The State of B2B Social Media 2013


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  • Social Sphere TodayFacebook, Twitter, LinkedIn,Google+ and now….Slideshare, Pinterest, Instagram plus vertical and/or private communities, blog, video, online training, wikis, email…may be paid or organicIs now “ubiquitous in the B2B space” [BtoB Magazine Research, March 2013]Growing at a 31% AGR Almost half (47%) of the market reports at least very involved in social media marketingThe combination of the new audience/platform and the low cost are the primary drivers to the surge in socialBut is not homogenousSocial Media Strategy mustbe an extension of business strategy Clear objectivesTargeted audienceClear messagesQuantifiable success metricsIs not a project, is a business condition/mandateBusiness RequirementsManageabilityEfficiency BudgetPlan for scalable growthLEAN & AGILEBenchmarks [BtoB Magazine Research, March 2013]Budget: B2B markets spend 6% of their marketing budget on social whereas the best in class spend 13%, 57% of SM budgets are increasing in 2013 with 42% remaining same as 201276% allocate 0-10% of SM budget to paid advertising (may be changing with recent announcements by LinkedIn and FB and the rise of native advertising)Channels: LinkedIn, Facebook, Blogging and Twitter are the major platformsLinkedIn 34%Facebook 19%Blog 17%Twitter 12%Custom Communities 10%YouTube 5%Google+ 2%SlideShare 1%Pinterest <1%Traffic: 11% of website traffic driven by socialNeed awareness of growing value of social signals in search algorithms alsoExperience: Usage still evolving…36% of organizations with 1000+ employees started within last 2 years [Altimeter Group, March 2013]Objectives: Primarily for branding but beginning to see migration to social enterprises with use beyond PR & Marcom….HR, Customer Service, Product Development, Sales Enablement, Lead Gen, Revenue Management. Today, according to Altimeter Group Research [March 2013] Only 34% connected to business outcomesChallenges: 70% cited Lack of Resources57% cited ROI MeasurementOnly 41% are tracking ROI on socialBut of those who do, average time to see ROI/Measurable Results is 13 months44% Lack of Knowledge about Social Media Result is that high levels of satisfaction remain elusive, especially at C-level Management resistance, cited by 22%Rated 6.38 (on 1-10 scale) for Senior Management Satisfaction with Social Media MarketingTo better understand some of the opportunities, challenges and demands…let’s quickly look at the 6 phases of social media and social business transformation - and then get to next steps to increase the value of your efforts wherever your organization may be in the journey. References:BtoB magazine: Emerging Trends in B2B Social Marketing, March 2013 Altimeter Group: The Evolution of Social Business, Marc h 6, 2013
  • 6 Phases of Social Media Maturity and Social Business [Altimeter Group]PlanningListening & LearningPresenceEstablishing Your FootprintEngagementBuilding RelationshipsFormalizedOrganize for ScaleStrategicBecoming a Social BusinessConvergedBusiness is a Social Enterprise[POLL: Self id]References:Altimeter Group – The Evolution of Social Business, March 6, 2013
  • LISTENING PHASE CHARACTERISTICS:Developing understanding of how target audiences (prospects, customer, influencers, partners etc.) use socialKPIs – NOTE ABOUT SOCIAL KPIs AGGREGATE to provide CONTRIBUTION to BUSINESS KPIsMentions (volume & percent of)ReachShare of voice, Share of searchSentiment AnalysisNPSComprehensive social-data harvesting is beyond the budget and ability of most organizations today, however an effective social listening infrastructure can involve a combination of tools both free and paid, including:Google Alerts….Google Insights (now part of Trends)SEO toolsWebsite analyticsNative Social SearchSocialMention, Topsy, BoardTracker etc.TweetReach, URL shorteners, HootSuiteRadian6, SAS, Lithium, Meltwater Buzz etc.LISTENING PHASE ACTION ITEM:Move Beyond Brand Listening – Making Insights ActionableDiscovery of opportunities to help by offering expertise, information or insightThink about the opportunities for customer and competitive intelligence in social?How can social advance sales engagement and the sales cycle?Think about/review phrases customers use when they need or are looking for your product and develop and curate content to address those issues Best [product or service]How to fix [problem you uniquely solve][your product] vs. [competitive product] or comparison[offering category] recommendationBuild relationships by SOLVING before SELLINGBecomes key input to content marketing strategyHow can social listening mitigate risk?Answering the new telephone [Jay Baer & Amber Naslund’s NOW Generation]42% of customers who reach out to brands via social media expect a response in less than 60 minutes. And of those customers who had attempted to contact a brand through social media for support, 57% said they expect the same response time at night and on weekends as they do during normal business hours. [Crisis Management Leads to: CASE STUDY: XO CommunicationsReferences;Jay Baer, Brown,]
  • CASE STUDY OVERVIEW:XO Communications is a leading business telecommunications provider serving 45 major markets in the US. Lead by their customer intelligence team, XO had a business objective to significantly reduce customer churn. XO turned to IBM to implement state-of-the-art social business analytics tools that predict customer behavior and proactively reach out to customers most likely to go elsewhere. Now the XO Retention Department can get proactive with customers before they change service providers.The business impact has been both significant and fast. XO realized a 23% decline in customer churn in 18 months, equates to a multi-million dollar savings within the first year of applying the predictive analytics tools (includes social inputs).References: Carter, VP of Social Business Evangelism at IBM,
  • CHECKLIST TO OPTIMIZE VALUE OF SOCIAL LISTENING PHASE:Define specific business goals and objectives for listeningDo not listen just for the sake of listening. Be sure that you consider business objectives at every level of the organization — corporate brand, sub-brands, lines of business, and even functional departments (i.e. HR, customer service, etc.)Select metrics based on business goalsGo beyond simply tracking mentions and sentiments. Instead connect how an increase in mentions or a change in sentiment corresponds with business impact. Ann Lewnes, CMO at Adobe, stressed the importance of having meaningful metrics early, saying: “Get measurement under control. This starts with setting clear goals and deciding, from the outset, what you’re looking for. Otherwise, you’ll drown in a sea of data. Hand-in-hand with this is examining the metrics that really matter — the ones most closely tied to bottom-line results.”Select and invest in a monitoring platform Many companies make do without a monitoring platform in the early phases of social business. Even if all you are using are free or basic tools and manual reporting, start and commit to evolving a platform over time.Disseminate your learningsDevelop a reporting process that communicates the value of listening and promotes insights to drive decision-making throughout organizational stakeholders.Identify opportunitiesObserve how customers and competitors are active in each social channel to surface opportunities that will have greater impact on your selected business objectives. Use insights to develop internal and external pilots to “test and learn” that identify and prioritize areas for investment and improvement. This includes assessing core resources.
  • PRESENCE PHASE CHARACTERISTICS:Evolving from planning to action, becoming more formalized. Limited – perhaps inconsistent – activity, largely used as a marketing amplification tool in this phase. Testing and some results begin to appear. New resources in strategy and/or content typically emerge.KPIsVolumeReachInfluenceShare of Voice/SearchSentimentSocial referrals to website (thru conversion)Social AnalyticsBuffer App, HootSuite, ArgyleSocial, Social Oomph, TweetDeck, Social Flow, SproutSocial, Social Bro, KISS Metrics, Page LeverSocial Research/HarvestingGoogle Alerts…Twitter Search, FollowerWonk,SocialBro, WeFollow, Twello, Listorious, Google+ Circles (published and search), Topsy, PR tools like Vocus, HAROPRESENCE PHASE ACTION ITEM:Advance Influence MarketingWhy? Relationships still matter in B2B marketing and sales. 75% of buyers reporting trusting peer recommendations compared to 14% who trust advertisements. Social media amplifies the reach and power of influencers. Leading us to conclude…The type of people who follow or friend you are more important than the numbers. According to Meteor Solution research, approximately 1% of a site’s audience generates 20% of all its traffic through sharing of the brand’s content or site links with others [average].Forrester Research Report showed a minority (about 6% of people) generates 80% of the impressions, and roughly 13% of the online adults generate 80% of the influence posts.This is where social analytics add tremendous value. Through social analytics, an organization can determine which individuals are sharing content and links and their sentiment about it.So who our your influencers? Analysts, Trade Organizations, Partners, Employees, Clients? Answer is YES.Influencers in consumer markets are often journalists, publications, website operators and celebrities. Influencers in B2B markets are often individuals rather than organizations. They may be experts in a large company, or they may be consultants who work for several companies. So obviously need to discover and build relationships with these market influencers in our social sphere. Think we can all agree this is valuableand are doing this to some degree today. But we may still be using last generation approaches and getting questionable return. Enter the new wave – the 3rd wave of influencer marketing for social media.3rd Wave of Influencers is on the B2B Horizon [Danny Brown- social thought leader, Sam Fiorella – partner at Sensei Marketing]Celebrity EndorsementSocial Scoring (dominated by tools like Klout, Kred,PeerIndex and LinkedIn)“Instead of context and micro relationships, influence was now judged by a score and how well a user played into the algorithm of the scoring platforms.Even today, after improvements to the data, people with Klout profiles see their scores drop if they stay away from the likes of Twitter and Facebook for a few days. This “you’re only influential if you’re online” approach has left people questioning the validity of scoring as a method of influence”Futher, our current campaign approach to influencer marketing misses a huge opportunity – to turn influence into true advocacy, and build a loyal and engaged army of fans that are also customers. To do this, brands need to start looking beyond the short-term (potential) viral effect of an influencer, and instead address the need of the customer via the influencer. [DB]Business of InfluenceInstead of generic, we need to address complexity of influencerWe need to decipher opinions of those that matter and their impact Embrace the continual movement in the spaceGo beyond public personas and into micro influencers;And we need to stop confusing popularity and amplification with influence. BEST PRACTICES FOR INFLUENCER MARKETINGDo not try to sell them. Influencers have a common trait: they hate being sold to. Treating influencers as customers, marketing to them, and pushing them to purchase is "the biggest mistake that companies make when they’ve identified these individuals.” [Nick Hayes, President, Influencer50 who helps B2B companies identify and influence the top 50 influencers in their markets]Currency is Value: Offer them access and networkingInteract with influencers individuallyRecognize Influencers can be flatteredPrepare for reluctanceReferences:JoshBernoff, VP Analyst , Forrester Research"Groundswell: Winning in a World Transformed by Social Carter, VP of Social Business Evangelism at IBM Brown & Sam Fiorella
  • CASE STUDY OVERVIEW:Emerson Climate Technologies, Painted Copeland Scroll Compressor programEmerson Climate Technologies celebrated two milestones in 2012: 25 years in business andShipment of the 100 millionth Copeland Scroll compressor, a product that has become a standard in commercial refrigeration and home air conditioning. There was cause to celebrate, but how do you get people excited about a torpedo-shaped device that's buried in the innards of a big machine? How about a contest? Emerson challenged each of its eight Copeland Scroll manufacturing facilities to turn a compressor into a work of art representing its region of the world. A Facebook page was designed where employees, trade schools, community partners and customers could vote for their favorite creation. KEY SUCCESS FACTORS:Local employee engagementChannel, tone matchRich media assetsCreated excitement around ‘boring’ productResponse Ability of votingTimeline to vote encouraged immediate conversionKPIsSocial ReachVotes: Emerson Climate hoped the campaign would generate 1,000 votes. It was off by 134,000. Enthusiasm was so high that more than 10,000 votes were coming in daily as the contest neared its close.Social referral trafficUnable to share revenue metrics of campaignReferences: Leadership, Charlene Li, Altimeter Group
  • CHECKLIST TO OPTIMIZE VALUE OF ESTABLISHING YOUR SOCIAL PRESENCE PHASE:Link your social presence to business objectives. Start with the priorities identified in the Listening stage and make sure that any presence you establish in social channels has a clear link to business impact and outcomes. To keep yourself honest, test this by looking at the metrics you are using — do they reflect and link back to existing business metrics? If not, take the time to really connect your social media presence activities with direct business outcomes. Don’t focus on engagement — yet.Focus on presence strategies where you are not setting or feeding expectations for response and engagement … at least not at the beginning. While some detractors may say that this really isn’t “social” because there is no two-way interaction, this may be a necessary first baby step to get nervous executives and legal departments at least into the social mediators. Develop sharable content. Develop content and programming that is shareable so that there is some social activity around your presence. The worst that you could do is to simply regurgitate press release headlines. Establish governance with an eye to the future. As your social presence grows, more and different parts of your organization will inevitable want to participate. To ensure that you don’t have 29 different Facebook and Twitter accounts within a year, anticipate how you will respond to the first requests to expand the organization’s social media presence. Define the boundaries for social media presence activity, and start laying out a rational governance structure that can morph as your social maturity increases. Jonathan Blank, Manager of Social Media at
  • ENGAGEMENT PHASE CHARACTERISTICS:In this phase, organizations are making a commitment where social media is no longer a “nice to have” but instead is seen as a critical element in relationship building. Best Practices10-4-1 rule of social posts for lead gen conversions10 links to 3rd Party curated content4 links to created content1 link to landing page [SFDC Marketing Cloud]KPIsMeasures of Social Connectivity with Customer and ProspectsFocused on path to purchase and lowering Cost to Acquire and ConvertCustomer Satisfaction Positive Social Mention Volumes/Greater volume of Reviews/Testimonials Engagement Rate: Simple (Replies, Comments) or More Complex, measuring interaction and influenceIn most social media settings, content can be both shared and replied to. Twitter retweets (RTs) and Facebook shares and posts are helpful to know who is spreading your content, while comments, replies and likes are helpful to see who is replying to your content. Again, think carefully about your business objectives and measure what matters.Social referral web analyticsTime on Site ConversionsRevenueToolsSocialBakers, KissMetrics, Buddy Media (SFMC), Vitrue or native channel analyticsHow do you know if you’re getting satisfactory engagement?BenchmarksAverage Engagement Rates vary by industry and range from 0.01% to 1% per postDispel misconceptions of social engagement [HootSuite]73% of businesses feel buyers want to learn about new products – Only 51% of buyers cite that as a reason61% of businesses feel buyers want to be part of a community – Only 22% of buyers indicate that desire Must be mindful – especially in this phase of social business transformation – to use social in building more empathetic, buyer-centric relationships. Promotions and discounts may have a place in your marketing mix, but have to be relevant and appropriate to the business objective. CITE A MISALIGNED EXAMPLE V ONE WHICH MOVES PURCHASE CONSIDERATIONSo we agree that traditional customer journey now includes social dynamics – through relationships – that can accelerate the purchase decision. One of our goals has to be to determine which kinds of engagement impact that journey more – and commit to delivering value throughout the entire customer lifecycle. References:HootSuite Enterprise, 8 Tips for Social Businesses – March 2013
  • During the community engagement phase of social business development the conversation has become about lead generation – the holy grail of social media ROI. B2C Marketers are significantly ahead of the game of B2B in fully optimizing this phase. Ask: Does the longer B2B sales cycle make social media less – or more – important to lead generation [and ultimately revenue generation with social attribution]? How about easier?We all recognize the role of social (and all digital media) during consideration phase of purchasingThe ‘new authority’ includes Social signals-- in SEO at top of funneland then what….what is happening in the middle of our sales funnel? Houston, we have a problem! “On average (and with little variation among industries) customers will contact a Sales rep when they independently complete about 60% of the purchasing decision process.”  The Corporate Executive Board surveyed 1,900 business buyers to uncover insights regarding purchasing behavior. “The survey results were surprising.” This should be a wake-up call for all leaders in companies who sell products to other businesses. The world is passing you by. Over half of the decision is complete before they talk to you.60% doesn’t suggest an organizational overlap with Sales, “territory” grabbing or misalignment in Sales and Marketing incentives.  This is no man’s land: a gap in the purchasing funnel that neither commercial function currently addresses.The 60% mark is in that part of the mid-funnel that is critical in terms of driving the buyers’ consideration of a supplier for a potential purchase.  Therefore, Marketing needs to de-emphasize tasks like thought leadership and white papers, and focus more on advanced activities, such as diagnosing purchasing needs and identifying internal barriers to purchases.60% also means trying to build a dialogue with customers without having the advantage of a Sales rep’s one-on-one commercial interaction.Finally, 60% means moving beyond the “qualified lead” mindset.  In essence, once we have moved past the early stages of the funnel, we need a strategy for persuasion and attention-grabbing mechanisms in the middle of the funnel.What is going to fill this gap? How will you effectively participate in the self-education that buyers go through – without talking to your sales team?Your checklist includes:Have a presence and connection in customer/prospect communities (driven by buyer personas that go –far– beyond demographics and generalities)Content to answer buyer questions,develop awareness and affinity (by adding VALUE)Use Relevant offers and calls to action (iterative is best, but not required)Communicate with buyer-focused nurturing – move them from problem to solutionThink Like a Publisher – collect, curate and publish great content regularlyTest & Optimize for ConversionWe have to remember that customer learning is happening all the time and doesn’t coincide with your campaign calendar.Clearly content plays a critical role and is sometimes thought of as the biggest single lever to increase lead generation. So how are going to better manage that lever? References:Most Important Number in B2B Marketing: Marketing Cloud: How to Generate leads with Social Media
  • Think Content, Not CampaignWe need to reframe how we think of content. Content is not a one-and-done campaign with a finite start and finish. Content is a holistic, strategic approach that requires on-going effort. And as social becomes integrated with your content, solving before selling becomes inherent to the process and builds momentum.“Make sure thatcontent is premium, it’s unique, and it’s really going to servethe customer audience.You don’t want to put out content that’s going to promote JDA.It’s really about informing the market on what’s coming up orreally stating the expectations of how to use best practices tomove the business forward.”~ Cindy Kim, JDA Software“Reimagine, Don’t Just Recycle -- That means making sure you squeeze every last bit of content goodness out of every content asset you create or own. It means ending up with parts that are greater than the original whole. I like how Netprospex approaches its monthly content calendar: A white paper on segmentation is reworked and reimagined as a workbook on segmentation. That workbook is further distilled into a checklist. The checklist becomes a series of individual tweets. The tweets are compiled into a “Ten Tips” blog post. And finally, the material is reworked as a bylined article for an industry publication. The results? From one white paper, Netprospex has five times more content to share with its audience across multiple social outposts and channels.”~ Ann Handley, Content Rules
  • DEFINITION & DISTINCTIONS:Newsjacking, as defined by David Meerman Scott in his book, Newsjacking, is "the process by which you inject your ideas or angles into breaking news, in real time, in order to generate media coverage for yourself or your business.”With newsjacking, the goal is to attract media coverage by aligning your brand message with breaking news in a way that makes it very easy and compelling for a journalist to mention your brand. On the other hand, while real-time marketing (RTM) is also about aligning your brand messaging with breaking news, trends, and memes, the goal is to do so in a manner that encourages people, not necessarily journalists, to identify with and share your message across social networks.Real-time marketing demonstrably works -- not just in social channels, but across the marketing spectrum. A recent GolinHarris study finds real-time not only positively impacts standard marketing goals -- word-of-mouth, attention, preference, likelihood to try or buy -- but it also turbocharges other marketing initiatives, including paid and owned media effectiveness.Big B2B brands including Cisco, Dell, McDonald’s and SAP are using real-time marketing to make on-the-fly decisions, modifying marketing efforts and developing marketing content around topics that are trending on social media streams. “The brands that listen in real time and take advantage of that information to either readjust their campaigns or respond to commentary or customer service issues are the brands that are being successful in social” according to Gordon Evans, vice president of product marketing at RTMPROCESS:ID/Join/Validate Relevant Streams of informationOrganize & Understand the StreamYou can't understand or paint a clear picture of a conversation unless you have all the pieces in one place. Operationally this might mean using a social media monitoring or engagement tool. And strategically having all decision-makers in the same room or, at least, connected in a way that allows you to make quick decisions based on the flow of the conversation [aka agile]. This is exactly what made the Oreo Dunk in the Dark ad possible. The agency and marketing team decision-makers were all in one room, allowing for the immediate conceptualization, approval, and publishing of the ad.Next familiarize yourself with the tenor and tone of the conversation stream. Identify the participants. If the event is scheduled, take a look at past content streams around event to quickly get up to speed. Listen. Learn. Gain context.Determine Influence & Relevance for your brandNow determine if the conversation is the right fit for your brand. Is it relevant? Just how "big" is the conversation? Is it idle chatter, or is there a nugget of importance you can latch onto? Does the conversation allow for the placement of contextual content your audience would deem useful, informative, or pointedly amusing?AlertsYou can automate this process, but you can just as easily pass information on to the team via email, text, or chat.The most important takeaway is that these alerts must happen in real time so your real-time marketing can be implemented expediently. Oreo, for instance, had a "war room" set up during the Super Bowl to monitor conversation, determine its relevance, and react quickly. Had the brand published the Dunk in the Dark ad the next day, it would not have had anywhere near the punch it did during the gameFrame the ConversationThe conversation must be summarized and framed in a manner that is easily understood by your team, your client, or for that matter, yourself. Framing the conversation brings clarity and helps identify whether or not the conversation is one that lends itself to brand engagement.EngageIf you've determined the relevant streams, pulled them together into a single dashboard, identified relevant conversations, informed everyone on the team, and framed the conversation in context of the brand, you're ready to act. As Nike would say, "Just Do It." Using this framework, whatever you do decide to do will have a much higher degree of success than if you just shot from the hip.Looking forward, RTM is the future of all marketing. As tools and techniques improve, most all of marketing will, in essence, be real-time marketing.References:Rebecca Lieb, Altimeter Group
  • CASE STUDY OVERVIEW:Agilent Technologies produces measurement instruments that help scientists, researchers and engineers measure variables in chemical analysis, life sciences and electronics. Ho hum, right? On the contrary when it came to the sophisticated content strategy behind the introducing their new 1200 Infinity Series of components.Going completely against type, Agilent’s content strategy resisted the typical dry technicalities in favor of the truly unexpected: a video puppet show. The highly engaging Agilent Puppet Chemistry is an integrated campaign that leveraged print advertising, direct mail, e-mail, online advertising, micro sites, T-shirts, coffee mugs, marketing made of chocolate, and puppets. Yes, puppets – that is so unexpected and far removed from the company’s brand image, it immediately disarms, intrigues and captures the audience.Agilent’s target audience consists of scientists and chemists who work in research and forensic labs and while they might not be the folks who ultimately sign the checks, they do have a lot of influence. They have to sell the purchase because they drive the scientific platform. Agilent’s content strategy demonstrates how well they understand: their prospects needs; role in the sales cycle; and, social media usage. There’s loads of evidence that scientists who are involved in drug discovery are using the Internet to research instruments and platforms.. KEY SUCCESS FACTORS:Un-boring creative concept – Entertaining use of video contentEngagement hooks – Make your own puppet drama [with lead capture] and Integrated social shareProduct information benefits from campaign affinityKPIsIncreasing traffic to their website Higher website conversions to MQLUndisclosed revenue contributionsReferences:
  • CASE STUDY OVERVIEW:Kinaxis delivers a cloud-based SCM and Sales &Operations Planning solution, Large manufacturing companies with complex supply chain networks and volatile business environments rely Kinaxis for collaborative planning, continuous performance monitoring, and coordinated response to plan variances across multiple areas of the business.Working with Forrester Research, Kinaxis found that its audience is “heavily engaged online”—70% seek work-related information and news over the Web, and 20% use sites like LinkedIn and Wikipedia at least once a week.TheKinaxis content strategy is a sophisticated blend of traditional and digital campaigns and tactics which includes:SEO, research and distribution are foundational to all content componentsThought Leadership collateral: white papers, case studies, contributed articlesSocial Media strategy based upon three pillars: content, community and comedyEmbrace mix of tones from educational to comedicChannels include:BlogPost an average of 5x’s per weekHave formalized content distribution process across other channelsFocus on keywords/SEO best practices.Recruit [and train] help. Evangelize internally.Have patience. It takes time for Google to index the information and for people to find out.LinkedIn GroupsIdentified and Nurture 46 active,relevant groupsFrom there, the company syndicated its blog, and posted links to its content library. Posts often on core topics, drawing dozens of comments per day and engaging one-on-one with audience.Supply Chain Expert CommunityDescribed as “content-rich home for supply chain experts to learn, share and connect.” Members can add content, seek advice, browse for colleagues and read expert bloggers. The community is owned by the members, not by Kinaxis.VideoSupply Chain Comedy SeriesKPIsCorporate site traffic up 2.7xBlog & Community Traffic up 5.3xConversion rate of lead genSubscriber growth – double digit growth even during economic recessionReferences:
  • CHECKLIST TO OPTIMIZE VALUE OF COMMUNITY ENGAGEMENT PHASECreate rules and processes for engagement. Regardless of the type of engagement, be sure to define what good engagement looks like — as well as when it goes awry. Specific guidelines will ensure that everyone is on the same page not only on when to engage but also how. But even more importantly, develop a process map that shows how inbound social media mentions are assessed and triaged and, if warranted, engaged across the organization. Organizations such as the US Air Force, ARAMARK, and H&R Block have detailed triage flow maps that lay out how different issues are handled, a sort of decision tree that ensures that everyone is aligned and aware of how to deal with different scenarios.ix Realize that the engagement plan is not fixed in time — rather, it needs to be regularly updated and aligned around to ensure that it fully reflects how engagement is evolving at the organization. Look beyond engagement activity metrics to understand value creation. It’s easy to be lulled into a false sense of measurement success when you have a mountain of engagement data at your fingertips. But, you must look beyond the number of interactions or percent of messages with replies or shares and understand how engagement creates business impact. This isn’t easy. Adobe piloted an integrated campaign for a new product for six months and found that social could be undervalued by as much as 94% for being the driver of conversion and revenue. Initially, search was given all the credit for the sale, but Adobe is now able to attribute value to social media relative to conversions. Communicate the impact of engagement broadly. Because public engagement in social channels may be new for the organization, frequently share engagement activity and impact with key stakeholders and executives to demonstrate progress and earn support. This goes beyond communicating status of engagement and general social activity. Create a link between the activity and business value, either at the departmental/functional level or for the overall business/brand.To scale, invest in a social media management system. Things can get complex, very quickly, especially if you have a large base of customers and need to coordinate engagement from multiple people. A social media management system (SMMS) can help greatly in this, and the solutions vary from approachable enterprise tools like HootSuite to complex systems such as Radian6 that provide governance for potentially thousands of employees managing local Facebook pages (see the Altimeter Group Report, A Strategy for Managing Social Media Proliferation, January 5, 2012).x The key: Understand and anticipate the engagement scenarios you will face when selecting your technology partner and platform. Audit regularly for new social media usage. At this stage, there is usually enough interest in social that different product and geographic groups or departments start their own social media efforts, with or without centralized support or guidance. Conduct regular internal sweeps to learn who within the organization may be initiating social media efforts on their own. In the case of Ford, executives tasked the social media team to conduct an internal audit.
  • There’s growing evidence that executives continue to think of the marketing function as an expense rather than a profit center. And while we’ve spoken about social media as being larger – as in more significant as a culture - than a marketing function, there is red flag.When revenue dips and economies suffer – just as the businesses need to drive more lead generation and conversion – marketing budgets get cut. In fact, marketing is often the first budget to get cut in tough economic times.The only way to reverse this trend is to prove that social and marketing efforts offer a return on investment. Furthermore, any aspirations to scale to a social enterprise begins with an informed and aligned C-Suite.Enter Dashboarding.KPIsRevenue Attribution (Social Referred Leads,Social Lead Conversion,Social Referred Revenue)Reduced expenese (Advertising (ad impressions, clicks, traffic),Content (articles, reviews),Media (e.g. videos, photos),Resource Staffing,Market Research (surveys, focus groups),Product Development,Public Relations,Communications)Improve Satisfaction (Survey Feedback Score Positive Sentiment / Complaint Count, American Customer Satisfaction Index (ACSI), Inquiry Response Times, Employee Satisfaction/Retention Perfect, Orders Returns)ToolsUnilyzerAlterianResources:
  • CASE STUDY OVERVIEW:Rain Bird Corporation is a leading manufacturer and provider of irrigation products and services. Rain Bird offers a broad range of irrigation products for farms, golf courses, sports arenas, commercial developments and homes in more than 130 countries around the world. Rain Bird worked with Canyon to develop an integrated marketing communications campaign in support of their R-VAN product launch.Regarding the RB dashboard – our intent was to create a simple, visual dashboard that aggregated the product launch campaign activities. Data inputs included: Google analytics, PPC campaign data, QR code analytics, lead gen landing page conversion and email metrics. The dashboard served a dual purpose –to be able to easily report campaign progress and activities to their stakeholders and leadership internally, but we to provide timely metrics that could be used to pivot over the course of the campaign and reallocate resources and budget toward those tactics where Rain Bird gotthe most traction. Using dashboard enabled mid-campaign agile marketing optimization. For example: The success of the lead gen program required further funding for that program's email campaign over the general product awareness emails. It led to reallocating additional budget to the PPC program – to which we could easily attribute lead conversions -and leveraging the buzz around the campaign to create a timely PR push to get trade media visibility for the product and launch. Previously, all of these extraneous campaign stats would have existed independent of the dashboard, However, placing rigor around aggregating the information into a single view [dashboarding] empowered Rain Bird with insights to drive greater ROI and product launch success.
  • CASE STUDY OVERVIEW:JDA Software Group, Inc offers a portfolio of supply chain, retail merchandising, store operations and all-channel commerce solutions to help companies manage the flow of goods from raw materials to finished products and into the hands of consumer.JDA’s Social Journey has been spearheaded since 2010 by Director of Marketing & Social Media Cindy Kim.Build FoundationCommitment from top downDefine success and set expectationsPolicy & education (customized play books)Move out of silos (expensive, labor intensive)Move to Groundswell => “arm the troops”Internal advocacyLeverage within functional business unitsNot cookie cutterIntegrationTo measure beyond 1st generation metrics of mentions and reach required cross-functional collaboration.Journey Timeline2010 : Setting Foundation what channels, what tools, what approach are most successful specific to our business objectivesRefine campaign execution and measurementKPIs – Referral traffic to site, Engagement2011: Build Thought Leadership across channelsNo more silos2012: Content MarketingMove from reactive to proactive (e.g. editorial calendar)Distribution/Syndication planSocial scoring2013: Conversion OptimizationClosed Loop system (all published things are tied to a campaign and a conversion)Id, track, convertRefined Best Practices for Socializing EventsIntegrated Plan Research Customer Profiles Online Community to Connect Pre-Event Blogging Targeted Engagement Onsite Engagement Real-Time Video Interviews Post Event Engagement activitiesResults Social channel content sent 4,322 visitors to FOCUS 2012 Web propertiesReal time replies and engagement via all JDA corporate social channels Twitter: 387 @replies or mentions of JDA, and 115 retweets or JDA’s tweets Facebook: 160 interactions (likes, comments, shares) LinkedIn: 26 interactions (likes, comments, shares) Google+: 3 interactions (+1, likes, shares) Success Criteria for JourneyBuild a solid foundation of cultural alignment and true executive support for socialPolicy is a MUST Answer the question of “Why?” Set expectations Education is a MUST (buddy blog program paired SMEs with social advisors in early phases)Arm your troops with tools Without integration, you’ll fail Set goals & measure References:Cindy Kim, JDA Software Director of Marketing & Social Media
  • Ted Coine is one of the most influential business leaders online and is recognized on the Forbes list of Top 50 “Power Influencers” in Social Media
  • The State of B2B Social Media 2013

    1. 1. B2B Social MediaBest Practices & Next Steps
    2. 2. The State of B2B Social Media• 31% Annual Growth Rate• Business Alignment• Lean & Agile• B2B Benchmarking• Challenges
    3. 3. Stages of Social Business MaturityPLANNING PRESENCE ENGAGEMENT FORMALIZED STRATEGIC CONVERGEDListen & Learn Establish Footprint Build Relationships Organize for ScaleBecoming aSocial BusinessBusinessis Socialbasic customer expectationdifferentiating brand experiences
    4. 4. Social Listening Best Practices• Characteristics• KPIs & ToolsACTION ITEM:• Move Beyond the Brand– Customer Service, Product Development, HR– Mitigating Risk– Sales Engagement
    5. 5. XO CommunicationsAdvanced SentimentAnalysis andPredictiveAnalytics provideCustomer IntelligenceBottom-Line BusinessResults:23% decrease incustomer churn within18 monthsMulti-million $$$savings in 1st year ofapplicationIncrease revenueSocial Listening Case Study
    6. 6. Optimizing Value of Social ListeningDefine specific objectives for listeningSelect metrics based on business goalsSelect [and evolve] a monitoring platformCommunicate resultsIdentify growth opportunities
    7. 7. Establishing Social Presence Best Practices• Characteristics• Benchmarks• KPIs & ToolsACTION ITEM:• Tap into Influencer Marketing
    8. 8. Emerson ClimateTechnologiesSub-Brand LoyaltyPR CampaignBottom-Line BusinessResults:Goal of 1,000 votes135,000+ votesSocial referral trafficRevenue exceededprojectionsEstablishing Social Presence Case Study
    9. 9. Optimizing Value of Establishing PresenceUpsell proof-of-concept resultsReview alignment of metrics to businessobjectivesShareable content masteryEstablish governance, define boundaries
    10. 10. Community Engagement Best Practices• Characteristics• KPIs & Tools
    11. 11. Role in Consideration Phase of Purchasing• Mind the Gap• Content Bedrock60%of the sales cycle isover before a buyertalks to yoursalesperson
    12. 12. Community Engagement Best PracticesACTION ITEMS:• Mature Content Strategy– Solving Before Selling– Reimagine, not Recycle– Embrace Real-Time Marketing• Master Social Conversionsocial proof + strong ties = socialconversion
    13. 13. Real-Time Marketing v Newsjacking
    14. 14. Community Engagement Case StudyAgilent TechnologiesIntegrated LeadGeneration CampaignSophisticated ContentEngagement StrategyBottom-Line BusinessResults:Increased referraltrafficSignificantly higherconversion ratesMeasurable revenueattribution
    15. 15. KinaxisMature ContentStrategyBottom-Line BusinessResults:2,534 registeredcommunity members,only 25% existingcustomers3.2x increase in leadgen volume35-40% of all leadscome from webCommunity Engagement Case Study
    16. 16. Optimizing Value of EngagementDefine rules and processes for engagementUnderstand value creationInternal PR for social maturationEvaluate social ecosystem tools for scaleOngoing audit and interventions
    17. 17. Management Reporting Best Practices• Characteristics• KPIs & ToolsACTION ITEM:• Start Dashboarding
    18. 18. Management Reporting Best PracticesRainBird CorporationDashboardingAggregating campaigndata to enable agilecampaign optimizationBottom-Line BusinessResults:Enabled quickbusiness decisionsImproved reachROI optimization
    19. 19. Journey to Becoming a Social Enterprise
    20. 20. If you don’t get social integratedthroughout your enterprise andinfused in your culture ASAP,no other advice will matter.“”The Social and The ExtinctTed CoineThe Forecast for Social Business
    21. 21. Confidential © 2012 Canyon Communications, Inc. All Rights ReservedQuestions?