In an industry as visual as cosmetics, social media is the perfect platform to showcase products. Just a quick search on Instagram for #beauty brings back over 250 million posts, and each week 2 million unique users search for beauty related content on the platform. When you combine that with the fact that 74% of consumers now rely on social media to make a buying decision, it is more important than ever that cosmetics brands make sure their social media strategy is working as hard as possible to reach the right people with the right message.
A lot can happen in 24 hours. That was certainly the case for UK loyalty card brand nectar when one announcement on its social media pages sparked a major backlash amongst its customer base.
24 hours on (and 1.5K Twitter comments and 6512 Facebook comments later) and it's clear that nectar's has an unhappy customer base. And those figures don’t even touch the numbers of retweets, mentions, reply threads within the replies etc. Here we take a look at how the first 24 hours of the PR crisis unfolded.
Twitter feeds were buzzing across the world this month as a professional provocateur and a well-known airline did battle over…a seat.
@AnnCoulter had pre-booked a seat on her flight, paying an additional $30 for the privilege but once boarded, found that @Delta had reassigned it to someone else - upsetting someone with 1.6m Twitter followers in the process. Yes, you can guess it wasn’t plain-sailing from there onwards.
For global brands, the content you and your customers post on your social media pages can reach hundreds of thousands of people in seconds around the world. Whilst this can offer unrivalled opportunities to engage with your consumers, it also means you could be exposed to a myriad of social media risks at any time of the day or night. Below is a short extract from Crisp Labs’ ‘Marketing In A Social Age’ report which explores some of the business-critical risks facing global brands.
It all started in the small hours of Monday morning. Several videos were shared on social media of a man being violently dragged down the aisle of a United Airlines plane. Within hours, the videos had gone viral and undoubtedly the press were on the phone to Oscar Munoz, CEO of United Airlines, and his PR team.
In previous years intellectual property infringements in an offline world were arguably a more manageable issue to detect and police. Internal legal teams and law firms, working with custom officers, were tasked with enforcing the protection of a brand’s IP when looking for the illegal use of a company name, brand name or trademark.