There are so many things you can accomplish beyond the most common support and marketing efforts. Be sure to think through exactly what the business wants to accomplish as well as the mechanisms before creating a strategy.
BIG shiny object! Don’t start your community from – I want what they have! Examples: I want a blog. Why? Because the competitor has one.
It is critical to begin any community with a strong foundation of business need. It will ensure that the value you receive from the community meets the expectations and needs. In addition, there are several driving questions you need to cover before you plan how to execute. Example of getting product feedback: Can use forums, blog with comments, wiki, ideas page, etc.
Discuss the SM strategy for a challenging demographic like the Scooter Store.
If you are a brand, do you have a SM Crisis plan?
Southwest did an amazing job with their recent incident. First the “firefighting” post on twitter, then directing people to the blog for a coordinated response. Response was factual and direct (not marketing fluff). Followed up with how they are going to fix it and then demonstrating that they have fixed it. FANTASTIC work.
Explain the use in evaluating an in line business problem. Don’t pick the tool you have, do the work and find the one that works the best.
Example of off center balance- Drive for new community users in adjacent segment. Results in more posts (including repetition) of “simple” questions and irritates the consistent users.
Biggest failure points.
FEI Community Strategy with Comments
Creating a Business Driven Social Media Strategy<br />Dawn Lacallade<br />Senior Consultant, ComBlu<br />
Let’s start with the basics. <br />What is community?<br />
What is Community?<br />An online vehicle for ongoing and mutually valuable engagement between a brand and its stakeholders.<br />What tools are we including here?<br /><ul><li>Ideas
Types of Research and Insights<br />Customer Insights (market research)- adoption, loyalty, branding, & competitive knowledge<br />Product research (in product integration)<br />Innovation (problem solving and future state)<br />
Product Management<br />Industrial Research & Trends<br />Generate Ideas<br />Prioritize<br />Input to Refine<br />WOM Mktg<br />Input: Better Requirements<br />Strategic Direction<br />Campaign Feedback<br />Process Feedback<br />Co-development<br />Beta Testing- less bugs<br />
What can you do?<br />How much are you willing to spend?<br />How many people do you have to work these properties?<br />How much business risk/transparency are you comfortable with?<br />How comfortable are your customers in the online space?<br />How high is the existing participation in your online community?<br />
The Model<br />Map Metrics to Business Needs<br />
Metrics ROI <br />Metrics MUST be in the business terms the company is used to hearing!<br />Examples: Contacts reduced and download assists<br />Clearly outline the costs and risks<br />Costs for setup: platform, design work, data migration, seed content, high initial participation from the company, data setup, PR costs, etc.<br />Ongoing costs: direct headcount, time spent by others within company, dev for improvements & updates, costs to take action (act on ideas), contests, events, etc.<br />Risks: low participation, negative responses, ideas that are not plausible, continuing costs, etc.<br />Considerations <br />ROI is a fluid concept- don’t get too locked in your measures. As new needs and tools are added, be sure to track them as well.<br />Community measures can fluctuate dramatically especially in a new community. Set goals over a month or longer period of time.<br />- Slide 20 -<br />
Reuse the Model <br />When a new business need arises- reuse the model to evaluate the best tool.<br />Once you have found success (and proven it with measures) with one tool, add more (slowly).<br />
Value to the Community Members<br />Save Time and Money<br />Answer questions<br />How to instructions<br />Content exchange<br />Being Heard<br />Product feedback- ideas, implemented ideas, % of features <br />Direct access to product teams<br />Education<br />From company or peers<br />Recognition<br />From the company, peers or the public.<br />