Earlier this week, I spoke at the Getting Results from Social Media and PR conference at a great facility at One America Square in the centre of London. The panel I was on was about “How to Secure Senior Stakeholder Buy-In With Comprehensive, Practical Tools & Methods To Measure & Prove The Value Of Your Social PR”
My fellow panellists were:
Lucy Whitehead, Head of Digital & Social Media, First Group
Darren Jones, Social Media Manager, Post Office
Richard Bassinder, Social Media Manager, Yorkshire Building Society
Chaired by Paul Lockstone, Corporate Comms Chief at Barclaycard
I’m newly into trying to get into the habit of painting pictures (for the audience) so if I was drawing a picture of how Zurich is doing Social, it’d be like being an Iguana. We’re making social work for our organisation/sector. We’re taking our existing position with a range of channels, and then retrofitting in a strategy, plan, plumbing, processes etc, in order to make progress going forward.
Now for us, we’re actually retrofitting from quite a healthy start. We have 7 channels, each covering their own respective audience group or customer, each with a fairly healthy follower level (north of 18,000 all together). But, it doesn’t appear to be the most engaged of audiences. So that is something we need to try and fix. And that involves creating a social business mindset across the company. We need to get more of the brilliant professionals in our business to be more social in their own professional communities.
On the Executive buy-in front I spoke about how we could appear to be a little old school. It probably won’t surprise you to know we, a UK operation of a global Swiss insurer, doesn’t have an overly actively social CEO, nor any of our MDs. But just because they don’t participate themselves, doesn’t mean we write them off. Far from it. I’m encouraging them to talk about social in the positive. To talk about the opportunity. To see the benefit of internal collaboration using our internal social networks and then to take that into the places where our external stakeholders congregate. And Im pleased that we’re making some progress there.
So it’s a top down, but also a massively bottom up approach we need to develop.
On the metrics front, many of the panel, and in the preceding presentations talked about hard financial measures – Cost Per Engagement, or Cost Per Click – as metrics they used. Great if you’re in that space. For many who find themselves in my position, we need to take it a little more softly. For me, one of my metrics is to get more of our 7,200 people to talk about Zurich and our business, or our products or services, in their own social worlds. Im looking at how many Zurichers say they work for Zurich in their Twitter bios for example.
For 2016, we’ll be working on our Conversation Club – finding our internal people who are active professionally and focussing some effort and resource into them. They’ll be people of all levels of the company and if they become more active, their teams, colleagues, (internal competitors! – yes, we all love a bit of competition)) will see it and join in too.
But at same time pulling together all the great content that we have and making it available to as many people internally who can. They might just share it with their communities. And that might end up in sales or people wanting to working for us. Win, win!
One other thing that stuck in my mind from an earlier session. Naturally we heard a lot about making sure you know what your customers/audiences want from you on social. The thought from me was “What if the answer is nothing….” I’ll leave that thought for another day.
Thanks for reading – let me know your thoughts in the comments below!