Your SlideShare is downloading. ×
0
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Strathclyde MBA: Social Media/Social Business Class Abu Dhabi and Malaysia, May 2013 (Slides 1)

519

Published on

Slide Set 1 for my forthcoming Strathclyde MBA: Social Media/Social Business Class in Abu Dhabi and Malaysia, May 2013. The main focus of the slides is Social Media and Social Media/Social Business …

Slide Set 1 for my forthcoming Strathclyde MBA: Social Media/Social Business Class in Abu Dhabi and Malaysia, May 2013. The main focus of the slides is Social Media and Social Media/Social Business Strategy Development. The slides should be studied together with Slide Set 2 entitled 'From Social Media to Social Business'

Published in: Business
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
519
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
38
Comments
0
Likes
1
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • Market Knowledge: Competitors, Suppliers, Buyers, Influencers; Google insight, Google Alerts will provide a view on most companies within an industry. Also, there are a range of blogs and networks where amateurs and professionals will share their knowledge of a market. Customer Insight and Understanding: Listening to customers and prospects through the range of channels they inhabit; comments on YouTube, Networks where they ‘hang out’ Customer Interaction: the tools exist to not only listen and observe but also to discuss and converseBusiness Intelligence: media monitoring, alerts and related analysis tools provide a great source of structured Business Intelligence. You need not pay £600/month for the privilege, SocialMention and Google Alerts can keep you informed where you need to be. Reputation Management: one of the key aspects of web 2.0 is that it is Real Time. You can see and respond to comments as they arise and often, where the response is efficient and effective, create a positive effect. Consider, the Ethiopian Growers that challenged the coffee used by Starbucks in a video posted on YouTube. This video was viewed by 10,000 people. The CEO posted a response within 24 hours on YouTube, the response was viewed by several million.
  • We believe there is a strong correlation between positive word of mouth, online buzz and sales and marketing. Needless to say there are now numerous means of getting your message out there, growing followers (through sites like Twitter, and energising your customer base). Web 2.0 is immediate and direct. The example I like to use is of a safety harness company based in Edinburgh who considered using a traditional approach to International Sales and Marketing – find an agent, find prospects, etc. An alternative approach we suggested, used LinkedIn to find the Health And Safety Director of the largest Construction Project in the world. Now it is not a leap to suggest filming the harness on YouTube and sending an email with a link saying you are in Saudi Arabia and would he like to meet up. Numerous examples of customer insight and feedback leading to product improvement. Many car companies use Second Life to test their designs. A site called eBags sends out the latest designs to their top raters on the site. Internal cost savings. No 10 Downing Street example…Improved Operations and internal processes. There are applications for literally anything – wikis that compete with licenced intranets, email freeware that is better than Outlook, hosted network sites for £20/month that would cost £thousands to replicate. Increased Return on Investment. The holy grail or the achiles heal of Web 2.0. How do you make money from this thing…there is a growing level of evidence to suggest that it works.
  • Transcript

    • 1. Social Media/Social Business:Strategy andManagementDr Jim Hamillwww.energise2-0.comwww.twitter.com/drjimhamillMay, 2013
    • 2. A note on terminology….Social Media (External)Social Business (Internal)
    • 3. Course OverviewThe Social Media Revolution……• Key issues involved in developing, implementing andproactively managing an effective Social Media/Social BusinessStrategy for building sustained customer and competitiveadvantage• A simplified Balanced Scorecard approach will be used toensure that social media/social business actions and initiativesare fully aligned with and supportive of core business goals andobjectives. A key focus will be the use of agreed KPIs andtargets to measure on-going social media performance andbusiness impact
    • 4. Learning OutcomesSubject specific knowledge and skills:• Opportunities and threats presented by the Social MediaRevolution (Internally/Externally)• Key issues involved in developing an effective Social Media/SocialBusiness Strategy• Steps involved in successful strategy implementation andmanagement• Key social media/social business success factors• Balanced Scorecard approach to measuring social media/socialbusiness performance and business impact• Organisation, people and resource issues critical to socialmedia/social business success• Practical case examples of social media/social business in action
    • 5. Learning OutcomesCognitive abilities and non-subject specific skills:• Undertake a social media/social business landscape analysis foryour organisation• Set up a Social Media Listening System• Develop an agreed Social Media/Social Business Strategy for yourorganisation• Agree the core business objectives, goals and targets to beachieved• Identify the key social media actions and initiatives to beimplemented and an ‘Action Plan’ for getting there• Agree the Key Performance Indicators (KPIs), metrics andanalytics to be used in measuring social media performance,business impact and ROI• Ensure that all key success factors have been considered
    • 6. Teaching and Learning MethodsThe four main teaching and learning methods used in the class willbe:• Lectures and related support material• Open discussion and debate in class• Group work in developing an agreed Social Media Strategy foran organisation of your own choice• Group presentation
    • 7. QuestionsIf you have any questions, don’t botherasking because I don’t really care if you haveany questions, what your opinion is or whatyou think. If you ask a question I will ignoreyouHow many companies treat their customersthat way? How ‘social’ is your organisation?
    • 8. A conversationnot a broadcastpresentation
    • 9. Assignment• The assessment for this class will be a group assignmentinvolving a class presentation and preparation of a Social MediaStrategy Document for an organisation of the group’s ownchoice (Word limit: 3,000 words)• Students failing to pass the assignment with a mark of 50% ormore will be required to resubmit
    • 10. Agenda• Understanding the Basics - The Social Media Revolution;Social Media in Action – Examples; Key Things to Rememberabout Social Media; Social Media Listening System• From Social Media to Social Business• ‘Getting There’ – Social Media Planning Pays– Social Media/Social Business Strategy Development– Implementation– Performance Measurement and Business Impact• Group Work
    • 11. TimetableFriday (all day) & Saturday (AM)– ‘Lectures’ and class discussionSaturday (PM) & Sunday (AM)– Group workSunday (PM)– Group presentations
    • 12. Assignment/Group WorkGroups of 4/5 studentsTaking an organisation ofyour own choice, evaluate the progressmade in adopting social media.Your evaluation should cover use of social mediaon the organisation’s own web site and the extent oftheir involvement in external social media sites.Make strategic recommendations for improvement
    • 13. Continue the conversation atwww.energise2-0.com
    • 14. www.energise2-0.com
    • 15. Social Media (External)
    • 16. Let’s start with afew questions?
    • 17. Social Media: The State of PlayWhere are we in our use ofsocial media?What progress has beenmade?Where are we going?
    • 18. What road are we on?
    • 19. Our View on Progress MadeInterest and enthusiasm has grown rapidlyChannels are being set upBut lack of strategic planning leads toproblems down the line - resourcing,content, customers, performancemeasurement, business impact and ROIA broadcast mentality prevails…….
    • 20. Is there somethingfundamentally wrong with ourapproach to Social Media?
    • 21. Something Wrong…..Are we using social media as just anotherPR/marketing channel for broadcasting messages ATcustomers telling them how good we are?Is anyone listeninganymore?Have the rules of businesschanged?
    • 22. Be SocialNew ‘mindsets’ arerequired to besuccessful in socialmedia‘BE SOCIALBEFOREDOING SOCIAL’
    • 23. Be ‘Customer Led’Talking WITH rather thanAT your customers is thecore foundation of asuccessful social mediastrategyThe basis of a goodconversation isto listen first
    • 24. ‘Social Media Planning Pays’
    • 25. The Social MediaRevolution
    • 26. Social MediaAn Overview»Applications»Features and Characteristics»Implications
    • 27. Social MediaApplicationsOpen sourceOnline Applications/ Web ServicesSocial/ Prof Network SitesSocial BookmarkingInternal Social TechnologiesBlogs or WeblogsWikisPodcasts/ VodcastsVirtual RealitiesMash UpsRSS FeedsMobile Web; Internet TelephonyTwitterCharacteristicsCommunities andNetworksOpennessSharingPeeringHosted Services – onlineapplications; the Internetas the platformInteractivitySocial ElementMass CollaborationEmpowermentGlobalImpact – WikibusinessMindsetBusiness IntelligenceCustomer Insight andUnderstandingCustomer InteractionEnhanced Customer Experience– Rich Internet ApplicationsReputation ManagementSales and MarketingProduct Development and R&De.g. engage and co-createIT/Software/ApplicationsOperations, Internal Processesand HRM
    • 28. Social Media in Plain English
    • 29. How importanthas it become?
    • 30. The Social Media Revolution
    • 31. Potential Business Benefitsof Social Media
    • 32. Business BenefitsMarket KnowledgeCustomer Insight and UnderstandingCustomer Interaction/ServiceEnhanced Customer ExperienceBusiness IntelligenceReputation Management
    • 33. Business BenefitsImproved Sales and MarketingIdentify and network with high value, high growth prospectsProduct Development and R&D e.g. engage and co-createInternal cost savingsImproved Operations/Internal Process Efficiency/CollaborationIncreased ROI
    • 34. Potential Business Benefits5 main areas:• Market/Customer Knowledge & Insight• Engagement & Reputation Management• Enhanced Customer Experience and Loyalty• Sales/Marketing Effectiveness, Efficiency and ROI• Internal – efficiency, knowledge exchange etc
    • 35. Social Media in ActionQuick Examples
    • 36. In a Web 2.0 Era, the Brand Becomesthe Customer Experience of theBrandA quick ‘personal experience’Dubai Hotel
    • 37. From the web site• This 5-star hotel and residence offers European hospitalitywith an unmistakable French touch. The hotel consists of318 beautifully appointed guest rooms/suites, while theresidence offers 112 fully furnished and equipped deluxeStudios and 1-3 bedroom apartments.• The ultimate in comfort, we offer 318 luxuriously elegantrooms and suites.• Take a trip. Escape. Go and visit somewhere new and see ifwe are there… Give in to that irresistible wanderlust.Discovering and staying in the most exceptional hotels in theworld has become the modern-day Graal, a game, a quest…
    • 38. The Customer Experienceof the BrandTripadvisor
    • 39. From Tripadvisor• Its getting old, the rooms are unappealing and it will neverbe more than a business hotel• Being a Sofitel hotel we expected something quite flashyunfortunately we were let down. The rooms, althoughcomfortable and clean, were not of the standard weexpected and were definately not what we expected afterlooking at the photos on the hotels website.• Booking my stay via the Sofitel website after a pleasantexperience at several other Sofitel locations over the past 2years with my new job I was looking forward to a 5 starluxury stay after a stressful business trip. My expectationswere reasonable, however certainly not met by this hotel
    • 40. United Breaks Guitars
    • 41. Crowdsourced NPD
    • 42. www.skittles.com
    • 43. The rules of the game have changedThe 5 key things toremember about SocialMedia
    • 44. 1. It’s a RevolutionA fundamental and revolutionary changein online behaviour, expectations andthe online customer experience.The end of the ‘read only’ internetContent generated by the network forthe networkWe are no longer passive consumers ofcontent/brand messages
    • 45. 2. It’s SocialA conversationnot a broadcastplatformConversations are takingplace relevant to yourbrand – are you listening?
    • 46. Social Media Monitoring
    • 47. www.topsy.com
    • 48. www.topsy.com
    • 49. www.topsy.com
    • 50. www.mention.net
    • 51. www.mention.net
    • 52. The Connected Consumer
    • 53. 3. Power ShiftSocial media empowerscustomers, empowers the networkWe no longer control the brandThe brand becomes the customerexperience of the brand –experiences that are widelyshared online
    • 54. 4. Declining EffectivenessDeclining effectiveness of traditionalapproaches to sales and marketingDoes anyone listen any more?We are no longer passive sheepwaiting to be ‘driven’ to your web siteIf you treat us like sheep, we will tell youto ‘flock off’.
    • 55. Do You Listen?Source: The Future of Advertising, APA, 17/02/09 as published on Slideshare(www.slideshare.com)
    • 56. Do You Listen?
    • 57. 5. The End of Business as UsualNew ‘mindsets’, new businessapproaches and new performancemeasures are requiredNOT a broadcast medium. Itsabout listening to and engagingwith customers, partners, yourcommunity, your tribeThis is something we are not verygood at doing. We prefer tellingpeople how good we are
    • 58. The End of Business as Usual‘Winners’ will be those organisations who fullyutilise the interactive power of Web 2.0technology for engaging with and energisingcustomer and network relationships
    • 59. New Performance Measures• Business success depends on the quality of your customerbase; the strength of the relationship you have with qualitycustomers; and your ability to leverage that relationship• In a social media era, business success depends on the– Quality of your network– Relationship strength– Ability to leverageThe 6Is Approach
    • 60. Performance Measurement Involvement – network/community numbers/quality, timespent, frequency, geography Interaction – actions they take – read, post, comment, reviews,recommendations Intimacy – affection or aversion to the brand ; communitysentiments, opinions expressed etc Influence – advocacy, viral forwards, referrals andrecommendations, social bookmarking Insight – customer insight Impact – business impactSocial Media Monitoring Tools –Audit,Assess, Impact
    • 61. The ‘6Is’ ApproachInsight andImpactInvolvementInteractionIntimacyInfluence
    • 62. Bob DylanCome gather round peopleWherever you roamAnd don’t criticiseWhat you cant understandYour sons and your daughtersAre beyond your commandYour old road isRapidly agin‘Then you better start swimmin’Or youll sink like a stoneFor the times they are a-changin’
    • 63. A note onInbound Marketing
    • 64. Inbound MarketingSpread your content as widelyas possible to get foundPull people to yourweb site, blog etcFlood your ‘funnel’ withsuspectsAnalyse and Convert
    • 65. Inbound Marketing
    • 66. Inbound Marketing
    • 67. What’s wrong with this approach?
    • 68. Drowning in an Sea of Noise
    • 69. Our Response
    • 70. The Customer ManifestoWe are not sales suspects,prospects or leads. We do notwant to be convertedWe are no longer an ‘audience’We are people. In fact,‘We Are The People’We are your customers andwe are King! Social mediaempowers us. We control theInformation Age.Welcome to our world, not yours!
    • 71. The Customer ManifestoDon’t treat us like passive sheepwaiting to be driven to your web site or blogUse social media to deliver exceptionalCustomer ExperiencesThat way, we will become brandadvocates and ‘spread the word’ for youOur network will listen more to us than you
    • 72. Customers are the Revolution
    • 73. From Social Media toSocial Business (Internal)See Slides 2
    • 74. ‘Getting There’Social Media/SocialBusiness StrategyDevelopment andImplementation
    • 75. Practical Adviceand Next Steps toAvoid the Road toNowhere‘Social Media/Social BusinessPlanning Pays’
    • 76. Social Media/SocialBusiness Strategyand Action Plans
    • 77. Use a Simplified Balanced Scorecard• Will ensure that the social media/social business actions andinitiatives you take are fully aligned with and supportive of youroverall business goals and objectives; that KPIs are agreed formonitoring and evaluating social media/social businessperformance, business impact and ROI; and all key successfactors are considered, especially the organization, people andresource aspects critical to successful strategy implementation• A Scorecard approach can also be very useful for internal andexternal communications – a simple framework to present socialmedia/social business goals, objectives, key actions andinitiatives to colleagues, partners and other stakeholders
    • 78. Social Media/Social Business BSC• Not ‘paralysis by analysis’. By providing an agreed framework tofollow, the Balanced Scorecard considerably speeds up strategydevelopment and implementation• The steps involved can be captured in a Social Media/SocialBusiness Strategy Map• Five key questions to address……
    • 79. Social Media/Social Business BSC• What is the overall social media/social business vision for yourorganization?• What are the key objectives and targets to be achieved?• Who are your customers?• Key Actions and Initiatives• Organisation, Resource and People Issues
    • 80. Social Media/Business Strategy Map
    • 81. Key Questions to Address• What is the overall social media/social business vision for yourorganisation?• What are the key objectives and targets to be achieved fromsocial media/social business? Are these fully aligned with andsupportive of your overall business goals and objectives?• Who are your customers? Where do you find them ‘hanging out’on social media? How can you best engage with them?• What are the main Social Media/Social Business Actions andInitiatives you need to take – short, medium and longer term?• What generic social media/social business strategy should youfollow (number of channels used/ depth of engagement in eachchannel)?
    • 82. Key Questions to Address• For each priority Social Media/Social Business Channel, whatare your core objectives for that channel; what KPIs will be usedfor measuring on-going channel performance; what are yourtargets for each KPI; what key tasks are needed to achievethese targets?• Do we have the right organisational ‘culture’ and ‘mindset’ forSocial Media/Social Business? ‘Be social before doing social! Isthe right organisational and decision-making structure in place?• Has agreement been reached on resource allocation?• Who will be responsible for your social media/social businessactivities? What balance has been agreed between internal andexternal roles and responsibilities?
    • 83. Key Questions to Address• Who is the Social Media/Social Business Champion?• Do you have agreed Social Media/Social Business Policies andGuidelines in place covering ‘Proper Use’, ‘ContentManagement’, ‘Customer Response Times/Quality’ and ‘Legal’aspects?• Performance evaluation and business impact
    • 84. ‘Be Customer Led’
    • 85. Be Customer Led• Who are our customers, community, tribe?• Where do they hang out in social media?• How can we best use Social Media/SocialBusiness to deliver an exceptional customerexperience at all stages of the customer lifecycle?
    • 86. www.mashable.com
    • 87. Implementation andPerformance Measurement– Channel Action Plans– Performance Measurement– Organisation, Resource, People
    • 88. Channel Action Plans• Once your Social Media/Social Business Strategy has beenagreed, brief Action Plans should be developed for each prioritySM channel• Cascade the Balanced Scorecard approach to each prioritychannel e.g. Twitter, Blog, Facebook, Linkedin, InternalCommunity etc• But not ‘Paralysis by Analysis’• The Action Plan for each channel should include a clearstatement of…..
    • 89. Channel Action Plans• Vision• Channel Objectives• KPIs and Targets• Customers• Key Channel Actions and Initiatives for ‘gettingthere• Organisation, resource and people• Tools and applications• Performance measurement• Do’s and Don’t’s
    • 90. Guidelines for EffectiveSocial Media/SocialBusiness Management
    • 91. 1. Channel Vision and Objectives• Agree the overall vision for each channel• Agree the main objectives to be achieved? Ensurethat these are closely aligned with and supportiveof your core business objectives?• Agree the KPIs and targets to be used inmeasuring on-going channel performance
    • 92. KPIs and TargetsThe 6Is Approach:• Involvement – numbers/quality• Interaction – level of two-way dialogue• Intimacy – positive/negative sentiments• Influence – word-of-mouth effect• Insight – actionable market/customer insight• Impact – business impact
    • 93. The ‘6Is’ ApproachInsight andImpactInvolvementInteractionIntimacyInfluence
    • 94. 2. Customers• Who? Agree the main customers groups for thischannel – link back to your ‘Customer MappingExercise’• Agree objectives for each customer group e.g. buildbrand awareness; engagement; loyalty; relationships;advocacy• How will this impact on your Channel Content Strategy?How can you add value? Be ‘customer led’• Include ‘Key Influencers’
    • 95. 3. Channel Basics• Channel/Page Set Up• Profile Information• Design• Basic Layout• Terminology• Features/Functions• Integration
    • 96. 4. Key Success FactorsThe ‘4Cs’ approach:– Content– Customers– Conversations– Conversion
    • 97. Content• Quality is critical – add value• Adopt an ‘outside-in’ rather than ‘inside-out’approach• Sales messages OK but subtle and in moderation• Beware of gaffes• Not just publishing content but also customerservice
    • 98. ContentDevelop an agreed Content Plan– Frequency– Tone/Theme/Voice– Topics– Content Type e.g. text, infographic, video,podcast etc– Own/Others Content– Sources of Inspiration– Channel Integration/Fit
    • 99. Why People Unfollow
    • 100. Why People Unfollow
    • 101. CustomersBuild the Community– Be strategic – size matters, but ‘who’ is just asimportant– Use existing communications channels– Use the community building tools of eachchannel– Start by following, engaging then be followed– Role of ‘Key Influencers’ is critical– Avoid ‘get follower fast’ schemes
    • 102. Conversation• Social media is ‘marketing as a conversation’ withyour network. It is not about one way broadcasting• Actively encourage interaction e.g. blog posts endwith request for comments/feedback; on Twitteruse Reply, RTs often; on Facebook/Linkedin –participate in groups/forums• This has time and resource implications
    • 103. ConversionAgree and measure the main‘call to actions’ you are aiming for
    • 104. 5. Organisation, People, Resources• Build the right organisational ‘culture’ and ‘mindset’for channel success• Become a social organisation• Ensure your channels are managed and resourcedproperly• Agree what policies and guidelines are needed
    • 105. 6. Tools and Applications• A very wide range of Social Media/Social BusinessManagement Tools are available
    • 106. 7. Monitor and Measure• To ensure that your SM strategy delivers a returnon investment, it is important to monitor andevaluate on-going performance benchmarkedagainst agreed objectives, KPIs and targets• Performance evaluation should be undertaken atthree main levels…
    • 107. Performance MeasurementShould be undertaken at four main levels:1. Individual social media channels2. Overall ‘buzz’3. Internal Social4. Business ImpactUsing the 6Is approach
    • 108. Performance Measurement ToolsA range of tools are available at each level:• Individual Channels – e.g. Facebook Insights; Klout;Kred• Overall ‘Buzz’ e.g. Topsy Analytics; Viralheat, otherpaid SMM tools• Business Impact e.g. Google (Social) Analytics; SCRM
    • 109. Organization, Resource and PeopleIssues• Organization, resource and people issues sit at the bottom ofyour SM/SB Balanced Scorecard NOT because they are theleast important issues to address. In fact, the exact opposite istrue. The success of your Social Media/Social BusinessStrategy is very much dependent upon appropriate decisionsbeing made in the areas listed:
    • 110. Organization, Resource and PeopleIssues• Do we have the right organisational ‘culture’ and ‘mindset’ forSocial Media/Social Business? ‘Be social before doing social!’Is the right organisational and decision-making structure inplace?• Has agreement been reached on resource allocation?• Who will be responsible for your social media/social businessactivities?• Do you have agreed Social Media/Social Business Policies andGuidelines in place covering ‘Proper Use’, ‘ContentManagement’, ‘Customer Response Times/Quality’ and ‘Legal’aspects?
    • 111. Social Media ManagementDo’s and Dont’s
    • 112. Do’s and Don’t’sDon’t Be a Showoff– Your posts should add value to the ‘customer’ – it’snot about ‘me,me,me’Don’t Use Poor Grammar or Spelling– Don’t try to be too coolDon’t Get Too Personal (business users)– Keep the conversations warm but professional; it’swhat business users expect and anything elsecomes off as creepy
    • 113. Do’s and Don’t’sDon’t Automate– It’s OK to schedule posts for specific times but don’tautomate everything. Social media is aboutpersonal/brand engagement not blatant promotione.g. don’t automatically DM new twitter followers witha sales message - it’s seen as spam.Don’t Leave Air in the Conversation– Respond as quickly as possible – within hours notdays.Don’t Overpost– Don’t flood your followers’ timelines
    • 114. Do’s and Don’t’sDo Shout Out to Users Who Mention You– Thank those making favourable comments; be verycareful how you respond to any negative commentsDo Monitor Keywords and Sector Trends– And respond when appropriateDo Make an Informative Profile– It’s the first point of contact so critical. Tell what youwill be posting aboutDo Hang Out Where Your Customers Hang Out– Don’t always expect them to come to you
    • 115. In Summary……..‘SocialMedia/Social BusinessPlanning Pays’
    • 116. Thank YouQuestionswww.energise2-0.com

    ×