????說到社交媒體的行家，可口可樂公司（Coca-Cola）算是一家。可口可樂是Facebook上最大的消費者品牌。在本月初舉辦的《財富》（Fortune ）“最具影響力女性峰會”上，我采訪了可口可樂整合營銷溝通與能力高級副總裁溫蒂?克拉克。就在我們登臺的前一天，克拉克給我發了一封電子郵件，分享了她的看法。這封郵件是她在飛往南加州的航班上寫的。郵件流露出過人的智慧，給人深刻的啟發。因此，昨天可口可樂公司公布了季度營收后，我就向她征求意見，是否允許我與廣大讀者分享這封郵件。克拉克欣然同意。本文就是溫蒂?克拉克建議的就如何在社交媒體上打造一個偉大的品牌給出的七大法則：

????1. 所做之事都應值得分享。

????當前的市場完全由社交網絡連接，我們日益從兩方面來考慮我們的受眾：最初受眾——即我們能直接觸及的受眾（5,200萬Facebook用戶、60萬Twitter用戶、1,800萬“我的可樂”獲獎會員、以及其他類型的用戶），以及最終受眾——即最初受眾能幫我們觸及的受眾。Facebook整個社區的用戶高達10億之眾，但其中我們自己的Facebook粉絲要比一般粉絲或朋友對可口可樂更有價值。因此，如果我們能很好地制作出有用、引人入勝、充滿趣味又值得分享的內容，我們的粉絲就會變成我們的義務推銷員。

????2. 傾聽，隨后真誠地、富有人情味地予以回應。

????那種躲在短短兩句話的公司聲明后的日子必須結束了。不過說起來容易做起來難。我們還沒學會做到這一點，而消費者和所有相關各方都對我們寄予了更多期望。對他們來說，可口可樂并不是一個面目模糊的公司，而是一個他們熱愛、而且每天都會享用的品牌。因此，當他們與我們互動時，他們希望獲得同樣的體驗：一種有人情味的交往。現在每天關于可口可樂品牌的微博有15,000條，其中Twitter中只要提出問題，我們就會給出回答。我們必須這樣做，因為消費者希望我們隨時傾聽，立即回應。

????3. 大處著眼，小處著手，快速復制成功模式。

????如果你有個宏圖大志，比如說在10年內使業務規模翻番，那么你最好有一支強大的創新團隊來幫你實現這個目標。我們會從大處著眼，全力以赴地工作。但我們會從小處著手，先進行小范圍測試，了解是否可行。為了實現創新（及增長）的宏大目標，我們一直努力從失敗和教訓中學習成長。這一點對于可口可樂這樣的大公司來說至關重要，因為我們的目的就是要實現大規模生產。如果我們不能更好地進行測試、吸取教訓、再進行規模化生產，就會大規模地犯錯，直到不可收拾。

????4. 社交媒體并非靈丹妙藥，但能讓所有其他事物變得更好。

????社交媒體及營銷已經廣泛地滲透到社會生活中，以至于我們很容易高估它的作用。可口可樂公司并沒有把社交營銷看成一種獨立的方法，而是把“以社交為核心”作為媒體與公關計劃的原則。在構思理念和策劃營銷活動時，我們把“值得分享的社交”作為核心，在這個核心基礎上加強理念的傳播，提升活動效果。經常有人問我們，可口可樂的電視廣告投資是否在減少，社交/數字廣告投資是否在增長。這個問題本身就是錯誤的。這不是非此即彼的選擇題，而應兩者并舉。

????In social media, Coke is it. Coca-Cola is the biggest consumer brand on Facebook (FB). At the Fortune Most Powerful Women Summit earlier this month, I interviewed Wendy Clark, SVP of Integrated Marketing Communications and Capabilities at Coca-Cola (KO). The day before we hit the stage, Clark sent me an email to share her ideas. That email, which she wrote on the plane on her way to southern California, was so helpful and so smart that yesterday, after Coke reported its quarterly earnings, I pinged her to ask if she would let me share it with you. She graciously agreed. So here are Wendy Clark's seven rules for building a mega-brand in social media:

????1. Be share-worthy in everything you do.

????In a market that is now completely socially connected, we increasingly are thinking about our audience in two ways: our Initial Audience--those we can reach directly (52 MM Facebook fans, 600k Twitter followers, 18MM My Coke rewards members, etc)--and our Ultimate Audience, which is those people whom our Initial Audience can reach for us. For Coca-Cola, our Facebook fans are just over one fan or friend away from the entire Facebook community of 1 billion+. So if we do our job well of developing useful, compelling, interesting and share-worthy content, our fans become our sales force for us.

????2. Listen. Then respond authentically and humanly.

????The days of hiding behind two-sentence corporate statements have to end. This is easier said than done. We're still unlearning this. Consumers and all constituents expect more. Coca-Cola isn't a faceless corporation to them; it's a brand they love and enjoy throughout their day. So when they interact with us, they expect that same experience: a human interaction. There are more than 15,000 Tweets everyday on brand Coca-Cola; any that are a question, we answer. We have to. Consumers' expectations are that we're listening and responding.

????3. Think big. Start small. Scale fast.

????If you have an ambition that you want to double the size of your business in, say, 10 years, you had better have a big innovation pipeline to help get you there. When we're at our best, we think massively, but we beta and test that thinking in small bets to learn. To meet our innovation (and growth) ambitions, we are trying to get much better at discussing failures or learnings. For a big company like ours, it's critical. Because we're built for scale and if we don't get better at testing, learning and then scaling, we have the potential of scaling the wrong thing perfectly.

????4. Social is not a silver bullet. But social can make everything else better.

????So much is made of social media and marketing that we can tend to overrate what it can do. We do not see social marketing as a standalone. Rather, our mantra for our media and connections planning is "social at the heart." So we think in terms of ideas and campaigns that are social (share-worthy) at their core and then we think about how we can amplify the ideas and campaigns. Too often, we get asked if our TV investment is declining and our social/digital investment growing. This is the wrong question. It's not an EITHER, it's an AND.