Recruiting Innovation 2012 - Employer Branding and Mobile

So I actually got some nice feedback from my first attempt at video blogging on this trip. Suitably encouraged I've decided to post another video update. Since I published the last video I've had great meetings with Master Burnett, William Uranga, Brad Cook and John Sumser and have captured some great video interview footage that will be posted in April.

All four conversations were quite different but there was certainly consensus on the current meaning of employer branding and the use of the mobile. Watch the video below to find out more......

http://youtu.be/xEwMoEreti8

Game Changers, Red Herrings and Relentless Hype

Now that was a long blog break! No particular reason for it either, I wasn’t kidnapped by Monster and forced to write a nice article about BeKnown as ransom (see my last post) nor unfortunately did I spend the summer sitting on a beach drinking ridiculously named but reassuringly expensive cocktails. I’m back blogging again now though and thought it might be worth giving my verdict on a few things that have been going on over the summer. Google +

Firstly I suppose I should say something about Google +. I like the interface but I absolutely hate the ridiculous bandwagon-jumping link baiting hype that has accompanied it. The Quora stuff at the beginning of the year was bad enough but some of the complete rubbish that has been written about Google + (some of it recruitment related) is really clouding the water when it comes to any actual usefulness the platform might have.  Yes Google+ does have some nice functionality but if that is your USP then it is easily copied. This is exactly what Facebook has done in the last week or so and in so doing has graphically illustrated that functionality alone will never make Google+ a Facebook killer.

Google’s actual USPs are its reach into the Gmail user base and an implied role in SEO. This it what has driven its growth and is also why there is very little content and engagement on there.  At the end of the day while people may join multiple networks they will only invest their time in places where their friends / target audience hang out. Google+ might get some traction in certain niches in the short term but will take a very long time to go mainstream, if indeed it ever does

My Verdict – Relentlessly overhyped, will have relevance moving forward but it is too early to say what that will be

Be Known

I know that I promised an in-depth review in my last post and I’m sorry if I’m disappointing anyone by not doing one. While I still think this is an incredibly significant move by Monster there really isn’t very much to review at the moment. In some ways I think the situation is similar to Google+, lots of people are joining, with Monster leveraging its enormous existing audience to drive this, but there is very little actually going on.

The “commercial talent community” space is an interesting and evolving one but platforms like BeKnown and Branchout have yet to prove that users join for any other reason than to look at job postings.  As it stands BeKnown is just another platform for job distribution and little else. That said though its mention (albeit just on a slide) in the recent F8 conference and partnership with Facebook to be one of the first new social apps could be very interesting indeed!

My Verdict – A Red Herring for now but watch this space!

The LinkedIn Apply Button

I’ve blogged about this before but it seems that lots of people got distracted by a summer long argument about the “death of the CV” that was quite frankly pointless. I really wish a lot of this black or white 140 characters powered thinking would just go away. Ninety percent of the time in has no foundation in the current realities employers are facing.

In an attempt to get closer to the reality of the situation I spoke to LinkedIn’s EMEA Marketing Director, Laurence Bret-Stern, earlier in September. When I asked her about the CV vs Profile debate she pointed out that thousands of companies have already voted with their feet and have installed the LinkedIn apply button! She also intriguingly hinted that there was much more to come as LinkedIn becomes an ever more open platform to “connect professionals with opportunities more efficiently and effectively”

I really feel this is the most under commented on story from the whole summer. Not only has LinkedIn launched an apply button but a significant number employers are now actively using it which, despite their user growth, is not an achievement Google+ or BeKnown can currently match.

My Verdict – The game changer of the summer and I’m amazed no one seems to have noticed!

The Future of Graduate Recruitment

Graduate recruitment has always been of great professional interest to me, in fact my first ever digital recruitment project was creating the strategy and project managing the build for Siemens first ever graduate recruitment site in 1999.  What has always frustrated me though is the lack of progressive thinking from many employers in their approach to recruiting graduates. Uptake of new technologies has, with a few notable exceptions, always been incredibly slow and in my opinion much of the overall thinking that goes into corporate graduate recruiting strategies is outdated and in danger of fast becoming irrelevant. A bold sweeping statement I know but let me explain what I mean. A few months ago I was at a conference and asked two graduate recruitment managers from two very well known blue chips why they only focused their recruitment efforts on a small number of specific universities and how they choose these institutions in the first place. The first graduate recruiter told me that they only wanted the best graduates so focused only on the best universities. So far perhaps so logical, however when I pressed the point and asked what criteria they used for selecting which universities were the best, I was told that they didn’t have any criteria they just targeted the same universities every year because they were ones they always target.  The second graduate recruiter gave pretty much the same answer but at least added some slightly more enlightened insight by saying they would like to broaden their number of target institutions but were worried about diluting their brand by not being able to maintain the same level of high quality, high touch campus presence.

I can understand why the target institution thinking was important even in the recent past. With so many universities and students out there and graduate recruiters relying on traditional communication strategies, it was important for them to build these kinds of filters into the process to maximize their resources in order to get the best results. However things change and behaviors should evolve.

In Clay Shirky’s excellent book Cognitive Surplus he describes how human beings are often forced to take on board behaviors that can become the established way of doing things but are actually unnatural to the brain and quickly change when technology develops to replace them. His example is remembering phone numbers and although all of us over a certain age developed strategies for remembering lots of these long numbers, we quickly abandoned them when mobile phone address books became ubiquitous.  I feel very strongly that this kind of shift needs to happen in the minds of graduate recruiters.  The old filters, strategies and ways of doing things need to change quickly as there are two major forces that are dictating the need for huge change in the future.

The first of these is the market itself. With the onset of £9000 tuition fees and the current high levels of graduate unemployment, it is inevitable that companies should be thinking about their future talent strategies in a different way.  If employers still want to attract the best young talent in the years to come targeting the same old universities with the same old methods isn’t the way forward. The people who can afford to go on to further study in the future are likely to prioritise proximity, affordability and flexibility as key criteria in their choice of institution rather than previous reputation. That is if they decide to go to University at all! There will be a massive fragmentation in the market and I don’t believe using the strategic shortcut of targeting specific institutions is going to deliver the required results.

The second force driving the future is the ways in which the social web and social technologies are enhancing the way people communicate. I recently did some work for one of the more forward thinking graduate employers and what became really clear quickly is that today's students are keen to enter into a relationship with potential employers early if there some kind of payoff for them (this doesn’t have to necessarily be an eventual job offer either). They also have a genuine desire to self organise and support each other in their job hunt. Add in the fact that they are most connected generation on the planet and it is fairly clear that the traditional graduate brochures, posters and flat websites aren’t going to provide the collaborative brand experience they are looking for.

I think this all points to a clear view of the future and if employers think about this strategically they can actually offset these forces against each other. Fragmentation in the geographic distribution of talent isn’t as much of a problem if companies have a properly thought out social engagement strategy. I believe that finally we have the basis for employers to provide the same high quality person-to-person experience online as they have done on campus in the past. The social web offers the chance of one-to-many and peer-to-peer dialogues in a way that the “virtual careers fairs” of the past never could.

It’s great to see some brands already experimenting with this and I’ve previously blogged about some great work from Unilever here and Deloitte here. However more employers need to be looking at this area closely. There is a learning curve to go through and I wholeheartedly believe that the first movers now will be securing the best talent for years to come. Whatever happens though it surely must be time to finally kill off the graduate brochure once and for all!

"By Grads for Grads" - Social Recruiting from Unilever

I’ve been slightly disappointed lately with the quality of Social Recruiting case studies coming through and this is why I haven’t featured any on the blog for a while. Although some great work is being done, many organizations are just focusing on “social job distribution” and in so doing are missing many of the key advantages that social is bringing to recruitment. With this in mind I was delighted, while doing some work for them just before Christmas, to get an insight into how Unilever are setting about making their UK graduate recruitment properly social. Before going into the detail of the tactics and channels Unilever are using, it is important to reflect on the strategic thinking and resource planning round their social tag line “By Grads for Grads”.  Unilever has recognized that to be effective in the social space they have to have a genuinely authentic conversation with their graduate audience rather than talking at them as the majority of graduate recruiters still seem to do. Instead of using an advertising agency to “manage” their activity Unilever have put together a digital team of previous graduate recruits to run the social channels and be responsible for answering questions while keeping the conversation flowing.

Having current grads help recruit the next year’s intake is nothing new but Unilever are one of the few companies I’ve come across using social technologies to extend the reach of such an initiative. By putting such a resource in place I feel Unilever are in a fantastic position to be transparent about any gap between their employer brand perception and their employer brand reality.

The execution of the strategy runs mainly across Facebook and Twitter. There has also been the recent addition of a growing YouTube channel of video content. It’s great to see an employer really thinking about the importance of conversations and while the content does play an important role, Unilever aren’t blindly taking assets from their website and dumping it onto Facebook in the same way some of their competitors do!

As this is a fairly new initiative it is slightly early to be able to analyze the results. This is also an evolving strategy rather than a one off campaign and more sophisticated measurement techniques are currently being put in place to assess the true long term value of the approach.

Stella Maerker who helps run the digital graduate team has this to say about the success of the campaign:

“We can see a steady increase of followers and fans. Click through rates from the social media pages to the careers website and vice versa prove growing traffic. Applicants will be asked about our social media pages during application process. The real success will be number of successful graduates that got attracted to Unilever by interacting with current grads online!”

While I’m sure some purists (if you can have such a thing in a brand new field!) might criticize the comparatively low number of followers I think this is actually irrelevant at this stage of an ongoing initiative. Unilever have gone for a quality rather than quantity approach and the time spend considering their long term strategy and allocating dedicated internal resources are bound to pay dividends in the long term as social becomes their most important channel for graduate recruitment.

There are of course huge challenges in applying this kind of approach to a broader selection of Unilever’s recruitment activity but Unilever are committed to doing soon. As their Global Resourcing Director Paul Maxin says:

"Digital and social media is a key enabler to the way Unilever builds an engagement based approach to our employment brand equity. We'll continue to integrate it, providing candidate-centric platforms that build advocacy of our employment brand and scale the approach both regionally and globally."

Boiling Frogs - My Predictions for Recruitment in 2011

So here we are then the first week of the business year, the traditional time for predictions about what this coming year might bring for the recruitment industry. As this is a blog about futurology I obviously have to contribute something but this time I'm going to take a slightly different approach. Before I do anything though it is of course compulsory to have a quick review of the predictions I made last year. You can find them here

Feel free to judge for yourselves but I’d say that I got the recruitment market and social recruiting ones about right. The jury is very much still out on the newspaper one, we’d never heard of the iPad when I made these predictions and it might just change the dynamic but only time and successful mass adoption will tell.  The Job Board one looks likes it was way off unfortunately and to the detriment of the industry in my opinion. That said I do have a fairly well informed feeling that there were some back room conversations in 2010 that might see some innovative products being launched this year

So what of 2011? Well rather than putting down any specific predictions I wanted to share some overarching thoughts about change and how it will effect everyone.

I’ve been lucky enough to speak to a huge number of employers in the last few weeks, either via my work with MetaShift or through some of the great events I’ve attended or spoken at. Through some continuing work in the outplacement sector I’ve also been able to speak to and get the opinions of many job seekers across different sectors and at differing levels first hand.

The main thing that comes through in all of these conversations is a very noticeable groundswell of change. Whether it is the growth of direct resourcing, dissatisfaction with the current state of the online recruitment market or a huge shift in how and where people look for jobs there are changes taking place that really do put this industry at a crossroads.

My biggest continuing frustration is that large sectors of the recruitment industry are completely failing to notice and address these fundamental issues. The good news though is I think that finally, with the help of an often used business metaphor, I’ve worked out why.

You see most of the time, in our industry anyway, revolutions are imperceptible unless you are looking straight at them, particularly when some of their effects can be explained away by tough economic times. It’s just like boiling a frog, if you drop it into hot water the frog will jump out, if you put it in cold water and slowly heat it up the frog won’t notice the temperature increase and will boil to death.

If 2010 was the year when the water got a bit tepid, my prediction is that it’ll get a lot more than just lukewarm in 2011.

So whether you are:

- An employer needing to take a careful look at how your online recruitment offering is actually working and/or needing to investigate social media.

- A Job board thinking carefully about how your business needs to evolve in these “tough” times

- An ATS supplier trying to meet the demands of clients widening your portfolio when they also seem to be putting the needs of the candidate further and further down their list of priorities

- A recruitment agency thinking that direct resourcing and social media are fads that won’t effect you

- A recruitment advertising agency betting the farm on “strategic media partnerships” and/or claiming you get social when you’re not even doing social

I’d keep an eye on the temperature of the water this year because you are going to need to start planning change very soon. You should also get in touch with me, I’ve got some ideas that will help...

Happy New Year Everyone!



My new training course partnership with Emarketeers

A quick blog post to announce that I've formed a partnership with Emarketeers to offer digital and social recruiting courses. There are a growing number of fantastic knowledge sharing days, unconferences and workshops out there at the moment in our space and I fully intend to keep participating in them as I think they are doing a great job at spreading knowledge and driving the industry forward. I've been getting a lot of feedback though that suggests a number of people and companies would prefer to find out about more about topics like social recruiting in a slightly more structured way and I'm launching these courses to meet that specific need.

It's very important to me that people always get the best possible experience when I work with them so that's why I've chosen Emarketeers as a partner. They are real experts in organizing and delivering digital training  and run courses weekly in some fantastic central London venues. I actually attended one of their other courses myself last month so can personally vouch for both the quality of the venue and of the food!

The first courses are going to be on social recruiting. I believe it is a very important topic which everyone should be aware of even if they aren't yet ready to integrate it into their recruitment and employer brand activity

We've currently got social recruitment courses scheduled for July and September in a great venue near St Pancras and if you sign up now you can get an early bird discount

The Social Recruiting Debate - Why I'm leaving it

Well the debate is well and truly up and running now. You can’t open Twitter these days without seeing the full range of opinion...”everyone must implement social recruiting now”,” social recruiting is a dangerous fad”,” social recruiting doesn’t exist”, “lets just call it recruiting”, “ get your recruiters off twitter and back on the phone”, “get your recruiters off the phone and on Twitter”, “Job boards are dead”, “job boards aren’t dead” etc etc etc. Now while this debate can be interesting it is just that, debate and speculation. It is also debate that deals almost exclusively in generalisations and exists in an echo chamber that still hasn't reached the mainstream although it is edging ever closer.

I’m bored with it and I’m not playing anymore

So what am I focusing on?

Well you only have to look at the utterly astonishing rate of social media adoption across diverse demographics to see that we are living through a communication and networking revolution, if you want to debate that then I’m sorry I'm not listening just have another look at the figures. The real question for me is how this revolution is actually being felt in the parts of recruitment space it has reached. I’m not interested in generalised debate based on people’s own self interest, alleged guru status or guess work, I’m interested in what is actually happening.

That’s why I’ve been collecting case studies on this blog. I’ve recently identified another four strategic social recruiting examples that I will write up at some point and have some emerging work coming through from my own clients.  As well as looking at the actual social strategies these progressive companies have successfully (and yes they are successful) adopted, my major fascination is how they were actually implemented within the context of that company’s individual organisation and culture. Despite what the Twitter generalisation merchants would have you believe, my experience of working with hundreds of companies over the years has told me that each one operates in a unique way. So there are actually two different things going on here and two different areas in which to learn from those companies that are already up and running with social recruitment. Firstly what are they doing that works and secondly how did they get to do it within their company in the first place.

You might be the most networked knowledgeable Twitter user in the world but you aren’t going to get anywhere strategically if your company is still banning access to Twitter. There are going to be a number of strategic stages of development to get through before you can be another Microsoft or Best Buy. Moreover you might never get there but you might get somewhere else just as interesting

Although every company is different I believe that modeling those that are successful in this space in detail will give those that haven’t figured things out yet a series of potential maps that might just get them further on their inevitable social journey. In fact, with some help from some very clever people, I’ve already started this modeling process

So that’s what I’m focusing on and I’m already very excited by what I’m seeing. If you are interested in working with me then take a look at the MetaShift site and let’s talk because in the end talking is what this is all about

Social Recruiting is dead, long live Social Recruiting

I’m writing this at thirty thousand feet somewhere between Minneapolis and Chicago on my way back from the Social Recruiting Summit.  This is third summit ERE have run in just under 12 months and I’ve attended all of them. As at previous events a large number of the presentations were live streamed and, no doubt with this in mind, a lot of the people back in the UK have asked me why I have bothered to attend in person again. The answer is a simple one, it’s because the value for me is having the chance to discuss mutual experiences and ideas face to face with fellow “experimenters” from all over the world. This is something particularly exciting at such an early stage of the development of recruitment’s social future. Add in the world class speakers that ERE assembled and you have, what are for me, the best three recruitment / HR events I’ve ever been to.

Perhaps the most interesting aspect of all though is how the content and discussions at the summit have moved on in such a short space of time, reflecting an industry in the midst of rapid change. First time out last June everything was still theoretical and speculative but it was only a few short months before we were delighted to see some excellent case studies from early adopters at the second event. This time round there were even more case studies but also a real sense that the debate was broadening out and becoming more diverse.

As awareness of social recruiting is growing, one size fits all content focussing on specific social tools and sites is no longer appropriate.  It is becoming clear that the implications of social are being appreciated at a much broader and specialised level and I sensed a natural fork in the road developing between the case studies for third party recruiting and the case studies addressing the implications and evolution of employer brands for corporates directly.

I think this is fantastic because it tells me that the discussion is maturing and things are going to get into some very interesting and innovative areas very soon.  I’m going to write a separate post about the employer branding aspect of the summit next week as it has really got me thinking. It also seems to be a logical conclusion that events and discussions will become more specialised in the future and I’m really keen to get the social employer brand debate kicked off properly in the UK

Finally there was also something else that was quite clear at the summit. Although the debate and case studies from the early adopters had moved on, there were still many companies attending who had yet to get enough senior level buy in to start experimenting with social recruiting at all. Thanks then to ERE for organising such a great and inclusive series of events which seem to effortlessly incorporate both education for companies starting out with social recruiting and innovative debate for those who are much further down the road with it.

A Golden Age of referral recruitment?

Earlier in the year I wrote a post underlining my strong belief that we're entering a golden age of referral recruiting as improving technology makes it possible to unlock the power of people's social graphs. This is all very well in theory but I thought it was time I found some actual examples to prove the point. After a bit of digging around I found an interesting economic study called "The Strength of Weak Ties" by Stanford sociologist Mark Granovetter (I can't link to the study for reasons that will soon become apparent). Granovetter surveyed a number of working professionals in an unnamed Boston suburb, who had recently found a new job via a referral, to see how well they actually knew the person who told them about the job. The overwhelming majority indicated that they had found jobs through "weak ties" In other words they were helped by people they didn't actually know well or talk to regularly such as old college friends, past work mates and friends of friends.

Granovetter observed: " Usually such ties had not even been very strong when first forged....Chance meetings or mutual friends operated to reactivate such ties. It is remarkable that people receive crucial information from individuals whose very existence they have forgotten"

The most interesting thing of all is that Granovetter's study wasn't done in 2010, he did it 37 years ago in 1973! I can't link to it because it isn't even on the Internet, I found it in a book.*

So if all this was the case in 1973 imagine the huge potential for the strength of weak ties to benefit recruiting efforts in the modern world! The rise of online social networking has dramatically increased the number and geographical range of weak ties in a typical person's social graph. It is also far easier for people to have a dialogue with their weak ties than it would have been in 1973 and possible to massively increase the reach of any job related message through social graphs via automation and the viral effect of sites like Twitter and Facebook. While this isn't exactly an up to date case study I think it serves to further underline the massive potential of this area of social recruiting.

The key question for me is which parts of the recruitment market are going to step up and really make the most of this massive opportunity. Although there have been a few attempts to capitalize on it, I don't believe anyone has yet managed to fully unlock the potential. It may be that it is still too early in the evolution of the social web for these type of referrals to benefit everyone but I can absolute guarantee you that they are the future of recruitment.

(*You can actually download a pdf if you like reading academic papers!)

Social Recruiting around the world – Part 4: A "conversation" from the UK

When I started this blog series I really struggled to find any decent UK Social Recruiting case studies worthy of inclusion.  I was therefore delighted when yet another of my former colleagues, Mark Beavan, agreed to write a guest post about his recent campaign for The National Trust. I really liked working with Mark when he was doing his "apprenticeship' and I really like this case study for a number of reasons. First of all because it's public sector (take note commercial recruiters!), secondly because it was successful with a hard to fill vacancy being filled and finally because it is brilliantly simple. No complex platform integrations just transparency, conversation and above all proper active listening. Well done to Mark, ThirtyThree and The National Trust! About Mark

Mark Beavan has worked in digital recruitment for the past 11 years, having served his apprenticeship at TMP and then continuing his development in the digital team of ThirtyThree. Mark is currently the Head of Digital for the Bristol agency, a role that seen him design and implement large scale digital advertising campaigns for a wide range of clients, from SME clients, blue-chip companies and high volume recruiters, through to large public sector organisations. He has also managed the design, development and launch of some key, award-winning website development projects for LV=, Davis Langdon, Virgin Mobile, the Audit Commission, Claire’s and NFU Mutual.

"Is it sad that I should find the potential that social media offers recruiters quite so interesting? As a human being possibly. But as a digital recruitment adviser there is little doubt that social media offers the huge amount of attraction, engagement and branding opportunities. Opportunities that frankly weren’t available two years ago.

I too get frustrated that the practical applications of social media aren’t moving quite as fast as the theoretical applications - and I too am constantly searching for the case studies that we all feel reassured by. But they simply don’t seem to be there – be sure if they were the recruitment teams (and any associated agencies) would be shouting about them.

But examples of a strategic approach to social recruitment are increasing, with some excellent examples of content generation, platform building and online reputation management. But developing strategic recruitment plans is only part of the job of an advertising agency (or recruitment communications business) does and often clients are interested in how social media can help them on a tactical, job-by-job level.

It wasn’t until we entered the National Trust’s campaign to recruit their Head of Digital Media into this years RAD awards that we learned how few examples of tactical social recruiting there were out there. But fundamentally the strategy is the same:

•    Find your audience (identify the key influencers) •    Listen (and if no-one’s talking, drive the conversation) •    Take on board the comments (and use it to produce useful and interesting content) •    Go back and engage with audience

But enough with the theory, this is what the National Trust actually did …

The goal of the campaign was of course to attract and engage the best possible digital media talent for The National Trust. It wasn’t easy as their first approach had resulted in a high drop-off rate of candidates invited to interview. The challenge was to find out why this had happened and put in place a strategy that would be more suited (and appealing) to the target audience.

So they went to their target market to find out why the initial approach hadn’t been successful. They asked the applicants and short-listed candidates, as well as members of appropriate LinkedIn groups and digital forums, for answers. The ‘crowd’ highlighted that the initial campaign didn’t reassure them of the Trust’s commitment to digital and also that the location of the role wasn’t particularly attractive. And it was quickly realised that to engage their target audience of digital experts they needed to build a significant presence online – particularly within the social media space.

To address the concerns about the Trust’s digital investment the ‘Director of Marketing’ and outgoing ‘Head of Digital Media’ were interviewed highlighting how important this investment was to the future of the organisation. To provide an insight into the working environment we made a short film highlighting the uniqueness of the Trust’s state-of-the-art office. These were then streamed using the National Trust’s Vimeo channel - the video sharing site of choice amongst the creative community. Then to pull this content together and introduce a strong creative concept they launched a micro-site carrying a (popular) retro-digital design, www.hungryfordigitalchange.org.uk. The site was launched essentially only as a platform for delivering the video and written content that was produced. With the content in place we went back to the digital community and this time the Trust were able to address the major concerns by directing interested candidates to the micro-site and the videos.

The Trust also made a conscious decision not to advertise the vacancy heavily, but mainly to ‘push’ this opportunity out to the digital community using social media - LinkedIn groups, Facebook, digital forums and on Twitter via the Trust’s account, the outgoing Head of Digital Media’s own account and the ThirtyThree Digital team. The videos and the micro-site were shared using Facebook, LinkedIn and Twitter … then we then sat back and watched it propagate across the different social media platforms.

How effective the campaign was can be seen in the results. The two week campaign generated over 120 conversations or references in discussion forums, blogs or Tweets. This activity combined with a small job board and search engine presence saw over 1,800 visitors arrive at the micro-site to find out more, of these 77% came from the seeded conversations originated by the Trust and ThirtyThree, 20% from job board and search engine activity and 3% from other (unspecified) conversations. All this activity resulted in over 120 applications, 3 high-calibre candidates interviewed and 1 hire. A hire who saw the opportunity discussed in a LinkedIn forum.

What I like about this example  - besides the fact that it filled the vacancy - was the way that the digital community reacted to this approach. The original Tweet from the Trust was re-Tweeted over and over again, the comments were incredibly complimentary and the feedback the Trust received was very positive. But that’s because the approach was right - the Trust listened to what the target audience had to say, they addressed their concerns by building content on platforms best suited to deliver their message and then communicated it out to the market using social media that we knew they would be using."