Integrating Twitter and Facebook Marketing in your Business
Written By: Nadia Ibanez and Bill Byrne
Executives are always asking themselves, “How can I make money off of social media?” But what should you really should be asking yourself first is whether or not you have a firm understanding of how to integrate social media into your business without losing that personal touch. We speak with Bill Byrne, Co-founder of San Diego-based Remedy Communications, a brand communication solutions agency, about how to make the most of social media platforms, Twitter and Facebook.
Bill Byrne has capitalized the local marketing market and has worked on social media and branding campaigns with major companies like Intel, Burton Snowboards, LG Electronics, Simple Mobile, Santa Cruz Skateboards, Gargoyles Eyewear and Duracell.
As many companies are going to social media for free self-promotion of their brand and website, what do you suggest for business owners to do to make for a more human experience while increasing visibility for their brand?
Your social media presence should have a voice that’s in line with your brand’s identity. Besides being conversational, you need to speak in a way that’s real and expected by your brands audience. If a company sells make-up for teen girls, their social media voice should sound very different than a brand that markets golf apparel to new players. Even if the internal employees are not the target demographic (and at many companies, they aren’t), the public voice in social media should be in line with what the consumer expects and wants.
What are some of the trends and issues you’re seeing with social media?
Unfortunately, we’re seeing a lot of overuse in social media, as well as a poor use of timing and metrics, which is going to hurt things in the long run. Social media is quickly becoming junk mail in a lot of ways.
Some brands will post incessantly via Facebook, Twitter, etc. Basically, whenever they have time or feel they have news worth sharing. That’s the wrong approach. People can follow you on Twitter or Like your brand on Facebook, but hide your posts. So while you’ve got a large following, in reality, they’re not looking at your message. Look at your personal list of friends on Facebook. How many of them have you hit the hide button for, or simply don’t see their posts any longer in your feed? The same things happen for brand pages.
You should post when it’s relevant and appropriate. Tweets every 2 minutes may work when you’re having an event your audience would love to know about but can’t attend, but in other instances it can be taken as incredibly annoying.
What route should an emerging business take when they want quick growth in their industry?
Put together a realistic plan, be ready to handle a potential growth explosion and at the same time, plan for things not to work out in your favor immediately. We see three scenarios fairly often.
Realize you may not be an overnight success and prepare for that. Most businesses aren’t successes right away and even though a similar approach worked for one brand, it may not work for yours. Case studies are great to learn from, but if success was as easy as following someone else’s roadmap, we’d all be successful.
If everything works out and you do have quick growth, make sure you can scale for it. Sometimes a brand has a great story to tell and secures a lot of buzz right out of the gate, but then doesn’t have the resources to take advantage of it. If you can’t ship your widgets to the 1,000 people who want them right now, you’re missing potential customers, early adopters and fans for life.
Lastly, have a long term, realistic plan in place that includes financials and next steps in terms of products or whatever it is your business does. Make sure your company is able to maintain if growth is slow.
Sutherland Healthcare helps digitize human experiences
Sutherland Healthcare is a partner in your quest to achieve the Quadruple Aim of improving patient experience, clinical experience, and health outcomes—while lowering costs. They help optimise the value potential of the technologies at hand, remapping existing processes into end-to-end solutions that advance the art of the possible.
Exposing clients to the value of automation and analytics, Sutherland Healthcare ramps up those capabilities into “service as opportunity” as appetite and ability permit. They free up capital, energy and leadership attention for core competencies and leverage what others can do better, growing their client teams’ skills and capabilities for future success.
“We serve clients from back-office processes, through to the end-of-customer experience and along the way, leverage big data and deep analytics,” said Matthew Collier, CEO of Sutherland Healthcare.
“We bring a deep domain expertise to each industry, particularly in healthcare,” commented Collier who stresses they meet their clients wherever they are on their digital transformation journey. “From the earliest spectrum of outsourcing through to the point of cloud, we can meet them.”
Founded in 1986, Sutherland Healthcare is a global organisation with over 15 locations and 5000+ employees including healthcare development, analytics and data science teams. With an average Net Promoter Score (NPS) of 80, Sutherland Healthcare uses proprietary analytics, omnichannel and back-office platforms, bots and tools. They work with six of the top 10 US health plans and more than 100 health industry clients – from stand-alone hospitals to large health systems and medtech companies.
For 12 years, Sutherland has been a partner of Northwell Health - New York’s largest health system serving 11 million people.
“This has been a true partnership and the outcomes have been really impressive,” said Collier who pointed out the following savings:
- 15 per cent year over year cash collections
- 37 per cent reduction in bad debt
- 18 per cent decrease in average AR days
- 15 per cent increase in our engagement
The company heritage of being a “future-ready organisation” came to fruition during the pandemic. “By having deeply digital technology enabled service in the RCM arena, we were able to flex up and down with demands from clients,” said Collier.
“Most health systems will tell you that their data is a gold mine both for clinical benefit and economic value. A more apt description is that it is like an underground oil field which is not very useful. But by partnering with us we can help extract that oil and put that data in the cloud. We can help to refine that oil using our proprietary data monetisation tools to make that data interoperable.”
“Within the first three weeks of COVID-19 we had everyone globally working from home. A treasure trove of technologies enabled us to do that effectively while safeguarding Protected Health Information (PHI).
“Sutherland is at its heart, a tech enabled services company and that gives us the edge when the best solution is neither a technology or services solution, but rather the hybrid of the two.”