By Iain MacMillan on January 3, 2010
One of our goals for 2010 is to do our bit to create a common language around how we describe a business’ use of social technologies and social media. This seems hardest when we consider the marketing function, where many very different activities are considered ‘social’ by brands, their agencies and their customers.
I can think of four classifications for potential brand marketing activities:
- Paid promotions/advertising by brands in advertising-funded social spaces
For example, banner advertising on Facebook, paid-for blog posts, premium branded channels on YouTube
- Relationship buiding and management with relevant online ‘influencers’ and community leaders
This might involve the development of relationships and securing of coverage with bloggers who write about topics connected to the business’ mission or product’s uses
- The facilitation of ‘C2C’ social actions by a brand
I.e. the provision of content, tools or advice that either helps existing community members meet their shared objectives, or around which a new community might form
- Direct engagement and discussion between an employee of the brand and one or more of its (prospective) customers
On the part of the brand, this could involve customer service representatives, R&D team members or sales team members using social technologies to converse with the public
I’d appreciate any edits, amends and additions to the above in order to create as short, pithy and easily-understood classification as possible.
Posted in Blog, Customer experience, Marketing, R&D, Social CRM, Social Networks, Stories |
Iain founded RMM in 2006, with the objective of providing good, strategic advice across all areas of digital and social media. Nowadays, the focus is entirely social and involves the provision of more than just advice – insight, inspiration and expertise in social media. Iain leads the strategy development and training teams on most client projects.
He specialises in leading client strategy projects in a number of sectors, including finance and gambling, where RMM has conducted studies into social behaviour in highly regulated environments. He also leads projects for travel sector clients, a sector in which RMM works in partnership with eCRM sector specialist, Spike Marketing. They work together across a number of clients, most recently including Neilson Holidays, Thomas Cook’s ski and active holidays division.
Prior to RMM, Iain spent five years helping to run the web design business, Tonic, winning and managing accounts such as Vodafone, GE, GAP, MTV and Barclaycard. Before that he worked at Tribal DDB London, working on Volkswagen before heading up the Victor Chandler, Sony Europe and Guardian accounts. And before that he had a colourful career in music promotions, running the annual Soho Jazz Festival in 1997.
Iain spends quite a large amount of time trying and failing to explain to his long-suffering wife why he really loves golf, seventies hard rock and eighties pop. She remains none the wiser.
[...] An interesting post today. Here’s a quick excerpt: One of our goals for 2010 is to do our bit to create a common language around how we describe a business’ use of social technologies and social media. This seems hardest when we consider the marketing function, where many very different … Read the rest of this great post Here [...]
One additional aspect to consider when looking at these classifications is that they’re ordered in terms of the level of engagement between the organisation and the customer/ prospect – from the least to most. This is important as different agencies/consultancies will have different expertise/interest in each category.
I’ve slightly reworded the 4 categories…
1. Paid for promotional content or advertising in social spaces (e.g. banner advertising on Facebook, paid-for blog posts, premium branded channels on YouTube)
2. Relationship development with key online influencers and online community leaders (e.g. to secure coverage with bloggers who write about topics relevant to the organisation)
3. Facilitating social interaction amongst customers (e.g. by providing content, tools or advice that helps community members meet their shared objectives)
4. Direct engagement between employees and prospects/customers (e.g. a customer service representative responding to a question posted on a social networking site)
[...] This post was mentioned on Twitter by Iain MacMillan, RMM . RMM said: Defining the four different ways in which a brand can engage in “social media” marketing activities: http://bit.ly/5CoxJe [...]
An additional fifth consideration might be those other business functions which have an additional marketing benefit. For example, Comcast’s use of Twitter as a customer service channel created a marketing story out of what was, initially, a customer service activity. Innovation in a brand’s use of social media will almost always result in an additional marketing story.
Matt – are any examples of the additional fifth consideration you mention not included within the other four categories? For example, isn’t your customer service example part of the fourth category?
@ Iain: yes, but I was just drawing this point out and making it explicit. It is implicit, to an extent in your post, but is worth making a note of. I’d still maintain, therefore, that we consider it as a fifth category.
View it this way:
You (the brand) are hosting a party. To ensure it is a success, you undertake the following social (media) activities:
1) You invite everyone/a guest list to the party (paid-for promotion)
2) Before the party, you make sure that the cool kids, the awesome guests, the popular people, know about the party and tell all their friends how great the party is/will be (relationship development)
3) At the party, you introduce various guests to each other, telling them what they have in common and encouraging/helping them to chat about shared interests (facilitate C2C)
4) At the party, you talk to *all* your guests, (customers) make sure they feel welcome and, of course, ask if they’d like a drink (help with their brand experience).
An ammendment to the above, after an illuminating chat with Iain:
You (the brand) are not so much hosting a party, as an event – a more ongoing, iminent, and broad type of social function than simply a party.
1) You need to promote your event as widely as possible. You do not so much need a guest list, as a good idea of the demographic you want to attend your event. Knowing this, you will know where/how to promote your event
2) and 3) pretty much stand as is
4) You, the brand, the organiser of the event, do not need to speak to *everyone* at the event. You do, however, need to make yourself *available* to everyone at the event, in case they *want* to talk to you.
Dan – great comments and a great analogy. So here’s where I think we’ve got to – basic version is as follows:
1. Paid for promotional content or advertising in social spaces
(e.g. banner advertising on Facebook, paid-for blog posts, premium branded channels on YouTube)
2. Relationship development with key online influencers and online community leaders
(e.g. to secure coverage with bloggers who write about topics relevant to the organisation)
3. Facilitating social interaction amongst customers
(e.g. by providing content, tools, platforms or advice that help community members meet their shared objectives)
4. Direct engagement between employees and prospects/customers
(e.g. a customer service representative responding to a question posted on a social networking site)
And the event analogy version:
1. You need to promote your event as widely as possible. You need a good idea of the types of people you want to attend your event. If you know this, you will know when/where/how to promote your event
2. Before the event, you need to make sure that the cool kids, the awesome guests, the popular people, know about the event and tell all their friends how great the event is/will be
3. Every detail regarding the event itself must be designed to encourage the guests to mingle and chat about their shared interests
4. You, and your event team, must be available to talk to your guests, make sure they feel welcome and attend to their needs
How does that sound?
I still really love the party analogy, and think you can use it to add in a couple of other elements too:
Paid for promotional content or advertising in social space
Aka. Promoting your party, making sure as many people as possible know about it and what will be there
Relationship development with key online influencers and online community leaders
Aka. Making sure all the cool kids will be coming, and telling their friends about how good it will be
Facilitating social interaction amongst customers (providing tools, platforms to meet objectives)
Aka. Catering the party, arranging the venue, ‘optimising’ the party space to encourage interaction (nice sofas, ha ha)
Direct engagement between employees and prospects/customers
Aka. Being available to talk to guests, solve problems, make them feel welcome etc etc
Plus, I think you could add in:
Measurement and brand tracking
Aka. Asking people what they thought of the party, getting feedback, helping to shape the next party etc
I’m trying to think of what else is missing, but to be honest those 5 elements really cover what we all do…?