Forget Facebook  #FFBook12   Manchester14 November 2012
Agenda9.45 – 10.15    Discussion: issues and challenges10.15 – 11.15   Presentation: understanding social media as a busin...
Take away• A “light-bulb moment”• A recognition that social media is very  different from a traditional communications  (d...
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     ...
Social media: it’s aknowledge basedproblem
Gartner Hype Cycle
Gartner Hype Cycle   False    Arrival of Productive EngagementEngagement IntelligenceDealing with everyone,      Dealing w...
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...
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 scaleIncentivisi...
Tell me:• Its just another                          1. Denial         Don’t tell me:                                      ...
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...
Traditional media     Social media Channel and          Behaviour   message          identificationidentification      and...
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 th...
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 rules for Super CitizensThey are not volunteers, youidentify them via theirbehaviourYour role is to create anenvironme...
Introducing the Important Citizen • Saying something supportive • Saying something critical • Asking a question (for which...
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    CONT...
The Big ROI / Scale problem          Where is the ROI in          investing my (expensive)          time in speaking to th...
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                               Speci...
Implications: prioritisation• You don’t have to speak to everyone• You can afford to be very specific about  – Audience  –...
Implications: decentralisationCommunications becomes atraining,facilitation or   editorial function    (not a production  ...
Example: @twelpforce
What does a strategy look like?                Objectives                             Infrastructure  People Plan         ...
Carl HollowayPreston City Council
The Workshop
Communications team• Issues  – Dominance of local press (bottleneck /    stranglehold)  – City Centre Redevelopment – key ...
Contact Centre• Issues  1. Council Tax  2. Benefits  3. Cleansing     •     Missed bins     •     Changes to bin collectio...
Leisure Centres• Issues  – 2000 calls per month going unanswered  – Lack of ability to communicate real-time issues    (e....
Discussion / questions
Defining objectives Channel and         Behaviour   message         identificationidentification     and response  challen...
Two citizen spaces     Part of the crowd          Individual citizenAbility to reach the whole                            ...
Defining objectivesAddress overall         Linked to specificcorporate image and     operational issuesreputation         ...
Example: Vodafone• Vodafone identified a long-  term need to hire 40 specialist  technicians (in an area not  conventional...
Example: Vodafone• Process – train existing  employees on social  networking and publication  techniques – to raise the  p...
Example: Air Traffic Control• To ensure that X organisation’s views on  the benefits and practical considerations  associa...
You can’t have single,  overarching social  media objectives
Supporting traditional communicationsTraditional (mass)    Making that process communications         more efficient     p...
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 Redevelopmen...
Contact Centre Objectives• Issues  – Cleansing = major issue generating calls to Contact    Centre• Objectives  – Reduce i...
Leisure Centres Objectives• Issues  – 2000 calls per month going unanswered  – Lack of ability to communicate real-time is...
Objective setting workshop   •   Back into groups   •   Select one organisation   •   Define a set of objectives   •   Pre...
A brief look at infrastructure            Conversation space    Social News                  Monitoring                   ...
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 &       ...
What is our content strategy?Content is not necessarily somethingyou can plan in advanceContent is better understood as ap...
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                  Cont...
Creating a social news hubWhat we are doing   What we do
Creating a social news hub              • Will use Wordpress              • Is a ‘socially optimised’                publi...
A brief look at infrastructure            Conversation space    Social News                  Monitoring                   ...
How to use FacebookWhat the organisationwants to say                          What the consumer /                         ...
How to use Twitter      X #whatever #FFBook12
People are the key asset                   Corporate DJ                   (key role)Listening                   Specialist...
People planWho are the people            What will their rolesthat will need to be          and functions be?involved?    ...
Operation planTiming                      ActionsPhase 1 (within 2 weeks)    Objective: To have started monitoring and map...
Operation planTiming                      ActionsPhase 3 (within 4 months)   Objective: To have the core group actively pa...
The Preston Central Comms Plan• Creation of monitoring dashboard• Design and activation of social media newsroom (includin...
People / operational plan       workshop  • Back into groups  • Map out a basic people and    operational plan  • Present ...
Discussion: what to do tomorrow?
Forget Facebook
Forget Facebook
Forget Facebook
Forget Facebook
Forget Facebook
Forget Facebook
Forget Facebook
Forget Facebook
Forget Facebook
Forget Facebook
Forget Facebook
Forget Facebook
Forget Facebook
Forget Facebook
Forget Facebook
Forget Facebook
Forget Facebook
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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

    1. 1. Forget Facebook #FFBook12 Manchester14 November 2012
    2. 2. 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
    3. 3. 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
    4. 4. Loose the chip
    5. 5. Quick group discussion:• Share experiences to date with social media• Identify the main challenges• Report back
    6. 6. Social media: it’s not atools based problem
    7. 7. YouTubeSlideshare LinkedIn Facebook Flickr Twitter
    8. 8. Social media: it’s aknowledge basedproblem
    9. 9. Gartner Hype Cycle
    10. 10. Gartner Hype Cycle False Arrival of Productive EngagementEngagement IntelligenceDealing with everyone, Dealing with small all at once groups or individuals
    11. 11. Its differentTraditional media Social media
    12. 12. Trying to make the Using an approachnew space work to that is adapted to the old rules the new space
    13. 13. What is the role of traditional media?
    14. 14. Problem: social media does not have scale (engine) built into itSocial media is really an infrastructure or set of tools
    15. 15. Social media doesn’t do big numbers It does small groups
    16. 16. Q: What was Facebook designed to do?A: Help geeks getgirlfriends
    17. 17. 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)
    18. 18. 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
    19. 19. 2. New is often difficult
    20. 20. 3. The power of vested interest Power to the people? Power to the share price
    21. 21. So – what should we do? Things Processes The old space: The new space:output = piece of output = form of behaviour communication
    22. 22. Traditional media Social media Channel and Behaviour message identificationidentification and response challenge challenge
    23. 23. Two citizen spacesPart of the crowd Individual citizen
    24. 24. 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?
    25. 25. Value of contactIts not about influence It is about relevance
    26. 26. Introducing the Super Citizen
    27. 27. Introducing the Super CitizenKachWachi saves Logitech$150,000 in call deflection costsper year
    28. 28. 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
    29. 29. 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
    30. 30. 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
    31. 31. These people live in Google space
    32. 32. 9 out of these top10 sites is either ablog or social site
    33. 33. The most popular post on my blog
    34. 34. Where does it live?
    35. 35. 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
    36. 36. 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?
    37. 37. Value of contactQuality of engagement
    38. 38. Customer service has broken out of prison
    39. 39. Value of contact Quality of engagementIntelligence / community engagement The expectation of listening
    40. 40. First: start listeningNext: acknowledge thatlistening is taking placeFinally: resource (decentralise) aresponse process
    41. 41. Implications: people are the key asset Corporate DJ Listening Specialist Conversing High volume Generating information
    42. 42. 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
    43. 43. Implications: decentralisationCommunications becomes atraining,facilitation or editorial function (not a production function)
    44. 44. Example: @twelpforce
    45. 45. What does a strategy look like? Objectives Infrastructure People Plan Plan Operation Plan Content Response
    46. 46. Carl HollowayPreston City Council
    47. 47. The Workshop
    48. 48. Communications team• Issues – Dominance of local press (bottleneck / stranglehold) – City Centre Redevelopment – key subject – Ending the culture of the press release
    49. 49. Contact Centre• Issues 1. Council Tax 2. Benefits 3. Cleansing • Missed bins • Changes to bin collection schedule • Seasonal queries
    50. 50. Leisure Centres• Issues – 2000 calls per month going unanswered – Lack of ability to communicate real-time issues (e.g cancellation of classes)
    51. 51. Discussion / questions
    52. 52. Defining objectives Channel and Behaviour message identificationidentification and response challenge challenge
    53. 53. 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
    54. 54. 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)
    55. 55. 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
    56. 56. 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
    57. 57. 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
    58. 58. You can’t have single, overarching social media objectives
    59. 59. Supporting traditional communicationsTraditional (mass) Making that process communications more efficient process
    60. 60. Social media is your campaign dashboardIt can help you steer a campaign, rather than power a campaign
    61. 61. 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)
    62. 62. 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
    63. 63. 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’
    64. 64. Objective setting workshop • Back into groups • Select one organisation • Define a set of objectives • Present back / discuss
    65. 65. A brief look at infrastructure Conversation space Social News Monitoring Content & Hub Response Process Hosted or supported communities
    66. 66. A brief look at infrastructure Conversation space Monitoring
    67. 67. It all begins with listening
    68. 68. Insert Whos Talkin screen shot
    69. 69. Can’t be done via black box
    70. 70. A brief look at infrastructure Conversation space Monitoring Content & Response Process
    71. 71. What is our content strategy?Content is not necessarily somethingyou can plan in advanceContent is better understood as aprocess
    72. 72. What is our information strategy? Responding Publishing ‘traditional’ content Targeting Google space
    73. 73. What are thequestions youraudiences are goingto be asking?What spaces shouldwe responding to (e.g.HDTV problem)?
    74. 74. Tagging and categorisation• How will your content be categorised• What will be the conversations / tags
    75. 75. A brief look at infrastructure Conversation space Social News Monitoring Content & Hub Response Process
    76. 76. Creating a social news hubWhat we are doing What we do
    77. 77. 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
    78. 78. A brief look at infrastructure Conversation space Social News Monitoring Content & Hub Response Process Hosted or supported communities
    79. 79. How to use FacebookWhat the organisationwants to say What the consumer / citizens wants to say
    80. 80. How to use Twitter X #whatever #FFBook12
    81. 81. People are the key asset Corporate DJ (key role)Listening SpecialistConversing High volumeCreating content
    82. 82. 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
    83. 83. 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
    84. 84. 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)
    85. 85. 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)
    86. 86. People / operational plan workshop • Back into groups • Map out a basic people and operational plan • Present back / discuss
    87. 87. Discussion: what to do tomorrow?
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