IBM Social Media Marketing
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IBM social media marketing approach--description of IBM goals, use, roles, tactics, and tools

IBM social media marketing approach--description of IBM goals, use, roles, tactics, and tools

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  • Source: Jon Iwata, “Toward a New Profession: Brand, Constituency, and Eminence on the Global Commons,” Nov. 4, 2009
  • Over 90% of the technology prospects go online to find information before a purchase decision Peer opinions matter the most in the technology buying process. (Source Forrester 40% of B2B buyers are advocates (Source: Zuberance) 70 % of IT professionals actively participate in work-related online communities. (Source: e-Marketer) This is not about B2B or B2C anymore Welcome to the C2C era Research - April 2010 Our goal is to reach prospects in the early phase of their exploration so we can make sure we can participate in the problem definition, solution options and then be in the consideration set for purchase. In research to help us design a web entry point that will attract early stage prospects and retain them, we explored their needs, motives, and behavior. Actions you take on the web when beginning to address a business or IT issue 1. use search engines to find information 2. look for a community of others like me who are dealing with the same issue 3. seek out expert forums or blogs Customized information needs 73% of responders said they work with a team whose members have different roles in researching the problem 78% of IT responders said that information needs to be differentiated by role 55% of IT responders said that industry is very important (only 10% said it is not important) Finding expertise 64% indicate they participate in discussions on the web with other people to exchange ideas about larger issues having to do with software .blogs,Twitter, .Forums and Community sites: Facebook, Linked In, Google groups .Vendor site discussion groups (Microsoft, HP) .interviews 61% of Tech and 46% of business would like a vendor site to include ability to participate in discussions and exchange ideas Motivation 75% said an IT vendor site can inspire you to become the IT professional you envision Relationship How can an IT vendor site help you feel like you have a trusted partner in that company? .provide more customer testimonials (aka people who have experience) .enable chat with some company experts .forums and online discussions (looking for experience) .pay attention to my opinions (respected for experience) Revenue goal this year and software story revenue This much we’re trying to target with digital Revenue from core accounts; invest; new Big nut out there where we can go after new business Our competitors are already on this track What are we doing about the behavioral changes How many people are using social media, then behavioral stuff What is the larger opportunity in the marketplace? The opportunity below the waterline because we’re not reaching them effectively today. Social media is used to reach out to these people What is our SWG revenue target using digital approach? Why we must tap into social media groundswell Who are we trying to motivate and what are we trying to get them to do? Match customer needs to business needs Highlights of research that inform our direction. Facebook fans Actions you take on the web when beginning to address a business or IT issue 1. use search engines to find information 2. look for a community of others like me who are dealing with the same issue 3. seek out expert forums or blogs Finding expertise 64% indicate they participate in discussions on the web with other people to exchange ideas about larger issues having to do with software .blogs,Twitter, .Forums and Community sites: Facebook, Linked In, Google groups .Vendor site discussion groups (Microsoft, HP) .interviews 61% of Tech and 46% of business would like a vendor site to include ability to participate in discussions and exchange ideas Relationship How can an IT vendor site help you feel like you have a trusted partner in that company? .provide more customer testimonials (aka people who have experience) .enable chat with some company experts .forums and online discussions (looking for experience) .pay attention to my opinions (respected for experience)
  • Make a note that this is conceptual only
  • Best practices, skills development, guidelines, tools, policies
  • Social business strategist Owns responsibilities given to the brand exec Exists at the category level sometimes Provides social framework, infrastructure, budget Coordinates listening and metrics plan Trains market segment managers on social roles, strategy development and execution Provides training for IMTs and SMEs Converses in external social networks daily Marketing segment manager Coordinates strategy and listening across disciplines Coordinates tactics with Demand Generation Recruits SMEs Coordinates content calendars Assists on country guidance Promotes through regular communications SMEs Work with MSM to understand strategy and listening results Map expertise to influencers and networks Coordinate content plans with MSMs Co-create social assets Write and post social content Engage with influencers and customer Respond to questions
  • Marketing Manager: high-level (macro) view of the social media landscape – sentiment, demographics, geospatial, temporal, correlations, community clustering, ... Community Practitioner: macro → micro – building on marketing – add community dynamics, influencers, individual sentiment, interest profiles, affiliations, influence networks, ... potential sales leads? Sales Manager: Frank receives his weekly opportunity report which highlights potential leads from Social Community Practitioner. He reviews, sets up watchlists for some candidates, forwards 2 leads to one of his sales lead. Joe receives this lead and reviews the social media activity stream, social network, influencer numbers, and company affiliations. He decides to engage directly with this account via Twitter in order to get a better sense of the likelihood of this being a real opportunity
  • We now have +31,000 experts enrolled in our expertise location service. Use the service to search for experts for your campaigns, events and web pages Get our experts enabled with training and an improved digital presence with coursework and personalized activities from Social Business @ IBM. Put our most valuable experts through our new bespoke program, Social Business @ IBM Select. Ask our experts to enroll in Expertise Locator, a service that allows them to control access to them via social and digital channels, and us to manage where and when they show up Load your social program into Social Business @ IBM and invite your experts to participate, by sharing content and links, using strategic IBM hashtags, and engaging in the right venues. We can use owned and paid to amplify their influence and impact. Work with web page owners, app developers and media buyers to get your experts surfaced in the right places. Surface them in paid media.

IBM Social Media Marketing Presentation Transcript

  • 1. Social Business @ IBM~Tiffany, IBM Software Social Media Strategist April 9, 2012 Special thanks to Ethan McCarty and Ranjun Chauhan for providing some of the slides for this presentation. 1 © 2011 IBM Corporation 2012
  • 2. Tiffany Winman, IBM Software Social Media Strategy IBM 5 years: social media strategy 3 years: Linux on Power community management and development for developers and IBM Business Partners 3 years: Web user experience and design strategy and launch management 3 years: User-centered design and research for Storage Software Development Patents in Web innovation and social intelligence listening and content management tooling Elsewhere 7 years: Teaching English, communications, and Web design in the university 10 years: Multimedia consultant and shadow writer for various companies such as Starwood and Motorola Degrees M.S., RPI, Communications, Media Theory and Design M.A., ASU, Rhetoric and Composition B.A., ASU, English How to contact me E-mail: tlwinman@us.ibm.com LinkedIn: http://linkedin.com/in/tiffanywinman Twitter: http://twitter.com/tiffanywinman2 © 2011 IBM Corporation
  • 3. IBM uses social media marketing to: Leverage the digital “Global Commons” to propel our business forward, create new markets, and demonstrate IBM’s uniqueness Does it look, sound, think, perform like IBM? The IBMer is the face of IBM! Create Constituencies Target key conversations toward selected topics of interest to engage Transform the “forward-thinkers” and Achieve Eminence proactively create Business constituencies Support the development of experts and enable Build a new management visibility of our ecosystem discipline combining of experts brand, culture, ecosystem experts3 3 © 2011 IBM Corporation
  • 4. Survey says…. Prospects take action on the web when beginning to address a business or IT issue • Use search engines to find information • Look for a community of others ‘like me’ who are dealing with the same issue • Seek out experts in forums and blogs Customers are hungry for interaction with IBM 64%of responders indicate largerparticipate in discussions on the web with other people to exchange ideas about they issues having to do with software • Blogs, Forums and Community sites • Facebook, Twitter, Linked In, Google groups • Vendor site discussion groups (Microsoft, HP) .interviews 46% of Business and 61% of Tech responders would like a vendor site to include ability to participate in discussions and exchange ideas Relationship How can an IT vendor site help you feel like you have a trusted partner in that company? • Blogs, Forums and Community sites • Provide more customer testimonials (aka people who have experience) • Enable chat with some company experts • Forums and online discussions (looking for experience) • Pay attention to my opinions (respected for experience) *2010 IBM Primary research survey of 291 customers of all SW product families, representing all geos, countries, execs and IT practitioners4 © 2011 IBM Corporation
  • 5. Digital/Social Trends #1: Further social media integration into the #12: Community management – More enterprise with other communication forms rigorous, managed, strategic activity and business functions #13: Developer engagement thru innovation #2: More integration of social customer support becomes more important along side traditional channels #14: Measurement continues to mature. #3: Social impact continues to drive reputation #15: Rise of the content strategist – content #4: Death of the traditional campaign. Ongoing curation and optimization will take a central role activities in social media as driver #16: Listening becomes mandatory. Monitoring a #5: Consolidation of social media tools continues core activity for brands #6: ”Influence” matures. Thought leadership #17: Marketing becomes more real time. Add and experts becoming more important “when” to the “how” and “where” #7: Further democratization of voice #18: More social media overload #8: More social integration into company #19: Ubiquitous social . Devices like tablets more websites in the mix #9: Digitally driven crises increase – further #20: Location becomes more important incorporation of social into the crisis plan #21: Stronger focus on Global audience #10: Digital curation – companies will benefit #22: Hard ROI will remain elusive more from content curation #11: Strategic search – more factoring of search into social realm Source: IBM Production Services EmTech study, Anne Zimos5 © 2011 IBM Corporation
  • 6. Key IBM social media goals…. GAIN - Insights for market strategy, messages, innovation, and offerings INCREASE IBM-related conversations within social media spaces - Our messaging themes and values - Sentiment, preference, advocacy of IBM - Engagement with our experts, offerings, assets BUILD Advocacy and relationship-led influence to reach into the Market -Grow IBM SME eminence -Reward IBM advocates -Increase collaboration in online IBM networks -Sustain and deepen networks formed EMPOWER Worldwide and geo-led social media strategies through guidance, training, and tools 6 © 2011 IBM Corporation6
  • 7. Listen to understand what our customers andstakeholders want and how IBM can bring value • To understand what the marketplace is (or isn’t) saying about our brand, product, service, etc. • To start to understand the tone and impact of that conversation • To begin identifying areas of opportunity for helping to shape that conversation • To identify areas to help solve a need and bring value7 © 2011 IBM Corporation
  • 8. Integrate social conversations into IBM Web presence engagement Proof points (expert) engagement offers, communities and experts8 © 2011 IBM Corporation
  • 9. Create, aggregate, and syndicate social contentSocial media aggregator Customized blog design on Lotus softwarehttp://ibm.com/social/aggregator/software http://ibm.com/blogs/software 9 © 2011 IBM Corporation
  • 10. Make IBM experts and advocates visible and reachable 1010 © 2011 IBM Corporation
  • 11. Apply the 4Ps across the business maturity model to enable social Tactical Adoptive TransformativePeople Part-time resource and limited role Formal roles defined and silo’ed to Social engagement becomes integral to definition support BU goals with dedicated job responsibilities Self-taught, isolated, and engagement individuals. Established degree of influence and is well is not conversational BU level training with uncoordinated best connected and engaged with customers practice; develop and establish eminence and influencer network  Management unaware or limited and build influencer network  Management encourages and rewards support Limited management support through PBC process& formal rewards/recognition programsProcess  Programs are not tied to business Information and analysis is silo’ed by BU Seamlessly Integrated between business activity units, functions and processes  Limited best practices and limited Best practices and polices are Coordinated Enterprise-level Response governance, with uncoordinated established at a Business Unit level Model to delivery a consistent IBM approach experience Feedback loop provides continuous process improvementPlatform Ad-hoc and disparate platforms Coordinated selection of tools organized  Flexible, ‘pluggable’ framework that by Business Unit delivers the right information to the right individual in the right context that are fully integrated with influence, eminence, and thought leadership Deliver Predictive Analytics capabilities to align social data to historical data and traditional business metricsPolicy Reactive and unclear policies that are  Policies are technology/medium neutral  Agile policy development to protect IBM established but not understood or and are adequately embedded / while maximizing business value of social adopted fully by employees implemented across business units activity as an integral part of everyday job responsibilities11 © 2011 IBM Corporation
  • 12. Social Business Strategists enable others One Social Business Strategist can’t WW Social Business strategist ‘DO’ social media for an entire DP organization PR AR DP • Group effort • Anchored by SMEs Strategist trains the Category Marketing Manager who… DP • Collaborates across functional disciplines such as Sales, Media Relations, Product Development, Support • Finds and trains Subject Matter Experts who engage with and support public requests Demand Generation Professionals who follow up on lead requests • Uses their organization’s content • Maintains social team content calendar • Provides weekly social guidance12 © 2011 IBM Corporation
  • 13. An Intentional Social Enablement Ecosystem Social Business @ IBM Select Social 100’s •High touch, high value/potential SMEs Business •Strategic, tactical external placement Manager Expertise Locator Program 10s of •Intermediate touch, high value SMEs 1000’s • Scalable service to surface expertise externally (on and off .com domain) and internally (w3) based on needs of the business Social Business @ IBM (SB@I) 100s of •Low touch, high volume core 1000’s enablement, education and across IBM •Digital Program Channel Enablement •Self-serve surfacing & engagement Guidelines and Policy13 © 2011 IBM Corporation
  • 14. IBM roles using Social MediaExample: Social CRM Example: Workforce Optimization Social Media Marketing Manager Social Media Research Social Media Research  Analyze brand sentiment Human Resource Manager Social Media Engagement  Manage campaign performance Social Media Monitoring  Integrate internal and external social  Perform customer segmentation Social Media media presence for 360deg view of the Research employee Community Practitioner Social Media Engagement  Recognize and reward brand  Build community membership & Social Media Monitoring ambassadors across your organization through social influence engagement through Influencer analysis  Respond to company, brand, product mentions  Build loyalty Social Media Research Social Media Engagement Sales Manager Development Manager Social Media Engagement Social Media Monitoring Social Media Monitoring  Reviews leads and establishes watch  Monitor and understand social media lists, and passes leads to reps. in the enterprise to identify trending  Sales rep engages with leads to qualify topics and emerging experts to maximize intellectual capital across the  Prepare for client meetings with latest organization findings Social Media Engagement  Leverage social media inside the Customer Support Social Media organization as a channel through which Monitoring to share knowledge and insights  Direction to existing support pages  Listening for growing issues  Source for Sentiment Analysis 14 © 2011 IBM Corporation
  • 15. Provide social media education by role. For example: Social strategists: MSMs/DP leads: SMEs: ● Developing social ● Social audit readiness ● Learning strategy strategies ● Developing strategy ● Finding tools you can ● Defining roles and ● Building listening use responsibilities strategy ● How to write compelling ● Choosing social ● Managing councils content media networks ● Recruiting and training ● How to use blogs, /venues SMEs Twitter, Livestream, etc ● Setting up accounts ● Developing SME ● How to engage and ● Building a social social eminence plans collaborate with digital presence ● Engaging with influencers ● How to integrate influencers social and search ● Managing KPI reports ● Using program ● Using Livestream management tools ● BANTER ● Metrics ● HootSuite15 © 2011 IBM Corporation
  • 16. IBM Social Computing Guidelines Know and follow IBMs Business Conduct Guidelines. IBMers are personally responsible for the content they publish on-line, whether in a blog, social computing site or any other form of user-generated media. Be mindful that what you publish will be public for a long time—protect your privacy and take care to understand a sites terms of service. Identify yourself—name and, when relevant, role at IBM—when you discuss IBM or IBM-related matters, such as IBM products or services. You must make it clear that you are speaking for yourself and not on behalf of IBM. If you publish content online relevant to IBM in your personal capacity use a disclaimer such as this: "The postings on this site are my own and dont necessarily represent IBMs positions, strategies or opinions." Respect copyright, fair use and financial disclosure laws. Dont provide IBMs or anothers confidential or other proprietary information and never discuss IBM business performance or other sensitive matters publicly. Dont cite or reference clients, partners or suppliers without their approval. When you do make a reference, link back to the source. Dont publish anything that might allow inferences to be drawn which could embarrass or damage a client. Respect your audience. Dont use ethnic slurs, personal insults, obscenity, or engage in any conduct that would not be acceptable in IBMs workplace. You should also show proper consideration for others privacy and for topics that may be considered objectionable or inflammatory—such as politics and religion. Be aware of your association with IBM in online social networks. If you identify yourself as an IBMer, ensure your profile and related content is consistent with how you wish to present yourself with colleagues and clients. Dont pick fights, be the first to correct your own mistakes. Try to add value. Provide worthwhile information and perspective. IBMs brand is best represented by its people and what you publish may reflect on IBMs brand. Dont use use IBM logos or trademarks unless approved to do so. http://ibm.co/yW8Jbh 16 © 2011 IBM Corporation
  • 17. Social Brand Engagement GuidelinesSocial Brand Engagement Guidelines draft created and validated with Digital Program Leadership Team. Many “we’ve been waiting for these” comments.SBE guidelines have been applied to new accounts and a few existing accounts: • On existing and emerging platforms most new accounts engaging our Social Brand Team to follow the standards. • Existing IDs not up to standards contacted to bring up to standards and fakes removed. • On new platforms, like Google+, we are now able to halt or slow the spread of un-official, out of compliance accounts before they take hold.Marketers and communicators like having guidelines: they want to be on-brandHigher signal to noise ratio is attracting more engagement with our official channels. Example: 30% increase in followers on LinkedIn in a few weeks following the guidelines.For 2012, we continue to formalize and enforce the standards and remove fakes. An automated registration process is also in the works for 2012. 17 © 2011 IBM Corporation
  • 18. Activating the Social Business Manager: tools and programs 1 4 2 5 3 618 © 2011 IBM Corporation
  • 19. Let’s play a game! Official…or what?!?!19 © 2011 IBM Corporation
  • 20. Official or What? !! ! A T H W20 © 2011 IBM Corporation
  • 21. Official or What? ial! ff ic O21 © 2011 IBM Corporation
  • 22. Official or What? ial! ff ic O22 © 2011 IBM Corporation
  • 23. Official or What? !! ! A T H W23 © 2011 IBM Corporation
  • 24. Official or What? ial! ff ic O24 © 2011 IBM Corporation
  • 25. Official or What? !! ! A T H W25 © 2011 IBM Corporation
  • 26. Official or What? ial! ff icO © 2011 IBM Corporation
  • 27. Backup © 2011 IBM Corporation
  • 28. Social Business Macro-patterns  Listen - Capability to mine intelligence from the digital social domain to uncover insights for IBM, and connect those insights to people and processes to improve the way IBM manages its business.  Engage - Capability to use the digital social domain to disseminate ideas and content and respond to reactions to those ideas and content.  Manage Relationships - Capability for an organization to use the digital social domain to identify and sustain purposeful relationships with key individuals and groups.  Collaborate - Capability to use digital social means (such as collaborative editing, file sharing, expertise location etc) to improve the efficiency of working within teams  Cyber security – Capability to identify threats and take appropriate action to avoid or minimize consequences through vigilance and good digital hygiene.28 © 2011 IBM Corporation
  • 29. Definition of Terms Social Intelligence System Capabilities Social Media Research: Macro-level analytics over a fixed period of time that captures digital information across multiple social media venues to understand past behavior and determine long-term strategy. Real-Time Monitoring: Micro-level analytics to quickly understand multiple conversations across social media venues in a short period of time. Social Media Engagement: The real-time, reading, publishing and responding to the virtual conversation around constituencies across social media venues. Relationship Management: Holistic engagement of the IBM customers base that tracks the engagement with our community through sales, marketing and support. _________________________________________________________ Social Business Manager: IBMer responsible for creating a repeatable approach and process for orchestrating social business efforts on behalf of a business unit, constituency or region. 29 © 2011 IBM Corporation