Deciphering the code of great social ideas
Have you noticed that there appears to be a growing number of weird and wonderful campaigns coming out of various agencies across the world?
Have you noticed that there appears to be a growing number of weird and wonderful campaigns coming out of various agencies across the world?

For organisations to be successful in this new hyper-word-of-mouth world they will need to fully embrace the notion of a building a social brand.
A social brand is one that is able to stay true to three core principles; it actively listens, it has appropriate social behaviour and it builds win/win relationships with its stakeholders.
Active listening is required if the brand is to truly be part of the market conversations, being part of the conversation provides valuable insight and critical feedback. Without active listening, and appropriate responses, the brand is still operating in the pre-social media world of mass communication.
Appropriate social behaviour is the easiest to define, authentic, honest, transparent, human, but it’s the hardest to successfully implement. Ultimately it will come down to the organisations’ commitment to a social brand value system and a people strategy that is aligned to this.
Lastly, because social media is creating perfect markets the last principle this win/win relationships. This is about the value exchange, the value exchange between the brand and each of its stakeholder i.e. prospects, customers, employees, influencers, investors etc. This value can take different forms, so for customers it could be about the performance of the product, the quality of the customer support or the influence they may have over shaping the product development.
In reality the impending challenges to re-engineer an organisation in order to be able to successfully build a social brand is huge; aligning internal departments, processes and communication channels is just the tip of the iceberg.
The conclusion therefore, is that the only way an organisation can effectively meet these challenges will be if the board, and more specifically the CEO, genuinely understands this new social world, is committed to building a social brand, has a clear, effective strategy and strong leadership to make it happen.
There is certainly an opportunity for organisations to get a competitive edge by building social brands although the interesting question is how organisations will differentiate themselves in the future when all brands are social brands.
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To find out what the reaction to your content has been you need to ensure you have set-up your active listening tools. What conversations have you started? What conversations do you want to join? How are you tracking against your objectives, targets and budgets?
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After watching the Web 2.0 hyper-juggernaut scream into town a few years back it has been interesting to see it delivering big boxes of social media filled with shiny new tactics including a bunch of social networks, a corporate blog, a few micro-blogging platforms, a suite of widgets and a packet of chicklets.
It’s unfortunate that there was no mention of which department to deliver it to and no instructions on how to use the tactics. As a result the box was mistakenly handed to the marketing department. Interestingly enough a similar story happened back in the late 90's when the Web 1.0 hyper-juggernaut incorrectly delivered the website boxes to the IT department instead of the marketing dept, remember the issues that caused?
So, and in lieu of any instruction manual the marketing guys have been busy blending social media into the marketing mix; resulting in social networks being added to the media planning process, playing with corporate blogs, producing widgets and starting a Facebook groups. But they are simply applying existing marketing principles to these new media, that’s not their fault that’s the natural thing for them to do.
The other thing missing from the social media box was the sticker ‘Interactive - Handle with Care”, this means social media opens up a feedback-loop, encouraging a response, a comment and a conversation, something the marketing team have not been prepared for.
We’re now becoming aware the box should have been delivered to the CEO as we appreciate that the impact of social media is far, far broader than the marketing department; it touches every brand touch point, customer service, human resources and challenges the product development team to deliver the ultimate product.
The impending challenge for CEO’s to respond to this new world order, without the instruction manual, is huge; re-structuring and streamlining internal departments, processes and communication channels.
So, if you’re in the marketing department and see a big box labelled social media please pop it up to the CEO’s office, thanks.
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As we move from tactical social media activity to a more strategic approach we’ll need to start thinking about how we are going to build social brands.
Well, I think we need to focus on three core principles, the first of which is listening to our stakeholders and markets. This is obvious and many organisations have already started listening although I wonder how many are actively listening? Wikipedia defines active listening as the intent to 'listening for meaning' which I think is more aligned to what we want to do. I’d like to go even further and suggest that active listening should be considered as a systematic, comprehensive process, starting with monitoring and finishing with action.
1. Monitor - Ongoing monitoring of conversations via keyword searching is the most basic of these activities. You can do this by using one, or a combination of, paid-for or free tools. Some of these free tools are platform or channel specific like Twitter Search and Google Blog Search, whilst others have a broader search net like Addictomatic and Socialmention. It is also possible for you to build a fairly comprehensive 'monitoring system' as explained by Chris Brogan's excellent 'Grow Bigger Ears' blog post.
2. Measure - Next you should be looking to identify some appropriate metrics, with these in place you are then into the activity of measuring. These metrics should have some targets and be linked to some business objectives - see this post for more info ‘7 Steps Social Media Analytics Strategy'.
3. Track - Closely linked to measuring is tracking, where trends can be discovered over time. For example you could be tracking the sentiment around a brand, the number of comments on a blog post or the number of retweets. What we're interested in here is tracking the velocity and acceleration of any changes as this will start to turn the data into information which we can respond to. Nathan Gilliatt provides further detail around tracking velocity and acceleration in his blog post 'Derivatives in media measurement'.
4. Alert - In order to respond to a real-time online crisis, or opportunities for that matter, it is important to consider setting up your alerts. These alerts can be based on a volume threshold for some of the metrics that you're tracking or be based on the mention of a specific phrase that you may be monitoring such as 'Brand sucks' or 'Brand FAIL'.
5. Insights - Over time you are going to be building up a huge volume of data, all of which could provide a wealth of insights. Depending on how you're collecting and holding this data will depend on how insightful and how easy it will be to mine. Currently I believe that appending information manually to the data collected provides the best results. These insights could be applied right across the organisation from product development to customer service, from HR to marketing.
6. Disseminate - Obvious although not happening comprehensively enough from my experience, the output from all of the five active listening activities above need to get to the right person within the organisation at the right time.
7. Act - And lastly, to ensure that the listening has been Active Listening we need to ensure that the business responds to what has been heard either through immediate action or by informing future strategy.
So are you monitoring, actively listening or somewhere in-between? It would be great to hear about your approach?
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I proposed that content is merely a means to an end; content drives conversations, conversations are how we engage with people and engaging with people is the only way brands will be able to survive in this social media disrupted world we now live in.
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Having learnt a lot from the first two editions of Age of Conversation, I'm chuffed to be an author of the new edition which is being published in April 2010.
I'm rubbing shoulders with some of the best thinkers in social media right now, the full author list is at the end of this post. My contribution is 'Social Brands need Bold CEOs' which is in the 'In the Boardroom' section.
Here are the full details....
Following on the success of the first two editions, Age of Conversation III: It’s Time to Get Busy! again kick-starts the discussion about how the global marketing landscape is changing. With over 300 of the world’s leading marketers, writers, thinkers and creative innovators contributing chapters, this collaborative work investigates the roles that community, conversation, experimentation, engagement, and collaboration play in shaping the 21st century’s economy of ideas. As businesses, public and private organizations, and individuals realize that there’s much more to social media and its impacts than first meets the eye, Age of Conversation III shows which platforms, tools, and approaches truly work.
From the boardroom to the locus of customer interaction, social media is transforming the way we do business. The impact of this is being felt in every customer interaction, each business decision and even the way we source, retain and engage our staff.
“Social media” is the business buzzword of 2010.
But what is happening beyond the hype? What are the practicalities that social media are imposing on our business practices?
In Age of Conversation III: It’s Time to Get Busy!, the world’s leading practitioners share their stories, ideas, strategies and observations. Each chapter yields practical insight and valuable experience.
Featured topics include:
Full list of authors with links to their blogs or social media profile pages...
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Formulating a content strategy can be a difficult process partly due to the many considerations and partly due to the number of stakeholders. So, to help our clients we have a simple 9 step systematic process.
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I've been keen to get this presentation finished for some time now as I feel there is a need for a presentation that explains the importance of social media in a logical, structured way.
So this is the Disruptive Briefing - It tells the story of how social media, as a set of tools and platforms, is having a disruptive impact on business models. The chapters of the story build on top of the previous and is supported by a few facts, stats and case studies plus a healthy dose of viewpoint and experience.
The chapters of the story are:
1. Disruption is not always obvious
2. Social media are the disruption drivers
3. People are sharing their views and experiences
4. People can easily discover others' views and experiences
5. People are now 'in the know' and in control
6. In this transparent world, brands are forced to change their approach & behaviour
7. The payback?
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