Social Media Strategy - Dreamforce 2010


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Small and large companies alike are seeing phenomenal success by marketing to customers through social media. They're creating brand awareness and generating new customers—just by making it easy for customers to advocate on your behalf, engaging in conversations on Twitter, distributing video on YouTube, and forming groups on sites like Facebook. Join us to learn how and other companies create their social media strategies and leverage social media tools. You'll walk away with the know-how you need to join the social marketing revolution and use these mediums to grow your business.

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  • Welcome everyone my name is Jamie Grenney I’m the VP of Social Media at Salesforce.
  • Today I am going to be joined by Kira Wampler a principal at Ant’s Eye View and a two time small business marketer of the year at Intuit. She is a great presenter so we’re lucky to have her.
  • There was one other customer speaker who I was hoping to get for this session. It was a relatively new business founded in 2008, so they’re still learning and working through things. They have a direct sales team and they do a lot of email marketing. There product they sell is ultimately printed out on a sheet of paper so not terribly capital intensive. What’s amazing is that this business took off like a rocket ship and reached a billion dollars valuation in less than two years. The only other company to grow that fast was YouTube.Any idea who this company is? As many of you have probably figured out I’m talking about Group.
  • This month they’ve been in negotiations with Google to be acquired for $6 billon dollars.I guess if you had to choose between speaking at Dreamforce and early retirement, well it must have been a tough decision . It is estimated that Groupon already has annual revenues of $1 Billion dollars. Incredible. So how did they do itand why didn’t this good fortune fall upon who’s been around since ‘98? Well I’d say that a big part of their success has been driven by their understanding of social media.
  • If you go to it is a great case study for how to make a website social. They energize their customers to share the daily deal with friends. They’ve got facebook like buttons on every page and they let you login with your Facebook ID.It’s more than just their website though.
  • Groupon is using social media to shape their brand. They realize that they’re in a commodity business so they need to create a personality which people are attracted to. They need to distinguish themselves from being just another coupon site. To do that they need to let the community into the success story that’s unfolding and let them be a part of it.
  • Social Media is also a big part of Groupon’s acquisition strategy. They have the mentality that if you want to attract social customers, customers capable of spreading the word, you need to be out there advertising on social sites. That makes sense, but social advertising is also cost effective. Who in this room advertises on Facebook? … Who advertises on Google? ….Which of those two sites has more advertising inventory and deeper targeting?Based on the show of hands it seems like there is lots to ad Facebook advertising into our Marketing mix.
  • The last thing I want to touch on is that Groupon understands the importance of mobile. They realize that social customers like their iPhones and Androids and Motorola 1660s. Groupon build a mobile app because they realize that mobile is ramping faster than any new, new thing.
  • This is a slide that Mary Meeker presented this past month showing the adoption of the mobile internet. It’s staggering to see iPhone adoption compared to desktop internet. If you were to plot radio or television on this graph you’d need another axis because it took those technologies decades to gain this level of adoption.
  • So what can we take from the Groupon Story? There are lots of lessons that can be drawn but I think it tells us that no matter what industry we’re in, social done right can be transformational. As marketers we need to get ahead of this broad shift because our customers and prospects are learning about new products online. They trust other customers to provide honest feedback and they’re supporting the brands they like.Companies who do social right are going to be the companies who prosper.
  • So with that I’d like to introduce Kira.I saw Kira speak a couple years back at a Blogwell event speaking about how Intuit was integrating online community into their product. I was really impressed with her work. Kria is a fantastic presenter, so I’m going to pass it over to her and see if she can entertain you with our Safe Harbor slide. Welcome Kira.
  • Before we get started, Salesforce is a publically traded company so we are required to share our safe harbor statement. This presentation may contain forward looking statements and customers are advised to make purchase decisions based upon existing functionality.
  • Alright, now I’d like to welcome Kira to the stage. Kira is a Principal at Ants Eye View. I saw her speak a couple years back at a Blogwell event on how Intuit was baking social into their product and I was very impressed with her work. She’s now at Ant’s Eye View and I hope she can share some success stories and lessons learned from across the industry. Welcome Kira!Thanks…blablabla
  • Kira I imagine that most people in this room have dipped their toe in the water and are active in social channels, but where would you begin?
  • I think it’s helpful level set and figure out where you are as an organization and where you want to be.This is one framework which shows the progression from…
  • Ultimately you want to get to level 5. At that point you are…The first step is to get people in the room to articulate this vision and get them bought in.[This is a placeholder. There might be better slides.]
  • From our experience at Salesforce I’d agree. You have to lay the foundation and get internal alignment. This summer we engaged the Altimeter Group to do a Social Media Audit. They came in and interviewed people from our sales, marketing, support, and products team against a 72 point checklist to help us understand where our strengths are and where we needed to improve.This report was extremely valuable. It recognized the work we had done, raised awareness for areas were we need to invest, and it gave is a benchmark so that in 6 months or a year we can come back and show measurable improvement.
  • This section needs some work. Some possible directions…Talk about the different types of communities, though that might be more about online communityTalk about vision and values for your social media program – your elevator pitchI think it’d be good to talk about the three pillars of online community. I’d also want to talk about the intersection between your website and social channels.We could talk about the relative growth of the channels or which channels are best for what.
  • At Salesforce our vision for Social Media is to harness the energy of our 2M users by facilitating a conversation between the brand, our customers, and our extendednetworks. If you’ve followed Salesforce or read Marc’s Book Behind the cloud, you’ll recognize this is an extension of the playbook we’ve used over the past 10 years. The number #1 value has always been, focus on customer success. From there we look for opportunities to connect people and share their experiences. One of the big tactics we’ve used is events like Dreamforce and the Cloudforce Tours. With the rise of social media, we have new mediums to extend the conversations online.
  • So those are the three areas where you can focus your energy. There is obviously a logical progression from left to right and some overlap at the application level. That being said awareness might be your biggest challenge and you want to focus the bulk of your energy there. If that’s the case it will start to shape the resources requirement and the best community platform to meet that objective.
  • Alright. Lets get into some specific tactics that you can apply for your company. We’ll start with Facebook since it’s the biggest social media site with over 500 million users.
  • How many people in this room have set up a fan page?I’m guessing most of you. This our fan page. We have a couple others for Dreamforce, Chatter, and try to post a new article or a video every couple of days and we have run contests to spark engagement.Our goal this year was to double the number of Facebook fans and we’re on track to exceed that goal.
  • But a couple months ago we stopped and asked, should our goal be to get to a million fans?That’s a lofty goal but it’s an interesting question.It leads you to the next question which is…
  • What would you do with a million fans?
  • Well if we had a million fans it’s provide us with a pretty amazing channel to generate awareness for our key messages. Things we posted to our wall would appear in the news feed and get millions, maybe even tens of millions of impressions. Unlike Google AdWords where you’re pushing hard offers like a on facebook you’re trying to build loyalty. You want to make sure you’re publishing interesting content and engaging in a conversation that provides mutual value.Otherwise your efforts are counter productive.
  • To manage the messages being published we use a tool called co-tweet.We can have multiple authors queue up messages which can be reviewed before they go out. And we can look at the performance of those messages.We also use Co-Tweet for active moderation to make sure we engage customers who are posting to our page and follow up on questions. So this is interesting…
  • ..but there would be some other benefits to having lots of fans.You can send updates to your fans which will appear in their Facebook inbox. You don’t want to abuse this privilege nor do you want it to go unused. It’s also nice because you can geo-target these messages.You might want to use fans to help you target your social ads more effectively. The other idea would be to try to use fans to increase lead conversion. Imagine if you were research Salesforce for the first time and we provided you with a list of your friends you should talk to learn about their experience. That’s pretty powerful.
  • So once you wrap your head around the value of Facebook Marketing, the question becomes how do you grow your fan base to a number where these tactics are a material part. If you let your fan page grow organically you might be able to double fans year over year but what if you wanted to increase your fans by 10x.
  • Well there are at least three tactics that I’d recommend. The first is what they call a reveal page. Facebook lets you show a different page to fans vs. non-fans. You want to give people who land on your Facebook page a compelling reason to become a fan. The next is to figure out a way to convert a percentage of your website traffic into fans. The like button like you saw on the Groupon site is one approach but I’d also think about a persistent toolbar at the bottom of the page. This could be turned off on a page by page bases but that’s the easiest way to design it into every page. A lot of companies are building their own toolbars but I’d recommend taking a look at the Meebo toolbar. It is a matter of adding one line of code to your site and it’s feature rich with great analytics. Finally, think about using advertising. You can advertise on Facebook but you’ll also see that these like buttons are popping up on display ads on other sites. Mountain Dew was the first to start using this tactic.Now don’t hold me to the numbers but you should be able to acquire high quality fans for about $1. If you compare that to the cost of acquiring a lead from Google it’s probably a model worth exploring.
  • So that’s Facebook. Lets quickly talk about YouTube. Of all our social media channels, YouTube has emerged as the most important for us.
  • It allows us to provide a clear an concise message which can be easy shared from one person to the next. A great example is this video called What is Cloud Computing. It’s been viewed more than 350k times and has been instrumental in educating the market on our core value proposition.
  • Across our entire video catalog we’ve seen our YouTube views grow from roughly 350 views a day to up over 10,000.
  • To help our executives put this in perspective7,500 views a day is roughly equivalent to 46 hyper-efficient reps. Reps pitching the product 8 hours a day, on message, no breaks.
  • So what have we learned from producing all these videos? What’s the magic formula for creating a successful video.Well Tomorrow we have a session where we’ll deep dive into this.
  • We will look at demo videos, webinars, testimonials, and event videos.For each we’ll define the objective, take you through the production workflow, talk about how we promote the videos, and highlight the ROI. It’s a great session so we hope to see you there.It starts at 9:45 in this same room.Next up I’m going to turn it back over to Kira to talk about Twitter.
  • In this session we’ve given you a lot to think about and the idea of getting your company aligned feels overwhelming.
  • The first step is to take a look at your organizational model and get some clarity around who is talking ownership over the social media strategy.Most companies start with an organic model. Someone creates a blog, and someone sets up a YouTube channel but there is no central control. Sometimes this is an effective way to test the waters, but eventually you’ll probably want to tighten it down.Some companies will go with a centralized model. The idea is that you have one group who is in charge of all your social media channels. They are the only ones permitted to post on behalf of the company. This provides tight control over your message and clear accountability. Eventually you’ll probably want to move into a hub-and-spoke type model where you have that central team, but they work closely with sales, marketing, support, and product development to coordinate your effort. The big benefit here is that you get the entire company engaged and you have more authentic conversations with customers. The fourth model I have here is one with multiple hubs and spokes. If you work for a large multi-national company eventually this model becomes a necessary to account for regional and cultural differences. If you can get the right people in the room, this is an important slide to discuss. You’ll want to agree on what model you have today and where you want to be.The social media audit that Kira mentioned earlier was something that we found very. We did an audit this summer with the Altimeter group and it helps you understand what the core team is doing and where you might need some improvement. It also highlights which spokes are strong and what groups you need to engage.
  • On of the jobs of the core team is to work with legal on a social media policy which describes to employees what’s in bounds out of bounds and who to escalate things to. We have to accept the fact that every employee is engaged in some form of social media. The best we can do as companies is to provide a policy and training to reduce the risk.
  • Speaking of training, that a challenge, especially at a company like Salesforce where we have almost 5,000 employees spread around the world.When we first got started Erica on my team did a great job of holding monthly training sessions where we’d get 20 people in the room and take them through an hour long presentation. What we’ve found has been even more effective though is recording YouTube videos. For example we published our Social Media Policy to YouTube in September and it’s received 1,600 views. We would have never been able to reach that many people in person. By publishing it in the public domain we also make sure that the community holds us accountable for practicing what we preach.The other tool that’s been really powerful is Chatter. We’ve been able to set up Chatter Groups to explain the strategy and field questions from employees. So a great tool I would encourage you to use.
  • The last thing I want to touch on is this concept of Social CRM.Traditionally CRM has been the system of record for call notes and email but there is a whole new set of conversations which aren’t being managed. One thing our team is trying to do is figure out how we pull those conversations into Salesforce so our customer facing employees can login and see a feed, just like their Facebook feed, but with relevant posts from their customers. We want to make sure they have a complete picture of your interactions across social channels so that we can provide outstanding customer service. There was a breakout session yesterday on Social CRM and we’ll add it to the Social Media Strategy Playlist on YouTube.
  • Alright the last section addresses how we measure the impact of social.
  • At Salesforce this is the dashboard that we’ve been using. It pulls in metrics from Facebook, Twitter, YouTube, LinkedIn, and all these other services so we have a complete picture of what’s happening.In some cases we have real-time data integration, so for example all the online community data and YouTube data gets pulled in through the API.In other situations we’re using swivel chair integration, which means we login into one of the accounts listed here on the left we grab a metric and we enter it into a custom object we created so it’ll appear on our Dashobard.It’s a manual effort that takes about an hour a month but it’s time will spent. We have a single dashboard we can email to our executives on a monthly basis. Our goal this year was around doubling social media subscribers and double our video views. It’s worked out well because it’s a goal everyone could rally around. Next year we want to make the leap from activity metrics to business metrics for our executive dashboard. To help show us how we’d do that I’d like to welcome Kira back up on stage.
  • Social Media Strategy - Dreamforce 2010

    1. 1. Setting Your Social Media Strategy<br />Marketing Track<br />
    2. 2. Agenda<br />State of the internet and why social media matters. <br />How to get started? Where to focus your energy?<br />Strategies for Facebook, YouTube, Twitter, LinkedIn…<br />How do you manage it all?<br />How do you measure the impact of social?<br />
    3. 3. 2010<br />2008<br />2004<br />2006<br />My History at Salesforce<br />2002<br />Productized Salesforce Ideas<br />IdeaExchange was Born<br />Launched Our Community<br />Joined Salesforce<br />Social Media Strategy<br />
    4. 4. Kira Wampler<br />Principal<br />
    5. 5. Our Other Customer Speaker<br />
    6. 6.
    7. 7. Case Study for How to Make a Website Social<br />
    8. 8. Using Social Media to Shape Their Brand<br />
    9. 9. Social Is a Part of Their Acquisition Strategy<br />
    10. 10. Social is Being Extended to Mobile Apps<br />
    11. 11. Mobile Ramping Faster Than Any ‘New Thing’<br />
    12. 12. What Can We Learn from the Groupon Story?<br />
    13. 13. Kira Wampler<br />Principal<br />
    14. 14. Safe Harbor<br />Safe harbor statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services.<br />The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of intellectual property and other litigation, risks associated with possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of, inc. is included in our annual report on Form 10-K for the most recent fiscal year ended January 31, 2010. This documents and others are available on the SEC Filings section of the Investor Information section of our Web site. <br />Any unreleased services or features referenced in this or other press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available., inc. assumes no obligation and does not intend to update these forward-looking statements.<br />
    15. 15. Kira Wampler<br />Principal<br />
    16. 16. Where Do I Begin?<br />
    17. 17. Where Are You on The Journey?<br />Stage 4<br />Social engagement drives real business results, with systems and tools fully optimized to support confident and competent employees and to more fully harness online relationships.<br />Impactful<br />Stage 3<br />Stage 2<br />Operational<br />Stage 1<br />Traditional, command and control business operations using one-way communication to drive business outcomes.<br />Experimental<br />Social engagement becomes more embedded in business operations. Internal training, channel alignment and campaign integration deliver tangible results. <br />Traditional<br />Dabbling in social engagement occurs but is disconnected to business operations. Fractured tools, silo’d efforts and disparate measures reign.<br />
    18. 18. Where We Are Headed…<br />Stage 5: The Fully Engaged Enterprise<br />Business Outcomes<br />Organizational Impact<br />Customer Evidence<br /><ul><li>Bring products and services to market more quickly, with built-in demand.
    19. 19. Manage risk and fiduciary responsibilities better,
    20. 20. Differentiate on experience
    21. 21. Get and retain the best talent
    22. 22. Have more efficient business operations
    23. 23. Breakthrough business results
    24. 24. Entire employee base has 360 view of the customer
    25. 25. Customer engagement is in company DNA
    26. 26. Brand dashboard ties to revenue
    27. 27. Ideal mix of brand advocates
    28. 28. Senior executives lead with customer engagement
    29. 29. “I trust you”
    30. 30. “I recommend you”
    31. 31. “I feel valued and heard”
    32. 32. “You anticipate my needs”
    33. 33. “That was my idea”
    34. 34. “I would never buy a competitor’s products”
    35. 35. “I am better because of you”</li></li></ul><li>Social Media Audit<br />Sales<br />Marketing<br />Support<br />Products<br />Where Are Your Strengths?<br />Where Can You Improve?<br />
    36. 36. Where Do I Focus My Resources?<br />
    37. 37. Vision & Values – Intuit Small Business Group<br />In order to achieve my entrepreneurial goals, I’ve got to figure out everything myself and no one is looking out for me.<br />Connect<br />Support<br />Recognize<br />Transform<br />
    38. 38. Branded<br /><ul><li> Facebook
    39. 39. Twitter
    40. 40. YouTube </li></ul>Homebase<br /><ul><li> On-Domain </li></ul> Community<br /><ul><li> Blog</li></ul>Determining Your Brand’s Online Presence<br />Know where customers and prospects are talking about you and your brand’s category<br />Ask your customers where they spend time and what they talk about <br />
    41. 41. Understand the Role of Each Community<br />Fix What’s <br />Broken<br />Learning <br />& Improve<br />Explore <br />& Discover<br />Costs<br />Reach<br />Satisfaction<br />Loyalty<br />Cross-Sell<br />Usage<br />Growth<br />Advocacy<br />Awareness<br />
    42. 42. 146M<br />25M<br />14M<br />134M<br />109M<br />2M<br />Fish Where the Fish Are<br />
    43. 43. Facebook<br />
    44. 44.
    45. 45. Should We Have A Million Fans?<br />
    46. 46. What Would We Do With a Million Fans?<br />
    47. 47. Start By Engaging Fan with Great Content<br />
    48. 48. Tools to Manage Your Channels<br />Moderate Conversations<br />Schedule Posts<br />
    49. 49. Other Benefits of Having Lost of Fans<br /><ul><li>Send Updates to Your Fans</li></ul>1<br />2<br /><ul><li>Increase Lead Conversion</li></li></ul><li>What Would it Take To Get To 1M Fans?<br />
    50. 50. Three Tactics for Acquiring Fans<br />Like Buttons & Sharing Toolbars<br />Reveal Page on Facebook<br />Advertising on Facebook & 3rd Party Sites<br /><br />Click ‘LIKE’ to become a fan of Chatter<br />
    51. 51.
    52. 52.
    53. 53. 10,000<br />7,500+<br />Views Per Day<br />7,500<br />5,000<br />2,500<br />
    54. 54. 46<br />Hyper-efficient Reps<br />7,500 video views a day = <br />a) average video view is 2 minutes<br />b) average hyper-efficient rep pitches 8 hours a day, no breaks<br />Assumptions<br />
    55. 55. What’s the Magic Formula for Creating a Successful Video?<br />
    56. 56. Demo Videos<br />Webinars<br />Events<br />Testimonials<br />Four Case Studies<br />Objective<br />1<br />2<br /> Production<br />Promotion<br />3<br />4<br />ROI<br />
    57. 57.
    58. 58. Twitter for Marketing<br />
    59. 59. Twitter for Support<br />
    60. 60. How to Listen<br />
    61. 61. On Domain Communities<br />
    62. 62. LinkedIn: Groups and References at Scale<br />
    63. 63. Review Sites: Critical for Product Businesses<br />
    64. 64. Your Community: Be Where Your Customers Are<br />
    65. 65. How Do We Manage It?<br />
    66. 66. Organic<br />Centralized<br />Hub-and-Spoke<br />Multiple Hubs<br />Organizational Models<br />
    67. 67. Social Media Team<br />Social Media Strategist<br /><ul><li>Responsible for the overall program, including ROI</li></ul>Community Manager<br /><ul><li>Customer facing role trusted by customers</li></ul>Product Marketing, Comms<br /><ul><li>Produce content and messaging</li></ul>PM, Development, QA<br /><ul><li>Builds and maintains social apps, website, and CRM system integration</li></ul>Web Analytic, SEM, SEO <br /><ul><li>Assist with listening platforms, advertising, and search</li></li></ul><li>Social Media Policy Provides Clear Rules<br />What’s In Bounds<br />What’s Out of Bounds<br />Who to Escalate Things To<br /><ul><li>What’s In Bounds
    68. 68. What’s Out of Bounds
    69. 69. Who to Escalate Things To</li></ul><br />
    70. 70. Support<br />Strategy, Policy, Best Practices<br />Sales<br />Products<br />Marketing<br />Training Employees<br />
    71. 71. Tools to Help Employees Engage<br />Real-Time Feeds .Collaboration in Context .Mobile Access<br />
    72. 72. How Do We Measure The Impact of Social?<br />
    73. 73. Social Media Dashboard<br />
    74. 74. The Measurement Challenge<br />What Social Media Teams Measure <br />What Business Units Measure<br />The biggest challenge most social media teams have is making the connection between activity and business outcomes.<br />
    75. 75. Table-Stakes <br /> Behavioral<br /> Claimed<br />Four Approaches to Making the Connection<br />Sophisticated <br />Testable<br />Data Mining<br />
    76. 76. 1. Behavioral “I Will Believe It When I See It”<br />Examples<br />Coupon codes specific to social media channels (Dell Outlet)<br />Social media URLs coded into web reporting suites (Fixya)<br />Upsell / Cross-Sell ads embedded in or on-domain sites (Intuit)<br />Why it Works<br />It’s hard to argue with product adoption<br />When it Doesn’t<br />Page level analytics aren’t available ( <br />Social media is part of the purchase process but not the last step<br />Social media channels are not big enough to drive significant results<br />1<br />
    77. 77. 1. Claimed “I Will Believe It When The Survey Says So”<br />Examples<br />Ask about the impact of social media in the [insert] process<br />Incorporate marketing mix surveys into social media campaigns<br />When it Works<br />When off-domain sites don’t provide the data<br />When engagement is part of the process, not the final step<br />When it Doesn’t<br />The time lag and expense limit day-to-day use<br />Effort sizes are too small to be picked in panel research<br />2<br />
    78. 78. 3. Testable “I Will Believe It When It’s Significant”<br />3<br />Examples<br />A/B test specific websites with engagement functionality turned on & off to compare bounce rates, conversion, or sales<br />List test comparisons between leads captured through online engagement and through traditional methods<br />Message test twitter messages for each click-thru and conversion<br />
    79. 79. 3. Testable “I Will Believe It When I Regress It”<br />4<br />Examples<br />Matching community profile data to customer sales and comparing to non-community customer sales<br />Conducting timeframe analyses to understand which engagement events trigger which kinds of purchases<br />Analyzing social survey and community verbatim with customer satisfaction measures to uncover real reasons for satisfaction scores<br />
    80. 80. Dashboard Ties Out to Key Business Objectives<br />Costs<br />Reach<br />Satisfaction<br />Loyalty<br />Cross-Sell<br />Usage<br />Advocacy<br />Awareness<br />
    81. 81. Key Takeaways from Today’s Session<br />The dramatic rise of social media and mobile is changing consumer behavior<br />Companies that accelerate their social engagement journey are at a distinct competitive advantage<br />The key ingredient to success on social channels is engaging around customers’ needs vs. marketers’ communication objectives<br />Internal social media success requires training, empowerment and the right team structure<br />Measuring social media isn’t impossible. You just have to devote the time and resources to it<br />
    82. 82. Questions<br />Jamie Grenney<br />@JamieGrenney<br />Kira Wampler<br />@kirasw<br />