In my previous posts, I mentioned that more than half of Americans see, read or hear about a tweet every single day.
As is often the case with social media in larger companies, franchised brands in particular have struggled to figure exactly Twitter fits into their organizational chart and system, and whether or not it can provide any real business value.
Some place Twitter under the care of the marketers and corporate communication folks. Still, others have assigned responsibilities for Twitter to the customer service department. While it’s still somewhat rare, more progressive systems have found ways to straddle the two, sharing the data and responsibilities across various departments.
In some franchised Pizza like Papa Johns, Donatos Pizza and others in the category, progressive ‘lone-wolf’ franchisees have gone as far as creating their own dispersed Twitter accounts that operate independently while the franchisee waits for corporate to catch up.
Another practice that’s become popular in larger organizations is to entrust the responsibilities of Twitter community management to college interns, based on the assumption that because they have grown up with digital and mobile technology, they automatically understand the nuances of managing brand communications to sometimes hundreds of thousands of customers. More often than not, this approach leads to the eventual public relations crisis.
Still, other organizations have opted to offload Twitter management responsibilities to their agency partners, essentially moving a channel designed for direct customer communication outside of the walls of their business. This approach is often the culprit behind slow and tedious approval processes that eliminate any hope of responding to customers in real-time.
With new research showing that over 42% of customers who use social media to issue a complaint now expect a response within 60 minutes, you can imaging the this outsourced approach can lead to bottlenecks in customer response.
So what then is the brand to do with Twitter? How can executives gain an advantage for their brands using this fast-paced and hyper-public communication tool?
One approach is to move Twitter straight to the top of the organizational chart.
Meet Dan Kim, Founder and Chief Concept Officer of the popular frozen yogurt franchise Red Mango.
This restaurant executive is one of the pioneers who not only understands the power that Twitter brings to his franchise system — he makes a habit of using it to directly engage with his customers in a way that converts them into armies of brand advocates.
Using his personal Twitter account created as @DanKimRedMango, he monitors the conversation around his brand throughout each day, consistently interacting with customers on a one-to-one basis while also producing a mix of unique content that highlights his own personality and story.
Dan’s tweets typically include everything from creative product photos shared in tweets to poetry, funny videos and lots of gratitude to those to talk with him on the channel.
Here’s the powerful part — To date, Dan’s built a personal Twitter following that’s quickly approaching 1 million — by my count, that’s not too shabby of a channel size for a growing restaurant franchise that typically doesn’t run spots on television or radio.
Dan Kim is a shining example of how restaurant franchise leaders can tap the power of Twitter and social media as a whole by adopting personal, mobile user habits that result in the building of a proprietary audience.
If you’re still not convinced, here are a few things that you can achieve by using Twitter as a franchise owner.
Understand this — not every franchisee is ready for Twitter.
Before you go scrapping your blackberry for an iPhone and a barrage of how to use Twitter eBooks, you’ll need to ask yourself some tough questions:
It’s going to be up to you to gauge how much potential, time, desire and tolerance you have for this type of social media communication. If you’ve asked yourself all this and still want to give it a go, here are a few resources that will help you take the next steps:
Have you made attempts to at using social media for your franchise as a personal user? What happened?
60% of franchisors provide a financial performance representation (“FPR”) under Item 19 in their Franchise Disclosure Document.
As part of a franchise candidate’s due diligence process, it should be expected that certain questions will be directed to franchisor staff.
It was quickly apparent that some employees struggled working from home. They had never experienced the challenges associated with time management.
There have been various changes in average franchise investments during this time, some changes were more dramatic than others.
Before a prospective franchisee invests they must review the information disclosed in the Franchise Disclosure Documents.
A good consumer experience is not a reason to invest in a franchise. It skews the decision-making process of a prospective franchisee from start to finish.