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Organization models for social media

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Organization models for social media …

Organization models for social media
- What is a good organization model for a mid size company, implementing a social media engagement strategy?
- How one person can make a difference in an SMB organization!

Challenge:
How can a “social media campaign” actually be successful if the rest of the company does business as usual? Many social media “strategies” are really just some tactical ideas with little impact to the business success. Consultants get fired and careers stale due to some basic lack of understanding. A company with more than 20 people need to think through the organizational implications.

Objective
This webinar shall give you the foundation and the most important insight to to setup a good organization model to successfully engage with customers, prospects, new customers and partners through social media.

Published in Business , Career
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  • please email file , thanks a lot
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  • ComStar the organisational model for social media, that's what an agency can't give a corporate client! Nice concise summary of today's position. I like slide 17 which explains why you can't outsource it, and 20 the phases of growth of social media in a firm, and then of course love the business methodology framework slide 26 that's the nail in the coffin of the tools-upwards approach.
    Walter Adamson @g2m
    http://xeesm.com/walter
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  • Next Knowledge & Career Webinar Social Media Methodology Round Table #2 NCP Model Friday, January 22, 2010 from 11:00 AM - 12:00 PM (PT)

    http://www.socialmedia-academy.com/blog/index.php/us-program/knowledge-series/ncp-methodology/
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  • good and clear picture of impact and benefits for organisations
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  • 1. Organization models for social media
  • 2. Speaker Introduction
    Axel Schultze is the founder and president of the Social Media Academy. He is an accomplished entrepreneur and experienced executive in the fields of social media, Software as a Service and global alliance management. He is an author, chaired Groups in industry associations and won the SF Entrepreneur Award in 2008.
    Axel SchultzePresident
    XeeSM.com/AxelS
  • 3. Elevate your point of view for the next 50 minutes
    Get away from the tools, blogs, campaigns and the other noise and elevate your point of view
    Take off and have a look at the social media world from outer space.
    Get a holistic view, let’s think business, implications and the consequential development.
  • 4. Let’s start with YOU, ME, all of us
    When you select a brand or product
    You read blogs
    You check forums or online groups
    You get some feedback in Twitter or other tools
    You ask friends in your social network
    When you are “ready to buy” your brand and product decision is pretty much set in stone
    Most of us ignore advertising
    Most of us dismiss cold calls
    Most of us through mail in the waste basket
    Most of us have spam filters
    Most of us have changed
  • 5. Now let’s look at our companies
    The current way of doing business:
    Buy contact lists, do mail shots
    From small Google ads to bill boards
    Augment lead generation with cold calls
    Qualify, engage, try selling …
    Compete harder then ever – lower profits than ever
    Lead flow dried out
    The previous slide indicated: A brand decision is made before a sales process even began.
    A huge disconnect between company and market
  • 6. Why social media IS NOT marketing
    Why it appears so: Because marketing is the only budget an average social media “expert” can tap into.
    Why it is not:
    The most asked question: “Has anybody experience with…”
    The second most searched term: “I have problems with…”
    Customers want to talk to real people – not to a “campaign”
    Customers have something important to say and need somebody to listen
    Customers have a voice that an operations manager should be able to hear
  • 7. Social media is where customers meet customers forexperience, skill development, failure prevention…
  • 8. Social Media Stories / Cases
    Domino Pizza– Video causing disaster
    Mattel – Mother’s feedback – Awareness
    Starbucks – Customer Co-Creation of business
    Burger King – Attention Deficit – Drop your friends
    Blend Tec – Video Clip – Awareness
    Dell – Holistic approach - Revenue
    LinkSys – customers help customers – support cost
    Cisco – Partner Engagement
    Skittles – Lot of noise – but new business?
    eBags – Product Quality Engagement +30%
    Salesforce.com – Idea Exchange
    The larger portion of social media engagement is based on a tactical marketing idea – rather than a customer experience driven holistic business strategy.
  • 9. Social Media A strategic approach
  • 10. A strategic Model
    Assessing what your customers, partners and the market has to say
    Analyze your strength and weakness, opportunities and threats
    Develop a strategy based on your findings
    Create a plan to execute the strategy
    Build out an organizational structure that allows you to actually execute the strategy
    Measure, model and tune your progress and results
  • 11. Most likely corporate social media scenario
    Company need to be more approachable and provide better touch points for customers and prospects
    Service response time and quality is not satisfactory – need improvements
    Product features do not exactly match what customers really want
    Overly advertised products do not meet expectation
    Product availability does not match consumer requirements
    The social media requirements span everything from support, product definition, availability, sales, marketing and business approachability.
  • 12. Developing a social media strategy
    10 Questions to ask for forming a profound social media strategy
    What is the purpose of the engagement?
    What are the main topics in the eco system?
    What are the top goals of our customers?
    What are our partners doing?
    Which internal groups need to be involved?
    What benefits can we offer?
    What will we need to do to achieve our and our customers objectives?
    How will we leverage our team, partners and other resources?
    What tools and places are important?
    How will we measure progress and success?
    Don’t walk because it is too complex – make it work
  • 13. Cross functional Social Media engagement
    Product Management
    Connect with the market, listen to customers, give them part ownership, co-create what they want
    The most economic way to introduce a new product
    Support Group
    Augmenting support forces with engaged customers is more powerful and less costly than an outsourced call center and improves the customer experience
    Logistics and Procurement
    Trend analysis through a vast open network - think of the implication to procurement
    Sales
    Social selling is theoretically not new – yet with the new tools we see an 5X in productivity increase over traditional outbound sales calls
    Marketing
    The biggest change in marketing history – don’t market INTO but WITH your ecosystem
  • 14. What are we talking about
  • 15. Managing a community
    180 large farmers in Brazil
    Over 500 groups and communities
    800 US Customers
    It takes probably 1-3 people in different countriesto properly engage and leverage that ecosystem
    Over 500 groups from New Holland
  • 16. Social Media Leverage IS Orchestration, big time
    Managing an ecosystem of thousands of customers and hundreds of partners with hundreds of team mates requires some planning
    Topics, timelines, sentiments and news need to be covered and at the same time company news, product launches, product updates, technology introductions, organizational changes need to be orchestrated
    AGAIN: Customer Service, Support, Product Management, Sales, Procurement…
  • 17. STOP !!!!
    You cannot tweet and chat with your customers without the involvement of sales
    You cannot discuss topics in a forum without the involvement of your support team
    You cannot have a product feature dialog without the participation of your product managers
    You cannot explore trends and demands without the inclusion of your procurement department
  • 18. Social Media An organizational challenge
  • 19. From a vertical to a horizontal structure
    PAST
    A small group maybe in marketing focusing on social media “doer”
    Managing the social media places and spaces and engaging with the communities
    Posting blog posts, dealing with comments and taking care of the communities
    The rest of the organization continues with business as usual
    FUTURE
    The Social Media Service Team (ComStar™)
    Works as an internal service team supporting all relevant departments
    The whole organization develops a more connected approach organically
  • 20. Social Media Growth
    Phase I
    A few people blog, tweet, random noise
    A “strategy” evolves based on some social media marketing ideas
    Phase II
    Lack of impact elevates the topic and some major social media campaigns get developed
    The rest of the company does “business as usual”
    Phase III
    Lack of impact – or worst – negative impact brings the engagement to a complete review
    A cross functional engagement strategy is on the agenda – social media rock stars are questioned
    A structural shift from isolated blogging and tweeting social media teams – to a social media service group.
  • 21. Social Media Team Responsibility
    The social media teams may grow and have different objectives, tasks, responsibilities and support different departments
    Social relationships are like assets and other values and need to be treated that way
    Like Finance and IT, the Social Media Team will service all aspects of an organization’s ecosystem
    The core responsibilities include:
    Initial and ongoing assessment
    Managing the social media strategy
    Orchestrating internal and external resources around the demand of the ecosystem
    Managing and reporting progress and objective achievements
  • 22. Organization Size
    Social media team considerations for different company sizes:
    Small business 20-100 employees
    SMT most likely 1-3 people
    SMB 100-1,000 employees
    SMT most likely 3-6 people
    Enterprise > 1,000 employees
    Country organizations
    Product line or brand organizations
    SMT may grow to 500+ people
    It’s probably all initiated by one person!
  • 23. Tools Selection – What makes sense for business
    ONLY IF WE KNOW:
    What customers want
    What the objectives are
    How support needs tobe involved
    What role PM plays
    How sales will get engaged
    How marketing will be involved
    What our strategy is…
    THEN WE SELECT THE APPROPRIATE TOOLS AND ENGAGE
  • 24. Reporting – Reporting - Reporting
    Network size
    Connection strength
    Influence
    Social Capital
    Sentiment
    Communication frequency
    Authority level

  • 25. Methodical approach versus a “campaign”
    Objective driven “Creating a better business experience for the respective eco system”
    Methodical assessment of the social landscape, customers, prospects, influencer, sentiments, brand presence, partners and competitors.
    Creating a strategy, a media plan, using tools and frameworks to make that possible for an enterprise
    Developing a strategic social media service organization
    Result: Turning a company into a well recognized, approachable, and highly competitive organization!
  • 26. Some of the key methodologies (5 out of 7)
    Four Quadrant Assessment Methodology
    Customer, Brand, Partner, Competition
    Hexagon Strategy Framework
    Goals, Mission, Benefits, Action, Programs, Reporting
    NCP Model
    Network – Contribution – Participation
    ComStar Organization Model
    A Social Media Service Architecture
    Advocacy Driven Engagement Model
    Advocacy is the currency for customer satisfaction and business success
  • 27. The new social media manager
    Start with an assessment for the eco system you are currently responsible
    Share it with others and help them do the same
    Develop a strategy that makes sense for the customers
    Again work with others and guide and support them
    Help the respective departments to understand that they need to remain responsible and keep control
    Develop a position of guidance and support, with ongoing monitoring you help the company to stay on top of things.
    Build your position on proven methodologies
  • 28. Social Media AcademyLeadership Class
  • 29. The Key Elements Of The Leadership Class
    Cross functional business approach
    Social media assessment method
    Social media strategy framework
    Functional social media in sales, marketing, support, HR, logistics, product development
    Tools, places & communities
    Detailed presence & execution plan
    Reporting & analytics
    Budgets, resources, ROI
    Corporate organization strategy
    Consulting & team building
    MethodsModelsFrameworks
  • 30. Leadership Class Details
    Online Entrance Examination (required)
    All sessions are instructor lead online classes
    US Morning Session 08:00 AM (PST)
    US Evening Session 05:00 PM (PST)
    EU Session starting 16:00 (BST) London time
    AU Session starting 10:00 AM Sydney Time
    Classes are 20 – 25 people max
    Leadership Class, $3,195 /AU$3,920 / £1,960*
    Admission at: http://www.socialmedia-academy.com payment: paypal or credit card
    * = Gold Member
  • 31. Social Media Academy Team
    Axel Schultze
    Marita Roebkes
    John Todor
    Adrienne Corn
    Walter Adamson
    Kevin Mannion
  • 32. Social Media Academy Alumni
    Xeesm.com/KM
    Xeesm.com/LaureenEarnest
    Xeesm.com/MikeDubrall
    Xeesm.com/NancyChou
    Xeesm.com/TomSwift
    Xeesm.com/SusanRice
    Xeesm.com/CatherineSherwood
    Xeesm.com/MarkEldridge
    Xeesm.com/ElsomEldridge
    Xeesm.com/SteveGasser
    Xeesm.com/MatthiasBeckman
    Xeesm.com/MatsonSparling
    Xeesm.com/WendySoucie
    Xeesm.com/LisaRobb
    Xeesm.com/RMarkMoore
    Xeesm.com/BarbaraDaniels
    Xeesm.com/SpecialeXeesm.com/LamiaLee
    Xeesm.com/BoughtyXeesm.com/Walter
  • 33. ThankYou
    (650) 384-0057
    info@socialmedia-academy.com
    © 2009 Social Media Academy. All rights reserved. This content is protected under the copyright law of the United States. It is prohibited to make full or partial copies or extractions of this documentation without the explicit written approval from the Social Media Academy.
    All materials contained herein are the property of the Social Media Academy and its faculty and may only be used, by an enrolled student for his or her own educational benefit.
    Social Media Academy | 228 Hamilton Ave. | Palo Alto, CA 94301 | (650) 384-0057
  • 34. About
    The Social Media Academy is an education and research institute providing education for business professionals from all industries on how to best apply social media to their respective businesses. The main emphasis is to help business managers and consultant to get a comprehensive education on Social Media, including strategy development, planning, execution, tools, resources ways to report and analyze development and success and help understand the evolutionary changes in our society. As part of the educational development, the Social Media Academy conducts research exploring the ongoing changes in the field and support the continuous learning process as well as monitor ongoing changes in the field.
    The main course is the institute’s leadership class which focuses on how to plan, implement and engage with social media in all business areas including marketing, sales, product development, service & support, logistics, administration and engineering.
    The Social Media Academy is based in Palo Alto, California. For more information go to http://www.socialmedia-academy.com