Organization models for social media


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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!

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.

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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  • 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
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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)
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  • good and clear picture of impact and benefits for organisations
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Organization models for social media

  1. 1. Organization models for social media<br />
  2. 2. Speaker Introduction<br />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.<br />Axel SchultzePresident<br /><br />
  3. 3. Elevate your point of view for the next 50 minutes<br />Get away from the tools, blogs, campaigns and the other noise and elevate your point of view<br />Take off and have a look at the social media world from outer space.<br />Get a holistic view, let’s think business, implications and the consequential development.<br />
  4. 4. Let’s start with YOU, ME, all of us<br />When you select a brand or product<br />You read blogs<br />You check forums or online groups<br />You get some feedback in Twitter or other tools<br />You ask friends in your social network<br />When you are “ready to buy” your brand and product decision is pretty much set in stone<br />Most of us ignore advertising<br />Most of us dismiss cold calls<br />Most of us through mail in the waste basket<br />Most of us have spam filters<br />Most of us have changed<br />
  5. 5. Now let’s look at our companies<br />The current way of doing business:<br />Buy contact lists, do mail shots<br />From small Google ads to bill boards<br />Augment lead generation with cold calls<br />Qualify, engage, try selling …<br />Compete harder then ever – lower profits than ever<br />Lead flow dried out<br />The previous slide indicated: A brand decision is made before a sales process even began.<br />A huge disconnect between company and market<br />
  6. 6. Why social media IS NOT marketing<br />Why it appears so: Because marketing is the only budget an average social media “expert” can tap into.<br />Why it is not:<br />The most asked question: “Has anybody experience with…”<br />The second most searched term: “I have problems with…”<br />Customers want to talk to real people – not to a “campaign” <br />Customers have something important to say and need somebody to listen<br />Customers have a voice that an operations manager should be able to hear<br />
  7. 7. Social media is where customers meet customers forexperience, skill development, failure prevention…<br />
  8. 8. Social Media Stories / Cases<br />Domino Pizza– Video causing disaster <br />Mattel – Mother’s feedback – Awareness<br />Starbucks – Customer Co-Creation of business<br />Burger King – Attention Deficit – Drop your friends<br />Blend Tec – Video Clip – Awareness<br />Dell – Holistic approach - Revenue<br />LinkSys – customers help customers – support cost<br />Cisco – Partner Engagement<br />Skittles – Lot of noise – but new business?<br />eBags – Product Quality Engagement +30%<br /> – Idea Exchange<br />The larger portion of social media engagement is based on a tactical marketing idea – rather than a customer experience driven holistic business strategy.<br />
  9. 9. Social Media A strategic approach<br />
  10. 10. A strategic Model<br />Assessing what your customers, partners and the market has to say<br />Analyze your strength and weakness, opportunities and threats<br />Develop a strategy based on your findings<br />Create a plan to execute the strategy<br />Build out an organizational structure that allows you to actually execute the strategy<br />Measure, model and tune your progress and results<br />
  11. 11. Most likely corporate social media scenario<br />Company need to be more approachable and provide better touch points for customers and prospects<br />Service response time and quality is not satisfactory – need improvements<br />Product features do not exactly match what customers really want<br />Overly advertised products do not meet expectation<br />Product availability does not match consumer requirements<br />The social media requirements span everything from support, product definition, availability, sales, marketing and business approachability.<br />
  12. 12. Developing a social media strategy<br />10 Questions to ask for forming a profound social media strategy<br />What is the purpose of the engagement?<br />What are the main topics in the eco system?<br />What are the top goals of our customers?<br />What are our partners doing?<br />Which internal groups need to be involved?<br />What benefits can we offer?<br />What will we need to do to achieve our and our customers objectives?<br />How will we leverage our team, partners and other resources?<br />What tools and places are important?<br />How will we measure progress and success?<br />Don’t walk because it is too complex – make it work<br />
  13. 13. Cross functional Social Media engagement<br />Product Management<br />Connect with the market, listen to customers, give them part ownership, co-create what they want<br />The most economic way to introduce a new product<br />Support Group<br />Augmenting support forces with engaged customers is more powerful and less costly than an outsourced call center and improves the customer experience<br />Logistics and Procurement<br />Trend analysis through a vast open network - think of the implication to procurement<br />Sales<br />Social selling is theoretically not new – yet with the new tools we see an 5X in productivity increase over traditional outbound sales calls<br />Marketing<br />The biggest change in marketing history – don’t market INTO but WITH your ecosystem<br />
  14. 14. What are we talking about<br />
  15. 15. Managing a community<br />180 large farmers in Brazil<br />Over 500 groups and communities<br />800 US Customers<br />It takes probably 1-3 people in different countriesto properly engage and leverage that ecosystem<br />Over 500 groups from New Holland<br />
  16. 16. Social Media Leverage IS Orchestration, big time<br />Managing an ecosystem of thousands of customers and hundreds of partners with hundreds of team mates requires some planning<br />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<br />AGAIN: Customer Service, Support, Product Management, Sales, Procurement…<br />
  17. 17. STOP !!!!<br />You cannot tweet and chat with your customers without the involvement of sales<br />You cannot discuss topics in a forum without the involvement of your support team<br />You cannot have a product feature dialog without the participation of your product managers<br />You cannot explore trends and demands without the inclusion of your procurement department<br />
  18. 18. Social Media An organizational challenge<br />
  19. 19. From a vertical to a horizontal structure<br />PAST<br />A small group maybe in marketing focusing on social media “doer”<br />Managing the social media places and spaces and engaging with the communities<br />Posting blog posts, dealing with comments and taking care of the communities<br />The rest of the organization continues with business as usual<br />FUTURE<br />The Social Media Service Team (ComStar™)<br />Works as an internal service team supporting all relevant departments<br />The whole organization develops a more connected approach organically<br />
  20. 20. Social Media Growth<br />Phase I<br />A few people blog, tweet, random noise<br />A “strategy” evolves based on some social media marketing ideas<br />Phase II<br />Lack of impact elevates the topic and some major social media campaigns get developed<br />The rest of the company does “business as usual”<br />Phase III<br />Lack of impact – or worst – negative impact brings the engagement to a complete review<br />A cross functional engagement strategy is on the agenda – social media rock stars are questioned<br />A structural shift from isolated blogging and tweeting social media teams – to a social media service group.<br />
  21. 21. Social Media Team Responsibility <br />The social media teams may grow and have different objectives, tasks, responsibilities and support different departments<br />Social relationships are like assets and other values and need to be treated that way<br />Like Finance and IT, the Social Media Team will service all aspects of an organization’s ecosystem<br />The core responsibilities include:<br />Initial and ongoing assessment<br />Managing the social media strategy<br />Orchestrating internal and external resources around the demand of the ecosystem<br />Managing and reporting progress and objective achievements <br />
  22. 22. Organization Size<br />Social media team considerations for different company sizes:<br />Small business 20-100 employees<br />SMT most likely 1-3 people<br />SMB 100-1,000 employees<br />SMT most likely 3-6 people<br />Enterprise &gt; 1,000 employees<br />Country organizations<br />Product line or brand organizations<br />SMT may grow to 500+ people<br />It’s probably all initiated by one person!<br />
  23. 23. Tools Selection – What makes sense for business<br />ONLY IF WE KNOW:<br />What customers want<br />What the objectives are<br />How support needs tobe involved<br />What role PM plays<br />How sales will get engaged<br />How marketing will be involved<br />What our strategy is…<br />THEN WE SELECT THE APPROPRIATE TOOLS AND ENGAGE<br />
  24. 24. Reporting – Reporting - Reporting<br />Network size<br />Connection strength<br />Influence<br />Social Capital<br />Sentiment<br />Communication frequency<br />Authority level<br />…<br />
  25. 25. Methodical approach versus a “campaign”<br />Objective driven “Creating a better business experience for the respective eco system”<br />Methodical assessment of the social landscape, customers, prospects, influencer, sentiments, brand presence, partners and competitors.<br />Creating a strategy, a media plan, using tools and frameworks to make that possible for an enterprise<br />Developing a strategic social media service organization<br />Result: Turning a company into a well recognized, approachable, and highly competitive organization!<br />
  26. 26. Some of the key methodologies (5 out of 7)<br />Four Quadrant Assessment Methodology<br />Customer, Brand, Partner, Competition<br />Hexagon Strategy Framework<br />Goals, Mission, Benefits, Action, Programs, Reporting<br />NCP Model<br />Network – Contribution – Participation<br />ComStar Organization Model<br />A Social Media Service Architecture<br />Advocacy Driven Engagement Model<br />Advocacy is the currency for customer satisfaction and business success<br />
  27. 27. The new social media manager<br />Start with an assessment for the eco system you are currently responsible<br />Share it with others and help them do the same<br />Develop a strategy that makes sense for the customers<br />Again work with others and guide and support them<br />Help the respective departments to understand that they need to remain responsible and keep control<br />Develop a position of guidance and support, with ongoing monitoring you help the company to stay on top of things.<br />Build your position on proven methodologies<br />
  28. 28. Social Media AcademyLeadership Class<br />
  29. 29. The Key Elements Of The Leadership Class<br />Cross functional business approach<br />Social media assessment method<br />Social media strategy framework<br />Functional social media in sales, marketing, support, HR, logistics, product development<br />Tools, places & communities<br />Detailed presence & execution plan<br />Reporting & analytics<br />Budgets, resources, ROI<br />Corporate organization strategy<br />Consulting & team building<br />MethodsModelsFrameworks<br />
  30. 30. Leadership Class Details<br />Online Entrance Examination (required)<br />All sessions are instructor lead online classes<br />US Morning Session 08:00 AM (PST)<br />US Evening Session 05:00 PM (PST)<br />EU Session starting 16:00 (BST) London time<br />AU Session starting 10:00 AM Sydney Time<br />Classes are 20 – 25 people max<br />Leadership Class, $3,195 /AU$3,920 / £1,960*<br />Admission at: payment: paypal or credit card<br />* = Gold Member <br />
  31. 31. Social Media Academy Team<br />Axel Schultze<br />Marita Roebkes<br />John Todor<br />Adrienne Corn<br />Walter Adamson<br />Kevin Mannion<br />
  32. 32. Social Media Academy Alumni<br /> <br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br /><br />
  33. 33. ThankYou<br />(650) 384-0057<br /><br />© 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. <br />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.<br />Social Media Academy | 228 Hamilton Ave. | Palo Alto, CA 94301 | (650) 384-0057<br />
  34. 34. About<br />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.<br />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. <br />The Social Media Academy is based in Palo Alto, California. For more information go to<br />