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7/31/2019 Social Media White Paper-Jessica Lui
1/12
By Jessica Lui
7/31/2019 Social Media White Paper-Jessica Lui
2/12
EXECUTIVE SUMMARY
The advent of social media on the digital frontier has marked a paradigm shift in
communications. This report aims to explore the effects of this phenomenon on the David
Suzuki Foundation (DSF), and how social media can be strategically leveraged to further the
organizations goals.
AN INTRODUTION TO DIGITAL MEDIA
The digital landscape has evolved profoundly over the last few years. In particular, the
Internet, social media, and mobile technology have revolutionized the manner in which
organizations communicate information to key stakeholders. An effective communications
strategy integrates both traditional and digital media to capitalize opportunities for
engagement. There are powerful benefits to digital marketing with the potential for exceptional
returns. As a result, there are significant opportunities to influence dialogue through directengagement with the target audience, but doing so effectively has a steep learning curve.
The successful use of digital marketing requires stakeholders to view media in a
different mindset. Digital media platforms are often free, but can be labor-intensive and
complex.1
They require a significant investment of resources in people, training, creating
content, tracking engagement, and refining strategy.2
Most organizations face two key
challenges: where and how to influence, and how to measure financial impact.3
Creating a
digital strategy that encompasses alignment with the organizations objectives, organizational
capabilities, organizational structure and culture are essential in successful implementation.
1Sayre, Katharine, Vaishali Rastogi, Paul Zwillenberg, Jody Visser, and Alannah Sheerin.Marketing Capabilities for
the Digital Age. Rep. Boston Consulting Group, 2010. Print.2
Ibid.3Roxane Divol, David Edleman, and Hugo Sarrazin. "The McKinsey Quarterly." Demystifying Social Media. (McKinsey, Apr.
2012). Web. 14 May 2012. .
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USING DIGITAL MEDIA
Based on market analysis and segmentation, organizations can create a custom selection of
digital channels. Digital channels include but are not limited to: websites, social media such as
Facebook, online communities, search/display advertising, and mobile technologies.4 There is
significant strategic value to using a selected portfolio of digital tools that is appropriate to
organizational needs and optimizing engagement.
DEGREE OF DIGITAL EVOLUTION
It is likely that organizations will shift digital channels and gain expertise over time. There are 3
distinct stages of maturity:
Experimenting Building Digitally Evolved
Digital Marketing is 10% ofMarketing Budget
Identify and engage with keyinfluencers in target
audience
Launch online communityMonitor online services
using web traffic analysis
Digital Marketing is >20% ofMarketing Budget
Use of advocacy programsfor key influencers
Refined engagement toolsEmpowered employees
Source: BCG Analysis
ASESSING DEGREE OF DIGITAL EVOLUTION
4Sayre, Katharine, Vaishali Rastogi, Paul Zwillenberg, Jody Visser, and Alannah Sheerin.Marketing Capabilities for
the Digital Age. Rep. Boston Consulting Group, 2010. Print.
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SOCIAL MEDIA JOURNEY
The target audience will interact with DSF at varying levels of engagement
depending on what information they have consumed, and how informed they are of the
issues that DSF brings awareness to. The target audience under goes a journey before
bonding any message: they first considerthe message, before evaluating how it fits with
personal values, based on personal experience. If they accept the message, they will
then advocate for the cause and form a bondwith the organization. It is likely that they
will further consider the communications that DSF uses to raise awareness of
environmental issues. The social media journey is not monolithic either and contains
four key steps: monitor, respond, amplify and lead. An amalgamation of the target
audience journey and the social media journey identifies which actions to take.
Monitor
social channels for
trends ,insights
Respond to
consumers
comments
Amplify current
positive
activity/tone
Lead changes in
sentiment or
behavior
Consider Brand Monitoring Crisis
Management
Referrals and
recommendations
Content Awareness
Evaluate Campaign Launches
Experience Providing
Support
Fostering
Communities
Customer Input
Advocate Brand Advocacy
Bond
Source: Adapted from McKinsey Quarterly: Demystifying social media
Stepsintargetaudiencejourney
Engage
ent
ExperienceAdvocate
Bond Evaluate
Consider
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RELEVANCE TO DSF: DIGITAL MEDIA AUDIENCE ASESSEMENT
DSF currently utilizes a portfolio of seven digital media platforms, five of which are social media
tools: Facebook, Twitter, Linkedin, Youtube and Flickr. The primary digital driver is currently the
website, followed by Facebook and email.
Website Primary digital media tool for sharing content,
linked to social media vehicles such as Facebook,
Twitter, and Youtube. Large reach for broad
audience.
The website has a large number of
users, however it also has a high
bounce rate (users leave page quickly).
Email Formal communications platform for preselected
list of those who have already expressed interest
Only 33.63% of users will open the
email, and too many emails can be
viewed as spam.
Facebook Large social network where people who follow
the David Suzuki page can receive updates, share
photos, and personal status. Linked to Twitter andYoutube.
Connecting to too many users can
dilute genuine connections
Twitter Microblogging site with 140 word limit. Linked to
Facebook and Website.
Low reach, mostly Facebook users who
also use Twitter
LinkedIn Professional network where people can exchange
messages and receive updates
V. low reach, no control over profile
Youtube Social network for sharing videos Specific purpose
Flickr Social network for sharing photos Low reach, specific purpose
(photosharing)
REACH
Source: Digital Media Analysis 2011 (Jessica Lui)
Website Email Facebook Twitter LinkedIn YouTube Flickr
926,887 170,315 221,437 1271 189 79 1,197
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DIGITAL MEDIA MEDIA PLATFORMS
Note that LinkedIn has been excluded since DSF does not have control over the company profile that is
automatically generated by LinkedIn. Individuals are encouraged to use LInkedIn for professional
networking, discussions, and content sharing with relevant groups.
VideoPhoto
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SOCIAL MEDIA PLATFORM USAGE
What To Do Learn the Language KPI
1.Use DSF Page to
provide regular
updates as
necessary using
status updates
3.Ensure that there
is a consistent
theme in your
messages
LIKE:allows users to
know if you approve a
post
# of likesreachtalking about this
POKE:Avoid for
professional
interactions
2.Coordinate with
communications to
reduce conflicting
messages
4.Keep your
message concise to
increase
engagement
STATUS:Microblogging
feature to provide
updates (share
text/picture/video)
TAG:Identifies a person
in photo/video
1.Use Twitter
Handle(DavidSuzukiFDN)
3.Follow other users
in industry
@:use to address
public message to otherusers
# of followers
RT:retweet to share
another users post
2.Post to other
social media
platforms (ie.
Facebook)
4.Make it to
#FF(Follow Fridays)
lists, to have others
suggest followers to
you
DM:direct message a
follower
#:hashtags categorize
tweets
1.Determine if a
video will contribute
to your campaign
3.Post to other
social media
platforms (ieFacebook/Twitter)
LIKE:ability of others to
vote videos up or down
# of likes# of comments
VIEWS:how manyindividuals have
watched your video
2.Use DSF account
1.Determine if
sharing photos is
primary purpose
3.Monitor
comments as
necessary
GROUP POOL:share
photos among a group
# of photos
2.Use DSF account
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CONCLUSION
Most organizations learn by testing different digital media platforms and evaluating their
success to determine what works best for the organizations needs. In regards to DSF, specific
projects may have unique needs, depending on the target audience, type of project, and
available resources. This report aims to provide a resource for DSF employees and volunteers
who are considering using digital media for communication or promotion. Ultimately, long term
success is dependent on committed leaders who understand the importance of social media
and test-and-learn culture.
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Appendix
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Accounts ( # of followers)
@DavidSuzukiFDN (17,237)
@DavidSuzuki (819)
@FondDavidSuzuki (452)
Accounts ( # of followers)
@DavidSuzukiFDN (17,237)@DavidSuzuki (819)
@FondDavidSuzuki (452)
Digital Media Analysis - 2011
SUMMARY
Total Likes: 185, 384 (+ 1.28%)
Friends of Fans: 27,497,033 (+1.23%)
People Talking About This: 7,116 (+5.36%)
Weekly Total Reach: 221, 437 (+8.45%)
DEMOGRAPHIC ANALYSIS (REACH/LIKES
GENDER
AGE RANGE
GEOGRAPHICAL ANALYSIS
Primarily Canadian Reach
Top Cities: Toronto, Montreal, Vancouver,
Calgary, Ottawa
LIKE SOURCES
1. On Page, New Feed or Ticker
2. Facebook Recommendations
3. Like Box/Like Button
4. Timeline (NEW Feature)
SUMMARY
Primarily Canadian Reach
To Referrer: Facebook
ACCOUNTS (# of FOLLOWERS)
@DavidSuzukiFDN (17,237)
@DavidSuzuki (819)
@FondDavidSuzuki (452)
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Digital Media Analysis - 2011
YouTube
SUMMARY
Views: 82,263 (+79 Subscribers)
Likes: 148
Dislikes: 20
Comments: 119
Shares: 46
Favourites Added: 153
Favourites Removed: 63
80%
10%
10%
Youtube Watch Page
Embedded Player
Mobile Devices
Other
PLAYBACK LOCATIONS
KEY DRIVERS OF TRAFFIC
59%
26%
15%View Referrals
(Inside Youtube)
Mobile Apps/DirectTraffic
View Referrals
(Outside Youtube)
SUMMARY
Total Following: 1,189
Linked to blog and website
KEY PERFORMANCE INDICATORS
None-pages are automatically generated by
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Digital Media Analysis - 2011
Email Newsletter
SUMMARY
Total Contacts: 137, 238
Total Members: 170 315
KEY PERFORMANCE INDICATORS
Open Rate: 51.33%
Click Rate: 33.63%
Bounce Rate: 1.22%
Flickr
SUMMARY
Total Members: 1,197
Photos: 3,498
Posts: 31
KEY PERFORMANCE INDICATORS
# of photos per project: (~3000)
SUMMARY
Primarily Canadian Reach
Top Referrer: Facebook
Visits: 1,324,125
Pages per Visit: 2.49
Average Duration per Visit: 2.5 min.
New Visits: 70.26%
Bounce Rate: 59.59%
Website
KEY DRIVERS OF TRAFFIC
45%
28%
23%
4%
Search Traffic
Referring Sites
Direct Traffic
Campaigns