可口可乐品牌专家玩转社交媒体

    说到社交媒体的行家，可口可乐公司（Coca-Cola）算是一家。可口可乐是Facebook上最大的消费者品牌。在本月初举办的《财富》（Fortune ）“最具影响力女性峰会”上，我采访了可口可乐整合营销沟通与能力高级副总裁温蒂•克拉克。就在我们登台的前一天，克拉克给我发了一封电子邮件，分享了她的看法。这封邮件是她在飞往南加州的航班上写的。邮件流露出过人的智慧，给人深刻的启发。因此，昨天可口可乐公司公布了季度营收后，我就向她征求意见，是否允许我与广大读者分享这封邮件。克拉克欣然同意。本文就是温蒂•克拉克建议的就如何在社交媒体上打造一个伟大的品牌给出的七大法则：

    1. 所做之事都应值得分享。

    当前的市场完全由社交网络连接，我们日益从两方面来考虑我们的受众：最初受众——即我们能直接触及的受众（5,200万Facebook用户、60万Twitter用户、1,800万“我的可乐”获奖会员、以及其他类型的用户），以及最终受众——即最初受众能帮我们触及的受众。Facebook整个社区的用户高达10亿之众，但其中我们自己的Facebook粉丝要比一般粉丝或朋友对可口可乐更有价值。因此，如果我们能很好地制作出有用、引人入胜、充满趣味又值得分享的内容，我们的粉丝就会变成我们的义务推销员。

    2. 倾听，随后真诚地、富有人情味地予以回应。

    那种躲在短短两句话的公司声明后的日子必须结束了。不过说起来容易做起来难。我们还没学会做到这一点，而消费者和所有相关各方都对我们寄予了更多期望。对他们来说，可口可乐并不是一个面目模糊的公司，而是一个他们热爱、而且每天都会享用的品牌。因此，当他们与我们互动时，他们希望获得同样的体验：一种有人情味的交往。现在每天关于可口可乐品牌的微博有15,000条，其中Twitter中只要提出问题，我们就会给出回答。我们必须这样做，因为消费者希望我们随时倾听，立即回应。

    3. 大处着眼，小处着手，快速复制成功模式。

    如果你有个宏图大志，比如说在10年内使业务规模翻番，那么你最好有一支强大的创新团队来帮你实现这个目标。我们会从大处着眼，全力以赴地工作。但我们会从小处着手，先进行小范围测试，了解是否可行。为了实现创新（及增长）的宏大目标，我们一直努力从失败和教训中学习成长。这一点对于可口可乐这样的大公司来说至关重要，因为我们的目的就是要实现大规模生产。如果我们不能更好地进行测试、吸取教训、再进行规模化生产，就会大规模地犯错，直到不可收拾。

    4. 社交媒体并非灵丹妙药，但能让所有其他事物变得更好。

    社交媒体及营销已经广泛地渗透到社会生活中，以至于我们很容易高估它的作用。可口可乐公司并没有把社交营销看成一种独立的方法，而是把“以社交为核心”作为媒体与公关计划的原则。在构思理念和策划营销活动时，我们把“值得分享的社交”作为核心，在这个核心基础上加强理念的传播，提升活动效果。经常有人问我们，可口可乐的电视广告投资是否在减少，社交/数字广告投资是否在增长。这个问题本身就是错误的。这不是非此即彼的选择题，而应两者并举。

    In social media, Coke is it. Coca-Cola is the biggest consumer brand on Facebook (FB). At the Fortune Most Powerful Women Summit earlier this month, I interviewed Wendy Clark, SVP of Integrated Marketing Communications and Capabilities at Coca-Cola (KO). The day before we hit the stage, Clark sent me an email to share her ideas. That email, which she wrote on the plane on her way to southern California, was so helpful and so smart that yesterday, after Coke reported its quarterly earnings, I pinged her to ask if she would let me share it with you. She graciously agreed. So here are Wendy Clark's seven rules for building a mega-brand in social media:

    1. Be share-worthy in everything you do.

    In a market that is now completely socially connected, we increasingly are thinking about our audience in two ways: our Initial Audience--those we can reach directly (52 MM Facebook fans, 600k Twitter followers, 18MM My Coke rewards members, etc)--and our Ultimate Audience, which is those people whom our Initial Audience can reach for us. For Coca-Cola, our Facebook fans are just over one fan or friend away from the entire Facebook community of 1 billion+. So if we do our job well of developing useful, compelling, interesting and share-worthy content, our fans become our sales force for us.

    2. Listen. Then respond authentically and humanly.

    The days of hiding behind two-sentence corporate statements have to end. This is easier said than done. We're still unlearning this. Consumers and all constituents expect more. Coca-Cola isn't a faceless corporation to them; it's a brand they love and enjoy throughout their day. So when they interact with us, they expect that same experience: a human interaction. There are more than 15,000 Tweets everyday on brand Coca-Cola; any that are a question, we answer. We have to. Consumers' expectations are that we're listening and responding.

    3. Think big. Start small. Scale fast.

    If you have an ambition that you want to double the size of your business in, say, 10 years, you had better have a big innovation pipeline to help get you there. When we're at our best, we think massively, but we beta and test that thinking in small bets to learn. To meet our innovation (and growth) ambitions, we are trying to get much better at discussing failures or learnings. For a big company like ours, it's critical. Because we're built for scale and if we don't get better at testing, learning and then scaling, we have the potential of scaling the wrong thing perfectly.

    4. Social is not a silver bullet. But social can make everything else better.

    So much is made of social media and marketing that we can tend to overrate what it can do. We do not see social marketing as a standalone. Rather, our mantra for our media and connections planning is "social at the heart." So we think in terms of ideas and campaigns that are social (share-worthy) at their core and then we think about how we can amplify the ideas and campaigns. Too often, we get asked if our TV investment is declining and our social/digital investment growing. This is the wrong question. It's not an EITHER, it's an AND.