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  • 00:00

    [MUSIC PLAYING][A Corporate Coming of Age--Better Insights Plus Better Engagement Equals BetterReputation]

  • 00:12

    SPEAKER 1: So I'm going to talk about how businessesare using social listening.I'm aware that I'm in a room full of academics.And the first thing I want to sayis that there's a really low bar of academic methodologicalrigor, when it comes to how businesses use social media.So be aware that I'm conscious of that.I'm willing to defend the low bar, if you like,

  • 00:34

    SPEAKER 1 [continued]: but I'm going to skate over it a little bit,only to say that, essentially, businesses are using sociallistening to inform their decisions,rather than maybe formulating a new hypothesis,or whatever it might be.What that means is that speed is valued over rigor.So a lot of the time, some of the examples I talk through,it's like, I can't believe they say [INAUDIBLE] thisand [INAUDIBLE] that.But it's because we're trying to advise businesses

  • 00:56

    SPEAKER 1 [continued]: to make a decision within minutes or hours,rather than having the opportunity to step back,consider whether or not the data is as rigorous,that it's been cleaned, has it beenthis and that and the other?So businesses are using it in a slightly different wayfrom how a lot of people in the roomare using social listening.But it's still important to considerhow businesses are using it.And I think, though, there's some value for academics

  • 01:17

    SPEAKER 1 [continued]: to take away from what businesses are doing.The first [INAUDIBLE] is that thisis where the money flocks to.So Karl mentioned this, I think, right at the top of the day,to say that the tools that are being developedare so heavily focused on what marketing departments needand what businesses need.And there's a kind of an economic reality to that

  • 01:38

    SPEAKER 1 [continued]: that we will have to accept.But first and foremost, people thatare developing new tools, new servicesin the social listening space, aregoing to do it, because they want to sellthose services to businesses.So what you're going to see is the trendsthat happen in the business in the corporate spaceare going to lead the kinds of tools that you have available,unless, as Karl intimated earlier,

  • 01:59

    SPEAKER 1 [continued]: you go and you build your own.So there's something to take away there.The second thing is to say that it'spart of a kind of ethical debate aroundhow companies should access and usedata on private individuals.Is that a good thing?Is that a bad thing?And what level should they go to?And third, social listening is changing some of the decisionsthat businesses are making.So it's changing the way they interact with the world

  • 02:20

    SPEAKER 1 [continued]: and then changing the world, as a result.So there's a fair amount of importance to that.The next thing, just briefly mention, [INAUDIBLE]is a consultancy that I work for.I'm the director of the consultancy,and we help loads of these different brands come upwith ways to use social listening.We actually, for some of them, conduct their social listening

  • 02:40

    SPEAKER 1 [continued]: research for them.For others, we advise on how they should use it.And the one thing I've learned isthere is a huge disparity in how differentbrands use social listening tools.You'd be surprised that some of the really advanced nameson here are terrible at this kind of thing.They're really, really a long wayback from where you would expect them to be.And some of them are much further ahead from where

  • 03:02

    SPEAKER 1 [continued]: you would expect them to be.And what you find is, there is a slight trendto suggest that perhaps the youngerstartups, scale-up companies, are adoptingthese technologies and these techniques,fall more quickly than some of the older, more establishedbrands.There are exceptions to those rules, but certainly,where we work with younger, more nimble companies--especially in the tax space, as you'd imagine--

  • 03:24

    SPEAKER 1 [continued]: we're seeing them using social listeningin far more complicated ways and getting good results out of it.What I wanted to do is just list out few different departmentsin a business that might social listening,where we're seeing at the moment.So you might see a marketing department use sociallistening really effectively to understand how effectiveits campaigns will be.You might see employee relations using social listening to,

  • 03:47

    SPEAKER 1 [continued]: perhaps a nefarious term, to spy on their employees.One of the most dangerous reputational risksto any corporate firm is what its employees say about it.And now there's this whole world of opportunityfor employees to go and talk negativelyabout their employer.You've got also investor relations departments,increasingly the way businesses communicate

  • 04:09

    SPEAKER 1 [continued]: with their investment community, with peoplethat own the business.It's happening online.It used to be [INAUDIBLE] crusty old people would go to an ATMonce a year, and they'd have this debate.And that's happening in a much more ongoing way,especially with small investors.And you've got media relations, whichis [INAUDIBLE] background.So the way in which organizations communicate

  • 04:30

    SPEAKER 1 [continued]: with the media is happening more and more alongthrough social media platforms, rather than the old worldof picking up a phone, taking a general staband getting you drunk, so they'll say somethingpositive about your company.It's much more nuanced than that now.And then the fourth thing, the fun thing, I'd say,is it's really about answering those difficult questions.And I wanted to set a few examples.I don't think these slides are going to come up very well,

  • 04:53

    SPEAKER 1 [continued]: but I want to show a few examples of someof the difficult questions that we'rehelping our clients answer.Now, because of various agreementsthat we have to sign with our clients,I can't say things that's we've particularly worked on,but [INAUDIBLE] sort of analogous things.So I don't know how many people haveheard of Stop Funding Hate--maybe a quick show of hands.Got a few-- OK, quite a lot.

  • 05:13

    SPEAKER 1 [continued]: That's good.So Stop Funding Hate, for those that don't know,is a campaign that tries to target companies that advertisewith media outlets that they view as being hatefulin one way or another.[INAUDIBLE] the Daily Mail is front and centerof this campaign.So Paperchase-- I don't know if anyone saw thispretty recently.I think it was maybe even over the weekend.They ran a big thing with the Mail

  • 05:34

    SPEAKER 1 [continued]: on Sunday, where, if you bought the Mail on Sunday,you could go into a Paperchase and get a free giftcard, or something like that.And they were heavily targeted by the Stop Funding Hatecampaign.And we have a client that's in a similar spaceand was really interested to know, OK, well, if we wereconsidering advertising with the Mailon Sundays, that's something that we shouldn't do,

  • 05:55

    SPEAKER 1 [continued]: because of the impact of Stop Funding Hate.Or is it something that I say it doesn't matter?So we're able to analyze, OK, whatis the online discussion that happens around this instance?So not only--I mean, this is a really simple volume of output [INAUDIBLE]But not only that, but which people are talking about thisissue--is it likely to affect their willingness

  • 06:16

    SPEAKER 1 [continued]: to buy our products in the future?And also, is the issue breaking out of that kind of,if you like, echo chamber of the Stop Funding Hate group?Is this breaking out into an audiencethat we were really trying to target anyway?So we were able to conduct this analysis for oneof our clients on, like I say, [INAUDIBLE]from the past weekend on the impact of what Paperchasehad done.And what Paperchase did, which is quite interesting,

  • 06:37

    SPEAKER 1 [continued]: they came out very, very apologetically and said,we're really, really sorry, hands up.We're never doing this again, a terrible mistake.Now, of course, that then flips the tables completely.And what you saw was a huge [INAUDIBLE] a huge reactionfrom another side of the kind of political divide, if you like,saying, well, we're going to stop using Paperchase now.

  • 06:59

    SPEAKER 1 [continued]: So they've almost bat themselves into a corner,where they've got the left saying,OK, right, we're not using you anymore.You advertised for The Mail on Sunday, and the right saying,we're not using you anymore.You refused to advertise with The Mail on Sunday.So it's a really difficult decisionfor businesses to make.And at the same time, if you just completely ignore mediaoutlets that have huge reach-- and the Mail on Sunday ison of the most read publications in the country--

  • 07:20

    SPEAKER 1 [continued]: you are almost doing a disserviceto your product and your service.And you might find that you struggleto reach the customers you need to reach.So we can use social listening to startto unpack how big the impact of the Stop Funding Hate campaignmight be.In this instance, our view is actuallythat Paperchase got it completely wrong.And the conversation wasn't really breaking out

  • 07:40

    SPEAKER 1 [continued]: of the Stop Funding Hate community.There was a lot of volume and a lot of chat,but it wasn't reaching new people in the waythat you would expect it to.The second one is there's a really big questionin the communications space.And the question is supposed to read up here, I should say.But it is-- do customers actually

  • 08:02

    SPEAKER 1 [continued]: care about business scandals?So if you have some major business scandal,does that really matter in the grand scheme of things?I'll tell you a really quick story,which is, about eight years ago, I wasdoing some work for Coca-Cola.And they were really worried about environmentalsand really keen to show how great theywere with the environment.And they had this whole program set up with running bends

  • 08:24

    SPEAKER 1 [continued]: with local authorities.And they put loads and loads of money [INAUDIBLE]We had to come and say how we were goingto promote this for Coca-Cola.And we were talking to one of their quite senior executives.And he came in, well, I don't really care about this.Environmentalism is something that a few wealthy peoplein West London and [INAUDIBLE] care about.

  • 08:45

    SPEAKER 1 [continued]: The rest of the people don't care about it.It doesn't impact whether or not they buy Coca-Cola.This is not something that matters to me.I'm not paying for it.And it's a really commonly held viewthat business scandals-- and that'sa very small kind of example-- but business scandalsdon't matter in the long run.But what social listening enables us to dois to start showing just how big of an impact

  • 09:06

    SPEAKER 1 [continued]: scandals can have on business reputation,and also, just how little of an impact they can have.This is analysis from a panorama show on--well, what we were actually doingwas comparing how-- a panorama show about the RSPCAand a panorama show about alcohol and airport,how they were received by the audiences.

  • 09:27

    SPEAKER 1 [continued]: And one of our clients has an airport.And this show wasn't about them.But they wanted to know, how is the public respondingto an issue, compared to how they would normally respond?So we used the previous week's panorama showas a kind of benchmark, just about the RSPCA,to say, OK, what is the impact of this issue on the audience?Do they actually care?Is a scandal about this, if it outbreaks in Europe,

  • 09:49

    SPEAKER 1 [continued]: or is that going to be a problem?And what we decided [INAUDIBLE] I'm going to show you.Unfortunately, what we decided, from analyzing the data,was that actually, it wasn't an issue that peoplewere too worried about.And when we looked at sentiment analysis and this kindof thing, we determined that our clientdidn't have to be too worried about being mentionedin this kind of thing in the future.I am conscious of time, so I'm goingto skip past this next one and say

  • 10:11

    SPEAKER 1 [continued]: that we've talked a little bit about usingsocial listening to help us understand terrorism,hate crime, all these things.And now we're going to talk about usingsocial listening to sell [INAUDIBLE],,which is actually-- it seems unimportant,but it is quite important.The context here is that the kind of mass

  • 10:35

    SPEAKER 1 [continued]: generalized consumer audience that brands like-- thisis a KFC thing-- that brands like KFC use to appeal to.It doesn't actually exist anymore.So think about the way maybe a newspaper is sold.It's a bundle of news about the UK or news about sportsor the weather or stock listings or [INAUDIBLE]..It's a bundle of different things that comes together.And it's produced to be as appealing to a mass audience

  • 10:58

    SPEAKER 1 [continued]: as it can possibly be, because I onlyhave a limited amount of shelf space in the news agents,right?So they're producing the times, beas appealing as they can be to as many people thatcome through.The [INAUDIBLE] internet has killed all of that, right?If the shelf space is unlimited, the ideais then to appeal to really, really niche groups.And that's why you see the massive rise of new media

  • 11:19

    SPEAKER 1 [continued]: organizations that talk about specific eventsor bring specific expertise or bringa specific political slant to what they're reporting on.And the same thing actually exists for burgers,for shampoo.All of these consumer products arefacing a kind of a fundamental rethinkof how they promote themselves.

  • 11:40

    SPEAKER 1 [continued]: And so it's a really interesting situation,where the strategies that have helped KFCsell burgers to millions of people over the last threedecades.And now the exact wrong strategy for howto sell workers, that mass appeal approach, actuallydoesn't work at all.And so brands like KFC are havingto think really differently.[INAUDIBLE] really, really bold approaches.

  • 12:01

    SPEAKER 1 [continued]: That's why you see an increase in brands making reallybig missteps.So you saw maybe Pepsi's ad had a pretty bad reaction.Heineken had one that had a bad reaction.Dove had a bad reaction.And the reality is that's happening because they'retrying to push the boundaries of what they can do a little bitmore than they used to, because they're having to appealto these different niches.Now, this is something that KFC--

  • 12:22

    SPEAKER 1 [continued]: I don't know if everyone saw this when it happened,but it was a really clever sort of metric.And they realized-- and what they'd doneis, I think, conducted a lot of analysis, includingsocial listening, to look at whether or nottheir audience actually cared about the kind of health craze.Were all these really influential health bloggersor body bloggers-- so that's someone that-- were they

  • 12:43

    SPEAKER 1 [continued]: reaching the KFC audience?Or actually, could they just play into a divideand say, oh, well, we hate these guys, as well?And that's exactly what KFC decided it could do.It could engage in an issue and talk about it,really kind of a slight snarky way,and offend a whole group of people,because those people were never going to buy the burger anyway,right?So KFC lost the clean eating burgers,

  • 13:04

    SPEAKER 1 [continued]: two bits of cauliflowers with kale in the middle.And they set up as blog, and they had some fake foodblog [INAUDIBLE] launching.There's this whole thing.And actually what they were doingis launching this, which was [INAUDIBLE]the dirty Louisiana burger.It's calories and calories and calories.And it was really, really successful,because they were able to do the analysis that gave them

  • 13:26

    SPEAKER 1 [continued]: the confidence to go really aggressivelyafter one issue or another.Now, that can have negative consequences.I think everybody would have see the Beach Body Ready campaign.Now, and also with my corporate communications circles,we all knew ethically that was the wrong thing to do.But there were a lot of people applauding it,in the sense of the people that theywere offending were never going to use a protein shake anyway.

  • 13:49

    SPEAKER 1 [continued]: So it was a perfectly legitimate marketing tactic.Whether ethically it was legitimatewas kind of by the by.So another thing that social listening is giving brandsis a little bit more confidence to be bolder.And you'll see the backlash come at them.But sometimes the backlash is exactly whatthey're trying to get.I found this quote, which is, I think, a better way.As you can tell, I'm not very clear with my speaking.

  • 14:11

    SPEAKER 1 [continued]: And I think this was a better way of describing the biggestsingle problem with the way corporates usesocial listening, which is that they assumethat the analysis they're pulling out of social listeningis representative of the entire world.And this has been brought up more than once today.But it's something that is really prominent in a world

  • 14:32

    SPEAKER 1 [continued]: where academic rigorism is high, as it is elsewhere.This problem becomes more prominent.So I just want to say that, as corporate communicationsconsultants, we're all heavily aware of this risk.And that was actually, I think, probably the mistakethat Paperchase made earlier in the week, by the way,was they assumed the whole world they were looking at--all of this information flying at themand all of these aggressive comments against their brand

  • 14:54

    SPEAKER 1 [continued]: were representative of the general public.And then, of course, they weren't.And then I would just say--oh, that's super ugly.I would just say, I'm hoping that we can move to a worldwhere we get less of this.I don't know how many people drink Innocent smoothies.I personally despise that brand.This is a brand that came out about six or seven years ago,

  • 15:14

    SPEAKER 1 [continued]: I think, maybe even more.And it's predicated on the idea that Smoothiecan be your friend and have a personality.There's this term for this, called wackaging.I don't know if anyone has heard of that term before.But it's the idea that packaging can be all wacky and fun.And you've already read the Innocent bottle or somethingthat resonates upon their [INAUDIBLE]..That's absolutely terrible.That's a brand trying to be your friend

  • 15:36

    SPEAKER 1 [continued]: without really knowing or understanding about who youare, what you are, whatever.And the other half of this slide,that has completely disappeared, is one of the best marketingcampaigns of the last couple of years, whichis a campaign from Nike, that they launchedon International Women's Day.And their analysis showed that one of the thingsthat users of Nike products really, really cared aboutwas gender equality, and especially

  • 15:56

    SPEAKER 1 [continued]: gender equality across different parts of the world.And so they launched the first--I think they called it the Pro Hijab,for women who wanted to run and be activein other parts of the world and in other cultures.And essentially, they created a product and therefore,a marketing campaign that spoke directly to whattheir audience cared about.So it wasn't about being your audience's friend.

  • 16:18

    SPEAKER 1 [continued]: It was about understanding the things that they care about.And that's what social listening can do a really, reallygood job of for brands.And so I didn't actually write the title of this presentation.But I guessed what my colleague Andy was going to say,was that using those insights and then usingthose insights to engage with your audience, as well,gives you a better reputation.

  • 16:39

    SPEAKER 1 [continued]: You don't need to put a woolly hat on your bottled drink.You can do something that's reallyuseful for your audience.That's it.[Produced in association with Social Listeningat the University of Reading.][To find out more, visit http: //www.reading.ac.uk/sociallistening]

Video Info

Publisher: SAGE Publications Ltd

Publication Year: 2019

Video Type:Lecture

Methods: Social media research

Keywords: business management; business planning; business strategy; corporate branding; internet data collection; marketing campaigns; niche markets; niche strategies; reputational risk; Social media ... Show More

Segment Info

Segment Num.: 1

Persons Discussed:

Events Discussed:

Keywords:

Abstract

Director of Headland Consultancy, Paul Crayston, discusses how businesses use social listening and social media, for better or worse, to gauge the effect of their reputations of scandals, online campaigns, and selling to niche markets .

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A Corporate Coming of Age: Better Insights + Better Engagement = Better Reputation

Director of Headland Consultancy, Paul Crayston, discusses how businesses use social listening and social media, for better or worse, to gauge the effect of their reputations of scandals, online campaigns, and selling to niche markets .

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