how 'social' changed behaviours forever

James LeavesleyCEO & Co-founder

8 March 2012

Social

Consumers

Employees

Organisations

How ‘Social’ has changed behaviours forever

Who is the social consumer?

Gen Y

• Tech-Savvy• Achievement-Oriented• Team-Oriented• Attention-Craving

Gen Y social consumer behavior

• Top-notch customer service • Easily bored • Personally relevant messages• Influence systems that aren’t meeting their

needs• They’re eager to engage and want to share

‘Social’ is a state of mind • Gen Y are the vanguard, but they are not the

only social consumers. Social consumers’ ages range from teens to 50s (Pivot research 2011)

• Social consumers are better defined by their behaviour

The Social Consumer• Hear about breaking news through social sites

• They are cautious about traditional marketing tactics

• Social Consumers evaluate the shared experiences of others

• They share their own experiences

• The are comfortable taking advice from strangers

• They expect organisations to engage

Source: Pivot research 2011

Rise of the smartphone

• One quarter of UK adults are smartphone users

• 81% say they have their phone on all the time

• The most commonly used Internet service accessed on mobile phones is social networking (57% percent of mobile Internet users)

(Source: Ofcom research 2011)

Second screen phenomenon

The Social Citisen?

Welcome to the future!

No place left to hide

Oh my !

Everybody is going social

Has local government become social?

In June 2011, 80% of responding Councils already had a Facebook account and 20% were planning to start one in the next 12 months.

88% responding Councils had a Twitter account and the rest were planning to start one in the next year.

70% of responding councils had their own YouTube channel and the rest were planning to start one in the next 12 months.

Just ‘being’ on social media is not enough- 95% wall posts on organisations’ pages remain un-answered (Source: Socialbakers)

- 70% ignore customer complaints on Twitter (Source: Maritz and evolve24)

They expect you to engage in conversation

• Social consumers compel organisations to become more transparent (and more polite)

Transparency

They will talk regardless of your presence

If you get it right…In 2010 the Harvard Business Review Analytics Services conducted a survey of 2,100 organisations and uncovered real-world benefits of social media:

• Greater favorable perceptions by their public• Improved insights about audience• Early warning of potential product or service issues

Consumers want to be involved and want to participate in content creation

Via: http://www.slideshare.net/ingrid_k/social-media-in-local-government-a-few-examples-and-ways-ahead

How ‘social’ are councils?• 37% : ‘just getting started’ • 54% : ‘established but not setting the

world on fire’. • 9% : ‘social media pioneers’

Dialogue vs. broadcasting

• 81.8% of respondents are ready only to issue a set number of one-way messages and

• 75.0% consider they don’t have the resources to engage in open dialogue through social media

So what does it mean for you?

Minding your employees

• Under UK libel laws legal liability rests not with the author of a libel, but with its 'publisher'.

• So if an organisation is running social media platforms and people use them to issue libels then it is the organisation that is the 'publisher' and liable.

Posting inappropriate content on behalf of the organisation

All your employees are ‘social’

• 1/3 of employees never consider what the boss would think before posting online (Source: 2009 Deloitte study)

• Clearly defined company social media guidelines will not change how nearly half of employees behave in cyberspace (Source: 2009 Deloitte study)

Responsibility for the riots

‘While the decision to post videos, pictures, thoughts, experiences, and observations to social networking sites is personal, a single act can create far-reaching consequences for individuals as well as organisations. Therefore it is important for executives to be mindful of the implications and to elevate the discussion about the risks associated with it to the highest levels of leadership.’

Sharon L. Allen Chairman of the Board Deloitte LLP

Rogue social media accounts

Behavior change for the entire organisation

• Going ‘social’ is a profound cultural and behavioural change for any organisation

• True social adoption requires buy-in from upper management

• The entire organisation needs to be involved

• Risks need to be identified and managed

Board level approach• 58% of executives: reputational risk and social

networking should be a board room issue• Only 15% say it actually is.

Who is responsible?

Marketing

Media/PR

Media relations IT HR Marketing Legal

Contact Centre

Measuring social media

• Social media metrics should be determined according to your objectives

• As a rule of thumb, in social media the quality of interaction is a better indicators of success than the number of fans and followers

Quality vs. quantity

Insight and messaging

Websites Social Networks Offline

Content

Engagement Engagement

Web AnalyticsConsumer and Behavior

Analytics Audience Research

Via: http://metricsman.wordpress.com/2009/07/29/public-relations-measurement-2010-five-things-to-forget-five-things-to-learn/

Who needs what?

Role MetricsDatasets

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Social Media Management

Supporting Technology

Policies

Processes

SupportResources

Strategy

Collaboration

Supporting Technology

Policies

Processes

SupportResources

Strategy

Supporting Technology

Policies

Processes

SupportResources

Strategy

Supporting Technology

Policies

Processes

SupportResources

Strategy

Let’s talk!

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