4. But lets start with this.
If you need to hear a presentation that says “Get Serious
about Social Networks” in order to get serious, you’re
probably destined to dip a toe in, use most of the same
techniques you’ve always used, have an unrealistic set of
expectations and not enough investment.
In short, if you need to hear about how you need to get
serious about social networks, you’re not serious about
8. Success here isn’t about
spending big dollars or
how massive your brand
is necessarily. It’s a
measure of whether or
not people care about
you. For anyone spending
decades paying for
audiences, it’s hard to
actually earn it.
18. Facebook has 500,000,000 users
YouTube is the 2nd largest search
Twitter is a primary starting point for
19. Water cooler talks have very little to
do with what happens in and around
the water cooler.
What do you mean by social?
20. Is CNN social media?
Is CBC, NBC or CBS social media?
Are you social media?
21. Lets get some stuff straight.
Making a Facebook page isn’t a
strategy. Copying links to your own
content on Twitter isn’t a strategy.
Hiring a community manager isn’t a
strategy. Nor is adding like buttons to
your home page.
Service What about the organization?
Is it a marketing issue? Public relations?
Human resources? Or a bit of all of it?
Just considering that has a huge effect on
the organization itself. Not just who is
managing it – but what are our legal
obligations? What role do employees play?
What about their personal accounts?
24. There is no such thing as an unnetworked audience.
Everyone is networked and has always been networked.
We just never really thought of them that way.
What do you mean by networked audiences?
25. In the advertising world, we tend to speak in
functions and stereotypes, neither of which are all
that helpful when approaching these audiences.
We always assume that decisions are
individual and rational.
26. “Idioms are an anathema to innovation. They fuse
organizations to assumptions, cultural mythologies and
fossilized ways of seeing and talking about themselves,
their business and, more importantly, their consumers.”
30. “Our more instinctual selves are
much more refined by time and
natural selection. It s the rational
that s new. So while natural
selection is still working out how
to make the rational bits work
better, our emotional bits are
much more fine-tuned.
We don t know where
instinctual stops and
31. The Argumentative Theory
"We do all these irrational things, and despite
mounting results, people are not really changing their
basic assumption. They are not challenging the basic
idea that reasoning is for individual purposes. The
premise is that reasoning should help us make better
decisions, get at better beliefs. And if you start from
this premise, then it follows that reasoning should
help us deal with logical problems and it should help
us understand statistics. But reasoning doesn't do all
these things, or it does all these things very, very
32. These increasingly transparent social dynamics are
proving again and again that commonalities in values,
language and associations create connections.
Being in the in-group matters most.
35. Even weight
can be a social
phenomenon. If one person became
obese, the likelihood that
his friend would follow suit
increased by 57%
36. What does a Social
Strategy look like?
We have some core toolsets we use.
The community management team, reporting structure and
code for all employees.
Social Media Guidelines, Tone and Manner documentation,
listening and engagement tools and editorial calendars.
A content framework including content development,
production and curation.
An approach to when and why a brand should create or
38. Centralized Coordinated Hub and Spoke
One department controls all Cross-functional team with Groups act autonomously from each
social efforts. This is central community manager to other under a common brand.
recommended as a first step in support. Pros
giving community management
Pros Operating units are free to execute
more freedom in engaging
Central group is aware of what tactics as long as a common
each group is doing. experience is shared amongst all
Provides holistic customer
Consistent customer Cons
experience to customers.
Cons Constant communication from all
Cons teams to be coordinated, creating
Executive support required,
Inauthentic if press releases internal noise.
with program management,
rehashed on blog or videos by Requires cultural and executive buy-
stiff executives. in and dedicated staff.
Sources: Jeremiah Owyang, Framework and Matrix: The Five Ways Companies Organize for Social Business
Social Business Organizational Models, Altimeter Group, 2010
39. Listening and Engagement
An enterprise level platform for finding,
following and responding to conversations
related to your brand.
Personality and Policy Documentation
Conversation training, clear community guidelines
and social policies keep the community active and
the voice on brand.
Editorial calendars can ensure consistency
and coordination across spaces.
A measurement platform allows the Community
Management to learn and optimize over time.
40. The Audience Framework
From here, the key focus is
understanding where key
audiences are and how to
effectively involve them.
Model via Gabe Zickermann
41. All of this is a
starter kit, just
We need less focus in social places and
more on being social brands.
Being social in this space means being
meaningful, interesting and in it for the
43. Finding purpose.
"I think many people assume, wrongly, that a
company exists simply to make money. While this is
an important result of a company's existence, we
have to go deeper and find the real reasons for our
44. Finding purpose.
“People don’t buy what you do; they buy why you
do it. And if you talk about what you believe you will
attract those who believe what you believe.”
45. Ask yourself
this: How a
What cause are you brand acts
a credible voice for?
How a brand talks
What a brand feels is
What a brand rallies the
Why a brand does it
51. Cultural Integration.
Speaking the language of the audiences
we’re seeking to reach is the most
important skill we need. It’s also the one
we’re haven’t really figured out.
55. “Brands, especially those centered around
lifestyle interests or luxury, are increasingly
becoming media companies.”
Steve Rubel, Edelman Digital
57. This also means that those with the deepest
knowledge of the audience should be able to
fluidly create additional value beyond content.
58. “A company that provides entertaining, inspiring and
informative content and allows consumers to more
easily find and complete a transaction for the best
products and services is providing a great service to
Dave Chase, Entrepreneur
61. Actions not messages.
Do things. Do lots of things. Explore and experiment.
Create a culture of more yes. Think low cost, high return.
• focus the problem or opportunity
• encourage experiments
• measure and invite feedback
• build mutually beneficial partnerships
62. "You learn to like the excitement of mild, ongoing
risk taking…Sometimes it works, sometimes it
doesn't, but it's the creation of possibility.”
Brad Blanton, Founder of Radical Honesty
65. "We're pushed to take risks in everything we do as
long as we're enabling the athlete to be better. Sure,
we'll get some things wrong but you've just got to
go for it.”
UK Marketing Chief of Nike
71. Communities and Networks.
It is not just about building a relationship between
you and your audience. It’s far more important to
build platforms that develop relationships within
Graph via Abhinav Singh
Communities High-audience investment
Disposable More difficult to scale
Based upon weak ties Best for sustainability
Often more scalable
Best for spreading messages
80. Thanks. You can find me on the internet.
Director of Strategy at Twist Image.
heehawmarketing.com // @paulmcenany
Flickr: Katherine Squier, Alena Chendler, Lauryn Holmquist,
Mr. TGT, Sannah Kvist
Other photos: Mark Sloan, Hiroshi Sugimoto