “buy,” “browse,” “pledge,” and “get involved” buttons.

Instagram undergoes a huge cleanup, deleting millions of spam accounts overnight. One user went from 3.6 million followers to eight. Ouch.

Tumblr Gets a Buy ButtonThe #instapurge

DEC

JAN

NOV

Facebook decreases the organic reach of brand posts even further by filtering out content that is deemed “overly promotional” or “click bait.”

Organic Reach Takes Yet Another Hit

Twitter announces plans for native video recording, editing, and sharing within the app.

Twitter Goes Visual






DAVE FLEET, Senior Vice President,

Edelman Digital

As a brand, your image is the sum total of the experiences a customer has with yourcompany. Before the advent of digital, social, and mobile, there weren’t that many places where consumers interacted with brands.

But what happens when your brand has tens of thousands of mentions a week in social media, publishes dozens of mobile applications every year, retargets ads across thousands of sites, and constantly interacts with highly connected and well-informed communities of potential customers? For companies with valuable brand equity that has been carefully constructed through traditional media over decades, it can be chaotic. The complexity of ensuring consistency in customers’ experiences has significantly increased.

Big companies have a problem. The tools and tactics that have been the traditional cornerstones of brand building don’t work the way they used to. In a world of hyper-connected, empowered customers, brands have to emphasize a new approach to brand building – but what’s the key to that approach?

The answer: a consistent, holistic customer experience.

With over a decade of communications and digital marketing experience, Dave leads a 40-person digital team in Edelman’s Toronto and Montreal offices. Dave is responsible for developing digital and integrated communications strategies for brands across technology, health, corporate, consumer, and public affairs sectors. @davefleet

The agency strategy

for the new ageThinking Holistically and Socially





http://twitter.com/davefleet


78% of companies now say they have dedicated social media teams, up from 67% in 2012.

+11%

LESSONS FROM THE AGENCY SIDEWhile Edelman, my employer, is a family company, it’s also the world’s largest PR agency, with thousands of employees and a valuable brand. Like any enterprise, our attitude toward social has evolved a lot over the years. We’ve worked hard to master the skills required and have learned a lot along the way. In fact, one of the reasons I originally joined was seeing some of the early mistakes as social media emerged as a viable communications vehicle. Here are some of my takeaways from over the years:

Simplify Through ProcessWhile social media activities may begin organically, it’s just not sustainable to continue in this way as you achieve scale. Like it or not, process is important. We work with our clients to design and implement processes that enable them to manage social media at the kind of scale that drives business results, while maintaining flexibility to react in a real-time environment.

Hire Ahead of ComplexitySocial media is constantly evolving, and the skill set required to operate effectively is getting more diverse all the time. Gone are the days when it was as easy as hiring a community manager who could do it all (not that it was ever that easy to be a community manager).

Over the last few years, we’ve added entirely new skill sets to the team to operate effectively in social channels. Social media teams still revolve around community managers, but also incorporate creatives (writers, designers, video production whizzes), paid media specialists, analysts, trendspotters, and strategists alongside that core role. That has meant adding new skills across the board as the industry continues to evolve.

Recognize That One Size Doesn’t Fit AllIt’s natural to focus on the latest trends. Indeed, over the years we have experimented and learned on our own channels. With that said, don’t forget to think about the big picture. Consider the following examples:

• Make sure your website doesn’t have a layer of dust on it.• Refresh your content strategy regularly.• Don’t believe the headlines: email is not dead.

As a brand, your image is the sum total of the experiences a customer has with your company.

Source: Altimeter Group (2013)






SOPHISTICATION IS THE KEY FOR 2015This is going to be a year of change in social media. The big platforms have matured, and marketers are going to continue to see demands for social media activities that have become more sophisticated as well. Here are five key trends we can expect to see in 2015:

1. The demise of organic reach on Facebook will drive discussion over platform choice, an increased focus on building audiences around owned properties (websites, apps, etc.), and a continued focus on the paid side of social media.

2. Increased alignment across communications, creative, and media when it comes to content marketing. Brands are making huge investments in this area but are missing out on big profits with a lack of coordination.

3. The war for social media talent will continue, and we will continue to see division of labor between specialized skill sets.

4. Brands will experiment more aggressively with messaging platforms like WhatsApp and Snapchat, as well as time-and-place specific networks like Yik Yak. As always, the challenge will be demonstrating that these channels can move the needle from a business standpoint, but the opportunity to tap into younger audiences can’t be ignored.

5. There will be further investment in sophisticated image and video based content as users demonstrate more and more preference for visual networks like Instagram, Vine, and Pinterest.

We are in the middle of a pivotal time for large enterprises. Brands are finally learning the value of embracing social as an opportunity to connect with their biggest fans. It’s a return to the earliest promise of what social could do for big brands: help them build relationships at scale. Brands are now a compilation of conversations and discussions: the voice of your customer. It’s time to listen to that voice and have a hand in those discussions.






47%

15.8%

of Americans say Facebook is their #1

influencer of purchases.

Facebook accounts for 15.8% of total time spent

on the internet.

Social by the Numbers – Activity

MONTHLY ACTIVITYFACEBOOK* 1.35 B

GOOGLE+* 343 M

TWITTER* 284 M

INSTAGRAM* 300 M

SNAPCHAT* 100 M

YOUTUBE** 1 B

YELP** 139 M

REDDIT** 174 M

TUMBLR** 420 M

VINE N/A

LINKEDIN** 167 M

PINTEREST N/A

FOURSQUARE N/A

100 200 300 400 500 600 700 800 900 1000 1100 1200 1300 1400 1500USERS (MILLIONS) 0

* MONTHLY ACTIVE USERS | ** MONTHLY UNIQUE VISITORS

Source: Search Engine Journal (2014)

Source: Rocket Post (2014)






500M

tweets are sent per day.

400M

snaps sent per day on Snapchat.

92%

of Pinterest pins are pinned by women.

Social by the Numbers – Valuation

MOST RECENT VALUATION

N/A GOOGLE+ PRIVATE

SUBSIDIARY

PUBLIC

$209.4 BFACEBOOK

$35 B | SUBSIDIARY OF FACEBOOKINSTAGRAM

$10 BSNAPCHAT

$4 B

$5 B

YELP

$500 MREDDIT

$1 B | SUBSIDIARY OF YAHOOTUMBLR

N/A | SUBSIDIARY OF TWITTERVINE

PINTEREST

FOURSQUARE $650 M

50 10 15 20 25 30 35 40 45 195 200 205 210VALUATION(BILLIONS)

$26 B | SUBSIDIARY OF GOOGLEYOUTUBE

$27 BLINKEDIN

$25 BTWITTER

Source: Digital Insights (2014)






Social by the Numbers – Time Spent

33%

of all mobile ad spend in 2014 is on track to be

captured by Facebook and Twitter.

2013 $6.1 B

2014 $8.5 B

2018 $14 B

US social media ad spend is estimated to have topped $8.5 billion in 2014 and will reach nearly $14 billion in 2018, up from $6.1 billion in 2013.

AVERAGE TIME SPENT PER DAY

42.1FACEBOOK

9.8LINKEDIN

34.2TUMBLR

17.1TWITTER

21.2INSTAGRAM

17SNAPCHAT

20.8PINTEREST

10MINUTES 20 30 40 500 Source: Zenith Optimedia (2014)

Source: BI Intelligence (2014)






DON BULMER,Vice President and Head

of Social Media and Brand

Innovation, Royal Dutch Shell

HOW DO YOU SCALE EMOTION?More than ever before, purpose, values, and cause matter. This is how people relate to one another and to brands and organizations on an emotional level. Above all else, it’s the basis for establishing trust.

What is so special about social media as a technology is that it truly taps into perhaps the most human and innate desire for us as people to want to connect, learn, share, and engage. It allows us to do this at a scale of one-to-one and one-to-many – at an instant.

THE POTENTIAL OF SOCIALAt its best, social media is changing the way governments are run; how economic, health, energy, and education services are delivered; and how we participate in global events in very personal ways, rooted in local traditions.

For brands, the ability to scale this communication capability with our audiences (be they consumers, employees, or other stakeholders), from 1 to 1 billion without being intermediated, is perhaps its core value proposition. However, just because we have the technical means to scale from 1 to 1 billion people doesn’t mean it’s enough to engage. Brands must be purposeful, and the art is in how we show up.

A more globally connected world has challenged how companies interact, engage, and maintain relevance and trust with their key audiences and the public at large. The reputation of a company is no longer defined by what they “report” or what they “say” they stand for. Instead, they are increasingly defined by the shared opinions and experiences of socially connected consumers.

The importance of communicating

authentically with your customersConnecting at Scale

Don Bulmer is VP and Head of Social Media and Brand Innovation at Royal Dutch Shell, where he is responsible for the design, governance, implementation, and measurement of Shell’s social media, influence, and partner communication programs. He has 20 years of experience leading award-winning marketing and communication programs. @dbulmer





http://twitter.com/dbulmer


MAKING THE CONNECTIONIn a fierce competition for the time and attention of a finite number of people, how do brands rise above the noise?

To maximize the full capability of social media to establish and deepen relationships with people, brands must first “relate.” By taking time to understand what people care about you can discover the difference between communication and initiating a conversation. That’s how you make a connection.

77%

What is so special about social media as a technology is that it truly taps into perhaps the most human and innate desire for us as people to want to connect, learn, share, and engage.

of all social network users are now accessing social networks via mobile devices.

Posts with videos attract three times as many inbound links as plain text posts.

NO VIDEO

VIDEO

1X 2X 3X

Source: Exact Target Salesforce (2014)

Source: NewsCred (2013)






RICK WION, Co-Founder, Manifest Digital and

former Director of Social Media,

McDonald’s

They looked at the guru with his carefully crafted slides – no words, just pithy pictures – waiting and hoping for an answer. Hoping for an actionable punchline to the hackneyed saying that would provide something truly useful. It never came. Here’s the problem: Time and again, bright marketing minds invest their scant time and ever-thinner travel budgets to listen and learn, but they are served up little more than empty statements like “Know your customer,” “Put the customer first,” and “Understand your audience.” These are noble and worthy objectives, yet they are all too often delivered as platitudes without any real, practical steps to help marketers figure out how to really know, understand, and put customers first – as if anyone would say, “We need to put our customers second.” Such droning cliches are about as useful and arguable as campaign promises. Every single politician says, “I stand for education,” as if that were a noble statement. As if someone, anyone, would ever come out and say, “I don’t support educating our children.” This isn’t the fault of marketers. As the practice of marketing has become more agile, technology-driven, and real-time, most professionals barely have time to respond to their mountains of email, much less invest the effort required to dissect the customer insight reports from their research teams and agencies.

“Marketers need to put the customer first.” The platitude rang out from the keynote speaker’s podium and echoed off the walls of the ballroom during the much-hyped all-hands meeting, where the company’s marketing elite had assembled to learn the latest and greatest marketing trends.

A four-point plan for embracing social

media to up your customer knowledge game

Using Social to Really Know Your Customers

Rick Wion is the co-founder of Manifest Digital, a consultancy of pioneering brand-side marketers helping organizations harness the power of social. Throughout his 20-year digital career, Rick is perhaps best known for founding the social strategy at McDonald’s and making the brand the most talked about non-tech company in social. @rdublife





http://twitter.com/rdublife


This brings us back to the beginning: a roomful of marketing pros desperately hoping that this session will be the one that truly makes a difference. But, alas, it doesn’t happen. And another flight home is consumed by unread emails rather than inspiration. But it doesn’t have to be this way. Understanding your customer is easier than ever thanks to social media. Here are four easy steps, plus a little bit of pre-work, to understanding the voice of your customer via social.

PRE-WORK: ELIMINATE FAKE PERSONAS THEN GO OUT AND FIND THE REAL ONESAs a former agency guy, I’ve spent my fair share of time culling through customer data research and articulating personas. For those not familiar with personas, they are the carefully crafted embodiment of common consumer trends, demographics, and habits into a caricature of a real-live person. They usually have a pretty stock photo and a stereotypical name. You may know Jessica, the Generation X mom, or Brad, the Baby Boomer facing retirement, or Carla, the multicultural Millennial. Personas are not inherently bad, but don’t get sucked into the trap of looking at personas as a narrow collection of dried-out stereotypes. Instead, look at personas as a starting point for understanding your customers, and then dedicate time and effort to walk a mile in those shoes through social media. Once you can do that, you will have a much better understanding of your customer. So how exactly do you do that?

The real work begins.

63% of Millennials say they stay updated on brands through social networks.

51% say social opinions influence their purchase decisions.

46% “count on social media” when buying online.

Source: Leaderswest (2014)






1. LEARN AND LIVE YOUR CUSTOMERS’ DIGITAL LIVESBe your customer. Literally. Leverage technology to conduct deeper digital research of your customers to understand their online behaviors across platforms. When, where, why, and how do they go online? This leads to an entire cascade of questions to ask, including:

• How often do they go online?• Through what devices?• If they have younger kids, do they share devices?• If they have older kids, do they monitor what their kids do online?• How often are they multi-screen viewers?• What do they watch live, record, and/or view on-demand?• How much of their online time is at work? At home? On the go?• Are bandwidth and cost of data plans a concern?• What are their preferred social sites?• How often do they use social sites?• Do they just read content shared by others? Do they share content or

contribute their own?

The technology infrastructure exists to gather this kind of data.

Once you have a solid base of knowledge, emulate. Use personas to understand the motivations and behaviors of your target, and go native. Watch their favorite shows. Use their favorite apps. Spend time offline doing what they talk about online. Join their favorite Pinterest boards. Buy a phone with a limited data plan (if pricing for mobile is an issue for your customers), and figure out how you would ration your online life. Watch their favorite shows. Use their hashtags. Go to that golf course. Download that Austin Mahone album.






2. BE PART OF THE TWITTER TEAMIf you personally aren’t on Twitter, then you really don’t care about your customers. Refusing Twitter as a marketer these days is equivalent to saying that you got into marketing because you don’t like math. Don’t be that guy. Think your customer isn’t on Twitter? Even if they aren’t Twitter hounds, they are influenced by the conversation. Name the last time you saw a news report that didn’t mention Twitter in some fashion. Just about every consumer segment and type of company is on Twitter. Even the staunchest of staunch old-school, B2B companies are on Twitter, so you should be, too. Being on Twitter doesn’t require you to suddenly become some sort of short-form content maven. In fact, more than half of the people on Twitter don’t tweet; they are observers and consumers. No reason you can’t start here as well. If your company has a social media team, call them up and ask if you can help. The community managers on Twitter would love to have some eager, extra hands. Even if expressing yourself in 140 characters isn’t your thing, get on and be a voracious reader. Follow your company, your competitors, your trade press, and your customers. You’ll be a better marketer for it.

3. BE A CRITICAL STUDENT OF WHAT MAKES YOUR COMPETITORS SUCCESSFULYou probably already do this, so I won’t belabor the point, but in the context of digital and social, you need to be a student of your competitors’ online efforts. Sign up for every email list they have and follow every social media channel. Set up a Gmail account for these activities if you aren’t comfortable doing it from your work email account. Study their design, wording, and key messages. Look at their social posts and analyze which ones get the most engagement and why.

You need to be a student of your competitor’s online efforts.

83%

of F500 companies with corporateTwitter accounts – 413 to beprecise – have tweeted in thepast 30 days. That’s a 6% increaseover last year.

Source: UMass Dartmouth (2014)






4. GET OUT OF THE OFFICEThis point goes hand-in-hand with the first point, but it needs to be underscored. You can’t walk in your customers’ shoes unless you get out and live their lives. When I was at McDonald’s, I would regularly do three things:

1. Take my kids to the restaurants and talk to other parents at the PlayPlace.

2. Use my three closest buddies as my informal focus group/sounding board.

3. Randomly ask people – both friends and strangers – for their opinions on either a specific product or about a business-impacting trend to which many could relate.

KEY TAKEAWAY

Overall, it’s a simple four-point plan. Yes, it requires some effort, but once you establish a few of the practices outlined above, they will quickly become part of your routine. So the next time someone talks about “understanding the customer,” you can butt in by dropping reams of not just data, but walked-in-their-shoes digital knowledge. And that’s truly useful marketing insight.






New York Life has been around for nearly 170 years, and we’ve been adapting to new ways of communicating all the while. Social media is yet another opportunity for us to express and build upon our brand equity, and we have three objectives with our strategy. We want to use social media to educate and empower consumers, build emotional connections, and generatecustomer insights. Like any other brand, we want to be top of mind, but we are also challenged by operating in an industry that many people do not think about daily. Our products can change people’s lives, but they are intangible and can be difficult to understand. So our mission is to remind people of the good in their lives that is worth protecting, and to explain to them how we can help secure their futures. By educating consumers, we are building positive emotional connections. Our products are sold through agents who have the difficult task of speaking with people they often do not know about very personal matters. It helps if these individuals have heard of New York Life, and it’s even better if they associate us with something positive. Finally, we want to use social media to become a smarter business. Whether it’s improving customer service, developing innovative products, or anticipating emerging needs, social media gives us a focus group of millions to keep up with the industry and the world around us. One simply cannot educate consumers and build positive brand awareness without listening to what people have to say.

What is New York Life’s social strategy? How does your brand work to weave social into every aspect of your business?Q:

A:

DIPAYAN GUPTA,Head of Social Media Marketing

and Strategy, New York Life

with

Dipayan

Gupta

How New York Life Is Providing Consistently Positive Experiences

Dipayan Gupta leads the social media team at New York Life, where he is responsible for translating 170 years of brand equity to new and emerging platforms. He holds an M.A. from New York University in Journalism, and a B.A. from Amherst College in Political Science. @Piron @NewYorkLife

Q&A





http://twitter.com/Piron

http://twitter.com/NewYorkLife


The social media team manages our brand’s corporate social media profiles. What makes social media so exciting is that it is a conversation; we are sharing information and interacting with people. This means that our responsibilities span marketing, community management, customer service, and business intelligence. As a result, we work closely with nearly every department and product line. Working in this group, I’ve become an expert in social media,but it’s also been an invaluable education in how a Fortune 100 company functions. We have the largest Twitter following in the insurance industry. And we’re in the top five among our peers when it comes to Facebook, LinkedIn, YouTube, and Google+. We’re proud of the size of our social footprint, but audience interaction is what’s key. The team is constantly looking for ways to create and curate relevant content to engage our community. A successful corporate profile is one that acts like a person would, reacting to events as they unfold. Some content needs to be planned, but we’ve also built up enough internal trust to respond to trends in real time.

Social media cannot live in a silo. It’s a given that a team like ours would work closely with our advertising and marketing groups to ensure that our messaging is consistent and that we are leveraging each other’s work. New York Life has 12,000 agents in the field, and our team is in constant contact to make sure that we are empowering them to be ambassadors of the company, while providing tools to build their personal brands.

We have industry regulations and internal processes that are there to protect consumers, but we work directly with departments to help them respond in a timely fashion while maintaining our clients’ personal security. We realize that operating in social media creates a consumer expectation that our responses to questions and complaints be prompt and consistent.

How does your team work to elevate the voice of your company and create synergies across the organization?

In the world of the empowered consumer, how do you ensure your customers have a consistent experience online and offline?

Q:

Q:

A:

A:

A successful social profile is one that acts like a person would, reacting to events asthey unfold.






Social media gives us the opportunity to interact with people outside of the sales cycle. In 2014, we created CelebratingGood.com, a site solely populated by user-generated content. We wanted to create a space where people could interact with our “Keep Good Going” brand campaign and make it their own. It’s a place where people can share, via Twitter, the moments that they hold most dear. What’s significant here is that we are not asking people to take pictures next to any product or make a purchase. They don’t need to hold up a sneaker or a t-shirt. They are sharing genuine moments in their lives that are happening independent of us; all we are doing is providing a platform. This speaks to our company’s mission of creating a foundation for people to live their lives according to their own personal good. This past holiday season, we partnered with Feeding America to provide meals for families in need. Each time people tweeted their moments via Celebrating Good, we donated 25 meals to others in need. It was a wonderful way for the company and our social audience to Keep Good Going.

Overall, social media is integral to our strategy here at New York Life, and is an essential tool in providing a positive, consistent experience for everyone, whether they are a prospect, client, agent, or employee.

What are specific ways that New York Life is interacting with its customers on social? Q:

A:

15%-20%quantify social media ROI.

80%of brands usingsocial media do not quantify their ROI.

100

CALCULATING THE RETURN ON INVESTMENT OF SOCIAL

Source: cio.com (2014)






ANN MARINOVICH, Vice President, Advertising Products

and Strategy, Forbes Media

But today, things have changed. We live in a time of media disruption. Audiences no longer just read content created by a chosen few – they now also actively provide feedback and generate content in their own voices. The consumer perspective is now a part of the experience of reading the news. The changed dynamic between publishers and writers has upended every aspect of the publishing business except for one: quality still matters.

The tension between user-generated content and the pursuit of quality is something every publisher and brand must contend with. We are all asking ourselves, “How do you facilitate a two-way conversation, while still ensuring superior content quality?” Forbes has been at the forefront of solving this challenge, and I’m excited to share some of our lessons.

THE NEW AGE OF CONTENT PRODUCTIONOur overall goals at Forbes Media remain unchanged: We have always and will always create thought-provoking and intelligent writing. Only now, the scale that social and mobile provide means we can produce those articles and interact with our readers in a huge number of new places. In addition to our editorial staff, we now have 1,300+ expert contributors creating content on Forbes.com. The core of our social strategy has been to use social to understand our audience, distribute content wherever that audience lives, and engage readers where they are most comfortable.

Since the advent of the written word, there has been one fundamental dynamic that underlies every aspect of media: a few people create content, and a lot of people consume it.

How publishers have the power

to fuel the conversationContent Is Still King

Ann Marinovich is responsible for leading Forbes Media’s digital, mobile, and print advertising products and strategy across their integrated product line. She currently lives in New York City and is a graduate of the University of California, Berkeley. @annmarinovich





http://twitter.com/annmarinovich


Audience Discovery In today’s publishing landscape, your audience is both omnipresent and elusive. People consume more content than ever before in human history, but as they move from article to article, their attention is hard to pin down. Social is an enormous asset in helping us understand the content habits of our audience. What and where do they share? What do they discuss and grow passionate about? Our socially active readers tell us this every day, as they engage with Forbes content. It’s up to us to listen to them and adjust accordingly. Once we identify those insights, we can use them to develop deeper relationships with our audience. Many of our readers are influencers in their respective fields. If we can induce organic sharing among those leading voices, the reach and authority of our content skyrockets. As a brand that is always looking to expand our reader base, this isincredibly powerful.

Content DistributionSocial has changed the way people seek out information and discover news. According to eMarketer, 60% of adults consume social media on their smartphones. At Forbes we are capitalizing on that with 15% of our mobile traffic coming from social. But we can no longer expect audiences to seek out our content directly. Instead, both brands and publishers must bring content to the audience. At Forbes, we are taking advantage of the explosion in available channels and reader access to content in print, online, on mobile, and on all social networks. We currently have 12 million people connected to the Forbes brand across two dozen social groups on Facebook, Twitter, LinkedIn, Instagram, Google+, YouTube, Pinterest, and Tumblr, and we only plan to increase these numbers.

Reader EngagementAs part of our strategy, we aim to spark discussions around thought-provoking topics and encourage readers to engage with our content as frequently as possible. User-generated discussion is essential to our publication and brand. Social has replaced the traditional reader’s comments in Forbes magazine. We can now monitor comments on particular stories through social activity and integrate this feedback into the direction of the magazine. The conversation can now be much more interactive both between us and readers and amongst readers themselves.

of brands don’t have an onsite, dedicated content director.

54%

The conversation can now be much more interactive both between us and readers and amongst readers themselves.







A great example of how we pursue reader engagement is the way we combine social activation with live events. In 2014, we held a Forbes “Under 30 Summit” in Philadelphia. The #Under30Summit hashtag generated an owned and earned reach of 750 million impressions during the week of the conference, where we gathered 1,300 entrepreneurs and change agents, including Sara Blakely, Malala, Lucky Palmer of Oculus Rift, and Sean Rad of Tinder to name a few. Monica Lewinsky even joined Twitter for the first time at the Under 30 Summit, gaining 40,000+ followers within the first few hours. Using social listening, we were able to see what attendees were saying about the conference on social media and gain insight into the topics and themes that mattered most to them.

THE RESULTS ARE INWith all of the investment and strategy involved in social, it’s crucial to monitor results across various metrics and KPIs. Every business is different, but at Forbes Media, our best measure of success is the response of our audience. We focus on driving meaningful growth in both digital and print readership. And it’s working. In 2014, Forbes.com had 31 million unique visitors a month (according to comScore), up 18% from just a year ago. We also now have 6.7 million readers (according to MRI Fall 2014), which is up 10% from our previous highest all-time readership. We attribute much of this growth to our successful digital transformation and focus on driving business value from social.

CREATING A COHESIVE EXPERIENCEAs a publisher in this time of disruption, we are in a unique position to lead the way in social content production and distribution. There are many ways our readers can connect with our company and the Forbes Media brand – through our magazines, websites, conferences, live events, and now our social channels. Creating this cohesive experience, and elevating it with conversation and participation from readers, is going to be the key to our continued growth and distinction in the space.

$118,000,000,000was spent on content marketing, video, and social media last year.

71%

of companies plan to increase their digital marketing budgets this year, by an average of 27%.

Source: Econsultancy (2014)







Nasdaq represents one of the most interesting success stories in technological disruption and innovation that the financial markets have ever seen.

In 1971, the company created the world’s first electronic stock market and has since led the charge to embrace a host of technologies that now power much of the world’s capital markets. Technological innovation is in our corporate DNA, and it has enabled us to disrupt long-entrenched players in the financial industry.

If there is any financial company ready to seize opportunities presented by new technology like social media, it’s Nasdaq; but that wasn’t always the case, at least not at first.

EMBRACING MARKETING – AND SOCIAL – AS A STRATEGIC PARTNERWhen I joined Nasdaq a year and a half ago, I was immediately struck by a fascinating dynamic, one that should be familiar to successful technology companies: Our organization was focused on developing technologies and capabilities that were world-class in every respect, but we had limited experience with how best to tell our story. Technology is at our core, and we let our technology speak for us – with sales leading the charge. As a result, marketing was viewed more as a support function. A critical support function, but not a strategic partner for the business to lean on.

Recently, we have been able to begin to shift that dynamic. We have worked hard to understand our business partners’ needs and to consistently collaborate with them in order to meet their objectives with the best possible solutions. Changing the culture of our team and how we are perceived is critical to our collective success.

Social media has and will continue to play a huge role in this transformation.

Social provides us with a new opportunity to promote our sophisticated technology. It is a crucial piece in the future of our company, our industry, and business as a whole.

How Nasdaq uses social to build a

sales and marketing partnershipBridging the Gap

RUSS RUBINO, Vice President Global Marketing,

Nasdaq

Russ is responsible for all marketing activities across Nasdaq products and services globally. Russ is a highly experienced professional with 25 years of global marketing and communications experience in the financial services industry at TIAA-CREF, Genworth Financial, GE Financial, and IBM Corporation.






STAYING ON THE FOREFRONT OF CUSTOMERS’ MINDSAlthough we had a strong social presence at Nasdaq for our listing business, we were lagging with usage within several of our other core technology businesses. A common perception was that social wasn’t necessarily going to move the needle nor influence the buying process for our more complex products and services. The inclination was to say, “I’m not in a transaction business; I have little need for social.”

That’s true on some level. Clearly, no one is going to buy a multimillion-dollar product simply by reading a few tweets. But this does not imply social has no place in our marketing toolkit.

An engaged, strategic social media presence can provide value for every organization, regardless of the industry, product, or audience. Every company can benefit from listening to its customers and participating in conversations. You never know what brand experience will influence a prospect or where in the buyer’s journey a potential customer finds herself.

By managing experiences and providing thought leadership through social touchpoints, we can remain on the forefront of our customers’ minds. And when the time comes to begin the sales process, prospects will already have a relationship with our company and confidence in our capabilities.

As we work to establish relationships with our customers through social media engagement, we focus on three key areas: mining for insight, elevating our brand and educating the market, and broadening acceptance.

Mining For InsightWhen using social in a technical industry, it’s not beneficial to view activity from a 10,000-foot level. In order to truly understand the business needs of our clients and prospects, it is crucial that we do more than observe and listen. We must actively participate in the conversations going on around us. I am interested in the specifics: the topics, services, and events that involve our technology, as well as the people discussing them in real time.

There are many knowledgeable thought leaders and specialists who have large followings and provide valuable insight to their audience. Whether it’s a media personality or a CEO, these individuals have influence within this narrowly defined space. Social allows us to stay current on new topics of interest and to work with these thought leaders to educate their audiences about our product. The credibility these influencers bring to our company would not be possible without social as a facilitator.

Through social, we’re able to raise awareness, provide insight through thought leadership, and connect with key influencers.






To us, the choice to embrace social as a new technology is clear. We are no longer merely ‘doing social’ – we are becoming a truly social organization.

Elevating Our Brand and Educating the MarketSocial provides a valuable opportunity to enhance Nasdaq’s awareness and branding efforts. While public knowledge centers around the US-based equities division of our company, our goal is to raise awareness around the full portfolio of products and services we offer. These are driven by our four business units: tech, trade, intel, and list. Based on studies we conducted last year, approximately half of our current customer base does not understand the full depth of our capabilities.

In order to reposition our company in the minds of prospects and clients, we recently launched a brand campaign to highlight the full suite of our products. The entire campaign has social at its core. It is mobile-friendly, it features user-generated content, and it aims to drive engagement at every touchpoint.

Overall, the core focus of the campaign is to increase awareness of the breadth and depth of our products and services. By incorporating social into our branding campaign, we can elevate the reach of our efforts like never before and can reposition Nasdaq properly and accurately as more than just a US-based equities exchange.

Broadening AcceptanceThe cultural shifts underway at Nasdaq and throughout our industry are indeed disruptive, but they are also crucial to the development and growth of our markets. Previously, about 25% of our businesses units leveraged social. Now, most are at least thinking about it as we move toward full front-office integration.

Through social, we’re able to raise awareness, provide insight through thought leadership, and connect with key influencers. These activities are elevating our business and proving there is true value in social for technical providers.

THE TIME IS NOW TO EMBRACE SOCIALNasdaq has always been at the forefront of innovation, embracing disruptive technologies and incorporating them into our product and service offerings. With the development of social, we are once again facing a pivotal time of disruption, and in 2015, we’ll take our early success and leverage it across our entire organization. To us, the choice to embrace social as a new technology is clear. We are no longer merely “doing social” – we are becoming a truly social organization.

Marketers place very high value on social media: 92% indicate that social media is important for their business, up from 86% in 2013.

0

100

2013 2014

86%

92%

Source: Social Media Examiner (2014)






Talking Strategy with Social Experience Practitioners Q&A

JUSTINE LOMONACOSenior Social Media

Manager, Say Media

JIM HANASDirector of Audience

Development,


JOEL COMMNew York Times

Best-Selling Author and

New Media Marketing

Strategist

Justine Lorelle LoMonaco heads up social media strategy at Say Media, providing best practicesand digital promotional direction for brands. @justinelorelle

Jim Hanas has served as a marketing consultant, a newsroom social media editor, and, now, as the director of audience development at the world’s second largest consumer book publisher. @jimhanas @harpercollins

Joel Comm is an entrepreneur and New York Times best-selling author. An expert on harnessing the power of the web, Joel is a sought-after public speaker who leaves his audience inspired and armed with strategic tools. @joelcomm


Author and Speaker


PGA TOUR Digital

Dave Kerpen is the founder and CEO of Likeable Local, a social media software company, as well as the chairman and co-founder of Likeable Media, an award-winning social media and word-of-mouth marketing agency. @DaveKerpen

Sloane Kelley leads the content team at PGA TOUR Digital where she’s responsible for the strategic direction of PGATOUR.COM and the TOUR’s presence on 10 social networks. @SloaneKelley

JUSTIN GILLMARDirector of Social Media

and Content Marketing,

DeVry Education Group

Justin Gillmar serves as the Director of Social Media and Content Marketing for DeVry Education Group, where he oversees social marketing strategy and content marketing initiatives. @justin_gillmar

JEREMIE MORITZGlobal Digital Content

and Media Manager,

Pernod Ricard

Jeremie Moritz is currently the Global Digital Content and Media Manager for the Pernod Ricard Group in Paris. Since joining Pernod Ricard in 2012, he has coordinated efforts on social media for their catalog of brands. @jmoritz





http://twitter.com/justinelorelle

http://twitter.com/jimhanas

http://twitter.com/harpercollins

http://twitter.com/joelcomm

http://twitter.com/DaveKerpen

http://twitter.com/SloaneKelley

http://twitter.com/justin_gillmar

http://twitter.com/jmoritz


How do you feel incorporating social has benefited your brand overall?Q:

A:Consumers connect much more with a brand when we have a person, or brand voice, that speaks to us. Think of the success of brands with strong forefront personalities like Steve Jobs or fictional characters like Ronald McDonald. It allows for some sort of connection on a human level. Social now provides an opportunity for all brands to become more human and participate in these conversations. People are discussing your brand whether you’re there or not, and any brand that ignores social is giving up a huge opportunity.

A:For HarperCollins, our goal on social is to engage and delight. Getting clear about that has led to a lot of growth, especially on Twitter, in the last year. We’ve doubled our following, and our engagement rate is regularly twice that of accounts two times our size. Social is, for us, a top-of-the-funnel activity where we can start conversations about books and book culture, about which we are passionate.

A:Say Media has always prided itself on being a strong voice in an overcrowded digital space, and incorporating social has made that voice even more vibrant. Now, instead of simply tossing messages into the air and hoping they stick, we’re having meaningful conversations with our fans. We’re able to learn more about them to deliver content, products, and advertising that is more meaningful to them.


Say Media



JOEL COMMNew York Times Best-Selling Author and

New Media Marketing Strategist






How do you and your company define experience management?

A:Experience management is about two things. One, it’s understanding the needs and expectations of the audience. Two, it’s following through on those needs and expectations with a response. For years, companies have been gathering information about their audiences, but there isn’t much value in data without action. Acting on audience needs should lead to greater satisfaction, loyalty and, eventually, advocacy.

A:The days of trying to be in control of messages and customer experience are over. Instead, you must guide your customers toward the opportunity to have remarkable experiences and to be blown away. The customer really doesn’t care about your job title and department or what platform you’re connecting with them on; the customer just wants solutions to problems, whether they’re in-store, online, or on mobile. Social media helps you deliver solutions and makes you better as a brand. As soon as businesses realize that consumers are now empowered with information, they can more readily embrace transparency and storytelling, and can become a likeable business.

A:As a platform that backs over 40 million monthly page views, we fully recognize that experience management begins wherever our consumers discover our content. That means we take personal responsibility not only in where our readers end up by providing elegant, user-friendly websites, but also by managing the avenues of access, whether that be social, search, or syndication. You have to be mindful of the customer’s experience from beginning to end.

Q:JUSTINE LOMONACOSenior Social Media Manager,

Say Media


Author and Speaker


PGA TOUR Digital






How do you use social media to ensure your customers are having a positive experience both online and offline?

A:When I advise companies on their social media strategy, I stress that their content needs to have a huge emphasis on conversation and focus very little on marketing. Brands should spend minimal time talking about their products and instead demonstrate that they care about their customers and bring value to their communities. I’d say content should consist of 90–95% engaging in conversations and 5–10% selling. The more of a human touch brands can bring to their social profiles, the more they connect through sharing new news stories, conducting polls, asking questions, and using humor, the more successful they will be. We all relate on these levels, whether a big name, a brand, or an individual. Brands need to show that they don’t just care about the bottom line – show that they are humans as well with relatable hopes, dreams, and fears.

A:One of the biggest areas of opportunity in social for us is helping prospective students get a real sense of whether our university is a good fit for them socially and academically. We want them to see what real life is like as a student here – the good stuff and the hard stuff. Similarly, more than ever, college these days is about preparing for a job, and social media plays a huge role in career management now. In addition to the traditional academic curriculum, we teach our students how to leverage social media and their networks to help progress in their careers.

A:Likeable Media is focused on creating, curating, and promoting content in order to drive results. We believe that social content done right can absolutely drive measurable results if brands listen first – and never stop listening – in order to determine the wants and needs of their customers. If you manage and track every experience a customer has with your brand, from an interaction on Facebook, to downloading an e-book, to asking a question on the phone, you can better customize their experience and provide value at every step.

Q:JOEL COMMNew York Times Best-Selling Author

and New Media Marketing Strategist


Author and Speaker








How does your brand ensure that social is woven into every aspect of your business?Q:SLOANE KELLEYExecutive Producer,

PGA TOUR Digital




Pernod Ricard

A:Truth be told, we’re still working on this. We use social on the front end of the student experience to help show prospective students an authentic view of student life here. Once you are a student, social is woven into the classroom experience. Threaded discussion boards, for example, are a core element of our online learning curriculum. Many faculty work social media into class projects. For example, one of our standout Senior Class Capstone Projects this year was a group of students who created a social network for aspiring musicians called UpStage.com. And of course social media plays a large role in how we stay connected to alumni and help alumni stay connected to one another.

A:As both the sports league and the players’ association, the PGA TOUR looks at social media from the perspective of the PGA TOUR brand, as well as our players. For most fans, connecting with the PGA TOUR is one thing – and it can be rewarding and useful – but the opportunity to connect to the players themselves is an invaluable experience that we can provide. To facilitate these connections, the PGA TOUR team is a resource for our players, helping some of them get set up in social media and helping others with advice, best practices, or even introductions to contacts at social networks.

A:Connecting directly with our customers has been at the heart of our strategy for decades, and it is now reinforced even more with the rise of social media as a marketing tool. Pernod Ricard’s founder Mr. Paul Ricard was a visionary who truly transformed the spirits industry by building passionate brands and giving a clear motto to his employees: “Make a new friend every day!” Since then, Pernod Ricard has spent a majority of its marketing efforts building strong and close links with local communities and moments of celebration. Through technology and powerful content, we’re able to amplify the social nature of our business at scale.






How has your social media strategy changed over the past year?Q:

A:The biggest change for us has occurred when social comes into play for our campaigns. Say Media has always been pretty digitally savvy, but in the past, Facebook, Twitter, and Pinterest were seen as content marketing tools that didn’t come into play until after the editorial process was complete, or as added value for advertisers. Now, we’re looking at what has resonated with our fans in the past before we start selling and creating future content. It has also become a more integrated part of our partner campaigns, which has pushed us to find new and innovative ways to broaden the reach of paid messaging.

A:Within the past year, we’ve shifted our approach to content, embracing the idea that all content is social. Whether we’re crafting a tweet or a story for pgatour.com, the goal is the same: to engage our fans and encourage them to share and continue the conversation in some way. To execute on this, it’s meant a shift in responsibilities among our in-house team of content creators. Each producer is now responsible for developing content across all of our digital platforms. It’s up to each producer to take a story and then look at the tools in the toolbox, determining which platform or platforms are most appropriate. The goal isn’t just to build up their personalities online but also to ensure they’re developing relationships with our audience and, hopefully, as a by-product, creating more loyal fans of the PGA TOUR.

A:The biggest thing that has happened is that – like “digital” before it – “social” has ceased to be a separate practice or specialty apart from other media. This is overdue and is the typical trajectory for all innovations. At first it is new and at the margins, then it is a specialty, then it becomes another tool in the toolbox. Social is now another tool in a toolbox, with its unique strengths and weaknesses.




Say Media


PGA TOUR Digital






Do you have any specific examples of how social has improved your brand?

A:My favorite social media tactic is our regular Twitter takeovers, as they so clearly put our company values into practice. At HarperCollins, authors are the focus of everything we do – so instead of just tweeting about them or interviewing them from our account, we periodically let an author run our account for a few hours. We change the picture and the name and let them loose. Who better to speak for us? They are what we are about.

A:We’ve seen a lot of success on social with our brand-specific campaigns. These campaigns, such as the Jameson First Shot, Malibu Best Summer Ever, and the Chivas project “The Venture,” allow our fans to connect with our product and brand in a fun, creative way. These campaigns inspire user-generated content, increase exposure to new customers, and reinforce our brands’ images.

A:One example of a Likeable Media case study is our project with Entenmann’s. The baked goods brand wanted to better bridge the gap between generations and reach a younger audience. With these objectives of awareness and engagement, the brand aligned its efforts with Grandparents’ Day and launched a social media campaign connecting families to their products with the tagline “grandparents never run out of hugs or cookies.” This drove excellent awareness and consideration among the younger demographic and resulted in 10 times the industry average engagement.

Q:JIM HANASDirector of Audience Development,



Author and Speaker


Pernod Ricard

As interactions increase and newer social networks continue to grow, the need for tools to simplify social media marketers’ jobs becomes more important. A whopping 85% of practitioners feel like they don’t know which tools are best.

85%Source: Social Media Examiner (2014)






The Journal features social engagement rankings of key industries to determine who is best engaging, connecting, and reaching consumers across multiple platforms. The top brands understand social experiences and manage those experiences in order to facilitate powerful brand-consumer relationships.

Sprinklr’s Brand Health Analytics tracks 35,000 of the world’s largest brands from the outside in, across all major social channels, including Facebook, Twitter, LinkedIn, Instagram, Google+, Foursquare, Pinterest, Tumblr, YouTube, Vimeo, Flickr, Renren, Vkontakte, and blogs.

In Brand Health Analytics, brands are ranked according to Sprinklr’s Social Business Index Composite Score over a 30 day period. This score is composed of multiple metrics including audience size, engagement, impressions, and content engagement, and allows for within-industry comparisons and rankings.

In addition to the overall ranking, we highlight brands that are succeeding in key target metrics:

Social Brand Health Analytics

AWARENESS WINNERThe brand with the highest Impressions Ratio,when controlling for audience size

ENGAGEMENT WINNERThe brand with the highest Engagement Ratio, when controlling for audience size.

AMPLIFICATION WINNERThe brand with the highest Content Engagement Ratio, when controlling for audience size.

Featured industries include: Alcohol, Automotive, Consumer Electronics, Fashion, Luxury Hospitality, and Retail.

SOURCE: Sprinklr Social Business Index. Collected 1/9/15, covers 12/9/14–1/9/15.

OVERALL WINNERThe brand with the highest Composite Score within the leaderboard.






Michelob Ultra

Maker’s Mark

Rolling Rock

Dewar’s

Tecate

Kirin

Moët & Chandon

Stella Artois

Brahma

Jack Daniel’s

Kingfisher Beer

Malibu

Schin

Hennessy

Bud Light

Fireball Whisky

Shock Top

Amstel

Bacardi

Ciroc

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

BRANDRANK*

AWARENESS WINNER

ENGAGEMENT WINNER

OVERALL WINNER

AMPLIFICATION WINNER

Highest Impressions Ratio

MALIBU

Highest Engagement Ratio

DEWAR’S

Highest Content Engagement Ratio

ROLLING ROCK

Highest Score

MICHELOB ULTRA

Alcohol Industry – The Top Social Brands

COMPOSITE SCORE: An overall ranking of brands within a vertical leaderboard that takes into account Audience Size, Impressions Ratio, Engagment Ratio, and Content Engagement Ratio.

236.05

71.05

559.70

41.42

153.57

253.52

166.01

11.81

9.52

15.12

27.99

11.26

263.66

110.75

14.31

151.74

92.86

28.72

5.06

13.87

CONTENT ENGAGEMENT RATIO

CONTENT ENGAGEMENT RATIO: Measures the degree to which a brand’s content is resonating with its audience by calculating the average social actions per brand post. Audience size is factored out of the measure, so brands don’t rank high simply because of their existing follower base.

0.0544

0.0642

0.0420

0.1212

0.0366

0.0152

0.0062

0.0304

0.0061

0.0289

0.0235

0.0067

0.0055

0.0047

0.0185

0.0070

0.0211

0.0332

0.0141

0.0033

ENGAGEMENT RATIO

ENGAGEMENT RATIO: Measures what portion of brand’s audience has actively engaged with the brand. This includes all social activity, such as tweets, likes, comments, shares, and @mentions. Audience size is factored out of the measure, so brands don’t rank high simply because of their existing follower base.

4.70

11.89

4.39

26.41

4.83

1.00

22.64

8.48

0.05

6.98

4.19

52.44

2.65

5.00

3.94

4.64

2.94

4.36

4.43

17.47

IMPRESSIONS RATIO

IMPRESSIONS RATIO: Measures brand awareness based on the propagation of content through owned and earned media. Audience size factored out of the measure, so brands don’t rank high simply due to existing follower base.

*Overall Composite Score Rankings






Automobile Industry – The Top Social Brands

AWARENESS WINNER

ENGAGEMENT WINNER

OVERALL WINNER



NISSAN


NISSAN


ROLLS-ROYCE

Highest Score

HYUNDAI9.49

11.75

9.39

8.65

4.99

9.91

8.18

8.12

5.77

5.47

6.35

5.06

7.57

5.27

7.43

4.81

3.20

5.85

3.54

5.77

Hyundai

Nissan

Cadillac

General Motors

Tesla Motors

Kia

Chevrolet

Ford Motor Company

Porsche

Infiniti

Mercedes-Benz

MINI

Subaru

Volkswagen

Mazda

Dodge

Rolls-Royce Motor Cars

Lexus

Maserati

Peugeot

0.0283

0.0508

0.0049

0.0102

0.0041

0.0319

0.0081

0.0225

0.0217

0.0085

0.0049

0.0030

0.0043

0.0233

0.0024

0.0024

0.0024

0.0030

0.0023

0.0040

0.63

0.50

11.81

0.83

9.44

0.43

1.20

0.85

9.46

1.48

0.74

14.77

1.93

0.48

1.66

10.22

31.48

1.16

27.06

1.46

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

BRANDRANK* CONTENT ENGAGEMENT RATIO

ENGAGEMENT RATIO

IMPRESSIONS RATIO



ENGAGEMENT RATIO: Measures what portion of brand’s audience has actively engaged with the brand. This includes all social activity, such as tweets, likes,comments, shares, and @mentions. Audience size is factored out of the measure, so brands don’t rank high simply because of their existing follower base.








2.67

15.06

8.95

6.43

9.31

9.49

8.37

6.31

10.01

4.39

7.75

5.79

7.90

12.01

4.49

3.22

2.28

5.96

4.23

Lenovo

Acer

Nikon

Nokia Corporation

Sony

LG

Panasonic Corporation

Samsung

Apple Inc.

Royal Philips Electronics N.V.

Dell

Intel

Microsoft

IBM

Motorola

HP

Nintendo

BlackBerry

Canon

0.0283

0.0193

0.0354

0.0254

0.0135

0.0194

0.0149

0.0183

0.0142

0.0181

0.0114

0.0018

0.0090

0.0046

0.0034

0.0058

0.0040

0.0006

0.0013

2.30

3.30

3.08

5.12

0.85

1.69

1.59

0.50

1.88

2.28

0.40

2.20

0.42

0.19

15.39

0.14

0.76

1.07

1.77

Consumer Electronics Industry – The Top Social Brands

AWARENESS WINNER

ENGAGEMENT WINNER

OVERALL WINNER



ACER


NIKON


MOTOROLA

Highest Score

LENOVO1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19


ENGAGEMENT RATIO

IMPRESSIONS RATIO



ENGAGEMENT RATIO: Measures what portion of brand’s audience has actively engaged with the brand. This includes all social activity, such as tweets, likes comments, shares, and @mentions. Audience size is factored out of the measure, so brands don’t rank high simply because of their existing follower base.








20.58

8.50

12.35

8.98

18.33

9.48

5.44

7.62

11.82

11.38

6.17

7.39

8.62

22.36

9.33

7.37

6.45

9.87

18.73

7.25

Calvin Klein

Diesel

Christian Louboutin

Hollister

Roberto Cavalli

Timberland

Jimmy Choo

Elie Saab

Valentino

The North Face

Kate Spade

adidas

Coach

DVF

Express

J. Crew

Ralph Lauren US

DKNY

Barneys New York

Versace

0.0232

0.0305

0.0038

0.0149

0.0041

0.0075

0.0042

0.0085

0.0089

0.0153

0.0078

0.0109

0.0026

0.0050

0.0102

0.0068

0.0078

0.0048

0.0083

0.0036

50.32

3.19

50.85

3.23

8.97

12.06

40.53

13.61

3.29

0.91

1.71

0.19

6.59

8.05

1.43

0.61

3.19

0.92

1.35

7.02

Fashion Industry – The Top Social Brands

AWARENESS WINNER

ENGAGEMENT WINNER

OVERALL WINNER



DVF


DIESEL


CHRISTIANLOUBOUTIN

Highest Score

CALVINKLEIN

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20


ENGAGEMENT RATIO

IMPRESSIONS RATIO



ENGAGEMENT RATIO: Measures what portion of brand’s audience has actively engaged with the brand. This includes all social activity, such as tweets, likes comments, shares, and @mentions. Audience size is factored out of the measure, so brands don’t rank high simply because of their existing follower base.








43.02

21.50

12.91

19.61

11.30

14.24

17.83

7.44

12.47

5.34

11.26

5.42

3.33

4.45

3.05

4.35

3.13

3.47

Le Richemond

Hôtel Plaza Athénée

The Ritz-Carlton

Mandarin Oriental

Beverly Hills Hotel

W Hotels

Four Seasons

Shangri-La International

Bel Air Collection

InterContinental

Hotel Principe di Savoia

Sofitel

Coworth Park

Le Meurice

The Peninsula Hotels

Grand Hyatt

Raffles Hotels & Resorts

The Dorchester

0.0526

0.0142

0.0318

0.0126

0.0090

0.0171

0.0073

0.0035

0.0045

0.0036

0.0037

0.0034

0.0077

0.0033

0.0012

0.0028

0.0016

0.0030

514.00

742.39

6.24

10.80

318.16

2.50

2.10

4.16

185.54

28.77

482.71

6.91

1098.42

658.35

914.55

36.59

65.00

679.44

Luxury Hospitality Industry – The Top Social Brands

AWARENESS WINNER

ENGAGEMENT WINNER

OVERALL WINNER



LE RICHEMOND


LE RICHEMOND


COWORTHPARK

Highest Score

LE RICHEMOND

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18


ENGAGEMENT RATIO

IMPRESSIONS RATIO











40.93

13.21

5.92

8.72

6.44

11.90

6.75

9.29

5.36

6.44

6.67

4.87

6.83

4.96

4.57

5.32

7.88

1.96

The Home Depot

Petsmart

Kohl’s

BJ’s Wholesale Club

Target

Kmart

Costco

Best Buy

Toys R Us

Marshalls

Wal-Mart

JC Penney

Bed Bath and Beyond

Big Lots

Macy’s

T.J. Maxx

Office Depot

Ross Dress for Less

0.0048

0.0060

0.0137

0.0040

0.0123

0.0028

0.0135

0.0032

0.0059

0.0024

0.0017

0.0037

0.0033

0.0023

0.0016

0.0012

0.0029

0.0008

32.40

14.99

9.43

37.20

3.79

4.85

15.37

3.73

7.72

19.80

0.56

14.58

22.50

28.26

5.05

22.68

12.52

390.13

Retail Industry – The Top Social Brands

AWARENESS WINNER

ENGAGEMENT WINNER

OVERALL WINNER



THE HOMEDEPOT


KOHL’S


ROSS DRESSFOR LESS

Highest Score

THE HOME DEPOT

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18


ENGAGEMENT RATIO

IMPRESSIONS RATIO











To initially or continuously build a brand – be it to strengthen equity, enhance reputation, or increase share of voice – requires consistency and cohesion. People today have myriad vantage points from which they see a company, often looking, often simultaneously, through a fractured, multi-faceted prism of retina displays. From platform to platform, screen to screen, channel to channel, an organization’s actions, voice, values, and identity are constantly monitored and scrutinized.

What are you saying about your company – and more critically, what are your customers hearing and seeing – as they jump, hop, pivot, and pirouette from monitor, to tablet, to phone, and to the still-ubiquitous TV? What experience do they have offline and how consistent is it with the online one? And when your customers’ points of view are refracted back into your company, who sees them and what do you do about the concerns they raise?

It is not news that a company’s values and actions directly impact its corporate reputation. There is plenty of research to support how both positive and negative perceptions affect purchase intent. What is unprecedented is the current breadth and depth of scrutiny with the number of ways a customer can now come into contact with your company, as well as their willingness to express an opinion.

Eliminating silos for a cohesive

customer experienceOn the Same Wavelength

CHRISTINE CEA, Former Senior Director Marketing

Communications, Unilever

Christine Cea is a senior marketing communications executive who has counseled some of the world’s most iconic brands, and is recognized for thought leadership on brand engagement and reputation management. As the former head of marketing communications for Unilever, she led transformational change, advancing enterprise communications in the social media era.






MEETING THE HIGH STANDARDS: WHOSE RESPONSIBILITY IS IT?Consumers are both overtly and covertly asking questions of your organization. How much do you want my business? How willing are you to let me walk away? Are you truly allowing my voice to be heard?

Marketers indeed have their work cut out for them to keep pace with consumer behavior shifts, higher service demands, and constantly emerging engagement platforms. In decentralized organizations, the challenge is exponentially greater. Developing, deploying, and discerning the outcomes of all the related fields on the marketing landscape – channels, platforms, engagement, community, content, ROI – is one job. Optimizing the total impact of these tactics, however, is job one.

But whose job is it? Who is responsible for the holistic view a customer has of your company or brand? And if it’s not one person, how do you structure the organization to align accordingly? Even more importantly, what kind of roles and talent are necessary to best capitalize on the mission-critical opportunity to increase loyalty, harness advocacy, and drive growth through enterprise-wide engagement and marketing communications mastery?

COLLABORATE AND INTEGRATE FOR GREATER RETURN ON INVESTMENTTruly integrated marketing and communications provide an opportunity to aggregate a better engagement. When a customer has fractured interactions across mediums – from in-store to online – it diminishes your ability to create a better and deeper customer experience. If you apply the “rule of seven” (that the prospective buyer should hear or see the marketing message at least seven times), think of the efficiency and ROI to be gained by a more holistic approach.

In addition to executing internal tactics, it is also necessary to respond to moves by competition in order to achieve consideration, preference, and ultimately share of wallet. If different executives, different departments, and different agencies are each working without collaboration, customers will notice (at least on some level) a differentiated experience.

Even if they don’t, how can disconnected experiences underscore company values and make a company stand out against its competition? The organization needs to foster enhanced collaboration and reduce any residual territorialism by departments and agencies.

of customers say that valuing their time is the most important thing a company can do to provide good service.

71%

What are you saying about your company – and more critically, what are your customers seeing and hearing?

Source: Forrester (2013)






BREAKING DOWN THE SILOSFrom a customer’s point of view, communications, content, and community are inextricably linked. And yet these responsibilities often reside as completely separate entities within a corporation. Departments – digital, PR, social, advertising – remain siloed and, even more critically, so do the dollars.

A more holistic approach that better reflects today’s prismatic and multi-dimensional landscape enables the organization to facilitate decision-making, cross-channel optimization, and inter-disciplinary effectiveness.

Think of it like light shining through a prism. If marketing and communications teams cast multiple lights, the refracted rainbows may be pretty and plentiful in their impressions, but dizzying to those trying to absorb the message.

Remember, how you deal with the light once it is reflected back at you counts significantly as well. All the goodwill a company builds can be eroded customer by customer if the brand or behavior they encounter feels disjointed from experience to experience.

CREATING THE HOLISTIC EXPERIENCEToday, how you communicate with customers is mission-critical to the success of your business – as is how you communicate and align across all departments, including marketing, customer service, public relations, social media, community management, corporate communications, employee engagement, and legal. For greater effectiveness, consider the following:

To gain a competitive advantage and deliver greater ROI with communications, it is vitally important for leadership and every essential department to be on the same wavelength.

1. Be prepared: Anticipate any issues with clear roles and responsibilities, guardrails, and ready responses.

2. Break down silos: Organize, collaborate, and budget differently.

3. Rally stakeholders: Foster connectivity, shared goals, and accountability.






On the past and

future of socialReflecting on 2014 and Looking Forward to 2015

SHARON LASURE-ROYSenior Consultant Social

Media, Florida Blue, Florida’s

Blue Cross and Blue Shield Plan


Duke Energy

EDWARD DZIALOWSKIPartnerships and Strategic

Alliances Manager,

Cheil Worldwide

Lisa H. Stryker started at Duke Energy as their first social media specialist and now leads the company’s social media team, helping people feel good about the folks who provide their power. @Lisa_Stryker

Florida Blue’s Senior Consultant Social Media, Sharon LaSure-Roy is responsible for developing, managing, and implementing a digital strategy that supports Florida Blue’s corporate mission and digital communication priorities. @sharonlroy

Edward serves as the Partnerships and Strategic Alliances Manager at Cheil Worldwide, Inc., a full services and solutions advertising agency headquartered in Seoul, South Korea. Edward’s main focuses are enterprise digital marketing technology and solution management. @teddycanada

What trends do you see on the rise in social for 2015?Q:

A:I expect major trends to surface in terms of connecting offline and online consumer experiences through online to offline implementations in malls, retailers, stadiums, airports, and other DOOH (digital out of home) venues. Sophisticated brands, large and small, will embrace beacons more readily and interface consumer activity between beacons and their brands’ social channels.

A:Relevance is a trend that will influence how we use digital communication. In our industry, customers can use many resources to get information. We know our communication will have to be extremely relevant to our audience, so we remain relevant to them. This may involve targeting communication on specific social channels that are important to particular audiences.

A:What I’m seeing is that everything is getting shorter, quicker, tighter. Fewer words, more pictures and infographics, shorter videos. I see a lot of companies developing platform-based strategiesand consolidating social media properties, trying to get a handle on social media sprawl. The trend is toward a refined focus in strategy.

EDWARD DZIALOWSKIPartnerships and Strategic Alliances

Manager, Cheil Worldwide



LISA STRYKERSocial Media Manager, Duke Energy

Q&A





http://twitter.com/Lisa_Stryker

http://twitter.com/sharonlroy

http://twitter.com/teddycanada


What is your company’s social strategy going forward in 2015? How is it changing from your strategy in 2014?Q:

A:In 2015, we plan to continue focusing on building strategic partnerships with social technology providers and paid digital media innovators throughout our agency network in order to increase our digital capabilities. These kinds of services are excellent tools for engaging and activating our network and clients, helping them transact digital media efficiently and effectively.

These initiatives build upon our 2014 strategy, which centered on rebuilding our complete digital marketing framework by embracing “digital transformation.” Clients are undergoing their own digital transformation, and it is equally relevant for agencies, vendors, and innovators to stay on the cutting edge and reinvent themselves constantly.

A:Here at Florida Blue, our 2015 strategy is to support profitable company-wide growth through timely and engaging communications. These goals are an evolution of our 2014 initiatives, not a complete shift in strategy. With social media, we aim to humanize the Florida Blue brand, increase awareness and position ourselves as a thought leader in health care.

A:Our main social strategy going forward is to simply tell our story – or, rather, stories. This is a company made up of thousands of amazing people who are dedicated to their work and communities. Our social media channels are the perfect medium for sharing all the individual stories that make up the huge body of work we do as a corporation. This is not a full strategic pivot of our past tactics, just a continued refinement of a long-term strategy.




Duke Energy








How do you think social media will influence marketing and advertising in 2015?Q:

A:As social media has become a much more established medium and synonymous with marketing and advertising, the pendulum of influence will swing in the opposite direction. Brands will develop more mature and sophisticated business requirements for campaigns, which will force social media to evolve further instead of becoming an inhibitor. The genesis of new and successful social networks may be inorganic and highly influenced by brand behavior instead of consumer behavior.

A:Rather than social media influencing marketing and advertising, I predict increased partnership between these teams and the social media team in order to produce consistent and efficient communication that delivers on our mission and values. At BCBS, we have become an organization where the social media team is part of an integrated marketing and advertising plan, not just an afterthought.

A:There’s a trend toward experiential advertising, and social media is a natural platform for enhancement to this approach. There’s also a downward trend in organic reach for promotion-heavy content, so companies are challenged to think carefully about what their audiences want from them if they want their content to be seen.






Duke Energy

One trend that we predict in 2015 is increasing social media budgets. What do you think these additional resources will improve or help accomplish?Q:

A:A large proportion of new social media budgets will be allocated to paid digital spend. Leading this change is Facebook’s continued modification to its edge rank algorithm, which is slated to move organic post exposure closer to 0%. For brands with a more established social presence, digital media will be used to sustain and improve the brand health of their social channels, including consumer engagement. Brands that are in a growth stage will use the digital spend to scale their fan base and yield higher-quality fans in the process.

A:Additional resources can help teams working in non-traditional channels to spread the word about the potential of social media – specifically within an organization. When resources are applied to “socialize” social and educate employees about its benefits, it’s a sound return on investment. It is kind of cliché to say, but once the employees of an organization become aware of the power of social media, the exponential value on the brand can be tremendous.

A:A bigger budget has allowed us to build out our team, which is in turn allowing us to provide greater support to the business. That support will enable our colleagues to incorporate social media tactics into their overall plans for community engagement, customer service, corporate storytelling – anywhere there’s a human connection, we can look at how we might strengthen our relationships through social media channels. Our aim is to coach, train, and enable our colleagues. Social media belongs to the whole business.






How do you see the industry’s overall attitude toward social media changing over the next year?Q:

A:One current problem with the social media industry is ghost traffic or “bots” that actually comprise a large amount of overall Internet traffic. This has led to attitudes questioning the overall transparency, methodology, and validity of measuring and benchmarking results on social media networks. Further scrutiny arises when brands are paying a premium for reaching audiences. More widespread enforcement of standards and consistent verification of vendors will be needed to help normalize expectations and reduce false clicks and impressions from bot traffic.

A:Since social media is all about relationships, next year we will see how consumer relationships with brands will be strengthened or weakened. Do consumers really want to engage with brands to share moments of their lives, or do they just engage because they see it as a way to get what they want at a moment’s notice?

A:Every year, social media is taken a little more seriously by leadership. Credibility and the perception of value improves. The trend toward bigger budgets is clear evidence of that. We’re also getting a seat at the table in the strategic stages of planning more often now. That paradigm shift brings greater responsibility to demonstrate value, and that’s an exciting challenge to face down.





LISA STRYKERSocial Media Manager, Duke Energy

Social media marketing budgets are projected to double over the next five years.

2014 2019

Source: Social Fresh (2014)






NEW YORK, NY (HQ)29 West 35th Street 7th Floor

New York, NY 10001 USA

(917) 933-7800

Sprinklr is the most complete enterprise social media management technology in the world, purpose-built for large companies to drive business outcomes and manage customer experiences across all touch points. Called “the most powerful technology in the market” by Forrester Research, Sprinklr’s fully integrated social media management software powers more than four billion social connections across 77 countries. Headquartered in New York City with more than 700 employees globally, Sprinklr is revolutionizing customer engagement for more than 750 top enterprise brands, including IHG, Intel, Microsoft, Samsung, and Virgin America, and partners like Deloitte, Accenture, R/GA, Golin, and AKQA. For more information, visit sprinklr.com or tweet us @Sprinklr.

NEW YORK SAN FRANCISCO AUSTIN LONDON PARIS HAMBURG BANGALORE DELHI





http://twitter.com/sprinklr

Documents

Journal IT’S TIME TO of START OVER Customer Experience › wp-content › uploads › securepdfs › ... · 2016-11-28 · Journal of Customer Experience 9 Social News Facebook