I thought I’d collect my last few posts into one big ‘ol post. The point to all of this is to show that you can think about social strategies in terms of “valuable activities you can measure.”
The challenge, as always, is to measure them in sales. But in many ways, that’s just not fair. First, it’s clear that we know that marketers firmly believe that many online public relations activities work — and traditional PR activties — without being able to tie them back to sales. Second, there are many corporate activities that either support critical operations (i.e., accounts payable, accounts receivable, running an IT network, maintaining office space, etc.) that you can’t necessarily tie back to sales, but you know is important to the business. They, like communications, are part of the basics of doing business. The key is to do them — and measure them — efficiently, strategically and with focus — not just on sales, but on your goals for the kind of business you want to be.
Herewith, four strategies… and there are more from whence they came:
Idea #1: Doing a Better Job at PR and Media Relations.
Do the reporters and editors that follow your company post on Twitter? Do they have blogs? Are they using RSS? Are you outsourcing all of this to the agency?
You may be missing out for a couple reasons. First, reporters and editors appreciate having direct relationships with representatives of the company. Next, tools like Twitter and blogs make it possible to reach certain reporters in ways that you never could through email — commenting on what they do, sharing ideas and more.
But what is more interesting to a reporter — a Tweet or blog comment from the director of marketing at COMPANY, or one from an agency representing…who knows? Use the agency for strategy, ideas and formal pitching…in between, if you’re not connected with them, you may be missing opportunities.
Measure by clicks to your website, search ranking on key topics and sales.
Idea #2: Getting in front of…or catching up to your competitors.
You might do a few searches and find that no one is talking about your brand and think, “My customers aren’t using social media — I don’t have to worry about this yet.” But…are you sure about that? Maybe they just aren’t talking about you… The first, most important step is to make sure you’re watching — that you’re monitoring the forums, topics and keywords that are important to your reputation and sales.
If your competitors are being discussed without you, there’s an issue to address — how can you become part of the conversation?
If customers are complaining about competitors’ products, is there an opportunity?
If no one talks about what you do…there may be an opportunity to start something new — a web portal, blog or partnership — or an indication that online resources need to better support offline interactions.
The remedy is to actively monitor, evaluate and plot a strategy that delivers for your company.
Measure by links back to your website from social networks, tone of key messages visible online, search engine positioning.
Idea #3 sits right in the wheelhouse of corporate communications: Being ready for the crisis.
It’s true that if you keep your head down, you’ll probably be OK for a while. But eventually, something will happen. You’ll recall a product. Or well-connected customer decides to vent their product/customer service frustrations on you. Or some ‘enterprising’ employee decides to make a video ‘unbecoming’ of the brand. Or an energized group of consumers decides to be offended by your new ad campaign. Should your brand’s first participation consumer and influencer communities online be an apology?
Again, it pays to be watching…and listening. The earlier you catch wind of a brand or reputation crisis the better. What if, like Comcast, you keep an eye on Twitter for service complaints and make sure they are handled? The better connected you are with those online communities, the easier it will be to respond. The better you understand online communities and social networks, and how you’ll get the word out in crisis, the better for your reputation as well.
Measure in how long the sales hit lasts — if at all.
Idea 4: Empower Employees…and manage them.
Employees are consumers. Employees are people. Employees have networks both professional and personal. And you never know when that will help … or hurt … your corporate goals. Employees engaged online — through blogs, private forums, social networks like Facebook or Twitter, or industry forums — are ambassodors of the brand. They are problem solvers. They are recruisters. They are sharers of the promotions you want to “go viral”.
The Knowledge@Wharton blog offers some great case studies in a recent post — Del Monte Pet Foods chats with consumers about problems and ideas to shape new products. HP has 50 bloggers engaged in product communities every day. E&Y uses Facebook for recruiting. As Joe Kraus of Google is quoted in that post:
“What all organizations need to prepare for, said Kraus, is a completely social web, where “your users will simply expect to be part of the conversation.”
What communications needs to provide is policy that guides engagement but does not constrict. Or, to put it another way, to encourage employees who want to help the company, while offering reasonable advice on how to do so without hurting the company, or their own livelihood. Charline Li offers an informative listing of corporate policies that are great examples of how very different companies come at the challenges and opportunities of online social engagement. Worth a read…and a whole new post that I’ll save for next time.
Measure by improved search engine positioning, increased media attention, greater website traffic and sales leads.