The presence of a company in Social Media (E-book) has the main purpose of positioning it with an audience that seeks relevant information about its business, which is a “must” for all businesses regardless of their size. Every day, approximately one million users join the world of Social Media and currently 3.81 billion people, that is, 49% of the world population is already present on social networks and the trend is to continue growing.
However, it is not enough to have just one page on a social media network, it is also important that some good practices are followed and implemented, so that the organization can achieve the desired impact.
Thus, before moving on to implementing a strategy it is necessary to define it. Hence, in the first phase it is essential that the active social network accounts are identified, the objectives of the company for online presence need to be defined, as well as the audience that it intends to address.
On the other hand, nowadays, there are several platforms that exist that can make the choice more difficult. In this sense, we demystified the four networks that we believe to be the ones with the greatest potential for return on investment and the respective good usage practices to assist in the decision-making process: Facebook, LinkedIn, Twitter and Instagram.
While it may initially make sense to be present in all of them, this may not be true. And there may be platforms that do not make sense of the company’s presence, everything will depend on the objectives established.
After defining which platforms are most suitable, it’s necessary to define how to establish online communication, both textually and visually. And, for that, it’s essential to develop a market analysis, before starting to create and publish content, since it allows to understand if the produced content and what is being planned is of interest to the target audience.
However, it is crucial that companies when defining this strategy always bear in mind that, although each social network is intended for a specific target audience, communication should not be the same or exposed in the same way for all.
Creating content to feed social media can sometimes seem like a complex task, but to facilitate this process it’s important to define and take into account some good practices that end up being transversal to practically all networks, namely: the issue of tone of communication to be used, formatting, terminology, or even how links, hashtags or even emojis should be placed. In addition to the textual style, the visual part must always maintain the colour style and the same logos, regardless of the social network.
Being present in social media is more than having an account created, it requires care and attention in the way the brand/ company communicated, since it heavily impacts the public. For example, if the experience on social media is positive, 71% of customers are more likely to recommend the company to others.
Given this context and with these insights in mind, we have identified a set of tools that can be used to structured what you really want to communicate on your digital platforms.
The Social Media Guide, which is part of the BloomCast Content Series, is a document developed by BloomCast Consulting with the aim of providing useful and easily actionable information to define the communication line that should be used in the company’s social Media. In it you can find the best practices for managing the various social media accounts, as well as some relevant statistics and facts in relation to the format of each one.
Between the financial crisis of 2008 and the current crisis, caused by the Coronavirus, there was a profound transformation of the communication processes and its underlying technologies. In 2008, e-mail reigned (although it still has an indispensable role), internet pages were not very dynamic and mostly searched through the computer, the desk phone was still an essential work tool and SMS the natural way to communicate in mobility. Many of the social networks were still emerging and business communication was mainly done through these more traditional and formal channels. But, while still in its infancy, digital transformation and mobility were spreading across all domains.
Let’s see: in 2001, Wikipedia was born, which revolutionized the access to credible information on a multitude of topics, opening the door to a world of knowledge available to everyone; in 2003 LinkedIn was born; in 2006 Facebook became a network open to any user; in 2007 the mobile phone experience was redefined with the iPhone and Apple Online store appears in mid-2008 with the surprisingly high number of 500 applications, starting the explosion of apps. The iPad was launched in 2010 as a reliable computing alternative and can be used anywhere comfortably and without the limitations of size and autonomy of notebooks. Uber and WhatsApp appeared in 2009 and, on the content side, the Ricky Gervais Show became in 2006 an instant success also in the podcast format, having broken several download records.
From then to the present moment, there has been an exponential growth of digital channels, with Facebook being the social network of choice, initially for younger generations. But they too have started to abandon it to move to Instagram, and more recently, to the TikTok video platform. On the other hand, Internet browsing is also done, mostly, on mobile devices and voice calls have been increasingly made in applications such as WhatsApp.
The moment of profound change that we are going through now will also have a significant impact in terms of customer expectations and the adoption of new technologies. On the other hand, it forced a reset, a potentially healthier redefinition of expectations, in which costumers and citizens, as a result of the feeling of insecurity and uncertainty that afflicts us all, started to give greater relevance to values such as credibility, trust and reputation. Furthermore, brands have recovered the theme of purpose, but now redefined and putting employees and society ahead of their shareholders.
This change also led to the acceleration of the digital transformation and the adoption and use of tools that allow to be closer to the customer in a easier format, closer to what would be a face-to-face reality. The fundamental theme is to provide a better experience for everyone, costumers and consumers. Online presence had the potential to allow much more than just knowing the brand. It also makes it possible to manage the relationship with costumers and, at the same time, create a more interactive and enriching relationship with each of them. Clearly, the organizations that can execute in this strategy, given the lengthy time expected under the current rules of relationship and social distance, will be the ones that will win.
In turn, the interaction models, powered by video tools, changed the way we managed to keep in touch, being now commonplace when, in the recent past, they were only possible with expensive videoconferencing equipment. The current online learning processes will also be overcome by models of much greater complexity and interaction, immersive and in which it is possible to recreate the face-to-face experience and stimulate the connection between students in a more dynamic way.
More importantly, it is important to remember that this transformation in still in its infancy, the result of technological developments that are promoting new scenarios and interaction models. Virtual augmented reality will transform our day-to-day lives, as many of these technologies become the norm in mobile phones, and as 5G networks become pervasive, creating what can be guessed an infinite bandwidth space for applications that take advantage of these technologies. Traditional mobility with mobile phones, smartwatches and wearable tech will create new experience models.
In other words, technology allows new approaches to communication and communication will have an impact on how it will be used. The creativity in using these new technologies to create better and more enriching experiences will surely surprise us and, when we look back at the reality prior to this crisis, the world will have changed.
Initially published in Executive Digest, online version. Opinion article by Rodolfo Oliveira, Managing Partner at BloomCast Consulting.
Change. Disruption. Transformation. Words often used but which, being used so often, seem to fall short in describing this new reality in which the model of society where we live has been profoundly altered. As always, in times of crisis, establishing a crisis office and revisiting plans, whether business or marketing, and re-evaluating strategies are in order. A change of plans without a defined strategy is potentially ineffective and, if there is no team focused on implementing and speeding up decisions, it is surely a bad path.
Essentially, any company or brand must operate at two levels of priority in the dialogue with its employees, customers and partners. At the first level, it must ensure that the contingency and adaptation plans to this new reality have been implemented, and that it has managed to reorganize itself to maintain its operation with a minimum of disruption. This phase should already be finished or in the finalization phase in the great majority of organizations, as well as defined support and connection initiatives for the teams, the ecosystem and the community in which the organization is integrated.
The second level should focus on the medium term and on understanding how to support its customers, showing the ability to innovate and present ideas, products and services that make it possible to address this new reality, which requires change, in order to use all digital channels available, either to exchange physical points of sale for digital ones or to keep in touch and answer customer questions and concerns. The digital transformation will be accelerated as never before, and companies will be forced to do so in order to maintain their operation.
This two-level thinking and the focus on the second one is key because a transition is beginning to take shape on the horizon, which is not the expected return to normality, but rather to a possible normality, a new normal, a term widely used to define the reality that emerged from the financial crisis and recession that started in 2008, and that will certainly be more digital, less face-to-face, and more distributed, creating new challenges, but also many opportunities for businesses that know how to innovate.
This approach should also be a reality in communications. In addition to the renewal and reinforcement of its own channels, the strong increase in news consumption by the media creates new opportunities. What kind of investments can be boosted? Clearly, branded content and the traditional media relations / earned media have strong potential. And, in this context, what kind of information should be placed as a priority? Providing a clear message of business continuity for the market, while also showing concern and proximity to the community, developing effective digital proposals, ensure all stakeholders are aware of the strategic vision of growth and evolution beyond the current situation are all valid ideas, as well as new products and projects. In other words, to communicate focusing on the medium term and on what characterizes and distinguishes the company.
At a time when we are connected to the computer for such long periods, sophisticated, objective and short email content should also be enhanced as a useful tool, as well as social networks. The worst option is certainly to reduce or stop communicating, because this decision creates an obvious uncertainty in the market, and a space for others to gain visibility.
Basically, this reality forces us to refocus on the fundamental. Whether we are consumers, costumers or suppliers, we are all emotional, we seek to establish long-term relationships, we appreciate sincerity, transparency and those who are by our side and support us when we seek guidance and support. This change will be a moment of transformation, with the inevitable consolidations and problems for those who are unable or unwilling to adapt, but those who know how to innovate in their offer, and communicate this difference, will surely be the winners.
Initially published in Meios e Publicidade, online version. Opinion article by Rodolfo Oliveira, Managing Partner at BloomCast Consulting.