CMO GUIDE TO SOCIAL MEDIABY eMODERATION FOR iSTRATEGY

The proliferation of social networks, tools and platforms has dramatically changed the way we market products and services. And yet, in many ways, the principles of navigating this new world mark a return to the fundamentals of marketing: creating conversations, building relationships with customers, and using real metrics to measure success.

This guide is a collaboration between iStrategy (www.istrategyconference.com), the world-class conference on marketing for CMOs, and eModeration (www.emoderation.com), a global social media management agency that works with some of the biggest brands in the world. It is designed to provide a bird’s eye view of social media for CMOs, examining: what social media can and can’t be expected to achieve; the social principles of social media marketing; how consumers behave on social media (and what brands should expect); resourcing social media; moderating and managing communities online; the pitfalls and potential risks; and what you can (and what you can’t) measure in terms of ROI.

I hope you enjoy reading it as much as we’ve enjoyed producing it.

S P E N C E R G R E E N , C E OG D S I N T E R N AT I O N A L

Introduction

AN OVERVIEW OF MAJOR SOCIAL NETWORKS

SECTION ONE[ ]

MySpace, the social network that found its home among

musicians and their fans, relaunched in 2012 under new

owners Specific Media and Justin Timberlake. It had been

launched originally in 2003, and bought by News Corp in

2005, under whose ownership its popularity declined. There

are currently 32.6 million users, around half of the number of

users the network had at its most popular.

LinkedIn is primarily a business networking tool. It was

founded in 2002 by Reid Hoffman and launched in 2003.

The firm went public in 2011. LinkedIn has more than 200

million members (at January 2013), most of whom are

based in the USA (74m). There are more than 3 million

company pages on the site.

YouTube, the video sharing and streaming site, was

bought by Google in 2006. YouTube has 1 billion monthly

users across the world, and reports that every company

in the AdAge top 100 brands uses YouTube for their ad

campaigns. Further integration with Google (and Google+)

will only add to the site’s importance.

Pinterest is an image sharing site launched in 2010, which

allows users to theme their interests into boards (it has

been compared to an online scrapbook). Users can ‘pin’

images onto boards; and follow, like or comment on other

people’s boards. Pinterest has almost 49 million users,

80% of whom are female. Sixty-nine of the world’s top 100

brands have a Pinterest business page.

There are thousands of social networks, networking apps, blogging platforms (such as Tumblr, recently bought by Yahoo!) and influential communities (such as Mumsnet, Reddit): far too many to list here.

This section focuses on the major ones being used by brands, and is not an exhaustive list.

Facebook was launched in 2004 by Mark Zuckerberg,

and is the most popular social network in the world, with

751 million monthly active users as of March 2013. It is

in every major market in the world with the significant

exception of China. It is a public company, and Zuckerberg

is still chairman and CEO. It recently bought Instagram

(see overleaf). Both individuals and companies can create

Facebook pages.

Twitter is a microblog (it calls itself a ‘real time information

network’), created by Jack Dorsey in 2006. Posts, or

‘Tweets’ are limited to 140 characters, and appear in the

feed of your followers (although anything you post publicly

can be seen on your Twitter page). It has more than 115

million monthly active users.

Google+ is owned by search engine, Google, and is currently

the second largest social network in the world with around

235 million active monthly users. Google+ lets you ‘circle’

(or group) friends and connections into areas of interest,

and post specific updates to those circles. Businesses and

individuals can set up Google+ pages, and link their YouTube

(also owned by Google) accounts to their Google+ profiles. It

is becoming an increasingly important tool for search engine

optimisation, as Google is starting to show search results

that are given a high number of ‘+1s’ (Google’s equivalent of

a Facebook ‘like’), particularly when those +1s come from

within your circle of connections on Google+.

SECTION ONEAN OVERVIEW OF MAJOR SOCIAL NETWORKS

Orkut was Google’s first attempt at a social network, and

although not popular in the US and UK, it’s one of the most

visited sites in India and Brazil, and still has around 33 million

active users.

RenRen is the Chinese equivalent of Facebook, with around

31 million active users per month. Its competitor, PengYou,

is a social network owned by Tencent. Tencent also owns

QZone, a social network that also allows people to blog; it’s

the most popular social network in China with 712 million

registered users.

In Russia, the big social network is not (yet) Facebook but

VKonakte. Founded in 2006 by Pavel Durov, it has around

300 million visitors a month. In addition to its Facebook-

like features, users can also stream video on the site.

Odnoklassniki, Russia’s class reunion social network, was also

launched in 2006 and has 29 million daily unique visitors.

Flickr is an image and video hosting community rather than a

social network. It was created in 2004 and bought by Yahoo! a

year later. Flickr users upload 1.4 million photos a day (behind

Facebook users at 350 million; Snapchat users at 150 million;

and Instagram at 40 million).

Instagram is owned by Facebook, and is a mobile photo and

video sharing social network popular with younger users. It lets

users take and share pictures on a smartphone, and apply pre-

set filters for special effects. Instagram had 130 million monthly

active users by June 2013.

Snapchat is a photo messaging application that lets users

send pictures to each other and then deletes the pictures

after 10 seconds (although of course the ability to take

screenshots means those pictures don’t always disappear).

Its appeal is mostly to a younger audience, and it has a

reputation for being used by teenagers to send sexually

explicit pictures. Around 200 million pictures are exchanged

every day. Brands are beginning to experiment with using it

as a marketing channel, notably MTV and Lynx.

China is worth a special mention as neither Facebook nor

Twitter are permitted to have a presence there, and so a vast

number of Chinese social networks take their place. Sina

Weibo (Weibo means microblog) is the Chinese equivalent of

Twitter and is used by 22% of Chinese internet users (there

are 540 million internet users in China). Tencent Weibo is

very similar to its competitor, but incorporates elements of

Facebook by connecting people like a social network. It has

between 200-250 million users.

OTHER WORLDWIDE NETWORKS

SECTION ONEAN OVERVIEW OF MAJOR SOCIAL NETWORKS

SECTION TWO[ ]

CONTEXT AND AIMS OF SOCIAL MEDIA

Social media has opened up a whole new world of communication for consumers and

brands alike. It hasn’t fundamentally changed human behaviour, but it has allowed people to

make connections – with friends, family, strangers who share an interest – like never before.

One of the biggest shifts for brands on social media is that the corporate entity is suddenly

able to (and expected to) talk directly to customers or other consumers in huge volumes,

without the conduit of media, advertising or via a chain of shops.

Get it right, and the rewards are significant. Think of Facebook and you probably think

‘marketing channel’. It is the primary reason brands use social media – to reach an

increasingly targeted audience with specific marketing messages – but it is by no means the

only reason.

Around 655 million people use Facebook every day across the world. 200 million use

Twitter. The potential for the right branded content to be shared on social media – the holy

grail of social media marketing – means that it is a great way to promote word of mouth

recommendations amongst groups of friends, for a relatively low cost. Of course, people will

only share great content with their friends, and this is the biggest challenge for brands. With so

many companies vying for attention on social networks, how do you stand out from the crowd?

The drive for brands for the first years on social media was to grow the number of ‘likes’ for a

Facebook page or number of followers on Twitter. While these numbers might indicate the size

of the brand (it’s no co-incidence that the likes of Coca-Cola and Disney attract the highest

number of likes on Facebook), likes are no longer considered to be as important as sharing

content – a far more active choice on the part of the fan than simply clicking ‘like’ or ‘follow’.

We are far more likely to take a recommendation from a friend than we are from the brand itself.

In addition, Facebook’s own algorithms mean that posts not liked or shared widely are hidden

from users’ news feeds (you can pay to promote a post instead), so it is in the brand’s interest

to post engaging, personalised content to be shared organically, rather than using overtly

corporate or marketing-led content that is likely to be ignored or hidden by a user.

WORD-OF-MOUTH, SHARING AND RECOMMENDATIONS

CUSTOMER ACQUISITIONSyncapse says, after a 2013 survey, that the average value of a Facebook fan is $174.17

(measured on a number of factors: spend, loyalty, propensity to recommend, media value,

acquisition cost and brand affinity). Of course, with no context, that figure’s pretty meaningless:

your most valuable fan might be not someone who’s bought from you, but someone who’s

recommended you to a highly-valuable customer.

To measure customer acquisition on social media, you need two things: clear objectives at the

start of the campaign; and a way to track the journey of a customer from that first share to the

final sale. We’re not talking about acquiring fans here, but customers who buy. As Jason Falls

puts it:

“You can’t make payroll with more fans.”

CUSTOMER SERVICESocial media is blurring the lines between social media marketing and customer service.

Customers are asking product or service-related questions on social channels that are often

primarily run by marketing departments. Social media managers of branded social pages are

having to respond to customer queries which have the potential to reach a global audience.

As mentioned earlier, one of the challenges of delivering great customer service on social

media is the speed at which consumers expect companies to respond to them. That takes

considerable resource, that not all companies are able to provide. US cable firm Charter shut

its social media customer care (‘Umatter2Charter’) on Twitter and Facebook in December 2012,

reportedly to focus on traditional channels, saying social media was just too time consuming.

According to Aberdeen Group, 59% of companies don’t yet integrate customer care to their

social media delivery.

Jeff Zabin, writing for CRM Buyer, says too many companies are transferring their offline

practices online; response times which might be acceptable for an email are not sufficient on

social channels. He cites research from Gleanster that found many companies take 24 hours to

respond over social media, and in his view that’s 23 hours too long for most customers.

SECTION TWOCONTEXT AND AIMS OF SOCIAL MEDIA

But if you can resource it properly, and achieve the timeframes expected by demanding

customers, the upside can be huge: 71% of customers recommend a brand that gives them

a ‘quick and effective’ response on social media, according to NM Incite’s 2012 social care

study. The result of good customer service is brand advocacy. And according to Forrester’s

2013 report The Future of Customer Service, customer service is moving from being a cost

centre to a differentiator for brands.

There are suggestions in some sectors that Twitter is the only way for consumers to get

good customer service. Research by StellaService analysts tested Twitter against traditional

call centres for flower retailers on Valentine’s Day in 2013, and found that interactions on

Twitter beat phone calls to customer care teams hands down. Forbes’ Managing Editor of

Business News, Dan Bigman, went so far as to say:

“If you’re like me and you didn’t get the flowers you ordered for your wife on Valentine’s Day,

and then you felt like a complete idiot for wasting a hunk of your day or so on the phone

with no result, that’s because you are an idiot. If you want customer service these days, use

Twitter. Period.”

The lesson here is: get your customer service right offline, and you could prevent some of

those negative conversations from happening in public, on social channels.

But really effective customer service on social media requires the integration of social data to

CRM systems. A report in CRM Buyer talks about the need to ensure that the customer has

the same experience of customer service no matter what channel they use to interact with a

company. If a customer has spoken to a service representative over the telephone, and then

messaged that company on Facebook or Twitter, they’ll expect the same level of service,

and that the firm will recognise their query. This single view of the customer requires real

integration of social data with CRM systems (as far as data privacy allows). This is, in our

view, the next big area for growth within social media customer service.

For more information on social media and customer service, see eModeration’s guide to

customer service in the publications section of its website.

MONITORING, SOCIAL LISTENING AND R&D There are any number of social media monitoring and listening tools on the market, designed to

help brands monitor and make sense of what’s being said about them on social media channels.

PR and social media agencies will almost all use media monitoring tools like Radian6 (now

owned by Salesforce), Sysomos or Unmetric, which give varying levels of insight to what all

those mentions mean. Almost none of them give specific recommendations for action – you still

need a team of human analysts to deliver that, layered over the tool you choose.

There are also various specialist social media tools such as Adobe Social, HootSuite and Sprout

Social, which let you manage and listen to social conversations, triage posts and then act on

relevant information.

Social listening and monitoring tools are particularly useful for:

• spotting issues early (such as faulty products)

• allowing the company to put right a problem quickly

• solving customer service or reputation issues

• getting feedback on products or services to inform future campaigns, the development of new

products, or the improvement of existing ones.

RESEARCH AND DEVELOPMENTTake social listening a step further, and you can use social media to crowdsource new ideas,

or test new products with genuine fans. One worth mentioning is My Starbucks Idea, an ideas

community started by Starbucks for customers to post their ideas for a better Starbucks

experience or product. The community can vote for or comment on ideas submitted, and the

conversation is continued on Starbucks’ social networks.

RECRUITMENTCompanies such as JP Morgan use Facebook to give potential employees a look behind the

scenes - a great use of social media to show the human side to a company.

SECTION TWOCONTEXT AND AIMS OF SOCIAL MEDIA

SECTION THREE[ ]

SOCIALPRINCIPLES

In the early days of social media marketing, brands used social channels to ‘push’

messages to as wide an audience as possible. Now the market is becoming more

sophisticated, this is shifting towards smarter engagement and human, one-to-

one interaction with targeted audiences. While this is a more natural style for social

media - which is, after all, all about having conversations and sharing information

within networks - it can feel uncomfortable for some marketers as it doesn’t allow for

message control or corporate approval processes. But it is becoming increasingly

important, not least because Facebook’s algorithms mean that the majority of

branded content is hidden from users’ Facebook feeds, unless it attracts high levels of

interaction from ‘fans’.

1

2

SOCIAL MEDIA MEANS HUMAN INTERACTION, NOT ‘PUSH MARKETING’

The voice in which the brand ‘speaks’ on social media should be consistent, open

and authentic. Social media is no place for overtly corporate messaging, but a place

of conversation. For bigger brands, social conversations will be managed by a team

of people, not a single person, so developing a clear tone of voice is crucial if different

social media managers are to speak on behalf of the brand.

CREATE AN AUTHENTIC TONE OF VOICE

3Social media is no longer solely the preserve of the marketing department. Social media

managers are dealing with posts from customers, fans and detractors across all sorts

of areas including product questions, technical help, customer service, complaints or

conversations amongst fans. The team needs to be able to deal with all these issues,

triaging posts as required and escalating more serious issues upwards within the business.

INTEGRATE SOCIAL MEDIA AND CUSTOMER SERVICE

4Social media gives you the opportunity to listen and respond to what people are

saying about your brand, product or service in a way that has never been possible

before. Not all those comments will be positive, but many will be constructive or

informative (see previous section on ‘social listening’). Listen to all feedback, not just

the positive, and never censor negative comments. Where possible, respond - and

again, not just to praise.

LISTEN, AND RESPOND TO WHAT YOUR FANS SAY

Listening to criticism doesn’t mean you have to listen to abuse. Never tolerate

bullying, abusive behaviour, hate speech or other inappropriate content on your

social media pages. Be clear about what you will and won’t accept, and set out

some house rules.

5 BUT DON’T PUT UP WITH ABUSE

There are many brands who still post the ‘Like us if you love kittens’ style of content

(and to be fair, sometimes it works), but as social media use develops, consumers

are looking for content that is informative, useful, funny, or compelling. Create

content that people actually want, and that is designed to be shared.

6 CREATE CONTENT THAT IS COMPELLING

You could have five million ‘likes’ on Facebook, but unless some of those convert to

customers (or influence people who’ll convert), they have no real value to you. There

are several unscrupulous companies out there running ‘click farms’ - businesses set

up to buy a company fake ‘likes’ – which of course will never convert to a sale.

7 DON’T PLAY THE NUMBERS GAME

Journalists are bloggers, news channels use video footage from mobile phones,

journalists source stories and interviewees from Twitter, and TV programmes use

hashtags to extend their audience. Social media cannot exist in a silo.

8THE LINES BETWEEN SOCIAL AND TRADITIONAL MEDIA ARE BLURRING

SECTION THREESOCIAL PRINCIPLES

SECTION FOUR[ ]

CONSUMER BEHAVIOUR ON SOCIAL MEDIA - WHAT SHOULD YOU EXPECT?

Research from Simply Measured indicates that of the top brands using Twitter for customer

service, 15% respond to 10 or more tweets a day; 7% to 50 or more tweets a day; and just 3%

to 100 or more tweets a day.

VOLUME OF POSTS DEALING WITH NEGATIVITYJust over half (52%) of customer feedback on social media is negative, according to a study of

40 top brands by Brandwatch. The majority of this negative feedback relates to dissatisfaction

with customer service. According to the study:

“Social media users were more likely to take to the web to voice general discontent of a brand’s

customer service than for any other reason, corresponding to the negative perception of the

survey as a whole. This was particularly prevalent in the utilities sector.”

In the main, negative feedback isn’t determined by the channel through which it’s reported,

but by the service provided by the brand (YouTube may be an exception to this rule, where

comments tend to be more abusive than on other channels).

SPEED OF RESPONSESocial media users expect answers to questions, fast. eModeration’s best practice dictates that

a brand has 15 minutes to respond to a question on Twitter, and an hour on Facebook.

15 mins 60 mins

eModeration’s best practice guide for social media response

15 %RESPOND TO 10 OR MORE TWEETS A DAY

07 %RESPOND TO 50 OR MORE TWEETS A DAY

03 %RESPOND TO 100 OR MORE TWEETS A DAY

SECTION FOURCONSUMER BEHAVIOUR ON SOCIAL MEDIA - WHAT SHOULD YOU EXPECT?

SECTION FIVE[ ]

RESOURCING SOCIAL MEDIA

WHO IS REPRESENTING BRANDS ON SOCIAL MEDIA CHANNELS?

Teams are expanding to include representatives from

marketing, sales, PR, customer service, HR and legal,

particularly when a crisis hits.

IN-HOUSE TEAMS

Management of social media is becoming a more strategic

buy for brands, and - like other agency models - is moving

increasingly to an outsourced model. Agencies such as

eModeration work closely with in-house teams, and are used

for brand protection, insight and analysis, moderation, social

listening and day-to-day social media management.

SOCIAL MEDIA MANAGEMENT AGENCIES

Social media is seeing the traditional skills of agencies

merging, as agencies from all backgrounds diversify and

move into social media (often outsourcing the day-to-day

management to specialist agencies). PR agencies in particular

have strong skills in creating conversations and perhaps sit

more naturally in this area, although high cost-bases mean

that they are more likely to take a strategic, rather than an

implementation role in social media.

OUTSOURCED AGENCIES

Thankfully, the days of giving social media to the intern are over. Social channels have far too

important a role in reputation management. Core skills of a social media manager include:

CHOOSING AND MANAGING A TEAM.

1 A great writer. Social media managers have to respond fast, often under pressure, and should have a good command of language.

Robust, social personality. This is, after all, a social role, and one that will often present criticism as well as positive engagement. 2

An eye for detail. Posts riddled with typos or grammatical errors reflect badly on the brand.3

4 The ability to triage posts, and spot an issue before it becomes a crisis.

A skill for quick thinking, and the ability to interpret guidelines and apply them. 5

SECTION FIVERESOURCING SOCIAL MEDIA

SECTION SIX[ ]

MODERATION AND COMMUNITY MANAGEMENT

As with any group of people, social media communities need managing and nurturing if

they are to succeed. Social media managers and community managers should be active

in the community to encourage interaction, discourage bad behaviour from fans, and

keep discussions relevant to the page. They will also enforce rules and penalise or block

consistent rule breakers.

Tools such as Conversocial and Adobe Social can be used to automate some parts of the

social media management process, including first layer moderation - to filter out spam,

obscene or illegal content, or hate speech, for example, that could really damage the

brand’s reputation. On top of that, you should layer human moderation for more subtle

or hard-to-discern content, to check potentially harmful content that has been flagged

by the moderation tool, or where you need to apply specific rules (for example in a brand

competition on Facebook).

These automated tools can also be used to manage multiple sites and feeds, create basic

content such as polls or competitions, and to schedule posts.

MODERATION AND COMMUNITY MANAGEMENT

SECTION SIXMODERATION AND COMMUNITY MANAGEMENT

This is “front of house” and is focused on that all-important

brand engagement:

• writing compelling content

• creating conversations with consumers

• setting up and managing analytics

• sharing insight and developing strategy

• identifying influencers and brand champions

COMMUNITY MANAGEMENT

This is an often overlooked but vital “backstage” role, which

focuses on protecting a brand’s reputation:

• setting up brand-specific guidelines

• using in-house or third-party tools to review content

• removing obscene, defamatory or otherwise inappropriate

content

• creating a brand-friendly environment, particularly for young

people

• identifying potential issues and escalating where required

MODERATION

SECTION SEVEN[ ]

SOCIAL MEDIA AND RISK

With the explosion in social media, comes potential

risk to corporate reputation. One of the most common

risks is from within the organisation itself: the damage

an unthinking or ‘rogue’ employee could do by posting

inappropriate content linked to the company on a personal

social media page.

Every organisation should have clear, enforceable social

media policies for all staff, that lay out the responsibilities

of staff when posting content that could be associated with

the brand. All staff should be trained in social media use

so they understand the potential consequences of posting

inappropriately - whether by accident or deliberately.

THE RISK TO CORPORATE REPUTATION

Most companies will have a full-scale operational crisis

plan in place; few include social media. And yet when a

crisis breaks, it is most likely to be first spotted on Twitter,

discussed on Facebook and filmed on a mobile phone

before being uploaded to YouTube. The days of being able

to control a crisis with a corporate press statement are

well and truly over.

CRISIS MANAGEMENT PLANS

But brands can control how they respond, and

prepare for the worst. You can integrate social

media to operational crisis plans, rehearse a crisis

using simulation technology (such as eModeration’s

simulation technology, Polpeo - www.polpeo.com), and

identify strengths and weaknesses in crisis plans, teams

and processes.

CRISIS READINESS

SECTION SEVENSOCIAL MEDIA AND RISK

SECTION EIGHT[ ]

ROI AND ANALYTICS: WHAT’S MEASURABLE (AND WHAT’S NOT) ON SOCIAL MEDIA

ROI is a contentious issue in social media. The majority of companies still measure social

media activity by the obvious numbers: likes, followers and fans. They are a popularity

indicator, but on their own do not demonstrate a financial return on your investment.

More measurable metrics, although still not a financial ROI, are interactions (shares and

comments), click-throughs and viral reach. These have far more meaning for brands than pure

numbers, as they indicate influence, awareness, appetite for content, increased engagement

with customers and so on. Most social media management tools will help you count the

numbers.

A more quantifiable return – the kind that has a measurable financial impact on your company

– requires you to track sales, subscriptions or other consumer action back to your social media

campaign. This means integrating your social media activity to analytics tools and, importantly,

to CRM databases so you can measure things like lifetime value of a customer, and increased

spend per order.

However you plan to measure the impact of your campaign you need clearly defined goals

at the outset, against which to measure the results using analytics. What is it that you need

to measure?

1 Reach / awareness (how many people saw information about my product because of my campaign?)

Recall (how many people remembered my product because of my campaign?)

Sentiment or emotion (what do people think of my product?)

Interaction (how many people shared information about my product as part of my campaign?)

Conversion (how many people bought my product as a result of my campaign?)

2

3

4

5

WHAT’S MEASUREABLE (AND WHAT’S NOT) ON SOCIAL MEDIA

SECTION EIGHTROI AND ANALYTICS: WHAT’S MEASUREABLE (AND WHAT’S NOT) ON SOCIAL MEDIA

Since we embarked on this guide, Twitter has announced its IPO, the last of the ‘big four’ social networks (Google+, Facebook, YouTube and Twitter) to go public. As Charlene Li, founder of Altimeter, says on her blog: “Twitter is going to be the talk of the town into 2014.” As Twitter finds the revenue model that will define its success, the industry will be watching closely for the next opportunities for innovation in social media, and the revenue models that satisfy both advertisers, the networks themselves and, of course, the all-important consumer.

What does the future hold? In 2014 as social media sophistication increases, we expect to see a big focus on insight and analytics, driven by Big Data, that will help marketers find the true value of social media to the business. Brands will stop thinking in terms of just the numbers, and instead focus on business value, revenue growth, research and development, impact and influence.

Our focus currently is predominantly in the Western world, where social media take-up has, to date, been strongest. That will shift in 2014. Watch the BRIC countries. Brazil is already the second biggest Facebook market after the US; Facebook is only just starting to make real inroads in Russia; and India’s social media market will change beyond imagination when its mobile and internet industry takes hold, bringing possibilities of social networking beyond its cities and towns.

And then, of course, we come to China. I started my first business in China in 1994. It was then - and remains - one of the biggest opportunity markets in the world, seeing huge economic development and growth driven by demand. Facebook and Twitter are still strangers in this vast land. It could be that the next big thing in social media is something we haven’t even dreamed of yet.

S P E N C E R G R E E N , C E OG D S I N T E R N AT I O N A L

Conclusion

Our thanks to Tamara Littleton, CEO of eModeration for her invaluable contribution to this guide

eModeration is a social media management agency which delivers high-quality multi-lingual

community management and moderation services, social media consultancy, and crisis

management training and simulations. With offices in London, Los Angeles and New York, it

works with some of the world’s biggest brands across a wide range of industry sectors. These

include: automotive, kids and entertainment, FMCG, financial services, luxury brands, media,

pharmaceutical, publishing, and telecoms.

The agency works with leading global brands, including BBC Worldwide, HSBC, Mind Candy

(Moshi Monsters), MTV, Sony Mobile, ITV, Hyundai, Smirnoff, the LEGO Group, Sprint and The

Economist.

It also works with a growing roster of agencies, including Starcom MediaVest Group, Wieden

+ Kennedy, Ogilvy, Saatchi & Saatchi, DDB Worldwide, Crispin Porter + Bogusky and Publicis

Groupe.

Committed to providing a safe and engaging social media experience for children and adults,

eModeration’s CEO Tamara Littleton has over 11 years’ experience of community and social

media management and moderation. She has also advised the UK government on guidelines

for child safety and was shortlisted for the 2013 First Women Awards in the Business Services

category.

eModeration contributes to the development of social media expertise via its white papers,

blogs, sponsorships, and has a strong roster of returning clients who appreciate the quality of

its services and expertise in social media tools and trends.

EMODERATION

TAMARA LITTLETON CEO AND FOUNDER

Tamara founded eModeration in 2002 to share her passion for making the internet a safer place.

From the early days of online forum moderation to the explosion of Facebook and Twitter,

Tamara has used her experience and expertise to help develop best practice standards for

digital media on branded online channels.

With a background in content management, publishing, consultancy and operations for the

pioneering BBC online communities team and Liberty Media (Chello Broadband), she has

extensive experience in community management, child safety, and social media consultancy

and crisis management. She is a member of the UK Council for Child Internet Safety (UKCCIS),

advising the British Government on the moderation of communities.

Talk to us today about how we can help protect your brand.

P. (+44) 0203 178 5051

E. info@emoderation.com

SPENCER GREEN CEO GDS INTERNATIONAL

I was educated at Clevedon Comprehensive and Millfield School, and studied law at Kings

College, London. In my youth, I represented Wales at rugby and tennis in the UK National

Under-18 teams. And I have been a roadie for the Rolling Stones, which was a lot of fun.

In October 1993, with £30,000 and a telephone, I started GDS International: now a £40 million

client-focussed events company that I remain passionate about to this day.

Business is changing all around us: more meetings, busier, more noise, less time to reflect,

fewer opportunities for perspective.

Underneath this complexity, simplicity: an incredible network of conversations that matter

between peers facing similar challenges, between industries that have so much to learn from

each other, and between senior executives seeking solutions and the experts that have them.

GDS International is a business-to-business media and services company. Our products

include summits, conferences, virtual roundtables, and on-demand business video.

For 20 years, we have cut through the clutter and hype of business to deliver quality learning

and active networking for over 30,000 senior executives; and qualified one-to-one or one-to-

many sales opportunities for over 10,000 sponsor partners.

GDS INTERNATIONAL | ACCELERATING THE RIGHT CONVERSATIONS

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