I do a lot of air travel for work, and I cop my fair share of travel related frustrations: delayed/ cancelled flights, surly staff, long lines, and the occasional misplaced piece of luggage; hey, it comes with the territory. But on occasion I’m moved to the point of firing off a social media salvo – let’s call it the right of a full paying customer with a smartphone in his pocket. No, I’m not a grumpy old dog – I talk up brands and people who delight me as much as I highlight those who disappoint.
I’ve had separate reasons to directly tweet an issue to all three major Australian airlines recently: Qantas, Jetstar and Virgin Blue. The way these tweets were dealt with varied: @qantas and @jetstarairways ignored me, despite the fact they were both responding to other people within 5 minutes either side of my tweet; as it turns out they were both only responding to positive sentiment tweeters or to those asking information related questions. @virginblue responded to me within 15 minutes.
If you set yourself up in social media, big brand or not, you have to be ready for two-way communications; and be ready to hear from customers who are not experiencing the implicit brand promises contained within your marketing collateral. This shouldn’t be seen as threatening or inconvenient – it’s really both an opportunity to garner unsolicited real-time feedback, and a chance to turn unhappy customers around.
Most people who complain just want to be heard and have their pain acknowledged – they don’t expect or want someone to make the earth rotate in the opposite direction. Having my bag lost by Qantas recently was a massive inconvenience – I was without my business gear and clean clothing for almost 24 hours. I also know Qantas did their very best to sort things out. Yet no-one really acknowledged the inconvenience I went through or apologised for their mistake – despite being given a clear opening to do so on Twitter.
When a legitimate complaint is ignored it festers. It makes things worse within a social media context – the original grievance is compounded with a non-response to a call-out you know for a fact was heard.
If somebody tells you they’re a social media professional, you may well ask them what their specialitist band of social media is. And if you pay for social media in any shape or form – from an employee, consultant or agency – you need to make sure you’re getting the specialist skills you actually need. And don’t believe anyone who tells you they’re across it all: BS!
I’ve listed below the different specialisations you’ll commonly find amongst ‘social media’ professionals. Some folk may be competent at a number of these, but everyone will have varying degrees of strength in each.
Clarifies organisational online objectives, identifies and canvasses opportunities.
Aligns social media objectives with available resources, budget, timeframes and measurables.
Speaks and presents in business terms – not technical or social media jargon.
Delivers actionable plans, reports or recommendations.
Brings insight learnt from personal exposure to past campaign work.
Understands the importance of mapping out a strategy prior to execution.
Proficient at adjusting social media campaign tactics on the fly.
The Content Publisher/ Curator
Inclusive of all forms of multimedia – text, video, images and audio.
Respects the norms of third party content use, reuse, and repurposing, i.e. Creative Commons principles.
Adept at cross-promoting and syndicating content across various social media touchpoints; makes full use of RSS (Really Simple Syndication).
Leverages sharing & recommendation social media functionality to get their content exposed to a cross-section of aligned communities.
The Community Manager
Knows how to build rapport and trust within a community.
Speaks with a distinct, confident and consistent online ‘voice’.
Expects and wants to add more value to the online community pot than they will ever draw from it.
Knows how to effectively utilise ‘older'(!) social media platforms such as YouTube, Flickr, blogging, podcasting, Slideshare or Wikipedia.
The Cutting Edger
Early adopter and experimenter with emerging social media platforms, e.g. Foursquare, Quora, Instagram (or anything new FB rolls out on a frequent basis).
Always looks for the business case – doesn’t buy into the buzz.
The Platform Specialist, typically in one of the following:
Facebook generally, or FB sub-specialties such as campaign execution, business pages, commerce, or external FB functionality.
Locational social media
The Industry Specialist
Not a social media person per se, but adapts quickly to the new channel opportunities.
Knows one industry sector very well, or is possibly a subject matter specialist.
Capable of taking on specialist outsourced social media work, e.g. business blogging, or other social media related publishing.
The Educator/ Trainer
Informs, guides, empowers – doesn’t sell.
Teaches people the hands-on, how-to aspects of social media.
Provides ongoing technological or market updates with the hype-filter on.
The Corporate Presenter/ Trainer
Paints the big picture; puts options on the table with no specific agenda to push.
Can address the pressing business questions of why, rather than just the what or how.
Often assists in bringing social media into an organisation via senior executive or Board level.
Customises Facebook business pages.
Integrates social media functionality across platforms, e.g. universal login’s, sharing and recommendation buttons, commerce.
Focuses on social media generated ‘conversions’ through the organisational website.
Utilises and cross-references onboard analytics from other social media platforms.
The following presentation was delivered by Tim Martin to The Institute of Public Administration Australia’s Critical Stakeholder Management seminar in Melbourne, April 6, 2011.
Content is King.
When I’m asked to present about topics related to online it’s usually within a commercial context, addressing the commercial imperative of selling more of something, whether that be products or services. And my core message to any commercial organisation is this: irrespective of your industry sector or size, the key to your success online, including any social media, comes down to the quantity and quality your online content.
And that message is no different for the organisations and departments represented here today. But within the context of crisis management, strong online content takes on a role of even greater significance.
Commercial organisations are starting to mark themselves by their ability to quickly flood the web with great content, positioned for both search engine dominance, but also to entrench themselves as thought leaders or subject matter experts within their respective industry verticals. The hard sell of mass media is being replaced with the soft-sell of educating, informing and establishing pre-purchase credibility.
However, most if not all, of the organisations and departments here today are the leading authorities within their respective domains, and do already possess substantial real-world credibility – but they also must also demonstrate this in parallel with a strong online footprint; and so the same commercially driven rules for online content generation apply to you:
1. Relevancy: give people the information they want, how they want it and where they want it – it’s not about you, it’s about them. If you fail to do this they will simply go somewhere else, because they now have an abundance of information wells to draw from.
2. Findability: make it easy for people to discover your content, primarily by knowing how online search works, but also by knowing the main places on the web where your target audiences are spending their time – their preferred social media spaces: blogs, Facebook, Twitter, forums, YouTube, Flickr, LinkedIn, etc – and I’m sorry to say it, but your website is probably not one of those preferred hang-out places.
3. Sharability: Give your content extra legs by facilitating its travel through the social web – you want your online communications to pass rapidly through to your target communities via their own online and social media networks. This is the notion of propagating viral memes.
These are the three tenants of effective online communications on the modern web: Relevancy, Findability and Sharability.
Relevancy can mean many things to many people, but essentially, relevant online content is anything that an individual or community perceives as offering them value: it could be informative, enlightening or entertaining in nature.
In the context of a crisis, informational vacuums quickly form, driven by people’s need to know: what just happened, what’s happening now, or what will happen next.
If access is permitted, most people will head straight to the web for their informational needs, with Google typically being their first port of call. We can demonstrate this using the Google Insights tool.
[Slides – Google Insights demonstrating keyword terms searched through Google by Victorians at various moments of state based emergencies since 2004]
What these graphs are not showing us however are what results Google presented on page 1 when people searched these keywords, and which results people elected to click through on. Google does its best to drawn relevant content from across the web, including social media platforms, based on keyword matches. So it would be a mistake to publish public information content which wasn’t keyword associated and aligned with what real people in the community were searching on.
For example, if you published information online relating to ‘refuge centers’ there would be a disconnect from Google’s perspective if people in the real world were using the keywords ‘emergency accommodation’.
Relevancy can be a personal thing, and can shift based on what your immediate needs are. I’ll use the recent Christchurch earthquake for my next series of illustrations.
[Slide – random tweets posted by people looking for information on friends and family]
For many people, their immediate concern in the hours after the quake was for friends and family. Any information they could gather relating to the welfare of their inner circle would obviously have very high relevance.
[Slide – Google’s People Finder in action]
Google’s People Finder which featured at the top of Google’s page 1 results for the keyword search ‘Christchurch earthquake’ amongst others, helped people on this level.
Relevancy can be also be driven by the category of content – short form textual content as found on Twitter or LinkedIn or Facebook updates is both easy to produce and consume. But other multimedia such as images, videos and interactive maps are also powerful communication tools, preferred by different groups within different contexts.
[Slide – Flickr uploads: 1612 images of the ChCh quake uploaded within the first 24 hours]
[Slide – YouTube: over 3000 videos currently hosting associated with the ChCh earthquakes]
[Slide – YouTube: most popular video associated with ChCh earthquake viewed over 2.7 million times]
[Slide – Google Map: popular user-generated mapping layers created by non-official agencies]
Relevancy can be based on credibility, especially around an influential resource such as Wikipedia which uses the resources of an army of community volunteers to collectively manage the process in real-time.
[Slide – Wikipedia: February 22 ChCh Earthquake wiki page created 27 minutes after the quake struck; over 400 edits within the first 24 hours]
[Slide – Wikipedia: February 22 ChCh Earthquake wiki page stats: Day 1: >28K pageviews; Day 2: > 37K pageviews]
Page 1 of Google is the gateway to most of our need-to-know now information – make it your mission to understand how Google search functions and make it work to your advantage.
[Slide – Google page 1 results on the day of the quake for the search term ‘christchurch earthquake’ (google.co.nz)]
You will need to make your online communications findable according to community protocols over which you have little or no say. The use of community generated hash-tags as isolating or filtering mechanisms has become commonplace.
[Slide] – Twitter volume per hour associated with the hashtag #eqnz: peaks at 7.5K per hour in the first few hours.
[Slide] – Twitter keyword volumes associated with #eqnz within the first 24 hours: death, trapped, fire, damage, aftershock.
[Slide] – Twitter keyword volumes associated with #eqnz between days 2-3: water, power, accommodation, petrol, health.
[Slide – sharing icons: Tweet, Facebook Like, Linked Share, Google +1, RSS and embed code.]
These icons represent the real power of the social web – the ability to quickly pass on or share online multimedia content at the click of a button. These content referral mechanisms are doubly powerful because they have inherent credibility – its content from somebody within your own community – your pre-existing friends, followers or connections. Peer referrals.
All points across the social web, including organisational websites, can and should offer this share functionality. To not do so makes it difficult for people to help, without being asked, to get your communications out to where they need to go, and fast.
It makes absolutely no sense to publish to the web today without some form of syndication or share functionality in place.
Once you get familiar with these tools, you can potentially offer extended services such as aggregating other people’s content; your roll can become that of a conduit – an informational hub offering your own relevant multimedia, real-time content as well as the most relevant third party social content from across the web. And just maybe your website will become a preferred place to hang out.
[Slide – Twitter aggregation based on different agency feeds]
I know things are moving fast, but when you hear talk about matters related to the web or Google, or websites, or any ‘flavour of the day’ social media, then in terms of content, consider this: they are just simple and low cost tools to get your content, your ideas, your positions, your mission critical information, published and distributed through the web. Without relevant content and the online community connections forged through that content, they are useless as publishing tools.
Once your content is published online – and if it passes the relevancy and findability tests – it can travel to any person in any part of the world with an internet connection, and in seconds, where it can be copied endlessly, shared, remixed, repurposed, tagged, searched and archived forever.
Relevant, great content is not king, it’s the Emperor. Thank-you.
Geo-locational social media platforms such as Foursquare may not yet have come of age, but they’re not far off this mark. If you’re associated with the organisation of large public events you need to start getting your arms around this new branch of social media; ideally leading through to a fully mapped promotion and engagement strategy as part of every event.
The 2011 Australian Grand Prix in Melbourne over the weekend was an interesting study through the Foursquare lens. Here are a few observations:
Would the Real Listing Please Stand Up.
4SQ allows transient events to be created and tagged as easily as it does permanent physical locations. 4SQ also has no way of knowing which, if any, is the official listing – anybody can create a one. The platform permits multiple listings created by individuals at different physical locations, or different listing names at more or less the same physical location (this is going to become a bun fight down the line – it’ll be interesting to see how 4SQ mitigates this confusion).
Over the life of the 2011 Melbourne GP, three separate listings were created which pertained to the track and the event:
– ‘Australian FI Grand Prix 2011’
– ‘australian grand prix’
– ‘Melbourne QANTAS Formula 1 Gr…’ (only 30 +/- characters and spaces will display)
It turns out that the second listing ‘australian grand prix’ was most likely the official one – there were two indicators for this:
1. They were offering ‘Flash Specials’
2. GP event staff were registered on their admin page (the function of ‘employee’ 4SQ registrations is so staff can’t obtain the mayoralship and other privileges, but can still check-in).
Unfortunately, this listing was created all in lower case – it didn’t look very official. The ‘Australian FI Grand Prix 2011’ listing with its upper casing and the year displayed looked a lot more like the real deal. The third listing got very little attention throughout the event, but interestingly mentions the principal sponsor, Qantas.
It’s important to note that when a person checks into a 4SQ location (or event) the title of the listing travels through their social networks: 4SQ, which in turn is then commonly sydndicated through to Twitter. If I were an event sponsor, I’d insist on my brand name appearing in the listing title to maximise exposure across the various channels.
By Sunday afternoon at the height of the race there were approximately 130 people checked in to the unofficial listing, ‘Australian FI Grand Prix 2011’. By comparison, the official ‘australian grand prix’ listing had around 25 check-ins. The Qantas tagged listing had fewer than 10 (if I were a gambling man I’d confidently bet that these numbers will increase 10-20 fold by the time the 2012 Melb GP rolls around).
I suspect that when people are confronted with multiple listings at an event, one listing will get to the tipping point first, and will then dominate – people tend to check in to the listing with the most check-ins (when given a choice people will gravitate to the busier of two restaurants). Additionally, for many 4SQ fans the opportunity to earn a ‘swarm badge’ would certainly have swayed their choice (swarm badges are hard to come by and coveted – they are unlocked when 50 or more people check in at the same place within a certain time-frame).
The official listing ran a flash special over each of the two days (see below). Specials are a great way to incentivise people do something with a sense of urgency – offers can limited around quantity or time. They also force people to check into the listing to claim the token associated with the special.
Several retailers within proximity of the track had their 4SQ specials heavily promoted throughout the weekend. If I had a retail or service business located close to a public event I would put out a hot event related special to drive foot traffic into my store/ bar/ restaurant/ brothel after the event.
Takeaway Thoughts for Major Event OrganisersWishing to Integrate 4SQ into Their Promotional Program
– Create your event listing at the physical location where it’s going to be held, as early in the day as possible (you’ll need to get someone on the ground to do this).
– Put thought into the event title, especially if important event sponsorship is involved.
– Encourage people to check-in via other social media and off-line display materials (4SQ have a range of downloadable and print-friendly marketing collateral to tap into). Also, display the official listing title so people know which one they should be checking in to.
– Get as many people as you can to check-in early in the day to help establish your listing as the most credible one (maybe offer a series of flash specials at the start of the day to get that critical mass happening).
– Offer flash specials throughout the entirety of the event.
– Encourage people to upload photos (on-the-ground prizes could be offered for the best photo/s submitted).
– Encourage other vendors at the event to offer specials – these will show up as ‘specials nearby’ when somebody checks in.
– Create some ‘to do’s for people to check off as ‘done’– and incentivise people to do them, and/or cross promote your other social media channels (see example below)
There are two emerging social media platforms that I’m on-board with: Foursquare and Instagram. At a quick glance they act differently: the first involves ‘checking-in’ or tagging your presence at various physical locations, and the other involves photo sharing. But they do have a lot in common – features and philosophical underpinnings which make up the vanguard of mobile driven social media. Here are a few commonalities:
Smartphones Everywhere Both Foursquare and Instagram are the children of smartphone proliferation (and now tablets); most of these devices have always-on inbuilt GPS, and are capable of hosting downloadable apps that iteratively improve over time.
The fact that our phone is the one thing that goes almost everywhere we do makes it easy to participate – during our waking hours we are only a few hand movements away from being able to capture an image or tag our location, allowing spontaneous creation and sharing when the moment (literally) takes us.
No Web Required It is not necessary to interact with Foursquare and Instagram, and most other applications, via the web. Foursquare does have a sophisticated web platform, but most users of the service won’t have ever seen it. Instagram has no web interface, save to alter your account details.
Crowdsourced Geotagging As these applications become more popular, most of the geo-locational groundwork has been done. It’s becoming a rare incidence that a public or organisational location hasn’t been established already, making it easier for those who follow.
Select Tribes/ Followers Sharing and filtering takes place on multiple levels. Your inner circle – the people you follow or friend get the full amount of information you want to make available to them. In the case of Foursquare only ‘friends’ can see your last location. In Instagram, only people you allow to follow you are able to see your images.
Community Voting & Surfacing On Foursquare, tips are associated with each physical location and are voted up by the number of people have ‘done’ the tip. In Instagram pictures are ‘liked’ – the most popular of which are featured on a communal wall.
Customisation Foursquare allows tips to be posted against public or organisational locations; users and superusers are able to alter the classifications against these locations, as well as adjust their map coordinates. Instagram allows its users to apply various filters and frames to their images.
Social Media Syndication Both Foursquare and Instagram enable information – a new image, a check-in, a tip, or an event such as a gaining or losing a mayoralship, or gaining a badge – to be automatically or manually shared across other social media platforms such as Twitter, Flickr, Tumbler, Posterous and Facebook.
I’ve Beaten You In Foursquare there are a number of competitive elements: mayoralships, badges, and a points leaderboard. In Instagram, the competition is based around the cleverness or quirkiness of the images themselves.
As interesting as this latest social media wave is, a more exciting development is what can be potentially done with the growing mountain of individually generated data which is forming around each physical locality.
Every public and organisational location across the globe will eventually be classified and tagged with precise geo-coordinates. Application Programming Interfaces (API) will facilitate the formation of multiple user-generated data layers around each locational point: who has been there and when, images, videos, audio clips, tips, reviews, Wikipedia entries, and Tweets. Further institutional data layers will further enrich these data pools.
I’ve overheard a few souls recently write foursquare off as a sort of ‘creepy’ social media development – “I wouldn’t want people knowing where I am all time time” seems to be their main concern. But for anyone who’s actually looked into foursquare – what it is and how it works – or even better, tried it out first-hand, they’d know there’s some serious business level application under the hood.
Firstly, let me say that I don’t use foursquare to hook up with people – that side of things is not really of much interest to me. What I do like however is expressing my indirect, and sometimes direct, loyalty to physical points of interest – businesses, organisations, gatherings – that I share an affinity with.
I leave tips at business locations that both please me and displease me. I read the tips of others – mini peer reviews – they offer some great insights. I also look at the analytics around the people who have checked into my business locations, and follow them on Twitter if they have a connected account (a large proportion do).
I look at some of the really clever promotions businesses are offering the foursquare community to drive repeat foot traffic into their stores, cinemas, branches, malls, markets, museums and clinics.
I even take some sense of pride in being the ‘mayor’ of my local train station (or at least I did until the title was recently wrenched from me – damn you Naughty J!)
You don’t have to be actively engaged in foursquare to pull business value from it. Every business owner with a physical point of presence should accept, or embrace, the fact that they’re probably on the platform already – people are checking in there now, and patron generated tips – the good, the bad, and the ugly – are starting to flow in now (and be syndicated across to Twitter).
Maybe you don’t want people knowing where you are all time time, but they sure as hell know the street address of your business. Like it or not.
This breakfast address was given by Tim Martin to Melbourne credit union members as part of 2010 International Credit Union Day – 14th October, 2010, Melbourne. [Inspired by Clay Shirky’s ‘How Cognitive Surplus will Change the World’]
So, for the next 45 minutes or so I’ll be talking about Social Media; but rather than look at WHAT social media is, I want to offer some insight into WHY it is. There are many people capable of explaining the mechanics of the bird and the book to you – Twitter and Facebook. But as business operators I believe you’ll all be better off by getting a look at the big picture first. And by better off, I mean more capable of seeing why social media is fast becoming a game changer, and why it will likely become an important and integral part of your collective marketing, communications and research strategies.
I’ve also deliberately gone out of my way to give you some very unusual online examples which we’ll get to shortly. But first, a few quick definitions to set the scene: Mass media – we all know what this is because most of us consume it in volume every day: it’s mostly the output of commercially orientated organisations who own and operate most of the world’s pressing presses, studios, television and radio transmission towers, and theater chains. No conspiracy in this, it’s just a fact.
Mass media content is very public – its publicly accessed and consumed by mass audiences. It’s a one directional flow of content, typically produced on daily, weekly, monthly or seasonal cycles – they produce, we consume. And to the most part mass media content is ephemeral – we throw away yesterday’s newspapers and we don’t record and save most of what we watch or listen to throughout our day. And there’s no need to hold on to mass media content because there’s a fresh production flow which is constantly on tap: new television dramas roll out, 24/7 television news, music played through radio stations or downloadable from iTunes, new books, new magazines, and hot-off-the press newspapers.
Now let me introduce a familiar idea in a new light: the concept of Personal Media.
Personal Media is content – or information – that we create as individuals every day: a telephone conversation, a note on a fridge door, an email, a drawing, a photo or a love letter. Personal media content has traditionally been private – or at least private to a very small group of people: your partner, a friend, your family, your work colleagues or classmates. But in contrast to mass media it tends to be a dynamic two-way process and it’s interactive – I show you a photo and you smile; or you ask me a question and I respond, and you respond to my response and so on – that’s called a conversation. Personal media content is also mostly ephemeral – our talk vanishes into the air, notes are thrown away – in fact most physical media we have traditionally communicated through will eventually decay and be completely lost in time.
Social Media is the cross-over of mass media and personal media. We continue to produce our personal media – conversations, notes, drawings and so forth – except now it’s easier and more efficient to transmit and share our communications with each other through the web – through social networks such as Facebook or LinkedIn, through blogs, Twitter, forums, and wikis.
Simply put, we can communicate with more people within our chosen tribes in real-time, less expensively and with less effort. And easier will always win out over harder given enough time.
But personal media – our formally private content – when passed through the web becomes public content. And to the most part this content is not ephemeral – it’s in digital format and will stay on the web forever – and all of it will be searchable forever – retrieved as easily as typing a few keywords into your favourite search engine. So, what’s behind the creation of this digital content? Why are people uploading images of funny faces to the web or tweeting about Australian credit unions? And all done without a coordinated directive, and no financial incentive. Yet it happens and is happening at an accelerated pace: individuals are collectively creating publicly accessible and sharable content for people they’ve never met, and will probably never meet or even know exist.
There are considered to be 3 main drivers at work here, 3 intrinsic motivations for people to create, publish and share their personal media:
Engagement – the intellectual stimulation the process offers. Many people love problem solving, discovery and creating order.
Attention – look at me. Notice me by association of what I’ve produced.
Reputation – see how much I know; establishing credibility
So let’s pull these ideas together: social media is the interplay between mass media and personal media. People are producing personal content and sharing it with others online because they can, and it feels good to do so: engagement, attention, reputation. These personal media outputs – mundane or funny or profound, it makes no difference – are formally and informally indexed, categorised and made findable thanks to organisations such as Google. And discoverability through networks and active search moves us into some very interesting space: it facilitates connections, connections give rise to communities, and communities foster a sense of collective membership and the potential for uncoordinated social collaboration.
We’ll shortly look at some of the ways these dynamics are playing out. But as interesting as the examples coming up may be, reflect that we’re really only at the online evolutionary equivalent of the steam engine. The next decades will be an extraordinary time for all of us, both from a social and a professional perspective.
And before you ask where these people find the time to create, share and re-purpose the world’s online personal media – well, many of them – myself included – will have simply swapped their passive, isolated TV viewing time for activities which provide richer, more personally rewarding social media based experiences.
In summary I’ll make these points:
The social media genie is out of the bottle – for increasing numbers of people there is no going back to a time of passive, unconnected, one directional information consumption, or being solely reliable on mass media for their leisure time entertainment
Organisations that dismiss social media as a minor blip on the radar or a side distraction are missing the point (big time.) This is a powerful transformative wave – it will be easier and more productive to go with the flow than against it. Ideally your organisations will become valuable contributors within the online social communities who already share the credit union ethos and your reason for being, i.e. membership, and the value that infers.
No-one fully controls corporate messaging any more. Social media runs by it’s own set of rules. And it you don’t like all of this change, well, you’re going to like irrelevancy even less.
Note – NET:101 is running full-day internet marketing & social media workshops in conjunction with the Australasian Mutuals Institute during 2011. Please contact AMI directly for more information.