1、From Risk to Responsibility: Social Media thereby inviting others in the organization to serve as brand advocates on the channel. The largest group of consumers (39%) say employees are the most transparent representatives for businesses on social, so any brand hoping to increase their employee advoc

2、acy footprint should put an emphasis on helping leaders “walk the walk” by developing a stronger executive presence on social. The mere presence of a CEO on social media has the added bonus of creating a positive impression of his or her brand. More than half of consumers want CEOs to have a persona

3、l presence on social media, such as their own Twitter handles or Instagram accounts. And 63% of people say CEOs who have their own social profi les are better representatives for their companies than CEOs who do not. This is in addition to the reputational benefi ts CEOs with their own social profi

4、les already earn, such as seeming more approachable, accessible and human. And given every executives consideration for the bottom line, CEOs should be aware that 32% of consumers say that a CEOs transparency on social would inspire them to purchase more from that business. Additionally, almost one

5、in fi ve individuals (18%) would see a CEOs transparency on social as a reason to consider career opportunities at that company in the future. As with social overall, brands must learn what people desire from CEOs on the channel before they can educate company leaders on how to best champion transpa

6、rency eforts. Consumers want CEOs to keep their posts focused on business needs over personal updates, but the bottom line is that CEOs are more likely to make a positive impact when they share transparently on social, no matter what they post about. Its also important to note that 80% of people say

7、 CEOs should manage their own social presence. Of course, this is not realistic for every business leader. The takeaway, however, is that regardless of how brands choose to manage their CEO profi leswhether outsourced, run by the marketing team or even by the CEOconsumers expect an authentic experie

8、nce. Behind the screen, what matters is that people feel like theyre engaging directly and personally with CEOs. Millennials have strong preferences for brands and CEOs that share authentically on social. Clothing website Everlane knows the power CEOs have on social. The companys founder, Michael Pr

9、eysman, reinforces his companys commitment to transparency with posts on his own social profi les (great for younger shoppers). Each post amplifi es conversations around topics important to Everlane customers, such as donations to the ACLU and an insiders look at life as a CEO. Preysman pulls it all

10、 together in his series of personal Instagram letters that explain company fi nances, product and big-scale decisions. But Preysman isnt a one-man band. He speaks to his personal audience while also using Instagram Stories from Everlanes brand handle to be transparent with audiences. Through “Transp

11、arency Tuesdays,” Preysman answers fans questions on topics like factory practices and employee treatment. Everlane makes sure to visit diferent departments (QC, retail, HR) and ofer a window into the companys business goals and values. For brands like Everlane that were born in the digital age, tra

12、nsparency is a way of life. Honest, open communications are built into every facet of Everlanes business and across all channels. Older corporations can turn to Everlane for examples of how to promote social transparency despite business units, geographic distances or existing strategies. Communicat

13、ion Strategies for the Transparent Brand Findings from this report show a clear need for improved transparency now. People believe transparency is more important from brands than ever before, and they want the businesses they support to be especially transparent on the communication channels where t

14、hey interact every day. As social has increased opportunities for people and brands to readily connect, it has also driven heightened expectations on which the majority of businesses are falling short. Thats because while greater transparency is already the goal at many companies, consumers wont acc

15、ept unfi ltered, haphazard efortsor overly polished marketing ploys. Establishing transparency best practices and exceeding standards requires ample strategy, listening and a continual appreciation for authentic sharing, even on issues where transparency presents a greater challenge. To establish tr

16、ansparency as a principle on social (and elsewhere), consider the following four communication tactics: Elevate social transparency as a business strategy, not just a marketing efort. Every member of your brand helps drive honest communications, and it only takes one poor interaction to turn of cust

17、omers. Transparency must be an overarching business pillar, not a responsibility that marketers and customer service representatives own in a silo. Social is important to more than just your customers. It matters to your current and prospective employees as well, and social transparency can directly

18、 support HR and recruiting eforts. Channel investments deliver the best results when theyre holistic and help brands act as social businesses, not businesses with social strategies. Listen, then act: Use social insights to invest where it matters. Brands that focus exclusively on the marketing benef

19、i ts of increased transparency, like standing out from competitors, risk delivering generic, inauthentic experiences that cater too directly to their own marketing and sales goals. The stakes are high, and brands need to take stock of what their audiences want before they act. Just as social ofers a

20、n avenue for brands to proactively deliver on transparency, it also ofers an opportunity to step back and listen. Millions of consumer comments and conversations happen on social, and the insights your brand can gain from understanding this data will inform transparency eforts going forward. Yes, pe

21、ople are talking about your industry, brand and productsbut your target audience is also talking about the issues they care about that dont directly tie to your brand. Understanding customer and industry beliefs and values empowers your team to lead eforts toward open communication in a unique, thou

22、ghtful way that your audience cant help but notice. Hand CEOs the megaphone. Modern leadership means CEOs should embrace modern engagement channels and take their executive presence outside the boardroom. Your CEO sets the standard for active, honest sharing on social and empowers your employees to

23、authentically share, too. Not all CEOs are prepared or eager to post on social, however. But connecting with consumers doesnt necessarily demand that brand leaders generate new thought leadership or spend a lot of time on the channel. Often, people just want more access to CEOs, and that can be as s

24、imple as sharing pictures from a company outing or attendance at an industry event. And while CEOs are advised to manage their own social profi les when possible, your CEO can seek help or partner with social and marketing experts on your team to facilitate a stronger, sustainable presence. Use soci

25、al media to turn back the years. Social ofers diverse options to fi nd and connect with millennials on the platforms they fi nd valuable. Given the millennial preference for companies and executives that communicate transparently on social and emphasize core values, any employer planning to grow in

26、the coming years should take note. Why? Because millennials in America have immense purchasing powermore than any other generation. Also, Pew Research indicates that millennials will soon be the largest generational workforce in the U.S. Your organizations involvement on social shapes your talent po

27、ol, and your employer brand infl uences whether millennials will even consider you as an employer. Dont feel like you have to get it all right at once. Socials blend of permanent and ephemeral content ofers many opportunities to explore transparency strategies, earn feedback and improve experiences.

28、 Brands and CEOs can make a positive impact with millennials through a range of topics (business practices, employee treatment, personal lives and more), so explore diferent conversations to learn what resonates most with your target audiences. With so few consumers genuinely believing brands are ca

29、pable of transparency today, positioning transparency at the core of your business strategy today means staying ahead of the curve tomorrow. Transparency must become the new normal for brands to move forwardis yours ready? About the Data The From Risk to Responsibility: Social Media thereby inviting

30、 others in the organization to serve as brand advocates on the channel. The largest group of consumers (39%) say employees are the most transparent representatives for businesses on social, so any brand hoping to increase their employee advocacy footprint should put an emphasis on helping leaders “w

31、alk the walk” by developing a stronger executive presence on social. The mere presence of a CEO on social media has the added bonus of creating a positive impression of his or her brand. More than half of consumers want CEOs to have a personal presence on social media, such as their own Twitter hand

32、les or Instagram accounts. And 63% of people say CEOs who have their own social profi les are better representatives for their companies than CEOs who do not. This is in addition to the reputational benefi ts CEOs with their own social profi les already earn, such as seeming more approachable, acces

33、sible and human. And given every executives consideration for the bottom line, CEOs should be aware that 32% of consumers say that a CEOs transparency on social would inspire them to purchase more from that business. Additionally, almost one in fi ve individuals (18%) would see a CEOs transparency o

34、n social as a reason to consider career opportunities at that company in the future. As with social overall, brands must learn what people desire from CEOs on the channel before they can educate company leaders on how to best champion transparency eforts. Consumers want CEOs to keep their posts focu

35、sed on business needs over personal updates, but the bottom line is that CEOs are more likely to make a positive impact when they share transparently on social, no matter what they post about. Its also important to note that 80% of people say CEOs should manage their own social presence. Of course,

36、this is not realistic for every business leader. The takeaway, however, is that regardless of how brands choose to manage their CEO profi leswhether outsourced, run by the marketing team or even by the CEOconsumers expect an authentic experience. Behind the screen, what matters is that people feel l

37、ike theyre engaging directly and personally with CEOs. Millennials have strong preferences for brands and CEOs that share authentically on social. Clothing website Everlane knows the power CEOs have on social. The companys founder, Michael Preysman, reinforces his companys commitment to transparency

38、 with posts on his own social profi les (great for younger shoppers). Each post amplifi es conversations around topics important to Everlane customers, such as donations to the ACLU and an insiders look at life as a CEO. Preysman pulls it all together in his series of personal Instagram letters that

39、 explain company fi nances, product and big-scale decisions. But Preysman isnt a one-man band. He speaks to his personal audience while also using Instagram Stories from Everlanes brand handle to be transparent with audiences. Through “Transparency Tuesdays,” Preysman answers fans questions on topic

40、s like factory practices and employee treatment. Everlane makes sure to visit diferent departments (QC, retail, HR) and ofer a window into the companys business goals and values. For brands like Everlane that were born in the digital age, transparency is a way of life. Honest, open communications ar

41、e built into every facet of Everlanes business and across all channels. Older corporations can turn to Everlane for examples of how to promote social transparency despite business units, geographic distances or existing strategies. Communication Strategies for the Transparent Brand Findings from thi

42、s report show a clear need for improved transparency now. People believe transparency is more important from brands than ever before, and they want the businesses they support to be especially transparent on the communication channels where they interact every day. As social has increased opportunit

43、ies for people and brands to readily connect, it has also driven heightened expectations on which the majority of businesses are falling short. Thats because while greater transparency is already the goal at many companies, consumers wont accept unfi ltered, haphazard efortsor overly polished market

44、ing ploys. Establishing transparency best practices and exceeding standards requires ample strategy, listening and a continual appreciation for authentic sharing, even on issues where transparency presents a greater challenge. To establish transparency as a principle on social (and elsewhere), consi

45、der the following four communication tactics: Elevate social transparency as a business strategy, not just a marketing efort. Every member of your brand helps drive honest communications, and it only takes one poor interaction to turn of customers. Transparency must be an overarching business pillar

46、, not a responsibility that marketers and customer service representatives own in a silo. Social is important to more than just your customers. It matters to your current and prospective employees as well, and social transparency can directly support HR and recruiting eforts. Channel investments del

47、iver the best results when theyre holistic and help brands act as social businesses, not businesses with social strategies. Listen, then act: Use social insights to invest where it matters. Brands that focus exclusively on the marketing benefi ts of increased transparency, like standing out from com

48、petitors, risk delivering generic, inauthentic experiences that cater too directly to their own marketing and sales goals. The stakes are high, and brands need to take stock of what their audiences want before they act. Just as social ofers an avenue for brands to proactively deliver on transparency

49、, it also ofers an opportunity to step back and listen. Millions of consumer comments and conversations happen on social, and the insights your brand can gain from understanding this data will inform transparency eforts going forward. Yes, people are talking about your industry, brand and productsbut your target audience is also talking about the issues they care about that dont directly tie to your brand. Understan