For example, a study on online drug reviews showed that lay opinions were adopted much more than pharmacists', unless a pharmacist gave an unexpected review (such as advising against a certain drug). Vermeulen's resulting advice: try to minimize the role you take on, so that expectations are reduced and the message gets through to people. Another option is to express messages that are the opposite of expectations, but this is usually not the message you want to spread as an organization.
Of course, this is often at odds with practice, where organizations want to communicate with one voice in an integrated manner: their corporate identity, built up with much effort (and money), must be protected! A possible solution is to look for 'the person' who fits your organization (as XS4ALL does in its communication ), or to use representatives who fit the personality of your organization.
Social media: lists, lists & lists
During the actual presentation of the social media monitor, Steven Jongeneel cleverly played on the fact that people love lists and facts that are easy to share. Once we get to edition four, it is now clear that the larger organizations can no longer ignore social media: the first edition indicated that 11% of the brands studied were present on social media (not always active), in edition two that was 35% (where most interaction took place in fan communities), last year 67% were present ('they learned to dance then'), while this year 90% of the brands studied appear to be actively present.
Some interesting insights:
Social media deployment turns out not to be a 'try': 88% of brands have made a plan.
48% of respondents appeared to have a 'social media manager'.
Half of the organizations have reserved 1 to 3 FTEs for social media.
The majority of the social media budget goes to these social media employees, software and campaigns.
Where previously there was a lot of software attention for online monitoring, there is now an increasing need for social media management: control of all processes and customer relationships.
Measuring social media use does not appear to be the biggest stumbling block: organizations have more difficulty determining which objectives to choose.
YouTube: Maybelline (although the report mentions L'Oreal Paris) has a strong focus hong kong phone number list on relevant content and manages it well.
LinkedIn: ABN AMRO makes maximum use of the new possibilities of LinkedIn, such as adding products and services.
Twitter: ABN AMRO makes extensive use of this low-threshold channel and appears to have reasonable multichannel integration.
Facebook: HEMA pays a lot of attention to the content to be shared and community management.
Hyves: Heineken adapts its presence to the target group and identity 'in good packaging'.
Own community: Tele2 has its own forum where customers help each other.
Overall, these were the top three of the social media monitor 4:
Vodafone
HEMA
Tele2
Of course, a bit like Dutch, there is always criticism of a study like this (both after the event and online). The starting point of large advertisers may no longer be tenable next year: if an organization performs well via social media, part of the advertising budget can shift to online use (as Bol.com apparently did). Of course, it is impossible for social embassy to study all Dutch organizations, but perhaps it would be useful to have a community draw up a relevant list here.
In addition, it was suggested that a distinction in disciplines could provide interesting insights, instead of a total ranking. I completely agree with that, but at the same time I also think that Social Embassy deserves respect in this way for the way in which they conduct research on this scale in the Netherlands and add value to the discipline.
View the full Social Media Monitor 4 report below: