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According to online marketing pioneer Richard Gorman, many brands still fail to understand exactly how social media marketing is best implemented.
New York, New York (PRWEB) February 26, 2013
What these figures show is that, for as much as businesses and brands may invest in social media marketing, and for as much as marketers may say they understand what social media marketing is all about, there is obviously a disconnect, Gorman remarks, in his press statement. The oft-recited rule of social marketing is that it is all about creating an appealing experience for users. Most of us give lip service to this idea, yet these statistics make it clear that most brands dont really do a great job of keeping their social media users coming back for more.
Gorman goes on to highlight an additional point made in the ReadWrite article, which is simply that many corporate social media pages are more about promoting the brand than creating an enticing user experience. It is really no wonder that many brands are languishing, says Gorman. Many corporate social media accounts, particularly for smaller businesses, are still littered with naked appeals for social shares or re-tweets. You dont get social shares by begging for them, though; you get them by creating content that actually makes people want to share it. Again, it is all about focusing on providing for the usernot promoting the brand per se.
Gorman goes on to underscore another sobering statistic found in the ReadWrite study, which is that only about 11 percent of businesses say that their social marketing strategies incorporate insights offered by other business departments. In other words, the marketing team is building these social media accounts without any input from the customer service division, explains Gorman. This is a huge missed opportunity for creating a social space that is more appealing to actual clients; how much more enticing would a social media page be if consumers knew they could have their specific product questions answered there?
ReadWrite affirms this point, noting that more than half of all consumers use the Internet to seek product support or help from other consumers. Smart brands, such as Hewlett Packard, have launched their own social support centers, resulting in multi-million-dollar savings.
The article concludes by encouraging businesses to forgo such common social metrics as likes and buzz, and instead search for more meaningful analytics, such as ways in which their social media campaigns save them money or increase their internal efficiency.
The bottom line is that social media marketing simply does not work when it is all self-promotion, all the time, Gorman explains. If you want online users to keep coming back for more, you have to offer them a user experience that helps them, that addresses their needswhich might mean online support and customer service, and it might mean posting helpful, informative content. The important thing is that the usernot the brand itselfis at the center of these endeavors.
Richard Gorman is a long-time direct response marketing pioneer and a social media enthusiast.
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Consumer Alert: Richard Gorman Indicts Dangerous Social Marketing Blunders
With dozens of social marketing venues for its divisions and subdivisions, General Electric still retains central oversight, largely through its use of analytics.
As new platforms rise and fall, Paul Marcum, director of global digital marketing and programming at GE, keeps a close watch, game to test-drive their effectiveness. But he's just as willing to move on if the venue doesn't attract the desired audience. For instance, the company let its Foursquare presence go when it realized the platform was not a match for GE's marketing needs.
With brand, divisional and subdivisional social media presences on Facebook, Twitter, LinkedIn, YouTube, Pinterest, Google+ and more, GE found that developing and deploying content and managing every response to each audience was too time-consuming for in-house resources.
Offloading content development has allowed the company to develop an overarching social media strategy that plays to each platform's strength. Marcum considers Facebook as "GE at its most accessible" because it has the most content and fastest response times. YouTube is an avenue to celebrate GE's technology and manufacturing impact with engaging videos.
Taken together these channels "humanize the organization in a way it never had been before," Marcum says.
Outsourcing content
He selects advertising agencies based on their expertise with specific social media formats. For instance, one agency skilled in visual presentation and video deals with Instagram content; another that is known for its ability to generate micro-content is tapped for Facebook and Twitter.
Marcum acknowledges that this "robust mix requires more overhead" in terms of managing it all but ultimately calls it time well-spent.
Marcum continues to finesse GE's social marketing approach, mostly through improved analytics. In the early days, Marcum received a PDF each week with basic results such as likes, fans and followers. But that was inadequate, because "it wasn't tailored to engagement or real time and really didn't reflect the opportunity in social media," he says.
Nowadays, GE uses homegrown analytics and visualization software that pings all social media APIs for data, including Google Analytics, Facebook and Twitter. Managers can access real-time customizable dashboards that illustrate performance on a daily basis.
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Analytics boost social marketing efforts
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