Category Archives: Social media case study

Instagram #shopfrontsofLondon June 2016

Setting up shop as a small business? That’s great. How’s your social media looking?

Like every good meme, the one about the English being shopkeepers lives on because there’s truth in it. Napoleon (or Barère) may have meant it as an insult. But that’s ok, the modern day English/ Brits (in all our diversity) have embraced shopkeeping with open arms. We now own the s-word.

From pubs to tea shops to books, it turns out that running a shop is the number one dream career for UK citizens. Because, let’s face it, who can resist a nice-looking shop? There’s something reassuringly familiar about the carefully arranged shelves, well-chosen products and politely disinterested service.

But what we really want is those elusive freedoms (that have been at the heart of the current heated Brexit debate): independence and autonomy.

Not only do we love the idea of shop-ownership, the UK Government is happy to put shopkeeping firmly at the centre of its economic strategy.
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Bleach London Psychedelic Soho Hair Rave

Bleach London: the ultimate social salon

Creative, visual and consumer-facing – why would hair salons have a problem with social media? But the conversation on social media in the UK is dominated by just one name: Bleach London.

The Dalston salon’s YouTube channel (above) has 4.7K subscribers. It has 50K fans on Twitter, 70K on Facebook and 240K on Instagram. Bleach’s “how to” videos notch up an average of 11K views, and a new hairstyle can be trending on Twitter within hours (witness the excitement around Lottie Tomlinson’s new #RainbowRoots on 5 November).

Just to put Bleach London’s online presence in context, out of the ten UK salons I surveyed, Bleach takes 74 per cent of social mentions (see Brandwatch graphic below). Bleach London’s nearest rival in terms of social voice comes from Mark Hill in Hull – a savvy salon with its own product line in Boots and a staunch fanbase among Geordie Shore cast members. But Mark Hill still only gets 10 per cent of social mentions.

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Live blog: Yorkshire Tea’s “Tea on the Train” campaign #SMM13

Yorkshire Tea - Tea on the Train
Next up, Dom Dwight, Head of Communications Development for Yorkshire Tea (pictured above with cricketer Michael Vaughan), talking about Yorkshire Tea’s fabulous campaign from April this year: Tea on the Train. Keep refreshing the page for updates.

Dom: The everyday black tea market is shrinking. Lack of pro-active interest in tea…but huge “latent” loyalty. Young people aren’t drinking too much tea, they drink some “normal” tea, and a lot of other stuff. The only way we can grow is by looking at people drinking Tetleys or PG Tips and convince them they’re drinking the wrong thing.

People tend to be fiercely loyal to their tea brand without knowing why. Often it’s because it’s what their mum drank. In this age of fragmented media, there’s not one way to reach everybody. We’re not a big multinational like Unilever, so from our perspective, the fragmented media side is an amazing advantage.

Earlier this year, we wanted to look at a way to disrupt what we call the “tea trance” – this latent loyalty. We came up with a party on a train. Not just any train – the Orient Express – and not just any party. We wanted to captivate the

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How British American Tobacco use social tools for employee engagement

Next up at Social Media Week London, David Richard Hare from British American Tobacco (BAT). This is a live blog so keep refreshing the page for updates.


15.54: BAT had ‘ten years of failure’ with online communities. It was difficult to get people to engage with the tools. 


We tried five platforms over ten years. There were too many barriers to communication: people forgot their passwords, changed jobs etc.


In 2005 we tried a workshop called ChangeNet. We realised our approach was wrong again: we were concentrating on the technology too much. At the workshop, people began to build relationships, they are now able to interact virtually as friends. Adding this human direction was a big step for us. It was partly because we (the online engagement team) moved from IT to HR.


CommunityBuilder was a tool that showed employees how to get people engaged with their projects. 


In 2006, we put a World Cup Forum up. Immediately became the most visited place on our intranet. It didn’t take up too much of people’s time but helped break down barriers within the organisation. There was a big spike in activity during the world cup.


In 2007, we set up a Management Trainee Community. Now one of the most active communities: people set up weekend social activities together etc.


Tom, our Change and Communications Manager (Global Operations and IT), came to us in 2004 and said he wanted to try blogging. It took about 3 attempts but in the end we developed something ourselves in Lotus Notes – gave him an area within his site where he could blog. He linked his everyday blog very well to the business world and business strategy, and others followed.


One new blogger was particularly suspicious of social media, but she’s a marketer and she realised that when you get your stories in front of people, that’s what engages them. She’s now one of our most prominent bloggers.


One colleague started blogging about how the organisation needed to open up, eg use Facebook and YouTube and had around 8,000 page views per blog post. Now BAT is considering his proposals.


BlogCentral (BAT’s internal blog network – given same name as IBM’s) monthly users started out at around 400, grew to around 2,500 by April 2010. 


16.13: I was pushing for a Facebook like internal network for years. We had an internal directory (called Connect – also ‘stolen’ from IBM). When Twitter arrived it seemed the time was right to something that combined the three (profiles/social networks with updates with real-time connections). In 2008 we built Connect: went live in July 2008. We’ve linked it to Active Directory, we’ve linked it to SAP.


Suddenly we’ve got this global directory, this huge network. You go in and see activity updates first thing in the morning. 25,000 registered users (everyone who uses the intranet has to sign up to it).


16.20: opens up for questions.


Question: the user experience people want is actually very different from what IT departments inevitably provide.


Question: what happens when people leave?


Andy (from IBM): I might retain info from corporate related groups on external networks. For example, people leave company but still show up on its facebook page. IBM has set up an alumni network as a way of engaging with formal employees.


Richard: that’s a problem with Yammer: you can’t throw people off it.


Comment: where next? Are there plans to go down the 2.0 course? 


Richard: when we released Connect, we asked people what they’d like to see. We don’t really have a high level strategy.


Question: it seems a big role for us as internal communicators is focusing on coaching management on how to communicate?


16.36: yes!


16.37 onto next speaker – see new post.


How social tech can maximise your workforce

I’m live blogging the Media 140 event on how social technologies can maximize your workforce here from 2pm today. Please keep refreshing the page for updates. 

A few technical hitches to start off.

14.13: Andy Piper from IBM is the first speaker (ahh, @andypiper, met him years ago at Twestival): I’ve been at IBM for ten years. First off, I’ll be giving you a little background on IBM; then talking about changing behaviours, my own personal journey within the company, and a few lessons learned.

This year significant year for IBM, celebrating 100 years (Andy shows some great former mastheads from last 100 yrs – sorry I can’t give you a pic right now but will get hold of slide). In 1993, IBM posted biggest corporate loss in history. Lou Gerstner took over and first piece of advice he took was to get a PC (his predecessor had been using email over a mainframe).

IBM is a bit of an invisible brand. 400 thousand employees worldwide. We’re probably best known for our consulting services. But if you have a look at our website, we’ve a list of 100 innovations over 100 years, eg: laser eye surgery – many things people don’t know about.

Diversity of culture, technology, expertise, background and interests causes some real problems for IBM. It’s a challenge to create a single corporate identity. Obviously diversity brings strengths as well.

14.20: Humans are social animals and we want to communicate. We’ve developed a mail system; telephones, email, instant messaging. Everything we do online is social (shows the conversation prism developed by Brian Solis and Jess3).

Historically I’ve always used online tools, bulletin boards and modems to connect with people. My first job was working at the Post Office (14 years ago). I was given a stack of paper – memos – and a screen linked to a mainframe computer which felt very restrictive and backward. We know that more cultural change is typically required.

My colleague Luis Suarez has been running an experiment for a couple of years – he wants to see what will happen if he doesn’t use email. Instead he uses other social technologies.

14.28: When Lou Gerstner arrived at IBM for example he saw it had traditional hierarchical structure (with ‘big cheese’ at top) but also many many little fiefdoms. Really IBM has a type of matrix management v typical of big businesses.

I lecture a bit and when I asked my group of students how they thought enterprises today communicated, Skype was the first tool they mentioned. They thought Skype and Facebook were the type of tools they’d like to use at work, or possibly a “Facebook-like” social network.

14.30: One particular day in 2005 I was working in a windowless bunker near Swindon thinking what am I doing here and I found that IBM had this tool for blogging. Workers at IBM are able to pilot new technologies (as part of an ‘expert network’) and I thought I’d see how it worked. I set up a weblog – blogging about what I was doing every day, partly as a diary and partly just to ease my frustration. I got bored with answering people on the phone or sending them emails on the same subject, so I’d just do a blog post.

Blue Pages is our own social network: you can put a photo, career information, job title etc in there. It’s a really rich environment, you can recommend documents, videos, stuff you’re interested in. Popular blog posts get ‘bubbled up’ to the front page. People suggested that I publish my blog externally. I found it interesting and kind of liberating to be able to blog externally. We get some interesting connections happening – like me being asked to speak at this event.

The product we now sell called Lotus Connections (includes social bookmarking, wikis, blogs etc) is based on the fact we’ve tried all this stuff internally for years (not that I’m trying to hard sell)!

We’ve also got a thing called SocialBlue, which is like Facebook.

When Twitter came out, we set up BlueTwit (we like to put ‘blue’ into everything). We’ve got something called Bluepedia. But we also use existing social tools: YouTube, Facebook etc.

Some colleagues of mine started a blog called eightbar (because there’s eight bars in the IBM logo).

14.40: I think I saw in Abi (Signorelli – from Media140)’s delicious bookmarks an article on the top ten sites that are blocked by employees: Facebook very high up there. Clearly worries about productivity etc.

IBM has an open internet policy: the idea is that employees are trusted.

By trusting individuals to be their own voices, we can empower people and let them relate what they do every day.

Adam Christensen, IBM’s head of social: “We have, I believe, the single largest number of employees using social networks anywhere in the world”.

For a period of time, we were asked not to use Slideshare in case confidential information came out, but again it was realised that employees should be, and could be, trusted.

In Spring 2005 when we realised that it should be ok for employees to blog externally, we wrote our first social computing guidelines. Rather than have someone from our legal department write this kind of legalese text, we got the employees who’d been blogging internally to write the guidelines themselves on a wiki – we then showed this to the legal dept and they said yes.

Here is the latest version of the guidelines.

I frequently describe these as light-touch: commonsense. There’s nothing earth-shattering in there. 

14.50: Education is ongoing. Tools are constantly changing. When I talked about Lou Gerstner and how he approached the ‘I’m going to start communicating with employees” issue…you need grassroots but you also need a little bit of top-down: you need executive buy-in, and you need executive championing. BlueIQ had a VP (Gina Poole) behind it.

Final rules:

(1) Consider transparency

(2) Be ready to blur the coundaries

(3) Trust a more social, tech-savvy workforce: stop blocking these tools, and encourage more engagement with them.

14.55: Q&A

Question: how do you deal with a crisis?

Andy: there was a time when it was rumoured IBM was going to buy another large tech co (which it didn’t go on to buy). There were a lot of tweets saying ‘wow – IBM is going to buy x’ – we just sent some internal messages round telling people to be very careful what they say. I haven’t lived personally through many examples. I think trust is very important.

One example, Quora has become massive because Robert Scoble said he was using it. But I need to put a disclaimer every time I answer a different topic. Think that’s going to be restrictive.   

Question: it’s easy for IBM as a tech company to promote social, but what would be the top ways to sell this model of working to a CEO somewhere else?

Andy: it’s not easily translatable between businesses. I remember hearing about a mining company which had problems with temporary workers posting bad things about the organisation. But I think you just need to focus on the success stories. Bear in mind that not every interaction is going to cause a problem. I find it difficult to think of other examples because I don’t know of many – I just think I’m lucky to be working at IBM which is why I’m still there.

15.00: thanks Andy!

I’m going to continue in a new blog post 🙂


#UKsnow “was not our finest hour” says easyJet UK General Manager

I must admit, I was dreading this day. But possibly not as much as easyJet must dread meeting its disgruntled passengers. Clearly, it avoids this as much as possible. One great way of avoiding contact is to base its headquarters at Luton Airport – let’s face it, tough to get to, and really not a great deal to write home about once you’re there.

Still, that’s what easyJet’s ever-so-friendly customer rep (once I’d finally found the number and then navigated the myriad of automated voices to get through to him) had told me to do. So that’s how I found myself, on an overcast August day, catching the train up to Luton to find easyJet’s offices and sit in reception until somebody managed to bring themselves to see me.

In March this year, I had phoned easyJet customer services to find out why my claim for a refund had been inadvertently “closed”. The claim dated back to January when myself, my boyfriend and our 3 year old daughter had been stranded in Budapest for three nights due to severe weather (snow) in the UK. Due to the complete lack of customer service from easyJet at Budapest Airport, we had sorted out our own accommodation and food, assured by easyJet’s representatives at Budapest Airport (an outsourced customer services company called Menzies) that if we kept all relevant receipts, we’d be entitled to a refund.

According to European legislation, if a flight is cancelled or delayed for any reason, the airline is responsible for feeding and accommodating its customers. Once we got back to the UK, I scanned all our receipts and applied online for a refund of £526.70, which did not seem too excessive considering it covered accommodation and food for three people for three nights (we booked the hotel on Lastminute and ate from cheap cafes and supermarkets).

But instead of a straight reply, I had a flurry of automated emails from easyJet: asking for the same information, asking for further information, asking me to complete a customer services questionnaire etc. The final email told me that “as we have not heard from you…we have changed the status of your question to solved”.

It seemed that easyJet’s strategy was clear: frustrate customers to the point of apathy!

So, back to today, and I had a lot of questions for easyJet, such as:

What actually was its refund policy?

Did it actually have a policy?

If so, why be so obtuse and ambigious about it?

Surely the majority of easyJet’s customers are normal, reasonable people, why not be straight with us, rather then lead us to expect full refunds when we aren’t actually entitled?

If easyJet didn’t agree with EU legislation, then why wasn’t it running a public campaign to change it?

And so on…

Turns out, I was pleasantly surprised: I’d only been waiting forty minutes or so when Paul Simmons (above) – easyJet’s general manager for the UK – came out and introduced himself. He did all the right things: took us off into a quiet corner, offered me a comfy chair and a cup of coffee, listened for 15 minutes or so while I said my piece, looked sympathetic.

Paul’s side of the story is this: While apologising for what had happened and admitting that #uksnow “wasn’t our finest hour”, he said that easyJet had at least learned some lessons. When the #ashcloud descended on Europe in April, easyJet had, apparently, been much better equipped to deal with the delays and cancellations (apparently all the #ashcloud claims are sorted now so if you have one that hasn’t, please let me know and I’ll pass it on).

Paul said that two main things had happened since January:

1. EasyJet appointed Graeme Macleod, former head of ground operations, to lead the customer experience team: this meant that someone who knows exactly how things work on the ground is now in charge of dealing with stranded passengers.

2. It has set up a partnership with international procurement company, BSI. This means that wherever, whenever and however delays occur, easyJet should be able to offer accommodation and meals to customers on the spot. The fact that these are offered through an established, partnership network means that variable costs are controlled.

With regard to easyJet’s refund policy, Paul assured me that the airline wishes to abide by European Law so its strategy is to reimburse customers where necessary. He did admit that easyJet was lobbying behind the scenes in Brussels to change existing legislation.

Actually, I quite agree with easyJet on this because the current legislation is vague and really does, given the current physical and economic climate, seem unfairly draconian towards airlines: I’m not saying airlines shouldn’t be penalised for certain things: environmental damage, for example, but being forced to pay 100 per cent expenses to some customers who are simply having an extended holiday with their families, is quite another.

Finally, Paul assured me that I did, in all probability, have a case for a refund. He’s taken away my receipts, and I’ve got his mobile number. Hopefully I won’t have to call.

Postscript (15/9/10): Within a week of my meeting with Paul, I had a phone call from one of his team; within two weeks a cheque for my full claim arrived in the post. Goes to show that personal contact can work wonders, but a shame that that transparency/ openness couldn’t be replicated across the board and available to all disgruntled customers. I guess a deluge of refund claims creates what you might call a social media “bottleneck”.