On Friday 8 June, TradeWinds – one of the leading trade publications – told the story about Maersk Line in social media. The week before, they called me up couple of times, a bit surprised by the fact that Maersk Line has started to engage through social media to the extent that we have.
(This blog post was originally published on Maersk Line’s intranet)
By Jonathan Wichmann, Head of Social Media, Maersk Line
People just can’t help themselves. The crowds are cheering. The media is telling the story (even the shipping press). Experts are using it as a best practice case. It’s even in the Mærsk Post.
In short, everyone (almost) I meet tells me how amazing it is.
I’m of course talking about social media.
Of course, I appreciate all this attention and enthusiasm. But we risk missing the point if we focus too hard on the numbers.
Why? Because social media is not just about being popular and getting attention. Having a lot of fans is valuable (and it means that we prioritise our social media interactions), but the real value (for the business) of social media has to do with high quality engagement.
The value of social media
In theory, the value of one interaction can be worth more than 300,000 likes on Facebook.
Let me give you an example:
On LinkedIn we’ve created a group called ‘The Shipping Circle’. Here, we’ve invited shipping experts to join discussions about the future of the industry.
Some of the members have written long and very insightful posts about what we could do next in order to remain at the top of the shipping game.
What I’m trying to say is that it is a real possibility that just one single good idea from here could turn out to be worth millions, if not billions, of dollars.
Compare this to the value of a ‘like’ on Facebook.
It’s a way of thinking
For a company like ours social media creates most value when it challenges the way we think and interact. In fact, social media is a mindset, a way of thinking and working together. It’s based on the fact that we are social animals, and that means we can only benefit from sharing our thoughts and ideas with each other.
This leads me to the most brilliant part of social media: it doesn’t discriminate. The housebound and the shy are as visible as the active and the outspoken. Even those who are not very social in real life can share their thoughts too.
Maersk Line can definitely benefit from this. Time will tell when and where.
This is an oldie by now: A couple of months ago I was interviewed by Jay Baer and Eric Boggs for an episode of Convince & Convert‘s Social Pros podcasts, a series where they basically talk to frontline social media people to get a hands-on perspective of the social media world.
You can listen to the interview here. Or download it here.
In short, they were impressed by the huge following Maersk Line has gained in a few months (e.g. 174,000 fans on Facebook at that point in time), and I explained the background of our social media engagement and the many different things we hope to achieve through our different social media channels.
Among other things, I explained about the visual track in our programme using Instagram and Facebook and encouraging users to take photos of ships and containers and share them. That’s how the podcast got its title.
Social media managers today can be divided into two groups (roughly speaking, of course):
1. Those who stick to hard metrics and let data determine their decisions.
2. Those who trust their intuition and just go ahead and post what they feel is right.
So what group do you belong to? Well, you should belong to both.
Out of the blue comes… nothing
As written earlier, if you apply social science and the concept of ‘social creativity‘ it becomes evident that you cannot be successful in social if you cannot perform social creativity, i.e. if you’re not capable of adding something new (that’s the creative part) and value adding to the social group you’re engaging with.
However, social creativity very rarely adds value if it’s not rooted in the a firm understanding of the behaviour and history of that social group.
This leads to a very clear conclusion about what social media managers should do in order to be successful:
1. Use metrics, data, theory and knowledge to give you a firm understanding, and keep measuring so you can get even wiser down the road – but don’t use data to decide what you post, when you post it etc.
Data should be used to review the past.
2. Make sure to maintain an explorative, improvisational and authentic approach on a day-to-day basis, and try to avoid setting up very tangible, quantitative goals for the performance of your social media programme – in a social game, it’s just not right to judge a success only by the numbers.
The human touch, the intuition should guide the now, i.e. content creation and the actual posting (don’t pre-plan any posts!).
The more long-term, strategic decisions (the future) should be based on a combination of the two.
That being said, I realise that there are quite big differences between brands and industries.
For instance, in a start-up phase in social you don’t have much data and will tend to put more weight on the explorative part.
But when quantity and data is in place, the mode will likely – or should – shift to a more data-driven approach – even on a day-to-day level (again, depending on the brand and the strategy).
When embarking on social media most companies ask themselves: “What do we get out of this? What’s the ROI? And how do we measure it?”
While this kind of thinking seems reasonable, and quite logical too, I believe it also poses a big problem for most companies, not least B2B companies where an actual conversion is often far away.
Actually, I have reason to believe that today hard metrics are hampering at least every second B2B social media programme around the world. Why? Because hard metrics force the companies down a path that’s too rigid and focused on short-term success.
While the discussion of what success means in a social context is often neglected social media managers end up navigating according to hard metrics with limited ability to manoeuver and be creative, i.e. find new ways that add value.
Writing the script as we go along
Let’s backtrack a bit and ask ourselves what kind of rules or logic we should apply when engaging in social media: Is it business rules or social rules?
The answer is evident: Business rules don’t apply. Social media is about the users connecting, and companies rely on the users’ mercy.
So it must be social rules then, right?
No, not really. Because there are no rules for how to be social. As Darwin taught us, the world is changing constantly, and we as human beings therefore need to improvise, not least when it comes to being social.
We need to write the manuscript as we go along.
This goes to tell that there’s a basic creativity aspect in our lives: We’re creating the social in every now, and we need to be creative in order to be successful in social life.
Translating this into a company’s social media engagement means that creativity and ability to improvise is necessary in order to engage successfully. Plans and measurements only make sense insofar they improve our ability to perform “social creativity”.
Here, creativity doesn’t mean something strange or even mad. It’s something we all do. Creativity is when we create something new that adds value in the given situation or context.
An end in itself
You might even claim that “social creativity” is the true engine behind the progress of mankind. Our social nature and structure is what has made us successful (“we did it together”), and being social is therefore an end in itself.
In other words, the ultimate goal with any social media campaign must ‘simply’ be to create new and better ways to be social. And in that scheme of things soft (qualitative) metrics are much more valuable than the hard (quantitative) ones.
From the early topic-based Internet to the egocentric digital network connecting people rather than homepages. In a few words, that’s the development we’ve witnessed the past 15-20 years. But what’s next? And what if we look ten years ahead?
This can only be a game of qualified guessing. It’s a cliché… but we never know exactly what lies ahead. Or to quote Jim Morrison: “The future’s uncertain and the end is always near”. A statement you cannot argue with.
But returning to the topic of the future of social media you could say, as Austen Mayor does on socialmediatoday.com, that we’re already in the future: “social media as an industry is very well versed and experienced.”
However, there’s no doubt that we’ll see social media and web-network technologies grow immensely the next two years. There’s plenty of room for improvements and growth. Geolocation is one prominent area where we’ve only seen the beginning.
Augie Ray discusses this issue in this interesting interview:
And ten years from now?
If we look ten years ahead the way of interacting and communicating introduced by social media will be the standard. Simply because the decisions makers in societies will be part of a generation where social media is the DNA.
This also entails that technology will become more sophisticated and almost invisible.
We tend to forget it but technology is not a goal in itself, only a means to an end. And the ‘end’ is ‘the community’, i.e. a network that enables us to connect with each other in more optimal, efficient and meaningful ways.
For companies, marketers etc. this will mean a move away from ‘channel thinking’ towards ‘relationship thinking’. We’re already talking about relationship building, and has been for a number of years, but the ‘channel thinking’ is still pre-dominant. Today, it seems no one disagrees with the need for multi-channel approaches.
But the channel thinking is basically sign of us still being at a early stage of the evolution of social media. Let’s hope we can pass that stage one day not too far away.
Three stages/decades visualized
Below you find three visuals describing the three stages mentioned above.
1) The early technology-oriented and topic-centered years with homepages, AltaVista.com etc. (the 90’s)
2) Web 2.0 and the rise of social media (the 00’s) (companies on the sideline)
3) Technology made invisible, network prevails, companies are an integrated part of the network (targeted messages, less or no mass communication) (the 10’s?)