It is not easy to orchestrate the communication of a large company. There are so many activities -corporate and commercial- that a multinational deploys in its day to day that selecting what and where to share is a real exercise of containment, selection and prioritisation.
Communicating effectively in social media: this was, in broad terms, the challenge Cepsa gave us at the beginning of 2019. To face it, we needed to propose and manage some general objectives, before deploying a series of specific strategies for each social platform.
Summarising and not cannibalising: the challenge of communicating the daily life of a multinational company
First of all, we would need to manage, coordinate and spread the communications coming from each of Cepsa’s business areas in social media, so that they did not overlap when impacting users or saturate them with an excess of communications, while transmitting a common image and identity, in the context of a single Cepsa.
To this end, we developed a coordinated strategy over several months, considering the content, audiences, platforms and objectives of all the company’s communications. We adapted each message, both corporate and commercial, to the characteristics of each social platform, selecting the ideal audiences and moments. Defining who we are addressing and what we aspire to achieve is essential when choosing the optimal channel for each communication.
From the corporate sphere, we had to disseminate and raise awareness about the multiple activities that Cepsa develops, both through its different business areas and its Foundation. Sometimes, a company is strongly associated with a concept in the minds of consumers. For many, “Cepsa” is equivalent to “service stations”. Our mission was to broaden that perception, helping to consolidate Cepsa’s image as a global energy company.
Last but not least, we added the commercial dimension to social networks. More than just as a mere communication tool, we used social platforms to establish points of contact and customer service, and we created specific campaigns to generate conversions directly from social media. In this way, we established a closer relationship with customers and prospects, strengthening the knowledge of the brand and its services, promoting interaction and loyalty.
The content strategy: how to tell a corporate story
Every brand must (re) consider the meaning of its presence on social platforms. In addition to creating and fostering communities with a sense of connection and belonging, it is important to maintain the networks as advertising and information channels, a not so simple objective given the saturation of publications and the decrease in efficiency of organic content.
To achieve such purposes, we started by defining the strategies and functions for each of the social profiles from which to spread and strengthen Cepsa’s digital presence.
- On one hand, cross-corporate profiles: a single profile for each platform (Facebook, LinkedIn and Twitter), with a global reach, oriented towards brand engagement and communication. Its main objective would be to position Cepsa as a global energy company, transferring the Adaptable Engineering philosophy.
- On the other hand, B2C profiles addressed to the final customer: different profiles, according to the country (Spain, Portugal and Mexico), for each platform with commercial objectives of national scope and oriented to commercial and advertising purposes.
What did we intend to convey through each of these profiles? The corporate ones would be oriented to position Cepsa as a human – centered organisation, close and committed to the citizen journey. They would spread a simplified and homogeneous story, and the coworkers would participate as digital ambassadors and disseminators of the brand’s message. On the other hand, the B2C profiles would be aimed at promoting the knowledge and understanding of Cepsa’s products and services, placing them as a preferential option for consumption, and to act as a conversion lever in concrete commercial actions.
What to communicate? Building the editorial plan
The messages included in the digital contents had to go beyond commercial communications. The corporate story acts as a thread for the entire communication strategy, and defines the brand territories. It is a story built on two vectors: thematic (editorial plans that cover Cepsa’s main communication needs: attitude towards change, sector trends, values, people, activity and strategy) and reputational axles (themes on which the brand reputation is built: citizenship, governance, innovation, leadership, work, integrity, performance).
Based on these two axles, we designed the type of content that would make up the editorial plan, divided into three sections:
- Ongoing, for informative communication: content related to the company’s daily activity, not promoted and intended mainly for Twitter and LinkedIn.
- Engagement: branded content, developed to respond to strategic priorities. Content developed by Good Rebels, innovating in conceptualisation and design (with strong involvement of the creative team), and promoted through paid media campaigns, mainly on Facebook and LinkedIn.
- Campaigns: designed jointly with Cepsa, based on a brief prepared by the latter, and promoted in all social platforms.
Finally, we worked on the dynamisation of social publications. We started from a fundamental premise: it is not only a matter of reaching the maximum possible diffusion of the contents, but also of fostering a bond between the audience and the brand. To achieve this, we worked on a differentiated visual treatment, we reinforced the explanatory approach of the contents to provide added value to current and potential customers, we included visual resources such as animations, videos and computer graphics, and used surveys and contests to enhance interaction.
“It is not only a matter of reaching the maximum possible diffusion, but also of fostering a bond between the audience and the brand.”
Social networks need to justify their real impact on the business. Our work with Cepsa has allowed us to provide the brand with extra value through social media. Beyond the -basic- objective of notoriety, we have strengthened the purpose of engagement, and we have implemented conversion campaigns directly from social networks, with lead generations and integration in the commercial funnel. In a sector as complex as energy, we are demonstrating that it is possible to use social platforms to work on profitability and business objectives, always keeping the user at the center of the strategy.
Coca Cola European Partners