This presentation was delivered by c21 experts Marlena Reed and Sharon Goldmacher at the 2010 NewComm Forum.

2. Who Owns Social Media? Everyone in the Company

4. 22% of the ‘09 Fortune 500 have a public corporate blog

5. 86% of these blogs link directly to a corporate Twitter account, a 300% increase over the ‘08 studySocial media must be embraced company-wide

6. But Who’s on First? Q: Who should own social media? Of those engaged in social media efforts: 72.7% - Sales and Marketing 54.5% - PR Options not selected = HR, Owner, Other Of those not engaged: 50% - PR 33.3% - Sales and Marketing 16.7% – HR 16.7% - Owner 0% - IT In c21’s survey of 200 business owners and communicators giving them multiple choice options

9. Are all Industries on the Bandwagon? Employers should add a policy to their employee handbooks or manuals that prohibits personal employee blogging during working hours. a policy that specifically addresses private blogs and chat rooms during off hours. From Internet Business Law Services, article onEmployee Blogs Pose Potential Problems for Businesses

10. Case Studies

11. There’s a Booger in My Pizza April 2009 – Employees post gross video on YouTube Alerted by a consumer/blogger No response for 24 hours Then, video goes super-viral Domino’s responds in 48 hours: Creates a Twitter account to respond to consumers Posts CEO video on YouTube

12. My Flowers Haven’t Arrived

13. Management Approaches Lone Wolf Approach Silo focus SM is the focus of one person/dept. Identify appropriate “steward of the message” Albeit one or a few - content MUST be inclusive and organizationally authentic

14. Management Approaches Kumbaya Approach Create core team Cross-functional, high-level members Define measurement /reporting accountabilities Provide simple, clear guidelines – regardless of “official” social media role Brand and messaging Public discourse Training Encourage all employees to consider social media and what they do for the company

15. Trust the Leaders Learn from the best in SM policy guidelines Even when you are talking as an individual, people may perceive you to be talking on behalf of Kodak, be upfront… Click here for other sample social media policies

16. Management Approaches in Action

17. United Linen Web site What: Regional Uniform/ Linen Co. Family-owned Founded in 1936 One-man marketing team Who: Scott Townsend, Marketing Director Why: Brand awareness, lead generation

18. United Linen

19. United Linen Results Major business media buzz National coverage for a regional small business is invaluable Enhanced customer service Twitter used to update customers during bad weather Building new business relationships Reaching new audiences

20. The Coca-Cola Company What: Producer of more than 500 beverage brands worldwide Founded in 1886 92,400 employees Why: Brand engagement, hyper-local connections “The Coca-Cola Company strives to refresh the world, inspire moments of optimism and happiness, create value and make a difference.”

21. The Coca-Cola Company > 18K Twitter followers > 5 million fans 70% user-generated content

22. The Coca-Cola Company Engaging music fans on MySpace Over 200,000 YouTube Channel views

23. The Coca-Cola Company 3-page Social Media Policy: Certification for official spokespersons Guidelines for all employees Cross-functional Social Media Council: Heads of Legal, PR, Global Marcom, HR meet monthly to plan/adapt

25. Real estate foreclosure specialty

26. Founded 2000

27. Who: Husband/Wife team

28. Why: Thought-leadership, client education

29. Results:

30. “Made lemonade”

31. Several thousand online subscribers in less than a year

33. The Motrin Moms Meltdown October 2008 - Motrin posts video online Nov. 15 - Critics surface on Twitter (@JessicaGottlieb) Nov. 15 - #motrinmoms becomes a high trending topic Nov. 16 - “Motrin Makes Moms Mad” response video launches on YouTube Nov. 16 - Motrin pulls the video, shuts down site Nov. 17 - Site returns, Motrin issues statement

34. Tracking Motrin’s Response Did they monitor? Were they present on social media channels?

35. Conclusions Identify the best messengers Good writers, creative thinkers, good spokespeople, engaged Develop proactive strategies for listening, connecting and influencing Editorial calendars, posting ideas, etc. Put policies in place Monitor and measure

36. communications 21 c21pr.com www.facebook.com/c21prTwitter: @c21pr Sharon Goldmacher, president & CEO sgoldmacher@c21pr.com Marlena Reed, VP of Interactive Services, mreed@c21pr.com