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20Feb/110

What are t-shirt brands and why are they so popular on Facebook?

The inspiration for this slide deck was Do you know the top FMCG brands on Facebook? by socialbakers.com. In these slides, I look at the social media strategy of a couple of big (mainly U.S.) brands in the Fast Moving Consumer Goods category: Coca-Cola, Oreo, Red Bull, Skittles, Pringles, Monster Energy, Dr Pepper, Nutella, Ferrero Rocher, and Starburst. My main focus: what social media tactics and channels do they use? And what can we learn from their success cases and mistakes?

In my first slides, I mention "t-shirt brands". From "The Conversity Model":

If you want to know about people’s favourite brands, the brands that are at the very top of their list, the easiest way is to check which brands they are a ‘fan’ of. This is an example of explicit data: by filling in details of their favourite movies, music, products, services, etc., people are (more or less) aware that are leaving behind proof of the brands which form part of their ‘preset’.
Some people, especially young adults, use brand names as guideposts, as a method of orienting themselves in the world. They are dependent on brands for their self-presentation. This is why some companies seek to provide consumers with ways to find meaning in the meaningless, thereby allowing them to forge identities in a faceless modern world.
Some of these brands have even become credible sources of communities (because they create a sense of belonging). I call them ‘t-shirt brands’, because the ‘fans’ of these brands would (if they could) happily wear a t-shirt with the logo of their favourite, defining brand.

In his book ‘Crowd Surfing’, author Martin Thomas writes:

For many people, this sense of community is reinforced through the brands that they choose to align themselves with. Our relationships with brands may not be as deep and meaningful as those we have with people, but they share many of the same characteristics, especially the desire to belong.
Brands play an important role in people’s lives by providing both a sense of community that comes from being aligned to a particular group, and a feeling of superiority over the masses. This is, after all, the way that trends start.’

18Feb/110

6 social media hits and misses from the car industry

From How the Auto Industry Is Embracing Social Media [INFOGRAPHIC] @ mashable.com:

1. A huge win for Ford

Ford gave 100 folks Ford Fiestas 18 months before they were released and asked that they share their experiences online.

It resulted in:

  • 11 million impressions
  • 11,000 video views
  • 13,000 photos
  • 15,000 tweets

2. Chevy's road trip results

Last year Chevrolet sent out eight teams of social media folks on a road trip/scavenger hunt competition. They had to complete challenges and interact on social sites.

It resulted in:

  • 61.1 million impressions
  • 1,216 video views
  • 8,764 new Facebook likes
  • 13,400 tweets

3. Volkswagen's "The Force" video

While most companies keep their Super Bowl ads a secret until game time, this video was intentionally released earl to create pre-game buzz. It lead to millions of views, thousands of likes and the miniature Darth Vader, actor Max Page, even appeard in the Today Show.

4. GM's viral plan backfires

In 2006, GM teamed up with "The Apprentice" to create a site that allowed Chevy Tahoe fans to make their own commercials online. However, the reponse was largely negative as SUV critics made films bashing the Tahoe and others made satirical ads.


Chevy Tahoe Apprentice Commercials - Watch more Funny Videos

5. Honda's cyber critique

In the summer of 2009, Honda created a Facebook fan page to help promote the new Crosstour. However, it turned sour when "fans" outside of the target demographic only had negative things to say. Honda didn't issue a response until september.

6. Toyota's Flickr flop

In 2009, Toyota and its ad agency put together a Web site for the Toyota 4Runner. The problem was that the images had been stolen from Flickr and were used without the photographers permission. Toyota soon removed the images and apologized.

See also:

Filed under: Case, Conversation No Comments
9Feb/110

B2B case: Getronics’ New World of Work

In January 2011, GeTronics BeLux launched their NWOW campaign with a textbook mix of social media channels and tacts. NWOW stands for New World of Work.

But what exactly does Getronics do? I asked Peter Vanwelkenhuysen, Chairman of the Innovation Board at Getronics Belgium SA/NV.

Peter Vanwelkenhuysen: Getronics is THE ICT Workspace company.
Expert in workspace management services, connectivity, datacenters, and consultancy, Getronics helps organizations and its employees to improve performance. To do this, Getronics has a complete portfolio of integrated ICT services for the large enterprise market.

How does Getronics use social media?

Vanwelkenhuysen: Social media is part of the Getronics Marketing Communication mix. We integrate social media platforms in our campaigns to extend our audience and to create traffic towards our corporate website and campaign websites.
Social media is also used by HR/Talent Management to attract young potential.
Social media is also used internally as we use already wikis and blogs internally and will roll our own internal social network ‘Connect’ next month February.
And finally, social media is also used to monitor the Getronics brand experience.
All of these are in an early stadium and will be part of a more formal social media strategy policy and plan, that is in preparation (closely aligned with the one of Getronics Corporate).

One of the first visible aspects of this social media strategy is the @GetronicsBelux Twitter account.

Vanwelkenhuysen: Getronics Belux is using the Twitter account to communicate with her customers, partners, suppliers and friends. We monitor our campaigns and Getronicsbelux related tweets and try to respond or assist where possible.

Speaking of campaigns: What exactly is Getronics' New World of Work campaign about and how did you use social media to launch it?
Vanwelkenhuysen: In short, NWOW is flexibility while you work. It doesn’t matter where and when it happens – performance is everything. The basis of this concept? Managers who trust their employees to go out and get results, and a workforce that holds itself accountable for what it does.
The NWOW campaign uses a specific Linkedin group and Facebook page to build and inform a community about or discuss around The New World or Work.
New blog posts, videos, announcements, press releases, polls or any news about NWOW are communicated via twitter and the facebook and linkedin communities.
Our objective is to improve our (brand) visibility, confirm our thought leadership in NWOW, inform companies and individuals and encourage talent to work at Getronics.

Filed under: Case, Conversation, HR No Comments
3Feb/110

Every 13 minutes someone is twittering, blogging about @Telenet

Telenet is a major provider of analogue and digital television, Internet and telephone services in Belgium. One of their mottos is "‘Follow the customer, not the cable"’. So how did they roll out their customer service over social media?

Early 2010, the official Twitter account @Telenet was launched, tweeting news and info about their products. Tweets ending in the characters ^CH come from Charlotte, Telenet’s virtual Webcare agent. A team of four knowledge employees are operating behind that pseudonym.

To give you an idea,  every 13 minutes someone is twittering, blogging, ... about Telenet.

More where this came from:

Social Media in 2010. Keep talking! @ blog.telenet.be

For my upcoming book on social media for businesses, I interviewed Telenet Knowledge Manager Leentje Chavatte. About Project Charlotte:

‘We scan social media to see what people are saying about Telenet. If a problem escalates, we immediately inform the right people. Recently, a number of e-mails were not delivered. We found out about the problem onlineon-line and discussed it immediately with our colleagues. Then we informed everybody about the problem and the potential solutions.’

The next step is for Telenet to respond via Charlotte or in some other way. The knowledge team is armed with standard answers to some frequently asked questions. There are basic rules, like be polite, listen to the customer and help him or her as quickly as possible. Chavatte:

The quality of the answers has to be good, which is why we have a small team. We mustn't allow ourselves to get carried away emotionally if a customer begins swearing or is rude in some other way. We don't respond at all to some things, simply because they lead to an endless yes-no discussion.

If doubt exists about the answer, the knowledge team first discusses the problem with Communications.

We maintain close contacts with other departments like Communications, Marketing and Sales. We make sure that the information they send out about results or product launches is sent out simultaneously to customers. The knowledge team receives help from everybody within the company. An employee who sees comments published onlineon-line can inform Charlotte by means of a web tool. We keep a watch on what words customers use in messages about our company, says Chavatte. When we launch a product, we look at signs like the emotions or words in the comments.

How do customers react to Charlotte?

Telenet customers appreciate our dealing with them personally. It's an approach entirely different to the traditional channels of communication. We’re not active in social media because it happens to be fashionable today. For us it’s an excellent means for supporting existing processes; it’s not a communication channel in itself”’, says the knowledge manager. Thanks to the company’s efforts, a lot of messages about Telenet are positive, although something can obviously go amiss at any time. “‘If something isn't working, you immediately notice a small peak of negative comments. Customers are very strict with a brand that makes a mistake, but if you build up good relationships with them, you will see that other customers spontaneously stick up for you if something does goes wrong.

27Jan/110

Social media and the car industry: 10 inspiring trends

I can't help myself: please have a look at http://www.facebook.com/BMWBelux - one of the first visible signs of BMW BeLux's social media strategy - based on the Conversity Model. Launched on 10 January 2011, well in time for the Brussels Autosalon.

You like?

More inspiring examples in this slidedeck I just created. Any cases you'd like to add?

15Jan/110

Case: KLM Fly2Miami

I actually edited the Dutch version of my book to make sure the KLMSurprise case was in there. Their recent Fly2Miami project proves that this Dutch airline uses social media not only to reward loyal customers, but to drive direct sales, too.

KLM Airlines drove 150 bookings in 48 hours for it’s new flight from Amsterdam to Miami.

Filed under: Case, Conversion No Comments
4Jan/111

Groupon.com: what’s the business model?

Groupon is strictly speaking also a deal-of-the-day website, but with a twist: it is an example of crowd-driven sales. In order to get the special low price, people have to round up a minimum amount of other potential buyers.  When Gap teamed up with popular group-buying site Groupon, they worked out a nation-wide deal: $50 worth of apparel for just $25. By the end of the day, 441,000 groupons were sold bringing in a little more than $11 million. Groupon has expanded to Europe, and Groupon clones have started to pop up all over the place.
According to an August 2010 article at AdAge.com, GAP's famous mid-August campaign with  deal-of-the-day website Groupon.com made $11,000,000 within 1 day. Launched in November 2008, Groupon is now one of the fastest growing companies, with hundreds of copy-cat sites all over the planet.

But how, exactly, does Groupon.com make money?
Groupon.com is, in fact, a broker platform with exclusive discounts. From 10 business models that rocked 2010 by BoardOfInnovation:
  1. Groupon uses a no cure no pay strategy. They guarantee that a minimum number of clients will take the discount that is communicated.
  2. Next, when enough people take the massive discount, the deals goes on. Groupon takes 50% of the revenue resulting from this promotion.
Further reading:
13Dec/100

Case: Samsung publishes results of their social media optimised U.S. website

Samsung Electronics, according to wikipedia the world's largest technology company by sales, relaunched its U.S. website somewhere in September 2010. You could clearly see how they were trying to join the conversation:

Three months later, Jess3 published some of the stats:

SOCIAL ACTIVITY

  • 113.3% increase #Samsung Mentions
  • 444.8% increase in Facebook Likes

TRAFFIC

  • 22.3% increase in Time Spent
  • 30.4% increase in Page Depth
  • 33.6% increase in Unique Visitors

CONSUMER FEEDBACK

  • 262.8% increase of Reviews Submitted
  • 277.8% increase in Content Sharing
  • 321.2% increase in Logins
  • 1021.4% increase Community Questions

Further reading:

29Nov/100

Etsy Gift Ideas: gift shopping for your social graph

Regardless of where you live or what your beliefs are - it's that time of the year and you have to buy gifts. There are a few sites that already help you pick gifts, like these two:

But Etsy, an ecommerce website focused on handmade or vintage items as well as art and craft supplies, takes it up a notch by combining your social graph with gift ideas.
The Social Graph, a term first used by Facebook's Mark Zuckerberg in 2007, is often described as "the global mapping of everybody and how they're related". When it's used as a friends-powered filter of information and recommendations, this Social Graph becomes a powerful concept in that decisive “evaluation phase” just before buying stuff.

In the case of Etsy's Gift Ideas for Facebook Friends, you're able to "find unique gifts for friends based on their Facebook profile" and the preferences (or "likes") of that Facebook profile. Very powerful, and a really cool example of "social commerce".

12Nov/100

P&G’s holistic social CRM strategy

CRM expert Paul Greenberg gave a keynote at Enterprise 2.0 on social CRM. In preparation of his keynote, Greenberg published Social CRM? Really? REALLY? at MyCustomer.com. He mentions how P&G may be the only company with a holistic social CRM strategy - yet it doesn't call it SCRM. What can we conclude from this?

  1. Customer communities, e.g. Vocalpoint, a network of 600,000 mothers. Benefits: customer engagement, marketing reach; product co-creation and feedback.
  2. Social marketing, e.g. the Secret Sparklebody Spray launch in 2005. Benefits: Direct revenue benefit attributable to cost-effective social marketing campaigns and locations.
  3. Product co-creation, e.g. the Connect-and-Develop program. Benefits: new product development and R&D problem solution at a fraction of the cost of an internal effort. Meeting KPI of 50% of all ideas coming from external sources by 2010.
  4. Customer-centered supply chain, e.g. "pricing from the shelf back".
  5. Customer experience: the core for social CRM as well as CRM was, and is, the customer’s experience.

Further reading: