news feed algorithm changes not a problem for brands with an engagement focused strategy

By on Nov 20, 2014 in fleishmanhillard, online community, public relations, social business |

[Note: A slightly reworked version of this post now appears on LinkedIn] A new research report by a Forrester analyst, suggesting that brands are wasting their money on Facebook and Twitter, has generated lots of interest this week. The report itself is behind a pay wall, but has been covered on the Wall Street Journal CMO blog. “You don’t really have a social relationship with your customers,” analyst Nate Elliott wrote in a new report titled “Social relationship Strategies That Work.” According to Mr. Elliott, top brands’ Facebook and Twitter posts only reach around 2% of their fans and followers, and less than 0.1% of fans and followers actually interact with each post on average. What’s more, Facebook announced last week that another tweak to its news feed algorithm will soon make it even less likely brands’ unpaid posts will actually be seen by users. As a result, marketers hoping to interact with consumers online  might be better off investing in social features that exist on their own websites, or in smaller, more niche social networks, Mr. Elliott said. I couldn’t agree more with the view that many brands are indeed throwing their money at social media programmes that don’t generate measurable progress towards strategic outcomes, but it’s the lack of strategy, rather than the platforms themselves, that’s primarily to blame for this. It doesn’t matter if .01%, 2% or 80% of a brand’s fans and followers see a post if having done so doesn’t boost awareness, improve perception, give the consideration process a nudge, drive a lead, generate a purpose, or tighten the embrace of an advocate. The shift that Elliott speaks of, from the larger social media platforms such as Facebook and Twitter towards more niche platforms and functionality provided by a brand’s owned web properties isn’t just about seeking refuge from news feed algorithms. It’s about ownership and control over users and their data and also enhances the ability of brands to establish and nurture smaller, better, more focused communities connected to business outcomes. A collection of fans and followers on a branded Facebook page is not a community because there is little shared sense of belonging or intention of those fans and followers to work together with the brand towards a common goal. This can only happen within a smaller community where stakeholders can be brought closer together, and closer to a brand, through the creation of meaningful participatory frameworks. It’s not the fault of changing algorithms that brands find it difficult or impossible to build genuinely meaningful “social relationships” with customers. The approach of most large brands on social media has been to apply a broadcast model on a medium that demands something more direct, personal and engaging. If the strategy is broadcast, then changes to news feed algorithms will diminish the potential for brands to succeed in social, but if the strategy is to engage in ways that are meaningful for customers, and generate outcomes important for the business, the algorithms are much less likely to impact whether brands succeed or...

10 ways to be a great agency client

By on Nov 3, 2014 in fleishmanhillard |

Below are some top tips on how to have a successful relationship with your agency… 1. Involve stakeholders early on I’ve been involved in situations where clients share too little too late with their own internal stakeholders. The reality is, organisational silos inhibit success, so keeping things to yourself is unlikely, in the medium to long-term, help anyone achieve what they set out to.   2. Disclose budgets In the real world, whenever we want to purchase a product or service, we outline the budget we have in mind – otherwise, how would the car dealership know what you mean when you say you want a “great car” or an estate agent know what you’re looking for if the only parameter is that your seeking “the perfect home”? Disclosing your budget, even as a range, helps your agency develop a proposal aligned with your expectations.   3. Treat your agency as an extension of your team If you don’t trust your agency, you probably shouldn’t have hired them. Every piece of great client work I’ve ever been involved in has shared the same characteristic – namely, the client treated us as an extension of their own team that brought capabilities and capacity that wasn’t present inhouse.   4. Establish clear boundaries of responsibility There’s few things worse than balls getting dropped simply because no one knew they were responsible for picking things up. Make it clear in your Statement of Work, and any plans developed subsequent, what responsibilities are owned by who.   5. Respect that they are a time based business Agencies are usually time based businesses, billing by the hour. It’s fine if you’d like an hour long conference call with the entire team each week, but this eats of time that people could be using to deliver. Don’t get me wrong – regular communication is very important, but budget for it upfront.   6. Understand and communicate your own objectives clearly, as well as their motivating factors It’s important that your agency clearly understands your objectives and the motivating factors behind them. This isn’t just about aligning with your corporate strategy – it’s about helping you look good by helping you contribute towards meeting that strategy.   7. Deliverables and processes should be iterative – encourage failure where it contributes to future success Throughout the client/agency relationship, you’ll be continually learning through success and failure. Identify and leverage these learnings early, making iterative adjustments that capitalise on them. Just because the SOW states your agency will do something a particular way doesn’t mean that, with your agreement, 6 months from now they should be sticking to the letter if your interests are better served by some adjustment.   8. Flag dissatisfaction early and offer a chance to improve Sometimes agencies don’t get it right – they put the wrong people in place or misunderstand a process or deliverable. When that happens, let them know as soon as possible so that they have a chance to rectify the situation. Letting things simmer beneath the surface until you can’t take anymore can ultimately lead to a time consuming re-pitch that diverts agency resource as well as your time.   9. Don’t let procurement weigh cost greater than capability and creativity You know what you want from your agency, so don’t let the generalists in procurement tell you any different – it’s better to get what you need from the agency you’d prefer to work with than to be saddled with a procurement led decision where cost is the most heavily weighed factor.   10. Recognise that commercial and professional incentives are different Agency people love to do intellectually challenging, creative work. The agencies they work for may very well love the awards that type of work might bring, but are ultimately a commercial entity so are driven by revenue, profitability and margins. Many agency people feel awkward having commercial conversations with their clients – it’s not why most of them joined the industry they’re in – so make it easy: define the amount of time based budget that should be spent on activities upfront.   Like all relationships, those between clients and their agencies take a bit of work but it’s worth a bit of give and take to get this right. (Please note that the opinions expressed in this blog post are entirely my own and may or may not be shared by my employer and/or...