Improving customer satisfaction: 3 brands' social media engagement strategies
Two-thirds of Americans have a profile on social media, Adweek reports. What's even more notable is that consumers are highly engaged on channels such as Facebook and Twitter, checking the sites several times per day. This trend represents a powerful window of opportunity for consumer products brands, which can start improving consumer satisfaction by connecting with their target audience at natural communication points, at scale.
Consumer products brands can make the most of their social media presences when they listen to and learn from what audiences have to say, both the good and the bad. By analyzing this data and incorporating insights into marketing operations, CPG leaders can develop processes for reaching consumers on an emotional level.
Here are three brand stories that illuminate the power of social for CPG:
Duncan Hines's strong Facebook engagement
According to a recent G/O Digital study reported by Adweek, 55 percent of mothers and 47 percent of fathers believe that Facebook is the most efficient channel to converse with brands. This trend is the reason why CPG brands like Duncan Hines are investing heavily in building a social presence. In another recent Adweek article, SocialBakers ranked the company as one of the top brands on Facebook, generating more interactions than any other CPG brand.
In an article with Chief Marketer, Duncan Hines Senior Vice President of Marketing Andy Reichgut reported that its biggest return on investment from social has been the ability to gather conversation data from its most important segment: bakers. Relying on social sentiment data and feedback from customers, the company redesigned its website to include user-generated content and Pinterest-like capabilities for easier recipe collection and sharing. Social media has helped Duncan Hines get closer to its target customers by facilitating active discussions and reinvesting conversation data back into the brand's strategy.
Social media managers are well-aware of the fact that Snapchat's audience tends to skew younger. Re/code reports that 45 percent of Snapchat users are between the ages of 18 and 24, and another 26 percent are between 25 and 34. These demographics are the reason why General Electric, a 123-year-old manufacturing company, has launched a presence on the platform.
In July 2014, GE produced a series of campaigns introducing Buzz Aldrin to new fans and commemorating the company's role in the moon landing. According to Fast Company, by coupling this marketing initiative with the launch of a limited-edition pair of sneakers, GE leveraged social media to build brand awareness among communities of young people, especially those who may not have grown up with GE as a household name.
Friskies' holiday sentiment push
Thanks to social media, CPG leaders have a mechanism for improving customer satisfaction during key decision-making moments. During the 2014 holiday season, Nestlé Purina PetCare's cat food brand, Friskies, earned a 62 percent positive social sentiment ranking among consumers, according to a HootSuite report in MediaPost. This metric is the highest score for any CPG brand during this same time period. Friskies engaged in a partnership with BuzzFeed to create cat-focused posts that engaged readers on an emotional level.
Thanks to social media, CPG brands have new opportunities to reach target audiences' emotions, which is key in building brand experiences. Rather than pushing products, social media helps companies create content that their consumers want to read, which is a powerful publicity tool. Industry leaders can now use data to better understand what their target consumers are thinking and feeling.
The bottom line is that data inspires consumer products leaders to listen and learn alongside their audiences in an authentic, natural and impactful way. Rather than pushing product sales, brands like Duncan Hines, Friskies and GE are seeking out ways to empathize with their customers' needs. Social media data provides an unparalleled, untapped opportunity for improving consumer satisfaction.
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