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Radian 6 Cory Hartlen - How to Become a Listening Company

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  • This is credit due to my CEO, Marcel Lebrun. He calls listening “answering the social phone”, and its an apt metaphor. The real trick to the listening revolution is that not only are people asking to talk to you, they expect you to answer. That’s active listening: listening with intent. You can indeed listen passively - just to get a lay of the land, and that can be a great start for companies trying to understand where they fit in social. But active is the goal. Many companies start with listening for their brand, as in “what is someone saying about us or me?” Unfortunately too, sometimes that involves addressing a crisis, which we’ll talk more about in a minute.
  • Most people: Glass empty: crisis or because there’s a concerning reputation issue that needs monitoring Glass half full: some chatter, but not enough, or not enough of the good stuff: - full glass: good chatter, want more.
  • Brand: Company name, misspellings, contractions, phrases. If you’re a common word like Tide, contextual phrases will make all the difference brands, product lines campaigns key stakeholders Competition Industry Category you’re typically identified with categories you’d like to be identified with analysts, trend watchers key influencers
  • Listen for these across brand, industry, competition. sales: listening for the point of need (avaya’s response on twitter that landed a $250K deal). marketing: speaking the right language. (Red Cross and their volunteer messaging, morning meetings to review conversation to mirror in outreach, meet daily to review customer service: solving issues in real time, taking some of the load off other channels and meeting the customers where they are on the web research and development: idea engine, mining for specific feedback on your product, or ideas from totally different industries that can fuel growth for your company. Learn from the competition or other industries all together human resources: recruiting, retention, understanding company reputation executive: state of the union. finger on the pulse of not just the company, but the industryo overall. so how much time and effort does all of this take, and where do we start?
  • Talk about R6’s model, operator Level 1: one person, centralized role, 2-4 hours a week using basic tools, passive listening or basic response Level 2: 1-2 people from same department, 10-20 hours per week, +5 hours reporting and analyzing more advanced tools, brand and industry purposeful response Level 3: 1-3 person teams, centralized or distributed, 40+ hours per week, paid tools with robust and nuanced searches, routing and workflow for response by appropriate team members Need to determine how you’ll act on the information you find. Will you respond? What will you say? Thank you I’m sorry here’s some information here’s what we think Guidelines for response; empower your teams with what they can and should do, not just telling them what they can’t do.
  • Social Metrics and web analytics, what’s causing conversation, engagement tracking, EG or workflow metrics Share of conversation, or voice Sentiment trends. #TWCsucks Not what are the number, what’s the data saying behind the numbers. Human insight!
  • 13 metrics & metric sets we track as a team have goals based on both group and individual metrics reports both weekly and monthly
  • All the information you get from listening needs to get fed back into the system in order to capitalize on it. Learn from the story the data is telling The whole point is knowledge acquisition behind your brand
  • Three goals for social media: awareness: new product, new market, young or obscure business sales: existing market and trying to increase leads or sales loyalty: repeat orders, average transaction, or trigger referrals and recommendations

Radian 6 Cory Hartlen - How to Become a Listening Company Radian 6 Cory Hartlen - How to Become a Listening Company Presentation Transcript

  • @Coryhartlen | Cory Hartlen [ build a better listening organization ]
  • [ answering the new telephone ]
  • [ why are you listening? ]
  • [ listening layers ]
  • [ listening intersections ]
  • [ designing engagement ]
  • [ measure and track ]
  • key metrics: media reach/mix engagement percentage response time (i) response percentage (i) content contribution (i) content shares volume of mentions topic/content trends competitive landscape sentiment trends (30 day) share of conversation customer satisfaction lead volume
  • [ learning ]
  • [ questions? ] @Coryhartlen | cory.hartlen@radian6.com http://bit.ly/r6msm2010 http://www.slideshare.net/ambernaslund
  • [ setting the stage] What are our expectations for what listening/monitoring can help us learn or do? What limitations of monitoring do we recognize? Are we listening only for our brand, or beyond? What specific keywords and phrases do we care about? Are we going to do competitive monitoring? Industry? What areas of the business can benefit most from social web intelligence? Do we have finite or specific initiatives and campaigns that we need to track independently?
  • [ planning] What specific problems, issues, or insights are you hoping to address through your listening program? By when? Or, how far apart are your touchpoints for benchmarking? Where are we starting from in these areas, and what do we already know? What constitutes success? Failure? What metrics will help us illustrate progress or lack of toward that success definition? How do these insights and measurements relate to other areas of the business, like sales, marketing, customer service, product development?
  • Who is doing the monitoring on the front lines? What kind of training and education will they need? Information access? What tools will we use? Is this a dedicated role or roles, or integrated into existing positions? If it’s integrated, who will be responsible for monitoring what? How many hours will you dedicate to listening per week? Per month? What investment of time and resources or other indicators will tell you that you need to adjust? [ resources ]
  • [ mapping information ] Who needs to know what you’re finding through your monitoring? In what level of detail? How will you document your procedures and workflow? How will you deliver the insights to appropriate team members, and in what format? How often? What are you expecting people to DO with the information you give them? How will you know if they’re doing it? What’s your follow up plan? What feedback and refinement mechanisms will you provide?
  • [ evaluation ] Who will review the results of your listening? Will that same person or people be responsible for drawing conclusions, delivering insights, and making actionable recommendations? What information will you report? When should the first report happen after starting your listening efforts? To whom? How often? How will you deliver those recommendations to appropriate teams and people?