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ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
11
SIX SECRETS TO OVERCOMING SOCIAL MARKETING HURDLES E R I C W E A V E R • # P M I L D N • 3 0 O C T 2 0 1 5
WEAVER GLOBAL ADVISORY
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
22
VOICEOVER: How many of you think social media marke�ng as we know it is dead? How many of you think this “happened” around 2013? • I ask because I’ve been crea�ng social approaches for brands since the very beginning (2005). Many of my colleagues are ques�oning the viability of
social as a marke�ng channel these days.
But from my perspec�ve, social’s unique and important to any brand.
It’s certainly not dead. Just struggling with six major issues.
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
33
VOICEOVER: Part of the problem is that all this �me, perhaps the
majority of brands have used social as a push marke�ng channel. “Find
Us On Facebook” is a classic example, assuming audiences
wanted to find us and our content (usually ported from other
channels). The reality was: few did.
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
44
THE TYPICAL SEQUENCE: ASK JR STAFF TO “HELP” ✓
HIRE FULL-‐TIME STAFF ✓
BEGIN BASIC ENGAGEMENT ✓
BUY A LISTENING TOOL ✓ SOCIAL BOX CHECKED NO NEED TO GO FURTHER
44
VOICEOVER: Marke�ng typically is the largest budget within any organisa�on. And under constant pressure to be
reduced. When Social Marke�ng became an obvious necessity, the sequence at le� was the typical way companies adopted social.
Marketers did the bare minimum and then told their management the brand “was doing social.” That barely funded, bare
minimum resourcing may have taken care of basics but set the expecta�on that social was free
or cheap.
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
55
“We don’t internally have the confident data we need to convince leaders or peers that they should invest in
some of this new technology or posi�ons
or skills that will be crucial to a growth plan”
Adrian Parker,
Patron Spirits Company
VOICEOVER: For most brands, this approach and a�tude underpowered real impact. And without real financial metrics, many marketers have told me they feel
stuck. They can’t invest without financials, and they can’t get be�er results without
further investment.
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
66
S I X MAJOR HURDLES ARE CREAT ING A SOC IAL MED IA CR I S I S OF FA I TH
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
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Hurdle #1 CONTENT ISN’T SEEN BY FANS BECAUSE THE CONTENT EXPLOSION HAS KILLED ORGANIC REACH
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
88
Client Posts/ month
Total reach
per post
Avg reach per post
Fan Base Visibility
Cruises 55 155,305 2,823 1,284,700 0.2%
Fast Food 16 1,333,120 83,320 1,194,700 6.9%
Insurance 2 19,830 9,915 270,350 3.7%
Airline 8 215,000 26,875 619,420 4.3%
Electronics 8 322,500 40,312 3,760,700 1.0%
AVERAGE ORGANIC REACH (OCT 2015): 3.22%
VOICEOVER: Remember when we produced content for fans and they reacted? Remember when they actually SAW it in
their newsfeeds?
Ever since Facebook started charging at the door, most of us who don’t pony up are seeing our reach thro�led in favour of paying brands. Which means a mee�ng with Finance to request a new paid budget for boos�ng
content.
But – do we have the financial metrics to jus�fy a new spend?
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
99
ORGANIC REACH (Maximum 3% visibility)
RETAIL BRAND W/508K FANS • ORGANIC REACH 1 MO
VOICEOVER: Look at these sta�s�cs for a retail food brand. Out of 500,000 fans, very few even have a
CHANCE of seeing the brand content.
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
1100
WANNA PLAY? GOTTA PAY.
ORGANIC REACH
PAID REACH PAID REACH – BOOM!
VOICEOVER: But with a £850/1000€ investment, Facebook over-‐rewards the brand with insane reach.
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
1111
(NON) SECRET #1: YOU NEED TO ASK FOR A NEW PAID BUDGET – BUT IT WILL GET YOU ENGAGEMENT
VOICEOVER: It’s essen�al to boost now
because it’s the only way to get to these kinds of engagement numbers. And engagement leads to all good things.
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
1122
Hurdle #2 WEAK ENGAGEMENT SKILLS AROUND WEAK CONTENT
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
1133
VOICEOVER: This just happened last week: IHOP’s social agency evidently decided a bunch of non-‐funny and offensive tweets might generate buzz. They did. The wrong kind.
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
1144
ENGAGEMENT T I P : ASK FOR CONTR IBUT ION
VOICEOVER: Let me share some �ps with you about how to properly engage with fans – some things my former team learned working with our friends at HTC.
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
1155
VOICEOVER:
Tip: ask visitors to share their opinions and
feelings. Ask them to contribute some
personal “secret” about themselves. Give them an opportunity to show
off. For HTC, that sparked nearly 34,000 likes, 2100 shares and nearly 1300 comments.
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
1166
ENGAGEMENT T I P : USE CONF IDENT LANGUAGE
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
1177
VOICEOVER:
Go ahead, brag a li�le. Your confidence begets
confidence in your products and triggers fans to speak up. Those who agree with you will chime in, to get their own recogni�on, or share their brand choice with their
friends.
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
1188
ENGAGEMENT T I P : BE RELEVANT
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
1199
VOICEOVER: Are there current events or already-‐talkworthy
issues that can be �ed to your brand without
appearing self-‐interested? You can join in the fun -‐ carefully. This simple ques�on
generated nearly 1500 likes and almost 300 comments. Just be a fellow observer of the external event without trying to commandeer it
for your brand.
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
2200
ENGAGEMENT T I P : CREATE EMOT IONAL TR IGGERS
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
2211
9,550 LIKES • ~200 SHARES VOICEOVER: If you can find a way to be funny (in a be�er way than IHOP did), it can work really well.
Just, umm, have good writers.
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
2222
SECRET #2 : ENGAGEMENT SK I L LS ST I L L CR I T ICAL
VOICEOVER: Social may have become a paid channel just like everything else but clearly, having engagement skills is s�ll an absolute requirement for success. Replace a conversa�onalist with a
salesman and guess what? Social loses its magic and underperforms. Some managers blame the channel instead of considering their investment in engagement skills — or lack thereof.
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
2233
Hurdle #3 MANAGEMENT UNINTERESTED OR NOT SEEING REWARD VS RISK
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
2244
WHY?
Too busy to care Genera�onal disconnects Aversion to PR or reputa�onal risks Don’t believe dialogue has an impact on sales
VOICEOVER: These are all reasons but the primary reason is the last one: management typically doesn’t believe they will see a return on any social media investment. But there’s a way around this.
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
2255
INSIGHTS & DATA RARELY GET BACK TO THE C-‐SUITE
CCAAMMPPAAIIGGNN EEXXEECCUUTTIIOONN
OOUUTTSSOOUURRCCEEDD CCOOMMMMUUNNIITTYY
IINNFFLLUUEENNCCEERR EENNGGAAGGEEMMEENNTT
LLIINNKKEEDDIINN AADD BBUUYY
LLIISSTTEENNIINNGG // RREEPPOORRTTIINNGG
VVPP CCUUSSTT SSEERRVVIICCEE
HHEEAADD OOFF MMKKTTGG
HHEEAADD OOFF PPRR
HHEEAADD OOFF PPRROODDUUCCTT CCOOOO
SSOOCC MMEEDD MMGGRR
MMKKTTGG MMGGRR
CCRREEAATTIIVVEE AAGGEENNCCYY
MMEEDDIIAA AAGGEENNCCYY
IINNTTEERRNNAALL TTEEAAMM
MEANINGFUL MARKET INSIGHTS FROM SOCIAL CHANNELS OFTEN DON’T REACH THE LEADERSHIP TEAM
RREECCRRUUIITTEERR
VOICEOVER: Typically, social efforts are tac�cal and �ed to low-‐level marke�ng goals. None of the rich customer insights or dialogue ever seem to reach management because the data is o�en
not framed in a way they’ll understand or consider as part of a bigger strategy.
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
2266
ENGAGE TOP EXECS AND SOCIALISE THE ENTIRE ORG
SSOOCC MMEEDD MMGGRR
CCAAMMPPAAIIGGNN 11 CCAAMMPPAAIIGGNN 33 TTAACCTTIICC 11 PPRROOGGRRAAMM 22 TTAACCTTIICC 33
PPRR MMGGRR
BBUUSSIINNEESSSS SSTTRRAATTEEGGYY WWOORRKKSSHHOOPP TTOO DDEEFFIINNEE KKPPIISS
CCAAMMPPAAIIGGNN 22 PPRROOGGRRAAMM 11 TTAACCTTIICC 22 PPRROOGGRRAAMM 33 TTAACCTTIICC 44 PPRR TTEEAAMM MMOOBBIILLEE DDEEVV
ALL SOCIAL TACTICS HAVE LEADERSHIP BUY-IN — AND FUNDING ISN’T ALL ON MARKETING’S BACK
MMAARRCCOOMM DDEEPPTT TTRRAAIINNIINNGG DDEEPPTT MMEEDDIIAA AAGGEENNCCYY
SSEEOO SSHHOOPP CCUUSSTT CCAARREE
IITT MMGGRR DDIIRR OOFF CCUUSSTT SSVVCC
CCRROOSSSS-‐-‐FFUUNNCCTTIIOONNAALL SSOOCCIIAALL TTEEAAMM
DDIIRR OOFF HHRR
VVPP CCUUSSTT SSEERRVVIICCEE
HHEEAADD OOFF MMKKTTGG
HHEEAADD OOFF PPRR
HHEEAADD OOFF PPRROODDUUCCTT CCOOOO
VOICEOVER: I lead execu�ves through strategy workshops in which I find out what will get them their year-‐end bonus. Then we create an agile social team across all departments. This creates
linkage between all social-‐facing teams, who all share the cost.
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
2277
OOUURR OORRGGAANNIIZZAATTIIOONN DDOOMMIINNAATTEESS TTHHEE EENNTTIIRREE CCAATTEEGGOORRYY
CCRREEAATTEE AA LLOOVVEE AAFFFFAAIIRR WWIITTHH TTAARRGGEETT PPEERRSSOONNAASS
IINNSSPPIIRREE AANNDD AAMMPPLLIIFFYY TTHHEE CCUUSSTTOOMMEERR VVOOIICCEE
BBUUIILLDD AA GGRROOWWIINNGG FFAANNBBAASSEE TTHHRROOUUGGHH AADDVVOOCCAACCYY
IINNCCRREEAASSEE RREETTAAIILL VVIISSIITTSS BBYY
FFRREEQQUUEENNTTSS BBYY XX PPEERR MMOONNTTHH
IINNCCRREEAASSEE CCUUSSTTOOMMEERR
EENNGGAAGGEEMMEENNTT AACCRROOSSSS SSOOCCIIAALL CCHHNNLLSS BBYY XX%%
IINNCCRREEAASSEE NNEETT PPRROOMMOOTTEERR SSCCOORREE
BBYY XX%%
IINNCCRREEAASSEE RREESSPPOONNSSEE TTIIMMEE && RREESSOOLLUUTTIIOONN OOFF SSEERRVVIICCEE IISSSSUUEESS
BBYY XX%%
IINNCCRREEAASSEE PPOOSSIITTIIVVEE BBRRAANNDD SSEENNTTIIMMEENNTT
BBYY 22XX
CCRREEAATTEE OOPPPPOORRTTUUNNIITTIIEESS FFOORR
FFAANNSS TTOO SSHHAARREE
CCRREEAATTEE AA SSOOCCIIAALL CCOONNTTEENNTT SSTTRRAATTEEGGYY
PPRROOAACCTTIIVVEELLYY EENNGGAAGGEE WWIITTHH RREEMMAARRKKAABBLLEE
CCOONNTTEENNTT && TTIIMMEELLYY DDIIAALLOOGGUUEE
IIMMPPRROOVVEE TTHHEE OOVVEERRAALLLL SSOOCCIIAALL UUSSEERR EEXXPPEERRIIEENNCCEE
MMOOVVEE CCUUSSTTOOMMEERR CCAARREE EEFFFFOORRTTSS TTOO SSPPEECCIIFFIICC SSOOCCIIAALL
VVEENNUUEESS
IIDDEENNTTIIFFYY && AACCTTIIVVAATTEE BBRRAANNDD EENNTTHHUUSSIIAASSTTSS
CCRREEAATTEE AA FFRRAAMMEEWWOORRKK FFOORR
CCUUSSTTOOMMEERR EEXXPPEERRIIEENNCCEE SSHHAARRIINNGG
ONE-‐DAY WORKSHOP WITH UPPER MGMT VVIISSIIOONN
OOBBJJ
EECCTTIIVVEE
SS GGOOAALL
SS SSTT
RRAATTEE
GGIIEESS
VOICEOVER: We use P&G’s OGSM/OGST model, beginning with a vision, crea�ng three annual business objec�ves, determining measurable goals, and iden�fying social strategies and tac�cs.
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
2288
SECRET #3: INCLUDING THE LEADERSHIP TEAM SPREADS VALUE OF SOCIAL HIGHER/BROADER SSTTRRAATTEEGGYY 11:: CCRREEAATTEE AA SSOOCCIIAALL CCOONNTTEENNTT
SSTTRRAATTEEGGYY
SSTTRRAATTEEGGYY 22:: EENNGGAAGGEE WWIITTHH RREEMMAARRKKAABBLLEE CCOONNTTEENNTT && TTIIMMEELLYY
DDIIAALLOOGGUUEE
SSTTRRAATTEEGGYY 33:: IIMMPPRROOVVEE TTHHEE
OOVVEERRAALLLL SSOOCCIIAALL UUSSEERR EEXXPPEERRIIEENNCCEE
SSTTRRAATTEEGGYY 44:: MMOOVVEE CCUUSSTTOOMMEERR CCAARREE
EEFFFFOORRTTSS TTOO SSPPEECCIIFFIICC SSOOCCIIAALL VVEENNUUEESS
SSTTRRAATTEEGGYY 55:: IIDDEENNTTIIFFYY && AACCTTIIVVAATTEE BBRRAANNDD EENNTTHHUUSSIIAASSTTSS
SSTTRRAATTEEGGYY 66:: CCRREEAATTEE AA FFRRAAMMEEWWOORRKK FFOORR
CCUUSSTTOOMMEERR EEXXPPEERRIIEENNCCEE SSHHAARRIINNGG
EESSTTAABBLLIISSHH CCRROOSSSS-‐-‐FFUUNNCCTTIIOONNAALL SSOOCCIIAALL
““TTIIGGEERR TTEEAAMM””
DDEEFFIINNEE SSOOCCIIAALL PPLLAAYYEERRSS AANNDD RROOLLEESS
IIDDEENNTTIIFFYY TTRRAANNSS-‐-‐MMEEDDIIAA CCOONNTTEENNTT OOPPPPOORRTTUUNNIITTIIEESS
CCRREEAATTEE AA CCOONNTTEENNTT CCAALLEENNDDAARR && SSTTRRAATTEEGGYY
CCRREEAATTEE AANN AALLWWAAYYSS-‐-‐OONN EENNGGAAGGEEMMEENNTT
PPLLAANN
CCOONNDDUUCCTT CCOONNVVEERRSSAATTIIOONNAALL
AANNAALLYYSSIISS TTOO IIDDEENNTTIIFFYY EEFFFFEECCTTIIVVEE CCOONNTTEENNTT && TTIIMMIINNGG
IIDDEENNTTIIFFYY DDIIAALLOOGGUUEE CCAATTEEGGOORRIIEESS FFOORR MMOONNIITTOORRIINNGG,, RREEPPOORRTTIINNGG && RREESSPPOONNDDIINNGG
DDEEFFIINNEE TTHHEE TTOONNEE && MMAANNNNEERR FFOORR AALLLL
CCHHAANNNNEELLSS
CCRREEAATTEE AA CCOONNSSIISSTTEENNTT VVOOIICCEE,,
LLOOOOKK && FFEEEELL AACCRROOSSSS SSOOCCIIAALL && TTRRAADDIITTIIOONNAALL CCHHAANNNNEELLSS
IIDDEENNTTIIFFYY CCHHAANNNNEELL SSTTRREENNGGTTHHSS && MMAAPP TTOOUUCCHHPPOOIINNTTSS IINN
SSOOCCIIAALL CCRRMM SSYYSSTTEEMM
IIDDEENNTTIIFFYY EEXXIISSTTIINNGG SSOOCCIIAALL CCAARREE
OOPPPPOORRTTUUNNIITTIIEESS
CCRREEAATTEE CCAASSEE CCOODDEESS && TTEECCHH PPLLAATTFFOORRMM FFOORR SSOOCCIIAALL CCAARREE
HHAANNDDLLIINNGG
TTRRAAIINN CCAARREE RREEPPSS OONN SSOOCCIIAALL MMEEDDIIAA-‐-‐BBAASSEEDD
CCAARREE
CCRRAAFFTT AA RREECCOOGGNNIITTIIOONN PPRROOGGRRAAMM FFOORR EENNTTHHUUSSIIAASSTTSS
SSEETT GGRROOUUNNDD RRUULLEESS OONN AALLLL SSOOCCIIAALL CCHHAANNNNEELLSS
CCRREEAATTEE AA BBRRAANNDD AAMMBBAASSSSAADDOORR PPRROOGGRRAAMM
CCRREEAATTEE CCRROOSSSS-‐-‐MMEEDDIIAA
OOPPPPOORRTTUUNNIITTIIEESS FFOORR EEXXPPEERRIIEENNCCEE SSHHAARRIINNGG
CCRREEAATTEE AA LLEEAADDEERRSSHHIIPP SSCCOORREECCAARRDD
SSHHOOWWIINNGG SSHHAARRIINNGG MMEETTRRIICCSS
CCRROOSSSS-‐-‐PPOOLLIINNAATTEE EEXXPPEERRIIEENNCCEESS TTOO
TTRRAADDIITTIIOONNAALL MMEEDDIIAA CCRREEAATTEE SSTTAANNDDAARRDD EENNGGAAGGEEMMEENNTT
MMOODDEELLSS FFOORR CCAASSEESS
LLAAUUNNCCHH AA PPRROODDUUCCTT CCOO-‐-‐CCRREEAATTIIOONN OORR NNAAMMIINNGG PPRROOGGRRAAMM
DDEEFFIINNEE SSOOCCIIAALL PPEERRSSOONNAASS
VOICEOVER: All those tac�cs the social team used to conduct on their own, disconnected from execu�ve goals? They now support execu�ve KPIs – and, surprise! They’re now all funded.
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
2299
Hurdle #4 UNDER-‐RESOURCING A SELF-‐FULFILLING PERFORMANCE PROPHECY
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
3300
WHY?
Addi�onal headcount impacts earnings per employee figures
Endless pressure to reduce marke�ng spend Other teams will defend their budgets
Any ask for addi�onal spend or headcount triggers poli�cal risk
VOICEOVER: I find these to be the most common issues around social. Internal financial pressures and personal poli�cal risk create social efforts o�en so underfunded, it seems like a cruel joke.
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
3311
SECRET #4: SPREAD RESOURCING ACROSS ALL DEPARTMENTS AFTER TYING TO EXEC BONUSES
VOICEOVER: Remember our strategy workshop? From our tac�c list, we can properly iden�fy labour required across all departments for each tac�c, and quan�fy total social resourcing needs that will fully
support those execu�ve KPIs. No more pie in the sky guesswork.
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
3322
Hurdle #5 CROSS-‐FUNCTIONAL CONFUSION WHEN SOCIAL EFFORTS FOUNDER
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
3333
COMPLAINT – OR FIVE-‐ALARM FIRE?
VOICEOVER: Ahhh, consumers. So quick to bash without all the facts. How big a deal is this to the brand? Not bad – un�l they get into the
Evening Standard – or Fox News.
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
3344
DETERMINE CASES THAT FIT INTO FIVE LEVELS OF SEVERITY Based on reputa�onal impact and public visibility: LEVEL 1: limited reputa�on impact, limited audience. LEVEL 2: moderate reputa�on impact, limited audience. LEVEL 3: moderate reputa�on impact, local media exposure. LEVEL 4: severe reputa�on impact, regional media exposure. LEVEL 5: extreme impact reputa�on with extensive media exposure. What ac�ons should be taken at each level? Who should speak on our behalf?
AAUUDDIIEENNCCEE
BBRRAANNDD RREEPPUUTTAATTIIOONN IIMMPPAACCTT
NNAATTIIOONNAALL MMEEDDIIAA GGAAFFFFEE
NNAASSTTYY BBLLOOGGGGEERR
LLEEVVEELL
55 LLEEVVEELL
44 LLEEVVEELL
33 LLEEVVEELL
11
VVIIRRAALL MMIISSIINNFFOORRMMAATTIIOONN
IINN-‐-‐SSTTOORREE VVIIOOLLEENNCCEE
LLEEVVEELL
22 LLOOCCAALL
IINNCCIIDDEENNTT
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
3355
PREPLAN COMMON SCENARIOS FACTUAL ERROR OFF-‐TOPIC NEGATIVE RANT COMPLAINT OFFENSIVE PR ISSUE THREATS
EXAMPLES FROM OUR FACEBOOK WALL
”Supermacs use mad cow meat -‐ boyco�
them!"
”The Food Safety
Authority guidelines
made me ill!"
"i like Club Orange with my kebab so you people be�er handle it before i take my
business somewhere else."
”I got a snack box and bit into a large pocket of
blood in the chicken."
“I hate all _____.”
"This is in regards to a racist comment I
received at your Swords loca�on."
"I am going to show up at that restaurant and teach that employee a lesson."
CRISIS LVL 0-‐3 0 0-‐2 0-‐3 0 0-‐5 0-‐4
FIRST RESPONSE
Post correc�on & link if possible.
No Response or request to keep convo on
topic
“Sorry for bad experience.” Link or give C/S contact info.
Log; Acknowledge; Contact me.
No Response, Log & Delete
Case by case. Mostly just monitor.
No Response. Alert restaurant owner, Safety Dept, franchise
mgr, Log & Delete
ESCALATE IF Error is
spreading virally
Guest con�nues to rant or distract
Nega�vity is spreading virally
Level 3 complaint or
above
Posts are repeated
Issue is spreading virally
Threats are repeated
ESCALATION RESPONSE
Delete/block repeats. Alert Level 3 team
Ban user Alert Level 3 team Escalate as necessary
Ban user, no�fy others if
necessary
Alert Level 3 team; post official announcement
No Response, Alert restrnt owner, Safety Dept, franchise dir, Log & Delete
DELETE POST? Delete repeats Yes if mul�ple No No Yes No Yes
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
3366
SOCIAL TEAM RESPONSE: “Reilly, that sounds awful. Did you let the store manager know? Either way, please call us at 0845 149 7162, Mon-Fri, 0700-1600. Our policy is to always have a spotless restaurant where customers feel welcome and comfortable. Thanks for bringing this to our attention. “You can also click the Message button above and I can discuss the incident with you via Facebook messaging.”
STANDARDISE RESPONSES
ACKNOWLEDGE EMOTION
ENQUIRE TO SHOW YOU CARE TO UNDERSTAND
SHARE OUR POLICY
OFFER ASSISTANCE
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
3377
CRISIS “RACI” RREESSPPOONNSSIIBBLLEE,, AACCCCOOUUNNTTAABBLLEE,, CCOONNSSUULLTTEEDD,, IINNFFOORRMMEEDD IINNCCLLUUDDEE CCOORRPPOORRAATTEE CCOOMMMMSS,, CCUUSSTTOOMMEERR CCAARREE,, MMAANNAAGGEEMMEENNTT,, MMAARRKKEETTIINNGG,, PPRR TTHHEE LLEEVVEELL OOFF CCRRIISSIISS DDIICCTTAATTEESS WWHHOO RREEPPRREESSEENNTTSS,, WWHHOO IISS RREESSPPOONNSSIIBBLLEE,, AACCCCOOUUNNTTAABBLLEE,, EETTCC.. MEDIA ROUTED TO CORPORATE COMMS LLIISSTTEENNIINNGG TTEEAAMM KKEEEEPPSS CCRRIISSIISS TTEEAAMM AAWWAARREE OOFF SSHHIIFFTTSS IINN SSEENNTTIIMMEENNTT OORR OOPPIINNIIOONN
LLEEVVEELL 11
LLEEVVEELL 22
LLEEVVEELL 33
LLEEVVEELL 44
LLEEVVEELL 55
REPRESENTING COMPANY: Social Team CONSULTED: Marke�ng Communica�ons INFORMED: Corporate Communica�ons Affected Regional Manager or Store Manager
REPRESENTING COMPANY: CCEEOO CONSULTED: EEnn��rree EExxeeccuu��vvee TTeeaamm SSaaffeettyy DDeeppaarrttmmeenntt INFORMED: SSVVPP HHuummaann RReessoouurrcceess AAllll SSttoorree MMaannaaggeerrss AAllll RReeggiioonnaall MMaannaaggeerrss
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
3388
SECRET #5: AN INVESTMENT IN SCENARIO PLANNING & TRAINING WILL ULTIMATELY SAVE ££££ ACROSS EVERY DEPARTMENT
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
3399
Hurdle #6 SOCIAL STUCK IN “BUDGET PRISON” AND WE NEED TO BUST IT OUT
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
4400
NO F INANC IAL METR ICS = NO F INANC IAL SUPPORT
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
4411
WHAT IF WE COULD PUT A VALUE ON OUR SOCIAL EFFORTS?
Specific to our company Tied to previous efforts In cash value, not “likes” or “retweets” Using a reasonable methodology APPROACH: EARNED MEDIA VALUE
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
4422 STEP 1: PRICE OUR KPIS. HOW HAVE PAST PAID CAMPAIGNS PERFORMED?
42
PAGE CPM COST / LIKE COST / NEW FAN
@OurBrand_UK 55p 85p £1.05
@OurBrand_IE £1 85p £1.53
@OurBrand_FR 75p 75p £1.15
PRICING DATABASE
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
4433
API
STEP 2: READ ALL EARNED ACTIVITY VIA API
VOICEOVER: Imagine reading all of your social ac�on data via APIs to Facebook and other social sites. You could automate the gathering of daily social data.
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
4444
44
API
STEP 3: CALCULATE EMV BASED ON PAID RATES
£12,500 £4,830 £24,960
VOICEOVER: Now we price against our paid pricing database to calculate ROI for the day. Or week. Or
month.
Voila! Now you know what your
organic efforts are worth.
ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
4455
EXAMPLE POST EMV
14,268 Likes x 85p = £12,127 1,701 Shares x £1.50 = £2,551 548 Comments x £2 = £1,096 TOTAL EMV FOR THIS POST: £15,774 CONTENT & ENGAGEMENT COSTS: £1,000 Now you can begin to show a return on your efforts.
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ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
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NOW I CAN…
A/B TEST CONTENT A/B TEST ENGAGEMENT HAVE A FINANCIAL CONVERSATION WITH THE CFO “WE SPENT £5K AND WE RECEIVED £26K IN EMV.”
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ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
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SECRET #6 : USE YOUR PA ID PERFORMANCE
METR ICS TO JUST I FY ASK ING FOR MORE INVESTMENT IN SOC IAL
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ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
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RECAP
1. PAID SPEND IS REQUIRED & MUST BE BUDGETED & REQUESTED
2. ENGAGEMENT IS STILL A CRITICAL SKILL 3. INVOLVE ENTIRE LEADERSHIP TEAM IN
NEED DEFINITION & CUSTOMER STRATEGY
4. SPREAD RESOURCING & COSTS ACROSS ALL CUSTOMER-‐FACING DEPARTMENTS
5. IN-‐DEPTH CRISIS SCENARIO PLANNING MEANS REDUCED FINANCIAL RISK
6. EMV CAN HELP YOU RELATE TO YOUR CFO AND JUSTIFY FURTHER SOCIAL INVESTMENT TO GET YOU OUT OF BUDGET PRISON
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ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE
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QUESTIONS? Eric Weaver
020 3289 3283