REPORT EXTRACT
Chinese Social Media Landscape 2016
A travel brand’s companion to operating effectively within the Chinese social media scene in 2016
Network AnalysisDiscover what networks you should be targeting and the numbers behind them
Best PracticeLearn how you can set up a successful social media campaign in China
Consumer IntelligenceInsight into Chinese social media and shopping patterns
IND
USTR
Y O
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VIEW
Industry overview
The basic facts are impossible to ignore:
■ 649 million internet users growing at 4.8% Year-on-Year (YoY).
■ World-leading social media participation and engagement with 43.8% of all users liking to share their opinion online.
■ The highest percentage of users joining social networks for information about brands and products in the world.
From the above, it is obvious that any travel brand wishing to increase its market share in China needs to get engaged in the Chinese social media landscape.
Despite the obvious business case to reach out using Chinese social media, knowledge of Chinese networks are often little known outside the country. An EyeforTravel executive survey found that 93% of European respondents noted they used Facebook, but just 10% said the same for Weibo and WeChat, with North American companies performing even worse.
If companies outside China want to genuinely reach out and attract the Chinese traveller, then they need to improve on this and make their WeChat or Weibo posts just as ubiquitous as their Facebook and Twitter updates. This report delves into how and where companies should be growing their presence, with actionable findings into best practice.
Alex Hadwick EyeforTravel Head of Research
Leading research from EyeforTravel
The single definitive place for travel companies looking to expand their Chinese social media presence, featuring:
■ An overview of the social media landscape and the most important platforms
■ Guidance on Chinese usage patterns, including shopping patterns, content preferences, sharing behaviors and demographics
■ Profiles of travel-specific social media platforms
■ Best practice in driving engagement and sales through Chinese social media
■ Advice on how to operate legally and effectively within China.
For more information visit www.eyefortravel.com/reports CHINESE SOCIAL MEDIA LANDSCAPE 2016 | 2
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About the Author
Andrea Fenn has been working directly with Chinese social media since 2007, first as a researcher at Leiden University, then as a founding member of Social@Ogilvy in Hong Kong, and finally at the company he founded in Shanghai, Fireworks. Fireworks is a post-digital agency, specializing in social media, social CRM, e-commerce, and advising on online influencers. Throughout this time, he has been writing about social media and life in China in both Mandarin and English. He has also recently taken up a post as a lecturer in e-commerce at the Condé Nast Center of Fashion & Design.
Key questions addressed
■ How and why is Chinese social media different?
■ How do people in China use social media?
■ Which networks are the most popular and who are their users?
■ How can travel brands operate effectively in the Chinese social media ecosystem?
Who needs to buy this report
■ Marketing professionals
■ Social media, communications, PR, CRM and community managers
■ Ecommerce and sales directors.
For more information visit www.eyefortravel.com/reports CHINESE SOCIAL MEDIA LANDSCAPE 2016 | 3
Contents
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Welcome . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Executive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
1.1 Chapter 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
1.2 Chapter 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
1.3 Chapter 3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
1.4 Chapter 4 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Chapter 1 An Overview of Chinese Social Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
1.1 Introduction - Why Social Media in China Is Different. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
1.2 What Makes Chinese Social Media Different? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
1.2.1 Scale. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
1.2.2 Mobile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
1.2.3 Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
1.2.4 Monopoly . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
1.2.5 Commercialism . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
1.3 How the Government Controls the Internet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Chapter 2: Networks and Numbers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
2.1 Networks and Numbers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
2.1.1 WeChat . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
2.1.2 Weibo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
2.1.3 QQ / QZone . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
2.1.4 Douban . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
2.1.5 Youku Tudou . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
2.2 Other Platforms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
2.2.1 iQiyi . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
2.2.2 Meipai . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
2.2.3 Nice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
2.2.4 Lofter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
2.2.5 Tencent Weibo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
2.2.6 Renren . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
2.2.7 Baidu Tieba . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
2.2.8 Facebook . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
2.2.9 Instagram . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
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Chapter 3: Chinese Social Media When Buying and Traveling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
3.1 The Importance of Social Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
3.2 Branding on Social Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
3.3 Promoting Sales on Social Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
3.4 Traveling and Social Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
3.4.1 The Traveling Digital Space . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
3.4.2 Ctrip . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
3.4.3 Tuniu . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
3.4.4 eLong . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
3.4.5 LY.com . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
3.4.6 Qunar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
3.4.7 Alitrip . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
3.4.8 Mafengwo . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
3.4.9 Qyer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
3.4.10 Breadtrip . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
3.4.11 Baidu Travel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
Chapter 4: How to Use Chinese Social Media Networks Effectively . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
4.1 How to Use Chinese Social Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
4.1.1 Opening and Managing Channels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
4.1.2 Content and Monitoring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25
4.1.3 Promotion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27
4.1.4 Legal Compliance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
4.2 Using Social Media for Travel Brands . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
4.2.1 Interest Peaks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
4.2.2 Popular Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
4.2.3 Gifting and Discounting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
4.3 Case Study: Airbnb X G Dragon . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
4.4 Case study: Say go! Let’s go . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
4.5 Case Study: A Trip to Milan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32
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www.eyefortravel.com
List of FiguresFigure 1: Country Comparison of Users Joining Social Networks for Information About Brands and Products . . . . . . 10
Figure 2: International Comparison of Internet Users Following Brands on Social Networks . . . . . . . . . . . . . . . . . . . . . . . 19
Figure 3: Chinese Consumer Reaction After a Positive Experience Online . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
Figure 4: Market Share of Online Travel Market in China by Transaction Value in 2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
Figure 5: Comparison of Content That Prompts Sharing or Likes Between China and the UK . . . . . . . . . . . . . . . . . . . . . . 26
Figure 6: Civil Aviation Passengers, Per Month (10,000 persons), September 2012-September 2015 . . . . . . . . . . . . . . . 29
Figure 7: Rail Passengers, Per Month (10,000 persons), September 2012-September 2015 . . . . . . . . . . . . . . . . . . . . . . . . . 30
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Chapter 2: Networks and Numbers
2.1 Networks and Numbers
The Chinese internet is a very dynamic space with new companies and platforms continuously rising and falling, yet the major social media channels are ‘usual suspects’ in the hands of the country’s main internet corporations.
Listed below are the major players in 2015 with size and usage data as reported by the platforms.
2.1.1 WeChat
Background: WeChat is the king among Chinese social media. Created by Tencent in 2011 as a more mobile-friendly successor of chat room QQ, it has grown spectacularly in a few years to become the country’s most popular social network.
Today, a very large percentage of China’s internet users - up to 70% - has an account on WeChat, and 55.2% of WeChat users open the app more than ten times a day.
WeChat is a mobile chat that allows the sharing of all sorts of messages - text, audio, video - among users. Its success sprang from a neat, mobile-native interface and a “private” feel different from other cluttered social networks, such as Weibo. Conversations between WeChat users are not visible by others and public updates - the so-called “moments”- are only visible to the people in the user’s network, much like a Facebook page with the maximum security settings switched on.
Naturally, the intimate nature of the platform makes it unsuited for companies looking to engage audiences on an extremely large scale. However, functions have
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Type of platform: Chat mobile app
Estimated user base:
������600 million monthly active users
YoY change:
Demographic:
60.2% are urban private-sector workers;
40.8% are aged between 25-34 years old; 45.0% are between 18-25 years old
Estimated market valuation: USD83.6 billion (Bloomberg, 2015)
+38.6%
25-3418-25
�
Type of platform: Chat mobile app
Estimated user base:
������600 million monthly active users
YoY change:
Demographic:
60.2% are urban private-sector workers;
40.8% are aged between 25-34 years old; 45.0% are between 18-25 years old
Estimated market valuation: USD83.6 billion (Bloomberg, 2015)
+38.6%
25-3418-25
�
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X The following extract is taken from the start of Chapter 2. This chapter is an overview of the most important social media networks China.
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Background: Weibo - formerly Sina Weibo - was, for a considerable length of time, China’s most popular social network. Created by news portal Sina in 2009, it was the first ‘Western-style’ social network to be introduced in the country.
Weibo is a hybrid between Facebook’s personal page and Twitter-style microblogging, with which it shares a 140-character limit to users’ posts. Due to its open structure - everybody can see a user’s posts - it has been the main voice of corporations, influencers and ordinary citizens to share their opinions and experiences to the public, and it is a very powerful tool to get a sense of public discourse on both commercial issues in China.
Despite officially still growing in user base, it is widespread opinion among insiders that Weibo is losing its luster to new platforms, chiefly WeChat. Its core target of urban young professionals have quickly moved from desktop to mobile, naturally preferring mobile-na-tive networks. Besides, Chinese users seem to have outgrown the ‘information-hungry’ phase, for which Weibo offered a perfect outlet, and entered a more mature, intimate phase of internet usage, preferring private conversations with their immediate social circles on applications like WeChat.
Platform migration has left a cemetery of defunct pages on Weibo. Of its 600 million registered accounts, 60% have been inactive since January 2014. Only 5% of users now create over 95% of content, signaling it is moving from being a platform for users to generate content to being a platform for passive reception of news.
Yet Weibo is far from being dead. Even today, it is the platform Chinese rush to in order to obtain breaking
progressively been added to make the platform more commercial, primarily the ability for companies to create ‘public accounts’. These can be customized with interactive menus, as well as fully customizable HTML5 apps that live inside the public accounts.
While totally incompatible with competitors’ platforms - chiefly Weibo or Alibaba e-commerce sites - WeChat is integrated with an array of services managed by its holding company Tencent. Through Tenpay, Tencent’s online payment system, users can purchase products directly on the app. A ‘virtual wallet’ inside WeChat allows money exchange between users as well as to pay bills, taxi fares and train tickets.
While WeChat makes most money through adver-tising, lifestyle services like the wallet are growing in importance. During the 2015 Chinese New Year, over CNY1 billion (USD157 million) in gifting money was exchanged among WeChat users.
The main way to add a user or public account is to scan the QR code uniquely linked to each WeChat ID. WeChat is the primary reason for the very high use of QR codes among Chinese internet user, and, as a consequence, among advertisers. Around 70% of the ads in the Shanghai metro feature QR codes.
2.1.2 Weibo
Type of platform: Microblogging platform
Estimated user base:
��212 million monthly active users YoY change:
Demographic:
70.8% have at least a bachelor’s degree;
37.0% are aged between 25-34 years old; 53% are below 25 years old
Estimated market cap: USD3.44 billion (Bloomberg, 2015)
+38.0%
25-34<25
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Type of platform: Microblogging platform
Estimated user base:
��212 million monthly active users YoY change:
Demographic:
70.8% have at least a bachelor’s degree;
37.0% are aged between 25-34 years old; 53% are below 25 years old
Estimated market cap: USD3.44 billion (Bloomberg, 2015)
+38.0%
25-34<25
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