>BOOST O2 >> Boost your Brand (Tips)

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Green Mean Squeezin' MachineImage by Creativity+ Timothy K Hamilton via Flickr

 

 

10 Ways Your Brand Can Be Meaningful

 

by Tracy Lloyd

Partner

Emotive Brand

People are moving from the age of conspicuous consumption to the age of meaning. Increasingly people want to feel they’re part of something that makes the world a better place on many levels. Governments, institutions, and companies find themselves under new scrutiny by employees, customers, citizens, partners, investors, and communities. Those who fail to realign their thinking and behavior in the pursuit of meaning will be quickly overtaken by those who do. Emotive Brand has compiled this list to inspire CMOs and brand owners, and to show them what it takes to generate meaningful, profitable, and enduring connections with the people vital to their brands’ success.
1. Be Empathetic
What it means holistically: Put on the shoes of others. Walk the path they trod every day. Taste what they eat. Read what they read. Amuse yourself as they do. Get a sense of their worries. Hold their dreams in your hands. Forget yourself. Be another. Understand.
What it means for brand owners: Meaning flows when you connect to the values, beliefs, interests, and aspirations of the people vital to your success. The people vital to your success are not only your employees and customers, but everyone in the broad spectrum of people who make your business viable, including investors, suppliers, distributors, partners, regulators, community leaders, reporters, bloggers, and so on.
Lots of different shoes to walk in, to be sure. But one thing unites them all: their humanity. And this is, we believe, the level at which meaningful brands succeed. They seek to connect with a wide array of disparate people at a common level. They don’t aim for the lowest common denominator; rather, they target the highest possible denominator. They see a world in which everyone is seeking meaning. They step out of themselves and carefully consider the human need.
They then look inside to identify what they value, what they believe, what interests them, and what they aspire to do, and explore how to align that with the human desire for meaning. They then change the way they reach out to people in every respect. Their intent, attitude, and actions evolve. Their interactions become more profound and the intent behind them becomes more and more clear.
This emotive evolution wraps meaning around what was: the mission, vision and values; the strategies; the products; the services; the marketing; the customer service; the advertising; the brand; and, perhaps most important, the way employees act, react, and interact with their peers and the outside world.
2. Be Good
What it means holistically: Think of everything you do now. Now think of what else you could do for those who need what you have: time, money, resources, connections, values. Don’t think marketing. Don’t think corporate social responsibility. Think about other people.
What it means to brand owners: Don’t wait for an image survey to tell you that your brand is losing ground to the competition because you’re seen as “uninvolved in” and “uncaring about” social issues. At the same time, don’t set being “involved” and “caring” as pure business objectives. People will see right through that.
Simply recognize that there are things you care about beside your business. What tweaks your conscience? Passing by a homeless person on your way to work? Running into an old friend who is debilitated by a disease? Seeing victims of natural disasters on the TV?
Now consider how your business could marshall time, money, resources and connections to help address these examples of human and environmental need.  But don’t do it under the banner of “marketing” or “corporate social responsibility.” Just do it. Involve your people, partners, and customers in the effort.
Don’t hide the fact you’re doing good, but certainly don’t arrogantly advertise how “good” you are just for doing it.
3. Be Humble
What it means holistically:
Take a step back. Think. Are you perhaps thinking too much of yourself? Are you constantly telling people how amazing you are? Do you actually know the small space you occupy in other people’s lives? Realize it. And then reach out with due modesty.
What it means to brand owners: It’s natural for brands to be proud of what they do and how they do it. And who knows better about everything it takes to make the brand’s outstanding products and/or services than the brand itself?
But being meaningful is about stepping back from that culture of exaggeration, pride, and arrogance. It is about communicating in context, answering, “Why is this good” rather than proclaiming, “This is good!” and focusing on being amazing rather than preaching about it.
Humility is a great door-opener in a world where overhyped promises have ruled the day.
Take a look at your Web site, advertising, presentations, and promotional literature. Step out of your brand for the moment and actually read and listen to what your brand is saying. Identify the attitude, the tone of voice, and the intent of the speaker. Is your brand having a sincere, authentic and honest dialog with the world? Is this a dialog that people will find meaningful?
4. Be Authentic
What it means holistically:
Get real. Let go of pretense. Be open, transparent, and clear. Lose the agenda. Speak one-to-one.
What it means to brand owners: In their efforts to manage and control their image and reputation, brands drew curtains around most of what they did to get their products or services into the hands of people. But somewhere along the way people woke up and saw what was going on. They started to care about how what they bought was brought to them. And they started to add more layers to their purchasing decisions. They started to care more, to be more thoughtful, and to better align their values and actions.
It is difficult for brands to be meaningful in this renaissance of consciousness because of the heritage of marketing, which relies on creating illusions to stimulate demand. But meaningful brands let go of believing they can control everything. Mirrors are replaced with open doors. Business practices are changed.
Meaningful brands don’t brag about their values and how well they are adapting to the new reality. They simply report what they are doing with total transparency. These actions do the speaking. Naked in the clear light of transparency, authentically meaningful brands glow as they attract attention, garner respect, and earn loyalty.
5. Be True
What it means holistically:
Be scrupulous, honest, and truehearted. Behave reliably. Be dependable, reliable, unswerving. Be worthy. Stay fast and firm to what you believe. Be loyal to people, ideals, and beliefs.
What it means to brand owners: Define the true and honest meaning behind your business. Bring that meaning to life. Help everyone understand it. Make it something people want to be partners in.
Your meaning is tied to what you do to make this world a better place. It’s not a campaign. It’s not a slogan. It’s not part-time, seasonal or optional.  It’s what you do to earn respect, admiration, and trust. In every interaction. At every moment of truth. At every opportunity. Without fail.
6. Evolve
What it means holistically:
Acknowledge you’re going to change one way or another and opt for a positive evolution of your attitudes, manners, and behavior. Move beyond rationalization and incorporate the emotional. Move from just being to being meaningful.
What it means to brand owners: The decision to pursue meaning as the driving force of your business is quite revolutionary. However, the process from that moment on is truly evolutionary. The pursuit of meaning consolidates what’s already there in the abstract into something more tangible, more understood, more usable. With an agreed meaning, a brand starts to evolve into a meaningful brand.
Through meaning, a brand evolves the way it reaches out to people. It’s about evolving your attitudes, manners, and behaviors to better convey your brand’s meaning and intent. Doing this changes the way people respond back to the brand.

  • Employees discover new meaning in what they do. Result: motivated, aligned employees.
  • Customers discover new meaning in what they buy. Result: loyal advocates.
  • Partners, suppliers, and distributors discover new meaning in being connected to the brand. Result: a well-oiled machine.
  • Communities discover new meaning in having the brand as a neighbor. Result: market presence.
  • Investors discover new meaning in what the brand has to offer. Result: solid funding.

7. Elate
What it means holistically:
Make people smile. Delight them. Make their day. Show them how much you can do and how much you care. Open doors for them. Take away their worries. Help them see something new. Show them more of themselves.
What it means for brand owners:
Being meaningful isn’t about having happy, smiley employees and customers dancing in the aisles. It is about making small, yet significant gestures that bring small smiles of satisfaction to people. But these gestures can’t be forced. Rather, they must flow naturally from a brand culture committed to delighting people.
Meaningful brands revolve around the interests, needs, beliefs, and aspirations of people. They continuously identify opportunities to reach out to people in helpful ways. They lessen the pain and hassle of doing something. They make something fun in a new and interesting way. They show people new ideas, new possibilities, new dreams.
They share what they know so people can grow.
8. Evoke
What it means holistically:
Get people to feel something new, something good, something worthwhile,and something memorable. Surprise them. Provoke them. Inspire them. Activate them. Change them. Excite them.
What it means to brand owners: It behooves your brand to move people to a new level of consciousness–about your brand, their own lives, and the connection between the two.
Emotional bonds are the bedrock of meaningful relationships. By evoking focused, empathetic, and heartfelt feelings, you give people compelling reasons to put your brand ahead of the competition. You stay the employer of choice. The most powerful feelings link what is good about your brand’s products and services to the interests, needs, beliefs, and aspirations of people.
9. Engage
What it means holistically:
Lessen the distance. Make contact. Create a level playing field. Reach out. Respond back. Offer a hand. Ask. Answer. Debate. Refute. Agree.
What it means to brand owners: Too many brands have built unnecessary walls around themselves. They make people play telephone tag and search, search, search for whatever they want or need. They don’t ask, they don’t listen, they don’t discuss, they don’t react, and they don’t debate. Perhaps worst of all, they fail to engage people emotionally.
Meaningful brands act in a way that actively engages people, both literally and emotionally, through meaningfully emotive interactions. People not only know and learn more, but they are drawn closer to the brand. These bonding feelings radically change the way they care about, think about, talk about, and act on behalf of the brand.
As happily engaged customers, employees, partners, suppliers, distributors, investors and communities, people are more active proponents of the brand.
10. Expand
What it means holistically:
Take in more. Grow. Pursue new paths. Climb new mountains. Swim new seas. Cross new deserts. Plow new fields. Harvest the bounty.
What it means to brand owners: You are on the road to meaning. You roll down the windows and let fresh air replace the old, stagnant ways of the past. You put down the convertible top and see the big sky above. You step on the gas and feel how much easier it is now to move forward. You turn on the radio and hear people saying how you’ve changed, for the better. And you stop and introduce yourself to people who, in the past, you simple drove past.
All because you took the path to emotive branding.

About Tracy Lloyd
Tracy is a co-founder of Emotive Brand. She has 18 years of marketing, development, and strategy experience, working with such brands as Aldo Shoes, UPS, VMware, Brown-Forman, The Kohler Company, Belkin, and numerous startups.
This article was co-authored by Jerry Holtaway, Emotive Brand’s emotive strategist. He has 30 years of copy and strategy experience, working with consumer, business, and service brands including Citibank, American Express, IBM, Nokia, VMWorld, and LEGO.

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>O2 THINKING AHEAD >> Starbucks: An interview with Howard Schultz

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 McKinsey Quarterly

Starbucks’ quest for healthy growth: An interview with Howard Schultz

The company once grew fast. Now CEO Howard Schultz wants it to grow with discipline—in emerging and developed markets alike.

When Howard Schultz returned to Starbucks as CEO in early 2008, after a hiatus of nearly eight years, he quickly concluded that growth had become a “carcinogen” and that the company needed a transformation in its culture and operating approach. As he was leading that change process, Schultz also chronicled it in his new book, Onward: How Starbucks Fought for Its Life without Losing Its Soul.1 In this edited conversation with McKinsey’s Allen Webb, Schultz answers some of the questions raised in his book, describes the insidious impact of breakneck growth on Starbucks, and explains how he hopes to keep the company on a healthier growth trajectory. Emerging markets have a significant role to play in powering future growth. So does Starbucks’ transition into what Schultz hopes will be the first company to excel as both a retailer and a purveyor—in supermarkets and other mass-market channels—of consumer packaged goods.
Included with this edited summary of Schultz’s comments are video excerpts from the actual interview.

 

Howard Schultz on Starbucks’ quest for healthy growth
The CEO describes his plans for the company to grow with discipline—in emerging and developed markets alike.

Howard Schultz: Let me try and put growth in the context of the last 15 or 20 years of Starbucks’ life, and then I’ll try and specifically answer the question. You have to understand that in 1987, Starbucks had 11 stores and 100 employees, and we had this dream to create a national brand around coffee and a unique experience in our stores that, hopefully, we would be able to extend from the West Coast to around the country.
And from that point on, the dream started becoming a reality, and it almost had a life of its own. What we were building seemed to work wherever we opened stores. We had a little bit of luck and business acumen and perhaps just the fortuitous opportunity that comes along with perfect timing. For 15-plus years or so, almost everything we did worked as we built this very unique brand around coffee and a values-based organization.
When you look at growth as a strategy, it becomes somewhat seductive, addictive. But growth should not be—and is not—a strategy; it’s a tactic. The primary lesson I’ve learned over the years is that growth and success can cover up a lot of mistakes. We’re going to make more mistakes. But we’ve learned a great lesson. And as we return the company to growth, it’ll be disciplined, profitable growth for the right reasons—a different kind of growth.
The Quarterly: So turning the clock back to 2008, what were some of the things you were seeing that felt carcinogenic?
Howard Schultz: When we reviewed some of the underperforming stores, I was horrified to learn that the stores that we ultimately had to close had been open less than 18 months. When you look at that—the money invested and the money that we had to write off—those decisions were made with a lack of discipline. Also, I think there were times, during that period when we were chasing growth, when we were making decisions that were kind of complicit with the stock price. That’s a very, very dangerous road to go down.
The Quarterly: One thing you did, soon after returning, was to stop reporting same-store sales.
Howard Schultz: Correct.
The Quarterly: Why did you do that, and how did it work out?
Howard Schultz: Well, there’s a fine line between trying to manage the company in the most appropriate fiduciary way—and at the same time providing analysts with 100 percent transparency, which they deserve. And I say “fine line” because you don’t want to start making decisions that are based on a P/E or stock price. However, when a P/E gets to a certain point and a stock price gets to a certain point, you begin to believe that the organization, the enterprise, is worth that. And then you get to a point where you’re managing to either uphold it or to increase it.
An albatross around the neck of most retailers and restaurant companies is this metric that Wall Street created many, many years ago: the calculation of the growth of stores open for more than one year. Taking one unit and seeing whether or not that unit is growing, year over year, is a solid case study of whether a company is healthy, but not the only one. In any event, Wall Street became enamored with this number. And as a result of that, most retailers and restaurants report comp-store sales on a monthly basis. What that does is produce tremendous fluctuation in stock prices on a monthly basis, because God forbid you get a down month.
I thought, when I came back, that we had become linked internally to the comp-store sales number, and we started making decisions that were driving incremental revenue and perhaps were not consistent with the equity of the brand. I wanted to remove that albatross from the necks of the operators.
So I announced, one day when I came back, that we were going to stop reporting monthly comps. And you would’ve thought the world came to an end. It didn’t come to an end. Now, at the time, since we were not performing, I was accused of not being transparent and trying to hide things. But what I was trying to do was make sure that our people were managing the business for the most appropriate constituent, which is the customer.
The Quarterly: What is an example of the kind of decision making that was concerning you?
Howard Schultz: I once walked into a Starbucks, and there was a table of teddy bears in the store that had nothing to do with coffee whatsoever. I asked the manager about this, and she said she was really enthused and excited because it was adding to her comps. You know, this doesn’t make any sense.
The Quarterly: You established an agenda when you came back—a seven-point transformation agenda. And you didn’t abandon growth as part of that. In fact, one of the planks was to “create innovative growth platforms worthy of our coffee.” Why set a goal like that when just fixing your core business was such a key priority for you?
Howard Schultz: You can’t attract and retain great people for a company that isn’t going to grow. No one wants to go home at night and say, “I’m working for a company that’s getting transformed.” It’s not very exciting. It’s so vitally important to give people hope, to provide aspirations and a vision for the future. And I knew from day one that when I returned, it wasn’t only going to be about restoring the company back to its original form. We had to instill a deep sense of commitment to growing the company.
The Quarterly: What did you mean, exactly, when you said you hoped to figure out a different way of growth for Starbucks, a different growth pattern?
Howard Schultz: This is a unique inflection point for Starbucks; I think we’ve identified a very big opportunity to do something that really has not been done before. And that is the following: there are many, many companies, domestically and around the world, that have built a domestic national footprint around retail stores, just like Starbucks—the Gap, Costco, Wal-Mart, Coach, Zara. And there are many consumer-packaged-goods companies—Pepsi, Coke, Kellogg’s, Campbell’s. There hasn’t been one company I can identify that has been able to build complementary channels of distribution by integrating the retail footprint and the ubiquitous channels of distribution—in our case, grocery stores and drug stores.
So the model is, Starbucks can seed and introduce new products and new brands inside our stores. We introduced VIA instant coffee in our stores. Instant coffee is a $24 billion global category that has not had any innovation in over 50 years. And no growth. If we took VIA and we put it into grocery stores and it sat on a shelf, it would have died. But we can integrate VIA into the emotional connection we have with our customers in our stores. We did that for six to eight months and succeeded well beyond expectations in our stores. And as a result of that, we had a very easy time convincing the trade, because they wanted it so badly.
We can draft off of our stores into ubiquitous channels of distribution and then integrate that into the capability and the discipline we have around social and digital media. And this is not a pipe dream. This will happen in 2011. Right now, one out of every five transactions in our stores happens off the Starbucks card. And it’s growing rapidly. Sometime in 2011, not only are you going to be rewarded for buying something at a Starbucks store, but buying Starbucks-branded products in a grocery store is also going to give you a reward off your Starbucks card. So we’re going to integrate the reward system, in a way that has never been done before, between our retail stores and the wholesale channel.
The Quarterly: Let’s shift gears and talk about Starbucks’ potential in emerging markets.
Howard Schultz: The big opportunity, in terms of total stores, is what’s happening in China; we’ve got 800 stores in greater China, 400 in the mainland. When all is said and done, we’ll have thousands. We’re highly profitable there. We’ve been there 12 years, and I would say that the hard work—in terms of building the foundation to get access to real estate, design stores, and operate them—is well in place.
We started out, like most Western brands, going to the two major cities, Shanghai and Beijing. In the last couple of years, it is stunning to see what we’ve been able to do in secondary and tertiary markets—these markets have five to ten million people in them. This past month, we opened up in two cities that people never heard of. One is Fuzhou, which has a population north of five million people. In a rainstorm, people were lined up in the morning waiting for the Starbucks door to open.
I was in China last month, and a government official told me there are now 140 cities in China with a population north of a million people. We don’t have a rollout plan for 140 of those cities, but we strongly believe that the discipline and the process are in place for us to execute a very big growth plan in China, learning from the mistakes we made in the US.
Every consumer brand imaginable is rushing to these emerging markets, with China being the number one. I wasn’t around for the gold rush, but I suspect that’s what it’s like: everyone’s just throwing stuff against the wall, hoping something’s going to stick. We want to be very thoughtful and disciplined—not get carried away, not go to too many cities. I don’t want to go so wide. I think success in China, for us, is making sure we go deep in these markets before we spread out to so many markets around the country. It can be seductive; we’ve got to be very disciplined.
The Quarterly: So how do you choose?
Howard Schultz: There’s a whole team, a real-estate team—that is, a local one—that is working with our people here in Seattle. As you might imagine, we have built, over the last 40 years, a very refined model in terms of demography and understanding where our stores should be located. And based on the success we’ve had in China over the last few years, we’re now mapping those statistics and metrics in a way that gives us a very good understanding, with great predictability.
The Quarterly: What other emerging markets strike you as particularly important?
Howard Schultz: I just came back from India, and we will open up stores there, hopefully within the next 12 months. I think we’re significantly understored in Brazil, where we’ve got 50 stores or so—with a very big upside. We’re not in Vietnam yet; we’re looking at Vietnam with a close eye. If we’re lucky, maybe we’ll get there by 2012.
The Quarterly: How do you think about prioritizing growth opportunities in those countries?
Howard Schultz: It’s clear that the number-one growth opportunity is China. We believe that we can build a major business in India, but we’re not there yet. So our international team created a growth plan for the next three years in terms of the number of stores, the number of markets. The US team has done the same thing on a parallel track, and then we’ve laid onto that the investment that we’re making currently in building a significant capability and business model around CPG,2 which is what I described earlier.
The Quarterly: You said in your book that you’re particularly cognizant of not wanting the same things to happen in China that happened in the United States. What are you doing to guard against that?
Howard Schultz: All of the learning in the last two and a half years of the transformation is now being layered onto every international market in terms of how we operate the stores and how we enhance the customer experience. Now, with regard to China, given the fact that it is a big opportunity, we are providing the China team with resources that, perhaps, other markets are not getting—senior people who are managing big businesses at Starbucks are going over to China to ensure that the China team has the benefit of all the things that we’ve learned, as well as the benefit of the mistakes that we’ve made. I’m spending a disproportionate amount of time there myself; maybe it’s my own paranoia.
What we want to do as a company is put our feet in the shoes of our customers. What does that mean, especially in China? It means that not everything from Starbucks in China should be invented in Starbucks in Seattle. Now, the Chinese customer, like many customers around the world, does not want a watered-down Starbucks. But we want to be highly respectful of the cultural differences in every market, especially China, and appeal to the Chinese customer. So as an example, the food for the Chinese stores is predominantly designed for the Chinese palate.
Now, this is not a company that did these kinds of things in the past. We were fighting a war here between the people in Seattle who want a blueberry muffin and the people in China who say, “You know what, I think black sesame is probably an ingredient that they would rather have than blueberry.” And I would say that goes back to the hubris of the past, when we thought, we’re going to change behavior. Well, no, we’re not going to change behavior. In fact, we’re going to appeal with great respect to local tastes. So we have a list of core products, in almost every country we’re now doing business in, that is right down the center to appeal to the local consumer.
What we’re trying to do is create a balance between this being a Starbucks store with all the trappings and, at the same time, a very deep level of sensitivity to local relevancy. That’s hard to do when you’re all over the world in 55 countries. The reason it’s working is that we’re decentralizing and, for the first time, trusting that the people in the marketplace know better than the people in Seattle.
The Quarterly: What’s your biggest growth constraint?
Howard Schultz: It’s not financing. We’re sitting on about $2 billion in cash. And what I’ve said publicly to the Street is that this probably will be the first time in our history when we will be quite opportunistic about potential acquisitions.
Rather, it’s human capital. We want to attract world-class people who have values that are well aligned with the culture of the company. And we want to make sure that the growth of Starbucks in the future doesn’t in any way cover up the mistakes we’ve made in the past.
The Quarterly: How worried are you that growth could become carcinogenic again?
Howard Schultz: I’m not worried about that at all. I can’t count on one hand how many times the leadership team or the company has celebrated over the last 18 months. And the truth is, we’ve had a lot to celebrate. We’ve more than quadrupled the market value of the company. We had record revenue, record profit for the year, for the quarter.
But we are actually turning over rocks and looking at the things that perhaps we didn’t get right and constantly, I think, beating ourselves up. If you walked into our Monday morning meeting, you would think this is a company that is still trying to transform itself. I would describe the team and I as spending as much time as we did then looking in the rearview mirror—at the things we’ve just done to ensure that we’ve laid the right foundation and that the culture is preserved as we grow the company. It’s quite a different discipline and mentality than we had in the past.
There is a discipline of being very self-critical, with real quantitative metrics to study the investments that we’re making across the board, whatever they are—return on investment in stores, return on investment in advertising, return on investment in new-product introductions; looking at the entry cost of new markets in a different light; looking at the supply chain in a different way. This is a company that took $700 million of costs out of its operations in the last two years. And we’re still looking for more.

About the Author
Starbucks healthy growth article, exceptional past growth, Strategy

Allen Webb is a member of McKinsey Publishing and is based in McKinsey’s Seattle office.

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>Being Authentic in the Social Media Frenzy

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The increasing use of social media amongst businesses reflects the fact that social media is important. But realizing value from its use requires the right type of use.

Here are a few tips for being authentic and maintaining authenticity with business social media use.

Make it personal.

Identity matters online. Which is why companies shouldn’t build a faceless social media presence. At a very minimum, business social media profiles should be associated with a real person who has some level of autonomy and the ability to make his or her personality part of the show.

Don’t be afraid of opinion.

A big part of ‘keeping it real‘ that deserves individual attention is the fear of opinion that often exists amongst businesses. It’s my belief, however, that one of the big reasons consumers don’t trust companies is that companies often strive so hard to be ‘PC’ that they lose a sense of culture and personality. Instead of representing something, they end up representing nothing. Frankly, there’s nothing worse from a branding perspective.
When it comes to social media, companies and their social media managers shouldn’t be afraid to express an opinion (or two or three). Obviously, opinions have consequences. So ‘speak first, think later‘ isn’t an advisable approach. But ‘speak, say nothing‘ is something that should be avoided at all costs as well, as it negates whatever potential social media has to help your business build relationships with consumers.

Focus on interactions, not followers and fans.

Many businesses have an unhealthy focus on the number of followers and fans they acquire on sites like Twitter and Facebook. To a certain extent, it makes sense: the number of followers or fans you have is an easy metric for assessing ‘success‘.
But a sizable following doesn’t necessarily equate to influence or results. Which is why businesses using social media should focus more on using social media to facilitate quality interactions. This is far more likely to produce meaningful action on the part of a consumer, and will likely have a greater impact on the perceptions of the silent majority (read: the many consumers who watch, but don’t participate).

Keep the distribution of traditional marketing messages to a minimum.

Social media may or may not be a cheap way to distribute your traditional marketing messages, but if that’s all you use it for, it defeats the purpose. So many consumers shun traditional marketing for a reason.
If your social media presence is merely a platform for promoting press releases, promotions, etc., it will be much harder to attract attention, spark meaningful interactions and create the warm, fuzzy feelings amongst consumers that you’re hoping to elicit. In other words, if your Twitter or Facebook account is an extension of your RSS feed, you’re missing the point.

O2ibm

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>Being Authentic in the Social Media Frenzy

>



The increasing use of social media amongst businesses reflects the fact that social media is important. But realizing value from its use requires the right type of use.

Here are a few tips for being authentic and maintaining authenticity with business social media use.

Make it personal.

Identity matters online. Which is why companies shouldn’t build a faceless social media presence. At a very minimum, business social media profiles should be associated with a real person who has some level of autonomy and the ability to make his or her personality part of the show.

Don’t be afraid of opinion.

A big part of ‘keeping it real‘ that deserves individual attention is the fear of opinion that often exists amongst businesses. It’s my belief, however, that one of the big reasons consumers don’t trust companies is that companies often strive so hard to be ‘PC’ that they lose a sense of culture and personality. Instead of representing something, they end up representing nothing. Frankly, there’s nothing worse from a branding perspective.
When it comes to social media, companies and their social media managers shouldn’t be afraid to express an opinion (or two or three). Obviously, opinions have consequences. So ‘speak first, think later‘ isn’t an advisable approach. But ‘speak, say nothing‘ is something that should be avoided at all costs as well, as it negates whatever potential social media has to help your business build relationships with consumers.

Focus on interactions, not followers and fans.

Many businesses have an unhealthy focus on the number of followers and fans they acquire on sites like Twitter and Facebook. To a certain extent, it makes sense: the number of followers or fans you have is an easy metric for assessing ‘success‘.
But a sizable following doesn’t necessarily equate to influence or results. Which is why businesses using social media should focus more on using social media to facilitate quality interactions. This is far more likely to produce meaningful action on the part of a consumer, and will likely have a greater impact on the perceptions of the silent majority (read: the many consumers who watch, but don’t participate).

Keep the distribution of traditional marketing messages to a minimum.

Social media may or may not be a cheap way to distribute your traditional marketing messages, but if that’s all you use it for, it defeats the purpose. So many consumers shun traditional marketing for a reason.
If your social media presence is merely a platform for promoting press releases, promotions, etc., it will be much harder to attract attention, spark meaningful interactions and create the warm, fuzzy feelings amongst consumers that you’re hoping to elicit. In other words, if your Twitter or Facebook account is an extension of your RSS feed, you’re missing the point.

O2ibm

Visit this group