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Six Big-Brand Secrets to Overcoming Social Marketing Hurdles

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1   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   ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   WEAVER  GLOBAL  ADVISORY  


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2   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  


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3   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  


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4   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   ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   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.   4


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5   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.   “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   ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE  


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6   S I X   M A J O R   H U R D L E S   A R E   C R E A T I N G   A   S O C I A L   M E D I A   C R I S I S   O F   F A I T H   ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE  


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7   Hurdle  #1   CONTENT  ISN’T  SEEN  BY  FANS   BECAUSE  THE  CONTENT  EXPLOSION  HAS  KILLED  ORGANIC  REACH   ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE  


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8   Client   Total   Posts/   Avg  reach     Fan   reach     month   per  post   Base   per  post   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%   ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   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?  


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9   RETAIL  BRAND  W/508K  FANS  •  ORGANIC  REACH  1  MO   ORGANIC  REACH     (Maximum  3%  visibility)   ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   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.  


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10   WANNA  PLAY?  GOTTA  PAY.   PAID  REACH  –  BOOM!   PAID  REACH   ORGANIC  REACH   ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   VOICEOVER:  But  with  a  £850/1000€  investment,   Facebook  over-­‐rewards  the  brand  with  insane  reach.  


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(NON)  SECRET  #1:  YOU  NEED  TO  ASK  FOR  A  NEW  PAID   BUDGET  –  BUT  IT  WILL  GET  YOU  ENGAGEMENT   11   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  


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12   Hurdle  #2   WEAK  ENGAGEMENT  SKILLS   AROUND  WEAK  CONTENT   ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE  


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13   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  


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14   E N G A G E M E N T   T I P :     A S K   F O R   C O N T R I B U T I O N   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  


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15   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  


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16   E N G A G E M E N T   T I P :     U S E   C O N F I D E N T   L A N G U A G E   ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE  


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17   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  


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18   E N G A G E M E N T   T I P :     B E   R E L E V A N T   ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE  


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19   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  


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20   E N G A G E M E N T   T I P :     C R E A T E   E M O T I O N A L   T R I G G E R S   ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE  


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21   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  


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22   S E C R E T   # 2 :   E N G A G E M E N T   S K I L L S   S T I L L   C R I T I C A L     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  


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23   Hurdle  #3   MANAGEMENT  UNINTERESTED   OR  NOT  SEEING  REWARD  VS  RISK   ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE  


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24   Too  busy  to  care   WHY?   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  


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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.   VP  CUST    C SERVICE   INSIGHTS  &   DATA  RARELY   GET  BACK  TO   THE  C-­‐SUITE   HEAD  OF    O MKTG   HEAD  OF    O PR   HEAD  OF    O PRODUCT   25   COO   MEANINGFUL  MARKET  INSIGHTS  FROM  SOCIAL  CHANNELS  OFTEN   DON’T  REACH  THE  LEADERSHIP  TEAM   MKTG   MGR   INTERNAL   TEAM   INFLUENCER   ENGAGEMENT   ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   LISTENING  /    / REPORTING   SOC  MED    M MGR   CREATIVE   AGENCY   CAMPAIGN   EXECUTION   RECRUITER   MEDIA   AGENCY   OUTSOURCED   COMMUNITY   LINKEDIN  AD    A BUY  


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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.   VP  CUST    C SERVICE   ENGAGE  TOP   EXECS  AND   SOCIALISE   THE  ENTIRE   ORG   HEAD  OF    O MKTG   HEAD  OF    O PR   HEAD  OF    O PRODUCT   26   COO   BUSINESS  STRATEGY  WORKSHOP  TO      S  W  T     DEFINE  KPIS    K IT  MGR    M PR  MGR    M SOC  MED    M MGR   DIR  OF  HR    O  H CROSS-­‐FUNCTIONAL  SOCIAL  TEAM   -­‐F  S  T DIR  OF    O CUST  SVC    S ALL SOCIAL TACTICS HAVE LEADERSHIP BUY-IN — AND FUNDING ISN’T ALL ON MARKETING’S BACK TACTIC  1    1 TACTIC  3    3 CAMPAIGN  1    1 CAMPAIGN  3    3 SEO  SHOP    S TACTIC  2    2 PR  TEAM    T ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   PROGRAM  2    2 CUST  CARE    C TACTIC  4    4 MOBILE    DEV      D CAMPAIGN  2    2 MEDIA  AGENCY    A PROGRAM  1    1 MARCOM  DEPT    D PROGRAM  3    3 TRAINING  DEPT    D


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27   OBJECTIVES   VISION   ONE-­‐DAY  WORKSHOP  WITH  UPPER  MGMT   OUR  ORGANIZATION  DOMINATES  THE  ENTIRE  CATEGORY    O  D  T  E  C BUILD  A  GROWING  FANBASE    A  G  F THROUGH  ADVOCACY    A GOALS   INSPIRE  AND  AMPLIFY  THE  CUSTOMER    A  A  T  C VOICE   INCREASE  RETAIL    R VISITS  BY    B FREQUENTS  BY  X    B  X PER  MONTH    M INCREASE   CUSTOMER   ENGAGEMENT   ACROSS  SOCIAL    S CHNLS  BY  X%    B  X INCREASE  NET    N PROMOTER  SCORE    S BY         X%   INCREASE  RESPONSE    R TIME  &  RESOLUTION    &  R OF  SERVICE  ISSUES    S  I BY  X%    X INCREASE  POSITIVE    P BRAND  SENTIMENT    S BY  2X    2 CREATE   OPPORTUNITIES  FOR    F FANS  TO  SHARE    T  S STRATEGIES   CREATE  A  LOVE  AFFAIR  WITH  TARGET    A  L  A  W  T PERSONAS   CREATE  A  SOCIAL    A  S CONTENT  STRATEGY    S PROACTIVELY   ENGAGE  WITH    W REMARKABLE   CONTENT  &  TIMELY    &  T DIALOGUE   IMPROVE  THE    T OVERALL  SOCIAL    S USER  EXPERIENCE    E MOVE  CUSTOMER    C CARE  EFFORTS  TO    E  T SPECIFIC  SOCIAL    S VENUES   IDENTIFY  &    & ACTIVATE  BRAND    B ENTHUSIASTS   CREATE  A    A FRAMEWORK  FOR    F CUSTOMER   EXPERIENCE   SHARING   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  


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SECRET  #3:  INCLUDING  THE  LEADERSHIP  TEAM   SPREADS  VALUE  OF  SOCIAL  HIGHER/BROADER   STRATEGY  1:  CREATE    1  C A  SOCIAL  CONTENT    S  C STRATEGY   STRATEGY  2:  ENGAGE    2  E WITH  REMARKABLE    R CONTENT  &  TIMELY    &  T DIALOGUE   STRATEGY  3:    3 IMPROVE  THE    T OVERALL  SOCIAL    S USER  EXPERIENCE    E STRATEGY  4:  MOVE    4  M CUSTOMER  CARE    C EFFORTS  TO  SPECIFIC    T  S SOCIAL  VENUES    V STRATEGY  5:    5 IDENTIFY  &  ACTIVATE    &  A BRAND  ENTHUSIASTS    E STRATEGY  6:  CREATE    6  C A  FRAMEWORK  FOR    F  F CUSTOMER   EXPERIENCE  SHARING    S ESTABLISH  CROSS-­‐  C FUNCTIONAL  SOCIAL    S “TIGER  TEAM”    T CREATE  AN  ALWAYS-­‐  A  A ON  ENGAGEMENT    E PLAN   DEFINE  THE  TONE  &    T  T  & MANNER  FOR  ALL    F  A CHANNELS   IDENTIFY  EXISTING    E SOCIAL  CARE    C OPPORTUNITIES   CRAFT  A    A RECOGNITION   PROGRAM  FOR    F ENTHUSIASTS   DEFINE  SOCIAL    S PLAYERS  AND  ROLES    A  R CREATE  CROSS-­‐  C MEDIA   OPPORTUNITIES  FOR    F EXPERIENCE  SHARING    S CONDUCT   CONVERSATIONAL   ANALYSIS  TO    T IDENTIFY  EFFECTIVE    E CONTENT  &  TIMING    &  T CREATE  A    A CONSISTENT  VOICE,    V LOOK  &  FEEL    &  F ACROSS  SOCIAL  &    S  & TRADITIONAL   CHANNELS   CREATE  CASE  CODES    C  C &  TECH  PLATFORM    T  P FOR  SOCIAL  CARE    S  C HANDLING   SET  GROUND  RULES    G  R ON  ALL  SOCIAL    A  S CHANNELS   TRAIN  CARE  REPS  ON    C  R  O SOCIAL  MEDIA-­‐BASED    M -­‐B CARE   CREATE  A  BRAND    A  B AMBASSADOR   PROGRAM   CREATE  A    A LEADERSHIP   SCORECARD   SHOWING  SHARING    S METRICS   CREATE  STANDARD    S ENGAGEMENT   MODELS  FOR  CASES    F  C LAUNCH  A  PRODUCT    A  P CO-­‐CREATION  OR   -­‐C  O NAMING  PROGRAM    P DEFINE  SOCIAL    S PERSONAS   IDENTIFY  TRANS-­‐  T MEDIA  CONTENT    C OPPORTUNITIES   CREATE  A  CONTENT    A  C CALENDAR  &    & STRATEGY   IDENTIFY  DIALOGUE    D CATEGORIES  FOR    F MONITORING,   REPORTING  &    & RESPONDING   IDENTIFY  CHANNEL    C STRENGTHS  &  MAP    &  M TOUCHPOINTS  IN    I SOCIAL  CRM  SYSTEM    C  S CROSS-­‐POLINATE   -­‐P EXPERIENCES  TO    T TRADITIONAL  MEDIA    M 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   28  


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29   Hurdle  #4   UNDER-­‐RESOURCING   A  SELF-­‐FULFILLING  PERFORMANCE  PROPHECY   ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE  


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30   Addi�onal  headcount  impacts  earnings  per   employee  figures   WHY?   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  


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SECRET  #4:  SPREAD  RESOURCING  ACROSS  ALL   DEPARTMENTS  AFTER  TYING  TO  EXEC  BONUSES   31   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  


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32   Hurdle  #5   CROSS-­‐FUNCTIONAL  CONFUSION   WHEN  SOCIAL  EFFORTS  FOUNDER   ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE  


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33   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  


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34   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.     NATIONAL   MEDIA  GAFFE    G LEVEL  2:  moderate  reputa�on  impact,  limited   audience.     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?   IN-­‐STORE   -­‐S VIOLENCE   LEVEL   AUDIENCE   LEVEL  3:  moderate  reputa�on  impact,  local  media   exposure.     LEVEL   LEVEL   LEVEL   LEVEL   1   2   LOCAL   INCIDENT   3   4   5   VIRAL   MISINFORMATION   NASTY   BLOGGER   BRAND  REPUTATION  IMPACT    R  I ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE  


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35   PREPLAN  COMMON  SCENARIOS   FACTUAL   ERROR   OFF-­‐TOPIC   NEGATIVE  RANT   COMPLAINT   OFFENSIVE   PR  ISSUE   THREATS   "I  am  going  to   show  up  at  that   restaurant  and   teach  that   employee  a   lesson." 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." 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 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 No Yes No Yes Ban  user Alert  Level  3  team DELETE  POST?   Delete  repeats Yes  if  mul�ple ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   No


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36   STANDARDISE  RESPONSES   SOCIAL TEAM RESPONSE: SHARE  OUR  POLICY   ACKNOWLEDGE   EMOTION   ENQUIRE  TO  SHOW  YOU   CARE  TO  UNDERSTAND   “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. OFFER  ASSISTANCE   “You can also click the Message button above and I can discuss the incident with you via Facebook messaging.” ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE  


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37   CRISIS  “RACI”   RESPONSIBLE,  ACCOUNTABLE,    A CONSULTED,  INFORMED    I LEVEL 5 INCLUDE  CORPORATE    C COMMS,  CUSTOMER  CARE,    C  C MANAGEMENT,  MARKETING,    M PR   LEVEL 4  L  O  C THE  LEVEL  OF  CRISIS   DICTATES  WHO  REPRESENTS,    W  R WHO  IS  RESPONSIBLE,    I  R ACCOUNTABLE,  ETC.    E MEDIA  ROUTED  TO   CORPORATE  COMMS   LISTENING  TEAM  KEEPS  CRISIS    T  K  C TEAM  AWARE  OF  SHIFTS  IN    A  O  S  I SENTIMENT  OR  OPINION    O  O ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   REPRESENTING  COMPANY:      CEO   CONSULTED:        En�re  Execu�ve  Team    E  T    Safety  Department    D INFORMED:      SVP  Human  Resources    H  R    All  Store  Managers    S  M    All  Regional  Managers    R  M LEVEL 3 LEVEL 2 LEVEL 1 REPRESENTING  COMPANY:      Social  Team   CONSULTED:      Marke�ng  Communica�ons   INFORMED:      Corporate  Communica�ons      Affected  Regional  Manager  or  Store  Manager  


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38   SECRET  #5:  AN   INVESTMENT  IN     SCENARIO   PLANNING  &   TRAINING  WILL   ULTIMATELY   SAVE  ££££   ACROSS  EVERY   DEPARTMENT   ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE  


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39   Hurdle  #6   SOCIAL  STUCK  IN  “BUDGET  PRISON”   AND  WE  NEED  TO  BUST  IT  OUT   ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE  


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40   N O   F I N A N C I A L   M E T R I C S   =   N O   F I N A N C I A L   S U P P O R T   ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE  


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41   WHAT  IF  WE   COULD  PUT  A   VALUE  ON  OUR   SOCIAL   EFFORTS?   ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   Specific  to  our  company   Tied  to  previous  efforts   In  cash  value,  not  “likes”  or  “retweets”   Using  a  reasonable  methodology   APPROACH:  EARNED  MEDIA  VALUE  


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STEP  1:  PRICE  OUR  KPIS.  HOW  HAVE  PAST   PAID  CAMPAIGNS  PERFORMED?   PAGE CPM COST / LIKE COST / NEW FAN @OurBrand_UK 55p 85p £1.05 @OurBrand_IE £1 85p £1.53 @OurBrand_FR 75p 75p 42   £1.15 PRICING   DATABASE   ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   42


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STEP  2:  READ  ALL  EARNED  ACTIVITY  VIA  API   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   43  


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STEP  3:  CALCULATE  EMV  BASED  ON  PAID  RATES     API £12,500   ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   £4,830   £24,960   44   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.   44


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45   14,268  Likes  x  85p  =  £12,127     1,701  Shares  x  £1.50  =  £2,551     EXAMPLE   POST   EMV   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.   ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   45


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46   NOW  I  CAN…   ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   A/B  TEST  CONTENT   A/B  TEST  ENGAGEMENT   HAVE  A  FINANCIAL  CONVERSATION  WITH   THE  CFO   “WE  SPENT  £5K  AND  WE  RECEIVED  £26K  IN   EMV.”     46


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47   S E C R E T   # 6 :   U S E   Y O U R   P A I D   P E R F O R M A N C E   M E T R I C S   T O   J U S T I F Y   A S K I N G   F O R   M O R E   I N V E S T M E N T   I N   S O C I A L   ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   47  


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48   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   ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE   48


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49   QUESTIONS?     Eric  Weaver   020  3289  3283   ERIC  WEAVER  •  WEAVER  GLOBAL  ADVISORY  •  @WEAVE  


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