• Like
  • Save
SEWF Strategies for Social Media
Upcoming SlideShare
Loading in...5
×
 

SEWF Strategies for Social Media

on

  • 885 views

Palestra sobre estrategias de uso de social media efetuada no Social Enterprise World Forum.

Palestra sobre estrategias de uso de social media efetuada no Social Enterprise World Forum.

Statistics

Views

Total Views
885
Views on SlideShare
885
Embed Views
0

Actions

Likes
3
Downloads
17
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    SEWF Strategies for Social Media SEWF Strategies for Social Media Presentation Transcript

    • Cezar Taurion, Technical Evangelist Strategies for Social Media Creating a social networking vision for your social enterprise https://w3-03.ibm.com/marketing/mi/mihome.nsf/pages/Social+Insights October 18, 2012 © 2010 IBM Corporation
    • © 2010 IBM Corporation
    • As coisas acontecem muito rapido no mundo cada vez maishiperconectado © 2010 IBM Corporation
    • © 2010 IBM Corporation
    • © 2010 IBM Corporation
    • © 2010 IBM Corporation
    • © 2010 IBM Corporation
    • © 2010 IBM Corporation
    • Quem é esta geração digital? Usam tecnologias digitais no seu dia a dia e esperam usá-las no trabalho. São early adopters por natureza. Entram no mundo online cada vez mais cedo... usam a Internet como laboratório social, para testar limites do relacionamento. Vivem em ritmo cada vez mais acelerado e são multitarefas (usam celular, MP3, PC...tudo ao mesmo tempo!) © 2010 IBM Corporation
    • 10 © 2010 IBM Corporation
    • © 2010 IBM Corporation
    • Uma nova família A NOVA CASA O NOVO PAI A NOVA MÃE O NOVO FILHO © 2010 IBM Corporation
    • Um novo ambiente de trabalho A NOVA ORGANIZAÇÃO O NOVO CHEFE O NOVO ESCRITÓRIO A GLOBALIZAÇÃO © 2010 IBM Corporation
    • TUDO EM TEMPO REALTECNOLOGIAPERVASIVA ECOMPUTAÇÃOSOCIAL A SOCIEDADE CONECTADAUMA NOVO UMA NOVAAMBIENTE DE GERAÇÃOTRABALHO © 2010 IBM Corporation
    • A Social Network Has Three Requisite Elements That, WhenCombined, Deliver Network Value And Can Help Drive BusinessResults friend friend 3 Elements of Network Value 1. Contributions friend friend friend 2. Volume of Interaction me 3. Number of Participants friend friend friend Successful social media strategies drive these three elements 15 © 2012 IBM Corporation
    • In Every Social Network, There Are Participants That Have TheAbility To Influence Decision Makers New product announced.Social strategy $$$ kicks in $$$ Joe = Influential Blogger $$$ Jane = Influential $$$ Blogger © 2012 IBM Corporation
    • Challenge: How To Leverage Social Media Within The OverallMarketing Plan The Traditional Four The Social Media Landscape P’s of Marketing VIDEO SHARING MICROBLOGS WIKIS SOCIAL NETWORKS (where publicly available) SOCIAL MEDIA NEWS PHOTO SHARING AGGREGATORS17 © 2009 IBM Corporation
    • The social media marketing cycle, represents a continuous cycle. 1 2 Perform Understand Listening Competitive Research Position 10 3 Measure and Hold Action Plan Harvest Framework Insights Workshop 9 Empower Your 4 Advocates Link to Overall Marketing Strategy 8 Maximize 5 Content Develop Social Distribution Media Marketing Plan 7 6 Engage In The Develop Social Conversations Media Content18 © 2009 IBM Corporation
    • 1. Perform Listening ResearchListening tools allow you to understand What is currently being said (or not being said) about your brand in the social media. Who is talking about your brand. – Customers – Industry Influencers – Partners / Developers – Students Where those conversations are taking place. The tone and impact of those conversation 19 © 2012 IBM Corporation
    • 2. Understand Competitive Position A competitive assessment can uncover social capabilities and best of breed techniques your competition is using, but you aren’t • Understand how, where, and why the competitor is using the social media. • Inventory and assess a competitor’s social capabilities on their .com site and on the major social platforms • Perform an internal assessment to understand our strengths and weaknesses versus our competition. • Develop recommendations on how we can improve our competitive positioning. 20 © 2012 IBM Corporation
    • The Action Plan Framework provides an execution roadmap LISTEN UNDER- 1. People/Ecosystems: Who & Where Are They? STAND ENGAGE 2. Story Involvement: Are We Part of the PLAN Conversation? 3. Story Themes/Topics: Most Popular 4. Story Management: Are our key themes present in discussions and resonating with the marketplace? 5. Tactical Considerations Sections of the Recommendations & Goals report Assess/Benchmark Define Goal Actions/Program Evaluate CommunicationsMost 44% of discussion around xxxx Raise % of our Through blog posts and.com sites, help define Changediscussion and related topics is unbranded. branded links that viewpoint to why/how we developed our Fromis XX accounts for 15% of conversations offerings, as a reflection of our forward thinking Benchmarkunbranded; conversation, we and XX each to 15% of the view. We can also move the needle here with anWe ranks account for approx. 8%. The conversations active blogging and twitter strategy. And thatthird among rest of the conversation is includes having monitor discussions going onbrands divided amongst a highly p le other blogs, tweets, and discussion forumsdiscussed divergent array of brands E xam21 © 2012 IBM Corporation
    • The Action Plan Framework provides an execution roadmap LISTEN UNDER- 1. People/Ecosystems: Who & Where Are They? STAND ENGAGE 2. Story Involvement: Are We Part of the PLAN Conversation? 3. Story Themes/Topics: Most Popular 4. Story Management: Are our key themes present in discussions and resonating with the marketplace? 5. Tactical Considerations Sections of the Recommendations & Goals report Assess/Benchmark Define Goal Action/Plan Evaluate Communications Our mentions •Our mentions tend to focus around their virtualization and •By end of 2Q, double •Execute on activities recommended account for data management solutions; our conversation focuses on our share of the above (blog, tweet, comment on 8% of the risk management from an IT standpoint. security conversation influencer blogs, etc.) Establish overall •XX is the most discussed brand in the security conversation, to 10%, & move our cadence of social activities. conversation, with a 5.5% share of that conversation (75% unbranded). brand from 3rd to 2nd in Change •Leverage existing our secruity- From ranking third •XX is mostly discussed on blogs by tech bloggers, brand rating. related social initiatives. Benchmark among the pundits/analysts, XX employees, consumers and IT •Hold our position as brands (#1: professionals p le the most widely XX, #2: YY) E xam discussed brand by these audiences22 © 2012 IBM Corporation
    • 4. A Critical Step Involves Linking The Social Media Plan To TheOverall Marketing Strategy Critical Marketing Linkages • Marketing Manager Assigned • Set Desired SEO Keywords • Key Stories , Themes and Messages • Planned Campaigns, Events and Product Launches 1 2 Perform Understand Listening Competitive Research Position 10 3 Measure and Hold Action Plan Harvest Framework Insights Workshop 9 Empower Your 4 Link to Overall Advocates Marketing Strategy 8 Maximize Content 5 Develop Social Distribution Media Marketing Plan 7 Engage In 6 Develop The Social Media Conversations Content 23 © 2012 IBM Corporation
    • 4. Link Social Strategy to Overall Marketing StrategyCritical Marketing Linkages• Marketing Manager Assigned• Set Desired Tag / SEO Keywords Some Example Objectives Of A• Key Stories , Themes and Messages Social Strategy• Planned Campaigns, Events and Product Launches • Listen and Learn • Build Relationships Understand what you want to accomplish. • Improve Brand Reputation • Content Generation Support or link to goals in your overall • Search Engine Optimization marketing strategy. • Customer / Partner Support Gain support from all levels of the • Idea Generation organization. • Promoting Action • Drive to Website The Social Strategy objectives should be “SMART” (specific, measurable, attainable, realistic, and time-based). 24 © 2012 IBM Corporation
    • 5. Step 5: Develop, Launch and Manage The Plan. 1 2 Perform Understand Listening Competitive Research Position 10 3 Measure and Hold Action Plan Harvest Framework Insights Workshop 9 Empower Your 4 Link to Overall Advocates Marketing Strategy 8 Maximize Content 5 Develop Social Distribution Media Marketing Plan 7 Engage In 6 Develop The Social Media Conversations Content Offering / Marketing Mgr. • Hosts Action Plan Framework Workshop • Determines SM objectives and documents SM marketing plan • Develops, launches, and manages SM plan through entire next cycle25 © 2012 IBM Corporation
    • 6. Develop A Content Inventory and Distribution Plan Developing a SM Content and Channel Distribution Plan • What content do we have? What do we need to develop? • What channels and social platforms will we use?26 © 2009 IBM Corporation
    • Determine Social Media Tools and ChannelsTool / Channel Purpose and StrategyMonitoring Tool Listening to existing conversations. Understanding influencers.Measurement Tool Analytics, dashboard, benchmark measurements, Detailed thought leadership content, case studies, links to allCorporate Website Social channels. Collaboration space, customer care, forums, influencer programs,Community site idea generationCorporate Blogs Thought leadership, depth, engagement, linking & guest postsEmployee SME Blogs/Microblogs Thought leadership, depth, engagement, linkingInfluencer & Analyst Blogs/Twitter Engage, Influence, Develop brand advocatesTwitter Headlines, engage, sales, solve service issues, competitor insightFacebook Social, friendly, recruiting, link to community and blog, videoLinkedIn Groups, engagement, networking, recruitingYouTube Videos, interviews, case studies, brand awarenessSlideShare Content sharing, thought leadership27 © 2009 IBM Corporation
    • Social Media usage history Spring 2012 Social Media User Statistics 4 LinkedIn 150M in Spring 2012; 175M users August 2012 3 http://www.searchenginejournal.com/the-growth-of-social-media-an-infographic/32788/ 4 http://blog.tweetsmarter.com/social-media/spring-2012-social-media-user-statistics/ © 2009 IBM Corporation28
    • Social Platforms © 2009 IBM Corporation
    • Steps 7-9: The Plan Gets Implemented and We Monitor The Social Media Conversations in Real-Time. 1 2 Perform Understand Listening Competitive Research Position 10 3 Measure and Hold Action Plan Harvest Framework Insights Workshop 9 Empower Your 4 Link to Overall Advocates Marketing Strategy 8 MaximizeMonitor Content 5 Develop SocialSocial Media Distribution Media Marketing PlanUse Real TimeDashboard 7 Engage In 6 DevelopTools The Social Media Conversations Content 30 © 2012 IBM Corporation
    • 7. Engage In Conversations Social media platforms help facilitate conversations between individuals, not companies. This step is all about building relationships with target audiences. People want to have conversations with company representatives who are… • Experts in their area, • Passionate about their work ,and • Empowered to act on the feedback they receive from the community.. 31 © 2012 IBM Corporation
    • 8. Maximize Content DistributionBased upon your objectives and target audience, there are different social mediaspaces in which we recommend they participate. Key Objectives – Drive content across networks – Achieve optimal exposure – Strive for consistent social experience. – Increase participation32 © 2012 IBM Corporation
    • 9. Empower Your Advocates Advocates are trusted members (non-employees) of the online communities who can help you achieve your social objectives. Why develop advocates? How to create advocates? – Build brand loyalists. – Engagement (conversation) – Empower them to positively – Transparency (visibility) influence others – Authenticity (honesty, straightforward behavior) 33 © 2012 IBM Corporation
    • 10. Measure and Harvest Insights For Management Review andFor Input Into The Research Plan For The Next Cycle. Review Cycle 1 2 Perform Understand Listening Competitive Research Position 10 3 Measure and Hold Action Plan Harvest Framework Insights Workshop 9 Empower Your 4 Link to Overall Advocates Marketing Strategy 8 Maximize Content 5 Develop Social Distribution Media Marketing Plan 7 Engage In 6 Develop The Social Media Conversations Content34 © 2012 IBM Corporation
    • 10. Measure and Harvest Insights This is perhaps the most important, but also the most challenging step in the seven step social media marketing process Why understand the impact? – Measure progress. – Quantify return on investment – Benchmark against future efforts. 35 © 2012 IBM Corporation
    • NA ERA DIGITAL,TODOS NÓS SOMOS PRODUTORES DE CONTEÚDO © 2012 IBM Corporation
    • O CONHECIMENTO E A CAPACIDADE DE INOVAÇÃO DENTRO DAS EMPRESASUM TESOURO ENTERRADO © 2012 IBM Corporation
    • MÍDIAS SOCIAIS NAS EMPRESAS UMA JORNADA © 2012 IBM Corporation
    • A MAIOR BARREIRA PARA INTRODUÇÃO DAS MÍDIAS SOCIAIS SÃO OS LÍDERES DAS EMPRESAS • REPUTAÇÃO DA EMPRESA • SEGURANÇA DAS INFORMAÇÕES • PRODUTIVIDADE“Social Media: Embracing the Opportunities, Averting the Risks” – EUA - Russel Herder e Ethos Business Law - 438 entrevistasonline realizadas em julho/2009 com executivos de empresas dos EUA © 2012 IBM Corporation
    • 64% DOS CEOS DAS MAIORES EMPRESAS DO MUNDO NÃO ESTÃO PRESENTES NAS MÍDIAS SOCIAIS APENAS 12% DOS CEOS TÊM PERFIL NO TWITTER OU FACEBOOKSocializing your CEO: from (un)social to social - Weber Shandwick – pesquisas com os CEOs das 50 maiores empresas domundo © 2012 IBM Corporation
    • MAIS DE 50% DAS EMPRESASBLOQUEIAM O ACESSO DESEUS FUNCIONÁRIOS ÀSMÍDIAS SOCIAIS © 2012 IBM Corporation
    • A MAIORIA DAS EMPRESAS AINDA TRATA AS MÍDIAS SOCIAIS COMO UM PROBLEMA E RISCO•24% DAS EMPRESAS APLICARAM ALGUMA AÇÃO DISCIPLINAR EMFUNCIONÁRIOS QUE VIOLARAM AS POLÍTICAS DE USO DE BLOGS•11% REPORTARAM QUE DEMITIRAM FUNCIONÁRIOS POR TALVIOLAÇÃOProofpoint - Outbound Email and Data Loss Prevention in Today’s Enterprise 2010 - 261 empresas entrevistadas com maisde 1 mil empregados. © 2012 IBM Corporation
    • OS FUNCIONÁRIOS QUE USAM MÍDIAS SOCIAIS NO TRABALHO SÃO 9% MAIS PRODUTIVOS QUE AQUELES QUE NÃO USAMFonte: Estudo da Universidade de Melbourne 2009 © 2012 IBM Corporation
    • REDES SOCIAIS NAS EMPRESAS: UM PROCESSO EVOLUTIVO INFORMAÇÃO E MARKETINGENGAJAMENTO DOS FUNCIONÁRIOS ATENDIMENTO AOS CLIENTESDESENVOLVIMENTO DA FORÇA DE RELACIONAMENTO TRABALHO COM O MERCADO INOVAÇÃO COLABORATIVA © 2012 IBM Corporation
    • REDES SOCIAIS NAS EMPRESAS: UM PROCESSO EVOLUTIVOAMBIENTE AMBIENTE AMBIENTEFECHADO CONTROLADO LIVREINFORMAÇÃO COLABORAÇÃO HIERARQUIA COMUNIDADES © 2012 IBM Corporation
    • UM AMBIENTE COLABORATIVOATRAVÉS DAS FERRAMENTAS DEMÍDIAS SOCIAIS...POTENCIALIZA AS COMUNIDADESCRIA NOVOS RELACIONAMENTOSCRIA ILHAS DE COMPETÊNCIADESCOBRE TALENTOS E EXPERTSIDENTIFICA OS INFLUENCIADORES © 2012 IBM Corporation
    • Futuro se torna passado rapidamente! © 2012 IBM Corporation
    • Cezar Taurion ctaurion@br.ibm.com www.ibm.com/developerworks/blogs/page/ctaurion @ctaurion Facebook, Linkedin, BranchOut Obrigado pela Atenção, 2012 © 2012 IBM Corporation