The iab hosted an excellent #iabsocial event on June 28th at LBi’s offices at The Old Truman Brewery. Amongst the wide-ranging series of presentations it was the ‘Social Media Strategy’ section that really sparked our interest.
The panel featured speakers from digital, integrated and media agencies, with Dave Coplin from Bing (@dcoplin), and Linked-in’s Sally Keane and Jonathan Bradford completing the bill.
Social media’s diversity was aptly illustrated with case studies ranging across the B2C and B2B sectors.
TMW’s Mark Harrison (@mvharrison) outlined recent Facebook activity undertaken on behalf of Lynx. One interesting takeaway was the need for brand owners to adapt their thinking in social, and get away from the CRM mindset. Harrison said that in the course of his work with Lynx he had come to realise that simply having the objective to use social platforms to drive a number of fans through to the Lynx exclusive community site isn’t sufficient. Instead the priority is to facilitate the peer-to-peer conversation on Facebook through talented ‘social editors’ that become a valuable part of the community, akin to a good host at a party.
From this FMCG fest of girls, ‘Likes’ and the ‘Lynx Effect’ we leapt across the business world to Philips’ challenge to engage B2B audiences for its medical scanning, lighting and town planning products. Jonathan Bradford, the Linked-in account manager behind the work with Philips, made the useful comparison of Linked-in as the ‘heavy end’ of the social engagement spectrum, creating spaces for in-depth discussion and debate, compared to the ‘light’ world of the Facebook ‘Like’.
While different in approach, and target market, the outcomes of both pieces of activity were impressive. For Philips the Linked-in activity has created an active Linked-in Group around lighting with 31,000 members, and healthcare Group with 41,000. These numbers are significant when you consider that there are just 25,000 decision makers globally when it comes to a large healthcare product, like a CAT scanner. Within these groups 60 pct were manager level, and 4,440 discussions have taken place. Perhaps most crucially Philips’ Net Promoter Score within these groups is above 50.
In the case of Lynx , the brand has undertaken focus group research with customers that are fans on Facebook, and those that aren’t. Amongst the fans there is a much higher propensity to buy Lynx products, and up to 3.5 times more value of product is bought by the fan group. Even after discounting the fact that those that fan (‘Like’) the Lynx pages may be brand advocates before joining the community, it’s a compelling argument for brands to engage.
So, interesting work, good results, and particularly in the Philips example, an indication of how the activity supported the wider business, and brand, objectives.
If anyone in the room held onto any doubts about social’s ability to impact wider strategy, they were surely swept away by a superb presentation from Bing’s Head of Search, Dave Coplin @dcoplin.
After channelling Lemmie from Motorhead for a brief moment (!), Dave went on to stress that the search engines’ days of “chasing the algorithm dragon” are past. He said “search and social are now intimately linked”, which is driving Bing’s priority to bring the social web, its networks, and trusted human relationships to bear on search results. “People want to make human decisions, not algorithm decisions. We are seeing a shift from relevance to trust in search”.
To take advantage of this opportunity Dave recommends that brand owners – “let go of the control of the brand, enable communities, and accept you can no longer ‘build it and they will come’, today your brand online is more of a community bazaar than a cathedral”.
On the day Google + was launched, his words made a powerful impression.
It was a highly informative afternoon, illustrating the growing sense in the industry that social has ‘grown up’ to a point where a strategic approach is a must.
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