BlogWell Chicago Social Media Case Study: U.S. Bank, presented by Karen Gutierrez
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SocialMedia.org Video Case Studies Karen Gutierrez Social Media Strategy: Many Marketers, One Vision This video is from BlogWell San Francisco June 20, 2011 socialmedia.org/blogwell SocialMedia.org Case Studies This presentation is from BlogWell Chicago June 19, 2013 socialmedia.org/blogwell
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In her BlogWell Chicago presentation, U.S. Bank's Social Media Director, Karen Gutierrez, explains how they created a social media strategy and playbooks to carry it out. She goes into detail about the steps they took for creating a plan that would lead to 65-page playbooks that the team uses to engage in social on a daily basis.
Transcript of BlogWell Chicago Social Media Case Study: U.S. Bank, presented by Karen Gutierrez
SocialMedia.orgVideo Case Studies
Karen Gutierrez
Social Media Strategy: Many Marketers, One Vision
This video is from
BlogWellSan FranciscoJune 20, 2011
socialmedia.org/blogwell
SocialMedia.orgCase Studies
This presentation is from
BlogWellChicago
June 19, 2013socialmedia.org/blogwell
*
Many marketers. One vision.
U.S. Bank case study:
Social media strategy
Karen Gutiérrez
@curiousbankerSocial media director, U.S.
BankJune 19, 2013
*
About
Fifth-largest U.S. commercial bank by assets
Employees: 62,000
Customers: 17.6 million
Bank branches: 3,080 in 25 states
*
Decentralized marketing organization
Uneven expertise in social media
Wide variety of business objectives
Tendency towards SOS (Shiny Object Syndrome)
The Challenge
“We need a
page.”
“Our
competitors
are…”
“We want to do
Twitter. How do
we get
approved?”
*
The solution: Agency-led journey to a guiding principle for social media marketing at U.S. Bank.
At two-day in-person meeting….
Reviews competitors.
Evaluates current
social media efforts.
Digital agency
(VML) interviews
stakeholders
1. Review
2. Stakeholder
Summit
Stakeholders get
overview of digital
landscape.
Hear results of
internal interviews
and evaluation.
Debate & agree
on guiding principle
& strategic pillars.
3. Execution
Agency & bank
complete 18-
month plan.
Four internal
subgroups begin
implementation.
Complete playbooks
for major social
channels.
*
The Stakeholders: Social Media Council
Wholesale
Banking
PR/Media
Relations
Credit Card
Wealth Management Consumer
Banking
Human
Resources (recruiting)
Customer
Service
Internal Communications
Online
Channel Social Media
Council-Privacy
-Compliance
-Info security
-Tech operations
-Legal
-Employee relations
Outer circles:
Marketing strategy
teams that meet
independently and send
representatives to twice-
monthly council
meetings.
Inner circle: Strategy
team reps + reps from
Legal, Compliance,
Privacy, Info security,
Tech operations,
Employee relations
*
VML interviewed 30 stakeholders across enterprise
About 45 minutes per stakeholder
Informal, open-ended questions
Social media team not present (to encourage candor)
Stakeholders also completed anonymous survey
What do you see as
key objectives?
Who do you
see as the target audience?
How is the bank doing in
social so far?
What hasn’t worked and
why?
Are policies
well-communicated?
Is our governance effective?
Why or why not?
Which companies are doing
things you admire?
*
Evaluation included:
Inventory of U.S. Bank managed channels
Comparison to competitors
Metrics
Content evaluation
Recommendations
185 pages total
*
30 stakeholders gathered in Minneapolis for two days
Goal: Consensus on a Guiding Principle and Strategic Pillars for social media
Agenda: •Day 1: New media overview and results of internal interviews and evaluations.
•Day 2: VML presents several options for principle and pillars. Stakeholders break into small groups to brainstorm additions/deletions. Final consensus reached through large group discussion.
*
Issues we worked through
Tension between customer care and marketing as primary role of social
Desire for evidence that social drives revenue
Debate over nature of guiding principle – Tactical versus aspirational
Concern that business lines are too different for one strategy
*
Result
Be as protective of and committed to our online social communities as we are to
every other person, audience and market we serve.
GUIDING PRINCIPLE
STRATEGIC PILLARS
*
One we rejected
Connect with customers to help them recognize
and realize their dreams through inspiration,
education and service that matters to them.
*
Subgroups:
•Channel strategy & execution – Playbooks for Facebook,
LinkedIn, Twitter and YouTube
•Governance – Council charter, subcommittees, meeting calendar,
postmortem reviews
•Tools and resourcing – Inventory of social media/digital
resources across bank, gap analysis, selection of SM management
vendor
•Training – Inventory of existing training, development of video for all
employees, e of intranet resources
*
PLAYBOOK CONTENTS •Audience and Objectives - Who are we targeting on the (xx) social network? What’s the purpose?
•U.S. Bank Social Voice – Character, tone, language, examples of “okay” and “better” posts •Content Strategy – Sources, process, content themes and series, sample calendar •Influencer Strategy – Who, how and why
•Editorial Strategy – Frequency, days of week, times of day, starring/pinning/backdating
•Community Management – Moderation practices
•Measurement - KPIs
*
Embedding principle and pillars
Example: Content in Facebook planning calendar is checked off against the pillars.
*
Example: Humanizing
*
Thank you!
Karen Gutiérrez Social Media Director, Corporate Marketing
U.S. Bank @curiousbanker
Learn more about past and upcoming BlogWells
socialmedia.org/blogwell
This video is from
BlogWellSan FranciscoJune 20, 2011
socialmedia.org/blogwell
SocialMedia.orgCase Studies
This presentation is from
BlogWellChicago
June 19, 2013socialmedia.org/blogwell
