I had that opportunity when I attended the ClickZ Live Toronto 2014 conference. ClickZ Live is the evolution of the SES (Search Engine Strategies) conference and positions itself as an opportunity to ‘engage customers and increase ROI by distributing your online marketing efforts across paid, owned and earned media’. Here’s a quick overview of the three concepts that resonated with me.
Twitter has a quadrant chart that profiles content as Planned / Unplanned and Always-on / Tentpoles. The Oreo cookie Super Bowl blackout tweet was a great example of content that sits in the Unplanned / Tentpole quadrant.
In the Sydney CBD, fire broke out in the basement of the Barangaroo building site. Barangaroo is positioned as ‘a vision that embodies all of Sydney’s unique harbour city character – the perfect place to work hard, do business or simply relax and enjoy the view.‘
Right beside the building site is KPMG and Westpac Bank. I work at Westpac on the 28th floor with a clear view of the Barangaroo building site.
Therefore I found the following tweet from the Australian Broadcasting Corporation’s Managing Director Mark Scott particularly interesting.
I think KPMG and Westpac should have excellent views of the Barangaroo fire. This will test their social media prowess.
— Mark Scott (@mscott) March 12, 2014
I think Mr Scott’s assertion was that brands participating in social media should have a process in place to create, produce and publish content that fits in the Twitter ‘Unplanned & Tentpole’ quadrant.
This is an advanced stage of social media development because it requires an internal process that can correctly identify opportunities and quickly produce and publish content.
I disagree with Mr Scott’s assertion that Westpac and KPMG should have shared images of the fire from corporate social accounts.
Publishing images of the fire from corporate social media accounts would be inappropriate and carry no valued connection back to the brand. Perhaps the lack of corporate social media updates of the fire was a positive test of social media prowess?
How inappropriate would it be if a pic of the fire was published with copy reminding businesses to review their insurance policy?
At the time I saw Mr Scott’s tweet, I responded with the following tweet:
@mscott I disagree it's a reflect of brand social prowess – perhaps an indication of employee adoption of social to share.
— Mike Hickinbotham (@M_Hickinbotham) March 12, 2014
Six hours earlier in the day, as I was heading into work, I tweeted the following Mashable post:
Twitter: Photos and Videos Get More Retweets http://t.co/moEgE9FfGP
— Mike Hickinbotham (@M_Hickinbotham) March 12, 2014
I guess the post was correct, because this happened after I tweeted images of the Barangaroo fire from my personal Twitter account:
— Business Insider AUS (@BusInsiderAU) March 12, 2014
One of the biggest challenges a brand has participating in social media is maintaining an engaging and relevant presence.
It’s reasonable for a large brand to publish 3000 times a year across many social platforms (scroll down to the end of the post to see my assumptions). Achieving both quality and quantity is a massive challenge.
For brands trying to improve quality levels it needs to effectively track the performance of its published social content. That means analysing post types, content themes, audience engagement and the direct / indirect impact on corporate priorities (ex: brand awareness, product consideration, customer service etc).
Search and social marketing need to become more interdependent as digital marketing matures.
As Chair of ADMA’s (Australian Data Marketing Association) Search and Social Expert Group, I posted ideas on ADMA’s blog highlighting the importance of aligning an organisation’s social and search activities.
Social media marketers find themselves in a precarious position.
As highlighted in Why Australian Social Media Marketing Must Change – Part 1, social marketers are under great pressure to justify their share of the digital marketing budget and to earn the attention of their target audience.
So what’s next for Australian social media marketers?
What’s the follow-up to a network centric social media marketing strategy? (more…)
Relying heavily on RSS feeds to effectively do my job, the closure of Google Reader was bad news for me personally. Although, it was good news for Feedly.com.
is was a competitor to Google Reader and quickly became the preferred choice of Google Reader users seeking a new RSS service. Feedly announced it attracted 3 million users in the two weeks post Google’s announced closure. (more…)
I had the good fortune to present at ADMA Forum 2012 on the topic of ‘social media management’. I’ve embedded the SlideShare hosted presentation below (sorry – the limits of my technical expertise have been reached!).
My presentation strategy was to provide a ‘management’ structure applicable to a broad number of organisations while offering brand relevant examples. So I decided to create the next iteration of my 7P model.
The 7P model is a simple way to structure a corporate social media program. It’s based on my four plus years of social media experience at Telstra.
While the ASB dismissed all the complaints filed against Diageo, the ASB Status Report provides some insights that could shape the future of Australian social media marketing.
Social media’s commercial consequences
Media headlines gave a sense of despair as brands would now be burdened with the responsibility for consumer generated content published on their social media pages.
For the last couple of years I’ve had the good fortune to be the guest social media lecture for the Australia Direct Marketing Association (ADMA) digital marketing course.
The presentation keeps away from the ‘big numbers’ and focuses on the essence / dynamics of social media. One slide highlights The Cluetrain Manifesto.
In the Sydney Morning Herald’s coverage of the issue, Ian Mcllwraith quoted directly from the E&Y report:
”Regardless of the LVT (Low Value Threshold exception provided to goods purchased from foreign online retailers), the remaining 84,600 jobs would be lost to the traditional sector due to the structural changes and competition caused by the growth of online retailing,” said the Ernst & Young report.
Australian retail is a living case study of an industry struggling under the forces of creative destruction.