The role of social ambassador within any company is not for the fainthearted. One bad throw of the dice and many individuals can lose everything. Brands can’t afford to merely watch the social media game from the sidelines. With a comprehensive and authentic social marketing strategy, online interactions don’t have to be a gamble – and can have a massive pay off for any organisation looking to beat its competition.
In my last post on why executives fear social, I examined how the fear of losing control holds back senior B2B executives from interacting on social channels. But one thing is clear – social media is blurring the lines between consumer and B2B business attitudes. This doesn’t mean products aren’t different, but the way brands communicate and market to various audiences is increasingly similar. In turn, people expect -- and want -- to see more from the organisations they follow online.
Audiences want brands to be authentic and real -- they don’t want watered down corporate messaging. People want to identify with the brand, understand the value it can bring them, and be entertained all at the same time. But a word of caution, it is a fine line to walk.
One way to cash in is to give your brand a face and personality. Social marketing should be in the hands of people who understand the organisation’s vision and who have the ability to actually deliver it across relevant social channels. For a company voice to be authentic, personable and relevant to business goals, senior executives must really immerse themselves in social. Since cautiously stepping up to the social table, Oracle’s very own President, Mark Hurd, has joined the ranks of LinkedIn Influencers, starting his own compelling conversations online. In the process he has discovered for himself how powerful social media can be.
So how can corporate executives overcome their fears? Here are three practical skills and simple techniques to equip them for success.
1) Watch, listen and learn. Most senior executives have used keen observation to help them climb the career ladder. Now they need to apply the same principle online. By listening to their brand’s customer feedback, the competition and general chatter on social channels, senior executives can start judging for themselves what gives the organisation the upper hand, and what could leave them bust.
2) Be team player. Executives must first understand that interacting with their peers is worthwhile, then with partners and customers -- even competitors once they’re more confident. They should eliminate the idea that social marketing is about racking up likes and shares, and see how it can be used as a positive way to change communications. Crucially, it’s about having real conversations – not flaunting a brand’s royal flush to an apathetic audience.
3) Set realistic goals and limits. Rather than throwing themselves into a huge project, corporate executives should start with bite sized initiatives where results can be accurately measured. Before showing the company’s hand, make sure messaging and stories are agreed in advance. Not everything is appropriate to share externally. Larger campaigns will come later, once social ambassadors are more comfortable with strategy.
In the last decade the concept of ‘e-business’ has become all business. Now it’s social marketing’s turn to become the new norm, and resistance is futile. Before we know it all organisations will consider social a vital part of day-to-day activity, rather than something to be feared.
The ROI of social is a pretty hot topic right now – with many saying it’s impossible to measure. In my opinion, social absolutely can have a positive effect on commercial success. Senior corporate executives must put aside their fears about negatively impacting the business via social media, and simply show the board how social marketing can boost the bottom line.
By Kimberley Brind, Global Marketing Executive, Social Strategist & Modern Marketer at Oracle.
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