Social Media at Saatchi & Saatchi, an Interview with Kristy Hughes
Interviewer: Tim Martin, November 2014. Episode #23 from the NET:101 podcast.
TIM: Welcome to the show. With me today I have Kristy Hughes, who is the Content and Community Manager at Saatchi & Saatchi, based in Sydney. Welcome, Kristy.
KRISTY: Thank you very much, Tim.
TIM: Now, give us a little bit of background. What have you been doing in the last couple of years, professionally speaking?
KRISTY: Professionally speaking, I landed in this whole world from starting off in SEO. Quickly moved across into content creation and copywriting in the social sphere. So for the last couple of years, I’ve been focusing very much on the value of content and the creation of that, and I’ve been at Saatchi & Saatchi now for just over a year.
TIM: How’s it all going?
KRISTY: Awesome, awesome. I really love it. It’s a really great team here, and they’re really receptive to our ideas and where we want to take things. You can’t really ask for much more than that.
TIM: No, you can’t indeed. One of the cutting edge things that you’re running at Saatchi & Saatchi is this concept of newsroom. Can you explain that to us?
KRISTY: Yeah, absolutely. It’s something that we’ve had operating in our heads and in the background for a long time, and we just recently had the opportunity to properly trail it and kick it off with one of our clients here. Essentially, it’s going back to how we used to create content, which is logging into your laptop when you got into work and seeing what was going on and seeing how you could create some amount of relevance for your brand or jump into conversations.
I feel like along the way, especially when you work with big brands, as working in agencies I always have – I haven’t had the benefit of working in small, close-knit communities. It’s a little bit different when you go really, really big. Everything goes the other way, and it ends up being super planned. You’ve got content planned from 6 months out. Everything’s so locked away that it actually doesn’t give you the opportunity to jump on the really PR-able and interesting things that social media is the best at delivering.
So what we’re trying to do at the moment is create posts that are really smart and really funny and really creative that people actually feel compelled to engage with ,and I feel like in order to do that, you’ve got to tick a couple of boxes, which is have relevance to the brand that you’re posting from, keep it in the tonality and the personality that you’ve created for that brand.
The second thing is just making sure that it strikes a chord with people so it doesn’t look pre-prepared. When they see it, you feel like you’ve just written it, and I feel like that’s a really big element. And the other thing is giving it the ability to be targeted if it’s specific enough that it will really strike a chord with a particular audience.
TIM: You’re not just talking original content; you’re talking about leveraging pre-existing content or ideas or new stories that are floating around out there already, aren’t you?
KRISTY: Yeah, absolutely. Generally what we do – and I think it is a process-driven beast, which is how we’ve created it – we’ll come in and see what’s actually trending. I think in Australia, it is a little bit more difficult than in traditional markets, because a lot of the trends that we see, especially if you hang out online a lot, they’re really online-focused and they’re very – something that can be enormous worldwide doesn’t have a lot of Australian relevance.
So we pull those trends from everywhere. Whether it’s just Twitter, Facebook, or YouTube, we also look at the news and see what’s going on just topically within the newspapers that day, or something that we can latch onto and join the conversation with.
TIM: Is this a variation of newsjacking?
KRISTY: Yeah, it is. I feel with our product or the way that we want it to be specifically, though, I think the distinction would be that we don’t just jump on everything. We feel like it has to tick those three boxes before we’ll get involved with it.
So I think it’s really important for especially a brand, because already you’re competing against friends, family, a cat, a dog, a baby, all the things that people want to see in their newsfeed. Already you’re interrupting that space, so if you don’t pick a decent hook and you don’t get something that is a little bit clever or funny, it can come across quite disingenuous.
So the difference would be that we would only jump on things that we think would actually resonate with the personality that we’ve created for the brand as well as the audience that we’re looking to go out to.
TIM: Are you able to give us an example?
KRISTY: Yeah. I think probably the best example we had recently was quite a horrible story, actually, that came out of WA, where a guy stupidly jumped on a dead whale as great whites were feeding underneath it below, which was horrendous, and not something that a client like ours, which is an insurer, would generally want to jump on.
But we had a gap in the market in terms of WA and our awareness for the brand, so we thought “Let’s go in and just do some funny, topical kind of thing relating to that and see if we get any uptake.” We thought we’d give a shout-out to him and just say “You know what, if anyone needs to be covered, it’s this guy. Give us a yell, we’ll sort you out.”
It turned out that the guy actually got tagged in the comments, and he was interacting in the conversation and ended up reaching out to us. So instead of making it all about a big sale or something that is just really unsocial, we just gave him a couple of freebies, thanked him for being such a good sport about it – because essentially we were making fun of him – and just sent him on his way and said, “You know what, if ever you are in the market for insurance, just think of us.”
It’s actually about being social and not doing social, bringing it back to interactions that are quite one-on-one. So while it’s coming from a brand, you feel like you’re actually having a conversation with a person.
TIM: Right, okay. So rather than trying to push or shove an insurance policy, you’ve tried that in with some fairly reckless, dangerous type living. Got a bit of humor there.
TIM: Now, that’s obviously not – well, maybe it could, but I’m sure directly that’s not going to lead to more insurance policy sales, is it?
KRISTY: No, and I think that is the distinction that we like to make here with what our product actually is. I feel it’s really, really hard, and it’s universally recognized, that social is a really hard thing to place an ROI on. It depends; the outcomes for every client and every business, it’s always completely different.
But for these things especially, we’re looking just to increase brand relevance and brand affinity within the social space. We understand that not all brands are top of the list on social media, and not all brands should be on there.
But I feel like just because of the nature of the way that marketing has evolved over the last few years, all brands are on there. So if you’re going to be on there, it’s better to be as relevant as you can and show that you understand the medium instead of forcing your messages from above the line or wherever else onto social media. Because we all know at this stage that that just doesn’t resonate.
In order to be involved within a conversation, you just have to be confident and genuine about what that interaction actually entails.
TIM: That would be a case of upfront, having that discussion with the clients, saying “What is the measurable outcome here? Is it increase sales? Is it softer perception around the brand? Is it reach?” And you would’ve had that conversation?
KRISTY: It is, it’s one of the first conversations that we have. It’s really difficult, I think, when you’ve inherited a brand, a client, or a community where there are already set KPIs against the activities that you’re doing.
But one of the great things about my role now is we’re really new within this space and we’re able to determine what those interactions are. So immediately upfront, I can say to a client “We’re not going to deliver this, this, and this. These channels do that for you. What we can deliver to you is this, this, and this.” If you’re upfront and you set expectations, you’ve got realistic KPIs and also general community KPIs just from across the board or across the industry. They’re happy with that.
It’s just about managing what they’re expecting, because as with any marketing activity that you put money out for and don’t necessarily see a direct return, they just have to understand what the role of it is.
TIM: That makes sense. Are you able to give us, in that particular example, any numbers? What sort of reach did that post end up achieving?
KRISTY: Yeah, we got actually over a quarter of a million reach on that. We do promote our posts with a small amount of budget to get a bit of kickoff. Essentially, organic reach on that post was over 30%. So if you equate that to your television buy, it’s almost like a TV station ringing you up and saying, “Hey, everyone loved your ad so much, we’re actually just going to charge 70% for that run because it was just so great and everyone enjoyed it.”
I think that’s how I try to sell it to them. Everything comes with a cost. Cost per reach for social is relatively low in terms of other mediums. You’re targeting people who will actually be interested in what your content is, depending on what your strategy is to begin with. But you can also measure not only reach, but engagement, so people actually taking action on what they’ve seen, which I think is far more valuable than whether you’re turning a page or just viewing something on TV where you could be distracted by 800 other things.
So yeah, we’re really impressed. We got over 1500 interactions on that post, and as I said, reaching the guy himself – you don’t get much more targeted than that.
TIM: And you were targeting a specific geography within Australia, weren’t you?
KRISTY: Yeah. We went to WA on this one, again, as I said, because it’s a tactical move. We recognized that we had really low awareness and low traction within that market. What I would say about targeting is that I feel like when you do it, it should be for a good reason. It should increase the relevance of your posts. If you’re putting out something that’s really female-skewed or male-skewed or it’s an age thing or it’s an interest thing, by all means drill it down and make sure you’re getting it to the people who understand it.
But I feel particularly for smaller brands, targeting can sometimes hurt you, especially if you’re not promoting posts, because we’re talking about spending media and targeting that way. If you’re just using your community and you go “Oh, let’s just target this down to WA,” they might be 2% of your community. So you’re just limiting reach at that point, when it’s not going to be effective to the other people who actually see it.
I feel like that’s an important distinction to make: if you are going to target, just make sure it’s for a purpose, because any targeting restricts your reach either way.
TIM: It’s an interesting thought, because I think a lot of us, when we think of the boosting, are just trying to get the numbers up. But in actual fact, it’s a great targeting technique.
KRISTY: Yeah, absolutely. Like for example, with this post, on the page we went out to everybody, but the community [inaudible 00:12:03] at the moment, so it doesn’t hurt to go out to everybody in that sense. But when you’re boosting, you just have to think about who you want to be reading your posts. And I feel like when you’re generating content, especially large volumes of content or content for different clients, it’s really easy just to get the actual user at the end of the line.
So whenever you create that content, just keeping in mind who will be seeing it and who will be more likely to interact with it. For example, we’ve done quite a few male-focused posts because there are a few sport affiliations with a particular brand that we work with. But females have a large propensity to share, comment, and engage. So we would never just target males; we make sure it’s got a healthy dose of males within the targeting, but we still leave some females in there because they’re the ones who interact. So it’s just balancing them every time.
TIM: Let’s come back to this newsroom. Are there enough stories floating around to be pushing stuff out on a fairly frequent basis, or are you just able to do it when the right thing comes along?
KRISTY: Good question. Actually, when we kicked it off, we got so lucky. There were stories left, right, and center. It was a really busy time. But I feel like anyone who works in news or journalism will tell you sometimes that it’s a slow news day.
So what we do now, generally with something like this, we would not recommend it to go out every day, or even more than several times a week, because the aim for these kind of posts is to prop up all of the other communication that you’ve got going out with those awesome numbers. If we could get two, maybe three posts a week or five a fortnight, that’s at the top end of what we’d want to do.
We don’t want to go out with a post that is a little bit average, particularly because we’ve got to stand behind it, but we don’t want to jump on something for the sake of jumping on something. We feel like there can be things that are universally topical.
A good example would be this year Melbourne Cup. We had a taste of everything leading up, going “Awesome, let’s get a great Melbourne Cup post.” We didn’t want to do something pre-prepared, though, because everyone does, and you’re competing with all of that media. So we thought “Let’s pick a nugget from the race to go out the next day that makes people understand that we have created that off the cuff.”
Then we had the favorite come last, and then unfortunately die; that changed everything within a second. So it’s just about being a little bit reactive. You can be as pre-planned as you want, but that’s why you’ve got to be in the mindset that it does change a lot, and meeting every day helps you be able to filter what’s coming up. There’s only so much preparation you can do.
TIM: And I would imagine a large creative input, too. I mean, I see now the association between sharks eating the underside of a whale and a man sitting on top and insurance, but you’d have to tease that out within a meeting, wouldn’t you?
KRISTY: Yeah. Basically what we do, it’s a little bit of give-and-take and a little bit of learning at the moment. Obviously, a social department is a very new thing for Saatchi to have and to have access to. So whilst my colleague and I could probably sit down and pump it out because that’s what we’ve been doing for years, we’re really conscious that we want to actually be able to develop the skills of the people in the building and make sure that we’ve got a fresh set of eyes on everything.
The point that I think would be good to make is that everybody wants the fun, cool content, but as you said, it is quite a lot of resource to do that. We like to have, just for a sense of fun about it as well, we will have myself and my colleague as social directors in the room. So my role would be to copywrite, generally identify trends, and make sure that it’s social-friendly. We’ll have the creative team in every morning, so we’ll spit out a couple of suggestions or ideas for what we might go with for the day, and yeah, we just chat back and forth and see what kind of take we can have on it.
And I think it’s probably really important to note that we keep our account service people here and in the room because they’re the ones who understand the best the clients’ product, the clients’ links to other associations, their willingness to go with certain things. I feel like if you don’t have somebody in the room who’s got that understanding of the client, you can spend an hour and a half crafting a piece of great content that they’ll say no to, for a reason that the account service guys will know, but we could never have known. So it really is a team effort.
TIM: With emotions, obviously humor is a big one on social, because people love to share, pass it around. Does that come from the client, that “this is the emotion we want to run with”? Or are they open to other emotions beyond humor?
KRISTY: Good point. Actually, the easy win for us is humor, and with the brands that we work with currently – it might not always be that way, but the ones we work with currently, the tonality that they’ve created above the line leads very nicely into that humorous point.
But what I am trying to do with them now is to say we can get those quick wins and some laughs and have that humorous aspect, but I feel like there is a role for another emotion within there. So we recently did a post in support of the breast cancer Pink Ribbon Day. It’s not about jumping on charitable things and trying to get engagement; the post wasn’t designed that way. It was simply a link to their donation page, just saying “they’d appreciate a donation if you’re able” kind of thing.
Because I feel like there is also a responsibility for brands who are spending money within the media, it’s always great to have laughs and quick wins and things that people will get a giggle out of, but if you’re pumping out media at the rate that we do, there needs to be a balance. It can’t always be about something that’s hilarious.
I like to touch on charitable things or just things for the community. A shout-out to the town where the actual brand originates or something that’s really relevant to them or a personality that they support. You have to close that loop and not focus too heavily on one thing.
TIM: The marketers, and social media marketers in particular, sometimes go a little over the top with always asking for the sale, always trying to drive home a sale rather than just give people an experience or a good time or that sort of thing.
KRISTY: Yeah, absolutely. I think again it goes back to asking social to do too much for you. I feel like every post that you put out has a different role, whether it’s awareness or it’s like affinity or it’s conversation, engagement overall. You just have to be really clear about what you’re trying to do per post, because every post can’t do everything.
So it’s just about making sure that there’s a really clear ROI on what you’re actually doing and the actions that you’re expecting. When I measure the performance of posts, I lump in all the actions together and measure engagement, because whilst they’re all weighted differently, not every post is going to get a comment. Some posts get lots of shares, but they don’t get any commentary and very little likes. Some get all three.
I think depending on what action you’re after or whether you’re driving to a website, it’s just understanding that they all do a different role, and in social you need to keep it simple. One message, one outcome. Because the minute you try to complicate the situation is where you just lose everybody.
TIM: We can measure the posts individually in terms of their reach and engagement, but there’s a bigger play here: an accumulation of posts that do get a lot of engagement and high reach will almost lend credit to your future posts, won’t they?
KRISTY: Yeah, and that’s why we like to, again, pace them out within the other content that we’re creating. As you know, the importance of regulating your posting is rewarded by Facebook, and I think we would rather have three posts over a fortnight dispersed between the other communications than three in one week just because they were all huge stories.
We’re really conscious of the content that our clients are pushing out regardless. We ask them to share with us their content calendars, so if they’ve got a big activation coming up at the end of the month, we’ll try and squeeze something in, in and around what they’re doing. Or if there’s a big news story of the day and they’ve got something going that afternoon, if it’s not critical, we ask them to push it to the next afternoon because they’ll get the residual boost from all the engagement of our previous post.
So it’s propping up all of the other activity that they’re doing as opposed to trying to replace what they’re doing.
TIM: This is coming back to the notion of quality over quantity, isn’t it? That it’s better to do fewer, better things than try and do a lot of really ordinary things.
KRISTY: Absolutely. And it never used to be like that; it used to be the more you put out, the more engagement you got. But with the loss of organic reach, we’ve had to reassess our processes and the way that we create content on Facebook, because a lot of the time it used to just be about you’d go out once a day, or some big brands would go out three times a day with content. If you’re not a legitimate news outlet, so you’re not someone that can justify pushing out that content, you push out low interest content that gets very little engagement, that hurts you in the long term.
It’s also about the amount of effort it takes to craft that content. If you have a creative team, or even yourself, sitting down, sourcing imagery, writing copy, finding links, trying to generate content to fill out a blank calendar, it’s the same amount of effort for each and every post that you do. At the moment, your reach is now 2% of what it used to be.
So is it worth spending that time doing as many posts, or is it better redirecting it into somewhere else where you can get that additional reach? Or perhaps swapping out those hours for paid media to get out the messages that you’ve actually – instead of seven a week, you might do five a fortnight and even it out. So you don’t actually end up reaching any less; it’s just more about not pumping out for the sake of pumping out, because no one’s seeing it anyway.
TIM: Yes, and you get yourself off that treadmill, which wouldn’t be a bad thing. Do you think it’s possible for brands to make a good go of – I guess I’ll say Facebook specifically – without having an allocated budget to seed and to prime and to boost?
KRISTY: I think it depends on the size of the brand and the size of the community. Because a lot of the time when it’s a smaller brand, a small business or a small community, they’ve actually got a much larger benefit. They have much higher engagement; they’ve got a smaller remit. So they’re closer to the actual product.
For big brands, I don’t – because they’re so intrusive and they’ve got to get so much out and they’re known and they do look very disruptive, I don’t think it’s reasonable to expect that the content that big, big brands – and I’m talking national brands – pump out will be interesting to people.
But I feel like it would be wrong of me to say that smaller brands or companies can’t make a go of it without boosting. I think if you are going to invest, I’d seriously look at what you’re wanting out of that investment.
If it’s simple awareness, if you’re simply saying “You know what? I put five grand into my local print run a year, and what does that deliver me?” I would go, okay, if it’s just reach and awareness of something, maybe split it and test, geo target. Do $2.5 on promote a post, $2.5 on your print, see how it goes.
If you’ve got something that’s really directive, that’s creating sales, that’s driving to a particular thing, it might not be worth it. I don’t think social is kind of the be-all and end-all for everything in terms of spending money. It just depends what you want to do. But I do think that the bigger brands, just because they’re competing with other big brands, need a significant amount of spend to actually get some airtime.
TIM: Maybe the spin is more brainpower than dollars.
KRISTY: I agree, definitely. Because it’s kind of a shift that we’ve had to make with a lot of the brands recently, because it’s not a DR channel. They’ve got DR for that. It’s about creating different KPIs for different communication, and if you’re finding that your ROI in terms of conversions – financial institutions, for example, that’s all their goal is, is ultimately conversions – if you’re tracking really expensive conversions back to social, find another role for it, because that’s not the most successful role.
Go for brand affinity or go for general awareness or for just driving to website or something like that. I feel like it’s important to make sure with social that you define the role that you’re placing it in, because as with all advertising and all marketing, some channels are better than others in delivering brand outcomes.
TIM: A couple of podcast episodes back, I interviewed Gerry McCusker, and he was talking about this concept of tough to love brands and their – not predicament, but their special positioning within social. Because let’s face it: financial services or insurance, superannuation, those types of industry sectors are not exactly sexy, are they?
KRISTY: No, they’re not, and I think it’s important to know that you are, as I said, competing with genuine conversations within that space. So when you’re in there, you have to be really genuine about the comments that you’re putting out.
And I think, again, it goes back to really editing down what you’re saying to people. In terms of the newsroom product and what we’re doing, it’s about putting yourself in those conversations in a really fresh and new kind of way, that people don’t feel like they’re being bombarded. People feel quite put off when a brand tries to insert themselves into their day-to-day lives, especially when they haven’t liked the brand on Facebook and it’s just appearing in their newsfeed against all of the things they are actually interested in.
So it is a bit of a tough job for a lot of brands; it’s just about finding that hook. Again, it goes back to those key points of striking a chord making sure there’s relevance with the brand that you’re working with, and there’s a reason for you to jump on it. And that is quite difficult, and it doesn’t happen five days a week, as I said. You might be lucky to get a couple of stories a fortnight where you can jump on and allow the brand to do that.
Or create content that adds value to the consumer, something that’s actually interesting to them. Don’t just drive them to your website to download something or make an action or whatever your particular goal is. What are their interests? What are their passion points? Is there something that you can find for them or create for them that they’ll be thankful for and interested to engage with?
Because it’s about delivering them what they expect from a brand on a social platform, but also something that gives something back to them, that they feel they might actually want to get involved with.
TIM: A little gift, “here’s something you may not have known about, and enjoy it.” There’s no sting in the tail, just enjoy it for what it is.
I really like this idea of the newsroom, and I’ll say hijacking, or newsjacking. But it’s a variation thereof, which is to take something that people fundamentally like anyway and would enjoy consuming; it’s just that they discover it via the brand rather than a traditional non-branded source.
KRISTY: Yeah, and it’s the balance between the discovery and the pat on the back or the acknowledgment that it’s something they’ve already seen. They’ll go, “Oh, that’s clever.” We’ve had a couple of comments that are like “This is brilliant marketing. Claps to you,” because they just like something that can be different or something that’s a bit funny or refreshing or a different take on what they’ve seen.
I think an advantage that really small businesses and small brands have out there is they’re really close to their products. So it might not be the trending story of the day, but there could be something circulating in a Newsweek that’s super relevant to them, that they automatically go “I’ve got to [inaudible 00:29:19] for this brand.” So you can bring in an article or a topic or something to renew interest in your content.
It’s almost like arcing back to content that you may have even created. If there is a news story that is on a particular topic about a blog post you’ve written, it gives you that link, and for want of a better term, excuse, to bring that up again and go “It’s funny that I saw this in the news this morning because I’ve actually written about it,” or it’s just a way of creating relevance for your content that just shoving something out there doesn’t do for you.
TIM: I like that, recycle content. All of the wonderful, wonderful content that’s been created in the past – and I’ve got drawers full of it – whether it’s good or not is beside the point – but it hardly sees the light of day again. I mean, once it’s posted and it gets a little bit of a flare over a few days or week, then it basically slips back into invisibility.
KRISTY: Exactly, and I feel like social has – that is one of the strengths of social. It can enable you to re-contextualize and bring up something that has been already created.
A perfect example for us at the moment, we have really large retail clients, we’ve got tons and tons of Christmas content created last year, but because we have nowhere to host that, it’s sitting in the backend of blog posts all over. We’re paying to have all that content created again.
If you’ve got content sitting there, you’re not going to drive stuff to that by updating the comments on the bottom of that blog post. You’ll drive stuff to that by creating relevance through social and something that you can tie to a newsfeed or something that people are discovering every day. I think there’s a lot of strength in the link between contextual relevance and stuff that already exists.
TIM: In terms of spotting potential stories to coexist with the newsroom, do you run keyword searches, or you just keep your ears open for news happening anywhere?
KRISTY: We do a multitude of things. We originally brought on an analyst to be able to find trends and things. What we found, though, is within this market and within the budget we’re working with, if a story wasn’t somewhat recognizable for everybody, it just didn’t resonate within the newsfeed. So whilst we wanted to be on the cutting edge of the stories that would be trending in 2 days, we kind of have to file those away and then jump on them when they already are trending.
If we had a new site or a tech brand or something that it’s the heart of its DNA within the brand persona to be cutting edge, you’d want to be in the forefront of that. Whereas with the brands that we’re working with, it’s about capitalizing on something that’s already quite big and quite recognizable to the general populace.
Because within newsfeed, you’ve got [inaudible 00:32:19]. You don’t have people’s attention and you don’t have their time, so if you can’t make them get it with some snappy copy and a nice-looking image, you’re kind of gone, and all of that meaning, all of that effort, all of that studio time amounts to not very much. So it’s definitely a balance.
TIM: The other upside I guess from this is the people that you’re referencing within the story. They get to know about it, and they can actually become part of the story.
KRISTY: Yeah, which is another thing that goes back to when I first got involved in community management, where people would speak to you. You would have conversations on news threads. You would interact, you’d comment, you would go back and forth.
Now, it still happens on my bigger brands just because of their sheer reach; it’s just it’s much more unusual now to have conversations underneath a post. I think everyone would agree now it’s all about tagging someone or making a smart remark. People don’t genuinely engage with brands like they used to.
This is the way that we can create an organic conversation and a bit of banter and a bit of back and forth. And I think the important thing to note there is having the freedom to do that within your client relationship as well, because if you’re waiting half a day for approval just to like someone’s comment and go back to it, that’s not a very realistic way to operate either.
TIM: Yeah. I guess this is where smaller businesses have a real advantage sometimes within social. They don’t have to go through those layers of signoff and permission; they can more or less just react in real time.
KRISTY: Absolutely. When you know the person’s online and they’ve just commented or just said something, jump in there and like it. Be really genuine. The way that I create my interactions online is obviously throughout the tonality that I’ve created from the brand; it’s all very “we, us, our.” You never speak in the first person. You act as the brand.
But the language you use has to be adapted for social media. We have a completely different social tonality for our brand than we do for print and above the line in TV, because people interact with social content in a different way than they do in the other mediums. So it’s something that we go in really hard with with our clients, because they can be very precious about the way that you speak and the words that you use and the structure of the sentences and the kind regards signoff.
All the things that other parts of advertising get held up in, we kind of wash all that away. We definitely have a structure in place, and as I said, a tonality that if anyone’s jumping in the page, it sounds like the same person talking to them.
But it’s important to pull off all the layers of involvement of everybody else and actually have a one-to-one with someone. Use an emoticon if you want to. I feel like some brands are just too precious about their rules to actually have genuine engagements with people.
TIM: Yes, yes, I’ve seen that a lot. Kristy, I could talk to you for hours, quite literally, but we’re going to have to tie this one up. You’ve got to promise to come back, because there’s a bunch of other topics that I need to run by you. Not just for listeners, but I learn a lot myself every time I talk to you.
Kristy, where can people find you?
KRISTY: They can catch me on Twitter. I’m just @kristylhughes on Twitter. Or on LinkedIn; I pimp that out all the time. (laughs) You should be able to track me down on there. Yeah, Content and Community Manager at Saatchi & Saatchi. So by all means, reach out and connect if you feel the urge to do so.
TIM: Excellent. I’ll look forward to catching up with you in Sydney sometime very, very shortly.
KRISTY: Yes, me too.