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Six Essential Shifts in Social Media Strategy
 

Six Essential Shifts in Social Media Strategy

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

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 Six Essential Shifts in Social Media Strategy Presentation Transcript

    • Six Important Shifts forSocial Media StrategyDave Fleet, VP Digital, EdelmanEdelman.com
    • @davefleet
    • What’s going wrong?
    • We’ve gone from this…
    • …to this. !! <Grumble>
    • Shiny objects dominate discussion…
    • …as do shiny tactics
    • Basement punditry is prevalent
    • Fueled by a campfire mentality. Flickr: usnationalarchives
    • We’re living in a fishbowl… Flickr: Christian O. Harris
    • …while the “#Fail police” circle
    • Companies are using social like a slot machineFlickr: ragingwire
    • 1. Social business2. Objectives3. Measurement4. Integration5. Content6. Community Management
    • 1. Social Business: Step away from shiny
    • SOCIAL BUSINESSLet the bees do the buzzing Stock.schng: unaranja
    • SOCIAL BUSINESSChange the conversation • Ask “why” • GMOOT  Business objectives • Know when to step away
    • SOCIAL BUSINESSFocus on the less shiny object
    • 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
    • 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
    • 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
    • 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
    • 2. Set better objectives
    • 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
    • The Strategy Pyramid OBJECTIVES Business Objectives Social Media Goals Program Objectives Strategy Source: Dave Fleet Edelman 2012, edelmandigital.com Tactics
    • 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
    • 3. Measure against objectives
    • Measurement is a challenge for companies MEASUREMENT
    • Problems with measurement MEASUREMENT 1. Focusing on the wrong things 2. Unrealistic over true meanings 3. Made-up numbers 4. Lack of insights focus
    • Focus on the right things MEASUREMENT
    • Know what the numbers mean MEASUREMENT “Right now you may only reach 16% of your fans each week.”
    • 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/
    • 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
    • Generate and drive insights MEASUREMENT BUILDS ON EXISTING COMMUNITY EQUITY ACTIVE ACTIVE CAMPAIGN CAMPAIGN SPIKE SPIKE ABANDONMENT VALLEY MANAGED COMMUNITY CONSUMER CONVERSATIONS
    • 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
    • We can’t measure in isolation MEASUREMENT Flickr: deartistzwei
    • 4. Integrate and bust silos
    • There’s a tug-of-war over social media INTEGRATION Flickr: JoePhilipson
    • 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
    • Transmedia storytelling CONTENT
    • Four approaches to integration INTEGRATION 1.Tactical execution 2.Reporting structures 3.Governance 4.Organizational models
    • Integrate at the tactical level INTEGRATION 1.Co-opt others 2.Pay it forward 3.Think long-term 4.Work broadly
    • Integrate through reporting structures INTEGRATION 44
    • 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
    • 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
    • 5. Create better content
    • Don’t just feed the beast CONTENT
    • Consider: CONTENT Objectives Source Execution
    • Consider your content objectives CONTENT
    • Stay interesting by curating CONTENT Source: Timo Elliott
    • Curation Cycle CONTENT Identify Frame Collaborate
    • Executing your content plan CONTENT 1. Volume 2. Mix 3. Format
    • Content volume CONTENT
    • Content mix CONTENT
    • Content format CONTENT Animation VideoWebinar White Paper How-to Audio eBook Chart FAQ Photo Podcast Tip sheet Presentation Interview Infographic Cover photo Case Study
    • The 5 C’s of community CONTENT
    • 6. Engage like a human
    • 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.
    • 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.
    • Even big companies get it wrong COMMUNITY
    • Balance humanizing brands, with process 1.Embrace the 99% 2.Establish processes to reduce risk
    • Choir-preaching brands miss the bigger opportunity COMMUNITY Critic Neutral Advocate Sentiment
    • Engagement Framework COMMUNITY Source: David Armano, Edelman 2011, edelmandigital.com
    • 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
    • Thank you Dave Fleet, VP Digital, Edelman Dave.Fleet [at] edelman.com | Edelman.comEdelman.com