What can a better experience than learning from the top publishers on social media? The Economist, English weekly newspaper, can lead you in the process of implementing best strategies on social platforms.

 

What experiences do you need to have to be the best?

Only through tough experiences we gain valuable knowledge. Many years the Economist was trying to implement a variety of marketing strategies that would boost their content.

They used to devote more than 15 tweets to each of their article quite recently. However, now everything has changed.

If you want to succeed on social media, it is not only about publishing creative content or making posts at a specific time of a day. It’s also about frequency, team work, and some other factors that I can’t wait to discuss with you.

Let’s see how the Economist gets to obtain such a high readership which totals in about 3.8 million readers every month. Let’s see how they get about 1.26 million engagements monthly not only on Facebook, but on other social platforms.

 

You need to cut down on the total number of tweets per post

Strategies on Twitter, which is one of the top platforms for all generations, need to be implemented thoroughly and carefully.

Denise Law, community editor at a publisher, says that in the past they were really wasting time by creating an abundant number of tweets per each article published in the magazine.

However, now they only create from 3 to 5 tweets per magazine publication. Denis Law states that this new strategy allows them to be more efficient and implement high-quality tweets that you can’t really do when you have about 15 tweets per article.

Moreover, the Economist created several accounts on Twitter that refer to a specific region or topic. The main account gets the largest number of followers (15 million), and the number of followers for secondary accounts ranges between 700 and 33,000.

 

Reorganize your team and introduce new platforms

Another update on the Economist’s thrive for success concludes in the reorganization of their editorial team. Their main office located in UK has about 10 people on the team, and the Economist also has offices with correspondents in Hong Kong and Washington DC. Each member of a team is responsible for Twitter and Facebook, and assigned members take care of other social media platforms.

Denise Law says that they can’t be everywhere, but they do need to diversify. Scaling is not their main goal, but diversity is.

Besides traditionally famous worldwide social platforms, the Economist started using Line, the Japanese massaging app. Line really helped the Economist increase a number of followers on social media, especially on secondary accounts on Twitter. Denise Law states that Line allows the Economist gain an access to a particularly interesting audience in Asia. Some people don’t know much about the Economist, so the Economist is trying to find a way to those people.

 

And, of course, how you present and justify your content really matters

Any content on the Economist is created within the lens of intelligent and thorough analysis, but the magazine tries to engage the audience by referring to some popular topics that are within the interests of the majority of people.  For instance, they talk about the economic systems that support “Game of Thrones” series:

GoT

 

Another important thing to remember while creating cool content is its resonance with people of different mentalities. Denise Law states that they are trying to convert any local content into something more international and broad. For instance, if they talk about the US factory’s struggles, they will find a way to relate it to the conditions of Chinese factories or something similar to that.

Therefore, there are several things to remember about creating great content. You need to value quality over quantity. You need to understand how your team works. And you really need to work on the ideas of your content. That’s it.

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