Vc 2 Oct09


Published on

  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • MarketInfluence study defines a stakeholder of a topic as “an entity (individual or organisation) who is sufficiently (1) referenced in the context of the topic (2)”. This MarketInfluence study uses a recognised methodology often referred to as “citation analysis”. (3)   Notes: (1) Based on statistical significance and/or practical experience (2) Most stakeholders will participate in the debate about the issue but having spoken about the topic is not a requirement to be considered a stakeholder of the issue. If stakeholders of sufficient importance or stakeholders of in sufficient numbers references someone in the context of the topic, they may be considered a stakeholder. (3) This methodology has been used for more than 3 decades to measure the influence of academic journals and is also used by The Times Educational Supplement (TES) to produ ce lists of the most influential universities in the world.
  • (“betweenness”) – consider as listening posts
  • Jan 2009 971 mentions of “Open University” vs average 227 for other learning brands monitored. Positive sentiment score List of sites which produced the most comments
  • Jan 2009 971 mentions of “Open University” vs average 227 for other learning brands monitored. Positive sentiment score List of sites which produced the most comments
  • Vc 2 Oct09

    1. 1. 2 October 2009 How Communications is embracing cultural and consumer shifts
    2. 2. We aim to communicate the purpose of the OU; and through our practice shape, influence and manage the OU’s reputation and identity.
    3. 3. <ul><li>This story is about </li></ul><ul><li>Understanding the audience </li></ul><ul><li>Being active in their spaces (informal and formal). </li></ul><ul><li>With activities that support our mission, and our communities. </li></ul><ul><li>Measuring the effect. </li></ul><ul><li>In order to change future direction. </li></ul><ul><li>Based on a deep understanding of our purpose, and our product range. </li></ul>
    4. 4. <ul><li>This story is going to set a proposition. </li></ul><ul><li>And then illustrate it by practice. </li></ul><ul><li>In 2010 we may talk about stakeholder influence and sentiment mining. </li></ul><ul><li>That is, who is talking about us, and what are they saying? </li></ul><ul><li>(and in this we go from our traditional media, and channels, but more explicitly the new opportunities afforded by online) </li></ul>
    5. 5. <ul><li>The proposition </li></ul>
    6. 6. “ A powerful global conversation has begun. Through the Internet, people are discovering and inventing new ways to share relevant knowledge with blinding speed. As a direct result, markets are getting smarter—and getting smarter faster than most companies.” The Cluetrain Manifesto (1999)
    7. 7. “ RIGHT NOW, your customers are writing about your products on blogs and recutting your commercials on YouTube. They are defining you on Wikipedia and ganging up on you on social networking sites like Facebook.” Groundswell
    8. 8. What it means to our customers “ (More) people <like me>” “ I can talk to them when, where and how I want.” “ I don’t need to listen to your corporate voice, I have a million other people who’ve <lived you> to tell me the real deal.” “ The crowd will average it out for me.” “ Then I’ll decide.”
    9. 9. Web 2.0 changes the relationship Web 2.0 and content created by the community extends the boundaries of <our> world. Yahoo!Answers complements <our> FAQs. Links in, digg and other sites add reputation points. YouTube, Facebook and SecondLife extend the campus. User-generated content adds authority to ‘official messages’ and channels.
    10. 10. We (used to) seek rationality in linear models
    11. 11. But the customer journey is complex
    12. 12. Why it matters
    13. 13. <ul><li>It’s a conversation </li></ul>
    14. 14. <ul><li>The conversation is not </li></ul><ul><ul><li>organised, controlled, always on message </li></ul></ul><ul><li>The conversation is </li></ul><ul><ul><li>open, vibrant, compelling and full of insight... </li></ul></ul><ul><ul><li> ... if we choose to join </li></ul></ul>Nature of social media
    15. 15. Joining the conversation
    16. 16. <ul><li>Map/understand our networks </li></ul><ul><ul><li>Who and where are our major stakeholders? </li></ul></ul><ul><li>Listen to our networks </li></ul><ul><ul><li>What are they talking about? </li></ul></ul>Finding the people and conversations that matter
    17. 17. Stakeholder Influencer Analysis Topic: Distance Learning Scope: UK Dates: Dec 08 – Jan 09
    18. 18. Evaluating Influencers <ul><li>Top influencers </li></ul><ul><ul><li>most authoritative (“influence”) </li></ul></ul><ul><ul><li>most linked in the context (“popularity”) </li></ul></ul><ul><ul><li>most central to the network (“betweenness”) </li></ul></ul><ul><li>Connectors </li></ul><ul><ul><li>is most significant in linking to the most authoritative stakeholders (“hubness”) </li></ul></ul>
    19. 19. Topic Trends
    20. 20. Sentiment
    21. 21. Answers
    22. 22. Our sentiment
    23. 23. Our sentiment
    24. 24. Our sentiment Huge spike in forum discussions in the week after A level results, most on The Student Room forums peaked on 29 th with 208 mentions in this site alone (sentiment 3.1).  Most of the discussions are around studying. Sentiment/mentions tracking vs 4 agreed competitors, note whilst we have significantly less mentions in terms of volume, our sentiment score is in general much better.
    25. 25. <ul><li>Measurement </li></ul>
    26. 26. Stats and conversion rates
    27. 27. Stats and conversion rates Visit/Visitor Trends Conversion Trends
    28. 28. Visualising our extended network
    29. 29. Measuring the zeitgest
    30. 30. Measuring the zeitgest
    31. 31. <ul><li>Our practice </li></ul>
    32. 32. <ul><li>Platform </li></ul>
    33. 33. How it all fits together
    34. 34. Platform Platform ( launched in December 2008 to represent the OU community online, offering the same intellectual and social opportunities that are part of life in a traditional campus: the chance to be part of a lively, engaged and accessible university community , opportunities for peer support, access to topical content, and added value through services, benefits, competitions and offers.
    35. 35. Platform ; where we are now
    36. 36. Platform ; where we are now
    37. 37. Platform ; where we are now
    38. 38. Platform; where we are now <ul><li>Platform has 32,200 registered users ; has had c. 155,000 unique visitors . Average visit duration is 15 mins and 30 seconds . Average visit length in pages = 12.16 </li></ul><ul><li>The percentage of visitors with OUCU (i.e. staff or students) varies widely from month to month. Highest percentage of people with OUCU happened in the third week of site being live (83.6% in mid-late December 2008), and the lowest was late August 2009 (30.6%). May be people who have studied in the past and are keeping the relationship going. </li></ul><ul><li>Outside of direct traffic, search engines, and other OU sites, 4 of the top 7 referring sites are social media sites (Twitter, Facebook, YouTube and Flickr) in that order. </li></ul><ul><li>Traffic is driven to the site by non-traditional OU terms . Most popular include 'get fit quick', 'essay writing tips', 'VAT decrease', 'Martin Bean', 'saving Britain’s past'. </li></ul>
    39. 39. Platform; how we got here <ul><li>Four main drivers </li></ul><ul><li>Business transformation and cost saving; from a student based newspaper (Sesame) to an online social media space with a prime objective to save print and post cost (c £200k), and transform staff roles in Communications </li></ul><ul><li>Embracing Web 2.0 , sense of community; power of the crowd (comment, rate, tag, embed, share); encourage uptake of social media online tools in a social, informal setting which would support our learning and teaching strategy eg collaboration. </li></ul><ul><li>Platform as a destination website explicitly designed to work with YouTube, Twitter, Facebook – cross media, sharing of content – more importantly meeting users in their own environments – also increasingly useful for media exposure. </li></ul><ul><li>A vehicle for the adoption of Drupal - ground breaking use of Drupal (in the OU); now integrating with ECM – best of both worlds; corporate EDRM and flexible and vibrant WCM framework. </li></ul>
    40. 40. <ul><li>“ PLATFORM </li></ul><ul><li>is awesome” </li></ul>
    41. 41. <ul><li>“ This seems the perfect time to say how the OU gave me a life back after a serious crash involving spinal and brain injuries. I could not have gotten this far without them. The OU has been extremely supportive and I will be forever grateful. The Open University is a first class educational institution and this is why I am so passionate about having these options available for others.” </li></ul>
    42. 42. <ul><li>Other examples </li></ul>
    43. 43. David Cameron visit
    44. 44. Flickr
    45. 45. Twitter
    46. 46. Twitter
    47. 47. Facebook <ul><li>18,253 fans, making us one of the most popular UK universities. </li></ul><ul><li>Two OU Facebook applications: Course Profiles and My OU Story. Course Profiles is the most popular application with 6,421 users. 6 weeks after launch it was being used by 90% of OU students on Facebook. </li></ul>
    48. 48. YouTube <ul><li>1,677,258 video views </li></ul><ul><li>113,615 channel views </li></ul><ul><li>633 videos uploaded </li></ul><ul><li>2,608 subscribers </li></ul><ul><li>In September, there were </li></ul><ul><li>124 videos uploaded </li></ul><ul><li>90,147 video views </li></ul><ul><li>56,307 unique users </li></ul><ul><li>77.86% of views were outside of the UK </li></ul>
    49. 49. Microsite; Darwin ‘devolve me’
    50. 50. Numbers, but value?
    51. 51. <ul><li>Our visual identity </li></ul>
    52. 52. An emerging story Brand elements to support an international strategy
    53. 53. <ul><li>Way ahead </li></ul>
    54. 54. Way ahead <ul><li>Make the KPIs real – put into strategic management eg Multi-platform/Andrew Law </li></ul><ul><li>E-Advocacy Toolkit eg campaign for HE funding </li></ul><ul><li>Servicing communities eg Alumni, Donations/giving etc </li></ul><ul><li>Develop ‘rich toolkits’ eg disaster page, experts guide 2.0, asset bank etc </li></ul>
    55. 55. <ul><li><Questions> </li></ul>