American Express is a credit card company on a social media mission.  In addition to having a presence on Facebook, Twitter, Foursquare, YouTube, LinkedIn, Google+, the company makes sure that they are actually providing their customers  with relevant and exciting promotions/incentives.  The key to making a social network successful, is not only being present but creating buzz, and a platform that people actually use/want your promotions.  Below are 3 key ways that Leslie Berland, SVP of digital partnerships and development at American Express, believes the company is effectively using the social media space.

  1. A Customer Service Foundation – AmEx entered the social media scene in 2009 with a presence on Twitter and Facebook.  These initial handles and pages focused on servicing the card members and merchants effectively and with ease.  This service strategy has improved engagement with its consumers and clients and has also allowed the company to improve its implementation strategies based on user feedback.
  2. Couponless Deals Galore – AmEx knows that in today’s economy everyone loves a deal.  They have become the the master of the couponless deal in the social media space.  By simply syncing your card with Facebook, Twitter and Foursquare, users are able to get deals for qualifying purchases just by clicking a link, no coupon or code necessary.  Another key addition to the company’s already robust Twitter strategy, is the ability for cardholders to tweet strategic hashtags in order to load deals onto their cards, i.e. “#AmexWholeFoods, for example, a cardholder receives a $20 statement credit when he or she purchases $75 or more at Whole Foods using his or her synced card.”
  3. A Corporate Culture Transformation – AmEx is embracing the opportunities that social media presents and they are running with those opportunities.  The company began their social media journey with keeping clients happy and solving their problems, and they are now leading their category with their innovative uses for the platforms.

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