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How 'Social' changed behaviours forever
The document discusses the transformative impact of social media on consumer behavior, particularly highlighting the characteristics and expectations of the 'social consumer,' primarily from Generation Y. It emphasizes the importance for organizations, including local governments, to engage proactively on social platforms, as transparency and responsiveness are critical to maintaining favorable public perceptions. Additionally, the text outlines the challenges organizations face regarding employee behavior in social media and the necessity for structured management and risk assessment.
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Similar to How 'Social' changed behaviours forever
How 'Social' changed behaviours forever
- 1. James Leavesley CEO &Co-founder 8 March 2012
- 2. How ‘Social’ haschanged behaviours forever Consumers Social Employees Organisations
- 3. Who is thesocial consumer?
- 4. Gen Y • Tech-Savvy • Achievement-Oriented • Team-Oriented • Attention-Craving
- 5. Gen Y socialconsumer behavior • Top-notch customer service • Easily bored • Personally relevant messages • Influence systems that aren’t meeting their needs • They’re eager to engage and want to share
- 6. ‘Social’ is astate of mind • Gen Y are the vanguard, but they are not the only social consumers. Social consumers’ ages range from teens to 50s (Pivot research 2011) • Social consumers are better defined by their behaviour
- 7. The Social Consumer •Hear about breaking news through social sites • They are cautious about traditional marketing tactics • Social Consumers evaluate the shared experiences of others • They share their own experiences • The are comfortable taking advice from strangers • They expect organisations to engage
- 8. Rise of thesmartphone • One quarter of UK adults are smartphone users • 81% say they have their phone on all the time • The most commonly used Internet service accessed on mobile phones is social networking (57% percent of mobile Internet users) (Source: Ofcom research 2011)
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- 11. Welcome to thefuture!
- 12. No place leftto hide Oh my !
- 13. Everybody is goingsocial
- 15. Has local governmentbecome social? In June 2011, 80% of responding Councils already had a Facebook account and 20% were planning to start one in the next 12 months. 88% responding Councils had a Twitter account and the rest were planning to start one in the next year. 70% of responding councils had their own YouTube channel and the rest were planning to start one in the next 12 months.
- 16. Just ‘being’ onsocial media is not enough - 95% wall posts on organisations’ pages remain un-answered (Source: Socialbakers) - 70% ignore customer complaints on Twitter (Source: Maritz and evolve24) They expect you to engage in conversation
- 17. Transparency • Social consumerscompel organisations to become more transparent (and more polite)
- 18. They will talkregardless of your presence
- 19. If you getit right… In 2010 the Harvard Business Review Analytics Services conducted a survey of 2,100 organisations and uncovered real-world benefits of social media: • Greater favorable perceptions by their public • Improved insights about audience • Early warning of potential product or service issues
- 20. Consumers want tobe involved and want to participate in content creation
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- 23. How ‘social’ arecouncils? • 37% : ‘just getting started’ • 54% : ‘established but not setting the world on fire’. • 9% : ‘social media pioneers’
- 24. Dialogue vs. broadcasting •81.8% of respondents are ready only to issue a set number of one-way messages and • 75.0% consider they don’t have the resources to engage in open dialogue through social media
- 25. So what doesit mean for you?
- 26. Minding your employees •Under UK libel laws legal liability rests not with the author of a libel, but with its 'publisher'. • So if an organisation is running social media platforms and people use them to issue libels then it is the organisation that is the 'publisher' and liable.
- 27. Posting inappropriate contenton behalf of the organisation
- 28. All your employeesare ‘social’ • 1/3 of employees never consider what the boss would think before posting online (Source: 2009 Deloitte study) • Clearly defined company social media guidelines will not change how nearly half of employees behave in cyberspace (Source: 2009 Deloitte study)
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- 32. ‘While the decisionto post videos, pictures, thoughts, experiences, and observations to social networking sites is personal, a single act can create far-reaching consequences for individuals as well as organisations. Therefore it is important for executives to be mindful of the implications and to elevate the discussion about the risks associated with it to the highest levels of leadership.’ Sharon L. Allen Chairman of the Board Deloitte LLP
- 33. Rogue social mediaaccounts
- 34. Behavior change forthe entire organisation • Going ‘social’ is a profound cultural and behavioural change for any organisation • True social adoption requires buy-in from upper management • The entire organisation needs to be involved • Risks need to be identified and managed
- 35. Board level approach •58% of executives: reputational risk and social networking should be a board room issue • Only 15% say it actually is.
- 36. Who is responsible? Marketing Media/PR
- 37. Media Contact IT HR Marketing Legal relations Centre
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- 39. Quality vs. quantity •Social media metrics should be determined according to your objectives • As a rule of thumb, in social media the quality of interaction is a better indicators of success than the number of fans and followers
- 40. Insight and messaging Engagement Social Websites Networks Engagement Offline Content Consumer and Behavior Web Analytics Audience Research Analytics Via: http://metricsman.wordpress.com/2009/07/29/public-relations-measurement-2010-five-things-to-forget-five-things-to-learn/
- 41. Who needs what? Role Metrics Datasets ?????????????????????????????????? ?
- 42. Social Media Management Policies Strategy Processes Supporting Technology Resources Support
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- 44. Policies Policies Policies Strategy Processes Strategy Strategy Processes Processes Supporting Supporting Supporting Technology Technology Technology Resources Support Resources Resources Support Support
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Editor's Notes
- #2 My name is James Leavesley and I am co-founder and CEO of CrowdControlHQ- a social media management and monitoring platform. We work with clients across a range of sectors including Local Government, Leisure, Tourism, Beverage Industry, Police Forces, Large Consumer brands so we are exposed to the strategies and plans of all sorts of organisations. Our clients include- Cadbury, West Midlands Police, Power League, Nottingham City Council, Decathlon and Mercedes Benz
- #3 The topic that I am going to talk about today is How Social and social media has changed behaviors forever. Social media and the technology of sharing has enabled the consumer to have a voice, make themselves heard and share their experiences. This is great news for the consumer, but this doesn’t always translate as good news for the organisation as you will constantl on catch up. The huge growth of social has forced organisations to become social. So today we are going to take a look at what ‘social’ means from three perspectives: How social is driving a new breed of consumer, how employees now have both an active and passive role to play in this new world and finally what impact this has on organisations