Alana griffiths social selling

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  • Sales and marketing alignment Car industry People powerHave we really changed the way we purchase? People still want to speak to a real human Salesperson at the dealershipFamily, friends and word-of-mouthConsumer and shopping guidesDealer and manufacturer websitesThird-party Web sitesAutomotive magazine reviewsTV adsDealer or manufacturer brochureDealer or manufacturer-sponsored eventNewspaper adsAuto showsDirect mail from dealer and/or manufacturerNewspaper reviewsOnline videosE-mail from dealer and/or manufacturerMagazine advertisementFacebookRadio adsOutdoor adsTwitterChat rooms, blogs, online forumshttp://m.digitaltrends.com/social-media/facebook-fail-study-finds-salespeople-not-social-media-influence-car-buyers-the-most/
  • Primary way US B2B marketers in Dec 2011 are using social media for lead generation according to (% of total)
  • Companies worldwide that use social media to track what customers say about their brand and follow up on customer feedback, Jan 2012
  • Obstacles to lead generation within social networks according to US Marketers Dec 2011 (% of respondents)Content can come from anywhere - Don’t start selling, build a relationship, the content can come from anywhere, plus you can carve up bits of exiting content and point to relevant sectionsBuild trust - For a trusted relationship don’t link to content that requires data capture Track content links/reach metrics and influence scores to provide compelling stats for the business.Compare the cost of driving traffic to your site via other methods Training - APIs available in automated platforms, train sales people on understanding what a social lead looks like no more BANT/ but could cross reference with Job title dataSet listening to pull purchase behaviours onlyAudit the landscape to understand your relevant channels – fish where the fish are distil based on audience – i.e. value of member
  • Alana to mention variety across EMEA/APAC /NA – different rates of adoption maturity differing competitive landscape
  • Some highly revered industry analysts, may not be particularly active on social media sites, or may be much more active on particular sites than others.
  • More socially engaged than Michele Pelino (Forrester), although less known for telecoms and more for general disruptive technology.Underlined sections of Bio are key points of information to use along side Twitter feed and YouTube video to better understand individual and define resonant messaging.
  • SharingPoint: sharing a link to a piece of valuable contentNod: same as above, with acknowledgement of the source influencer.InteractingBow: giving extra recognition/credit to an influencerMeet: connecting and helping others to connectChat: dialogue; responding to others or making general commentsPromotingShout: driving traffic to vendor content and marketing (eg. IBM rep page)
  • Once relevant pieces of content have been identified, we create social posts following the 7-2-1 rule for social sales messaging:7 posts per day focused on top customer and industry issues (third party content)2 social posts on the vendor solutions to address those industry issues1 post per day focused on driving traffic to the vendor pagePractical tips to ensure best practices in social posting: Schedule the posts so that they go on-line at different times. Use meaningful content. Content up to two weeks old may be used, but make sure it has context. It’s possible to use the same article/blog/etc to create different posts (eg. highlighting different relevant points of the same article).. Use retweets as third-party or industry-related content.
  • Business tone is needed to become a thought leader, but still with a personal side – expressing opinions, responding to others etc. People need to know that you’re not automated.Too much sales-oriented content can damage credibility. You’ll look like you’re just trying to flog something. The balance between appearing to be an industry expert/thought leader, whilst still pushing your solution as a vendor is crucial.
  • Alana griffiths social selling

    1. 1. Social sellingBest practiceswww.mzl.com@masonzimbler
    2. 2. Overview• Introduction• Overview• What role do sales play in social selling?• Best practices• Wrap up
    3. 3. The role of sales and the sales person
    4. 4. Social’s role in lead-gen45%21%3%2%2%28%Building relationships and awareness that may convertto sales down the roadUsing social media to point to websiteSelling directly within social networksUsing social media to gather registrants via offersGaining viral spread by urging fans to share our contentin socialNot currently taking part in social mediaSource: Chief Marketer “2012 Business-to-Business Lead Generation Survey” sponsored by MeritDirect and Penton Media, March 12, 2012
    5. 5. 90%53%47%2x the amount of leads permonth for companies thatuse Twitter41% of B2B companies onFacebook report generatingleadsLinkedIn generates moreleads than Facebook,Twitter or blogging for B2BB2B brandpresenceLeadgeneration
    6. 6. Tracking brand mentions and feedbackB2C53% 25% 4% 17%27% 22% 5% 47%B2BUK23% 5% 38%Track and follow up Track only Follow up only NoneSource: Satmetrix, “Worldwide Social Media for Business Study” May 17 201234%
    7. 7. Objection handlingSocial too content-intensive for a lead-gen campaignProspects wary of being marketed in “commerce-free-zone”Unable to measure social campaign impact or ROI effectivelySocial produces too many qualified leadsSocial networks not relevant to our core prospectsToo many possible channels to investigate/understand45%40%37%29%25%23%Source: Chief Marketer, “2012 Prospecting Survey” Feb 10, 2012Set listening from relevantchannelsAudit the landscapeTrack content links andreach metricsTrainingContent can come fromanywhereBuild trust
    8. 8. Best practices
    9. 9. Get a good grounding• Do your research– Eaves drop on the conversations
    10. 10. Select the right channels• Fish where the fish are...
    11. 11. Understand who the audience are listening to1. Identify key targets2. Analyse key targets3. Develop a tailored strategy01002003004005006000510152025303540451 3 5 7 9 11 13 15 17 19LinkedInConnectrionsYearsexperienceAnalyst ComparisonIndustry Experience (years) LinkedIn Connections
    12. 12. 0102030405060708090100050010001500200025003000350040001 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 21 22 23 24 25 26 27KloutscoreNo.ofTwittercontactsKey Influencers Quantitative Social ComparisonNo. of Twitter FollowersNo. of Twitter followingOverall Klout ScoreAnalysts Press
    13. 13. Further Individual Analysis4. Ted SchadlerForresterVice President, Principal Analystserving Content & CollaborationprofessionalsForrester blogLinkedIn profileTwitter profileOverview24 years of experience in the technology industry, focusing on theeffects of disruptive technologies on the workforce and workforceproductivity. His research focuses on workforce technologies and theprograms that support them, including instant messaging, webconferencing, and unified communications; smartphones and tabletsand their impact on productivity; telework and consumer broadband;cloud email and collaboration tools; and the consumerisation of IT.Ted is the co-author of Empowered: Unleash YourEmployees, Energize Your Customers, and Transform YourBusiness (Harvard Business Review Press, September 2010).Previous ExperiencePrior to joining Forrester in April 1997, Ted was a cofounder ofPhios, an MIT spinoff. Before that, Ted worked for eight years as CTOand director of engineering for a software company serving thehealthcare industry.Of interestEarly in his career, Ted was a singer and bass player for CrashDavenport, a successful Maryland-based rock-and-roll band.Recent articles• Charter A Mobility Council With Seven Tasks (May07, 2012)• Mobile Is The New Face Of Engagement: An ExecutiveSummary (March 26, 2012)• Mobile Is The New Face Of Engagement (February13, 2012)LinkedIn – 500+ connectionsTwitterTweets 390Following 52Followers 3,39090-day activity:- Retweets 65- Mentions 148Klout scoresOverall 41True reach 456Amplification 10Network 20YouTubeSeveralinterviews, including:IBM Conversationswith IndustryInnovators with TedSchadler
    14. 14. Set up & scale• Monitoring performance & activity– Social dashboard– Influence & growth metrics– Consistent reporting– Sync up CRM reporting
    15. 15. • Support structure:– How to keep up a consistent conversation?MonitorListenRespondSupport
    16. 16. Keep it real• Engage in human conversation– Brand tone of voice, but a real person’s perspective withexpertise built in• Generate the heart of the message, but get the sales people to putthe wrapper around and inject personality
    17. 17. • The rules of social engagement, particularly the tone, typeof content and frequency of post– PR rules apply, it’s a public platform– Set SLAs– Provide holding steps for tricky responses• Be reactive, but consideredProvide guidance
    18. 18. Some of our own methodology
    19. 19. Our social actionsPoint NodBow Meet ChatShoutSharingInteractingPromoting
    20. 20. Social messaging ratioIndustrycontentVendorcontentVendorpage
    21. 21. Social selling best practice quadrantBusinessPersonalSalesfocusedIndustry/3rd partySocial sellingsweet spotToneofvoiceContent
    22. 22. Wrap upSocial sellingisn’t…… is…… rocket science the answer to filling all sales pipeline a set and forget plug in applicable to all audiences or all stages of the purchase cycle time consuming content hungry not all done in social channelsA great way to drive enquiriesan opportunity to listen, identify andrespond to purchase intentions
    23. 23. If you want to get in touchagriffiths@mzl.com@alanagriffithslinkedin.com/in/alanacgriffiths
    24. 24. © Mason Zimbler Limited 2012.The contents of this presentation are protected by copyright which belongs to Mason Zimbler Ltd. It shouldnot be copied nor disclosed to any third party without the prior permission of Mason Zimbler Limited, whichpermission may be withheld at Mason Zimblers absolute discretion.Thank you for your time

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