Scania : Losing track of itself

Information fails to keep up with advances in presentation.


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The Site

Scania, Sweden-based heavy vehicle maker, is unable to keep control of its inventory of local online channels.

Scania offers two separate worldwide directories on its global site. One, ‘Scania Around The World’, is made available universally from a link at top right of web pages and lists country based operations with links to each’s website (if it has one), a Dealer’s & workshops locator tool and local contact information. The second directory, ‘Scania Worldwide’, is exclusive to the Scania newsroom section of the site. Accessed from a graphic link labelled ‘Social Media Worldwide’, it is a map-based location finder for “local Scania web activities” and is housed within the Scania Group Facebook pages. Its range of links covers website, Facebook, Twitter and YouTube.

Both directories list 13 central and south American countries in their America section. ‘Worldwide’ gives website links for all 13, ‘Around The World’ for only five; where a website is indicated only on Worldwide, the link launches the corresponding Local contact information page in Around The World. Twitter links are shown on Worldwide for nine countries; eight launch a regional feed (ScaniaLAGroup) that has one posting, a ‘welcome’ message from March 2009; the ninth (Brazil) opens a Twitter ‘Page does not exist’ notice. On its website, Argentina has a link to a current country Twitter feed; other local sites have no Twitter links but several (Peru, for example) have their own Facebook link/page, including Chile, which is not credited with a Facebook link on its Worldwide listing.

The Takeaway

Scania’s discrete newsroom section, which is separate from its Media section, shows it is in the vanguard of companies developing ways to integrate their various sources of online communication around a common hub. Unfortunately, its current state of presentation and coordination suggests an army charging forward to new objectives while neglecting to consolidate its gains and keep open its lines of communication with headquarters. For example, Worldwide – the advance force – is providing Twitter links to a regional feed that went missing in action almost at the outset and is oblivious to its replacement in Argentina by a well-maintained feed. Similarly, it credits websites where none exist, undermining its ‘web activities’ as well as its ‘social media’ promise.

That ‘Worldwide’ itself clearly needs to be better integrated and coordinated with Scania’s global and local communications is a strong indication that issues of governance as well as site maintenance are at the root of its fragmentary and often contradictory directory services.http://www.scania.com/scania-newsroom/

First published 05 February, 2014
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