Coverage of this session by Evette Tan of SocialMedia.org. Connect with her by following her on Twitter.

1:30 — SocialMedia.org’s Erin McDaniel introduces Wells Fargo’s Senior Vice President of Product Management, Julie Milbrand.

1:31 — Julie starts off by showing us a lay of the land with a list of Wells Fargo’s social media properties — they are active on Twitter, Facebook, LinkedIn, YouTube, and they also run their own community, which they use mainly for servicing discussions.

1:33 — Julie then describes the Wells Fargo social media command center in San Francisco, which they took over for their real-time campaign during the World Cup. Their command center has screens which they can configure to support what kind of activation they need. They also have a live TV feed which they use to watch the game, and other screens dedicated for watching the conversations. They also have a back-up command center in Charlotte, as well as kiosks around Wells Fargo properties — usually C-suites — which they use to help educate executives about social.

1:34 — Wells Fargo gave particular attention to soccer for a few reasons:

  1. There are 90 million loyal fans of soccer in the United States
  2. 24 million participants
  3. Soccer is the #1 sport in the US for family, youth, and Hispanics
  4. There is minimal sponsorship attached to soccer, particularly with Federación Mexicana de Fútbol Asociación (FMF), the Mexican national team

1:36 — The campaign objective was to drive awareness and engagement.

1:38 — The World Cup set a few social media records including setting a new record for number of tweets per minute and being the first event to generate over 1 billion interactions

1:39 — On the FMF side of things, Wells Fargo actively listened and engaged in social media, organized local events, and prepared real-time marketing efforts. On the Major League Soccer (MLS) side, they supported various MLS players on national teams by creating infographics and encouraging the use of the hashtag #GettingItDone.

1:41 — Julie talks about how they worked to geo-target social posts, organizing the San Francisco command center to show the live Mexico matches as well as grab live content from local viewing parties and then create content out of those.

1:43 — Julie explains the many different images and material that they had prepared and approved ahead of time. She also describes the different infographics and stats that resonated the most with their audience.

1:45 — From a Twitter standpoint, Wells Fargo created three of the most engaged tweets they have had since 2007.

1:46 — Julie then talks about the results of the campaign, including the number of posts, mentions, impressions, sentiment, and engagement generated from the campaign.

1:47 — For this campaign, she says it took a village and lots of planning to pull it off. In total, they had 24 core team members and nine social and media buying agencies.

1:49 — Julie concludes with her key learnings:

  1. Real-time isn’t really real time — plan ahead for potential scenarios.
  2. Be flexible and ready for shifts. The plan or the content will have to change.
  3. Join the conversation.
  4. Teamwork makes the dream work.

Q & A:

Q: Could you expand on your efforts in terms of preparing?

A: The pre-approved templates were key. We needed the ability to come up with the scenarios and explain how they would come out and be used. The rest were fairly innocuous but the templates and our team set-up have become our playbook.

Q: I’m interested to learn about how these successful campaigns support your brand pillars.

A: We have one brand pillar around convenience and access. We have a total market campaign but there is a segment on millennials so we used the #GettingItDone hashtag, which was also part of our brand marketing campaign.

Q: How are you planning to engage those users?

A: I don’t think we’ve cracked that yet. We’re starting to experiment with it — we’re going to put together some testing with some of those plans. It’s difficult because we’re social media experts, not financial experts. We’re trying to figure out how we can get these people who are starting to show brand affinity to connect with our distributed sales force.

Q: Do you outsource sentiment analysis? What tools do you use and how do you track it?

A: We use a combination of automated and manual validation. We use tools but we test it a lot just because it is so challenging. Manual sentiment analysis has been done as well but they are not very consistent just by subjective standards, so we opted to get a tool that would at least get us something to compare against.

Q: How did you sell real-time marketing to your leadership team?

A: This campaign was a really big win for us. What our leadership team said was, “If you can get legal and compliance behind you, I’m right behind you.”

Q: Can I get some insight into the hashtag you decided to use?

A: Our hashtag came out of wanting to support our brand campaign. They were using hashtag #Done and we had all sorts of content out there with that hashtag. We actually wanted to go with #GetErDone but that didn’t quite fall within brand standards. Going with your own hashtag has its pros and cons — does it have any life by itself, or are you better off leveraging other, organically popular hashtags? Our experience with our own hashtags is that you need to put money behind it.


Comments


  1. Julie Milbrand |

    Just to be clear, #GetErDone was a joke! We never really even considered using that hashtag!

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