Professional Documents
Culture Documents
After you identify your advocates and detractors, move these relationships offline whenever possible so that
you can have an initial one-on-one conversation, point them in the right direction, and then get out of
their way.
Any of these is good news for a company. Studies show that customers often trust one another more than they
trust a company contact, so a customer stepping in with a testimonial on behalf of the company can be worth
more than any other kind of marketing message.
Because of this early and positive Twitter advocacy experience, Adobe thought about how it could turn other
users into “an unpaid army” of evangelists for the company. Adobe started looking for not just satisfied
customers, but people who would talk passionately about Adobe solutions, give advice and support, share
content, and drive traffic to Adobe’s website. To do this, Adobe had to devise and implement a plan that
focused on emerging social media channels.
Adobe used its own tools to create company advocates. Using data from its Twitter API, it searched specific
keywords to find out which products were being discussed. That feedback went to a product manager or
customer service rep, and that person responded to begin building the relationship. Over time, Adobe has used
chatter to distinguish potential evangelists from neutral or dissatisfied customers, and this has helped sharpen
its focus. Some people will never like a particular company or brand, and it isn’t worth the effort to change
their minds. Instead, it’s better to try to sway neutral users and make fans even more avid champions for
your cause.
6. Devise a plan.
The plan will vary from company to company, but usually it’s meant to encourage engagement among current
followers, not find new followers. Find ways to motivate supporters to talk about your company. This could be
a contest of some kind or exclusive access to relevant information.
A few years ago, Adobe was conflicted about the idea of giving away information that would normally be
available through consulting engagements. The company was concerned that giving that information away
would hurt its business. Instead, it found that business improved when it gave away some information to its
best advocates and then charged a little more for the rest.
Can you think of others that you would add to this list?
Keep in mind that it isn’t always easy to measure sales performance from social media, but it is possible to find
out how many leads are generated from your social media efforts, which is the first step toward conversion.
How does the approach you are currently using differ from what has been described above? What would
you like to take back to your organization and implement?
While there are a number of ways to approach and manage social media, the ultimate goal is to encourage
interaction with and among existing customers. This creates more positive chatter and more evangelists for
your brand.
But every organization has its own way of driving this chatter. One company might appoint a social media czar
to control all messaging and respond to feedback. This approach provides control, but it’s neither authentic nor
transparent, and it doesn’t scale well. At the other extreme is a company that lets each employee or business
unit use social media in any way they want. For example, one business unit might use social media all the time,
while another might not use it at all. This approach is authentic and transparent, but the company has no
control over the interactions.
Where would you put your social media approach on the control versus no control scale?
Perhaps a better solution is a balance of the two extremes using a spoke model. In this scenario, a small group
of people drive social media best practices and train the different business groups, and then let each business
group manage its own day-to-day social media activities. This combines the authenticity of individual
interactions with greater organizational control.
Social media is a great business building tool, but it is a mistake to mandate it or apply too much control. Some
Don’t try to mandate or
overcontrol your social companies require their employees to manage blogs, but not everyone has the time or the ability to do that.
media approach. This inevitably leads to everything from poor messaging to inactive sites. To avoid the organic or “wild West”
approach, select people in your organization who understand social media, and then empower them to use it
to your company’s best advantage.
Frequency—The team had to decide how often to tweet or post Facebook updates, matching the frequency to
the flow of the news cycle. It had to be dynamic enough to keep up with the latest news, but not so rigid that
the team felt forced to post when there was nothing significant to say.
One-on-one interactions—Facebook and Twitter managers were instructed to respond to comments and
questions. If a user commented on a story, the manager would respond or follow up with a question as a way
of keeping the dialog going.
Increased return on interaction, influence, and investment (ROIII)—By participating in social media, USA
Today wanted to increase interaction and influence, and that in turn would lead to a higher traditional ROI.
Those efforts have been successful, bringing in more traffic from social networking sites.
Turning journalists into evangelists—In the past, brands represented journalists, but now it’s the other way
around, with journalists representing brands. The connections that these journalist representatives make add
value to the company and bolster its image among subscribers.
Increasing the level of engagement on the site—In 2007, USATODAY.com was a very static site. Content got
pushed out, but no one was interacting with readers. The company decided to revamp its site, adding story
comments and other tools that allow users to comment on a story, recommend it to their contacts, or share
articles with their social media circles. Now, the site also allows users to create profile pages, have their own
blogs, and join communities focused on various common interests.
What’s next?
Now that USA Today has put in place a social media team and changed its website to leverage its new strategy,
it has set the goal of becoming a leader in the online news category. The team is pursuing monitoring content
to better understand the types of articles and themes social media users are most interested in. The company
still wants to know what people are saying, but they also want to know exactly which stories are being read
and commented on. If they know the type of content readers like, they can find ways to connect users to that
content, presenting them with alternative ways to view, sort, or organize content with respect to their
preferences around social media.
USA Today is also working with Adobe and partner Visible Technologies on this capability. Visible
Technologies compiles data on which USA Today articles are being shared or posted. It uses Adobe SiteCatalyst
technology to rank the top 350 URLs from the site and attach the relevant social media metrics. This report
then goes to USA Today, which uses the data to update a widget that measures which stories are most often
shared on Facebook, Digg, and Twitter, as well as which stories generate the most comments. Armed with
these insights, USA Today is able to focus content on the stories gaining the most traction.
• Dedicate the time and resources to gain social media’s full benefit.
• Use social media to encourage interactions with and among customers, creating more chatter and turning
your best customers into evangelists for your brand.
• Develop a comprehensive social media plan, starting with goals, and ending with metrics and optimization.
• Focus your efforts on people who understand social media to strengthen relationships, increase awareness
of your brand, and build thought leadership in your industry.
• Use a solution like SiteCatalyst to measure, analyze, and optimize integrated data from all online initiatives
across marketing channels.
• Use metrics to align your program with your company’s goals and continually improve the process.
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Notes