Like everyone else, General Motors is trying to make sense of social media. But after a government bailout and horrible 2009 sales, GM’s mission is not only to raise awareness but also to rebuild some good will with consumers via Twitter and Facebook, among other outlets. Last week, the company attempted to draw more attention to its Twitter presence by announcing a plan to send eight teams of drivers/bloggers to South By Southwest in early March to compete to see who can spur the most Twitter activity. Two of GM's point people on social media—Chris Barger, director of global social media, and Mary Henige, director of social and digital communications—spoke with Brandweek about how the company is executing its social media strategy. Excerpts from the conversation appear below.
Brandweek: What’s the main goal of GM’s social media marketing? CRM? Acquisition of new customers?
Chris Barger: The short answer is yes to all of the above. It’s a combination of building relationships with customers we do have and getting into the consideration set of people who wouldn’t necessarily consider us players or wouldn’t be looking for a GM vehicle. It’s an opportunity also to gain feedback from the audience to see what they’re looking for, what they expect from us, what their perceptions are about us and take that back to the organization. If we see a lot of people saying, “Why aren’t you putting a manual transmission in this vehicle?,” then we go back to the engineering team and say, “Next time out, we might want to think about this, ’cause we’re hearing a lot of it.” This company used to spend a lot of money on focus groups. Now we’ve got a lot of people out there who want to give that feedback and want to know that we’re listening to them.
BW: How do you get into the consideration set of customers via social media, which is primarily permission-based?
CB: The best analogy I can give you is that in a traditional business sense very rarely is the sale made in one visit. Most salespeople don’t walk in, make a presentation and get a contract signed that day. You go in, make an initial presentation, maybe take the client out to dinner and make another presentation with other people in the room, then go to a ball game or a golf game. You keep building that relationship until the client is buying you as much as they’re buying the product. There’s not a sales manager out there that will look at one of her employees and ask, “What was the ROI on that dinner you just had?” You have to understand that relationships are part of the process. The same thing applies here.
Mary Henige: We recently partnered with marketing, but I think traditionally we’ve been better at engagement. But marketing is still trying to learn it. [Last month], for instance, there were a bunch of tweeters out there—pretty influential ones in the automotive world—saying things like “VW doesn’t get it. You need to look at @Ford or @GMBlogs” and I thought that was kind of interesting, so I went to VW. They’re following one person. [Ed note: As of last week they were following 71 people.] They’ve got like 1,000 followers. That’s a one-way relationship. People are like what gives? We don’t want to just follow you; we want to talk to you.
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