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Presentation given in Manchester on 14 November 2012

Presentation given in Manchester on 14 November 2012

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  • Five major differences – first social media is not a commodity.It seems there is now an article of faith – what I call the blessed trinity of media
  • Creating necessary scale effects when only dealing with small groups – what it is all about. Could talk for ages about that, but don’t have time. Suffice to say that companies basically doing one of two things – either trying, and failing, to Do viral or talking to small groups of people but about the wrong thing – but think that because they are doing it in Facebook that is OK
  • How? Every brand must have one of these
  • News at ten analogy – can’t plan your conversations in advanceFree from tyranny of the press release
  • News at ten analogy – can’t plan your conversations in advanceFree from tyranny of the press release

Forget Facebook Forget Facebook Presentation Transcript

  • Forget Facebook #FFBook12 Manchester14 November 2012
  • Agenda9.45 – 10.15 Discussion: issues and challenges10.15 – 11.15 Presentation: understanding social media as a business process11.15 – 11.30 Coffee11.30 – 12.00 Case study: Preston City Council12.00 – 12.30 Q&A / discussion12.30 – 1.30 Lunch1.30 – 1.45 Presentation: objectives – what should they be?1.45 – 2.30 Workshop: setting objectives2.30 – 2.45 Presentation: a brief look at infrastructure and monitoring2.45 – 3.00 Presentation: the importance of people3.00 – 3.45 Workshop: creating a people and operational plan3.45 – 4.30 Discussion: what to do tomorrow
  • Take away• A “light-bulb moment”• A recognition that social media is very different from a traditional communications (digital) approach• A desire (and ability) to get started on some simple, practical things
  • Loose the chip
  • Quick group discussion:• Share experiences to date with social media• Identify the main challenges• Report back
  • Social media: it’s not atools based problem
  • YouTubeSlideshare LinkedIn Facebook Flickr Twitter
  • Social media: it’s aknowledge basedproblem
  • Gartner Hype Cycle
  • Gartner Hype Cycle False Arrival of Productive EngagementEngagement IntelligenceDealing with everyone, Dealing with small all at once groups or individuals
  • Its differentTraditional media Social media
  • Trying to make the Using an approachnew space work to that is adapted to the old rules the new space
  • What is the role of traditional media?
  • Problem: social media does not have scale (engine) built into itSocial media is really an infrastructure or set of tools
  • Social media doesn’t do big numbers It does small groups
  • Q: What was Facebook designed to do?A: Help geeks getgirlfriends
  • Possible solutions Devise ways to add Create new approachesscale to social media that don’t rely on scaleIncentivising ‘Likes’ Responding to smallMaximising followers groups, based on whatCreating ‘engagement’ they want to say to you (not what you want to say to them)
  • Tell me:• Its just another 1. Denial Don’t tell me: • It’s a media citizens media channel I can can use to reach me use to reach my (to which I have to audiences respond)• My existing content • I am going to have and campaigns can to start from scratch easily move into this and go back to space school
  • 2. New is often difficult
  • 3. The power of vested interest Power to the people? Power to the share price
  • So – what should we do? Things Processes The old space: The new space:output = piece of output = form of behaviour communication
  • Traditional media Social media Channel and Behaviour message identificationidentification and response challenge challenge
  • Two citizen spacesPart of the crowd Individual citizen
  • The Big ROI / Scale problem Where is the ROI in investing my (expensive) time in speaking to this individual? Where can I create a scale effect when only talking to individuals?
  • Value of contactIts not about influence It is about relevance
  • Introducing the Super Citizen
  • Introducing the Super CitizenKachWachi saves Logitech$150,000 in call deflection costsper year
  • The rules for Super CitizensThey are not ‘Ambassadors’because they are notrepresentativeThey are not ‘Evangelists’because the communities theywant to be a part of comprisepeople who are also like themTheir value is not in spreadinginformation, it is in helping youmanage your business• Customer service• Google endorsement
  • The rules for Super CitizensThey are not volunteers, youidentify them via theirbehaviourYour role is to create anenvironment within whichtheir interest can be activatedYour call centre is not thisenvironment
  • Introducing the Important Citizen • Saying something supportive • Saying something critical • Asking a question (for which your organisation is the answer) • Indicating a willingness to help you
  • These people live in Google space
  • 9 out of these top10 sites is either ablog or social site
  • The most popular post on my blog
  • Where does it live?
  • We like what you do CONVERSATIONWe don’t like what you doWho are you, what do you do CONTENTHere’s how to make it better COMMUNITY
  • The Big ROI / Scale problem Where is the ROI in investing my (expensive) time in speaking to this individual? Where can I create a scale effect when only talking to individuals?
  • Value of contactQuality of engagement
  • Customer service has broken out of prison
  • Value of contact Quality of engagementIntelligence / community engagement The expectation of listening
  • First: start listeningNext: acknowledge thatlistening is taking placeFinally: resource (decentralise) aresponse process
  • Implications: people are the key asset Corporate DJ Listening Specialist Conversing High volume Generating information
  • Implications: prioritisation• You don’t have to speak to everyone• You can afford to be very specific about – Audience – Subject• You should be very specific about an objective – Defined in terms of what you want to achieve
  • Implications: decentralisationCommunications becomes atraining,facilitation or editorial function (not a production function)
  • Example: @twelpforce
  • What does a strategy look like? Objectives Infrastructure People Plan Plan Operation Plan Content Response
  • Carl HollowayPreston City Council
  • The Workshop
  • Communications team• Issues – Dominance of local press (bottleneck / stranglehold) – City Centre Redevelopment – key subject – Ending the culture of the press release
  • Contact Centre• Issues 1. Council Tax 2. Benefits 3. Cleansing • Missed bins • Changes to bin collection schedule • Seasonal queries
  • Leisure Centres• Issues – 2000 calls per month going unanswered – Lack of ability to communicate real-time issues (e.g cancellation of classes)
  • Discussion / questions
  • Defining objectives Channel and Behaviour message identificationidentification and response challenge challenge
  • Two citizen spaces Part of the crowd Individual citizenAbility to reach the whole Ability to respond totarget group with generic individual citizens or information specific situations
  • Defining objectivesAddress overall Linked to specificcorporate image and operational issuesreputation Solved via the design and implementationSolved via production of business processesof communications Have clearlyoutputs (channel and identifiable metricsmessage strategies) (usually linked to measurable shifts in behaviours)
  • Example: Vodafone• Vodafone identified a long- term need to hire 40 specialist technicians (in an area not conventionally associated with mobile telecoms). A £1.5 million budget was allocated (advertising and agency fees)• Objective: To hire at least 50% via direct recruitment (via social channels), thus saving agency costs
  • Example: Vodafone• Process – train existing employees on social networking and publication techniques – to raise the profile of Vodafone’s expertise and participation in this space. Note: they did not publish the availability of jobs• Result: 80% of the hires made via direct recruitment, saving approx. £1.3 million
  • Example: Air Traffic Control• To ensure that X organisation’s views on the benefits and practical considerations associated with airspace liberalisation are visible and accessible within the digital spaces likely to be frequented by relevant government officials• To demonstrate X organisation’s operational expertise, using the roll-out of the (X project) as a content and conversational focus point• To provide the ability for X organisation to contribute to the debate about other industry issues (beyond X subject) and to establish a presence in other spaces if it wishes
  • You can’t have single, overarching social media objectives
  • Supporting traditional communicationsTraditional (mass) Making that process communications more efficient process
  • Social media is your campaign dashboardIt can help you steer a campaign, rather than power a campaign
  • Communications team objectives• Issues – Dominance of local press (bottleneck / stranglehold) – City Centre Redevelopment – key subject – Ending the culture of the press release• Objectives – Ability to make a greater range of relevant information more accessible – Establish Comms team as knowledge and guidance centre – Establish the “expectation of listening” – re Redevelopment (business and public)
  • Contact Centre Objectives• Issues – Cleansing = major issue generating calls to Contact Centre• Objectives – Reduce inbound enquiry re disruptions to bin collection – To provide real time information to Cleansing Department about bin collection issues – To allow Cleansing Department to be seen to be more responsive to citizens
  • Leisure Centres Objectives• Issues – 2000 calls per month going unanswered – Lack of ability to communicate real-time issues (e.g cancellation of classes)• Objectives – Reduce volume of in-coming calls – Make it easier for customers to ‘self-inform’
  • Objective setting workshop • Back into groups • Select one organisation • Define a set of objectives • Present back / discuss
  • A brief look at infrastructure Conversation space Social News Monitoring Content & Hub Response Process Hosted or supported communities
  • A brief look at infrastructure Conversation space Monitoring
  • It all begins with listening
  • Insert Whos Talkin screen shot
  • Can’t be done via black box
  • A brief look at infrastructure Conversation space Monitoring Content & Response Process
  • What is our content strategy?Content is not necessarily somethingyou can plan in advanceContent is better understood as aprocess
  • What is our information strategy? Responding Publishing ‘traditional’ content Targeting Google space
  • What are thequestions youraudiences are goingto be asking?What spaces shouldwe responding to (e.g.HDTV problem)?
  • Tagging and categorisation• How will your content be categorised• What will be the conversations / tags
  • A brief look at infrastructure Conversation space Social News Monitoring Content & Hub Response Process
  • Creating a social news hubWhat we are doing What we do
  • Creating a social news hub • Will use Wordpress • Is a ‘socially optimised’ publishing platform • Incredibly easy to update • Very easy to link and share content in other outposts • Very cheap and easy to make
  • A brief look at infrastructure Conversation space Social News Monitoring Content & Hub Response Process Hosted or supported communities
  • How to use FacebookWhat the organisationwants to say What the consumer / citizens wants to say
  • How to use Twitter X #whatever #FFBook12
  • People are the key asset Corporate DJ (key role)Listening SpecialistConversing High volumeCreating content
  • People planWho are the people What will their rolesthat will need to be and functions be?involved? • Monitoring• Relevant experts • Conversation• The corporate DJ response• Supervisors / • Content creation moderators What activation and support processes are required? • Training / motivation • Technical support • Creative guidance 99
  • Operation planTiming ActionsPhase 1 (within 2 weeks) Objective: To have started monitoring and mapping the space and to have engaged and trained a core group. Activities • Appoint and brief Corporate DJ and core team • Train Corporate DJ on using a monitoring dashboard • Hold introductory training sessionPhase 2 (within 2 months) Objective: To have set-up a content publishing system and be testing its usage. Activities: • Create a technical content hub and set of outposts • Hold content / hub training session with core team
  • Operation planTiming ActionsPhase 3 (within 4 months) Objective: To have the core group actively participating in conversation and the creation of content Activities: • On-going support from Corporate DJ • Formal review to assess impact and determine any changes requiredKPIs • Increased visibility within specified specialist Google search terms • Increase in ‘inbound engagement’ (requests for information / opinion or commentary on content from purchase influencers)
  • The Preston Central Comms Plan• Creation of monitoring dashboard• Design and activation of social media newsroom (including creation of tagging and category plan)• Engagement and training of City Centre Redevelopment team• Briefing on the strategy / process to other departments• Engagement of potential content producers (from Departments) and training for political parties / individual councillors)• Launch of Your Preston Your Say facilities (Twitter identity and tag plus LinkedIn Group)
  • People / operational plan workshop • Back into groups • Map out a basic people and operational plan • Present back / discuss
  • Discussion: what to do tomorrow?