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Digital Pulse Geneva 2019

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Executive summary

Everyone talks about social media and digital as the Minimalist, the Storyteller and the Pioneer. communications, but to what extent do Although these archetypes share a common companies and organisations really harness pursuit of digital personalisation, they tend to lack their power? Which strategies work best and a clearly defined digital communications strategy how are communications professionals taking that goes beyond ad hoc activity. advantage of digital opportunities? • The Minimalist: Companies and organisations Leidar has conducted an audit of 121 international representing this archetype have fewer than companies and organisations based in and 500 employees. They focus on the essentials around Geneva, Switzerland. We analysed more and take a pragmatic approach to digital than 50 dimensions and measures in three innovation. Their largest online communities focus areas to evaluate the sophistication of are on Twitter and LinkedIn. digital communication strategies. We wanted to • The Storyteller: This archetype is represented determine the size of a brand’s digital footprint by a diverse group of companies and and gain a better understanding of how they use organisations. They are creative content personalised messages, brand ambassadors, producers that excel at social media sustainability initiatives and omnichannel engagement. They also have large and engaged experiences to engage audiences. communities on Facebook and YouTube. Companies representing this archetype tend Our research and analysis shows that digital to communicate actively about corporate personalisation, the creation of one-to- Table of contents social responsibility (CSR) on web and social. one experiences with people based on their demographics and interests, is the strategy of • The Pioneer: Companies and organisations Executive summary 3 choice. Brands are primarily sharing social media representing this archetype have more than Background and methodology 4 content to build awareness, not move people 500 employees. They stand out for their to action. Even intergovernmental organisations strong online presence, early adoption of Key findings and insights 6 (IGOs), which lead the way in digital sophistication, digital innovations and big picture thinking. Conclusions 17 have not fully explored how innovations like They are quick to share the spotlight with content hubs, chatbots and extended reality can partners and they go furthest in tracking About Leidar 19 help convince or inspire action. All this points to their own contributions to the Sustainable Development Goals (SDGs). Appendix: List of companies and organisations 20 a disconnect, but also an exciting opportunity. Companies and organisations can deepen their understanding of people’s decision journey by To make the most of digital opportunities, we further integrating talent and technology. But recommend that companies and organisations awareness building should only be a starting clearly define what they want to do with digital point. Digital communications should help and how they want to do it. These strategies move people to action. should support communications objectives as well as drive positive outcomes. We also see In addition to evaluating the sophistication an opportunity for brands to break down silos, of digital strategies, we identified patterns integrate teams and align incentives to sharpen of behaviour or ‘archetypes’—descriptions of their understanding of the digital audience how companies and organisations use digital journey. Only then will they be in a position communications to build relationships with their to meet people where they are and inspire audiences. We describe the archetypes we found them to action.

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Presence: the size of a company or organisation’s analysed website and social media mentions of digital footprint. This points to how well people ambassadors, partnerships and SDG programs. are aware of the brand. In this focus area, we For companies, we also examined the use of examined monthly website visits, online brand e-commerce, and analysed website and social mentions and social media follower counts. The media mentions of CSR. The integration score presence score was given the least weight in the was given the most weight in the evaluation evaluation of digital sophistication. of digital sophistication.

Background and methodology Connection: how the company or organisation is The following five-point scale was used to personalising its content and messages to engage evaluate the sophistication level of a digital with target audiences. We analysed the range of Social media, smartphones, artificial intelligence, To better understand the sophistication communications strategy: 1 (very low), 2 (low), languages, content formats and visuals used on extended reality and the Internet of Things have level of digital strategies and identify distinct 3 (moderate), 4 (high) and 5 (very high). social media. We also explored the use of public- all helped to create a hyperconnected world. communications archetypes, we analysed 121 facing chatbots on websites and Facebook pages. People feel closer to brands, celebrities and international companies and organisations To complement our findings, we used a machine We then measured social media engagement issues—and they expect meaningful omnichannel headquartered in French-speaking Switzerland. learning algorithm called K-means clustering rates. This helped us understand the extent to experiences. This poses both a challenge and The list included 38 business-to-consumer to group similar data points together. We which people felt connected to a brand. an opportunity. The challenge is that companies (B2C) companies, 33 business-to-business then analysed dozens of use cases to identify and organisations must learn to make sense of (B2B) companies, 16 IGOs, 16 foundations, Integration: how the company or organisation commonalities and differences in how brands big data, and create messages and content that 12 associations and 6 non-governmental is integrating its talent and technology to provide communicate online. Finally, we defined three people will not ignore. The opportunity lies in organisations (NGOs). Our audit comprised more omnichannel experiences, in the wider context patterns of behaviour or ‘archetypes’ that explain providing seamless brand experiences that inspire than 50 dimensions and measures in three focus of the SDGs. In this focus area, we looked at how companies and organisations use digital people to take action, such as supporting a cause areas: Presence, Connection and Integration. the percentage of total employees on LinkedIn communications to build relationships with or spreading the word about a product. and explored the use of content hubs, mobile their audiences. apps and extended reality. In addition, we

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What was noteworthy about organisations was On mobile, most organisations offered their use of live video to broadcast discussions educational and informative apps to share and events. They also made good use of charts news with the public, train staff in the field and infographics to tell impactful stories and or teach students about a given topic. encourage social media sharing.

Key findings and insights

1. Digital personalisation is the strategy of choice

Our study found that most companies and that most brands offered mobile apps on the organisations focused their digital strategies on App Store and Google Play. Although websites personalisation: creating one-to-one experiences housed a lot of useful information, it was rare to with people. This was most visible on social find companies and organisations building on that media and mobile where brands tailored content value to create more engaging user experiences. to resonate more deeply with audiences based Only a few brands developed content hubs to on their demographics, locations, interests, showcase content that answered people’s biggest behaviours and needs. A majority of brands topical questions. We also found that public- shared news and opinions in English and at facing chatbots were virtually non-existent. least one other language. We also observed

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The last mile of social media is awareness not action

A closer look at social media content suggests a disconnect between social media activity and business/organisational objectives. We observed that most companies shared social media content to raise awareness about their brands, products and services. They also adopted digital personalisation strategies to connect more deeply with audiences. However, there was too little emphasis on social media content designed to inspire or persuade people to action, such as making a purchase or spreading the word about a product or service.

One of the defining characteristics of companies e-commerce platforms and delivering customer was their focus on problem-solving. B2B service via Facebook chatbots. On mobile, most companies differentiated themselves by sharing companies leveraged utility and productivity apps white papers and case studies on social media to to help audiences perform a range of tasks, such highlight product benefits. B2C companies also as viewing dashboards, managing processes and stood out for selling products via third-party navigating events.

Spotlight on innovation

Content hubs Extended reality apps

• WEF’s content hub sits on its • ICRC’s “Enter the room” tells the story of how urban main website under “Agenda”. conflicts can devastate communities and families. The organisation does well For maximum emotional impact, the app leverages augmented reality to tell the story through a child’s in organising content from point of view. various experts that relate to a host of topics, ranging from • Swissquote’s Trading VR app enables clients to cybersecurity to plastics and the view financial information, trade stocks and watch exclusive Manchester United videos in a virtual reality environment. Notably, they are environment. able to drive a high percentage of website traffic from social • WWF Free Rivers is an educational augmented reality media by contributing to app that brings natural landscapes to life on any flat trending discussions on surface, helping students better understand the social media. importance of free-flowing rivers.

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Most organisations spent the bulk of their efforts 2. IGOs lead the way in digital sophistication raising awareness about issues and opportunities Of the 121 international actors included in our in sustainable development. While emotional study, IGOs achieved the highest level of digital and inspirational messages sometimes won the sophistication. Not only did they have high- attention of online audiences, it wasn’t clear traffic websites and large communities on Twitter how individuals could make an impact in the real and Facebook, but they were also successful in world. Few organisations shared social media their pursuit of digital personalisation. Notably, content to inspire or persuade people to action, the ability of IGOs to deliver the right message such as signing a petition or making a donation. to the right audience at the right time did not detract from their ability to maintain a strong online presence. What was missing was a stronger commitment to exploring innovations that could help engage people in fresh ways and move them to action.

We found that IGOs embraced a variety of visuals their audiences. They profiled leaders, teams, and content formats on social media. They made partners and beneficiaries. They also leveraged use of videos, white papers, infographics, polls engagement tactics, such as fun facts, questions and just about everything in between. They also and calls to action. It is therefore no surprise that tended to combine short-form and long-form IGOs achieved the highest average engagement storytelling. We also found that IGOs made every rate on social media, besting B2C companies effort to humanise their brands and connect with and NGOs.

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As expected, a majority of IGOs communicated dedicated webpage about SDG 8 (decent work and about their SDG programmes on both web economic growth) where visitors could explore and social. However, few IGOs discussed the how the ILO contributes to specific targets and results and impact of their SDG programmes. goals. ILO also discussed its progress on SDG 8 via A notable exception was the International social media, inviting stakeholders to read news, Labour Organization (ILO). They built a blog posts and reports.

IGOs also offered mobile apps to engage and money transfer rates, medical centres and global empower stakeholders. The International incidents—information they normally wouldn’t find Organization for Migration (IOM) was one example. in one place. IOM also helped enhance the work Through MigApp, IOM enabled migrants and expats of their staff through apps like the IOM Emergency to access information about visa requirements, Manual and Community Response.

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3. Three digital communications archetypes Our cluster analysis revealed three archetypes community is on YouTube. Although they tend to to explain how companies and organisations use ignore chatbots and content hubs, they do offer digital communications to build relationships utility and productivity apps on mobile to help with their audiences. We describe them as the stakeholders solve problems and accomplish Minimalist, the Storyteller and the Pioneer. tasks. Companies that exhibit this archetype differentiate themselves by communicating actively about CSR on web and social.

Digital The Minimalist The Storyteller The Pioneer Communications Archetype Companies and organisations representing the Trait Focuses on the Creative content Stands out for strong Minimalist archetype tend to be foundations, essentials— creator that excels online presence, early communicating about at social media adoption of digital associations and B2B companies with fewer than Companies and organisations representing the their own brand and engagement and that innovations and big 500 employees. They focus on the essentials— Pioneer archetype tend to be IGOs and B2C activities using short- communicates actively picture thinking communicating about their own brand and companies with more than 500 employees. They form storytelling and about CSR activities using short-form storytelling and stand out because of their strong online visibility mainstream visuals mainstream visuals. Twitter is the platform across touchpoints and channels. They also tend Type Foundations B2Bs NGOs, B2Cs IGOs B2Cs where they have the highest engagement and to follow social media best practice, especially and foundations and they have the largest presence on LinkedIn. on Facebook and YouTube where they have large associations and IGOs B2Bs These companies and organisations also take a and engaged audiences. Notably, these companies Employee Size 1-500 employees Varied employee sizes 501-5000 employees pragmatic approach to digital innovation. They and organisations are early adopters of digital use chatbots without artificial intelligence and innovation. They offer educational and informative Social Media Presence Strongest on Twitter Strongest on Facebook Strongest on Facebook offer mobile apps without extended reality. They apps that make use of gamification to better and Engagement and LinkedIn and YouTube and YouTube also ignore content hubs. Companies representing engage with mobile-savvy audiences. They also Weakest on YouTube Weakest on Instagram Weakest on LinkedIn this archetype promote their products on third- leverage chatbots, social shopping and extended party e-commerce platforms rather than on reality apps to build positive brand experiences. Social Media Content Primarily news & blog Primarily news & blog Primarily news & blog posts posts posts their own websites. Another noteworthy point is that these companies Sometimes shares Sometimes shares Sometimes shares and organisations are big-picture thinkers. white papers, surveys white papers, surveys white papers, surveys They are quick to share the spotlight with or case studies or case studies or case studies partners and go furthest in tracking their Social Media Visuals Primarily images and Primarily images, Primarily images, own SDG contributions. videos videos and Stories videos and Stories Only users of infographics and The Storyteller archetype is represented by podcasts companies and organisations of varying sizes. CSR Program Mention Sometimes Frequently Sometimes This includes NGOs, foundations, IGOs, B2B (companies only) companies and B2C companies. They are creative content producers that skilfully use a wide range of formats and visuals. And they do not shy away from investing in infographics and podcasts. CSR Results Mention Rarely Sometimes Occasionally These companies and organisations also stand (companies only) out for their ability to engage with audiences on social media. Their largest online community is on Facebook and their most engaged

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Digital The Minimalist The Storyteller The Pioneer Conclusions Communications Archetype Companies and organisations should seize the Tactical following opportunities to bring higher levels of SDG Program Mention Rarely Occasionally Sometimes • Develop a content strategy built on thought sophistication to their digital strategies. leadership and organise your stories and facts Organisational in a content hub to help your audiences find answers to topical questions. • Perform digital listening to inform your digital SDG Results Mention Rarely Rarely Rarely communications strategy. This will enable you • Select quantitative and qualitative metrics to prioritise stakeholders and channels as well that drive improvement of business/ as create more compelling content. organisational performance as well as real- world outcomes. • Map your audience’s decision journey to deliver the right message to the right person • Create a procedure for digital listening and Partnership / Sometimes Frequently Frequently at the right time, moving them to action. feed what you learn into optimising brand Ambassador Mention touchpoints and contributing to online • Break down silos between digital channels— discussions. SEO, social media—and communications functions, particularly marketing and public • Develop cross-channel campaigns with Mobile App Type Primarily educational & Primarily educational & Primarily educational relations. Then align incentives to help your creative content that people cannot ignore; informative and utility informative and utility and informative apps team adopt an audience-first mindset. include clear calls to action that show people & productivity apps & productivity apps how to take the next step. • Upskill your employees in content creation, E-Commerce Use Rarely Rarely Frequently data analytics, alliance building and • Use a combination of organic and paid digital (companies only) behavioural change techniques. media to improve your brand awareness, engage with target audiences and build long- Strategic term relationships. • Create a digital communications strategy and • Build an incentivised employee advocacy a social media strategy to focus your efforts Chatbot Use Rarely Rarely Rarely programme to activate your employees as on driving meaningful outcomes for your brand ambassadors and thought leaders. company or organisation. • Partner with topic specialists and experts in • Adopt an integrated evaluation framework your industry/sector to reach niche, highly that aligns internal objectives and measures engaged audiences. communication outcomes across paid, owned, Content Hub Use Rarely Rarely Rarely shared and earned media. • Leverage innovations like chatbots for knowledge management, extended reality for • Connect to the big picture in two ways. emotional storytelling or social shopping • Establish your authority on a particular for seamless conversions. topic to help answer the biggest questions • Invest in artificial intelligence and automation your audiences are asking in the visual and tools to help your team achieve more with content formats they like best. less. The three archetypes share a common pursuit of What’s lacking in most cases is a well-defined • Adopt the SDGs as a framework to help digital personalisation. They’re building an online strategy that goes beyond ad hoc activity and express your purpose and explain your presence through multiple channels and they’re supports meaningful outcomes. contributions to the wider world. We also believe that companies and sharing a variety of messages and content on organisations can learn from our archetypal social media. However, digital and social media analysis to make concrete improvements in activities seem to be reduced to ticking boxes. their day-to-day activities.

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There is wider scope for companies and Companies and organisations representing organisations representing the Minimalist the Pioneer archetype should facilitate digital archetype to improve their brand awareness transformation by breaking down silos and further using a consistent voice and visual style. They integrating their talent and technology. A good should also use a combination of organic and place to start is by evaluating communications paid activity to amplify their messages and trigger activities holistically across paid, owned, shared new relationships with audiences. However, and earned media. This will encourage teams to digital communications activity should not be ad share knowledge across departments and help hoc. These companies and organisations should promote an audience-first mindset. Companies be intentional about developing campaigns and organisations exhibiting the Pioneer that resonate with audiences and meet pre- archetype should perform daily digital listening defined objectives. They should also be looking to inform the development of campaigns and to repurpose existing content into new formats, content. They should also invest in employee such as videos and infographics. Finally, these engagement programmes to help build trust companies and organisations should equip and and position leaders as experts. Finally, these empower employees to share brand messages brands have an opportunity to enhance their on their personal channels. omnichannel experiences by investing in chatbots, content hubs or e-commerce platforms. About Leidar

Leidar is an international advocacy, branding We also recognise the value in helping our clients and communication consultancy. align their communications with organisational objectives and real world outcomes. This We have developed and executed communication Companies and organisations exhibiting the means developing integrated measurement and strategies for leading companies and Storyteller archetype have an opportunity to evaluation frameworks in line with the Barcelona organisations around the world, using our enhance trust in an omnichannel environment Principles 2.0 to help you demonstrate the true unique methodologies and a broad range by building on audience insights and personalising value of your communications efforts. of insight-led expertise. messages. This should include the optimisation Geneva, London and Brussels all play a central of web, email and mobile experiences so that The communications landscape continues to role in shaping and driving global governance. when people are shown how to take the next evolve dramatically, bringing to light new threats With offices in these vital markets, and with step, they land on a page that is relevant to them. and opportunities. This requires a shift in how strategic partners in the United States and It should also include collaborations with topic organisations use digital and social media. Leidar Asia-Pacific, Leidar is uniquely positioned specialists and experts to reach niche target works with its clients to help them find their North to help its clients communicate effectively audiences and influence perceptions. These Star, engage with audiences, navigate challenges with stakeholders. companies and organisations are particularly successfully and maximise global influence. well positioned to grab people’s attention and We believe in adopting a holistic approach to move them along the digital audience journey. brand authority. This means treating each channel They should deliver rational and emotional differently while ensuring campaigns thrive across messages using stories, podcasts or extended platforms. Social media, digital, media relations reality. They should also recapture people’s and advocacy all play a vital role in ensuring attention using retargeting campaigns on your messages cut through the noise and search and social. build your brand reputation.

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Appendix: List of companies and organisations • Lombard Odier Group • Tetra Pak • Luigia • The Global Fund to fight AIDS, Tuberculosis • Aga Khan Foundation (AFK) • Girard Perregaux • Medair and Malaria • AkriviA • Givaudan • Mercuria Energy Trading • Tissot • Audemars Piguet • Global Alliance for Improved Nutrition (GAIN) • Mido • Trafigura • Banque Profil de Gestion • Gunvor Group • Mirabaud Group • TRIAL International • Banque SYZ • Harsch, The Art of Moving Forward (Henri • MSC (Mediterranean Shipping Company) • Ulysse Nardin Harsch HH SA) • Baume & Mercier • Nestlé • UNAIDS (Joint United Nations Programme on • Hublot HIV and AIDS) • Bedat & Co • Nestlé Nespresso • International AIDS Society (IAS) • UNHCR (The UN Refugee Agency) • Blancpain • Parmigiani Fleurier • International Air Transport Association (IATA) • UNI Global Union • Bovet Fleurier • Patek Philippe • International Catholic Migration Commission • Union Bancaire Privée (UBP) • Breguet • Philip Morris International (PMI) (ICMC) • United Nations Conference on Trade and • Capocaccia • Piaget • International Cocoa Initiative (ICI) Development (UNCTAD) • Caran D’Ache • Pictet Group • International Committee of the Red Cross • United Nations High Commissioner for Human • Carl F. Bucherer (ICRC) • Programme for Endorsement of Forest Rights (OHCHR) • Centre for Humanitarian Dialogue (Centre Certification Schemes (PEFC) • International Federation of the Red Cross and • United Nations Office at Geneva (UNOG) Henry Dunant Pour Le Dialogue Humanitaire) • Raymond Weil Red Crescent Societies (IFRC) • United Nations Office for the Coordination of • Certina • International Labour Organization (ILO) • REYL Group Humanitarian Affairs (OCHA) • Chopard • International Olympic Committee (IOC) • Richard Mille • Vacheron Constantin • Corum • International Organization for Migration (IOM) • Richemont International • Vitol Group • Coty • International Organization for Standardization • Roger Dubuis • World Business Council for Sustainable • Edmond de Rothschild Group (ISO) • Rolex Development (WBCSD) • European Broadcasting Union (EBU) • International Road Transport Union (IRU) • Salt Mobile • World Council of Churches (WCC) • European Organization for Nuclear Research • International School of Geneva (Ecolint) • Schindler Group • World Economic Forum (WEF) (CERN) • International Telecommunications Union (ITU) • SGS • World Health Organization (WHO) • Ferring Pharmaceuticals • International Union for Conservation of Nature • SICPA (Société Industrielle et Commerciale de • World Intellectual Property Organization • Firmenich (IUCN) Produits Alimentaires) (WIPO) • Franck Muller • Internet Society (ISOC) • SITA • World Lutheran Federation (WLF) • Frédérique Constant • Interpeace • Socar Trading • World Meteorological Organization (WMO) • GAVI, the Vaccine Alliance (GAVI) • Jaeger-LeCoultre • STMicroelectronics • World Organization of the Scout Movement (WOSM) • Geneva Call • Japan Tobacco International (JTI) • Sucafina • World Student Christian Federation (WSCF) • Geneva Centre for the Democratic Control of • Jaquet Droz • Swissquote Armed Forces (DCAF) • World Trade Organization (WTO) • Kempinski Hotels • TAG Aviation • Geneva International Centre for Humanitarian • World Wildlife Fund (WWF) • Kofi Annan Foundation • TAG Heuer Demining (GICHD) • Zenith • Kudelski Group • Temenos Group • Geneva Tourism & Conventions Foundation • Logitech • Terre des Hommes

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