Resource Planning for Social Media Marketing - EBriks Infotech

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  • 1. Resource Planning Considerations for Social Media
  • 2. I said I would talk about • How many people should you hire and what roles should they have? • What business processes do you need to manage the program? • What are the KPIs you need to look at and how do you troubleshoot when they are off from goal? • What technologies do you need and what does it take to get them in place? • What specific metrics should you use to validate social media projects and determine future investment? 2
  • 3. That is too much to cover in detail 3
  • 4. Why do we care? 4
  • 5. Social Media Usage is Exploding • 3 out of 4 Americans use social technology* * Forrester, The Growth Of Social Technology Adoption, 2008 5
  • 6. Social Media Usage is Exploding • 3 out of 4 Americans use social technology • 2/3 of the global internet population visit social networks* * Nielsen, Global Faces & Networked Places, 2009 6
  • 7. Social Media Usage is Exploding • 3 out of 4 Americans use social technology • 2/3 of the global internet population visit social networks • Visiting social sites is ahead of personal email as the 4th most popular online activity* * Nielsen, Global Faces & Networked Places, 2009 7
  • 8. Social Media Usage is Exploding • 3 out of 4 Americans use social technology • 2/3 of the global internet population visit social networks • Visiting social sites is ahead of personal email as the 4th most popular online activity • And, it’s growing at 3X the rate of the overall Internet* * Nielsen, Global Faces & Networked Places, 2009 8
  • 9. It’s changing your customers expectations 9
  • 10. 93% OF SOCIAL MEDIA USERS BELIEVE A COMPANY SHOULD HAVE A PRESENCE IN SOCIAL MEDIA CONE, BUSINESS IN SOCIAL MEDIA STUDY, SEPTEMBER 2008 10
  • 11. 85% BELIEVE THAT A COMPANY SHOULD GO FURTHER AND ALSO INTERACT WITH ITS CUSTOMERS CONE, BUSINESS IN SOCIAL MEDIA STUDY, SEPTEMBER 2008 11
  • 12. You should know it’s not media 12
  • 13. It’s communication 13
  • 14. Every department uses communication 14
  • 15. But, I’m going to focus on marketing 15
  • 16. Specifically I’ll discuss • Staffing 16
  • 17. Specifically I’ll discuss • Staffing • Business Processes 17
  • 18. Specifically I’ll discuss • Staffing • Business Processes • Technology 18
  • 19. Specifically I’ll discuss • • • • Staffing Business Processes Technology Measurement and Decision Making 19
  • 20. Specifically I’ll discuss • • • • Staffing Business Processes Technology Measurement and Decision Making 20
  • 21. Staffing 21
  • 22. How are the top brands staffed? 22
  • 23. How are the top brands staffed? • 11 channels • 6 people Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf
  • 24. How are the top brands staffed? • 11 channels – 35 Twitter accounts • 22+ people Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf and http://www.dell.com/twitter
  • 25. How are the top brands staffed? • 10 channels – 6 yr. old community with 1.7 MM users • 35 people Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf
  • 26. How are the top brands staffed? • 9+ channels • 1,400+ people Source: http://twitter.com/TWELPFORCE/status/3451116686
  • 27. What return are they seeing? 27
  • 28. What return are they seeing? • Activity x Channels = Engagement Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf
  • 29. What return are they seeing? 1. Mavens – High activity, many channels 2. Butterflies – Low activity, many channels 3. Selectives – High activity, few channels 4. Wallflowers – Low activity, few channels Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf
  • 30. What return are they seeing? Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf
  • 31. Example Structure 31
  • 32. Example Structure 32
  • 33. Example Structure Leadership CMO/VP Director Program Director Managers Social Networking Social Indexing Blogging Monitoring Measurement Networkers Indexers Bloggers Monitors Analysts Doers 33
  • 34. Example Structure Leadership CMO/VP Director Program Director Managers Social Networking Social Indexing Blogging Monitoring Measurement Networkers Indexers Bloggers Monitors Analysts Doers Smaller programs either won’t need this layer or will have fewer in it 34
  • 35. Example Structure Leadership CMO/VP Director Program Director Managers Social Networking Social Indexing Blogging Monitoring Measurement Networkers Indexers Bloggers Monitors Analysts Doers You may need more or less people depending how many channels you’re in. 35
  • 36. Example Structure Leadership CMO/VP Director Program Director Managers Social Networking Social Indexing Blogging Monitoring Measurement Networkers Indexers Bloggers Monitors Analysts Doers Supporting roles scale with channel staff 36
  • 37. Business Processes 37
  • 38. Operational Models 38
  • 39. Operational Models Call Center Model Dedicated staff exclusively focused on social communication 39
  • 40. Operational Models Call Center Model Pros Cons • Focused staff • Can be outsourced • Highly scalable • Relationship segregation • Requires additional staff 40
  • 41. Operational Models Hub and Spoke Model Marketing Support Monitoring Team Sales Product 41
  • 42. Operational Models Hub and Spoke Model Pros Cons • Uses existing staff • Can be a distraction from key priorities • Improves the relationship customers, partners, media, • Response times can be and others with core staff slow • Staff is “plugged in” • May not be able to support volume for large brands 42
  • 43. Operational Models • It’s not necessarily about hiring new people, it’s reconsidering what they’re doing. 43
  • 44. Operational Models • It’s not necessarily about hiring new people, it’s reconsidering what they’re doing. • It’s not about eliminating conversation, it’s about generating more activity. Remember, it’s the Mavens that see financial performance gains. 44
  • 45. Common Processes 45
  • 46. Common Processes • Publishing 46
  • 47. Common Processes • Publishing • Response 47
  • 48. Common Processes • Publishing • Response • Outreach 48
  • 49. Common Processes • • • • Publishing Response Outreach Networking 49
  • 50. Common Processes • • • • • Publishing Response Outreach Networking Monitoring 50
  • 51. Common Processes • • • • • • Publishing Response Outreach Networking Monitoring Governance 51
  • 52. Example Workflow 52
  • 53. Example Workflow 53
  • 54. Technology 56
  • 55. Types of Tools 57
  • 56. Types of Tools Monitoring • • • • Aggregation Filtering/Sorting NLP Analysis 58
  • 57. Types of Tools • Collection • Processing • Visualization Measurement 59
  • 58. Types of Tools • Contacts • Context Relationship Management 60
  • 59. Types of Tools • Delegation • Supervision • Coordination Workflow 61
  • 60. Types of Tools • Editing • Storage • Delivery Publishing 62
  • 61. Example Configuration 63
  • 62. Example Configuration 64
  • 63. Measurement & Decision Making 65
  • 64. High-Level KPIs
  • 65. High-Level KPIs Mentions 67
  • 66. High-Level KPIs Mentions Traffic 68
  • 67. High-Level KPIs Mentions Traffic Conversions 69
  • 68. High-Level KPIs Mentions Traffic Conversions Leads 70
  • 69. High-Level KPIs Mentions Traffic Conversions Leads Opps 71
  • 70. High-Level KPIs Mentions Traffic Conversions Leads Opps Sales 72
  • 71. High-Level KPIs Mentions Traffic Conversions Leads Opps Sales 73
  • 72. Channel Health Indicators 74
  • 73. Channel Health Indicators 75
  • 74. Channel Health Indicators • It goes much deeper – Group behavior – Social dynamics 76
  • 75. Property Health Indicators 77
  • 76. Property Health Indicators 78
  • 77. Example Decision Making 79
  • 78. Example Decision Making • Measure which messages on which channels deliver value 80
  • 79. Example Decision Making • Measure which messages on which channels deliver value • Requires an integration between social media monitoring and analytics to close the loop 81
  • 80. Example Decision Making Mentions Traffic 82 Conversions
  • 81. Thank you! 83