Six Essential Shifts in Social Media Strategy

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Presentation by Dave Fleet at BlogWorld & New Media Expo New York 2012.

We’ve reached a critical point in the evolution of social media as a business tool. Gone are the days when the GMOOT (Get Me One Of Those) approach will get you anywhere – simply having a Twitter account, or a Facebook Page, isn’t enough. We’re at the point of social media saturation, and something’s got to give.

This presentation examines six essential shifts that companies need to make in their approach to social media, from a shift towards social business, to better content planning, to improved measurement and more.

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Six Essential Shifts in Social Media Strategy

  1. 1. Six Important Shifts forSocial Media StrategyDave Fleet, VP Digital, EdelmanEdelman.com
  2. 2. @davefleet
  3. 3. What’s going wrong?
  4. 4. We’ve gone from this…
  5. 5. …to this. !! <Grumble>
  6. 6. Shiny objects dominate discussion…
  7. 7. …as do shiny tactics
  8. 8. Basement punditry is prevalent
  9. 9. Fueled by a campfire mentality. Flickr: usnationalarchives
  10. 10. We’re living in a fishbowl… Flickr: Christian O. Harris
  11. 11. …while the “#Fail police” circle
  12. 12. Companies are using social like a slot machineFlickr: ragingwire
  13. 13. 1. Social business2. Objectives3. Measurement4. Integration5. Content6. Community Management
  14. 14. 1. Social Business: Step away from shiny
  15. 15. SOCIAL BUSINESSLet the bees do the buzzing Stock.schng: unaranja
  16. 16. SOCIAL BUSINESSChange the conversation • Ask “why” • GMOOT  Business objectives • Know when to step away
  17. 17. SOCIAL BUSINESSFocus on the less shiny object
  18. 18. SOCIAL BUSINESSThe social brand is only half the puzzle Programs Community Management Marketing Customer Service Communications Events Campaigns Advocacy Crisis SOCIAL BRAND (External) Source: Edelman 2011, edelmandigital.com
  19. 19. SOCIAL BUSINESSSocial business enables the social brand Programs Community Management Marketing Customer Service Communications Events Campaigns Advocacy Crisis SOCIAL BRAND SOCIAL BUSINESS (External) (Internal) Training Process Collaboration Organization Models Research & Development Source: Edelman 2011, edelmandigital.com Policies & Guidelines Knowledge Sharing Culture Infrastructure
  20. 20. SOCIAL BUSINESSThe social company integrates both Programs Community Management Marketing Customer Service Communications Events Campaigns Advocacy Crisis SOCIAL BRAND MEASURABLE OUTCOMES SOCIAL BUSINESS (External) (Internal) Training Process Collaboration Organization Models Research & Development Source: Edelman 2011, edelmandigital.com Policies & Guidelines Knowledge Sharing Culture Infrastructure
  21. 21. SOCIAL BUSINESS From social tactics to social businessI • Steering Committee Identified • Social Enterprise Architecture • Partners Coordinated & Connected • Systems Integrated on Back EndN • Governance models in place Constructed To Internal Lead • Employees, Partners, &T • Internal network deployed • Rules Of Engagement Circulated • Social CMS Tools & Internal Staffing Customers ConnectedE • Listening tools & process in place • Early Adopter Training Initiated Formalized • Culture of Organization MoreR • KPI/Measurement Framework • Monitoring/Analytics inform policy, • Regional Additions to Steering Adaptable Established process and content CommitteeN • People, Processes & Platform • Policy established • Community Management Plan • Training Rolled Out In Across Maturity Well EstablishedA Activated Entire OrganizationL • Center of Excellence Identified CRAWL WALK RUN FLY POLICY, PROCESS, PROCEDURE PROPERTY MANAGEMENT ECOSYSTEM ENGAGEMENT SOCIAL INNOVATION &E INTEGRATIONX • Public Facing Moderation Policy • Social properties enhanced • Influencer Partnerships formedT • Community Coordination • Voice and tone established • Platform Partnerships solidified • Ambassador Programs operatingE globally • Content Development • Influencers identified • Engagement at scale establishedR • Employees engaged systematically • Controlled Paid Media in Social • Test & learn pilots launched • Coordination Exists BetweenN Social, Owned, Mainstream & • Systems integrated on front end • Content Published AcrossA Multiple Properties Hybrid Properties • All business function integrate Source: • Measurement, KPI’s Formalized & social layerL Edelman 2011, edelmandigital.com Standardized Across Organization • Product /service innovations result AD HOC SOCIAL MEDIA TACTICS THE BUSINESS ITSELF IS SOCIAL
  22. 22. 2. Set better objectives
  23. 23. Stop setting the wrong objectives OBJECTIVES Specific Measurable Dumb Achievable Relevant Time-bound Increase awareness of the benefits of a Gain 100,000 followers specific attribute among female New Yorkers aged 25-34 by 20% from June to September
  24. 24. The Strategy Pyramid OBJECTIVES Business Objectives Social Media Goals Program Objectives Strategy Source: Dave Fleet Edelman 2012, edelmandigital.com Tactics
  25. 25. Setting better objectives 1.Tie back to business objectives 2.Consider the context 3.Stay above the “how” and “what” 4.Ensure objectives are measurable
  26. 26. 3. Measure against objectives
  27. 27. Measurement is a challenge for companies MEASUREMENT
  28. 28. Problems with measurement MEASUREMENT 1. Focusing on the wrong things 2. Unrealistic over true meanings 3. Made-up numbers 4. Lack of insights focus
  29. 29. Focus on the right things MEASUREMENT
  30. 30. Know what the numbers mean MEASUREMENT “Right now you may only reach 16% of your fans each week.”
  31. 31. Declare war on made-up metrics MEASUREMENT “…multipliers are “silly” and should never be applied unless proven to exist in a specific case.” Barcelona Declaration of Research Principles, 2010 http://www.instituteforpr.org/2010/06/the-barcelona-declaration-of-research-principles/
  32. 32. Generate and drive insights MEASUREMENT Business Objectives Measurable Insight-fueled Results Course correction objectives plans measurement Strategy Planning Execution Assessment Source: Dave Fleet Edelman 2012, edelmandigital.com
  33. 33. Generate and drive insights MEASUREMENT BUILDS ON EXISTING COMMUNITY EQUITY ACTIVE ACTIVE CAMPAIGN CAMPAIGN SPIKE SPIKE ABANDONMENT VALLEY MANAGED COMMUNITY CONSUMER CONVERSATIONS
  34. 34. Generate and drive insights MEASUREMENT Business Objectives Measurable Insight-fueled Results Course correction objectives plans measurement Strategy Planning Execution Assessment Source: Dave Fleet Edelman 2012, edelmandigital.com
  35. 35. We can’t measure in isolation MEASUREMENT Flickr: deartistzwei
  36. 36. 4. Integrate and bust silos
  37. 37. There’s a tug-of-war over social media INTEGRATION Flickr: JoePhilipson
  38. 38. Silos persist, but everyone wants social INTEGRATIONmarketing public human customer product relations resources service development“To stand out in a commoditized market, companies must understand whatcustomers truly value. The only way to do that is to break down the traditional,often entrenched, silos and unite resources to focus directly on customer needs."~Ranjay Gulati, Harvard Business Review
  39. 39. Transmedia storytelling CONTENT
  40. 40. Four approaches to integration INTEGRATION 1.Tactical execution 2.Reporting structures 3.Governance 4.Organizational models
  41. 41. Integrate at the tactical level INTEGRATION 1.Co-opt others 2.Pay it forward 3.Think long-term 4.Work broadly
  42. 42. Integrate through reporting structures INTEGRATION 44
  43. 43. Integrate through governance INTEGRATION INTEGRATION B GLOBAL DIGITAL SOCIAL P B = BRANDS, P = PARTNERS, O = OPERATIONS SERVICES MEDIA COMMITTEE O AGENCY PARTNERS SOCIAL YES L WHICH BRAND PILOT RESULTS MEDIA BRAND TEAM BRAND? X PROGRAM REPORTED COMMITTEE NO M Source: Edelman 2011, edelmandigital.com L = LAUNCH TECHNOLOGY M = MEASURE PARTNERS PLANNING STRATEGY IMPLEMENTATION
  44. 44. Integrate through organization models INTEGRATION T T T BT S D BT BT S D BRAND S D STRATEGY BRAND OR BU BRAND T Source: Edelman 2011, edelmandigital.com OR BU OR BU T BT BRAND BRAND S D BT OR BU OR BU S D PLANNING & T BRAND COE BRAND INTEGRATION T OR BU OR BU BT BT S D S D BRAND BRAND OR BU OR BU T TKEY BRAND BRAND BT OR BU OR BU IMPLEMENTATIONBT: BRAND OR BUSINESS UNIT TEAMS BT S D S DT: TRADITIONAL T TD: DIGITALS: SOCIAL BT BT S D S D 46
  45. 45. 5. Create better content
  46. 46. Don’t just feed the beast CONTENT
  47. 47. Consider: CONTENT Objectives Source Execution
  48. 48. Consider your content objectives CONTENT
  49. 49. Stay interesting by curating CONTENT Source: Timo Elliott
  50. 50. Curation Cycle CONTENT Identify Frame Collaborate
  51. 51. Executing your content plan CONTENT 1. Volume 2. Mix 3. Format
  52. 52. Content volume CONTENT
  53. 53. Content mix CONTENT
  54. 54. Content format CONTENT Animation VideoWebinar White Paper How-to Audio eBook Chart FAQ Photo Podcast Tip sheet Presentation Interview Infographic Cover photo Case Study
  55. 55. The 5 C’s of community CONTENT
  56. 56. 6. Engage like a human
  57. 57. Embassies are your home away from home COMMUNITY Embassies are an established presence where interactions, conversations and participation are facilitated by one or more Ambassadors of the brand or organization who manages them.
  58. 58. Other peoples’ outposts need envoys COMMUNITYEnvoys are employees,agents or members ofthe public who arewillingly dispatched to“outposts”—properties that are notowned or controlledby the business, brandor organization.
  59. 59. Even big companies get it wrong COMMUNITY
  60. 60. Balance humanizing brands, with process 1.Embrace the 99% 2.Establish processes to reduce risk
  61. 61. Choir-preaching brands miss the bigger opportunity COMMUNITY Critic Neutral Advocate Sentiment
  62. 62. Engagement Framework COMMUNITY Source: David Armano, Edelman 2011, edelmandigital.com
  63. 63. In summary... 1. Step away from the shiny object 2. Set better objectives 3. Measure against those objectives 4. Integrate and bust open silos 5. Plan and create better content 6. Engage like a human
  64. 64. Thank you Dave Fleet, VP Digital, Edelman Dave.Fleet [at] edelman.com | Edelman.comEdelman.com

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