Socializing Your Brand: A Brand Guide To Sociability

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Socializing YourBrand: A Brand’sGuide to SociabilityA GLOBAL STUDY BY WEBER SHANDWICK AND FORBES INSIGHTSWOCLA RLDSOC SSBRA IALNDS

Foreword byChris PerryPresident of Digital Communications, Weber ShandwickIn considering the biggest influences on their brand’ssociability, most executives look to external forces —winning the approval of the right media, achieving atarget number of “Likes” on Facebook and dominatingcoverage of certain topics. The reality is that internalstrategy, planning, cohesiveness and comfort in thedigital space must come first — but may never comeat all. As new research from Weber Shandwick andForbes Insights shows, internal focus and consistency ofvision are areas where substantial improvement mustbe made by most brands.Weber Shandwick works with some of the world’s mostsuccessful brands to align social activity with businessobjectives. Sociability for the sake of it carries significantrisks, but sociability in pursuit of bottom line goals can reaprewards beyond initial expectations.

Being social online is fast becoming criticalto being a world class brand. Despite theproliferation of social media outlets andgrowing penetration of the Internet worldwide,most organizations still struggle to build a brandwith a distinctive social identity.Social brands interact with theirtarget audiences. They do muchmore than broadcast news,deals or events. They get theircommunities of interest engagedand develop meaningful tiesover shared passions orcommonalities. Social brandsdemonstrate a genuine interestin what their audiences say andlisten carefully to responses.Technology has hyper-chargedthe ability for brands to bemore social but it is not thetechnology alone that makes abrand social. Sociability ultimatelyrests on the collaboration of theentire organization and, morespecifically, on marketers andpublic relations professionals whotypically have responsibilityfor communications andbranding strategies.Global public relations firmWeber Shandwick partnered withForbes Insights to identify whatmakes brands social – and how.We conducted an online surveyin Spring 2011 of 1,897 seniorWEBER SHANDWICKexecutives from high revenuecompanies across 50 countries inNorth America, Europe, Africa,the Middle East, Asia Pacificand Latin America. Executiverespondents were selected fortheir personal involvement inmarketing, communications orpublic relations strategy andutilization of digital channels aspart of that strategy. They areon the front lines of “brandsociability” with all its risksand rewards.Creating and nurturing a socialbrand is no longer optional.To support an effective socialundertaking, brands need a strongsocial governance foundationso that their organizations canmeet their business objectives.As sociability at the core ofthe organization becomesfundamental, brand managersare charged with developing astrong framework for enablingmeaningful social interactionsthat allow the best of the brandto emerge.1

Why doesbrand sociabilitymatter?It is no longer an open questionas to whether brand sociabilitymatters. Global executivesattribute 52% of their brand’sreputation to how social it isonline today, up from 45% oneyear ago. They project that 65%of their brand’s reputation willcome from its online sociabilityin three years, a five-year growthrate of 44%.Sociability is important notonly to the brand, but also tothe reputation of the entireenterprise: One-third (33%) of allglobal executives with digital andmarketing responsibility consider2“quality of online presenceor engagement” a primarycontributor to a company’soverall reputation. Whereasmany of the traditional driversof reputation such as customerexperience and product/servicequality remain at the top of theimportance list, the addition of“online presence” as a factor indriving reputation today is longoverdue for consideration.WEBER SHANDWICK

%44 65%52%45%indto1WEBER SHANDWICKyeagaro3ayersayAverage per centbrand reputationattributed toonline sociability3

Average percentbrand reputationattributed toonline sociabilityRecognizing how important brand sociability is and will%be, large global companies say that they have jumpedinto the social media waters with both feet. They almost%universallyhave social media brand strategies (87%)and nearly all (93%) are using at least one social mediatool. Yet, fewer have integrated their social brandstrategies into their marketing and communicationsstrategies (63%), a sign they are struggling to masterthe challenges of brand sociability. Bringing socialactivities into marketing and communicationsstrategies ensures a cohesive, holistic approach.6545%1 year ago52Global executives acknowledge that they have farto go before their companies are truly social: Only atodayin 3 yearssmall group of global executives (16%) describe theirbrand’s sociability as “world class.” Is it worth theintense effort to be a world class social organization?Global senior executives think so – they report thatthe rewards of using social media far outweigh therisks, by a margin of more than 2-to-1.GLOBAL EXECUTIVES54%Rewards outweigh risks423%Risks outweigh rewards20%Risks and rewardsare fairly even3%Don’t knowWEBER SHANDWICK

Since use of social media tools is nearly universal,the focus of our report is not to convince readersthat they should adopt social tools. Rather, weconcentrate on how to focus their social mediacommunication goals and efforts to maximizetheir brand’s sociability.An impediment that companies in our study faceis a lack of clear business goals for social media.First, no single item stands out as a strong objectiveof social media strategies among respondents.Second, response levels to goals for social mediabrand strategy show little differentiation — the mostfrequently mentioned objectives are strengtheningcustomer loyalty and improving brand reputation,each cited by barely one-third of all global executives(32% each).What do these results mean? Perhaps executives arenot quite sure how social media exactly benefits theirbusiness, or perhaps social media is expected todeliver a host of many different benefits. In either case,this suggests that senior executives are scrambling tofigure out where their businesses will ultimately benefitthe most from all this social activity. Their crystal ballsare fairly cloudy at this point and there is no clearlyidentified brass ring of social media.Interestingly, inclusion into the brand conversation — anaspect of social media endlessly touted as the ultimategoal of social media – is very low on the list (18%).Top Objectives ofSocial Media Brand StrategyGlobalCompanies (%)Strengthen customer loyalty32Improve brand recognition32Locate new customers or prospects31Improve customer service31Improve brand reputation28Broadcast information quickly28Bottom Objectives ofSocial Media Brand StrategyGlobalCompanies (%)Make us part of the brand conversation18Impact company reputation better thanother marketing17Stay competitive: Our competitorsuse social media16It’s the cost of entry for marketinggoods and services16Allows us to charge a premium14Socializing Your Brand identifies thehallmarks of a world class social brand.This report provides both conceptualand practical guidance on what ittakes to execute brand sociabilitythat delivers on specific businessobjectives and become world class.WEBER SHANDWICK5

9 drivers ofworld classbrand sociability:Weber Shandwick has developed a guide to brandsociability rooted in the practices of the elite fewwhose activities, organizational structure, integrativenature and measurement focus are all at the high endof social brand creation. These global organizationshave earned the distinction of “world class.”The 9 drivers of brand sociability are basedon an analysis of the most distinguishingcharacteristics of world class social brandsrelative to those of the average globalcompany in our study.6WORCLA LDSOC SSBRA IALNDSWEBER SHANDWICK

it’s not the medium —and it’s more than the messageput your brands in motionintegrate or diemake social centrallisten more than you talkcount what matters —meaningful engagementthink globalgo outside to get insideWEBER SHANDWICKbe vigilant7

1#It’s not the medium— and it’s more thanthe message8WEBER SHANDWICK

Marshall McLuhan coined the phrase “the medium is the message”and foresaw the World Wide Web nearly 30 years before it was invented.As brands today strive for sociability, there is no question that there is akeen relationship between the medium and the message. Companies,however, may be concentrating too hard on the medium and not enoughon the substance of the brand story, identity and message. In the case ofWeber Shandwick/Forbes Insights’ research, you could say that it’s not themedium — and it’s more than the message — that is required to be amongthe best social brands in the world.The vast majority of large global companies use social media, makingthe medium almost ubiquitous. What makes world class social brandorganizations stand out is how they differentiate their brands through themedium. World class brands don’t depend on the medium to make themsocial. They strive to provide unique and engaging content that pull theirfans in which allows the brands and fans to enjoy the interactive benefitsof social media.World class brands are much more likely than the averagebrand to create original content designed specificallyfor their community of interest and influencers.Although fewer than half of worldclass companies are currently originatingcontent, they are much more likely than otherglobal companies to report they are creating originalcontent for social media.“We create originalcontent specificallyfor social media”(% strongly agree)Messages are only part of what constitutes a brand’ssocial identity. Weaving messages into a brand’sstory without the behavior to back it up will discreditthe story. As most marketers and communicationsprofessionals know, style is important but substanceis critical.Creating original material isimportant to brand identitybecause it differentiates thebrand from its competitors,— Canadian C-Level Executiveshows its responsiveness tomeeting the varied interestsof different communities through customizedcontent and provides a measure of valueadded exclusivity, i.e., “availableonly on .”“Nothing turns off visitorsmore than old content.”WEBER SHANDWICK45%28%GlobalCompaniesWorld ClassCompanies9

2#Put your brandsin motionWorld class social brands are deeply entrenched in social media —eight-in-10 use social networks, three-quarters use blogs, Twitter andYouTube, and at least six-in-10 use mobile apps and crowdsourcing.Usage of all the social brand tools included in our survey are indexedmuch higher than the average global company.World class companies don’t just experiment with social media tools.They also apply their social media tools in more ways for their brandsthan the average global company. For example, they are much morelikely than the average global company to host branded podcasts,brand-specific YouTube channels, video blogs, viral videos, proximitymarketing, brand-related mobile content and geo-location tools.The social activities of world class brands are not static but in motion.They do not exist to occupy space on social networks but are activatedfor dynamic interaction with their communities of interest.10WEBER SHANDWICK

GlobalWorld ClassCompanies Companies(%)(%)IndexBrand sociability tools currently using Social network70811.16Online community67761.13Blog61741.21Twitter/other micro-feed58741.28YouTube/othervideo channel58751.29Mobile app54681.26Location-basedmobile app50691.38Crowdsourcing42611.45Social activities that MOST distinguish world classCompanies from Average Global Companies* We offer brand-relatedmobile content(e.g., games, ringtones)25361.44We participate onFoursquare and/orother “check-in” apps23331.43We do proximitymarketing(e.g., geo-tracking, offersbased on location, offersbased on context)27381.41We have our ownbranded channel(s)on YouTube35These companies may also realize that they cannotafford to rest on their laurels in the social space.As new platforms and streams of attention-gettingcontent are created at a rate faster than most of uscan comprehend, it is not enough to try to freezetoday’s success for tomorrow. Bringing value — inthe form of solutions, personality, context and othersocial commodities — is the only way to stay on top.Evolution has to be tackled daily.The current focus of world class brands, by a 2-to-1margin over the average global brand, is on mobile. Inparticular, they are currently more likely to do proximitymarketing (38% vs. 27%, respectively), offer brandrelated mobile content (36% vs. 25%) and participate inFoursquare or other check-in apps (33% vs. 23%).% Strongly agree that 491.40* World Class organizations over-indexed on every activity measured inour survey, those listed here are the highest indexing.WEBER SHANDWICKWeber Shandwick/Forbes Insights’ research foundthat world class social brands are pioneers — theylead their industry in the use of emerging social mediatactics. Interestingly, these pioneers are so rapidlyrefining their “toolbox” that nearly half of them (48%)have already closed a corporate blog. Of course,they were probably more likely to have a corporateblog than other companies to begin with. World classbrands realize that it is essential to test tactics anditerate or eliminate as necessary. “Failing better” isa key to success for any endeavor.GlobalWorld ClassCompanies Companies(%)(%)IndexWe are generally amongthe first in our industry toadopt emerging socialmedia tactics27562.07We are focusing most ofour social media effortson mobile-based tools25502.00Increased use ofsmartphones and tabletswill change how weapproach social media32501.56We have closed acorporate blog21482.2911

3#Integrate or dieBuilding a truly global social brandwith a clear identity that optimizesthe customer experience requiresrock solid integration.Senior executives of world classsocial brands are more likely thanthe average global executive toreport that their social strategy isfully integrated into their overallmarketing/communications strategy.For world class companies, brandsociability is an enterprise affair.The brand’s social identity is ateam endeavor — all levels of theorganization are involved.12WEBER SHANDWICK

Because of this higher level of internal social devotion, world classorganizations are more rigorous in their social media operations thanthe average global brand. Results indicate that world class companiesare more likely to review and change their social media strategy at leastquarterly, enact employee policies and guidelines for social media and usean editorial content calendar to coordinate efforts across different socialmedia platforms.GlobalWorld ClassCompanies Companies(%)(%)IndexSocial strategy is part of the overall marketing/communications strategy63831.32All employees are encouraged to be involved inbuilding brand’s social media presence31531.71Our company CEO supports social mediabrand efforts30491.63We review and change our social mediastrategy at least quarterly29511.76Our company has social media policies andguidelines in place that describe what employeescan and cannot do or say online about our brand29501.72We have a content calendar that we use tocoordinate our efforts across different socialmedia platforms28481.71% Strongly agree that World class organizations are also much better integrators of brandpersonality – they are nearly twice as likely as other organizations to havea consistent brand personality across all social media and traditionalmedia channels and much more likely to include a social media elementto traditional print or broadcast messaging. This is not to say that worldclass companies have mastered the fine art of content integration. Worldclass organizations recognize that they are not yet good at integrating itcompletely across social media, online media, and traditional broadcast/print media.% Strongly agree that WEBER SHANDWICKGlobalWorld ClassCompanies Companies(%)(%)IndexWe have a consistent brand “personality” acrossall social media and traditional media channels29541.86We always include a social media element toour traditional print or broadcast messaging(e.g., encourage Facebook followers, follow onTwitter, etc.)29521.79We are not yet good at integrating our brandmessaging completely across social media, onlinemedia, and traditional broadcast/print media23441.9113

4#Make social central14WEBER SHANDWICK

“ The most important thingwe can do is to centrally plansocial media activities acrossall channels to amplify keymessages.” — US ExecutiveHow do world class brands accomplish all this? Worldclass companies are fundamentally structured for socialmedia – they are more likely to employ a dedicatedsocial media strategist/manager and centralize theirsocial media strategy.GlobalWorld ClassCompanies Companies(%)(%)IndexBrand has a dedicated social mediastrategist/manager71861.21Social media is coordinated fromone department41611.49In fact, the absence of a centralized function is deemed a governance riskby the Institute of Internal Auditors:“Separate departments often take completely different approaches. Asingle department will have a champion for social media – someone whohas seen what it can do and convinces the department head to moveforward. Six months later, another department, unaware of what the firsthas done, has its own champion and starts its own presence. There isno communication, no standardized approach, and no awareness at thetop that the customers may be getting mixed messages. Aligning brand,message, and image is never so important as when an organization isabout to send daily messages to millions of people.”While core strategy should be primarily owned by the brand or “social”officer, it is crucial that talent throughout the organization have the skills toexecute as part of a fundamentally social approach to the brand’s business.It is a fact of business life today that employees, intentionally or not, willparticipate in online conversation about their brands and companies.Therefore, a centralized function needs to support and inform their activitiesand ensure that clear and accessible social media policies and proceduresare in place.For this reason, companies often adopt a “hub and spoke” model in whichstrategic decisions are centrally made but the business units (“the spokes”)are able to manage their individual social needs. The spokes are alignedaround the brand’s social media policy and leverage the resources of thecentral “hub.”Such a model allows brands the utmostflexibility for social engagement whileadhering to the strategies, objectives andpolicies of the brand.WEBER SHANDWICK“ The most important thing our companycan do in the next 12-24 months toincrease the sociability of our brandis to have a consistent tone of voicefrom a dedicated team.”— UK Head of Business Unit15

5#16ListenmorethanyoutalkWEBER SHANDWICK

The social activities of world class brands aren’tlimited to just pushing out information and thinkingthe job of brand sociability is done. Executivesat world class social brands listen intently to theirsocial media consumers and act on what they hearand learn. For example, they are much more aptthan the average global organization to monitor/research fan pages to determine what customerswant, make product or services changes based onfan recommendations and refine messaging basedon user demographics or attitudes. They clearly havetheir ear on their influencers.% Strongly agree that GlobalWorld ClassCompanies Companies(%)(%)IndexWe constantly monitor or research our fan pagesto determine what our customers want from us30531.77We have changed a product or service basedon specific recommendations from socialnetwork “fans”26511.96We change our social brand messaging basedon user demographics or attitudes27491.81We post to our social media “fan” pages atleast daily27511.89True social brands take full advantage of technology’sunique benefits for two-way engagement to co-createhigh-demand products and services. World classsocial brand companies also fine-tune their messagesto customers on an almost daily basis and integratewhat is on their fans’ minds into their brand stories.They can see past the shiny social media objects tothe connections and affinity they enable betweencustomers. If a brand does not impose itself into theequation, customers will organically let it in — andthe company can make use of that closeness to buildcustomer-centric brands that stand the test of time.WEBER SHANDWICK17

6#Count whatmatters —meaningfulengagementNearly all companies report that they are using at leastone form of measurement to prove the effectivenessof their brand sociability. There aren’t many differencesbetween the metrics that world class brands usecompared to other global brands, but world class brandsare more likely to take a big picture view by measuringthe most social of metrics, contributors and the businessimpact of social, such as reduced call volume, revenuecontribution and conversion.18WEBER SHANDWICK

Perhaps their greater focus onmore rigorous business results hasto do with the pressure to provereturn on investment from theirsocial media efforts, or perhapstheir progression along the socialevolutionary scale mandates aclose look at their investments.Regardless of the circumstance,executives of world class brandsare much more likely than theaverage global executive to admitchallenges with measuring ROI onsocial efforts and, consequently,realize that more is required ofthem to ensure that they get thefunding they need to experimentwith being social.The average global company isstuck on metrics that don’t effecttrue social meaning – page viewsare their #1 effectiveness measure.Brand social companies measurethe number of people participatingand contributing to their socialcommunities, whether this includesconsumers who tweet or retweetabout brand activities, those whoshare, like or link to brand sites orpost about the brand on their ownsocial networks. Contributors assistin creating content for the brands.World class social brands recognizethat these social media contributorsare worth watching and engaging— they add value, deepen brandidentity and multiply messagesrapidly. They are the reward forbrand social smarts.WEBER SHANDWICKNot only are world class social brands much more likelythan average to gauge efforts on social contribution,but it is their #1 measure of social effectiveness (tiedwith number of posts). It ranks as #6 for the averageglobal company. This indicator that user participationin the business of the brand is highly valued reinforceswhy world class social brands are admired andoutpacing their peers. This opennessto contributors yields richer, deeper and moreinnovative content.Metrics used tomeasure social mediaeffectiveness Use any effectivenessmetricsGlobalWorld ClassCompanies Companies(%)(%)Index97983338 (#1)1.1528 (#6)38 (#1)1.36Revenue contribution27361.33Number of positivecustomer mentions34351.03Number of fans/friends/members33381.15Number of brand “likes”31351.13Site traffic38340.89Average sales value30321.07Conversion23311.35Page views36 (#1)310.86Reduced call volume20291.45Average # metrics using3.33.71.12Number of postsNumber of contributorsIt is worth noting that not all contributions are equal.For example, a highly respected fan writing a positiveblog post about your company is worth more than aretweet from a random Twitter account. Brands that areahead of the curve realize that the numbers only tellpart of the story, and do not fixate on only that whichthey can measure.19

#207Think globalWEBER SHANDWICK

A strong social brand reputation isdirectly related to greater recognitionof all corporate reputation influencers.When global executives were askedto rate nine drivers of corporatereputation, companies with brands atall social levels agreed that “customerservice” is the top driver of a solidreputation. However, executivesmanaging world class social brandsconsider a company’s “global reach”to be just as important as customerservice, while the average globalexecutive ranks it last.“ Our social brandinggoals involve a very firmcommitment to increasethe recognition of thecompany’s globalization.”— Brazilian ExecutiveWorld class social brand executivesrecognize the global potential ofsocial media and that to have a goodreputation, companies must considerthe entire stakeholder portfolio.62%Importance of GlobalReach to CorporateReputation (% rateextremely important)33%GlobalCompaniesWEBER SHANDWICKWorld ClassCompanies21

8#Go outsideto get insideIn this new era of multi-channel, multi-disciplinemarketing, it is often necessary to engage outsideexperts to achieve or maintain world class status. Ourresearch found that world class companies are morelikely to engage outside support to measure theirbrand’s social performance. More than the averageglobal executive, those at world class companieshire third parties to measure the effectiveness oftheir social networking and microblogging. Thesepreeminent social companies are intent on engagingthe right partners to measure their enterprise-widesocial media initiatives with precision.22WEBER SHANDWICK

Additionally, world class social brand executives knowthe value of deep customer experience. By engagingthird-parties to manage their micro-blogs or Twittermore efficiently than they can do internally, world classcompanies, more so than average global companies,ensure superior customer engagement. For many brandsand companies, social media measurement and customerrelationship management are not their core competenciesand they recognize the value of going outside for theseservices. Close integration of internal goals and objectiveswith external competencies is key – as is ensuring thatthose within the enterprise are well-versed enough toprovide checks and balances on what third partiesare doing.% Strongly agree that WorldGlobalClassCompanies Companies(%)(%)IndexWe use an outside partnerto measure social mediaeffectiveness25491.96We use a third-party tomanage Twitter feeds23351.52That is not to say that companies can’t manage theirsocial activities internally. Ultimately, the brand isresponsible and the buck stops at the brandofficer’s desk.WEBER SHANDWICK23

9#Be vigilantExecutives of world class brand social companiesare 35% more likely than the average global companyto report their brand experienced an online crisis inthe past year that affected its reputation. These socialchampions who have dealt with a recent online crisisare no stranger to the risks of the hyper-connectedworld — two-thirds (66%) report that they dealwith negative online commentary on a daily basis(vs. 51% of total global companies).24WEBER SHANDWICK

Are these companies more crisis-prone?Or, as socially vigilant organizations,are they naturally more inclined to beon the lookout for negativity towardtheir brand? Their keen social sensesare rooted in their hyper-sensitivity tobrand identity, careful online monitoringof customer satisfaction and content,employee engagementand their use of third parties to alertthem to any early warning signs in theirmarketing strategy.In a survey of global corporatesocial strategists conducted byAltimeter Group, fewer thanone-half (44%) report theircompanies have a formalizedsocial media crisis escalationplan. “Companies are quickto deploy the latest socialmedia technology, yet mostcompanies are not preparedfor the threat of social mediacrises, or the long-term impactsto their business. We foundthat social media crises are onthe rise, even though mostof these crises (76%) couldhave been diminished oraverted, had companiesinvested internally.”“ Weber Shandwick also sees this brandvigilance in some of the most culturallysignificant, profitable brands thriving today.They all share the willingness to makewhat they do fundamentally social, so thatcustomers can carry them further than theyever could under their own steam. Thatmeans taking calculated risks — and enjoyingrewards that only engaged customers canbestow: profits, advocacy and the emotionalinvestment in a brand that makes them want itto succeed.”— Micho Spring, Chairperson, Global CorporatePractice, Weber ShandwickOn the other hand, if world class brands are in fact more susceptible tocrisis, it is possible that they have been forced to master brand sociabilityto survive. In either case, the lesson companies can learn from their worldclass peers is vigilance. There are dangers lurking online that can destroy abrand’s reputation instantaneously.GlobalWorld ClassCompanies Companies(%)(%)IndexExperienced online brand reputation crisis duringpast 12 months40541.35Experience negative online commentary at leastdaily (among those who experienced crisis in past12 months)51661.29Consistent with their propensity for daily management of online crises, worldclass companies assign more risk than reward to social media than the averageglobal company. Companies that are at the head of their class in terms ofbrand sociability are realistic about the present-day dangers facing them suchas data security breaches, ‘brand jacking,’ rumors and lack of control. Forthese reasons, they are more likely than the average global company surveyedto perceive the online risks exposed by Wikileaks and privacy violations. Toprotect their social brand integrity, they are always on high alert.— Jeremiah Owyang, Altimeter Group% Strongly agree that WEBER SHANDWICKGlobalWorld ClassCompanies Companies(%)(%)IndexWikileaks has made us increasingly concernedabout using social media27501.85Privacy issues are a major concern for us whenusing social networks such as Facebook31491.5825

Socializingyour brandDespite the rapid integration of social mediainto marketing plans, only a handful of globalorganiz

identified brass ring of social media. Interestingly, inclusion into the brand conversation — an aspect of social media endlessly touted as the ultimate goal of social media - is very low on the list (18%). Top Objectives of Social Media Brand Strategy Global Companies (%) Strengthen customer loyalty 32 Improve brand recognition 32

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