Nonprofit sm dc_hoos 20111213 export


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  • Build community? Create awareness? Raise funds? Engage and motivate?,r:11,s:0&biw=1366&bih=598
  • Tip: make it personal!Tip: use LinkedIn search to find who you’re looking for
  • List only! What’s missing? Timelines, embeddedness, dependencies . . .
  • Source: MethodologyAnalyze and understand your market from a social point of viewThe first strategic step is to create an assessment to learn where a respective ecosystem is. Our four quadrant assessment methodology includes the following groups:- Customer mapping and field assessment- Brand analysis- Partner and alliance analysis- Competition analysis (the big one, because it can include all three other quadrants for each competitor!) The assessment concerns about where people are in the social web, sentiment analysis, key interests and reflections.Look for: PEOPLE (!), topics, challenges, frustrations, excitement, issues. Then find out influencers, create a factual analysis, and provide some initial thoughts. Be prepared for names, feedback, issues, insight, and placesNCPNetwork – Contribution – Participation :each one is measurable through online analytics!Network provides the reach: Bigger is not necessarily better. connections, followers, ‘friends’ . . . Geographic spread, topic diversity. Understand the value your network provides to you and the value you provide to your network.Contribution is the active engagement and content contribution over such networks: knowledge and experience, information, commentsParticipation is the positive or negative reflection of the contribution and the actual conversation. Conversation is the currency in social media. Measured by views, comments, sentiments, ‘favorites and likes’StrategyThe Social Media Academy Strategy FrameworkUnlike the traditional top down corporate strategies, developed in a small group and then rolled out to the market – hoping it works out, the social strategy framework of the Social Media Academy suggests integrating key constituencies of a market into the strategy development. The strategy is based on six (hexagon) core elements:GoalsWhat is the strategy’s goal –what is completion?MissionWhat are you going to do to achieve this goalsBenefitsHow will your ecosystem and the company benefit from that strategy? What are the actual improvements?ResourcesParticipants, influencer & LeadershipActions / MethodsWhat are the actionable items of your strategy?What are you really going to do to make it happen?What will change (before –after analysis)?ReportingHow do we measure progress and success AdvocacyThe Social Media Advocacy StrategyThere are many possible goals and objectives, a business may like to achieve with social media. The overarching objective however should be measurable customer advocacy. As the majority of purchase decisions are so called “recommendation based purchase decisions”. Advocacy is the core of a recommendation.
  • Source: the Wall Street Journal, Monday, November 28, 2011
  • Nonprofit sm dc_hoos 20111213 export

    1. 1. Social Media for Non-profits: how tonavigate the bumpyroad University of Virginia Alumni Association/ DC Chapter/ December 13, 2011 Andrew Rudin/ Managing Principal, Outside Technologies, Inc./ 703.371.1242/
    2. 2. A few things aboutme . . .• BS Commerce, ’79; MS in managementinformation technology ‘05• Certified Social Media Strategist (2010)•20 + years B2B sales experience• Focus on sales strategy & execution• Work with technology companies andassociations
    3. 3. Key Problem to SolveHow to build community, content, engagement and encourage action when things around us are changing very, very quickly.
    4. 4. Debunking Social Media Myths • “There’s no real ROI.” • “It works for some businesses, but it will never work for mine.” • “We can’t control it. It opens up a Pandora’s Box.” • “If we take the wrong chances, we’ll alienate everyone!”
    5. 5. The social media funnel Move to Belief, Creates Trust Engagement Rapport Care,Social Media Transparency Credibility Action
    6. 6. It’s OK to think about “Process” . . . But Don’t Forget the Love!
    7. 7. It’s All Only About Customers
    8. 8. 1. Start with goals2. Optimize your Linkedin profile3. Make connections4. Create a dynamic company profile5. Using Linkedin Groups6. Linkedin Answers strategy7. Using Linkedin Events
    9. 9. 1. What is your goal?
    10. 10. 2. Optimize your profile
    11. 11. Many recommendations! link towebsite!
    12. 12. Optimize: what to do right now1. Make your profile “100% complete”2. Ask yourself “how do I want to be found?”3. Don’t play “hard to get” connection-wise: go for > 100!4. “Give to get” five recommendations, and post the best ones5. Feed your blog, presentations, and other content into yourprofile (through Linkedin applications)
    13. 13. 3. Make connections1. Make a request2. Get introduced through a current connection3. LinkedIn Groups4. LinkedIn Inmail
    14. 14. 4. Create a great company profile
    15. 15. How to optimize your organization’s profile right now 1. Assign someone to update regularly 2. Identify 10 - 15 common keywords that describe your organization and its interests 3. Set up a company profile 4. Feed blog posts and Tweets to company profile 5. Highlight products/services using Products/Services page
    16. 16. 5. Use LinkedIn Groups
    17. 17. Getting the most from LinkedIn Groups1. Join all groups associated with your cause & industry—and engage!2. Comment without promoting yourself – others will connect with you because of this3. Initiate valuable conversations of your own4. Use groups to find potential collaborators, donors, connections5. Establish personal connections with as many group members as possible
    18. 18. 6. Use LinkedIn Answers
    19. 19. How to leverage LinkedIn Answers1. Search for great insight2. Become a recognized, active expert3. Stay up-to-date with what’s being asked about4. Find others to collaborate with5. Develop/integrate into your own website content
    20. 20. 7. Use LinkedIn Events
    21. 21. Ethics“Oh, that could never be us . . . .”Until . . . "Your judgment gets clouded out inthe field when you are pressured to sell, sell,sell.“ (testimony from Prudential Insurancefraud case)
    22. 22. Opportunities and RisksTrust and Rapport• Build rapport• Build trust• Be credible• Listen and understand• Be transparent (open)Accessibility• Build community (reach)• Be approachable (findable)• Connect with individuals (engagement)Value• Be valuable• Be “low risk”• Advocate, persuade, and enable others to do so• Be current (information flow)• Be clear• Be different• Appeal to ego and emotion
    23. 23. Opportunity/Risk MapRisk/ Opportunity Web Email Twitter Facebook Linked Phone BlogBuild RapportBuild CommunityBe Accessible/ approachableConnect w/IndividualsAppeal to EmotionsBe Transparent & OpenHave Integrity in GovernanceBuild TrustBe CredibleHave Ease of UseBe CurrentBe ClearBe UniqueBe Valuable
    24. 24. Social Media Strategy Models
    25. 25. Seven Social Media Habits of Highly Effective Marketers1. Let your connections know what you are doing2. Let your connections know on what other places and spaces you are active3. Always Tweet or otherwise communicate about everything you post or comment on4. Always use a signature on your posts and comments5. Put your social web connections in your email signature6. Have a touch point with your connections at least once a week one way or the other7. Don’t let your social media sites grow dormant . . .
    26. 26. When You’re Asking for Money, Ask Nicely Do’s: • Remember that people are people, not ‘targets.’ •Highlight the reputation and continuity of your leadership •Teach—don’t sell •Tap into passion. E.g. Ask “if you had $1 million to give away, what would you change or preserve in the world?” •Care about the donor—not just the amount he or she can donate. Don’ts: • Make a confusing sales pitch •Ask for an inappropriate amount •Make an ‘emergency’ appeal, unless it’s a true emergency •Get complacent because you have a large, ongoing donor annuity •Accept ‘no’ as a final answer.