Social Media At Work: To Tweet Or Not To Tweet [Infographic]

Social media is now a big part of everyone’s life – both professionally as well as personally. Most of the time people tend to use social media to discuss every aspect of their life, which also includes their workplace and what it stands for. As far as businesses are concerned, they are now looking to leverage this tendency of their employees and encourage them to use social media at work.

Now organisations are designing social media policies to spread word of mouth through their employees and also to have a structure to regulate the social media behaviour of employees at workplace.

According to a survey conducted by Proskauer Rose, a law firm in US, 70.7 % of companies block social networking sites in the office, and 55% have some sort of social media policy in place. For 44 percent of companies, those policies cover use both inside and outside of the workplace.

Social media works to a company’s advantage if used strategically, but certain fallouts can quickly hamper the brand image and lead to serious PR disasters. Therefore, whether or not social media is part of your business’ marketing and communication efforts, there is a need to have a social media policy that defines the scope of use of social media by employees.

I have found an extract from 2011 Social Media Marketing Benchmark Report by Marketingsherpa, which shows that most companies either sees the need for a policy or have already written it or is in the process of drafting one. So maybe you need to jump the wagon?

need of a social media policy

While browsing more on this topic I also found an interesting infographic ‘To Tweet or Not To Tweet’ complied by Mindflash and Column Five Media, that throws some light on how much companies are allowing employees to use social media during work. The infographic outlines two different approaches that a company can adopt to ensure that their social media policies are in place.

One is a more defensive approach where the company aims to protect its brand image whereas the other an offensive one, where the company sees its employers as part of creating brand awareness. Both these approaches will be reflected in a social media policy, but I tend to like positive thinking and seeing employees as resources and the best spokespersons for your brand.

See the infographic below and let us know what you think:

tweet or not to tweet

 

Key Factors For a Successful Client-Agency Relationship

collaboration-imageBack in February, our CEO Jonas Klit Nielsen, shared his thoughts in a guest post on Findgood’s Blog. The post addressed the key factors in building a successful client-agency relationship.

A new report from the IPA (Institute of Practitioners in Marketing) and Hall & Partners, “From Mad Men to Sad Men”, now reveals that the challenge to build and maintain a positive and flourishing collaboration between agency and client is more difficult than ever before.

With that in mind, it seems relevant to re-share Jonas’ thoughts on the subject, and reflect a bit on what we, whether agency or client side, can do to strengthen relationships and focus on creating brilliant work that delivers great results.

 

Transparency

It’s 2015 and the world has become more transparent than ever – this is also a universal truth when it comes to the future of great client-agency relationships.

Without being transparent in how you do business, you won’t be able to be honest about your demands and deliveries, and thus push each other’s boundaries, which is absolutely key to building a strong and productive relationship. When you start building new relations hang on to the thought that both parties want you to be successful. If you’re not, you won’t be able to create dents in the universe together.

 

Trust

We have been working with social media since 2008, which means that for many of our clients we have entered unknown territory together. When exploring new opportunities, with no best practices or well-documented approaches established, clients understandably need to trust you, and it becomes vital for both parties to always stay aligned in regard to expectations.

As an agency you don’t have to push the limits of your clients every day and all the time, but when you ask them to take a leap of faith, do it with eyes wide open and with all the calculated risks on the table. Most clients are prepared to take risks, they just want to know which, and be able to take the possible implications into consideration.

Working with social media involves handing over some control to the users and to us as an agency. Some would say that the loss of control is inevitable, but don’t lose sight of the state the client is in and the objectives you have agreed to – if you acknowledge where the client is coming from and where they are today, they will trust your guidance and let you be part of their future.

 

Increase Collaboration

We believe that great content can come from any of our clients’ stakeholders. That belief presents a challenge for us, as we need to work closely with the entire team of appointed agencies without increasing the complexity for the clients. The clients demand daily collaboration and expect everyday operations to run smoothly.

To meet this challenge we started thinking about our client-agency relationship from a holistic perspective: What if we could be the solution by creating an editorial structure that de-complicates the task of managing social brand channels with multiple client stakeholders?

The greatest thing about this holistic approach and our implemented processes is not only being more successful in meeting the demands of our clients, but in our journey we have become much more efficient from an internal perspective, giving us a competitive advantage. Our learning is that when evaluating all our processes the key is well-documented structures but at the same time keeping it simple.

 

And please… Stick with the right stuff

As social media has moved up the brand strategy funnel over the years, we experience an increasing number of requests to take on tasks outside of our specialty, something that might seem very tempting.

Agencies can pitch to take over more and more duties within different disciplines, but if you’re a niche agency such as ours, you’ll come out better and stronger if you know when to withdraw from tasks too far away from your core competences. From a client perspective you might ask a separate appointed agency to do extra tasks to avoid adding another agency to your list, but then you risk not getting the level of expertise the task actually requires.

As an agency you risk either having a disappointed client, loosing the relationship to the client’s other agencies or ending up with a satisfied client but an unhappy accountant. As Seth Godin says “Quit the wrong stuff. Stick with the right stuff. Have the guts to do one or the other.”

 

Which key factors have you found crucial for building a valuable client-agency relationship?