Chapter 13
Enabling and Empowering Your Employees
In This Chapter
- Choosing to create new social media policies
- Understanding how SEO cuts down on support calls
- Setting expectations for social customer interaction
- Preparing to deal with crisis situations
- Knowing who should answer public questions
- Deciding which metrics help employees provide service
- Understanding internal circles of influence
- Valuing employees as contributors
The idea that social media platforms allow employees to speak directly to customers brings a chill to most corporate legal department staff members. On the other hand, businesses that have succeeded in making social media an asset have taken the time to train employees and provide them with clear guidelines and information.
As we explain in this chapter, the key to using social media effectively is to anticipate problems, create the right policies, and mentor employees tasked with communicating directly with the public. Without involving the whole organization, you will impede your efforts to be prepared.
Gaining Your Customer's Trust via Social Media
Consumers have continued to embrace social media. They feel that it's a trusted source of information about a company. If you bypass it, you're missing an opportunity to make the case for your products and services.
In the 2012 Edelman Trust Barometer study, respondents were asked, “How much do you trust each of the following places as a source of information about a company?” The choices were traditional media, online multiple sources, corporate information, and social media.
The results were compared with the previous year's results, and the findings were
- Traditional media jumped 10 percent.
- Online multiple sources moved up 18 percent.
- Corporate information rose 23 percent.
- Social media rose a whopping 75 percent.
This study highlights that people are increasingly turning to social media for trustworthy information. Given this trend, can your business really afford to miss out on gaining the trust of your audience by restricting your participation in social media?
Another interesting finding for the marketers from the preceding study: People need to hear something about a company three to five times before they believe it to be true.
In the sections that follow, you explore how these trends impact the way a business enables employees with social media.
Changing role of the new social employee
Now that we've looked at how critical the management role is, we turn to what is termed the new social employee. The social employee's role has shifted in many cases from being behind the scenes to interacting directly with customers. Therefore, we need to consider new ways to help social employees succeed in that role.
Previously, most employees were invisible to customers. Now given the opportunities social platforms offer, many more employees in support positions interact directly with customers. For example, in the past, employees handling shipping were unseen. Now if a customer has a question, the customer can contact the department's staff directly for clarification.
When examining ways to empower social employees, we begin by using two specific measures to evaluate the direct contribution they can make on social media platforms. From within the organization, employees can contribute by doing these things:
- Talk directly to customers and provide excellent service that encourages word-of-mouth recommendations. We know that customers talk about the service they receive, so employees who provide meaningful experiences can make a huge contribution to positive word-of-mouth marketing. Previously, when an employee or department provided inadequate service, they could remain virtually anonymous. Now their names and bad deeds can be recorded by unhappy customers on social media for all to see. That makes employees who provide positive experiences even more powerful and important to the organization than they were in the past.
- Talk to each other to facilitate customer service and effective collaboration with one another. Technology has made work flow processes more transparent. Therefore, they're more closely scrutinized than they've ever been. Employees who facilitate work flow and find ways to improve collaboration make an important contribution to organizational growth.
There is another way, in addition to the two measures listed previously, that employees can contribute. They can use their personal connections on social platforms outside the organization. We deal with that aspect later in this section.
Both measures listed previously are of equal importance to an organization's health. When the employee's potential is used in both ways, the impact on the enterprise can be substantial.
In his book The Conversation Company (Kogan Page), Steven Van Belleghem lays out the four possible outcomes for your company based on the degree to which you can encourage both employees and customers to participate in conversation. The following bullets introduce the range of participation your company may have from employees and customers:
- Low to high participation from internal stakeholders (employees)
- Low to high participation from external stakeholders (customers)
Given these continuums, here are the four possible outcomes, the impact of each outcome, and ways to improve upon each outcome:
- Your participation from both employees and customers is low. Designation: A boring company
When you have low participation from everyone inside and outside the corporation, you have what is bluntly designated as a boring company. When you look at this company through the lens of either social media or effective collaboration, you find it's a veritable ghost-town.
No one is inspired to say anything about it or work together to do anything innovative. In a word, it's boring. It has the potential to fade as competitors move more authoritatively along both measures.
Improvement tactic: If your company fits this designation, you need to amp up activity within the employee base to get the conversation started. You have to reward employees for providing the kind of service that they are eager to talk about on public channels. You also need to encourage customers to tell you what they think. Your company or brand is invisible. That's the worst situation you can face on social media platforms.
- You have high participation from employees and low participation from external stakeholders.
Designation: A proud company
A proud company designation is usually a result of the fact that employees are really excited about working for this company and provide tons of examples to customers of their quality work. This is great, but is such a closed system that customers feel they aren't invited to comment.
Improvement tactic: In this situation, you need to encourage employees to invite customers to discuss their experiences and highlight the value your company has brought to them. This means that customers talk about how well they are doing as a result of working with your company.
- You have low participation from employees, but high participation from customers.
Designation: An adored company
If you are considered an adored company, your managers are often reluctant to change anything. That's because on the whole, this is a desirable designation to have.
Improvement tactic: You are so beloved by customers that employees don't feel the need to participate in the discussion as often as they might. If you encourage more employee participation, you will increase their satisfaction, but clearly you are in an enviable position.
- You have both high participation from employees and customers. Designation: A conversation company
This is the most desirable designation. When you have both high participation from employees and customers, you are clearly doing something right.
Improvement tactic: None. Keep doing what you're doing to encourage a high degree of participation from both employees and customers. Your company has the most potential for high growth in the future.
An example of a conversation company is Burberry (find Burberry online at http://us.burberry.com/store). What makes Burberry interesting is that this high-end clothing retailer isn't given to offering big discounts. However, Burberry's Facebook Page has over 13 million likes. The company provides beautiful photographs of its merchandise to entice readers and has a very interactive community.
It is well known that Steve Jobs believed that the best ideas are generated when employees chat together in informal settings. The building he helped design for Pixar had an atrium in the center, where employees lunched and engaged in other interactions. He believed that the interactions employees had with each other in that setting made for a much richer environment. The quality of movies Pixar developed suggests Jobs was definitely onto something.
Using employees' outside connections
Employee participation can be especially valuable to a company when employees are permitted to draw on their own social media connections outside the organization. This can be controversial. It requires the corporation to evaluate the extent to which they will allow employees to make connections for the company when they speak to their own online networks. This is an interesting issue because employees with excellent connections have always been considered great assets to a corporation. The reason this becomes an issue now is that these employees may communicate with their connections on social networks that are visible to everyone.
If an employee creates an online paper trail that suggests the appearance of inappropriate sharing of information, the corporation may be liable — even if there was no impropriety whatsoever. The issue then becomes one of determining when and how employees can identify themselves as working for the company or speaking on their own. Some companies ask their employees to include the following on their personal Twitter feeds: “The views expressed here are my own and do not reflect my company.”
We explore how to balance these issues in the upcoming section, “Creating a Social Media Policy.”
Valuing the social employee
Looking at ways to value employees instead of treating them strictly as cost centers has become a hot topic in this fluctuating economy. Employers began to realize that there is only so much they can do to cut costs without harming the integrity of the company.
New ways to monetize employee performance were fostered when employees began to use their own technology to accomplish tasks in their private lives and brought that over into their work lives. It changed business's ability to increase performance and changed the business's expectations about how employees should be allowed to do their work.
In February 2012, Forbes published an article, “The Empowered Employee Is Coming; Is the World Ready?” In it, John Hagel, Suketu Gandhi, and Giovanni Rodriguez trace the shift from considering employees as cost centers to value centers. To understand how this shift is evolving, the article's authors suggest that businesses consider these three factors in the following order:
- People: Because of issues with the economy, organizations did everything they could to cut costs. They shrunk the workforce, sent jobs overseas, and eliminated any other costs they could find related to employees. When they couldn't find any more ways to cut the budget, they were forced to turn to the idea of finding value by enhancing the role of employees.
In your business, look at how you can empower the employee to serve the customer. Can you give him a smartphone or other tools to help him provide better customer service?
- Performance: If employees could provide value by increasing performance, they could become valuable assets. They could be given opportunities to succeed, to create even more value. New technology facilitates this new way of thinking. Such things as training and focusing on employee development become a wise business decision.
The Forrester Enterprise 2.0 User Profile supports the article's argument. The Forrester research shows that 51 percent of employees feel more productive when they use social software.
In your business, think about what employees really need to know to do their job. Develop training and make it convenient to attend. Supply the kind of information that makes employees better at what they do every day. This has a two-fold benefit. It shows employees that you're investing in them and it adds to their skills, making it easier for them to do their jobs.
- Place: The entrance of new technology that serves to empower the employee to work in a variety of environments causes employers to begin looking at their work environments as important links in the performance chain. By improving workplaces and allowing employees to use new gadgets like smartphones and tablets, businesses can help employees succeed in decreasing their workload and getting better results.
In your business, consider looking at how your offices are laid out. Does it have rows and rows of cubicles? Consider opening the environment up to allow better collaboration.
The article's authors are in no way implying that this shift to viewing employees as value centers is a done deal, but they do see how the tide is turning and wonder if corporations will seize the opportunity.
As many people already know, the author William Gibson famously quipped, “The future is here — it is not very evenly distributed.” As companies see the benefits in valuing employees, they will likely jump on board. Time will tell.
Creating a Social Media Policy
Before you construct new policies from scratch or revise them, it's helpful to figure out how your company is currently handling its social media engagement. Is the workflow dictated by upper management or does it happen on its own? By answering this question, you can see how to integrate policy changes most effectively.
In this section, we look at three critical elements of developing a sound social media policy that conforms with the needs of the enterprise. They are as follows:
- How models of customer engagement affect policy: When you understand how social media is handled in your organization, you can make necessary changes to policy or develop it further.
- Additional concerns that social media brings to policy creation: You need to understand how social media impacts current policies so that you can make revisions that keep you on track and out of the courts.
- Some best practices for implementation of social media policy: It's always helpful to see what others consider to be best practices so you can learn from their efforts. It's also important to revise them to suit your company's needs.
Reviewing how organization affects policy
It's likely that your company's way of dealing with social media wasn't planned. Things probably evolved as requests came in and problems were handled. Obviously, this isn't the best way to deal with such a critical issue.
Figuring out how to organize the enterprise to deal with social media is a topic that's discussed by several well-regarded social CRM experts, including Jeremiah Owyang and Adam Metz — Owyang specifically in his Building Your Social Strategy: Prioritizing Efforts for Scale presentation at the Bazaarvoice
Social Commerce Summit in 2011, and Metz in his book The Social Customer (McGraw-Hill).
As you think about how your organization can improve its ability to handle social media, it's helpful to look at the five customer engagement models Owyang developed. These organizational models are as follows:
- Decentralized: This model develops ad hoc. The process is very dis-organized because no guidelines dictate processes or spell out how to respond to customers. Each department deals with its own issues. In the absence of any governance guidelines, this model usually applies.
- Centralized: This model has one designated leader, and all policies and governance flow from that person — like a standard organization chart. This model is inefficient because only the leader can formulate policies and solutions. The leader has no chance to learn from the employees on the front lines about what's working and what isn't.
- Hub and Spoke: This is the model that Owyang recommends you shift to as soon as possible. There is a central hub, but all the spokes can share information and develop policies together. If you start here, you can sort out all the issues that arise without missing out on the group experience.
- Multiple Hub and Spokes (also called Dandelion): This model has one central hub that flows out to smaller hubs and spokes.
Metz suggests that this model works for consumer brands and large enterprises that have different products and services that operate independently.
- Honeycomb: Picture a honeycomb with all the cells operating in unison. All the departments provide assistance and support to the good of the social media organization. The negative here is that everyone has to be made aware of what everyone else is doing at all times.
Obviously, not every organization can quickly pull off a Hub and Spoke model, but awareness of the models makes it easier for you to evaluate what your organization is doing now and how it can plan to improve in the future.
Understanding the importance of revising social media policies
Any corporate legal department staff will tell you that their most important mission is to save the corporation millions of dollars in lawsuits and license breaches.
They'll also tell you that vigilance is the most important aspect of their job. They have to constantly monitor the changing legal environment and protect the corporation from exposure. Some people argue that their zeal can get in the way of innovation, but no one denies the legal department's importance.
In their excellent book Social Marketing to the Business Customer (John Wiley & Sons, Inc.), Paul Gillin and Eric Schwartzman outline several reasons why your company shouldn't simply revise current policies for social media. They recommend that your business create specific social media policies from scratch. The reason for this is that social media may change the definition of such things as soliciting and disclosure of information.
Here are some of the areas that they recommend any business engaged in social marketing consider:
- Public disclosures: Updates on social media can in some cases be considered a public disclosure, so make sure your policy covers it. (An example of a public disclosure could be the expression of a budget number or other information that may affect the stock price.)
- Company property: Make sure your policy about not using company property for personal gain clearly spells out what employees who manage social platforms can and can't do.
- Confidential information: Online resources need to be clearly defined so that even if something is found online, an employee can easily distinguish whether it is public or private.
- Technical services: A clear definition of where confidential information can be posted should include the use of online platforms like Google Docs and other tools that include cloud storage.
- Inappropriate solicitations: In many cases, social media qualifies as a solicitation of information. The policy should be written to spell out inappropriate solicitations.
- Passwords and security: People who run your company's social media accounts may lay claim to the followers as their own if they leave the company. Ensure that your policy includes statements about who owns the passwords and accounts and what security measures will be taken to protect them.
- E-mail: Make it clear as to what information can and cannot be in an employee signature. This will clarify whether they can list their social media accounts in their e-mail signature.
As you go through the above list, you can see that rewrites from scratch are critical. That's why it's so important to evaluate and clarify your own policies before you're forced to confront an unpleasant situation.
When creating your policies, you can find very helpful collections written for a variety of different industries for you to model. They are compiled by the following people:
- Eric Schwartzman: He has created a social media policy template that you can use as a guideline.
- Chris Boudreaux: He compiled a list of policies at his Social Media Governance blog.
- Dave Fleet: You can find his list of resources at his blog, Conversations at the Intersection of Communications, PR and Social Media, as shown in Figure 13-1.
Figure 13-1: Dave Fleet's resource list.
Folding social media policies into the organization
Because social media technologies continue to evolve, it can be hard for managers to get their arms around all the issues related to social media governance. It can be helpful to look at the UBM Techweb Technology Brief Information Governance: Taming the Data Wild West, in which UBM Techweb outlines these best practices for implementing an information governance policy:
- Check that your in-house counsel and department heads agree with policies.
- Decide which policies and what types of information take priority.
- Decide which technologies best suit the policies you put in place.
- Make sure that employee training is available when you roll out policies.
The good, bad, and ugly of superfans
Almost every business owner dreams of attracting a large group of adoring customers who love whatever they do and tell all their friends to buy their products, but there are two sides to that coin. In her 2011 presentation Building a Brand Superfan, Baochi Nguyen of Boingo Wireless looks at the other side of having superfans (as she calls them) who love your company. What about the overzealous fan who says things about the company in a way that makes it seem as if he's a paid representative? Can there be too much of a good thing?
Apparently so. Nguyen provides cautionary tips for making sure you deal with the legal issues that may arise. When it comes to governance, you want to be prepared for problems from any quarter. Her tips include making sure that
- Your legal department documents the superfan relationship. You want to make it clear whether the fan is speaking for her-self or the organization.
- You follow FTC blog disclosure rules.
- You don't turn fans off by engaging in ways that seem superficial.
- You aren't too heavy-handed in your encouragement of fans.
- You don't drag your fans into controversy and make them defend your brand.
- You don't pay too much attention to the superfans to the exclusion of others.
If you're interested in reading the government's rules for blogger disclosure, you can download them here: http://ftc.gov/os/2009/10/091005revisedendorsementguides.pdf.
By taking a slow and steady approach to making the necessary changes, social media governance can become manageable.
Dealing with Communication Crises
We're all familiar with the companies that have faced PR disasters and lived to tell the tale — for example, Comcast and its sleeping representative. (See more about this incident and Comcast's recovery in Chapter 10.) Many of those disasters occurred when social media was new, and few companies were prepared to handle the ramifications of an inappropriate response.
Surprisingly, even though we're about five years into using this technology, many companies are still unprepared. According to Deloitte's 2010 Ethics & Workplace Survey, 40 percent of executives report that their company doesn't allow access to social media sites at work. Other companies ignore the issue and hope their current policies will suffice. Either approach does the business a disservice.
The rewards of engaging your business in social media far outweigh the risks. For example, according to comScore's white paper It's a Social World, you can reach 82 percent of the worldwide online population through social networks. Can your company really afford to restrict communication with that many potential customers? That said, the risks are real. In the following sections, we explain how your company can prepare for a problem and thus position itself to recover from a crisis.
Setting expectations for social media responses
Can you really avoid PR crises? Case studies on the topic suggest that at the very least you can mitigate them, but first let's look at what we deem a social media crisis. Clearly, corporations have faced bad publicity in the past, so what makes social media disasters particularly frightening to managers of all levels?
Here are a few ways social media has changed the way businesses handle their PR:
- Your company must react more quickly because PR crises on social media spread quickly. In the past when something happened to a person, it was unlikely that she or others around her would have a camera ready to take video of the whole incident. Now with the presence of smartphones, cameras are always available.
- Social media gives people with bad news about your business a broader audience. In the case of an airline when it loses your property or does something disrespectful to a passenger, it's more likely to be a big embarrassment.
- Social media makes employee blunders with confidential information more public. Now, it is just as likely that a blog post or a Facebook comment could release the information before the corporation is ready.
These are just three differences. There is the potential for so many more. With this in mind, your business must prepare to face any kind of PR disaster without much warning. To do so, make sure your business has policies and procedures in place and trains employees in following these measures.
A study by Jeremiah Owyang of Altimeter Group called Social Business Readiness offers some insight into how your business can prepare. In the study, companies that prepared ahead of time and trained their employees were able to avert a majority of the potential crises they faced.
The companies (dubbed advanced) in the study identified the following four internal requirements that led to the successful handling of a crisis. These requirements are worth considering when you're evaluating your own crisis response readiness:
- Baseline governance and reinforcement: Make sure your policies outline what employees can do and how to do it in a professional manner.
- Enterprise-wide response processes: Your processes should define the workflow for engaging in social media, responding to a crisis, and determining appropriate responses to customers.
- Ongoing education program and best practices sharing: Based on the success of companies in the study, your company will be better prepared for a crisis if you encourage sharing of effective procedures throughout the organization.
- Leadership from a dedicated and shared central hub: In defining your social media processes, establish a central hub that guides the entire organization in following best practices for social media engagement.
Training employees
As we note in earlier sections on the new social employee, improving employee performance is a good financial decision. In an effort to find the most cost-effective training methods, managers have placed more emphasis on training in the field.
Cloud technology makes training affordable and doesn't diminish the quality of the training. Employees don't need to be summoned to far-off training centers, incurring major travel costs. They can operate from their home base and still get the training they need.
In the case of social media, employees need specific training on how to avoid PR disasters, but the training shouldn't be narrowly focused. In addition to preparing employees to deal with disasters, trainers should teach employees how social media tools help the company thrive. (See Chapter 7 for more on social media stories.)
When you're thinking about creating or obtaining training for employees on social media, some specific training content for PR disasters includes these items:
- Create written guidelines. Make sure to document policies and make sure that everyone knows where to find them. Let everyone know the name of the person or department that is responsible for them.
- Keep an up-to-date knowledge base. Use knowledge base software to keep updating and refreshing the information employees have access to. As employees become more practiced in their use of social media, you want to make sure that they share that knowledge with everyone who could benefit. You find more details about keeping a knowledge base in the next section.
- Assess your employees and do training updates. Don't assume that one training session will keep your employees informed. It's the corporation's responsibility to keep employees abreast of changing policies and procedures.
- Use visuals to assist work flow. Don't underestimate the power of a flow chart or other visuals that show employees who's responsible for what and how the workflow proceeds. Keep that current so that if people leave or change departments, you don't render the chart meaningless.
- Make sure you're in touch with your audience. No amount of social media training will prevent a disaster if you're out of touch with your customers. If you don't know what they think, you'll be blindsided by their reactions.
Contributing to the Internal Knowledge Base
The purpose of a knowledge base (KB) is to share information that's already known to others in the organization or included by subject matter experts.
When you provide a database of collected wisdom, employees don't have to reinvent the wheel. They can go into the KB and see how a procedure or tactic should be implemented.
A knowledge base cuts down on support costs and can be the source of quality information. (See also Chapter 10 for more about knowledge bases.) You can construct internal KBs that can then be converted to KBs for external (customer) use.
The KB can contain more than just text. It can include screenshots, audio, video, and so on. Incorporate anything that will help the employee or customer solve the problem.
Don't worry if you feel you've added too much information. If you used the information to solve the problem, it's worth including in the knowledge base entry.
Before you start writing a KB article, you can prepare yourself by following these tips:
- Follow the simple structure most often used for knowledge bases. Most knowledge bases state the problem and then the solution. If the solution has steps to follow, include those next. If you need to include information from a subject matter expert, be sure to get that ahead of time so that it's integrated into the article.
- Conform to the KB conventions. Don't confuse users who are reading more than one article at a time. Use the same terminology in all KB articles. When you're unsure of which terminology to use, make an effort to scan the KB for the correct term, consult the KB documentation, and if you still aren't sure, ask the KB point person.
- Write in the same style, format, and tone as other articles. Don't be too familiar if the rest of the KB is formal in tone. You don't want the reader to be put off by too many different styles.
- Use an accepted format for KB articles. Look at how other articles are formatted and fit in. You could choose an FAQ style, a tutorial, a steps list, or other format that's recognized and easily read.
Most knowledge bases use software that formats the articles as you write them. If you're starting from scratch or don't have a way to format the information, you may want to consider using a fee-based tool called Bloomfire (available at www.bloomfire.com). It's a content-management tool that allows teams to input, retrieve, and manage key information. Most KB software indexes every word in the text, which means that if the word is there, the search engine will find it and return it in the search results. But it's still important to use tags so that users can search the text by known topics set up by the KB administrator.
- Familiarize yourself with the software you'll use to write the article. Make sure you know how to use the software to input your article. Input some sample copy just to ensure that when you put in the real article, it won't disappear into the ether. Also, make sure the entire database is continually backed up so you can restore it in case there's a database meltdown.
Using SEO to Deflect Questions and Calls
When you read about the importance of SEO (search engine optimization) and optimizing content, you aren't likely to see much information about its impact on customer service. That's mainly because it's easy to understand how picking the right keywords will help customers find information about your products and services but not as easy to see how it affects customer service.
When it comes to SEO, most emphasis is placed on making sales. Managers are focused on meeting revenue projections. They aren't generally concerned with eliminating tech support costs. This can be short-sighted. A reduction in tech support calls can have a substantial impact on the budget.
So what about saving money by helping customers find your support information instead of e-mailing or calling you? In this section, we look at how SEO plays a role in deflecting questions and calls, benefitting both your company and your customer.
Although SEO techniques have been around a relatively long time (in Internet years), they aren't well understood. For most managers, SEO is a necessary evil that's handed off to someone who's willing to do it. It doesn't figure into their big-picture thinking about how to reach customers using social media.
But everything a customer does online to find information about a brand flows through the search process. Therefore, keywords play a critical role in the process.
To clarify how keywords and customer service work, the following example shows how customer support can be enhanced using keywords on a social platform like Twitter. On Twitter, your customer has at least the following two search choices to find support for a particular brand:
- Your customer can run a search with the company name to find a Twitter account that offers support. When you do this search, you'll find all the brand names that fit that search, as shown in Figure 13-2. To help customers with this type of search, make sure that your brand name accompanies any content that you create for customer support.
Figure 13-2: Search for a brand name.
- Your customer can search for the name of the product. When you do this, you'll find all the tweets that contain that product name, as shown in Figure 13-3. Again, to help your customer find the answers they need, make sure that product keywords are included in all your support materials.
In addition, if your customers know that your product or company has breaking news as they search, they can look at the Trends list on the left side of the page, as shown in Figure 13-4. Notice that the trends are listed as keyword phrases. Your customer could also use those same terms to search directly on a search engine.
Okay, those are easy examples. It's likely that whomever is doing your SEO work will use your brand and product names, but what about specific support topics? If your customer makes a search for some topic contained in your knowledge base, are they likely to find it?
If you take the time to place the very keyword phrases your customers use to search for your specific support information in your tweets, you could help them find answers to their product questions. (See more about the customer search process in Chapter 8.) This immediately increases customer satisfaction and cuts support costs.
Figure 13-3: Search for a product name.
You may think this too, is obvious, but think about it more carefully. If you have a Twitter account dedicated to customer service, do you also create informational tweets that contain keywords and links to support information without having to be asked for it? Probably not, but you should. So when your customer searches Twitter to find a specific topic that's related to support, you have to hope that someone has already asked it.
Go to your support area now and see if the content is so clearly set forth in chunks with keywords that when it gets segmented in a search engine, the right keywords go with it. This can be a surprising exercise. You may find yourself revising your help and support areas to include the right keywords to ensure that your content is found on social platforms.