Current System:
Factors in the current systemic failure included confused goals, weak system-wide understanding, flawed design, lack of individual incentives and inadequate feedback that discouraged preemptive action.
Social Branding:
Brand consistency across all online properties, whether the customer visits the website, Twitter profile or Facebook page, ought to sound and feel the same.
Having a consistent brand image and voice across all communication channels helped audience memorize and relate better to the brand. We felt that the quality of our content is not the only factor that gets happy customers. We noticed that people subscribe to businesses they know, like and trust.
The 'like' factor came down to the company's business personality, and the social branding went a long way towards helping the business get one.
The Current Process:
The Design team passed the creatives to Editorial team to vet it before handing it over to the content team, and finally the creative moved to the Social Media team which then posted it.
Opportunity:
The brand compliance to be put in place cannot be the sole responsibility of the Design team. It needed participation from groups across channels to ensure consistency.
The new process focused on the autonomy and participation of various teams. So each team assigned a design ambassador from within the group who had access to the centralized repository and could make the corrections on the spot without necessarily resorting to help from the design team.
This modification optimized the process flow by relieving the editorial team from the process thereby tightening the communication line and resulted in a reduction of errors and enabled the timely posting of content.