digital and social media across asia-pacific markets
DESCRIPTION
This presentation delivered at the Lee Kong Chian School of Business in Singapore Management University provides an overview of digital dynamics in Asia-Pacific and outlines communications approaches designed to resonate with social media communities.TRANSCRIPT
The Lee Kong Chian School of Business at Singapore Management University
(tri
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USD
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Source: Citibank Global Economic Review
26%
8%
25%
6%
6%
29%
16%
8%
13%
7%
11%
45%
10%
8%
8%
6%
19%
49%
North America
Latin America
Western Europe
Eastern Europe
ME / Africa
Asia Pacific
2010 2030 2050
Source: Citibank Global Economic Review
36%
37%
39%
42%
47%
52%
53%
55%
83%
Chemical
Materials
Constuction
Banking
Consumer Durables
Transportation
Capital Goods
Technology Equipment
Trading
of the world’s top 2000 companies
are headquartered in Asia
Source: Forbes Global 2000 list
40%
80%
Asia
Global
Source: Global data from Burson-Marsteller Global Fortune 100 Social Media Checkup 2010
Asia data from Burson-Marsteller Asia-Pacific Social Media Study 2010
Source: Global data from Burson-Marsteller Global Fortune 100 Social Media Checkup 2011
Asia data from Burson-Marsteller Asia-Pacific Social Media Study 2011
80%
84%
40%
81%
Asia
Global
2010 2011
3% 8%
24%
60%
5%
31%
17% 19% 19% 14%
Three channels Two channels One channel None All channels
2010 2011
Number of company social media channels used solely or in part for corporate communications & marketing purposes
Source: Burson-Marsteller Asia-Pacific Social Media Study 2011
Multiple platforms
18% 20%
12%
8%
28% 30%
9%
12%
Microblogs Social Networks Corporate Blogs Video
2010 2011
Percentage of companies with an active branded presence
on each social media channel
Source: Burson-Marsteller Asia-Pacific Social Media Study 2011
70%
20%
30%
50%
80%
90%
70%
50%
70%
60%
80%
90%
90%
40%
30%
40%
100%
70%
40%
40%
70%
70%
90%
50%
10%
10%
20%
90%
20%
20%
10%
50%
70%
30%
50%
40%
80%
60%
70%
30%
40%
30%
30%
50%
Thailand
Taiwan
Singapore
Philippines
Malaysia
South Korea
Japan
Indonesia
India
Hong Kong
China
Australia
Microblogs
Social Networks
Corporate Blogs
Video sharing
Source: Burson-Marsteller Asia-Pacific Social Media Study 2011
Percentage of companies with a branded presence on each social media channel
…traditional areas of focus
33%
23%
10%
20%
8%
6%
Media & Influencer Relations
Corporate Social Responsibility
Leadership Communications
Thought Leadership
Crisis/Issue Management
Recruitment Marketing
Percentage of corporate marketing or communications posts
to company social media channels across Asia-Pacific
Source: Burson-Marsteller Asia-Pacific Social Media Study 2011
In it for the long run?
38%
47% 46%
23%
62%
53% 54%
77%
Micro-blogs SocialNetworks
CorporateBlogs
VideoSharing
Active Inactive
Active defined as at least one post during the period July 01-15 2011
Source: Burson-Marsteller Asia-Pacific Social Media Study 2011
50%
20%
20%
30%
60%
70%
40%
20%
50%
20%
20%
50%
0%
20%
20%
20%
40%
0%
40%
20%
20%
30%
10%
50%
Thailand
Taiwan
Singapore
Philippines
Malaysia
South Korea
Japan
Indonesia
India
Hong Kong
China
Australia
Home Page Integration Social Sharing Tools
Average of 121,257 ‘Likes’ per page – Up 406% yoy Global average of ‘Likes’ per page – Up 115% yoy
Average of 7,574 ‘Followers’ – Up 328% yoy Global average of 5,076 ‘Followers’ – Up 241% yoy
Average of 1,856,365 ‘Views’ Global average of 680,747 ‘Views’
Source: Burson-Marsteller Global Fortune 100 Social Media Checkup 2011
Increasing online interest in
Asian MNC content…
ZZZ…
1%
3%
93%
3%
Online Sentiment Around Asian Corporate Brands
Mixed
Positive
Neutral
Negative
Source: Burson-MarstellerAsia-Pacific
Based on a review of 492,838 mentions of prominent Asian brands in online forums
O A passive expectation of transparency is becoming an active insistence on involvement
O Co-creation of communications creates consent internally and credibility externally
O Consultation creates an anticipation of participation
O Setting expectations and understanding emotions will help ensure the best results
O ‘You are important to us’
O ‘We need your opinions to help inform our actions’
O ‘We are listening to you…’ but will you be heard?
“Make the other
person feel important
and do it sincerely”
Fundamentally – for better or worse –
this is what effective communication demands
O Whether or not there is listening, of course social media
increases the demand to be heard, regardless of merit
O [Ironic that those demanding to be heard can often seem
least interested in listening!]
O ‘Me’ and ‘I’ narcissism, lack of attention span, rampant
impatience, toxic anger and abuse abounds
O Crowdsourcing intelligence versus mob rule?
1. Lust ‘I want this’
2. Greed ‘I need this’
3. Gluttony ‘I must have more’
4. Sloth ‘I haven’t thought about it’
5. Wrath ‘I am angry about this’
6. Envy ‘I want what s/he’s got; I am worth it’
7. Pride ‘I am better; I deserve this’
Would this happen in Asia?
O Emotional intelligence applied to the social media arena could be equated with social intelligence (SQ)
O When contact occurs, process should be outlined and expectations clearly set right from the start
O Information and interaction preferences should be determined so relationships can be built in a customised manner
O The reason a community is convened and what it is all about should be articulated
O Elicitation of metaphors to be baked into subsequent communications content
O There needs to be a deliberate effort to find the ‘birds of a feather who flock together’ (aka ‘homophily’)
O Each community should be designed with outputs in mind ahead of the game
O Metrics should be determined, and not just ‘vanity numbers’
O When people commit themselves in public to something, they have created a new ‘image template’ of themselves...
O People will do and say whatever is necessary to conform with their new public image...
O Putting on digital clothes does not necessarily
demand changes in executive behavior
O Do you appear at public events? Flickr
O Do you ever give presentations? SlideShare
O Do you make speeches at industry events? YouTube
O Does your organization actively recruit? LinkedIn
O Assign people with specific ownership
O Do social media training for the team
O Program a regular rhythm of content
O Assess analytics and recalibrate at regular intervals
O Don’t be pressured to be on too many platforms
O Build a ‘big brain’ of enduring knowledge
United States data from
Harris Interactive, 2012
1. Design community
2. Shut up and listen
3. Seek permission
4. Know emotions
5. Possess a personality
6. Create content
7. Integrate with
marketing
8. Think mobile
9. Tell stories graphically
10. Be present
11. Act fast
12. Don’t forget search
13. Share information and
outcomes
1800s
1980s
2000s
The rise of America
The rise of the Four Tigers
The rise of Japan
2010s The rise of China & India
The rise of Britain
The Lee Kong Chian School of Business at Singapore Management University