six big-brand secrets to overcoming social marketing hurdles

ERIC WEAVER • WEAVER GLOBAL ADVISORY • @WEAVE

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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

WEAVER GLOBAL ADVISORY


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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.


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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.


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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

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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.


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“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

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.


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S I X MAJOR HURDLES ARE CREAT ING A SOC IAL MED IA CR I S I S OF FA I TH


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Hurdle #1 CONTENT ISN’T SEEN BY FANS BECAUSE THE CONTENT EXPLOSION HAS KILLED ORGANIC REACH


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Client Posts/ month

Total reach

per post

Avg reach per post

Fan Base 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%

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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ORGANIC REACH (Maximum 3% visibility)

RETAIL BRAND W/508K FANS • ORGANIC REACH 1 MO

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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WANNA PLAY? GOTTA PAY.

ORGANIC REACH

PAID REACH PAID REACH – BOOM!

VOICEOVER: But with a £850/1000€ investment, Facebook over-‐rewards the brand with insane reach.


1111

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

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.


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Hurdle #2 WEAK ENGAGEMENT SKILLS AROUND WEAK CONTENT


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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.


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ENGAGEMENT T I P : ASK FOR CONTR IBUT ION

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.


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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.


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ENGAGEMENT T I P : USE CONF IDENT LANGUAGE


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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.


1188

ENGAGEMENT T I P : BE RELEVANT


1199

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.


2200

ENGAGEMENT T I P : CREATE EMOT IONAL TR IGGERS


2211

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.


2222

SECRET #2 : ENGAGEMENT SK I L LS ST I L L CR I T ICAL

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.


2233

Hurdle #3 MANAGEMENT UNINTERESTED OR NOT SEEING REWARD VS RISK


2244

WHY?

Too busy to care 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.


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INSIGHTS & DATA RARELY GET BACK TO THE C-‐SUITE

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LLIISSTTEENNIINNGG // RREEPPOORRTTIINNGG

VVPP CCUUSSTT SSEERRVVIICCEE

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SSOOCC MMEEDD MMGGRR

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CCRREEAATTIIVVEE AAGGEENNCCYY

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IINNTTEERRNNAALL TTEEAAMM

MEANINGFUL MARKET INSIGHTS FROM SOCIAL CHANNELS OFTEN DON’T REACH THE LEADERSHIP TEAM

RREECCRRUUIITTEERR

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.


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ENGAGE TOP EXECS AND SOCIALISE THE ENTIRE ORG

SSOOCC MMEEDD MMGGRR

CCAAMMPPAAIIGGNN 11 CCAAMMPPAAIIGGNN 33 TTAACCTTIICC 11 PPRROOGGRRAAMM 22 TTAACCTTIICC 33

PPRR MMGGRR

BBUUSSIINNEESSSS SSTTRRAATTEEGGYY WWOORRKKSSHHOOPP TTOO DDEEFFIINNEE KKPPIISS

CCAAMMPPAAIIGGNN 22 PPRROOGGRRAAMM 11 TTAACCTTIICC 22 PPRROOGGRRAAMM 33 TTAACCTTIICC 44 PPRR TTEEAAMM MMOOBBIILLEE DDEEVV

ALL SOCIAL TACTICS HAVE LEADERSHIP BUY-IN — AND FUNDING ISN’T ALL ON MARKETING’S BACK

MMAARRCCOOMM DDEEPPTT TTRRAAIINNIINNGG DDEEPPTT MMEEDDIIAA AAGGEENNCCYY

SSEEOO SSHHOOPP CCUUSSTT CCAARREE

IITT MMGGRR DDIIRR OOFF CCUUSSTT SSVVCC

CCRROOSSSS-‐-‐FFUUNNCCTTIIOONNAALL SSOOCCIIAALL TTEEAAMM

DDIIRR OOFF HHRR

VVPP CCUUSSTT SSEERRVVIICCEE

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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.


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OOUURR OORRGGAANNIIZZAATTIIOONN DDOOMMIINNAATTEESS TTHHEE EENNTTIIRREE CCAATTEEGGOORRYY

CCRREEAATTEE AA LLOOVVEE AAFFFFAAIIRR WWIITTHH TTAARRGGEETT PPEERRSSOONNAASS

IINNSSPPIIRREE AANNDD AAMMPPLLIIFFYY TTHHEE CCUUSSTTOOMMEERR VVOOIICCEE

BBUUIILLDD AA GGRROOWWIINNGG FFAANNBBAASSEE TTHHRROOUUGGHH AADDVVOOCCAACCYY

IINNCCRREEAASSEE RREETTAAIILL VVIISSIITTSS BBYY

FFRREEQQUUEENNTTSS BBYY XX PPEERR MMOONNTTHH

IINNCCRREEAASSEE CCUUSSTTOOMMEERR

EENNGGAAGGEEMMEENNTT AACCRROOSSSS SSOOCCIIAALL CCHHNNLLSS BBYY XX%%

IINNCCRREEAASSEE NNEETT PPRROOMMOOTTEERR SSCCOORREE

BBYY XX%%

IINNCCRREEAASSEE RREESSPPOONNSSEE TTIIMMEE && RREESSOOLLUUTTIIOONN OOFF SSEERRVVIICCEE IISSSSUUEESS

BBYY XX%%

IINNCCRREEAASSEE PPOOSSIITTIIVVEE BBRRAANNDD SSEENNTTIIMMEENNTT

BBYY 22XX

CCRREEAATTEE OOPPPPOORRTTUUNNIITTIIEESS FFOORR

FFAANNSS TTOO SSHHAARREE

CCRREEAATTEE AA SSOOCCIIAALL CCOONNTTEENNTT SSTTRRAATTEEGGYY

PPRROOAACCTTIIVVEELLYY EENNGGAAGGEE WWIITTHH RREEMMAARRKKAABBLLEE

CCOONNTTEENNTT && TTIIMMEELLYY DDIIAALLOOGGUUEE

IIMMPPRROOVVEE TTHHEE OOVVEERRAALLLL SSOOCCIIAALL UUSSEERR EEXXPPEERRIIEENNCCEE

MMOOVVEE CCUUSSTTOOMMEERR CCAARREE EEFFFFOORRTTSS TTOO SSPPEECCIIFFIICC SSOOCCIIAALL

VVEENNUUEESS

IIDDEENNTTIIFFYY && AACCTTIIVVAATTEE BBRRAANNDD EENNTTHHUUSSIIAASSTTSS

CCRREEAATTEE AA FFRRAAMMEEWWOORRKK FFOORR

CCUUSSTTOOMMEERR EEXXPPEERRIIEENNCCEE SSHHAARRIINNGG

ONE-‐DAY WORKSHOP WITH UPPER MGMT VVIISSIIOONN

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SS GGOOAALL

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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.


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SECRET #3: INCLUDING THE LEADERSHIP TEAM SPREADS VALUE OF SOCIAL HIGHER/BROADER SSTTRRAATTEEGGYY 11:: CCRREEAATTEE AA SSOOCCIIAALL CCOONNTTEENNTT

SSTTRRAATTEEGGYY

SSTTRRAATTEEGGYY 22:: EENNGGAAGGEE WWIITTHH RREEMMAARRKKAABBLLEE CCOONNTTEENNTT && TTIIMMEELLYY

DDIIAALLOOGGUUEE

SSTTRRAATTEEGGYY 33:: IIMMPPRROOVVEE TTHHEE

OOVVEERRAALLLL SSOOCCIIAALL UUSSEERR EEXXPPEERRIIEENNCCEE

SSTTRRAATTEEGGYY 44:: MMOOVVEE CCUUSSTTOOMMEERR CCAARREE

EEFFFFOORRTTSS TTOO SSPPEECCIIFFIICC SSOOCCIIAALL VVEENNUUEESS

SSTTRRAATTEEGGYY 55:: IIDDEENNTTIIFFYY && AACCTTIIVVAATTEE BBRRAANNDD EENNTTHHUUSSIIAASSTTSS

SSTTRRAATTEEGGYY 66:: CCRREEAATTEE AA FFRRAAMMEEWWOORRKK FFOORR

CCUUSSTTOOMMEERR EEXXPPEERRIIEENNCCEE SSHHAARRIINNGG

EESSTTAABBLLIISSHH CCRROOSSSS-‐-‐FFUUNNCCTTIIOONNAALL SSOOCCIIAALL

““TTIIGGEERR TTEEAAMM””

DDEEFFIINNEE SSOOCCIIAALL PPLLAAYYEERRSS AANNDD RROOLLEESS

IIDDEENNTTIIFFYY TTRRAANNSS-‐-‐MMEEDDIIAA CCOONNTTEENNTT OOPPPPOORRTTUUNNIITTIIEESS

CCRREEAATTEE AA CCOONNTTEENNTT CCAALLEENNDDAARR && SSTTRRAATTEEGGYY

CCRREEAATTEE AANN AALLWWAAYYSS-‐-‐OONN EENNGGAAGGEEMMEENNTT

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AANNAALLYYSSIISS TTOO IIDDEENNTTIIFFYY EEFFFFEECCTTIIVVEE CCOONNTTEENNTT && TTIIMMIINNGG

IIDDEENNTTIIFFYY DDIIAALLOOGGUUEE CCAATTEEGGOORRIIEESS FFOORR MMOONNIITTOORRIINNGG,, RREEPPOORRTTIINNGG && RREESSPPOONNDDIINNGG

DDEEFFIINNEE TTHHEE TTOONNEE && MMAANNNNEERR FFOORR AALLLL

CCHHAANNNNEELLSS

CCRREEAATTEE AA CCOONNSSIISSTTEENNTT VVOOIICCEE,,

LLOOOOKK && FFEEEELL AACCRROOSSSS SSOOCCIIAALL && TTRRAADDIITTIIOONNAALL CCHHAANNNNEELLSS

IIDDEENNTTIIFFYY CCHHAANNNNEELL SSTTRREENNGGTTHHSS && MMAAPP TTOOUUCCHHPPOOIINNTTSS IINN

SSOOCCIIAALL CCRRMM SSYYSSTTEEMM

IIDDEENNTTIIFFYY EEXXIISSTTIINNGG SSOOCCIIAALL CCAARREE

OOPPPPOORRTTUUNNIITTIIEESS

CCRREEAATTEE CCAASSEE CCOODDEESS && TTEECCHH PPLLAATTFFOORRMM FFOORR SSOOCCIIAALL CCAARREE

HHAANNDDLLIINNGG

TTRRAAIINN CCAARREE RREEPPSS OONN SSOOCCIIAALL MMEEDDIIAA-‐-‐BBAASSEEDD

CCAARREE

CCRRAAFFTT AA RREECCOOGGNNIITTIIOONN PPRROOGGRRAAMM FFOORR EENNTTHHUUSSIIAASSTTSS

SSEETT GGRROOUUNNDD RRUULLEESS OONN AALLLL SSOOCCIIAALL CCHHAANNNNEELLSS

CCRREEAATTEE AA BBRRAANNDD AAMMBBAASSSSAADDOORR PPRROOGGRRAAMM

CCRREEAATTEE CCRROOSSSS-‐-‐MMEEDDIIAA

OOPPPPOORRTTUUNNIITTIIEESS FFOORR EEXXPPEERRIIEENNCCEE SSHHAARRIINNGG

CCRREEAATTEE AA LLEEAADDEERRSSHHIIPP SSCCOORREECCAARRDD

SSHHOOWWIINNGG SSHHAARRIINNGG MMEETTRRIICCSS

CCRROOSSSS-‐-‐PPOOLLIINNAATTEE EEXXPPEERRIIEENNCCEESS TTOO

TTRRAADDIITTIIOONNAALL MMEEDDIIAA CCRREEAATTEE SSTTAANNDDAARRDD EENNGGAAGGEEMMEENNTT

MMOODDEELLSS FFOORR CCAASSEESS

LLAAUUNNCCHH AA PPRROODDUUCCTT CCOO-‐-‐CCRREEAATTIIOONN OORR NNAAMMIINNGG PPRROOGGRRAAMM

DDEEFFIINNEE SSOOCCIIAALL PPEERRSSOONNAASS

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.


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Hurdle #4 UNDER-‐RESOURCING A SELF-‐FULFILLING PERFORMANCE PROPHECY


3300

WHY?

Addi�onal headcount impacts earnings per employee figures

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.


3311

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

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.


3322

Hurdle #5 CROSS-‐FUNCTIONAL CONFUSION WHEN SOCIAL EFFORTS FOUNDER


3333

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.


3344

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. LEVEL 2: moderate reputa�on impact, limited audience. LEVEL 3: moderate reputa�on impact, local media exposure. 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?

AAUUDDIIEENNCCEE

BBRRAANNDD RREEPPUUTTAATTIIOONN IIMMPPAACCTT

NNAATTIIOONNAALL MMEEDDIIAA GGAAFFFFEE

NNAASSTTYY BBLLOOGGGGEERR

LLEEVVEELL

55 LLEEVVEELL

44 LLEEVVEELL

33 LLEEVVEELL

11

VVIIRRAALL MMIISSIINNFFOORRMMAATTIIOONN

IINN-‐-‐SSTTOORREE VVIIOOLLEENNCCEE

LLEEVVEELL

22 LLOOCCAALL

IINNCCIIDDEENNTT


3355

PREPLAN COMMON SCENARIOS FACTUAL ERROR OFF-‐TOPIC NEGATIVE RANT COMPLAINT OFFENSIVE PR ISSUE THREATS

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."

"I am going to show up at that restaurant and teach that employee a lesson."

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

Ban user 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

DELETE POST? Delete repeats Yes if mul�ple No No Yes No Yes


3366

SOCIAL TEAM RESPONSE: “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. “You can also click the Message button above and I can discuss the incident with you via Facebook messaging.”

STANDARDISE RESPONSES

ACKNOWLEDGE EMOTION

ENQUIRE TO SHOW YOU CARE TO UNDERSTAND

SHARE OUR POLICY

OFFER ASSISTANCE


3377

CRISIS “RACI” RREESSPPOONNSSIIBBLLEE,, AACCCCOOUUNNTTAABBLLEE,, CCOONNSSUULLTTEEDD,, IINNFFOORRMMEEDD IINNCCLLUUDDEE CCOORRPPOORRAATTEE CCOOMMMMSS,, CCUUSSTTOOMMEERR CCAARREE,, MMAANNAAGGEEMMEENNTT,, MMAARRKKEETTIINNGG,, PPRR TTHHEE LLEEVVEELL OOFF CCRRIISSIISS DDIICCTTAATTEESS WWHHOO RREEPPRREESSEENNTTSS,, WWHHOO IISS RREESSPPOONNSSIIBBLLEE,, AACCCCOOUUNNTTAABBLLEE,, EETTCC.. MEDIA ROUTED TO CORPORATE COMMS LLIISSTTEENNIINNGG TTEEAAMM KKEEEEPPSS CCRRIISSIISS TTEEAAMM AAWWAARREE OOFF SSHHIIFFTTSS IINN SSEENNTTIIMMEENNTT OORR OOPPIINNIIOONN

LLEEVVEELL 11

LLEEVVEELL 22

LLEEVVEELL 33

LLEEVVEELL 44

LLEEVVEELL 55

REPRESENTING COMPANY:   Social Team CONSULTED:   Marke�ng Communica�ons INFORMED:   Corporate Communica�ons   Affected Regional Manager or Store Manager

REPRESENTING COMPANY:   CCEEOO CONSULTED:   EEnn��rree EExxeeccuu��vvee TTeeaamm   SSaaffeettyy DDeeppaarrttmmeenntt INFORMED:   SSVVPP HHuummaann RReessoouurrcceess   AAllll SSttoorree MMaannaaggeerrss   AAllll RReeggiioonnaall MMaannaaggeerrss


3388

SECRET #5: AN INVESTMENT IN SCENARIO PLANNING & TRAINING WILL ULTIMATELY SAVE ££££ ACROSS EVERY DEPARTMENT


3399

Hurdle #6 SOCIAL STUCK IN “BUDGET PRISON” AND WE NEED TO BUST IT OUT


4400

NO F INANC IAL METR ICS = NO F INANC IAL SUPPORT


4411

WHAT IF WE COULD PUT A VALUE ON OUR SOCIAL EFFORTS?

Specific to our company Tied to previous efforts In cash value, not “likes” or “retweets” Using a reasonable methodology APPROACH: EARNED MEDIA VALUE


4422 STEP 1: PRICE OUR KPIS. HOW HAVE PAST PAID CAMPAIGNS PERFORMED?

42

PAGE CPM COST / LIKE COST / NEW FAN

@OurBrand_UK 55p 85p £1.05

@OurBrand_IE £1 85p £1.53

@OurBrand_FR 75p 75p £1.15

PRICING DATABASE


4433

API

STEP 2: READ ALL EARNED ACTIVITY VIA 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.


4444

44

API

STEP 3: CALCULATE EMV BASED ON PAID RATES

£12,500 £4,830 £24,960

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.


4455

EXAMPLE POST EMV

14,268 Likes x 85p = £12,127 1,701 Shares x £1.50 = £2,551 548 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.

4455


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NOW I CAN…

A/B TEST CONTENT A/B TEST ENGAGEMENT HAVE A FINANCIAL CONVERSATION WITH THE CFO “WE SPENT £5K AND WE RECEIVED £26K IN EMV.”

4466


4477

SECRET #6 : USE YOUR PA ID PERFORMANCE

METR ICS TO JUST I FY ASK ING FOR MORE INVESTMENT IN SOC IAL

47


4488

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

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QUESTIONS? Eric Weaver

020 3289 3283

six big-brand secrets to overcoming social marketing hurdles

Social Media