We are here to talk about community management – what it is, why you need it, and what are some of the fundamental tenets of the discipline.
Community management is, at a fundamental level, a job for generalists who can orchestrate the right resources, skills, tone, and talent that establishes the environment in which community will take hold. Relevant and fun.
Skills, Attributes, Experience (Program management, Marketing programs, product manager). Person needs to understand people and business to do this job effectively – lots of internal relationships also helps.
No one shows up and/or there is no engagement.Examples: Constant Contact.
People are initially very enthusiastic and everyone creates groups or content – some of which is relevant but a lot of which is duplicate or random making it hard for people over time to find useful connections and content and usage drops off.Examples – Internally with Sharepoint sites. Big organizations sometimes have hundreds of Facebook/Twitter accounts because it is so easy to do.
You’ve created a place for people to vent… and they do, in volume. Turns off people who might otherwise use the environment more productivelyExample: Internal blog in a low morale culture.
Communities can attract the disenfranchised, the disgruntled, the socially awkward because they have worn out their welcome with individuals and yet, they need social interaction. These people can cause trouble of various types over time and be very persistent. If there are legitimate issues and/or others like them, they can create really big problems over time that are hard to recover from.Example: American Speech Language Hearing ex-Employee
One set of members becomes much stronger than the others and eventually takes over which creates a huge social barrier to entry for other groups.Example: 2.0 Adoption Council, OvationTV
Good model for recruiting customer advocatesPssst… and MyGetTogether stimulates product trial and story sharingLengthy registration captures deep profile infoOutreach to members when new opportunities arise to try products or host a get-together
Tied with SAP as second highest scorerFun and captivating engagement; Personalizes experiences and offers SSOOffers sub-portals for game types such as sports; Surfaces appropriate forums on game-specific pages and offers centralized, searchable hub for all forums Wish List: Featuring high performers as SMEs or guest bloggers; allowing more interaction on brand-sponsored blogs
Multiple screen engagementRitualized experiences:Common ways to engage cross-propertyIntegration across multiple social assets“Get-Glue” functionalityCheck in while watching showsLive chat with other viewers“Talk Without Pity” tab aggregates all Twitter conversations about a specific showLots of ways to customize experienceWish List: Better gamification engine
Session: The Community Manager Certificate Program Community ManagerThe Most Important Role You’ve Never Heard Of Speakers: Jim Storer – The Community Roundtable Kathy Baughman – ComBlu Kathy Baughman – ComBlu
More About Jim Jim Storer Principal and Co-founderThe Community Roundtable @jimstorer @TheCR 2
More About Kathy Kathy BaughmanPrincipal and Co-founder ComBlu @ComBlu Lumenatti.comblu.com 3
Session Agenda• Brief Overview of Certificate Program• Need for the program• What is community management• Community management best practices• Introducing the first course work• Questions and Discussion 4
The Community Management Certificate Program
Community Manager Certificate Program• Co-developed by WOMMA, The Community Roundtable and ComBlu• As brands add community to marketing mix, there’s an increase in the need for skilled and experienced community managers: – Very few people with expertise – Need to either: » Find someone who knows the business and teach them community management skills » Recruit someone who knows community but does not have product or brand expertise 6
Community Management Certificate Content Roles Member Relations Growth Engagement Measurement Content Moderation Reputation Management Off-site Integration 7
Why is the Certificate Program Important?
Community Maturity Model TM Stage 1 Stage 2 Stage 3 Stage 4 Hierarchy Emergent Community Networked CommunityStrategy Familiarize & listen Participate Build IntegrateLeadership Command & Collaborative Distributed Consensus controlCulture Reactive Contributive Emergent ActivistCommunity Defined roles & Integrated roles & None InformalManagement processes processesContent & Formal & Some UGC Community Integrated formalProgramming structured created content & user-generatedPolicies & No guidelines for Restrictive social Flexible social InclusiveGovernance UGC media policies media policies Consumer tools Consumer & self- Mix of consumer & ‘Social’ functionality isTools used by individuals service tools enterprise tools integratedMetrics & Activities & Behaviors &Measurement Anecdotal Basic activities content outcomes 9
Case Study: Community Manager Growth Company A5040 Company A = 2008, B2C, Customer Support Company B = 2009, B2B, Evangelism/Support30 Company C = 2009, B2C, Private Client Support2010 Company B Company C0 2005 2006 2007 2008 2009 2010 2011 2012 10
Case Study: Community Manager Growth Company A5040 Demand for CM expertise depends on maturity, segment, application and industry3020 Company B10 Company C0 2005 2006 2007 2008 2009 2010 2011 2012 11
Supply and Demand for Community Managers? Demand We expect demand for CM expertise will outstrip supply for the foreseeable future. Supply0 2008 2009 2010 2011 2012 2013 2014 2015 12
What is Community Management?
Community Management is the Discipline of Ensuring Productive Communities Responsibilities • Define scope, ideal outcomes and boundaries • Ensure participants receive more value than they contribute • Promote, encourage and reward productive behaviors • Discourage and limit destructive behaviors • Facilitate constructive disagreement and conflict • Advocate for the community and its members • Monitor, measure and report • Marshal internal advocates, resources and support • Manage tools and member experience 14
What is Community Management?Visible Behind the Scenes• Managing content (publishing, • Back-channeling with members to curating, tagging) encourage participation – Updates • Building relationships with key – Blog posts members – e-books/white papers – Pictures • Taking issues offline – Videos • Working with internal advocates to – Podcasts plan mutually beneficial• Managing events programming• Welcoming new members • Planning programming/campaign• Participating judiciously in calendar conversations • Collaborating internally• Reaching out to third party • Managing technology issues influencers, partners, media • Communicating value and benefits• Communicating changes to policies, of community internally tools, programming, etc. 15
What Makes a Good Community Manager?Skills Attributes• Communication • Love of people• Ability to match brand’s • Judgment personality • Tempered enthusiasm• Understanding of human • Empathy behavior/motivations • Adaptability• Relationship building • Self-awareness• Conflict resolution• Project management• Moderate technical aptitude 16
What are the Risks of Not Having Community Management?
Community: Measurable But Not DirectCommunity Manager’s Dream Scenario: More Typical Community Scenario:Positive return takes time, but growth (and Early ROI and moderate success.return) is eventually exponential.How do we get to this scenario?“Shiny Object” Scenario:Early and steady ROI suggests to leaders “we’re successful” andresources are allocated to the next shiny object. Tough to recover. Investment 18
Example: Community Management 19
Ghost Town 20 http://www.flickr.com/photos/jcolivera/2809988605/
Land of 1,000 Flowers 21 http://www.flickr.com/photos/pedjap/74410434/
Drama Central 22 http://www.flickr.com/photos/thomasfordmemoriallibrary/3467799183/
A Circling Storm 23 http://www.flickr.com/photos/gordontarpley/1481380410/
A Clique http://www.flickr.com/photos/swirlingthoughts/162016762/ 24
How are Online Communities Performing?
State of OnlineBranded Communities Third Annual Study November 2011 Sponsored by ComBlu 26
Overall Report Stats• Three more industries – Enterprise Resource Planning (ERP) is net-new – Divided insurance and healthcare into sub- industries• 14 more companies than last year• Joined 10 more communities 27
Community Pillar Breakdown75% = Advocacy20% = Feedback33% = Support Note: Many communities had multiple pillars, so sum will not equal the total number of communities. 28
Study Aha’sSurprises• No huge gains year over year in best practice adoption – Fundamental changes to study sample – Community management is a difficult skill set to find – High Performers (42 or more points) stayed flat at 33%• Content practices not as high as expected – Only two had over 90% adoption (featured content and content aggregation) – User reviews (most closely associated with VOC) dropped from 54% to 27%Good News• Engagement tools increased from 76% to 96% – Much better job of matching mission and engagement approach• Better sunsetting practices• Some brands are integrating gamification engines across multiple properties• More brands are incorporating multiple engagement pillars in community strategy 29
Missed OpportunitiesRewards and Recognition: Up to 43% from 39% last year • NBC’s FanIt/myNBC Community is a great model of an integrated rewards platform across multiple NBC communities. • EA offers a traveling navigation bar that follows members cross-properties. • Some brands, such as P&G, align rewards to purchase, requiring consumers to enter a product code. While we believe P&G could also award “community points,” this method gets to ROI of driving purchase behavior.Mobile• Not yet on the study’s best practice list; started to note use of mobile to extend community beyond desktop.• 16%, or 40 of the 251 communities, we scored offered a mobile community app. 30
Missed OpportunitiesRecommendation Engines• Automated way to configure a combination of the consumer’s buying habits, product reviews and information from others with similar purchasing patterns to recommend other products that the person may enjoy or need.• Amazon uses a recommendation engine to recommend such diverse purchases as building supplies and baby clothes. – “People who bought this forklift strap also bought this two-person lifting dolly.”Advocates• Still only 20% adoption rate 31
Brands That Get It: General Mills Good model for recruiting customer advocates • Pssst… and MyGetTogether stimulates product trial and story sharing • Lengthy registration and surveys capture deep profile infoOutreach to memberswhen new opportunitiesarise to try products orhost get-together 32
Overall Classification• Cohesive Strategy increased from 33% to 41%• Majority of brands still in Experimentation Phase• Big drop in Community Ghost Towns 33
2011 Top Performers• No brand = Highest scoring tier – Minimum score: 57 – Verizon just missed• 33% of brands in study are High Performers – All are Cohesive Strategy• Brands that fell off: – HP – Kimberly-Clark – AT&T – Activision• Three new brands on the list: – SAP (new to study) – Intel (new to study) – Xbox 34
2011 Contenders• 19 brands = Contenders – Between 42 and 49 points• JetBlue Airways and Intuit also on most improved list• Technology and gaming industries had the most High Performers (42 to 56) and Contenders, followed by Entertainment and Retail industries 35
Average Best Practice Use Overall• Community manager (CM) lost a few points since last year: – Studies show that CM increases engagement; still missed opportunity• User reviews and user- generated content (UGC) took nosedive from 54% to 27%: – One of biggest stimulants of preference• Good news, too: – Jump in content aggregation – Mission appropriate engagement – Personal dashboards 36
Best Practice Use by Top Scorers• Only seven best practices (BPs) ≤ 74% adoption rate SAP Bravo EA• Advocates adoption is higher than entire Intel sample (53% vs. 20%), still potential Verizon• Low rate (42%) of contests and campaigns may mean more meaningful interaction• Content aggregation = 95% vs. only 32% among last year’s top five. Important activity for decision journey; other content practices also had high usage: – New/featured content – Personal dashboard – Content rating/ranking – Content tagging – Content customization – Faceted search 37
Brands That Get It: EA Tied With SAP as Second Highest Scorer Overall Personalizes experience and offers SSOFun and captivating engagement (e.g.,leaderboards, avatars, videos, etc.) 38
Brands That Get It: EA Surfaces appropriateOffers sub- forums on game-portals for specific pages andgame types offers centralized,such as sports searchable hub for all forums 39
Best Practice Adoption by Pillar• 20% are Feedback communities• Important BPs for Feedback: – Polling – Rating/ranking – Forums – Leaderboards – Personal dashboard 40
Brands That Get It: Starbucks zz LeaderboardsPersonal zzdashboard zz Forums Polling zz Rating/ranking zz 41
Best Practice Adoption by Pillar• Support = 33% of communities• 46% = Advocates; big miss for support• Rewards and recognition and leaderboards both low for support• 76% = Content rating; critical for support experience 42
Brands That Get It: Verizon User Profile (top) Support Communities = Core Strategy User Profile (bottom)2 1 6 5 3 1• Detailed user profile tracks recent member activity and Kudos 2• Displays member stats and badges earned 3• 1 Rollover feature allows members to easily view other members’ profile stats 4• 2 Shows member’s friends and their availability (offline/online) 4 5• 3 Displays member’s tagged content 6• Member’s recent posts and messages are linked to the original discussion 43
Brands That Get It: Verizon Forum Sidebar (top)Forum Forum Sidebar (bottom) 1 2 3 1• Active forums with thousands of views 2 • Live Twitter stream shows Verizon support team actively responds to questions 3 • Top taggers leaderboard, top kudoed posts and recent solutions to member issues 44 44
Best Practice Adoption by Pillar75% = Advocacy communitiesSome best practices that driveaffinity showed low adoption rates: • Community manager was the lowest in this pillar at 43% • Leaderboards and rewards and recognition were also the lowest in this pillar; both practices are high return motivators and could help boost longer-term engagement • Content customization was also very low; the ability to self- curate the members’ community experience impacts time spent in the community and return visits 45
Brands That Get It: Bravo Home Page “Millionaire Matchmaker” “Top Chef Just Desserts”• Ritualized experiences: • Single login • Each show has its own page that offers • Integration – Common ways to • One gateway to every show visitors consistent engagement tools, across multiple engage cross-property on Bravo setup, rich media and navigation social assets 46
Brands That Get It: Bravo (continued) • Talk Without Pity tab aggregates all Twitter conversations about a specific show • Get-Glue functionality via Twitter – Check in while watching shows – Live chat with other viewers Multiple screen engagement 47
Percent of Communities with High, Medium, Low Activity by Industry – 2011• Telecommunications and Entertainment Industries both consistently had high activity levels• High activity in Health Insurance Industry was surprise: – Wellness education and policy support• Travel and Hospitality Industry also high 48
Social Media Integration by Industry NOTE: ERP industry new for 2011. Healthcare industry split into OTC/Pharma. 49
Overview of the Community Management Certificate Program
Key Take-Aways• Focus on business goals• Understand the target audience/member• Build value for all constituents (what’s in it for them?)• Understand the role and value of community management 51
Three Levels of CertificationCommunity Specialist Community Manager Community Strategist(entry-level position) (mid-level position) (senior community and social engagement strategist)Community Specialist module Community Manager module Community Strategist modulecovers : covers: raises the level of thought from• Contextual topics like • Operational aspects of a implementation to strategic market trends, strategy, and community with the vision. Provides process to: culture strategic vision that delivers • Evaluate existing efforts• Tactical responsibilities business results. • Establish a vision for the related to content • Builds on the future and align with development, moderation, implementation learnings multifaceted business enforcing policies, and from the Specialist Level needs measuring success. • Thought processes behind • Build the accompanying the creation of ROI business case modeling and executive • Champion the community presentation of a strategy. across business units 52
Community Specialist Curriculum Topic Presenter/AuthorMarket Context & Program Management Rachel Happe, The Community Roundtable - Presenter & Author Jam Delcambre, AT&T - Presenter Leigh Mutert, H&R Block - AuthorStrategy, Leadership, & Culture Lauren Vargas, Aetna – Presenter and Author Tonya Hornsby, P&G – AuthorTools Dawn Lacallade, Independent – Presenter & AuthorContent & Programming Cindy Meltzer, Isis Parenting – Presenter & AuthorPolicies & Governance Tamara Littleton, eModeration – Presenter Wendy Christie, eModeration & Tia Fisher, eModeration - AuthorsMetrics & Measurement Misti Crawford, CSC – Presenter & Author Elena Elena Benito-Ruiz, Ubikuos – AuthorCommunity Management Kathy Baughman, ComBlu – Presenter & Author Becky Carroll, Petra Consulting Group – Presenter 53
How to RegisterGo to: WOMMA.org Events & Education When?Certification webinars will be held: Every Tuesday and Thursday Starting January 24th – February 16th 54
Watch for More Info at: womma.org community-roundtable.com comblu.com 55
Download the Reports Download the report at: Download the report at:http://comblu.com/news/thought-leadership/the-state-of- http://community-roundtable.com/socm-2011/ online-branded-communities-2011.aspx 56
Contact InfoJim Storer Kevin LynchPrincipal & Co-Founder Principal ComBluThe Community Roundtable Twitter: @ComBlu Blog: Lumenatti.comblu.comTwitter: @jimstorer Email: email@example.comEmail: firstname.lastname@example.org Kristen Smith Executive Director WOMMA Twitter: @WOMMA Email: email@example.com