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AGENDA: SOCIAL MEDIA MARKETING: TWO-DAY WORKSHOP
1.0 EXECUTIVE SUMMARY
Welcome to the two-day course on Social Media Marketing. We hope you will actively participate in making this training successful. The Internet is fast becoming the most influential resource for buying decisions by prospective customers. Sophisticated buyers are now in control with more products, channels and competitors to choose from. This training is specifically targeted at marketing executives who face significant challenges incorporating new media concepts into the marketing mix. This intensive session will provide helpful tips and techniques to get started in using social media tools and applications. It is aimed at participants who want to roll-out an effective social media strategy. Learn to use Facebook, Twitter, Instagram, YouTube and visual storytelling techniques to fire-up enthusiasm among your fans and followers, and grow an online community of brand advocates.
2.0 OBJECTIVES AND LEARNING OUTCOMES
Learn to use the latest online, social and mobile tools and applications to run effective marketing programmes.
Build and grow a community online, find leads and prospects, engage and win customers for your brand, products or services through social media channels.
Plan and strategize an integrated marketing campaign that combines traditional and social media channels.
Measure the effectiveness of social media marketing campaigns.
Improve internal, external communications and online reputation management.
Upon completion of this course, you will be able to:
Understand how to align your social media marketing strategy to your overall agenda.
Evaluate which channels, content, tools, apps and techniques to use for your social media marketing strategy.
Apply a rigorous planning process to all stages of your marketing lifecycle.
Measure success of your social media marketing activity
Manage the risks of social media and plan effective strategies for online reputation management.
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3.0 PROGRAMME OUTLINE
DAY 1 9am -10am MODULE 1: Key Trends in Social Media
Engaging the 21st century audience via social media tools
Social media trends: Malaysia vs global context
Keys to social media: listen, connect, engage, measure
Case studies and examples
10am-10.15am: Break 10.15am-11.30am MODULE 2: Branding and Identity Online
Your online brand is shaped by your advocates and community on social media. Posts, tweets, comments, photos, videos all have an impact on your bottomline. What is the social web saying about your brand, product or service at this moment?
Search Engine Marketing: What is your brand value, messaging and linkability online
10 tips on Google, basics of SEO and analytics
What tools to use to track, monitor and manage your social media brand online Exercise 1: Audit your brand and monitor keywords using alerts
11.30am – 1pm MODULE 3: Social Media Marketing
Four pillars of engagement: Content, Communications, Credibility, Community.
Different types of social media use: eg: thought leadership, news updates, social responsibility, customer support, etc.
Choosing your channel: Blog, Twitter, Facebook, LinkedIn, YouTube, Pinterest, Tumblr, Instagram, Whatsapp, WeChat, Telegram, Viber, Line, Snapchat
Guidelines to moderate comments and manage negative feedback.
Best practices of posting on social media channels
Posting guidelines, tagging, timing, scheduling, responding to comments. 1pm- 2pm: Lunch
2pm – 3.15pm MODULE 3 (Continued): Exercise 2:
Set up an account using Wordpress, Blogger, Twitter or Facebook.
Tips to post audio, pictures and embed videos.
3.15pm – 3.30pm: Break 3.30pm – 5pm MODULE 4: Social Media Marketing Case Studies
Lessons from a successful social media campaigns
Dos and don’ts of leveraging and pitching bloggers, fans and followers.
Tips on using photos and videos.
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Promoting events on social networks.
The power of viral videos and social media campaigns
DAY 2 9am – 10.15am MODULE 5: Social Media Marketing Strategy and Planning
Mapping the social media plan and controls for strategy execution
Setting the agenda and strategy planning
Justifying budgets and convincing management
The importance of training and setting guidelines for employee interaction
Tips on policy development and responsible social media participation 10.15am – 10.30am: Break 10.30am – 11.30am MODULE 5: (Continued)
Working with your IT department to define parameters
Best practices and lessons learnt from various case studies
Setting KPIs: Tracking and measuring performance 11.30am – 1pm
Exercise 3:
Break out into teams.
Map out a marketing strategy for your next social media campaign
Presentation and critique by facilitator 1pm – 2pm: Lunch 2pm – 3.15pm MODULE 6: Marketing, Media Relations and Crisis Communications
Media relations and reputation management in the social media world.
Pro-active engagement on social media
Countering the trolls: Handling gossip, hoaxes, parodies, faked photos, video mashes, rogue websites, incriminating video and brand terrorists.
Executing a quick turnaround on negative brand attacks: The options available
Case study analysis: Various local and international case studies
3.15pm – 3.30pm: Break 3.30pm – 4.15pm
Exercise 4: Role-play scenario and presentation
Participants will form teams and undergo a social media crisis scenario
Critique and feedback will be provided by facilitators 4.15pm – 5pm Wrap-up, fill up feedback forms and certificate presentation
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4.0 FACILITATOR PROFILE: JULIAN MATTHEWS
Diploma in Multimedia Production, SAE, New Zealand, Certified Trainer by Human Resource Development Council of Malaysia. Julian Matthews was a journalist in print and online for 20 years before embarking on a career in media training for the past ten years. He has developed, designed and presented training workshops at public conferences, seminars and bootcamps and also in-house, customized programmes for multinationals, public-listed companies, small-and-medium-sized enterprises and non-government organisations. Julian has coached C-level executives and senior management one-on-one in preparation for a press conference or live broadcast media interview. As a trainer, he has conducted workshops entitled Effective Media Spokesperson, Effective Media Relations, Effective Investor Relations, Crisis Communications, Corporate Social Media, Social Media Marketing, Online Advertising and Multimedia Journalism Julian began his career as a freelancer for the local broadsheet New Straits Times at the age of 20 before becoming a fulltime journalist with The Star in 1984. He switched to travel writing in 1989 and won the Tourist Development Corporation’s Best Travel Writer award that same year. Since 1991, he has established a career as a professional business and technology writer for various corporations, trade publications, magazines and online media. For 14 years, he was the Malaysian correspondent for Nikkei Electronics Asia, a magazine for Nikkei Business Publications, Inc, the largest trade publisher in Japan. He was also one of the pioneers of online journalism in Malaysia, contributing to AsiaBizTech, a website also published by Nikkei Business Publications, Inc based in Silicon Valley in 1997. Besides AsiaBizTech, he was also at various times the Malaysian correspondent for some of the most prominent online technology and business publishers in the Asia Pacific region including CNET, ZDNet and Newsbytes, a Washington Post-Newsweek subsidiary. As a journalist, Julian was skilled in writing and editing news stories as well as doing analyses and feature stories. In the last ten years, as a consultant and trainer, Julian has extended his experience and services to multinationals such as Accenture, Bayer, Chevron, HP, IBM, HP, Lend Lease, Maxis, Nestlé, Petronas and Proton. He is also the director and co-founder of consulting and training firm Trinetizen Media. Julian presents regularly for Intelectasia’s annual PR Bootcamp series on Social Media PR. He is also the media trainer who trains the media. He has developed and presented over 30 workshops on Multimedia Journalism, Social Media Journalism and Mobile Journalism for reporters, editors and photographers of leading English daily The Star, national news agency Bernama and national broadcaster RTM, which were specifically for media professionals transitioning to online media.
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5.0 COMPANY PROFILE: TRINETIZEN.COM
Trinetizen Media Sdn Bhd is an independent media training company and consultancy set up in 2000 and based in Petaling Jaya, Malaysia. It is co-founded by Anita Devasahayam and Julian Matthews, former journalists who have extensive experience in media relations, consulting and training.
The company develops and presents customized, in-house training programmes for senior management, executives and professionals in local companies and multinationals on media relations, investor relations, crisis communications, corporate social media, multimedia journalism and effective spokesperson communications. As certified trainers, we have trained over 500 senior management, executives and professionals in multinationals, small-and-medium enterprises and non-governmental organisations. We have also trained over 300 journalists, editors and photojournalists in The Star, the
No 1 English daily in Malaysia, Bernama, the national news agency and RTM, the
national broadcasting station, the Commonwealth Journalists Association and publishing
houses HCK Media and Mongoose Publishing from 2006-2016.
We also consult with clients on formulating crisis communications plans and media
relations strategies for online and print media and continue to produce news and feature
stories for placements in targetted media.
The panel of trainers are certified to conduct training for employers who are contributing to the Human Resource Development Fund (PSMB).
PARTIAL CLIENT LIST: Advanced Micro Devices Inc, Bayer Co (M) Sdn Bhd, Bernama
(National News Agency), Bursa Malaysia Bhd, Celcom Bhd, Chevron Malaysia Ltd,
Cybersecurity Malaysia, DiGi Telecommunications Bhd, Embassy of Japan, ExxonMobil
Exploration and Production Malaysia Inc, Golden Screen Cinemas Sdn Bhd, GITN Sdn
Bhd, ING Funds Bhd, Johnson Matthey Sdn Bhd, Jotun (M) Sdn Bhd, Kulim Technology
Park Corp Bhd, Kuwait Finance House Bhd, LKT Industrial Bhd, Maybank Group,
Motorola Malaysia, OSK Investment Bank Berhad, Palm Oleo Sdn Bhd, Packet One
Networks (M) Sdn Bhd, Public Mutual Bhd, Penang Seagate Industries (M) Sdn Bhd,
Radio Televisyen Malaysia (RTM), Recall Malaysia, Securities Commission, Selangor
Dredging Bhd, SDB Properties Sdn Bhd, Taylor’s University College, Telekom Malaysia
Bhd, Texchem Resources Bhd, WAO Malaysia, WWF Malaysia.
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6.0 TESTIMONIALS
Cited in book Asia’s Media Innovators by Stephen Quinn
(The Star Group in Malaysia) also employed former Star journalists Julian and Anita
Matthews as multimedia trainers. “We prefer to outsource because we have lots of good
trainers in KL. And our training manager is on-board when it comes to multimedia,”
Asohan (Aryaduray, former editor for new media) said. In the multimedia training
courses Star journalists learned how to create their own slide show and put it on the
Internet, shoot video, and use 3G phones to take pictures. They practised how to make
a story out of the content they gathered and how to find information on the Internet. On
the last day they had to create a multimedia story and put it on the Net.
“Julian is a master at his craft. He pulls out an array of real-life and personal experiences to illustrate his points. As a former journalist he knows all the tricks of the trade,” Mohamed Iqbal, Head of Retail and Commercial Banking, Kuwait Finance House Bhd. “It was an excellent, informative and entertaining workshop! Julian keeps the pace going nicely, no slow/meandering lecturing, introduced us to the stuff and moved on. Also mixed tech how-to’s with inspirational/mentoring. Great!” Andrew Sia, Chief Reporter, Star Publications Bhd. “A well-organised training full of fun and information on how to handle the media. Both trainers are experienced and have the ability to motivate the participants,” Tuan Haji Ismail Harun, Vice President, Corporate Office, Packet One Networks (M) Sdn Bhd. “Julian did his homework on our organisation very well. It helped participants to relate to the subject/topics being discussed,” A. Shukor Rahman, Communications Manager, Malaysian Software Testing Board. “Very beneficial training session. Trainers are very engaging with up-to-date materials. Group discussion and mock session very beneficial,” Mokhtar Ali Ismail, PGPA Manager, Chevron Malaysia. “This is a great platform to get myself updated about the media. The knowledge should help me improve my work in media planning and management, as well as improve the way I should assist in handling media and media-related issues for my company,” Cindy Thean, Pacific Mutual Fund Bhd. “A short brief intro into media training – yet well covered and delivered in a fun and lively way.” Sharon Chow, Bayer Company Malaysia. "Very interactive workshop with lots of humour which keeps the workshop alive," Ng Yen Yen, Penang Seagate Industries. "It was very interesting and informative. I'll definitely recommend friends and colleagues to attend your seminars," Ivan Goh-Lee, Texchem Resources Bhd. “I learnt a lot of useful tips that I can apply in my daily job with regards to social media. Excellent!” Adeline Abdul Ghani, Asst Mgr, PR & Communication, Gleneagles Kuala Lumpur.
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Social Media Marketing
2
Learning Objectives1. To learn about a variety of social media tools
to help us listen, connect, add value and measure.
2. To identify a strategy for roll-out of a social media marketing plan for your organisation.
3. To learn from successful social mediacampaigns.
4. To understand how to use social media tools to nurture a community of fans and followers and turn them into brand advocates.
5. Improve internal, external communications and online reputation management.
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3
Module 1:
Key Trends in
Social Media
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The Internet circa 1995
3
5
The challenge in 2016 and beyond
Early days…
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4
7
Media diet has changed
5
“57 channels and nothing on” –
B.Springsteen
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Multi-screen watchers
Where is everyone?1.55 billion monthly active users
Malaysia: >18 million
1b unique users/month, 6b hrs watched/month100hrs of video uploaded/1 min
1b active users/monthMalaysia: 75% penetration
400 million active users/month
414m registered usersMalaysia: >2m
320m monthly active usersMalaysia: >2m (estimate)
200m daily active usersMalaysia: ?
217 million blogs
76.5 million blogs
100 million active users 12
Sources: Statista(Feb, 2016), ExpandedRamblings.com, Facebook, Linkedin, Twitter,
Socialbakers.com ,YouTube , GreyReview, Google, Tumblr, Instagram, Whatsapp, DMR
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14
8
Living in a selfie world
15
The comeback
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9
Cameras everywhere
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Who made this mess?
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10
Back to basics
Audience : Who
Story : What
Context : Why should I
care?
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Case study: Zalora surprises couple after exchange on Facebook
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It began with Facebook post…
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The request
13
The “viral” campaign:ALS ice bucket challenge
• Simple: Visual, fun, shareable, easy to replicate
• Gamify: Set up a challenge that was passed on to 3 others, feel-good factor of supporting a worthy cause
• Authentic people power : Attracted celebs and ordinary folk. Real stories of people with ALS and their family and friends.
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26
Can we ignore
social media?
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27
There will be consequences…
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1. You won't know what people
are saying about you
The conversation is taking place anyway.
You can choose to participate or you can
ignore it, but people are talking -- even
when you're not listening.
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2. You won't know what's going on
Listening in to conversations on Facebook, Twitter and the
blogosphere is like having a free focus group going 24/7.
If you listen to your market, you'll be able to anticipate
customer needs, make better products, improve services and
hear what's wrong with what you are currently delivering.
30
3. No one knows the real you
• Someone may already be squatting on your brand and
spewing false corporate messages
• If you don't secure your brand accounts on Twitter,
Facebook, no one will know if it's real or fake.
• Get out there with your own voice and establish a
reputation for authenticity and truth - it's a lot harder
for someone else to hijack your brand.
16
31
4. When you need a voice, you won't have any credibility
• Typically, organizations only think of a blog or a
Twitter account, after a crisis hits.
• Whether you're talking online or off, it takes
months – even years – to establish trust in a
relationship.• You need to start the conversation in order to
start making deposits in the bank of trust. Then when you need it, the credibility will be
there.
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5. You're giving away a
competitive advantage • Whether you are listening
or not, chances are your
competition is monitoring
what your stakeholders
are saying about you.
• They may get the
feedback you don’t and
be able to bring a new
product to market faster,
and meet the needs of
the marketplace better
than you can.
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4-step social media guidance
Step 1: Listen
What are people
saying about your
brand online?
Who’s saying what?
Who comments and
responds?
What they say and
how they say it.
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35
Make friends – one at a time
Participate in conversations and find your voice
Observe comments and reactions, if any
Do not dominate the conversations!
Step 2: Connect
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2/3 of the economy now influenced by
personal recommendations – McKinsey&Co
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Step 3: Add value
Find unique and
genuine ways to reach
out to help.
Bring authority and
credibility to the
conversation.
Do not flood streams
with marketing
messages!
38
Step 4: Measure
Track engagement, pageviews, unique visitors, downloads, subscribers, followers, fans
Cost savings, sales and call-to-actions
Measure sentiment, positive vs negative comments, issues resolved, feedback received
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Five key trends in social media
marketing in 2016
1. Mobile-centric: It has to work on phones
2. Visual: Rise of videos, photos, infographics
3. H2H: Humanizing the experience wins
4. Social media management going in-house,
round-the-clock monitoring is the reality
5. Early days yet, big corporations still make
blunders
It’s not the technology,
tools, devices or apps.
It’s the story.
So what’s your story?
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1
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Module 2:
Branding
and identity
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I don’t know who you are.
I don’t know your company.
I don’t know your company’s
product.
I don’t know what your company
stands for.
I don’t know your company’s
customers.
I don’t know your company’s
record.
I don’t know your company’s
reputation.
Now – what was it you
wanted to sell me?Moral: Sales start before your
salesman calls…
2
3
Google Quotient
• Findability: Can your brand name,
product or service be found easily?
• Linkability: Are you linking out and being
linked by others?
• Relevance: Are the search results
relevant to your potential customers?
• Differentiation: Are the generic searches
for your product or service rated higher
than your competitor’s?
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Search engine results are key
• 68% click a search result in the 1st page of results
• 92% will go up to (at most) 3rd page before
changing query (half will switch after 1st page)
• 39% believe that the companies whose websites
are in top search results are the leaders in their
field.
Key lesson: If you're not ranking well for your
desired search terms, brand names and other
important key words and phrases, you're missing
out on significant, highly qualified traffic.
Source: iProspect & JupiterResearch, Search Engine User Behaviour
Study on Google, MSN, Yahoo! Users, 2008
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5
British Airways vs Virgin Atlantic:
A basic search results
comparison
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“British Airways” – 1st Page Results
Source: http://www.distilled.co.uk/blog/reputation-wars/reputation-wars-british-airways-vs-virgin-atlantic/
1. www.britishairways.com - Owned
2. www.britishairways.com/travel/home/p
ublic/en_gb - Owned
3. www.baworldcargo.com - Owned
4. www.baworldcargo.com/tracking -
Owned
5. en.wikipedia.org/wiki/British_Airways -
Positive
6. www.britishairwaysjobs.com - Owned
7. www.britishairways.no - Owned
8. www.baa.com - Positive
9. www.oneworld.com/ow/member-
airlines/british-airways - Owned
10.www.baholidays.com/packages/ -
Owned
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“British Airways:2nd Page Results
11.www.foxnews.com/story/0,2933,291
304,00.html - Negative
12.www.bavirtual.co.uk - Owned
13.ocaoimh.ie/tag/british-airways/ -
Negative
14.www.bafc.co.uk - Owned
15.www.londoneye.com - Owned
16.www.britishairwaysrfc.co.uk -
Owned
17.www.topix.net/com/bab - Positive
18.www.worldtracer.aero/filedsp/ba.htm
- Positive
19.www.gbairways.com - Positive
20.www.flybmi.com/bmed - Positive
8
“Virgin Atlantic” – 1st Page Results
1. www.virgin-atlantic.com - Owned
2. www.virgin.com - Owned
3. virgin.com/uk/default.asp - Owned
4. en.wikipedia.org/wiki/Virgin_Atlantic
_Airways - Positive
5. www.virginatlanticglobalflyer.com -
Owned
6. www.flyingwithoutfear.info - Owned
7. www.v-flyer.com - Owned
8. www.virginatlanticflights.com -
Owned
9. gs19.globalsuccessor.com/fe/tpl_virg
in01.aps?newms=hm - Owned
10.www.airlinequality.com/Forum/vir_atl
.htm - Positive
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“Virgin Atlantic”: 2nd Page Results11.www.cheapflights.co.uk/airlines/virgi
n-atlantic.html - Positive
12.www.forbes.com/forbeslife…etc -
Positive
13.www.forbes.com/forbeslife…etc -
Positive
14.www.virginatlanticglobalflyer.com/Mi
ssionControl/Tracking/ - Owned
15. farechase.yahoo.com/airlines/virgin_
atlantic-214281 - Positive
16.www.engadget.com/2007/01/17…etc
- Positive
17.www.virginmobile.co.za/…etc -
Owned
18.www.cheapflights.com/airlines/virgin
atlantic.html - Positive
19.www.fastcompany.com/…etc -
Positive
20.www.usatoday.com/…etc - Negative
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British Airways vs Virgin Atlantic
1. Own website
2. Own website
3. Own website
4. Own website
5. Positive: Wikipedia
6. Own website
7. Own website
8. Positive: Airport website
9. Own website
10. Own website
11. Negative: News site
12. Owned
13. Negative: Blog
14. Own website
15. Own website
16. Own website
17. Positive: News Aggregator
18. Positive: Baggage Tracer
19. Positive: Travel booking site
20. Positive: Travel booking site
1. Own website
2. Own website
3. Own website
4. Positive: Wikipedia
5. Own website
6. Own website
7. Own website
8. Own website
9. Own website
10. Positive: Airline review site
11. Positive: Flight deals aggregator
12. Positive: Magazine site
13. Positive: Magazine site
14. Own website
15. Positive: Flight deals aggregator
16. Positive: Gadget news site
17. Own website
18. Positive: Flights deals aggregator
19. Positive: Magazine site
20. Negative: News site
Score: 42/50 Score: 44/50
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11
Love vs hate
• “I love British
Airways” - 436 results
• “I hate British
Airways” - 172 results
Score: 36 / 50
• “I love Virgin Atlantic” -
597 results
• “I hate Virgin Atlantic” -
3 results
Score: (49.75 rounded
up to) 50 / 50
12
Fun test: GoogleFight.com
7
Ways to monitor brands for free*• Google Alerts
• Socialmention
• Hootsuite
• Tweetreach
• Klout
• Twazzup
• Addictomatic
• HowSociable
• SumAll
• Mention
• Twitonomy
• Followerwonk
• Simple Measured:
http://simplymeasured
.com/free-social-
media-tools
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*Premium features are not free, some offer trial periods only for free
Source: https://www.brandwatch.com/2013/08/top-10-free-social-media-
monitoring-tools/
14
RSS• Rich Site Summary/Really Simple Syndication is a
method to syndicate web content out to users. Using RSS files, you can create a feed that supplies headlines, news, posts, comments, threads, photos, audio files, and even video to “subscribers”.
• Subscribers can use a dedicated software called an RSS reader or aggregator to “pull in” all their favourite web content into one location and scan quickly.
• Users can also use a web-based aggregator to pull-in feeds that are constantly updated and view a web page of feeds. Eg: Feedly, Netvibes, Alltop, My Yahoo
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Understanding basic terms
• Hits
• Pageviews, Impressions
• Unique visitors
• Downloads
• Embeds
• Timespent
• Traffic
• PPC =pay-per-click, CPM =cost-per-1000
• CPC= cost/click, CPA = cost/action
16
Google PageRank
• PageRank™ is Google's proprietary
system for ranking web pages.
• Google grades pages from PR 1 to 10
based on a complex algorithm that takes
into account the page's content, and the
number and quality of inbound links.
• The higher the inbound links, the higher in
the search engine results page (SERP)
your website/blog will appear after a query.
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Google AdWords
• AdWords is Google's flagship advertising
product, and main source of revenue.
• AdWords offers pay-per-click (PPC)
advertising, and site-targeted advertising
for both text and banner ads.
• Google's text ads are short, consisting of
one title line and two content text lines.
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Google AdSense
• Website publishers can earn a portion of
the ad revenue for placing Google-
administered text and image ads on their
sites or blogs.
• The ads generate revenue on a per-click
basis.
• Google utilizes its search technology to
serve ads based on website content, the
user's geographical location, and other
factors.
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19
Search Engine Optimization
• The process of choosing targeted keyword phrases related to a site, and ensuring that the site ranks higher when those keyword phrases are part of a web search.
Organic
PaidPaid
X
20
Wordtracker
• Enter in keywords and search phrases
• Find relevant terms
• Use for brainstorming as well as drilling down into specific phrases.
• Google Keyword suggestion tool:
Free version: http:// freekeywords.wordtracker.com
http://adwords.google.com/select/KeywordToolExternal
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Google Analytics• Tracks and generates detailed statistics about visitors to a site.
• Used to optimize AdWords campaigns by analysis of where
the visitors came from, how long they stayed, their
geographical position and where exactly visitors click on the
site.
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Google AdWords: search results
Exercise:
1. Search for keywords of your
product
2. Who’s advertising your
keyword?
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10 Google tips
10 Google Tips1. Capitalization, quotation marks: Google searches are
NOT case sensitive. Searches for najib razak, Najib
Razak, and nAjiB rAzaK will all return the same results.
Use “quotes” to home-in with specific search, - (minus) to
exclude words
Eg: “social media marketing case studies”
2. Limit to .my sites
Example 1: “contact centres” site:my
Example 2: “najib razak” site: gov.my, “najib razak” -my
3. Either OR. If you want to include either this or that in result
list, use the OR operator (must be upper-case):
Example: rosmah OR najib site:my (Leave out the OR,
Google returns pages that include both terms)
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4. Try searching News, Images
5. Finding specific FiletypesGo to Google > Advanced Search.Try finding Acrobat (pdf), Powerpoint (pps), Word (doc) Excel spreadsheet (xls) files.
Eg: filetype:xls site:bnm.gov.my
6. Older stuff and newer stuffTry Google Cached, or www.archive.org
7. Find definitions, synonyms eg: define:dodecagon
8. Tools: Calculator, Metric/Currency Conversion
Eg 1: 233 square feet in square meter OR 233 sq ft =? sq m
Eg 2: USD in ringgit, 5.6 million British pounds in MYR
Eg 3: half a cup in teaspoons9. Flight details
Eg 1: mh123Eg 2: flights from kuala lumpur to langkawi
10. Weather, time,
Eg 1: weather kuala lumpurEg 2: time london
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Module 3:
Social media
marketing
2
Definitions
• Social media: platforms that allow people or
companies to create, share or exchange
information via text, pictures and videos in
communities and networks using online
publishing and communication tools and apps.
Social media is rooted in conversations,
participation and engagement.
• Social media marketing: any form of direct or
indirect marketing that is used to build
awareness, recognition, recall, loyalty and call-to-
action for a person, brand, product, service,
business or other entity and is carried out using
the platforms, tools and apps of social media.
4
Tomorrow’s customers are today’s
“digital natives.”
3
5
The old communication
model was a
monologue.
6
The new communication model
is a dialogue.
4
7
“In 2016, if you’re
not on a social
networking site,
you’re not on the
Internet.”
Owned, Paid and Earned MediaOwned Media – These are the content
channels that you own. You create and
control it. Eg: Your website, blog, social
media pages.
Earned Media – This is the media that
you’ve earned. Eg: Press coverage of your
event, people voluntarily sharing your
content or discussing about you.
Paid Media – These are the third-party
channel that you pay to leverage. Eg:
Advertising, advertorials, sponsored content.
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Social media and you
• Four pillars of engagement: Content,
Communications, Credibility, Community.
• Choose the different types of social content that
plays to your strength: eg: newsy, humorous,
weekly thought leadership, customer support,
daily helpful tips, photoblog
• Choose your channel: Blog, Twitter, Facebook,
LinkedIn, Google+, YouTube, Mobile Apps
• Set guidelines to moderate comments and
manage negative feedback
• Use best practices of posting on social media
channels
6
Case study: Intel
• Turning followers into brand ambassadors
Source: Ekaterina Walter, Social Media Strategist, Intel
Get to know your audience
7
Make it fun with quirky questions, games, polls
Avoid automated updates*
• Frequent automated status updates
makes your Page inhuman
• Facebook hides repeated updates in
“Show Similar Posts”
• Space out updates so you don’t clog up
your fans News Feeds – 3 to 5 posts/day
• Find a balance between “official” updates
and being human and spontaneous
* Exceptions: Long weekend or going on leave or reaching customers in different
time zones. Do not post every tweet to FB, instead use Selective Tweets app and
#fb to cross-post relevant tweets.
8
Encourage shares, @mentions, show gratitude for sharing
• Use @<insert name of fan> to encourage
interaction
• Use of photos and videos gets a lot of traffic
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Meet f2f: Offline engagement
• Organize tweetups,
blogger meets and
Facebook fan days
or “meet the social
media team”
• Invite fans for
launches,
roadshows,
community projects,
sponsored events,
festivals
9
Provide house rules or
moderation guidelines
Celebrate milestones
10
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Facebook stats• 1.59 billion monthly active users as of December 31, 2015
• 1.04 billion daily active users on average for December 2015, 934 million via mobile
• 83.6% of our daily active users are outside the US and Canada
• 91% of millennials (15-34 year olds) use Facebook
• Daily active users in Asia: 300m
• Average user has 338 friends (2014)
• On average, more than 350 million photos are uploaded per day. Facebook now hosts more photos than the top 20 photo sites combined
• Facebook bypassed Google as a No 1 most visited site in US
• 65% of US Facebook users said they are more likely to buy a product based on a positive Facebook friend referral*
Source: http://newsroom.fb.com except * from eMarketer
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Your target audience is already on Facebook. No additional
registration or profile to fill to participate.
1. Built-in audience
Setting up a Facebook Page is easy - it doesn’t require a
developer or approval from IT.
2. Rapid rollout
A Facebook Page is free, versus high costs of developing
a custom social networking site. But note: Experts,
custom apps, games, landing pages cost money.
3. Minimal costs
Why Facebook?
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If you post something interesting, it will have a life of its
own.
4. Viral Features
Facebook is aggressive in deleting spammers, rogue
accounts and inappropriate content. This minimizes issues
in managing your own community.
5. Minimal Hassle
Hosting photos/videos is a lot easier and tagging makes
those photos easy for friends to share
6. Multimedia features
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Facebook, LinkedIn, Twitter and other social networks are
great ways to drive traffic to your flagship website, e-
commerce platform or other owned sites.
7. Referral engine
You can find new customers you would not have discovered
otherwise and review profiles to generate new leads.
8. Leads
You can engage with existing customers in new ways and
build longterm relationships for customer retention.
9. Engagement
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Friends’ recommendations of your promotions are better
received. Your giveaways, coupons, promos may trigger
call-to-actions and direct sales. It is easier to cross-promote
with partners.
10. Targetted promos
You can do one-to-one customer support and redirect to
right personnel for resolution.
11. Customer support
Proactive correction of misinformation, errors, inaccuracies,
myths and responding quickly to negative comments may
avert a crisis.
12. Reputation mgt
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Cons of Facebook• Facebook may change: While Facebook is the current
“it” social network, traffic may flatten and its future is not
guaranteed. If users abandon Facebook, they’ll be
abandoning your company/brand page too.
• You’re Limited to Facebook’s Feature Set: If
Facebook decides to drop or add features that aren’t
popular, or imposes restrictions that kill your
community’s growth, you’re out of luck.
• No Data Ownership: You are limited by number of
invites to your page and applications.
• Your Competitors Can Do the Same Thing: There are
no barriers to entry for Facebook pages. They can copy
the popular apps you develop. They can join your group
without your knowledge.
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Case study: CIMB on Facebookhttp://www.facebook.com/CIMBMalaysia
One-to-one customer
complaint resolution
Translation: Azmi: ‘That’s two months my salary was delayed because of technical issues with your
bank. CIMB – curse this bank!”
CIMB reply: Hi Azmi! Our apologies for the inconvenience caused. Please fill your details in the tab
CIMB Assists (http://bit.ly/CIMB_Assists) and we will have someone assists you.
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Recruitment
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CIMB advertises
for social media-
savvy employees
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CIMB ad copy
“CIMB is looking for someone who wants
to spend all day on Facebook and get
paid for it. We want to bring our brand
closer to our customers and stakeholders
and are looking for people to help us do
so. If you believe that social media is the
next step in getting people to connect with
brands and if this is something you are
passionate about, then read on!”
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Job: Asst Mgt/Exec-Social Media Team• Location: The World Wide Web
Responsibilities:• Create and execute social media
campaigns across the various platforms that CIMB has established communities in (forums, Facebook, Twitter, YouTube etc)
• Manage, monitor and engage in our online community as well as provide quantitative and qualitative insights based on feedback from this community
• Formulate strategies for programs on social media that will complement CIMB's initiatives
• Assist in the development of social media strategies as well as community management and implementation of social media campaigns across the region
• Requirements: Bachelors
Degree in any field, at least 1-3
years working experience in any
field
• Facebook & Twitter savvy
with an intimate knowledge
on developments of the media
landscape
• Able to work and engage with
people easily and comfortably
• Understand and appreciate
the difference between LOL
and ROFLMAO
• Please ensure that resumes are
submitted together with your
Facebook ID and Twitter handle
for our reference.
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News updates
16
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Marketing
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Tie-ups: Eg: CIMB and SF Coffee
17
33
FB Fail: What not to do
https://www.facebook.com/pages/Les-Deux-Garcons/190072754350375
34
Set up Facebook account (if you haven’t already)
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35
Best practices
• Turn on Follow
– Click downward arrow at the top right
– Click Settings
– Click Followers from the left column and then
check the Turn on Follow box
• Use authentic photos for Profile
• Fill up About section
• Post breaking news
• Include your own comments, analysis
• Use Interests lists
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Must-know Facebook Basics
Info
Update Status
Messages
Chat
Friend Request
Newsfeed
Join Group
Timeline
Like
Share
Comment
@ Mentions
Notes
Question
Privacy Settings
Acct Settings
Add photo
Create album
Tag photo
Upload video
Create A Page
Apps
Events
Vanity URL
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10 Facebook Tips1. Create a Page to promote events, conferences,
seminars, projects, launches, your website.2. Share: Be useful. Answer questions, offer tips,
guides, timely information. 3. Do link and promote to stories on your organisation,
but provide some other value-add or insider insight, this is not just a broadcast medium.
4. Be human: Show you care, be witty, disclose some of your personal interests, it helps to get to know you better.
5. Use apps to automate stuff: blog posts, Twitter updates ~ but don’t overdo it! (http://apps.facebook.com/selectivetwitter)
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10 Facebook Tips6. Tag all photos and videos with “Company ABC”
for events. Divide photos into separate albums.
7. Address new fans with personal messages
8. Have two or three admins as backups
9. For CSR: like-minded groups for related pages: eg
Breast Cancer Awareness, Eradicate Polio.
10. Use smart lists to divide group and target
messages once you have mastered various appsNote: Pages vs Groups: Pages are better for a long-term relationships
with your fans, readers or customers; Groups are better for hosting an
active discussion and attracting quick attention. Community pages are for
generic causes or topics. http://bit.ly/pagesvsgroups
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Facebook Page Basics
How To Start A Page:
http://www.facebook.com/pages/create.php
Facebook for Business
http://www.facebook.com/business/
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What type of Facebook pageis right for me?
Local Business or Place
page is best:• Merge with Bing Place data
(map & link on info tab)
• Fans can ‘check in’ to your
location
• Fields on info tab are more
detailed
• Categories help potential
clients find your business
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•Custom URLs
•Unlimited
Fans/Likes
•Can add Apps,
Custom Tabs,
Games
•Visitor insights and
analytics
• Indexed by search
engines and can be
seen by non-fans
•Messages appear
as updates
•Can target by
location, language
Why a Facebook page is the best for business:
Profile Groupvs vsPage
•Custom URLs
•Limited Friends,
Manual friending
•Line between
personal and
business blurred
•No analytics
•Cannot appoint
admins
•Limited custom
apps
•No custom URLS
•No support for
custom apps
•Can restrict who
can access: open,
closed, and secret.
•Can send bulk
message into inbox
of up to 5000
members
•No analytics
•Better for quick,
active discussions
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Steps to creating a new page1. Go To: http://www.facebook.com/pages/create.php
• Also a link to ‘Create a Page’ on the Home Page
• Links to ‘Create a Page’ In lower left corner of existing pages
2. Select the ‘Local Business or Place’ Page type
• Choose your business type category
• Enter business name & info
• Click ‘Get Started’
3. Log into the personal account you want to admin the page
• You will be prompted to do so if you were not logged in when you started
4. Fill out your ‘info’ tab with details about your business
• Add links to your website, Twitter, etc.
• Add info about what you specialize in and offer
• Make a good first impression that makes people want to like the page
5. Follow the steps on the “Get Started” tab
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‘Get started’ tab makes it easy!‘Get started’ tab walks you through:1. Adding images
2. Posting a status update
• Encourage your friends to share your page
• Announce a new website or promo offer
3. Adding a ‘Like’ button to your website
• Takes a little coding knowledge
4. Inviting friends & announcing to fans
• Upload an Excel doc
• Import email contacts
• Suggest to personal Facebook friends
5. Syncing to a mobile device
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Converting a Group to a PageFacebook DOES NOT allow you to convert a group
to a page– Groups were part of Facebook BEFORE Pages were
introduced
– When Pages were first introduced Facebook temporarily
allowed converting
– Only way to migrate group members to page fans now is
to ask them to ‘Like’ it
– Post new page URL on group wall and invite member to
‘Like’ the page
– Send a message and/or chat to members ask them to
spread the news & like the page
– Consider incentives to ‘like’ the page & suggest it (eg:% off
a service, coupons, being entered into a drawing for a free
gifts, etc.)
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Converting your Profile to a Page
• Facebook lets you convert a personal Profile into a Page! http://www.facebook.com/pages/create.php?migrate
• Cannot be undone – So be sure it’s your best option.
• Friends will be converted into fans that ‘Like’ the Page.
• Only photos will be transferred and privacy will be set to
public. NOTE: All other data lost!
• Your new page won’t show up in your follower’s interest
lists.
• You won’t be able to see personal messages from your old
profile.
• The posts from your profile will not transfer to the page.
• You will no longer be in any of the groups you’ve joined.
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A word of caution…1. Avoid shameless plugs on
how wonderful you or the
company are.
2. Your personal views are
your own, don’t post
updates in anger or in spite.
Nothing is private on
Facebook.
3. Don’t sign up for every
game/quiz and annoy others
with your updates.
4. Do not disclose confidential
information obtained
through work that may bring
the company into disrepute.
5.Don’t undermine your
effectiveness at work.
6.“Friending” should not be
taken literally – but others
may misconstrue this as
being partisan or biased.
7.Avoid racial, religious slurs
and personal attacks.
8.You are still a company rep
24/7: Verify facts, identify
sources before passing along
news. Make it clear if you are
skeptical of veracity of
information, if you are.
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Facebook jumpstarters
Fan Page Friday: Highlight one fan every
Friday
Expert hour: Set one-hour per week where an
expert answers questions on FB, ask them to
post questions early via video
“Office hours” – tell people when you are live.
Do live video eg: Ustream, Periscope
Surprise giveaways for lightning quizzes
Run polls asking people what they think about
a specific story or subject.
More tips: https://www.facebook.com/business/a/online-sales/page-post-tips
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Facebook: Some Features
• Follow Button
– http://www.facebook.com/about/follow
• Lists
– http://www.facebook.com/help/lists
• Timeline
– http://www.facebook.com/about/timeline
• Privacy settings
• Ads: http://www.facebook.com/ads/create/
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49
Allow Followers without Friending
• To allow others to Follow your Public
posts:
– Click at the top right of any Facebook page
and choose Settings
– Click Followers from the left-hand column
– Check the box to the right of Turn On Follow
– Subscribers can see only the things you
share publicly
50
Lists
http://www.facebook.com/help/lists
Create lists for Close Friends, Acquaintances,
Work Mates or Restricted. Good for targetting
posts to appropriate list of friends.
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Important considerations
• Promotion Guidelines:
http://www.facebook.com/promotions_guidelines.php
• Analytics: http://www.facebook.com/insights
• Sponsored stories:
http://www.facebook.com/marketing
• Facebook advertising:
http://www.facebook.com/advertising
• Facebook for Business:
http://www.facebook.com/business
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Case study: MASEngaging bloggers using Facebook
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• As part of MAS' blogger engagement
programme, 15 bloggers won a simple
contest and were invited to participate in an
exclusive cabin crew training programme.
• During the half-day programme, they were
given insights into cabin crew procedures on
grooming, first aid, emergency landing
evacuation, and water/raft drill.
• Location: Malaysia Airlines Academy, Kelana
Jaya
MAS: Blogger outreach
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1. Photos first posted on MAS Facebook page
2. Re-posted on blogger’s blog with personal account of
experience
3. Article re-posted on “Living Malaysian Hospitality” –
MAS blogSource: http://www.facebook.com/#/album.php?aid=75488&id=52798899711
http://lenaee.blogspot.com/2009/05/7.html
http://www.malaysiaairlinesblog.com/pt/blog/default.aspx?id=323&t=My-Dream-to-be-a-MAS-Cabin-Crew
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Would you trust a surgeon who
tweeted your operation?
29
57
#defahmi vs Blu Inc
58
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“Water me, please!”
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How are companies using TwitterEXTERNAL
• Customer service• News, blog updates• Branding, promotion,
marketing• PR, media relations• Finding leads,
prospects• Extending touchpoints• Community building• Networking, tweetups• Direct sales• Recruitment• Driving traffic to website
INTERNAL
• Connecting sales teams
• Coordinating
decentralized teams
• Event planning
• Project status and
updating staff, teams
• Employee support
• Mentoring
• Problem-solving
• Purely social
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CIMB on Twitter: Customer servicetwitter.com/cimb_assists
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Twitter: Best practices• Listen: Follow popular tweeters first
• Share: Find great stuff to share
• Be authentic
• Be active! No one is interested if your last tweet was from several months ago
• Don’t hard sell: If you are plugging your own product, service, event, cause, say so. Preface with “Shameless plug…”
• Preface a personal opinion with IMHO, or “My personal opinion is…”
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Scott Monty, Ford Motor Company
Head of social media, Ford
http://www.scottmonty.com
http://twitter.com/scottmonty
1. Always shows gratitude
2. Constantly corrects misinformation
3. Encourage conversation
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Frank Eliason, Citi, formerly of Comcast
SVP of Social, Citi
http://www.frankeliason.com
http://twitter.com/askciti
Formerly @comcastcares
4. Problem solver: Fields customer
support issues, re-directs to right person
5. Always helpful and adding value
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Lee Aase, Mayo Clinic
Director, Social Media, Mayo
http://tinyurl.com/smugu
http://twitter.com/leeaase
http://twitter.com/mayoclinic
6. Health tips
7. Sharing patient, inspiring stories
8. Promoting radio shows, webcasts
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“People relate to people, not companies,”
Tony Hsieh, Zappos.com,
Zappos.com: Shoevangelism
34
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Case study: Zappos.com
• Free shipping, a 24/7 open call center, and 365-
day return policy.
• Turned an e-commerce shoe site into a US$1B
business in 10 years. Sold to Amazon.com
• Obsession with customer service, little
advertising, organic word-of-mouth
recommendations.
• Five weeks of employee training on culture,
core values, customer service. Uses Twitter as
communications channel.
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69
70
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Twitter 1011. A tweet is 140 characters long
2. RT: re-tweet other tweets you think are worth
repeating,
3. @username: used to reply to someone or
engage in a conversation or as a hat tip. This
a public tweet everyone can see. Eg:
@username message
4. dm or d followed by space, then name of
person eg: d username message OR click
Messages (next to Profile). You can send
private message to someone only if they
follow you.
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Twitter 101: Using #hashtags5. The Hash Tag aka Pound Symbol [#] is
used to categorize tweets into topics, events, trends.Hashtags are the Twitter equivalent of keywords. eg: #socialmedia
6. Search specific hashtags and save those searches for future reference.
7. Tip: Use a unique hashtag to promote a contests, event or product eg: #contest123 (make sure no one is using it first)
8. #followfriday or #ff is used by a majority to spotlight individuals they consider worth following, not necessarily on Friday
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Short links
• Helps reduce character space. Became
popular with rise of Twitter
• Popular services: tinyurl.com, bit.ly
• Others: is.gd, snipurl.com, tr.im
• When posting a link, use Topsy.com to find
out how popular/timely the link already is
and whether your friends have already
tweeted/posted it.
• Bit.ly provides transparent stats: Add + sign
at the end of shortlink eg: bit.ly/123456+
1. 2.
74
Must-know Twitter Basics
Settings: Profile
Time Zone/Location
Email Notifications
Design
Follow
Tweet
RT
Reply @Username
Shortlink
Messages(DM)
#hashtag
Favorite
Interactions
Mentions
Searches
Lists
Trends
Post a photo
Post a video
Post to Facebook
Selective Tweets
Block spammer
Who To Follow
Apps
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75
Sample Twitter Accts/Lists
• Media on Twitter: http://www.mediaontwitter.com
• Journalists on Twitter: http://muckrack.com
• List of Malaysian journalists:
http://twitter.com/trinetizen/malaysian-journalists
• List of Malaysian media:
http://twitter.com/trinetizen/malaysian-media
• List of Malaysian politicians:
http://twitter.com/trinetizen/malaysian-politicians
• List of Malaysian celebs:
http://twitter.com/trinetizen/malaysian-celebs
• List of Malaysian brands:
http://twitter.com/trinetizen/malaysian-brands
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Exercise: Twitter• Go to Twitter (set up account, if you don’t
already have one)
• Find a news release from your site to tweet
• Make a shortlink using bit.ly of that story link
• Create 140-character tweet and add the
short link
• Find people to follow
• Create a list
• Re-tweet another person’s tweet
• Post a photo using Twitpic
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“In the past you were what you owned.
Now you are what you share,”
Charles Leadbeater
1
1
Module 4:
Social media
case studies
2
2
3
Case study 1: HP’s 31-Day Dragon Campaign
• HP provided its flagship notebook HDX Dragon systems
to 31 selected influencers to give away to lucky readers
on their sites over 31 days (one per blogger)
• Worth US$5,500: 500GB HDD, Blu Ray player, games,
movies, software.
• Each blogger was able to create
their own unique contest
• 31 days of ongoing discussions as
bloggers also created and shared
custom marketing materials,
graphics, logos, videos,
RSS feeds and then
cross-promoted these items.
4
ResultsMonth over month data from HPshopping.com
84% increase in sales on the HDX Dragon system 14% increase in traffic 10% increase in overall consumer PC salesSales figures for the month of the program set
several records. Usually a softer month and does not include
channel salesThe sales gains continued even 2 months after the
program
Costs
• Total cost for systems, shipping, software and
paying to offset taxes $250K (costs shared by HP
and partners)
• $0 media spend
3
5
6
Google reports well
over 380,000 links
discussing the 31
sites and giveaways.
Virtually no negative
comments about HP
or the promotion
associated with the
giveaway
Linkbait
4
7
Enthusiastic reaction
• 31 participating sites/blogs saw an average 150%
increase in traffic, with some increasing as much
as 5,000%
• Estimated reach for the programme is well over
50 million impressions (Alexa data)
• Coverage reached 123 countries and was
translated into 40+ languages
• Readers/entrants created more than 10,000
videos on sites such as YouTube.com and Blip.tv
• In excess of 25,000 entries received by
participating sites
8
Why it worked1. HP and Buzz Corps built up real relationships with
the influencers: “We really know them at a personal
level – we consider each other friends, not just cards in a
rolodex. We spent over a year demonstrating that we were
willing to do the right things for, with and by them and
therefore earned their trust.”
2. Provided the tools, then gave them control: They
helped design the rules and helped manage and organize
each other.
3. Not just for big boys: Mix of small and large blogs/sites
to vary the coverage
4. Social media marketing is about conversation, not
news: The HDX Dragon had been shipping for 10 months
when the giveaways began
5
9
“Word of mouth is so effective
because of the natural credibility
that comes from real people with no
profit or agenda tied to their
recommendations,”
Andy Sernovitz, Word of Mouth Marketing
mouse
10
Case study 2: Blendtec
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11
Blendtec’s viral videoshttp://www.willitblend.com
• 6 million views in 5
days
• Was 3rd most
viewed video on
YouTube
• 2006 revenue up
43%
• Blendtec, little-known blender company spends
US$50 to make unusual video
12
Case study 3: Dove “Real Beauty”• Unilever's “Campaign for Real Beauty”
marketing campaign sought to
challenge stereotypes.
• Featured non-models that did not fit in
with the idealized images of super-
models.
• Videos went viral online and raised
debates in countries it was launched.
Mothers were encourages to talk to
daughters about self-esteem.
• Some critics felt the campaign was
contradictory because it aimed to
convince women to buy Dove's Firming
range, a product for reducing cellulite.
7
13
Dove: Reinventing advertising
14
“Viral” Marketing
One of the most effective new marketing
strategies uses “viral” techniques that spreads
through “word-of-mouse” among members
8
15
Power of Viral Marketing
• Builds awareness through low-key
product/message placement
• Lets word-of-mouse spread your message
• Gets people talking about your product,
service or campaign
• Inexpensive: Others do the distribution
• No hard sell or interruption: It spreads
from peer to peer. Audience chooses to
view it and engage in conversation.
16
Viral Marketing: Cons
• Control
– You don’t control the distribution
– Randomness to who gets the message
• Context
– The context of the message can be distorted
since others are distributing it
– Audience may mash it up and change intent
• ROI
– May be difficult to show how it translates into
sales
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17
GM “Chevy Tahoe” campaign
• General Motors invited
Internet users to create or
remix their own
“advertisement” for the
SUV truck “Chevy Tahoe”
• A website was created with various elements of
video that the user could use to arrange the
commercial
• The user could also add their own “text” over the
video
18
Viral Marketing Campaign Misfires
The goal was to let users
interact with the product in a
fun, unique way. They would
then distribute their creation
and the message to friends and
via their blogs. GM hoped to
build brand awareness of the
new truck.
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19
Success? Or Not?
• Some Internet users decided to create
negative commercials that complained about
the environmental impact of the gas-hungry
truck.
• 21,000 user-created ads were submitted
• 2.4 million page views
• 80% of the ads were positive
• However, 20% of ads were critical
– The media coverage focused on the
negative
20
Fail: J & J Camp Baby blogstorm
• Johnson and Johnson invites mommy
bloggers a 2-day all-expenses paid event in
early April, 2008 at their HQ.
• Mommy bloggers looked forward to seeing
their friends, making new ones, lots of
conversation ensues in the blogosphere.
• Then two well-read moms, Julie Marsh and
Stefania Pomponi Butler, were “disinvited”.
• Apparently, it was an adults-only event with
no child care!http://getgood.typepad.com/getgood_strategic_marketi/2008/03/camp-baby-blogs.html
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Faking it: Online Street Teams
• Boston-based Alt Terrain arranges “alternative
media” marketing campaigns
• “Online street teams” infiltrate chat rooms and
blogs to post positive information on clients
• They pose as fans expressing spontaneous
opinions, but they are really paid promoters
• The web community hates fakes!
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Astro-turfing
• Avoid such techniques
like the plague
• If outted, there will be a
backlash.
• Online community will be
skeptical of future
campaigns.
Astro-turfing refers to a brand of artificial grass.
In marketing, is an artificial attempt at gaining
“grassroots” support covertly for a political or
commercial entity.
12
23
Case study: Post-it
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From prank to marketing campaign?
13
25
What not to do
• Dec 2006, pranksters covered a co-worker’s beloved
Jaguar with 14,000 Post-it Notes.
• Scott Ableman posts photos of prank on Flickr. Idea goes
viral online.
• A year passes before marketing geniuses at 3M Corp’s
Post-it Note thinks to capitalize on the viral success.
• In spring 2008, they contact Scott photographer to ask
about using the photos in a marketing campaign. He
quoted an amount for a typical licensing fee.
• Their response: They tell him they’d rather not pay
when they can just recreate the photograph
themselves.
http://www.all-about-content.com/2008/09/3m-carjacks-postit-note-jaguar.html
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3M Carjacks Idea
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27
Mentos-Diet Coke geysers
EepyBird’s
Experiment #4
video of geyser
fountain goes
viral.
Mentos site links
to video, then
supports record-
breaking events
around the world.
28
Contrasting reactions
• Mentos: “We are tickled pink by it,” says Pete
Healy, vp of marketing for company's U.S. division.
“When they appeared on Late Night with David
Letterman and The Today Show, we were there.”
The company spends less than US$20 million on
U.S. advertising annually and estimates the value of
online buzz to be “over US$10 million.”
• Coke: “We would hope people want to drink (Diet
Coke) more than try experiments with it,” says Coke
spokeswoman Susan McDermott. She adds that the
“craziness with Mentos ... doesn't fit with the brand
personality”.
15
29
“In the world of the Internet,
you don't own your brand. Your
customers and your users own
your brand,”David Sifry, founder
Technorati
30
Idea 1: Using Flickr.com
Memories come alive in photos
• The Star and Federal Hotel KL organises “1957
Photo Album” project in June 2007.
• Readers submit old photos with creative captions.
• Received close to 150 photographs.
• Held for over 12 weeks.
• The photo album was available for viewing at the
hotel and online at Flickr at visiting
www.flickr.com/photos/the1957album
16
31
32
Idea 2: Reaching out to fans
http://www.chevroncarsblog.com/
17
33
Idea 3: Adopt-A-Pilot
http://adoptapilot.blogs.com
34
Idea 4: Southwest Airlines viral video
contest
1. US airlines Southwest asked people to post a 20-second clip of something embarrassing or humiliating happening to them, with the winning video to be used in Southwest's official "Wanna Get Away" campaign.
2. Contestants signed up and posted video at http://www.youtube.com/group/Southwestcontest
3. Winning videos and honourable mentions were cross-posted at www.southwestwannagetaway.com.
18
35
36
Idea 5: Doritos chips contest
• Doritos’ “Crash the Super Bowl” contest
encouraged wanna directors to produce an
ad that would be aired during Super Bowl
2007.
• More than 1,000 submissions were
uploaded to Yahoo! Video and Jumpcut,
and voted on by consumers at
CrashTheSuperBowl.com
• Two winners were aired: ‘Live The Flavor’
and ‘Check Out Girl’.
19
37
Dale Backus, 21, and
Wes Phillips, 22, shot
the 30-second spot,
featuring Dale’s wife
Cori, with borrowed
equipment, a skateboard
and total expenditure of 12 dollars. They were
awarded a prize of $10,000 and a trip to the Super
Bowl in Miami, where the winning entry was
announced and aired during the game for est.
US$1.25m.http://www.crashthesuperbowl.com/
Production cost: US$12
1
Module 5:
Media relations and
Crisis Communications
1
2
2
3
From Twitter to Front page
4
Lessons
• 1-PERSON: A single person with a smartphone
can make a huge impact globally
• 2-WAY: Some characteristics of social media:
speed, amplification, pass-along value,
archival, offers instant feedback and more
engagement
• LIKE-ME: People care more when it’s someone
“like me”: more human, more real, more visual,
more believable, more authentic
3
5
Costa Concordia
6"In a short period of time the Concordia ship will pass very close. A big greeting to
my brother who finally gets to have a holiday….”
Facebook update of sister to head-waiter of ship
4
7
Hero vs Villain
“It takes 20 years to build a reputation and five
minutes to ruin it,” Warren Buffett
5
Why media relations and crisis comms?
1. Know and target the media9
2. Perception matters -- media visibility affects the bottom line
Takata shares plunge as Honda drops supplier
BP profits slump after
huge oil spill charge
Uber hits back at claims of thousands of rape and sexual assault complaints
Jury Orders J&J to Pay $72M in Ovarian Cancer Talcum Powder Case
Volkswagen Shares Dive
on New Emissions Woes
6
3. You are already a brand ambassador(so you need to know how to promote your company’s agenda 24/7/365 to the media)
11
4. One bad interview can ruin your company’s reputation
12
7
13
Relationships matter: Know the editors
Jalil Hamid,
New Straits TimesJahabar Sadiq,
The Malaysian InsiderWong Chun Wai
The StarHo Kay Tat,
The Edge
14
Know the reporters• Empathy, strong social concern,
always on the side of the
underdog/victim
• Works to deadlines, but
sometimes procrastinates until last minute
• Curious about new things
• Relies on sources
• Greenhorn, veteran, generalist or dedicated
specialists.
• A reporter is human – with families, children
and homes to go back to
8
15
Recognise good reporters1. Open up a conversation.
Focus on making friends with reporters. Why? Because one day they may become editors.
2. Always be prompt in getting back to them. Promise and deliver.
3. Never treat any reporter as just another outlet for your story.
4. Give them the choice of whether to explore or ignore your news story with absolutely no intimation of obligation.
1616
Myths about wooing the media
• Must pay/bribe them to get your story in
the press
• Must wine and dine them
• Must give them door gifts at a press
conference
• Must be “nice” to them
• Must be “big” player/advertiser first, only
then can meet and talk
9
17
Know what reporters want
• Facts
– 5Ws, 1H
• Timely answers
– Deadlines matter
• Story angles or “scoops”
• Credible spokesperson
• Good quotes and soundbites
What reporters want in a crisis
• What happened?
• When and Where did it happen?
• Who was affected?
– fatalities, injured
– parties involved
– who’s to blame
• How did it happen?
• Why did it happen? (usually cannot
be answered immediately)
10
Case study: LRT danger
Be transparent
Group MD tweets1.19pm Nov 23
1.21pm Nov 23
11
Facebook post Tweet @MyRapidKL
Re-tweet media tweets
12
Be ready to act fast
Old pic posted as new 23
Get ahead of a crisis
KFC posts Facebook updates
after video goes viral 24
13
KFC statements
Feb 7, 2012 Feb 9, 2012
Feb 8, 2012
25
Do the right thing!
26
14
Appoint professionals
27
Local crisis Foreign crisis
“I want my life back!”28
15
29
DefinitionsA crisis is an event or series of events which can severely damage the reputation of an organisation. It can interrupt normal workflow and threaten the organisation’s very existence.
Crisis communications is a responsible programme to minimize damage to a company’s reputation through active engagement and communications with employees, stakeholders, the public and the media
30
16
Types of crises
• Organizational misdeeds:
Management misconduct,
deception, financial fudging, stock
manipulation, kickbacks. Enron,
Satyam
• Workplace issues: Violence,
sexual harassment, discrimination
• Accidents: Vehicle crash,
explosions, careless handling of
hazardous material, fire
• Rumours: False information, fake
sites, hoaxes
• Corporate/legal: Lawsuits, anti-
trust. Microsoft.
• Medical: Mass hysteria, flu
outbreak, H1N1, SARS
• Financial: Bank run, hostile takeover,
government-forced merger, sovereign
defaults, stock crash, bubbles,
currency crises
• Product/service failure: Product
recalls, faulty service. Firestone.
• Natural disasters: Tsunami,
landslides, flash floods, freak storms.
• Technological crises: eg: phishing
scam, skimming, systems crash, data
loss, software failure, blackouts. KLSE
crash.
• Confrontational: Boycotts, picketing,
sit-ins, strikes, blockade or occupation
of buildings
• Brand terrorism: product tampering,
malicious rumours, corporate
espionage, hacking. Tylenol.31
Crisis communications reactions
POOR Defensive – take it
personally
Decline to comment
Deny or lie
Deflect – taichi, play blame game
Downplay
BETTERAccept – that it has
happened
Acknowledge – to those affected, media, public
Assure – show you care, calm fears
Apologize (if you have to) and be specific, express regret, suggest remedy
ACT – assess your allies, plan your action, act out your plan 32
17
Best pro-active practices:
Crisis communications• Formulate a crisis communications plan
• Role-play crisis scenarios
• Update crisis plans regularly
• Train staff on crisis communications
• Meet and cultivate the media
• Engage and connect with online
communities
• Use online tracking tools to monitor and
flag possible crisis situations33
Opportunities in a crisis:
What the media can do for you• Help spread information to the public quickly
– Tell your side of the story, show you care
– Repudiate and get ahead of the rumour mill
– Reassure or calm the public
– Reinforce alerts, warnings, cautions
• Disseminate appeals for– witnesses, feedback or volunteers
• Educate the public on the issue– Gain empathy for your cause
– Show you are good corporate citizen with long term interest in the country
34
18
Tools for responding to media in a crisis
Traditional
• Holding statement
• Press release
• Fact sheet
• Q & A or F.A.Q.
• Press conference
• Memo or letter
• Advertisement
• One-on-one interview
• 24-hour hotline
Social media
• Light up “dark website”
with hourly/daily updates
• Video on YouTube
• Social network update:
Facebook or Twitter
• Set up a blog or forum
(*be prepared to monitor)
• Crowd-sourced survivor
lists
• 5-digit SMS hotline35
Holding statement: eg. Fire• Provides the media with an initial statement of
facts that can be used immediately when crisis breaks
• Answer the four Ws: Who, What, When, Where.Explain WHAT the incident is. Identify WHO is involved, tell WHERE and WHEN the incident occurred, explain WHAT action is being taken to respond to the incident.
• Do not speculate on the How, How Much or Whyif you do not know the answer yet. When in doubt leave out.
• DO NOT disclose any names of dead or injured until next-of-kin is informed. (Reporters may get names from police or hospital. When you are ready to release names, appeal to media to respect the privacy of family and relatives in their time of bereavement.)
36
19
Example: Holding statement
At approximately 9am today, March 13, 2016, a fire occurred at the bank at _____________.
All employees were immediately and safely evacuated. The local police and fire services were alerted and contained the situation.
Our immediate concerns are for the safety and well-being of our staff and the public and to minimize the impact to the surrounding area.
We will keep you updated as more details become available. (Please check our website/blog or call the hotline_____________)
37
Follow-up statement
• State whether fire is put out, people are safe and
surrounding community is secure.
• Show empathy, regret and appropriate concern for
victims, their families and those affected. State that
the safety and security of your customers and
employees is always your highest priority.
• Name the agencies you are working with – eg.
police, hospital, local council, fire department,
hazmat, search and rescue, enforcement – who
are responding to this incident. State whether
investigations and related follow-up activities are
on-going. 38
20
39
Good news, get it out fast
Bad news, get it out faster!
40
21
Dell to recall 4m laptop batteriesCNET News.com,August 14, 2006
Dell and the U.S. Consumer Product Safety Commission plan to recall 4.1 million notebook batteries on Tuesday, a company representative confirmed.
The recall affects certain Inspiron, Latitude and Precision mobile workstations shipped between April 2004 and July 18, 2006. Sony manufactured the batteries that are being recalled, the representative said.
This looks like the largest battery recall in the history of the electronics industry, said Roger Kay, an analyst with Endpoint Technologies Associates. "The scale of it is phenomenal." 41
Sony delays response, crisis lingers in public eye…
•Aug 15, 06: Dell recalls 4.1m batteries
•Aug 24, 06: Apple recalls 1.8m batteries
•Sept 15, 06: Virgin Atlantic, Qantas and Korean Air
ban use of Dell and Apple laptops on board its planes,
unless the battery removed
•Sept 28, 06:Lenovo/IBM: 526,000 batteries
•Sept 29, 06:Dell increases recall to 4.2m
•Sept 29, 06:Toshiba recalls 830,000 batteries
42
22
Crisis escalates and spreads online
43
Sony finally responds…
Sept 30, 2006: Sony finally announces global recall of 9.6 million PC batteries. The recall and replacement would cost as much as 50 billion yen (about US$423 million)….
…but profit plunges 94 percent for
July-Sept quarter
44
23
Dell’s Response• Determines cause – battery supplier,
executes costly remedial action with safety in
mind.
• Liaises with authority: Works with U.S.
Consumer Product Safety Commission to
announce global recall of 4.1 million laptop
batteries.
• Used website: Sets up recall website for
customers to check affected units.
• Assures safety: Guarantees replacement
batteries are safe. 45
'Alien' substance caused Dell notebook battery to ignite
By Julian Matthews, ZDNet Asia October 23, 2000.
KUALA LUMPUR – An 'alien' substance was mixed into the production process of the battery that caused a Dell customer's notebook to burst into flames and prompted a recall last week.
"As a result of analysis, we defined the cause of the short circuit that occurred in one cell was due to mixing of an alien substance at one production process," said Yoshiyuki Arikawa, a spokesperson of battery-supplier Soft Energy Company, a unit of Japanese consumer giant Sanyo Electric Co Ltd.
In the e-mail response to ZDNet Asia, Arikawa did not define what the 'alien' substance could be or how it entered the production process…
Arikawa added, "The defect rate should be very small since it’s a specific occasion and (went through) normal inspection process after. The defect is limited only to the 27,000-set lot to Dell."
Dell Computer recalled the 27,000 batteries with a promise to replace them free of charge….
46
24
47
Sony execs’ bow not deep enough?
“We want to put this
behind us. I take this
problem seriously and
I want to finish the
replacement program
as quickly as possible
for the sake of our
users and corporate
customers,”Corporate Executive Officer
Yutaka Nakagawa, Oct 24,
2006 48
25
49
Social Media Listening Command Center
50
26
The Concept Of
P.E.A.R
In Crisis Communications
51
Safeguard People
Protect the Environment
Protect company’s Assets
Protect company’s Reputation
Response In Crisis
52
27
• Dell alerts customers, warns of danger, sets up website for recall & replacement
• Dell continues to work with safety authorities to monitor the situation
• Dell expresses confidence in Sony and safety of its products to customers and stakeholders
• Dell takes ownership, shows customers it cares
• P = Safeguard PEOPLE
• E = Protect ENVIRONMENT
• A = Protect ASSETS
• R = Protect
REPUTATION53
Being pro-active
http://www.ideastorm.com
http://mystarbucksidea.force.com/ 54
28
Real-time support on Twitter
55
@MaxisListens: One-to-one customer complaint resolution
56
29
Consider People, Environment, Assets, Reputation
• Act quickly, search for details, verify allegations, launch investigation
• Assess allies, call in your experts; notify affected parties, authorities and higher ups
• Quickly share available facts with the public
• Show you care, don’t over-react or take it personally
• Accept responsibility when you are at fault
• Prepare a statement and stand by it; when in doubt, leave out
• Tell the truth and be confident
• Simulate crisis: role-play strategies for dealing with crisis scenarios involving digital media – blogging, social networks, online video, viral emails, rogue websites
Crisis Communications Summary
57
1
1
Module 6:
Strategy and Planning
Building the community
2
Determine where you are today
Level 0: Near-zero use of social media
Level 1: Passive integration
Level 2: Limited integration, some
commitment
Level 3: Committed to strategy, integration,
training
Level 4: Full turnaround, seamless
integration
2
3
Level 0
No social media strategy, planning, training
• Management sees social media as time-wasting,
unproductive and not aligned to business goals.
• All employees are banned from use of social media
during office hours.
• Employees steal time to view social media feeds via
smartphones or “illegal” access on office PCs.
• All communication still relying on traditional means.
• Rivals start implementing social media tactics and
start showing results.
4
Level 1: 90 degrees
Passive integration • Management allowed access to social media but still
views social media with suspicion or as a passing fad. Does not see integration as important to business goals.
• Employees are allowed to implement social media tactics on their own, with little or no management support or direction.
• A marketing or communications exec may collaborate with an ad agency or outside consultant on a single project.
• An occasional deal struck whereby social media elements are introduced in an important event or activity – product launch, promo or contest.
3
5
Level 2: 180 degrees
Limited commitment, some integration•Management curious about benefits and integration process, but still without a defined strategy, budget, timetable and training process
•Employees experiment with social media, some training available, social media policy adopted
•A social media lead may be appointed at junior level in some departments
•Communication and marketing teams see clear benefits and integrates social media in planning but still working in silos
•Social media integration starting to be planned in advance rather than as an afterthought
6
Level 3: 270 degrees
Commitment to social mediastrategy, integration and training
• Social media integration under implementation.• Appointment of social business-savvy director at board
level. Management team have budgetary and managerial power for social media integration, and a social media lead for the integration process.
• Full commitment to ongoing training required for social media integration in production, management, communication, marketing, sales, human resources and innovation.
• Social media strategy rolled out through cross-functional, multi-department teams.
4
7
Level 4: 360 degrees
Full turnaround, seamless integration• Employees and management not learning about
social media, they are living it. No distinction among new or old staff in social media-savviness.
• Company transformed into a “social business engine.”
• Processes in place where social media is a primary source of revenue-generation.
• Management decisions flow from a social media perspective, all business processes are fully integrated with social media platforms and channels.
• All internal and external communication is rich with community elements; constant feedback loop; transparent and accountable processes in place.
8
Social media: strategic planning
1.Objectives = the broad goals and the
measurable steps to achieve them
2.Identify key target audiences, platforms
3.Tactics = the activities, apps, tools,
channels you will use, including offline
activities
4.Resources: internal, external
5.Budget
6.Metrics, KPIs, success criteria
5
9
1a. Objectives: Examples
• Improve internal
communication.
• Improve external
communication with
media, vendors,
suppliers, partners.
• Connect and engage
with present customers
where they are.
• Increase customers,
generate leads, drive
sales.
• Reach and educate
new customers.
• Build awareness of
products and services.
• Humanize brand,
service, management
team.
• Establish thought
leadership, become
subject matter expert,
go-to industry
spokesperson
10
1b. Objectives: Specifics
Example: Improve external
communications with the media
– Challenges: Media lacks information
about our products and services, technical
expertise to cover event
– Execution: Set up a closed group to reach
specific reporters to connect informally,
educate and inform them about new
products and services that may result in
stories in media
6
11
2. Identify key audiences, platforms
• Objective: Connect and engage with
present customers where they are.
– Challenge: Unaware of which social networks
customers are using and what they are saying
– Execution:
• Run a survey of present customer base
• Listen and monitor conversations
• Follow product ‘keywords’
• Determine content shared in which platforms
• Identify critics, rivals
• Identify gaps in which you can add value
12
Spectators/Watchers
Sharers
Commenters
Producers
Curators
Engagement pyramid
Source: Open Leadership, Charlene Li
7
13
Advocacy: Help the fanbase
Fanboy/girls: People who
help promote your brand or
product or service online
because they like it.
“Help them help you.”
Ideas: Blogger/Facebook fan outreach
programme. Provide content they can use,
link, share, mashup, send to others.Eg:
videos, widgets, free fun apps, games, prizes
for their readers.
14
3. Tactics and methods
• Choose platform: Blogging, Facebook,
Twitter, YouTube
• Apps or tools: Free or custom-built
• What activities?
– Contests, conferences, events, concerts
themed monthly features, video uploads,
community activities
• Offline activities:
– Outreach programmes, tweetups,
exclusive giveaways for loyal customers,
community gatherings
8
15
3. Tactics: ExamplesPlatform Description Objectives
Internal blogMultiple individual/group
blogs
Gauge social media talent:
For employees and interns
only
Internal forums Technology discussionsBetter communication, support
for customers
LinkedIn Business networking
Engagement: Make
employees, partners, suppliers
upload profiles, start a group
Facebook Group Collaborative publishing
Improve knowledge database
– open to employees,
partners, customers, students
Facebook PageShowcasing new products,
services, launches, eventsEngagement with advocates
Twitter Microblogging, openEngagement, brand
awareness, media relations
YouTube CEO’s speeches, talksPromote CEO thought
leadership, start conversations
16
4. Resources: Internal, external
•What can the company handle?
•What resources can we dedicate
in terms of people, tech, etc?
•Accept that staff, customers may
be critical or negative.
• If the company’s culture is top-
down, command-and-control,
you need to break mold by
seeking third-party expert help.
•Third-party may not have share
authentic voice of company
9
17
Internal resources: The rollout
• Fail fast: People will appreciate transparency. Don’t fear
failures - first time you cock up, try again.
• Lobby: Personal motivations matter: eg: if there’s someone
wanting a promotion approach them individually. Get them
on board and to champion project early so they can claim
benefit later on. It’s all lobbying skills.
• Champion: Champions come from all depts. Age is not an
issue. Just because someone is young doesn’t mean he/her
is innately ‘digital.’• Skeptics: Get some pessimists and skeptics
on board. Give them the tools, learn from
their criticisms.
18
Scenario 2: SWAT team: Get a small
team sneakily doing something and rack up
some small wins. (This method can backfire
though. Eg: A page that attracts attacks.)
4. Resources: scenariosScenario 1: Corporate-wide awareness
training: Drum up support for social media, identify
talent, bring in trainers, speakers.
Scenario 3: Start small with a few
external committed bloggers, social
networkers and tweeters and roll out
wider if necessary.
NOTE: Document successes and failures
and lessons from above.
10
19
5. Budget
• Agency costs
• Custom-built apps
• Web design
• Additional internal staff
• External freelancers: bloggers,
photographers, videographers, designers
• Prizes and giveaways
• Sponsorship for events
20
6. Metrics, KPIs, success criteria
• You cannot improve what you don’t
measure
• Quantitative and qualitive metrics
• Set up monitoring tools to measure
downloads, views, followers, likes,
engagement, sentiment
• Don’t be afraid to set high numbers,
ambitious goals to grow community
• Constantly challenge the team
11
21
On management buy-in
ROI: There is no silver bullet to building a
business case• The 1st question is often ‘How can this make money?’ but it
should be ‘How can we help our customers?’
• Evaluate the cost to achieve the same by traditional means
ie: print advertising, marketing, support and IT dept costs.
• Justification: “If we don’t, our competitors will take market
share.”
• Financial Dept: Give them the numbers.
• HR: Talk about staff retention.
• IT: Talk about leverage to buy new toys.
• Legal: Aim of legal dept is to reduce risk to zero. Businesses
work by taking and managing risks.
• Executive buy-in will expedite the financial, legal, HR teams
getting on board.
22
Social media policy: example
•Use common sense (don’t piss off
your boss)
•Do not post entries that are
personal attacks or culturally
sensitive or religiously offensive
•Do not discuss unreleased
products and features
•Post a standard company
disclaimer on your blog, profile
page and disclose affiliation to
company or specific projects
•If you post all or parts of an
internal email, conceal the names
of the sender and recipients
• When expressing an opinion,
emphasize that you speak only for
yourself, beginning a sentence
with "IMHO"
• If you doubt the appropriateness
of a post, ask a peer what they
think and then read it again the
next day as if it were headline in a
newspaper.
• Do not post too much noise (ie:
inane accounts of your boredom
with life)
• Respect the platform, be an adult
• Keep it friendly, and have fun
• Be wary of copyright issuesEG: http://channel9.msdn.com/About/
http://womma.org/blogger/read
http://www.intel.com/sites/sitewide/en_US/social-media.htm
12
23
Dealing with the trolls
Source: Forrester Research
24
Signs that your social media strategy is
working…on their blogs
They have interesting things to say about your CEO, your
company, products, services and your industry
They share and link regularly to interesting ideas, stories and
posts from your official accounts
They provide glimpses into how you are humanizing your
brand for them
They do not bad-mouth your company or staff (caveat: unless
there is a lesson worth learning)
They seem genuine and honest in their
opinions of your company and its products
Adapted from Boris Epstein, CEO and Founder
of BINC
13
25
Signs that your social media
strategy is working…on Twitter
You often find positive tweets about your
company
Your replies are viewed positively and seem
genuine and authentic
Your official account is growing steadily and as
a diverse set of followers
You keep a healthy balance between personal
and professional tweets
You engage in discussions related to
your business and seem to be an
authority in your field
26
Signs your community is working…on
Community is responding well to your regular
updates with increased Shares and Likes
Users sign up on your Events fast
Users leave comments and show genuine
interest in wanting to engage with brand and
admins
Staff on Facebook are enthused and constantly
finding new content to keep conversations fresh.
Fans find updates relevant to their profession
and industry
14
27
Signs that your social media
strategy is working…on LinkedIn
Users in your group have complete profiles
They make genuine recommendations
about peers, managers and colleagues
They voluntarily answer questions
They are linking to their employer, blog and
other projects of interest.
They are participating and getting involved
discussion in the community.
28
Signs of success… on Google
When company or brand is Googled:1. Leads me to company blog, webpage, microsites, staff or
company social media pages or other owned media
2. Leads to news stories, active discussions and commentary
on social media sites on issues related to company
3. Does not lead to something controversial or negative,
(unless a lesson to be learnt)
When staff are individually Googled:
1. Doesn’t come up blank.
2. Leads me to their online blog, webpage or social media
profiles and company is identified.
15
29
Trinetizen Media 2016
BLOGGING – mapping a strategy
Objectives:
Examples of specific target objectives: Launch date: July 1, 2016. 1. Post four blog posts a month. 2. Increase website traffic in terms of unique visitors by 25% every month until Dec 1, 2016. 3. Increase email list sign-ups and RSS feed subscribers by 5000 names by Dec 1, 2016. 4. Increase PR value of print mentions of blog posts by 25% by Dec 1, 2016. 5. Increase Facebook likes and mentions of blog posts to 5000 by Dec 1, 2016. 6. Increase Twitter mentions, retweets, @replies of links to blog posts by 25% by Dec 1, 2016. 7. Increase referral traffic to primary website from blog by 25% by Dec 1, 2016. 8. Identify top 25 influencers on blogs, Facebook and Twitter who help link to current blog posts,
repost, and spread the word via social media and have one offline event every three months to build relationships by Dec 1, 2016.
9. Post one video per month to tell stories of impact our corporation by Dec 1, 2016. 10. Conduct two audience surveys per year to determine how to expand, grow, and diversify
social media presence for 2016-2017.
Type:
1. CEO Insights 2. Internal staff 3. Technical Support 4. Public Relations 5. Investor Relations 6. CSR, Cause 7. Corporate Culture 8. Green initiatives 9. Brand ambassador/Mascot
10. Employee focus 11. Customer evangelists 12. Direct sales 13. Event-centered 14. How-to, Instructional, Tips 15. Sports 16. Travel 17. Community 18. Health
Authors: Single author | Multiple authors-single blog | Multiple authors and multiple blogs |
Media: The blog will primarily be: Text | Audio | Photos | Video
Platform: Wordpress | Blogger | Tumblr | Drupal | Customised Blog____________
Topic titles:
1. 10 Reasons Why I Like Working For ______ 2. How We Learnt To Save Money On ______ 3. 10 Ways to Get Customers to Like You. 4. The Secret of Getting the Best Deals/Price for Your _______ 5. Top Gadgets We Hope To Get Our Hands On This Year. 6. Is _____ Worth the Money? 7. Everything You Need to Know About _____
Trinetizen Media 2016
8. Seven Audacious and Creative Ideas 9. How to Get More _____ in Half the Time 10. A Funny Thing Happened Today 11. Seven Tips I Would Give A _____ 12. What I Learnt From This (Movie Star/Celebrity/Icon/Leader/Employee) 13. 10 Ways You Can Improve Your _______ 14. Plan the Perfect/Ultimate ______ 15. 10 Things To Do When You Are Bored in ______ 16. What To Do When You Lose Someone You Love 17. 7 Signs You Need to Change Your _______ 18. 10 Myths About (Product/Service/Industry/Employees/CEO) 19. Is_____ a Dying Breed? 20. How to Beat the Fear of _____ 21. 10 ____ Scams and How to Avoid Them 22. How to Secure Your _____ 23. 7 Most Scary Facts About ____ And How To Overcome Them 24. Get Rid of Your _____ Once and For All 25. What Your ____ Is Not Telling You About _______ 26. Beware of ______ and How to Spot them 27. 10 Ways Not to Lose Sleep Over ______ 28. Why I Loved This (Movie/TVSeries/Book/Show/Performance) 29. The Unseen/Biggest Dangers of _____ 30. Dos and Don'ts of _____ 31. 21 Ways to Screw Up on _____ 32. 7 Danger Signs That You Are _____ 33. Facts and Fiction About _____ 34. Truth, Lies & Videotape 35. What Everyone Ought to Know about ______ 36. Take Our Personality Test 37. The Secret of Successful _____ 38. How to Spot a Fake ______ 39. Special Report On Our Latest (Product/Service/Launch/Event) 40. Tricks of the Trade 41. Our Secret Method That is Helping to _____ 42. 10 Tips From The Experts On ______ 43. Best and Worst _____of 2016 44. The World’s Worst Ever _____ 45. Conversations With My Team on _____ 46. My Interview With _____ 47. Why I Learnt Since I Started _____ 48. What I Would Do If I Became (President/Prime Minister/Head of) 49. Why We Want To Improve The _____ 50. Our Best Ideas in 2016
Measurement Tools: Google Analytics | Customised Tracker | External Audits
___________________________________________________________________________ Quantity: Pageviews, unique visitors, time spent, PR value, number of comments, number of subscribers, number of likes, number of mentions, number of re-tweets, number of downloads, number of embeds, savings generated from support costs, sales revenue Quality: Issues resolved, positive comments generated, learning points, increased engagement, crisis averted, discovered new cost-savings method, understand customer pain points better
Link 65 ways to drive traffic to your blog: http://bit.ly/65ways
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Twitter channel – mapping a strategy
Objectives:
Examples of specific target objectives: Launch date: July 1, 2016. 1. Post ____ tweets a month. 2. Increase referral traffic to primary website from twitter channel in terms of unique
visitors/pageviews by 25% every month until Dec 1, 2016. 3. Increase followers by 5000 by Dec 1, 2016. 4. Increase RTs, @mentions or replies by 1,000 by Dec 1, 2016 5. Increase PR value of print mentions of Twitter account by 25% by Dec 1, 2016. 6. Increase Facebook likes and mentions of blog posts to 1000 by Dec 1, 2016. 7. Increase newsletter email list sign-ups by 5000 names by Dec 1, 2016. 8. Increase referral traffic to primary website from blog and Twitter acct by 25% by Dec 1, 2016. 9. Identify top 25 influencers on Twitter who help RT or @mention tweets and spread the word
via social media and have one offline event every three months to build relationships. 10. Post 300 photos a month via Twitter and measure pageviews. 11. Post four videos per month and measure impact via Twitter. 12. Conduct two audience surveys per year to determine how to expand, grow, and diversify
social media presence for 2016-2017.
Type of channel: 1. CEO 2. One-to-one customer resolution 3. Media channel: Connecting with
journalists/editors 4. Investor support 5. Professional networking 6. CSR: Cause, Foundation, Charity 7. Green initiatives 8. Brand ambassador/Mascot 9. Photo stream 10. Specific event run-up
11. Contests 12. Internal employee communication 13. Proactive monitoring and crisis
management 14. Community Engagement 15. Direct sales or lead generation 16. How-to, Instructional, Tips 17. Insider views 18. Mentoring or recruitment 19. Health or Sports issues 20. Promote blog, Facebook Brand
Page, Website
Resources: Who will tweet 1. Single author: CEO | Spokesperson | Social Media Lead | Fictional character |
Mascot | Brand Ambassador 2. Multiple authors: Single department | Social Media Team | Cross-department
leads 3. Multiple authors and multiple twitter channels:________________
Media: The Twitter channel will primarily be: Text | Audio | Photos | Video
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Tweet Ideas:
1. Set a theme every week/month then tweet accordingly 2. Quotes from the CEO 3. 10 reasons why you should invest in__________ #1 4. 5 things you didn’t know about (Product/Service/Launch/Event) 5. Customer testimonials 6. A funny thing happened at work today 7. Tips for getting the best deals on________ 8. How to save money on_______ 9. Ask a question every ________day, eg: What did you learn on your last holiday? 10. Organise weekly giveaways with quick tweet quizzes. 11. Top gadgets in your locale 12. Twitter tricks using your mobile phone 13. Everything you need to know about ________ but were afraid to ask 14. Work tips: How to get more from ________ 15. 10 ways you can improve your ________ 16. What I learnt from this (Movie Star/Celebrity/Icon/Leader/Employee) 17. Why I loved this (Movie/TVSeries/Book/Show/Performance) 18. 10 myths about our (Product/Service/Industry/Employees/CEO) 19. 10 ____ scams and how to avoid them 20. 7 most scary facts about ______ and how to overcome them 21. Dos and don'ts of _____
Scheduling: 1. How often will you tweet: ____________ per day/week/month. 2. Who will monitor tweets on off-work hours: Alternate staff | Third-party | Automated
Monitoring and Measurement Tools: Free tracker | Customised Tracker | Third-party Audits ___________________________________________________________________________ Quantity: Number of tweets, number of re-tweets, number of mentions, number of tweet conversations, number of followers, pageviews, unique visitors, link popularity, savings generated from support costs, sales revenue Quality: Issues resolved, positive tweets generated, learning points, increased engagement, crisis averted, discovered new cost-savings method, tips from followers, understand customer pain points better
Budget: Web designer: ______________ App developer: _______________ Monitoring or tracking tool: ________________ Third-party audit:_______________ Paid tweeters to cover an event:______________ Tweetups:________________
Examples: @zappos @jetblue @comcastcares
@mayoclinic @starbucks @dominos
@scottmonty @CIMB_Assists @MaxisListens
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Social Media Strategy – template This guide covers all the elements necessary for pulling together your strategy such as: setting objectives, agreeing on principles, developing messages and branding, prioritising audiences, choosing channels and platforms, planning activities, estimating time, estimating budget and evaluating success.
1. Objectives of Social Media Campaign A very a short summary/statement of the programme/campaign You do not need to restate the full objectives of the programme itself. It is important to remember that we are already aware of these. This should be the publicity 'pitch' for the programme – concise, clear, engaging and user friendly.
2. Communications objectives, principles and key messages A clear detailed statement of the objectives in communicating the principles underpinning this strategy and your key messages. These should be aligned with the objectives of the programme/campaign.
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3. Key Audiences Who are you communicating with – a detailed description of your key audience and target user groups. What are your priorities? Include what they already may know about you. What do you think they should know? And do break down the users into sub-categories and add engagement already made, if any on current social networks.
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4. Target audience ranked by importance
Preferred/appropriate channel of communication
How are you going to communicate, what is the most appropriate channel – blogging, social networks, microblogging, photo-sharing, video-sharing, mobile networks, gaming platforms. Consider offline ways you may want to engage as well: a newsletter, a large conference, networking lunch, workshop, an evening outreach reception, promotional literature, regional seminars? You will probably have several channels that are appropriate
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5. Achieving your objectives – working project plan Full details of all the relevant communications activities developed into a working project plan with deadlines and responsibilities. Remember to include key milestones and review dates, think carefully about cost, include staff and consultants, also how will you evaluate success? Below are some suggested groupings, the table is led by activity but you may well want to have one for each year of activity. Social Media Communications plans are living documents and will need regular reviewing and updating.
Activity Budget /resources
Deadline/timeframe Success criteria
Identity/Branding
Subtotal
Internal communication
Subtotal
Media relations
Subtotal
Marketing
Subtotal
Publicity materials
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Subtotal
Events
Subtotal
Website design
Subtotal
Total
6. Evaluating Success How will you know if you have succeeded and met your objectives? How are you going to evaluate your success, what performance indicators and evaluating measures will you use. Break it up into quantitative (eg: Page views, Number of comments, Downloads, Followers, Fans, Embeds, Mentions, Trackbacks, Number of RT, savings in support costs) or qualitative: (Were comments, positive/negative/neutral? Did we learn something about our customers that we didn’t know before? Did our customers learn something about us? Were we able to engage our customers in new conversations?)
Day/Week/Month Platform 1 Platform 2 Platform 3 Platform 4
Pageviews
Unique Visitors
Average timespent
No. of Downloads
No. of Embeds
No. of Comments
No. of Followers
No. of Following
No. of Fans
No. of Likes
SOCIAL MEDIA CASE STUDIES Case study 1: Jimmy Choo Trainer Hunt
Jimmy Choo, a global luxury shoe and accessories brand, wanted to use social media to get people talking about their brand and their new trainer collection which was set to launch in May 2010 in the UK. Jimmy Choo's key aims:
Generate significant online buzz/coverage about the new trainer collection Get people talking about the new trainer range online and offline Encourage interaction with the Jimmy Choo brand Increase offline press coverage about the new trainer range Increase online positive sentiment and positive mentions about the brand as a whole Increase sales from the new trainer range
Jimmy Choo wanted to increase conversations and word-of-mouth about their brand and the launch of their new trainer collection. In order to achieve this, FreshNetworks recognized they needed to engage customers both offline and online simultaneously. They suggested the best way to engage customers online was to use Foursquare but then encourage them to interact with the Jimmy Choo brand offline through a real-time treasure hunt where people had to physically chase a pair of the trainers around the city of London using the location-based clues from Foursquare. To enable people to track and follow the trainers FreshNetworks set up profiles, under the name of "catchachoo", on Foursquare, Twitter and Facebook. A member of the FreshNetworks team "checked in" the trainers at fashionable hangouts around the city using Foursquare and sent out real-time updates about their whereabouts on the catchachoo Foursquare, Facebook and Twitter profiles. Whoever reached the venue in time to catch the trainers would win a pair of trainers in their size. The hunt lasted for almost three weeks until the trainers were finally caught by a lucky winner in Covent Garden. With only one winner, FreshNetworks advised Jimmy Choo to host an in-store event for the rest of the "catchachoo" followers. FreshNetworks reached out to and engaged with existing Jimmy Choo advocates and influential fashion bloggers to spread awareness about the trainer hunt and to increase online coverage about the new trainer range. FreshNetworks used social media
monitoring tools to assess Jimmy Choo's presence online and to see what was being said about the launch of the new trainers prior to the launch of the trainer hunt campaign, during the campaign and after the campaign in order to measure the impact of campaign on public opinion and conversations about the Jimmy Choo brand. Results:
4,000 individuals participated in the Jimmy Choo trainer hunt on Foursquare, Twitter and Facebook in just under 3 weeks.
The competition details were viewed on Facebook 285,000 times.
The campaign was mentioned over 4,000 times on Twitter.
1 in 17 of all users of Foursquare in London was following the Jimmy Choo trainer
hunt online.
250 different blogs covered the Jimmy Choo trainer hunt.
The Jimmy Choo trainer hunt was covered by Reuters, The Evening Standard, PR Week, Marketing magazine, Vogue, The Irish Daily Mail and Brand Republic to name but a few press and magazine titles.
The Jimmy Choo trainer hunt was the most clicked on story on PR Week's news site
and the second most clicked on story on Marketing's news area during the week the story was published.
Daily trainer sales in-store went up 33% after The Evening Standard covered The
Jimmy Choo trainer hunt.
Influential social media blog Mashable covered the Jimmy Choo trainer hunt because of the unique use of Foursquare and the fact that a luxury brand had engaged whole heartedly with social media, helping to spread word-of-mouth about the new trainers among a new audience.
Positive mentions of the Jimmy Choo brand increased by almost 40% as a result of
the campaign (measurements taken between 19th April - 6th May). Client Comment: "The Jimmy Choo Trainer Hunt, CatchAChoo, has been a real success in terms of achieving our key objectives for the campaign. The campaign not only generated successfully traditional offline media coverage, it also spread the online word-of-mouth about our new Jimmy Choo Trainer collection. We have been pleased at how it has increased the level of interaction with our brand, and with trainer sales in-store increasing as a direct result of the campaign, we are very pleased that FreshNetworks' strategic approach has helped generate real ROI, " Joshua Schulman, CEO of Jimmy Choo. By Jo Stratmann Source: http://www.evancarmichael.com/Marketing/5760/Social-media-case-study-The-Jimmy-Choo-Trainer-Hunt.html
Case study 2: Compare The Meerkat Compare The Market (comparethemarket.com) is a website owned by financial services company BGL Group that allows potential customers to search for a range of quotes for all insurance types online. In Jan 2009, BGL and its advertising agency VCCP Agency created a series of TV ads centered around a lovable, aristocratic CGI meerkat character called Aleksandr Orlov. The agency developed a parallel site called Compare The Meerkat (comparethemeerkat.com, because 'market' sounds similar to 'meerkat' when spoken in a Russian accent) and Orlov, voiced by Simon Greenall, had his own Facebook, Twitter and YouTube accounts. The integrated, engaging and brand-building marketing campaign proved to be a hit online and offline. Launched in early 2009, the character now over 778,000 Facebook fans, 35,000 Twitter followers and over 3m views on YouTube (June 2011). Fans have chosen to interact with the campaign even further by uploading their own customized pictures of Orlov, ad spoofs and starting petitions to get cuddly toys made. Additionally, Orlov’s status updates get consistently high comments and ‘likes’. Results: In the first three days of the campaign over three quarters of the monthly quotes target had been achieved. The year-on-year uplift in quotes was 45% and vitally, over 50% of the site traffic in the first week was going directly to comparethemarket.com. Site visits have risen from 50,000 a month in 2007 to more than 2 million a month by Oct, 2010. It is now one of the top three price comparison sites, with 25 per cent of the market. BGL's comparethemarket.com website is also ranked as the 4th most visited insurance website in the UK – up from 16th in January 2008; and overall sales have more than doubled year-on-year as a result of the meerkat campaign. “Compare the Meerkat shows how an excellent TV ad can be made to maximize brand awareness online. It is one of the best examples of recent times owing to the synergy created on- and offline. Brands often simply create a new domain/website but fail to mention it in offline advertising without promoting effectively online either,” Michael Litman, social media strategist for Consolidated PR. (Source: Mashable, Wikipedia) Video links: http://www.youtube.com/user/CompareTheMeerkat
Case study 3: Best Job In The World In Jan 2009, Tourism Queensland advertised for “The Best Job In The World” – a six-month stint as “island caretaker” to "house-sit" the islands of the Great Barrier Reef, based on Hamilton Island. Compensation included an AUD$150,000 package, including free lodging in a beach villa, all expenses and transportation and a salary of US$8,800 per month. The job duties, apart from some routine housekeeping, were primarily PR-related with updates via web video, blogging, and photo diaries. The application process required a web video to be submitted for consideration. The job search was actually a clever six-week campaign, conceived with the help of advertising agency Cummins Nitro, to promote the Great Barrier Reef as a global tourism destination. The campaign generated tremendous buzz online and the video submission server crashed in the first two days. Eventually, there were 34,680 applications from 200 countries with the successful applicant chosen from a final list of 16 candidates, including one from an online vote. Ben Southall, 34, a charity fundraiser and ostrich-rider from Petersfield, Hampshire, UK, was appointed as the new caretaker of the island on 6 May, 2009. Although the core of the campaign was social media-based, with a branded YouTube channel, and Facebook, Flickr and Twitter accounts, Tourism Queensland also paid for classified advertising, online recruitment ads, banner advertising, video and an aggressive PR push. Chris Chambers, Director of Digital Marketing, Tourism Queensland said no new marketing dollars were allocated for The Best Job In The World campaign. Instead, the the entire program was funded by diverting the bulk of their annual marketing budget to the six-week campaign and convincing their various partners to pool funds slated for other, more traditional tactics. This was a big leap of faith for a lot of people accustomed with doing things the same old way. The total budget for the campaign was estimated at AUD$1.7million including advertising, cost of developing all of the creative, the website, the social media channels, and the PR effort. Include paying the winning applicant, and you have a pretty significant spend for a small tourism bureau like Queensland.
Ben Southall
In terms of human effort, Chambers said they totally underestimated the time required to pull the social media effort off -- sifting through the 34,680 video submissions, 20,000 emails, responding to questions on Facebook, actively listening and correcting mistakes and misinformation. Tourism Queensland staff were totally overwhelmed and had to work crazy hours. They had prepared 3-4 people to watch 4,000 videos in a few half-day sessions. It turned out they needed 35-40 people to vet the final 9,000 videos over the last weekend. In a panic, they enlisted volunteers from the community and their advertising agency to help out. The marketing team struggled with setting goals for the campaign as they had never undertaken anything like it before. They needed to define what would constitute success without any known benchmarks. The team settled on a goal of 400,000 total visitors to the website (far lower than the eventual 8.4 million visitors by Oct 2009), with 1-3% applying for the job. Don’t try to fake it: you’ll get caught At the start of campaign, Cummins Nitro almost derailed it by seeding the website with a fake video story about a woman who tattooed an ad for the Great Barrier Reef on her arm to win the job. According to Chambers, their intention was to give an example of the kinds of videos they were looking for from applicants. Unfortunately, when word got out, the social networks took over and the outcry, “FAKE!! -The Best Job In The World FRAUD EXPOSED!!” and the accompanying anger went around the web in no time. It took several days of damage control, using additional unplanned resources, and a public apology to eventually quell the storm. Another controversy that led to more publicity was when an applicant submitted a dubbed Osama bin Laden video as an application. Winner Ben Southall did a respectable job and was in the news again after he survived a deadly jellyfish sting during his job stint. Tourism Queensland extended his contract as an ambassador for the authority and he continues to blog at http://islandreefjob.com Results, as of Oct 31, 2009:
8.4 million site visitors, from every country 8 minute average time on site 34,680 job applications from 200 countries Estimated AUD$390M worth of publicity generated 1st quarter of fiscal year Australia tourism down, but Queensland tourism up 20% 50% of Australia trips now include a Queensland component
(Source: CreateWanderlust.com)
Video applicant 'Tegan' turned out to a staffer from the ad company and the tattoo was a transfer.
CRISIS COMMUNICATIONS Case study 1: AOL’s customer retention strategy In 2004, AOL, one of the largest Internet service providers in the US, was getting flak for apparently preventing subscribers from cancelling their accounts. After receiving over 300 complaints from customers who experienced trouble getting AOL to cancel their subscriptions, the attorney-general’s office launched an investigation. It found AOL had a system in place to reward customer service representatives who managed to dissuade customers who called from cancelling their subscriptions. “In many instances, such retention was done against subscribers' wishes, or without their consent. Customer service representatives were expected to dissuade a minimum percentage of callers from cancelling, and were rewarded with bonuses if a certain percentage of subscribers declined to cancel. "These bonuses (and the quotas accompanying them) had the effect of employees not honouring cancellations, or otherwise making cancellation unduly difficult for consumers," the AG’s office discovered. In August, 2005, AOL was fined US$1.25 million, asked to refund customers and discontinue its bonus system. AOL spokesperson Nicholas Graham said the company would make the necessary changes to comply with the requirements and be fully compliant by June 2006. On June 2006, AOL customer Vincent Ferrari records the call he makes to an AOL call center agent, known only as John, who refuses to cancel his account. Ferrari posts the recording on the Internet. Ferrari becomes a media celebrity, appearing on talk shows and in newspapers all over the country. AOL spokesperson Graham apologizes publicly to Ferrari, announcing that 'John' has been fired, saying that he "violated our customer service guidelines and practices, and everything that AOL believes to be important in customer care -- chief among them being respect for the member, and swiftly honouring their requests." On July 2006, a consumer-rights blog Consumerist.com obtains an AOL client retention manual from a disgruntled employee. They publish it online. It describes how every call to cancel an account should be viewed as a ‘hot lead’ to ‘close more sales’ and save costs for AOL. Video: http://tinyurl.com/aolcancel
Case study 2: AirAsia against the disabled
On 16 July, 2007, a group of disabled protesters arranged a protest at Sepang against AirAsia’s alleged discriminatory policies. The headlines in the NST stated: ”Now Everyone Can Fly, Except The Disabled" and subsequent news coverage was a blow to the low-cost carrier’s reputation. According to representative Peter Tan the airline does not take passengers who are wheel-chair users. He said he couldn’t book tickets through AirAsia’s website because he could not tick the box confirming he did not require special assistance. "I couldn’t proceed because of it and each time I contacted the call centre, I was told: ‘If you can’t walk, then we can’t take you, It is company policy’," he said. Tan was among the 40 members of the Barrier-free Environment and Accessible Transport Group (BEAT) who staged a peaceful protest at the Low-Cost Carrier Terminal (LCCT) to express their disappointment with AirAsia’s policy. In the early comment, AirAsia CEO Tony Fernandes was quoted as saying: “We have to change the whole configuration of their planes to accommodate totally paralysed passengers….it was not feasible.” A few days later, Fernandes met with the BEAT protesters, listened to their complaints and changed his stance. A press conference was arranged in which it was announced that AirAsia would buy two ambulifts to assist the disabled onto the plane, and also aisle wheel chairs for mobility within the plane. Disabled guests could also book their flights directly online via www.airasia.com. Peter Tan who runs a blog called Digital Awakening, however, later posted that AirAsia was still forcing disabled passengers to sign an indemnity form to release the airline from all liabilities “for damages, injuries or other claims even if those arose from the negligence of the airlines.” He felt this was discriminatory. LINK: http://www.petertan.com/blog/tag/airlines-discrimination-against-disabled-people/
Case study 3: Proton recalls Gen.2 and Satria On Oct 7, 2010, national carmaker Proton Holdings Berhad announced a global recall of its Gen.2 and Satria Neo models made between 2004 and 2008 because of “potential safety concerns over a clock spring malfunction.” Proton said “routine tests identified irregularities with the clock spring such as friction noise within the steering wheel, activation of horn or car lights without warning, audio control switch malfunction, and in extreme cases, deployment of the driver side airbag.” Proton Group managing director Dato’ Haji Syed Zainal Abidin Syed Mohamed Tahir apologized for the inconvenience caused to customers and gave the assurance that “the safety of customers is paramount.” The “voluntary recall” affected 15,911 (2%) of 660,000 cars produced and sold over the four-year period. Proton advised owners of the affected models to contact any authorised Proton service centre for a free check-up. All labour and parts costs related to the replacement of the clock spring would be provided at no charge. Proton also set up a dedicated website www.protonaftersales.com to help customers check whether their vehicles were affected by keying in their chassis number or referring to a pictorial guide. It also provided the Proton iCARE line at 1-300-880-888 to contact for further information and sent letters to affected customers. Proton has a long history of quality issues from customers due to known and unresolved malfunctioning of parts eg. driver-side power windows. In recent years, it has also received criticism for losing market share to rival Perodua, for abortive strategic partnerships (eg. Volkswagen AG), for alleged rebadging of its cars (Proton Inspira for Mitsubishi Lancer) and for producing cars below international safety standards (eg: Proton Jumbuck, its two-door utility vehicle was given dismal safety ratings by independent crash test organisation Ancap in New Zealand). In the wake of various recalls by other major car manufacturers, including Toyota, Nissan, BMW, Hyundai and Mazda in recent months, Proton is fortunate it is not had to face more intense scrutiny by the media on how the clock spring issue may have come to their attention in the first place.
Case study 4: Domino’s Pizza staff post disgusting videos on YouTube On April 13, 2009, two Domino’s employees from a North Carolina store shot a video of themselves doing gross things to the food they were preparing for delivery and posted in on YouTube. Within two days, the video had been viewed more than a million times on YouTube with over 300,000 comments. The employees claim it was just a prank and the food was never sent to the customers but the damage was already done. Once the company was alerted about the video, it responded quickly. Tim McIntyre, vice president of communications expressed how repulsed he was by the video and that the company was taking steps to identify the offending employees. The company assured customers the employees did not represent the 125,000 Domino’s Pizza employees in 60 countries “who work hard every day to make good food and provide great customer service.” Because Domino’s didn’t have a Twitter account, it launched one immediately and encouraged other employees to express their outrage. Its president (and current CEO) Patrick Doyle also uploaded a video response on YouTube, which received over 700,000 views, apologizing to customers and assuring them of remedial action. By using social media tools such as YouTube and Twitter, Domino’s was responding to the crisis by targeting the very audience most likely to have seen the video. The culprits were eventually fired and both were charged with distributing prohibited foods, which is a felony in North Carolina. The store was closed and sanitized. On April 29, 2009, Dominos Pizza gave away Free Pasta Bowls as a goodwill gesture to encourage its customers to return to its stores. Domino’s has since taken a serious view of social media tools as means to listen, connect and engage with its customers. It ran a campaign called “Pizza Turnaround” in late 2009 to listen to customers and received some harsh comments, including one that suggested their “pizza tastes like cardboard”. Based on the feedback, the company has changed its recipes entirely and begun to gain marketshare. In an effort to be more transparent, Domino’s has also made a promise to only take photographs of real pizzas made by its employees in advertising shoots. No art director, food stylist or methods to artificially manipulate the food will be done. LINK: http://bit.ly/dominoscrisis
Case study 5: Tommy Hilfiger racist rumour
In 1996, the designer of one most popular clothing brands from the US, Tommy Hilfiger, found himself being maligned on the Internet for supporting racism. Hilfiger, whose clothes were a hit with hip-hop artistes, was reported to have made derogatory remarks about Asian, Hispanic and African customers during interviews on popular television shows, The Oprah Winfrey Show and CNN's Style with Elsa Klensch. He was alleged to have said that if he
knew that blacks, Asians and Hispanics were wearing his clothes, he would not have made them 'so nice.' Here’s an example of the viral email: Subject: Tommy Hilfiger on Oprah Hello, please read.... and pass on if you haven't already! Everyone needs to see this. Good for Oprah!!!! I'm sure many of you watched the recent taping of The Oprah Winfrey Show, where her guest was Tommy Hilfiger. On the show, she asked him if the statements about race he was accused of saying were true. Statements like"...if I'd known African-Americans, Hispanics, Jewish and Asians would buy my clothes, I would not have made them so nice. I wish these people would *NOT* buy my clothes, as they are made for upper class white people." His answer to Oprah was a simple "YES". Where after she immediately asked him to leave her show. My suggestion? Don't buy your next shirt or Perfume from Tommy Hilfiger. Let's give him what he asked for. Let's not buy His clothes, let's put him in a financial state where he himself will NOT be able to afford the ridiculous prices he puts on his clothes. BOYCOTT PLEASE...., & SEND THIS MESSAGE TO ANYONE YOU KNOW
The Tommy Hilfiger racism rumour was an example of how an email can morph into various forms over the Internet, and continue to spread despite official denials. Oprah herself did what she could to squash the rumour. On Monday, 11 January 1999, she opened her show by adamantly denouncing the rumor, emphatically stating the following: So I want to just set the record straight once and for all. The rumor claims that clothing designer Tommy Hilfiger came on this show and made racist remarks, and that I then kicked him out. I just want to say that is not true because it just never happened. Tommy Hilfiger has never appeared on this show. READ MY LIPS, TOMMY HILFIGER HAS NEVER
APPEARED ON THIS SHOW….I've never even met Tommy Hilfiger.
Since Hilfiger had never appeared on the shows, he initially brushed off the news as a minor nuisance. The company was also enjoying strong profits in the 1990s and its stock rose to US$70 by 1998. However, by 2000, the scenario had changed completely. In the last six months of 2000, profits declined by 12%, and the stock price plunged below US$6 by the beginning of 2001. On 2 May 2007, the designer appeared for the first time on Oprah's show to debunk the notorious rumour. Oprah: Let's break this down. Tommy, in the 21 years that we've been on the air, have you ever been on the show before today? Tommy: Unfortunately, not. Oprah: And when you first heard it, Tommy, what did you think? Tommy: I didn't believe it. ... Friends of mine said they heard the rumor. I said, 'That's crazy. That can't be. I was never on The Oprah Show. I would never say that.' And all my friends and family who know me and people who work with me and people who have grown up with me said that's crazy. Oprah: Well, did you ever say anything close to that? Where do you think this originated? Tommy: I have no idea. We hired FBI agents, I did an investigation, I paid investigators lots of money to go out and investigate, and they traced it back to a college campus but couldn't put their finger on it. Tommy added his clothing company's intention has always been the exact opposite of what that rumour says. "I wanted to sell a lot of clothes to a lot of people," he says. "It hurt my integrity, because at the end of the day, that's all you have. And if people are going to challenge my honesty and my integrity and what I am as a person, it hurts more than anything else. Forget the money that it has cost me." Not only is he a fashion icon, Tommy is also the founder of a summer camp for inner city children and one of the driving forces behind the Martin Luther King Jr. Memorial Fund—a group dedicated to creating a monument to the slain civil rights leader in Washington, D.C. They're holding a fundraising concert on September 18, 2007, in New York City. "The next time somebody sends you an e-mail or somebody mentions this rumour to you, you know what you're supposed say to them?" Oprah says. "You're supposed to say, 'That's a big fat lie.'"
The company has answered the charges leveled against Hilfiger in its corporate FAQ, which states that not only didn't he say what's been ascribed to him, he's also never been on Larry King Live, or CNN's Style with Elsa Klensch, and only in May 2007 was he ever on The Oprah Winfrey Show. (Source: snopes.com) Video link: http://bit.ly/thilfiger
Air Force Public Affairs Agency - Emerging Technology Division
Air Force Web Posting Response Assessment V.2
FINAL EVALUATIONWrite response for current
circumstances only.Will you respond?
MONITOR ONLYAvoid responding to
specific posts, monitor the site for relevant
information and comments. Notify HQ.
FIX THE FACTSDo you wish to respond with factual information
directly on the comment board?
(See Response Considerations)
RESTORATIONDo you wish to rectify the situation and act upon a reasonable
solution?(See Response
Considerations)
“TROLLS”Is this a site dedicated to
bashing and degrading others?
“RAGER”Is the posting a rant, rage, joke
or satirical in nature?
“MISGUIDED”Are there erroneous facts
in the posting?
“UNHAPPY CUSTOMER” Is the posting a result of a
negative experience?
NO YES
YES
YES
NO
NO
NO
TRANSPARENCY SOURCING TIMELINESS TONE INFLUENCE
Disclose your Air Force
connection.
Cite your sources by including
hyperlinks, video, images or other
references.
Take time to create good responses. Don’t rush.
Respond in a tone that reflects
highly on the rich heritage of the
Air Force.
Focus on the most used sites related to the
Air Force.
RESPONSE CONSIDERATIONS
SHARE SUCCESSDo you wish to proactively share
your story and your mission? (See Response Considerations)
YES
YES
YES
Has someone discovered a post about the organization?
Is it positive or balanced?
Web Posting
NO
Let StandLet the post stand -- no response.
CONCURRENCEA factual and well cited response, which may agree or disagree with
the post, yet is not factually erroneous, a rant or rage, bashing
or negative in nature.
You can concur with the post, let stand or provide a positive review.
Do you want to respond?
Contact Information
Phone: 703-696-1158E-mail: [email protected]
NO
DISCOVERY
Evaluate
Respond
YES YES
YES
Be honest about who you areIf the conversation relates to our business or our industry, you should identify yourself as working for Ford Motor Company in the content of your post/comment/other content. Not only is this the ethical thing to do, but in some countries, like the U.S., there may be personal liability under Federal Trade Commission regulations if you don’t. Best practice is always to be honest about who you are without giving out detailed personal information.
Make it clear that the views expressed are yoursInclude the following notice somewhere in every social media profile you maintain: “I work at Ford, but this is my own opinion and is not the opinion of Ford Motor Company.”
You speak for yourself, but your actions reflect those of Ford Motor Company Unless you have been authorized by Communications, you cannot speak on behalf of Ford Motor Company. Do not portray yourself as a spokesperson, even an “unofficial” spokesperson, on issues relating to Ford Motor Company. Realize that people may likely form an opinion about the Company based on the behavior of its personnel.
Use your common sense It’s good business practice for companies (and individuals) to keep certain topics confidential. Respect confidentiality. Refrain from speculation on the future of the Company and its products. Keep topics focused to matters of public record when speaking about the Company or the automotive industry. Do not disclose non-public Company information or the personal information of others.
Mind your mannersTreat past and present co-workers, other personnel, suppliers, consumers, partners, competitors, Ford Motor Company, and yourself with respect. Avoid posting materials or comments that may be seen as offensive, demeaning, inappropriate, threatening, or abusive. Acknowledge differences of opinion. Respectfully withdraw from discussions that go off topic or become profane.
The Internet is a public space Consider everything you post to the Internet the same as anything you would post to a physical bulletin board or submit to a newspaper. Many eyes may fall upon your words, including those of reporters, consumers, your manager and the competition. Assume that all of these people will be reading every post, no matter how obscure or secure the site to which you are posting may seem.
The Internet remembers Search engines and other technologies make it virtually impossible to take something back. Be sure you mean what you say, and say what you mean.
An official response may be neededIf you spot a potential issue and believe an official Company response is needed, bring it to the attention of a member of the Communications team or the Legal office before it reaches a crisis situation. Potential issues can often be resolved more effectively and efficiently if they are identified quickly.
Respect the privacy of offline conversations Protect your co-workers and our partners by refraining from sharing their personal information or any conversations or statements unless you have their written permission to do so. Bringing someone else into an online conversation without their permission can be destructive to a relationship, cause misunderstandings or violate laws, commercial contracts and/or confidentiality agreements.
Same rules and laws apply: New medium, no surpriseDue to the nature of the digital medium, extra diligence is required in respecting intellectual property (such as copyright and trademark), financial disclosure laws, false advertising and the like. Also, refer people with vehicle or repair concerns to the dealer or customer relations (Contact Ford at http://www.ford.com/owner-services/customer-support/contact-ford). If anyone has a new idea for the Company, refer them to “Your Ideas” on The Ford Story.
When in doubt, ask If you have any questions about what is appropriate, play it smart and check with a member of the Communications team or the Legal office before posting.
These guidelines are meant to provide a simple and clear guide to online communications for Ford Motor Company personnel. For a more detailed look at the guidelines and potential implications
for failing to follow them, please visit our internal resources on HR Online or FordLaw.
We have advised our personnel to observe these guidelines when participating in an online conversation regarding Ford or the automotive industry. These are a summary of our ethical policies. Ford personnel should refer to the
more detailed information available within the Company.
Ford Motor Company’s Digital Participation Guidelines
In brief, our guidelines for engaging on the social Web consist of the following core principles:
1. Honesty about who you are
2. Clarity that your opinions are your own
3. Respect and humility in all communication
4. Good judgment in sharing only public information – including financial data
5. Awareness that what you say is permanent
Guidelines
08/2010
SOCIAL MEDIA CRISIS: LEVELS AND RESPONSES
LEVEL CRISIS CHARACTERISTICS RESPONSES
• Management have been detained, resigned or left
country.
• Intense scrutiny of media has caused complete
business disruption.
5
BLACKOUT
• Crisis has reached a point where any engagement
with the media will worsen situation.
• No recommended response until new
leadership is appointed.
• Media have immediate and urgent need for
information about the crisis, fatalities, injured,
missing.
• CEO/spokesperson may need to hold
press conference and provide statement
of empathy/caring for fatalities, injured,
missing or inconvenienced and their kin.
Acknowledge failures, be transparent
with action plan.
• One or more groups or individuals express anger or
outrage through rally, boycott or protest.
Community and stakeholders voice concerns.
4As: 1. Assure: calm fears, show you care,
2. Accept & Acknowledge 3. Apologize:
(But only if you have to) and be specific
4. Act – fix it.
• Broadcast, print media appear on-site for live
coverage.
• On-site spokesperson provided with
messaging. Record and edit interview for
social media channels.
4
HIGHLY
INTENSE
• Social media rife with theories and rumours. • Respond in kind for specific social media
channels. Correct inaccuracies. Be
consistent in messaging on all media.
• Crisis causes growing attention from local media.
Online media sites post reports.
• Respond with online press statement
and timely updates on social media
channels. Speak to editors to bargain for
time, if required.
• Media contacts non-staff for information about the
crisis.
• Get ahead of rumour mill with accurate
messaging. Monitor social media
channels and respond appropriately.
• Stakeholders, service providers and community
partners need updates.
• Provide consistent external and internal
messaging.
3
INTENSE
• Affected and potentially affected parties are likely to
talk to the media.
• Provide affected parties with satisfactory
resolution.
• Situation/crisis may/may not have occurred; it is
attracting slow, but steady online media coverage.
• Monitor closely, prepare holding
statement. Dispel rumours, if any.
• External stakeholders receive media inquiries. • Provide facts and consistent messaging.
2
MODERATE • The public at large is aware of the situation/event
and it is attracting a little attention online.
• Calm fears, neutralize anxiety with
appropriate online responses.
• Situation/crisis attracts little or no attention.
Commenter/blogger has few followers.
• Can ignore but provide guidelines
reminder to commenter/blogger, if
required.
• No media enquiries are received. • No response required.
1
NEUTRAL
• Public is virtually unaware of situation/crisis. • Monitor for eruptions.
• Positive comments and feedback. • Say thank you, show gratitude publicly. 0
ALL GOOD • Community is self-policing, respectful. • Doesn’t require stringent monitoring.
