tag:www.econsultancy.com,2008:/topics/online-pr Latest Online PR content from Econsultancy 2016-09-30T10:24:54+01:00 tag:www.econsultancy.com,2008:BlogPost/68230 2016-09-30T10:24:54+01:00 2016-09-30T10:24:54+01:00 Two different paths to influencer marketing: Which is best for you? Nicolas Chabot <p>There have been several high profile examples of influencer marketing going awry, which has led to increased pressure from authorities to bring clarity on paid publications from influencers.</p> <p>This has also contributed to the overall noise and confusion that can overwhelm any marketer wondering how best to approach this new opportunity.</p> <p>Fundamentally influencer marketing is a suggested response to what I call the 'CMO Dilemma'.</p> <p>The CMO Dilemma refers to the staggering divide that exists between the impact of influencer content on customers compared to brand content and advertising, and the fact that brands still spend their marketing money mostly on advertising.</p> <p><img src="https://assets.econsultancy.com/images/resized/0007/8452/cmo_dilemma-blog-flyer.jpg" alt="The CMO Dilemma" width="470" height="308"> </p> <p>The CMO Dilemma therefore raises two key questions: </p> <ol> <li>How can brands have a positive impact on authoritative content (or organic content from relevant individuals)?</li> <li>How can brands optimise the ROI of their marketing budget by better aligning spend with impact?</li> </ol> <p>To put it bluntly: how can I transfer part of my huge media investments to create positive impact on authoritative content through influencers for my brand?</p> <p>Clearly such a shift will not happen overnight; it is a journey of testing, learning, measuring, optimising, scaling.  </p> <p>And that journey is paved with traps, false promises, apparent shortcuts that are dead-ends.</p> <p>Influencer marketing can be roughly segmented in two different models of business, each of them rely on a different set of technology.</p> <h3>1. 'Influentizing'</h3> <p>One model – I call it 'influentizing' - believes that the value of influencers is in their reach and that influencer marketing consists in placing advertorial in their content in the same way brands have been buying ads in magazines.</p> <p>This approach is facilitated by a flurry of tech players claiming to build ad-buying platforms for influencer channels: So-called influencer marketplaces.</p> <p>Influencer marketplaces aim to match brands and influencers based on simple criteria, facilitate engagement through standardised processes and provide consistent KPIs that attempt to mimic advertising performance measures.  </p> <p>These models provide some seemingly great benefits for brands and marketers: Implementation is easy, you can scale fast and produce immediate results.</p> <p>While many startups still try to play the influentizing game, the demise of precursor Klout with his Perks offering tells enough about the shortfalls of the influentizing model and its emanation, the influencer marketplace model.</p> <p>When not properly implemented, limited coverage and a poor understanding of relevance generate very poor targeting.</p> <p>Industrial engagement and reward mechanisms go directly against the concept of organic and authentic endorsement that is the core value of influencer content.</p> <h3>2. Influencer relationship management (IRM)</h3> <p>More seasoned brands have realised that influencer marketing’s success relies on building long term, authentic, mutually beneficial relationships between brands and relevant individuals.</p> <p>This approach is supported by a new type of platforms called IRM (for Influencer Relationship Management platforms).</p> <p>IRM platforms provide a technology to manage relationships with key influencers, activate them, and measure their impact.</p> <p>They enable brands to manage influencers in the same way these brands manage customers but looking at social data and share of voice rather than purchasing data. </p> <p>But authentic influencer marketing requires persistence, a collaborative approach and a long-term view.</p> <p>Building relationship with influencers takes time and patience and often retooling of a marketing function.</p> <p><img src="https://assets.econsultancy.com/images/resized/0007/8453/influentize-vs-irm-blog-flyer.png" alt="IRM vs Influentizing" width="470" height="523"></p> <p>Transforming your advertising led marketing strategy into a content driven engagement approach that will deliver authentic impact on social conversation is a long but necessary journey to impact audiences.</p> <p><em>For more on this topic, see:</em></p> <ul> <li><a href="https://econsultancy.com/reports/the-rise-of-influencers/"><em>The Rise of Influencers</em></a></li> <li><a href="https://econsultancy.com/blog/67756-influencer-marketing-it-s-all-about-the-audience/"><em>Influencer Marketing: It’s all about the audience</em></a></li> </ul> tag:www.econsultancy.com,2008:TrainingDate/3102 2016-09-26T17:03:05+01:00 2016-09-26T17:03:05+01:00 Fashion & Beauty Monitor - Social Media and Online PR <p><img src="https://assets.econsultancy.com/images/0007/0976/fashion-monitor-strap.jpeg" alt="" width="295" height="92"> <strong><em>Powered by Econsultancy</em></strong></p> <p>Fashion &amp; Beauty Monitor and Econsultancy team up to offer one of the UK’s most popular social media and online PR courses, now specifically tailored for fashion, beauty and luxury brand professionals.</p> <p>You’ll be able to plan and implement your ideal strategy using user-generated content, including monitoring positive and negative brand perception through tools such as Facebook and Twitter, and increasing brand engagement.</p> tag:www.econsultancy.com,2008:BlogPost/68241 2016-09-16T11:15:00+01:00 2016-09-16T11:15:00+01:00 The anatomy of a good response to a negative online review Patricio Robles <p>Here are the components of an effective response to a negative online review...</p> <h3>An apology</h3> <p>The customer isn't always right, but even in cases where a customer isn't owed an unconditional apology, it's usually not unreasonable to apologize for the fact that they were unsatisfied with their experience.</p> <p>Of course, if there <em>was</em> a legitimate faux pas, it's best to say "sorry" than to pretend that nothing happened.</p> <p>Apologies can go a long way, both in appeasing the customer and making it clear to potential customers that your business isn't above conceding that a mistake was made or that something could have been done better.</p> <p><img src="https://assets.econsultancy.com/images/0007/8606/yelp1.png" alt="" width="390" height="336"></p> <h3>An explanation</h3> <p>Where appropriate, there is value in providing unhappy customers with an explanation for their subpar experience.</p> <p>Many times, complaints are the result of a misunderstanding or miscommunication, so clarification can be helpful not only to the customer making a complaint but to other potential customers who might have misunderstandings about your products or services.</p> <p><img src="https://assets.econsultancy.com/images/0007/8608/yelp3.png" alt="" width="390" height="224"></p> <h3>Just enough detail</h3> <p>When responding to a negative review, it's important to respond with some level of specificity so that the customer and others reading the response know that you understood the complaint and didn't simply write it off.</p> <p>At the same time, there's usually little to be gained by writing an excruciatingly long response that rehashes every detail of the situation as you saw it, or worse, that disputes every point of a customer's complaint.</p> <h3>A professional, non-argumentative tone</h3> <p>Even the most scathing and over-the-top negative reviews should be responded to in a level-headed fashion.</p> <p>Unprofessional, argumentative responses rarely serve a purpose and can often have the unintended effect of making an unhappy customer's criticisms look more legitimate than they might otherwise appear to be.</p> <p><img src="https://assets.econsultancy.com/images/0007/8609/yelp4.png" alt="" width="549" height="145"></p> <h3>An offer to make things right</h3> <p>Legitimate complaints should never go unrectified if you can help it.</p> <p>Obviously, it takes two to tango and not everybody will be amenable, but nothing is lost by extending an olive branch to an unhappy customer and offering to make things better, even if it's just a heartfelt "we hope you'll give us a second chance."</p> <h3>An invitation to discuss the complaint privately</h3> <p>Finally, in some cases, it may be appropriate to invite a customer to discuss a complaint privately.</p> <p>A private discussion is especially warranted when additional details are needed to determine what happened or a complaint is sensitive (eg. it relates to the conduct of a specific employee).</p> <p><img src="https://assets.econsultancy.com/images/0007/8607/yelp2.png" alt="" width="389" height="138"></p> <p><em>Further reading:</em></p> <ul> <li> <a href="https://econsultancy.com/blog/64450-the-pitfalls-of-online-reviews/">The pitfalls of online reviews</a> </li> <li> <a href="https://econsultancy.com/blog/9366-ecommerce-consumer-reviews-why-you-need-them-and-how-to-use-them/">Ecommerce consumer reviews: why you need them and how to use them</a> </li> </ul> tag:www.econsultancy.com,2008:TrainingDate/3098 2016-09-15T12:46:03+01:00 2016-09-15T12:46:03+01:00 Social Media Paid Advertising <p>Need help with your social media advertising?</p> <p>We're a long way away from the heady days when social media was 'free' (well, if significant resource and time was ever free….)</p> <p>As social media platforms evolve and 'organic' visibility decreases in our social media feeds, brands and organisations must consider ways to increase their presence and optimise goal conversions through social advertising. Fail to put an effective strategy in place and you can end up simply throwing your money away.</p> <p>This course covers the essentials of creative, successful social media advertising campaigns. We'll explore best-practice campaigns and tools and techniques for writing copy, bidding strategy, and aligning your paid, owned and earned social activity.</p> tag:www.econsultancy.com,2008:TrainingDate/3093 2016-09-12T15:58:06+01:00 2016-09-12T15:58:06+01:00 Social Media & Online PR <p>This one-day course is the UK’s most popular introduction to online PR and social media marketing.</p> <p>You'll be able to plan and implement your ideal strategy using user-generated content, including monitoring positive and negative brand perception through tools such as Facebook and Twitter, and increasing brand engagement.</p> tag:www.econsultancy.com,2008:TrainingDate/3091 2016-09-12T15:52:52+01:00 2016-09-12T15:52:52+01:00 Online Community Management <p>With so many free and low cost tools and channels it's never been easier to create online communities. But do you have a strategy and a thorough understanding of the dynamics of communities at the different stages of a community lifecycle?</p> <p>Are you comfortable with aligning your community to business and departmental objectives and do you have solid cross-departmental processes in place? Have you chosen appropriate tools and can your content and community engagement be described as best practice?</p> tag:www.econsultancy.com,2008:BlogPost/68239 2016-09-05T14:47:57+01:00 2016-09-05T14:47:57+01:00 For IoT medical device firms, security issues are no longer just bad PR Patricio Robles <p>For obvious reasons, <a href="https://econsultancy.com/blog/68048-personal-data-and-privacy-in-the-digital-healthcare-age">privacy</a> and security concerns are of paramount importance when it comes to connected medical devices, and one medical device manufacturer, St. Jude Medical, is learning that potential problems with connected devices can be more than just a PR headache.</p> <p>On Thursday, investment firm Muddy Waters Capital <a href="http://www.muddywatersresearch.com/research/stj/mw-is-short-stj/">published</a> a research report claiming that a security flaw in St. Jude's Merlin@home device contained a security vulnerability that could potentially leave individuals with those implanted devices at risk to remote cyber attackers.</p> <p>In the report, Muddy Waters' Carson Block suggested that patients using potentially vulnerable devices should disable connectivity for their implanted devices and that St. Jude should issue a recall.</p> <p>Since nearly half of St. Jude's revenue comes from the allegedly affected devices, Block argued in his report that St. Jude could see its revenue plummet over the next two years, the length of time he believes it would take for the company to fix the problem and handle a recall.<br></p> <p><img src="https://assets.econsultancy.com/images/0007/8787/st_jude_medical.png" alt="" width="700" height="309"></p> <p>Not surprisingly, shares of St. Jude stock dropped, and trading in them was temporarily halted.</p> <p>The company's share price recovered after it issued a statement disputing Muddy Waters' claims, calling them "false and misleading," but the Food and Drug Administration (FDA) <a href="http://www.startribune.com/st-jude-medical-sharply-criticizes-short-seller-s-attack-on-its-cybersecurity/391437581/">confirmed Friday</a> that it will be looking into the matter with the Department of Homeland Security.</p> <h3>More than just a PR problem</h3> <p>One of Muddy Waters' claims, that St. Jude's implanted pacemakers could have their batteries drained by a remote attacker 50 feet away, is for obvious reasons concerning.</p> <p>St. Jude says that such claims are meritless, noting that its implanted devices only have a wireless range of seven feet after they are implanted. </p> <p>University of Michigan researchers who have tried to exploit the vulnerabilities claimed by Muddy Waters <a href="http://www.reuters.com/article/us-st-jude-medical-cyber-university-idUSKCN1152I0">said</a> the "evidence does not support [Muddy Waters'] conclusions."</p> <p>But Muddy Waters counters that in the name of responsible disclosure, it did not release all of the details of the vulnerabilities.</p> <p><em>Two of St. Jude's pacemaker products</em></p> <p><img src="https://assets.econsultancy.com/images/0007/8788/St_Jude_products.png" alt="" width="752" height="449"></p> <p>Needless to say, it's far too early to make a judgment here and, ultimately, the FDA's investigation will establish whether the claims leveled by Muddy Waters are legitimate.</p> <p>If they are, they could threaten the pending $25bn acquisition of St. Jude by Abbott Laboratories, so the stakes are high.</p> <p>Whatever the final outcome, the situation is a wake-up call to companies manufacturing connected medical devices.</p> <p>That's because, as <a href="http://www.bloomberg.com/news/articles/2016-08-25/in-an-unorthodox-move-hacking-firm-teams-up-with-short-sellers">detailed by</a> Bloomberg's Jordan Robertson and Michael Riley, the Muddy Waters vs. St. Jude battle "reveals a new front in hacking for profit."</p> <p>Muddy Waters didn't identify potential vulnerabilities in St. Jude's devices.</p> <p>They were discovered by MedSec, a cybersecurity startup, which approached the investment firm and proposed a partnership in which MedSec would give its evidence to Muddy Waters and share in the profits if Muddy Waters was able to drive St. Jude's share price down.</p> <p>As Robertson and Riley note, "bringing this kind of information to an investment firm is highly unorthodox."</p> <p>Typically, security researchers make money by bringing vulnerabilities to the attention of the companies responsible for them in exchange for monetary compensation and/or public recognition.</p> <p>Alternatively, unscrupulous researchers sell the vulnerabilities they find on the black market.</p> <p>MedSec's CEO, Justine Bone, said that:</p> <blockquote> <p>As far as we can tell, St. Jude Medical has done absolutely nothing to even meet minimum cybersecurity standards, in comparison to the other manufacturers we looked at that have made efforts.</p> </blockquote> <p>So she decided not to bring the issue to St. Jude's attention.</p> <blockquote> <p>We were worried that they would sweep this under the rug or we would find ourselves in some sort of a hush litigation situation where patients were unaware of the risks they were facing.</p> <p>We partnered with Muddy Waters because they have a great history of holding large corporations accountable.</p> </blockquote> <p>While MedSec's decision is sparking debate over the ethics of security researchers, the message to companies that are involved with connected devices involving health and medicine is clear: Privacy and security must be top of mind as they have the potential to cause real wounds, not just PR scrapes.</p> <p>Interests with sophisticated tools, big bank accounts and media megaphones are increasingly going to be looking for problems, and when they think they find them, they're going to look to inflict damage, even if it's in the name of accountability.</p> tag:www.econsultancy.com,2008:BlogPost/68172 2016-08-22T11:24:09+01:00 2016-08-22T11:24:09+01:00 A day in the life of... a freelance PR & comms consultant Ben Davis <h3>Please describe your job: What does a freelance comms consultant do?</h3> <p>I work primarily with startups who are gearing up for investment or set to launch into market.</p> <p>I work with each client to identify key commercial objectives whether than be sign-ups to a platform, retaining or attracting talent, lowering cost per acquisition or driving revenue and building comms plans to meet those objectives.</p> <p>Contrary to the stereotype, very little of what I do is generating coverage or schmoozing journalists!</p> <p>The brand awareness or “fame” aspect should be a result of the commercial imperatives rather than the focus of them.  </p> <p>That being said I do have one client who is a very successful entrepreneur with various global business interests.</p> <p>He is in the lucky position of not really needing PR to drive his business goals but is keen to establish himself as a business leader and to nurture and develop other young entrepreneurs - so the brief for him focuses on raising his personal profile. </p> <p>I am lucky to be able to call upon a talented global platform of consultants via the <a href="http://hoxbycollective.com/">Hoxby Collective</a> for help on marketing, advertising and copywriting briefs.</p> <p>I also work closely with an old colleague and friend, Coard Henry, on many day-to-day accounts.</p> <p>As Hoxby’s head of PR, I vet all the prospective PR Associates to assess their suitability for the platform and field out work to the appropriate people as briefs come in from clients. </p> <p><em>The Hoxby Collective</em></p> <p><img src="https://assets.econsultancy.com/images/0007/8277/Screen_Shot_2016-08-19_at_10.43.38.png" alt="hoxby collective" width="615" height="339"></p> <h3>Who do you report to?</h3> <p>I report directly to C-suite with clients, which helps with fast decision making but always carries with it a sense of imminent peril.</p> <p>Coard and I also “report” daily to each other on what we’re working on, updates on leads or opportunities from the previous week and ideas for current clients.</p> <p>I’m lucky that he absolutely thrives on the organisational aspect of running a business as he previously ran his own PR agency.</p> <p>Since he came on board he’s taken on a lot of that and I encourage him to “kick my a**” on admin but our complementary skills means we can both work on the areas where our natural abilities and interests lie. </p> <h3>What kind of skills do you need to be effective in your role?</h3> <p>Organisation and the ability to multi-task, commercial nous and creative flair. And resilience.</p> <p>Being your own boss can be thrilling but you need to be able to take setbacks in your stride and keep momentum going. </p> <h3>Tell us about a typical working day…  </h3> <p>I’m woken up about 6.30am with a toddler standing by my bed with his bunny, a book and an expectant look on his face.</p> <p>I will try and buy myself a few minutes sleep by sticking CBeebies on and having a snuggle but I’ll be downstairs making breakfast by 7am at the latest.</p> <p>While the kettle’s boiling I will check overnight emails from clients - I have one who travels 200 days a year so messages can fly in at any time of the day or night.</p> <p>I also check the news headlines, Google alerts and social media - Facebook, Twitter and LinkedIn - in that order.</p> <p>My partner will usually take our son Max into the shower around 7.30am so I fire off any urgent emails and review my to-do list before getting Max dressed and ready for nursery.</p> <p>Once he’s out of the door around 8am my day starts in earnest. </p> <p>Unless there is anything urgent needed for a client I like to spend the first hour or so setting up for the day.</p> <p>As I work from home most of the time I rely on social networks and platforms to act as a working community - the freelance PR groups on Facebook are particularly active and a rich source of support, contacts and general advice.</p> <p>I also use Slack for Hoxby work and comms and will “drop in” on the watercooler channel to say hi to new associates, check the live projects for new and interesting leads and the PR founders and “heads of” chats for any updates.</p> <p><em>Slack</em></p> <p><img src="https://assets.econsultancy.com/images/0007/1493/Screen_Shot_2016-02-08_at_10.24.10.png" alt="slack" width="615"></p> <p>I also filter any new journalist requests in priority order to respond on behalf of clients with comments, op eds or interview pitches. </p> <p>At 10.30am I have a daily call with Coard to check in on activity and discuss any urgent priorities or emerging trends/stories that we need to jump onto. </p> <p>The majority of my working day is split between planning and strategy for clients, proactive pitching of story ideas to trade, national and broadcast press or offering comment/colour to wider industry pieces and reactive press in response to media requests.</p> <p>I may also be liaising with a marketer, editing or approving video or planning a social media strategy.  </p> <p>My partner also works from home and is a media production consultant.</p> <p>If we are both home at lunchtime we’ll sit down together to eat and discuss common projects or new leads. </p> <p>As we only moved back to Manchester in January and I still work in London with clients a lot I’ve been making a conscious effort to build up my Northern network.</p> <p>I aim to get out and meet a new contact - PR, journalist or marketer at least twice a month to get away from my desk and into the fresh air.</p> <p>The other week I went and played pool around 4pm then came home at 6pm, firing out emails on the way.</p> <p>The Metrolink has free, fast WIFI and I can get almost as much done on a “commute” as I do at home. </p> <p>Nursery pick up is 5.30pm and then I will spend time with Max before dinner then do bedtime stories and milk.</p> <p>I’m back at my computer around 7.30pm for another half hour or so to close off the day then my partner and I will start making dinner.</p> <h3>What do you love about your job? What sucks?</h3> <p>When you work for yourself you are in control of your own destiny which can be very empowering.</p> <p>Freelance life is liberating but it can be lonely which is why virtual networks and ensuring I speak to another human at least once during the working day helps keep me sane.</p> <p>I’m also free to work to my own “workstyle” which is a fundamental principle at Hoxby.</p> <p>One of my quirks is that if I’m struggling to find the solution to a tricky work problem I like to whip out the ironing board and do the laundry - I often find the solution coming to me as I’m attacking stubborn creases.</p> <p>That’s quite hard to recreate when you’re in a 9-5 office job but it works for me!</p> <p>I love to work with the entrepreneurial community and build from their inherent energy and passion for their product or service.</p> <p>It also means that decision making is fast which is a real boon after working for a large corporate. </p> <p>I also find the flexibility great with a young child. To be honest, I often find it easier to work than to be “mummy”, so make an effort to carve out family time treating it almost like another client.</p> <p>If you asked me to put together a global comms plan in 48 hours I wouldn’t bat an eyelid, ask me what the second verse of Twinkle Twinkle is I’d be lost...</p> <h3>What kind of goals do you have? What are the most useful metrics and KPIs for measuring success? </h3> <p>I like it when a prospect comes to me and asks for “help with PR” but I LOVE it when they come with a business problem they need to solve.</p> <p>Most clients are great at their business but don’t really understand PR and comms.</p> <p>They just know, or are told by potential investors/advisers that they need it. By focusing on the commercial outputs we speak the same language.</p> <p>Of course, there is always room for the qualitative brand piece but at its heart a communications programme needs to be rooted in business performance. </p> <h3>What are your favourite tools to help you to get the job done? </h3> <p>Despite working with a lot of startups in the tech and associated arenas I can be a bit of a Luddite. Nothing beats pen, paper and ink.</p> <p>I do make use of technology that makes communication and collaboration easier.</p> <p>Slack is a great channel for communicating with remote teams, such as Hoxby, I like SkimIt for sharing content from news sites between teams and creating shared libraries.</p> <p>I use Harvest for time tracking and auto-generating invoices. Skype, Facetime or Google Hangouts are great for catching up “face to face” with people.</p> <p><em>Harvest</em></p> <p><img src="https://assets.econsultancy.com/images/resized/0007/8279/screen_shot_2016-08-19_at_10.49.00-blog-flyer.png" alt="harvest" width="470" height="234"></p> <h3>How did you get started in the comms industry, and where might you go from here?</h3> <p>I trod the traditional agency career path for a decade then the in-house road for three years before branching out on my own.</p> <p>So far, I’ve enjoyed 100% organic growth with work coming either from existing clients, former colleagues or friends who refer me for business.</p> <p>I’m also starting to build a wider network through the Hoxby Collective, social media groups and LinkedIn which drives an increasing volume of enquiries and prospects.  </p> <h3>Which brands do you think are doing comms well?</h3> <p>Brands that have an authentic and clear <a href="https://econsultancy.com/blog/67268-how-to-achieve-the-right-tone-of-voice-for-your-brand/">tone of voice</a> and personality tend to be the ones that do best.</p> <p>Virgin is one that I’ve always admired as well as heritage brands like John Lewis and Mercedes. </p> <h3>Do you have any advice for people who want to work in the comms industry?</h3> <p>Get business experience or at least read up on it. Learn to speak C-suite language and don’t get caught up in PR <a href="https://econsultancy.com/blog/66631-20-banned-words-from-the-econsultancy-blog-and-their-alternatives/">jargon</a>.</p> <p>Always remember the story and tailor everything to telling it in an authentic and credible way that is platform-agnostic.</p> <p>Accept you can’t be the expert on everything and build a good and trusted network you can call on.</p> <p><em>If you're looking for a new challenge in digital <a href="https://jobs.econsultancy.com/">our jobs board</a> lists hundreds of open positions, and you can benchmark your own digital knowledge using our <a href="https://econsultancy.com/training/digital-skills-index-lite/">Digital Skills Index</a>.</em></p> tag:www.econsultancy.com,2008:BlogPost/68150 2016-08-16T01:01:00+01:00 2016-08-16T01:01:00+01:00 Social media metrics: Outputs, outtakes, & outcomes Jeff Rajeck <p>To help, here is one approach to organising social media results to help management understand the value of social channels.</p> <p>On one hand,<strong> social media is one of the most transparent marketing activities</strong>. Everyone can see a brand's strategy in one place and, in many cases, can see how well its posts are performing.  </p> <p>Comments, likes, and shares are all public so brands cannot hide a viral success or an idea which has bombed.</p> <p>But on the other hand,<strong> it's surprisingly difficult to know how well social media is performing for a brand</strong>, even to its own management.  </p> <p>The figures, or metrics, used to gauge performance seem to be different from team to team and there is little agreement about what social media success truly looks like.</p> <p>One approach to making social media performance clearer is to have a look at what a similar discipline uses to measure success; public relations (PR).</p> <p>The PR industry categorizes results into what is commonly known as the three O's: <strong>Output, outtakes, and outcomes.</strong></p> <p>The definitions of each are <a href="http://amecorg.com/wp-content/uploads/2013/09/Dictionary-of-Public-Relations-Measurement-and-Research-3rd-Edition-AMEC.pdf">well-documented elsewhere</a>, but for the sake of helping the social media professional to start organising his or her results, they are summarized below with relevant examples. </p> <h3>Outputs</h3> <p>Figures which are used to measure success purely based on a team's activities are called 'output metrics'. They answer a simple question, <strong>did the team do their work on time, within budget, and on message?</strong></p> <p>Though this sounds like a rather basic way of measuring social media success, it is still a major part of the strategy for many brands.</p> <p>Social media teams are routinely tasked with simply producing a certain number of pieces of content per day.</p> <p>For example, look at <a href="https://www.facebook.com/ToyotaMalaysia/">Toyota Malaysia's Facebook posts</a>.  The brand typically has one post per day about its cars and additional posts when there is a special event.</p> <p><img src="https://assets.econsultancy.com/images/0007/7705/toyota-my.jpg" alt="" width="800" height="364"></p> <p>Though it is, of course, likely that the team has broader strategic goals, it would not be surprising if one of their targets was simply 'post at least once per day'. Achieving this is an output metric.</p> <p>Output metrics can usually be managed by the members of a social media team unless global coordination is required.  </p> <p>In these cases, management of output may be done by using a content marketing platform such as Percolate, Divvy HQ, or Kapost.</p> <p>Output metrics are the easiest to report, yet the least satisfying to management.  </p> <p>Sure, the team is following orders and producing regular content <strong>but the question remains, how does the output benefit the brand?</strong></p> <h3>Outtakes</h3> <p>Instead of just measuring production,<strong> social media teams can also measure the direct results of their efforts</strong>, or the 'outtake metrics'.</p> <p>Outtake metrics will tell you things like: </p> <ul> <li>How many impressions did your post get?</li> <li>How many people watched the video?</li> <li>How much engagement did you get?</li> </ul> <p>Social media platforms typically provide this data. Facebook has reported organic and paid reach for some time and Twitter now offers extensive analytics of tweet performance.  </p> <p>Other platforms are also starting to provide these metrics via dashboards.</p> <p>The reach of a single post, however, is rarely the goal of a social media team. Instead,<strong> it is more interesting to look at outtakes in context.</strong></p> <p>One tool which provides this data is <a href="https://www.socialbakers.com/">Socialbakers</a>. It not only tells you the reach of your posts, but will also give you engagement metrics per number of fans (example: Mini Thailand)...</p> <p><img src="https://assets.econsultancy.com/images/resized/0007/7707/mini-th-blog-flyer.png" alt="" width="470" height="444"></p> <p>...how well posts are performing against one another (example: Honda Philippines)...</p> <p><img src="https://assets.econsultancy.com/images/0007/7712/honda-ph2.png" alt="" width="800" height="457"></p> <p>...and how well posts are performing against other brands in your industry.</p> <p><img src="https://assets.econsultancy.com/images/0007/7710/comp2.png" alt="" width="720" height="279"></p> <p>Outtake metrics are preferrable to output metrics for a number of reasons.</p> <p>First off, <strong>outtake metrics give management much more information than simple output metrics</strong>.</p> <p>They offer a glimpse at how much of an impression you are making with the brand's market. Outtake metrics with industry context are even better.</p> <p>Also, social media engagement figures encapsulate a lot of other information about your posts which is useful for improving your content.  </p> <p>How many people reacted to your post, without promotion, is a good guide to the overall quality, relevance, and 'shareability' of your team's work.</p> <p>Finally, outtake metrics are typically underrated by social media teams and so using them to improve could give your brand a competitive advantage.</p> <h3>Outcomes</h3> <p>The most important metrics for the lasting success of a social media team, however, are <strong>outcome metrics</strong>. </p> <p>Outcomes are figures which report on the actions people took as a result of your social media posts. That is, <strong>what change did your social media efforts make in the real world?</strong></p> <p>Some people use outtake metrics, such as likes and shares, as a proxy for outcome metrics.  </p> <p>That is, if your fans are sharing your post then you can infer that it has had a positive effect on how they view your brand.</p> <p>But outcomes also go much farther than whether your fans liked your posts or shared it with their friends. </p> <p>Outcomes also ask questions like:</p> <ul> <li>Did customer loyalty for the brand improve?</li> <li>Are your leads more qualified?</li> <li>Did more people buy something after seeing a post?</li> </ul> <p>These questions are much more difficult to answer and, as a result, are much less frequently part of a social media team's KPIs.</p> <p>In order to measure customer loyalty, brands should gather customer experience (CX) metrics such as<a href="https://econsultancy.com/blog/65610-what-is-customer-experience-and-how-do-you-measure-it"> net promoter score (NPS)</a>.</p> <p>Then, following a particular campaign, <strong>if the NPS score has increased you can attribute success to social media</strong>, to some extent.</p> <p><img src="https://assets.econsultancy.com/images/0007/7711/nps.gif" alt="" width="500" height="233"></p> <p>For lead quality,<strong> social media teams need to agree a 'lead score' metric with sales</strong> and aim to improve that through targeted social media campaigns.</p> <p>And finally, the most controversial topic. Do social media campaigns actually increase sales?</p> <p>To answer this question, <strong>companies need to implement attribution modeling</strong> so that social media views are taken into consideration when giving various media credit for sales.</p> <p>Attribution modeling, however, is still quite difficult to do and accuracy might not meet expectations.  </p> <p>Though it is still worthwhile to try, it may be better to start by targeting campaigns to a specific region or demographic group and look for large bumps in sales for them.  </p> <p>The results and the outcome metrics for a significant result will be more obvious and more meaningful to management.</p> <h3>So...</h3> <p>Social media metrics are important for teams who want to improve performance and report upwards to management. </p> <p>Though many social media teams are still using output metrics, such as successfully completing a post per day, there are other ways to measure success.</p> <p>Outtake metrics will let you know whether your posts are reaching the intended audience and tell you something about the quality of your work as well.  </p> <p>These should be looked at closely by teams as they are an underrated metric.</p> <p>Output metrics, which link social media to business objectives, are the most impressive figures for management, though.  </p> <p>They are typically more difficult to extract but once they become part of your reporting framework, it will be much easier for you to justify the social media team's budget.</p> tag:www.econsultancy.com,2008:BlogPost/68021 2016-07-06T11:07:00+01:00 2016-07-06T11:07:00+01:00 Q&A: Bloodwise on why social data is a vital tool for charities Nikki Gilliland <p>We recently sat down with Insights &amp; Analysis Manager, Owen Bowden, to find out why social data (and a brand new image) has helped turned the charity around.</p> <p>Here’s what he had to say!</p> <h3>What were the main motivations behind changing your name to Bloodwise and how did you prepare for it?</h3> <p>We undertook a two-year research programme into the needs of blood cancer patients, and it soon became clear that our old name – Leukaemia &amp; Lymphoma Research – wasn’t working hard enough for us.</p> <p>While leukaemia and lymphoma are (and remain) hugely important words to us and to our supporters, there are many different types of blood cancer. </p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr">There are 137 types of blood cancer. <a href="https://twitter.com/hashtag/WeAreBloodwise?src=hash">#WeAreBloodwise</a> and we're here to beat them all. Please retweet and share!<br> <a href="http://t.co/nURFEmeuPl">http://t.co/nURFEmeuPl</a></p> — Alastair Campbell (@campbellclaret) <a href="https://twitter.com/campbellclaret/status/639054928514797568">2 September 2015</a> </blockquote> <p>Our old name didn’t tell the world that we’re here for every single patient, no matter what type of blood cancer they have. It also didn’t fully reflect all the work we do to beat blood cancer. </p> <p>Our commitment to funding world-class research is as strong as ever, but we also need to tell people affected by blood cancer about our wide portfolio of patient services.</p> <h3>What were the main challenges faced during the rebrand?</h3> <p>Changing our name was always going to be a big decision, but we were sure to involve as many people as possible – including patients, supporters and staff to ensure we were working in everybody’s best interest.  </p> <p>We took time and did a lot of research.</p> <p>There are 137 different types of blood cancer, all with different names, symptoms and challenges.</p> <p>You'll probably recognise two or three, but many might be unfamiliar and some don't even sound like cancers. It makes blood cancer hard to understand and can leave patients feeling isolated. </p> <p>Blood Cancer Awareness Month in September gave us a platform to build an online and offline awareness campaign using our new name.</p> <p>It was developed by an agency but the complementary social media campaign was otherwise developed and administered in-house.</p> <p>We therefore needed a robust <a href="https://econsultancy.com/reports/social-media-strategy-best-practice-guide/">social media strategy</a> supported by insights into the online perception of the new name and tracking the campaign. </p> <p>In order to glean this intelligence, we partnered with social media monitoring platform Crimson Hexagon to analyse the reach of the campaign and the reaction to it. </p> <p><iframe src="https://www.youtube.com/embed/g17RZYC28ME?wmode=transparent" width="854" height="480"></iframe></p> <h3>Why is social data so useful for charities or Bloodwise in particular?</h3> <p>Social channels are crucial for charities for raising money, talking with supporters, campaigning and raising awareness of their cause.</p> <p>In one week we might be talking about policy, promoting our London Bikeathon, answering patient’s questions, thanking celebrities and announcing a research breakthrough. </p> <p>The diversity of topics and activities that charities use social channels for doesn’t exist in many organisations. Understanding our conversations with social data is key for this. </p> <p>It gives us a real understanding of our supporters and what matters most to them.</p> <p>In turn, this allows us to identify specialist audiences such as clinicians, and build more complete profiles to ensure the right people are receiving the right messages.</p> <p>Social data is also priceless for marketing; it can provide a clear window into the impact of awareness campaigns and what works well, which can then influence how charities plan future marketing campaigns.</p> <p>We now leverage our data to track wider conversations about blood cancer in the UK to better understand where and how people are talking about the disease.</p> <h3>As well as social media, what digital channels do you think are most important? </h3> <p>Organic search and <a href="https://econsultancy.com/reports/paid-search-marketing-ppc-best-practice-guide/">PPC</a> are important for us in terms of provision of patient information. Google very generously gives <a href="https://econsultancy.com/blog/67634-how-charities-are-suffering-since-google-removed-right-hand-ppc-ads/">AdWords grants to charities</a>, and optimising this is really key for us. </p> <p>We did our first small test with promoted YouTube ads as part of the campaign and we were impressed at how cost effective it was for the reach we achieved. </p> <h3>The biggest users of social media platforms like Twitter are between the ages 18-35. How do you ensure the message is being spread to all ages?</h3> <p>Our Facebook audience is actually an older demographic, two thirds is 35+ and one fifth is 55+.</p> <p>Data such as this allows us to understand the breakdown of our different social channels far more. We also encourage all of our supporters to sign up to our newsletter to keep up to date with our work. </p> <blockquote class="twitter-tweet"> <p lang="en" dir="ltr"><a href="https://twitter.com/hashtag/CharityIs?src=hash">#CharityIs</a> making people's lives better <a href="https://t.co/q7CBczm8rK">https://t.co/q7CBczm8rK</a> <a href="https://twitter.com/hashtag/WeAreBloodwise?src=hash">#WeAreBloodwise</a> <a href="https://t.co/Us0UMIzlFb">pic.twitter.com/Us0UMIzlFb</a></p> — Bloodwise (@bloodwise_uk) <a href="https://twitter.com/bloodwise_uk/status/710775413190971393">March 18, 2016</a> </blockquote> <p>We also have a strong presence offline to raise awareness of who we are and what we do. We run our own events and support those who are doing great things to fundraise for the organisation.</p> <p>We also partner with other organisations, like Wickes and Royal London, which helps us promote the campaign to their customers and further raise awareness.</p> <h3>There are so many charities out there to support – how do you use social to appeal to people who might not have been directly affected by blood cancer?</h3> <p>There are so many great causes for people to support and we understand that it can be a very personal decision to get behind a charity.</p> <p>We use social media to support everybody, whether they have been directly affected by blood cancer or not.</p> <p>We run and get involved with a lot of sports events such as the London and Birmingham Bikeathons, the Bloodwise Blenheim Triathlon and our London to Paris cycling event.  </p> <p>Sports events are a great way for us to have conversations with people who may not have been directly affected by blood cancer and social media is a great way to promote the events and to support the fundraisers who are taking part.</p> <p>We also, like many charities, use the power of storytelling to reach out beyond those affected: Everyone feels for the family whose child has been affected by blood cancer.</p> <h3>We’ve seen a lot of charities use hashtags to promote a cause – #nomakeupselfie, #icebucketchallenge etc. – do you think people will become desensitised or bored of this behaviour in future?</h3> <p>Both #nomakeupselfie and #icebucketchallenge were created by social media users and not the organisations they raised money for.</p> <p>It’s nigh on impossible to plan that level of virality but hashtags are still very effective for bringing together a specific community. </p> <p>We used #wearebloodwise to launch our campaign, utilising celebrity support from people like Stephen Fry and Alastair Campbell, and it achieved a reach of 13m.</p> <p>They can also be very effective when used as a campaigning tool: #findmike or #thisgirlcan for example.  </p> <p>Bloodwise is dedicated to those affected by blood cancer and so our social media strategy needs to go beyond planning for a viral campaign.</p> <p>We want to make sure we are supporting everyone involved in the charity the best we can, so we can work together to beat blood cancer.</p> <p><strong><em>July is Data Month at Econsultancy. Go <a href="http://hello.econsultancy.com/datamonth/?utm_source=econsultancy&amp;utm_medium=blog&amp;utm_campaign=econblog">here</a> to see all our related blog posts and reports.</em></strong></p>