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CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
CM2 Class Social Media Strategy Development
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CM2 Class Social Media Strategy Development

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Session 2 - Guest Lecture for the Customer Management 2 Class, Dept of Marketing, University of Strathclyde, April 2011

Session 2 - Guest Lecture for the Customer Management 2 Class, Dept of Marketing, University of Strathclyde, April 2011

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  • 1. ‘Mastering Social Media’
    ‘Social Media Planning Pays’
    Guest Workshops: University of Strathclyde
    Dr. Jim Hamill
    jim.hamill@energise2-0.com
    Alan Stevenson
    alan.stevenson@energise2-0.com
    April, 2011
  • 2. Session 2
    Social Media Strategy Development
  • 3. SM Opportunities and Progress Made
    Used effectively, social media can deliver real business benefits in five main areas:
    Market/Customer Knowledge & Insight
    Engagement & Reputation Management
    Enhanced Customer Experience and Loyalty
    Sales/Marketing Effectiveness, Efficiency and ROI
    Operations/ Internal Processes (open source and hosted apps)
    Interest and enthusiasm is growing rapidly
    Channels are being set up
  • 4. SM Opportunities and Progress Made
    But there is a lack of ‘strategic thinking’
    Most companies/organisationsdo not have a clear social media vision or strategy; objectives are often undefined; little emphasis on KPIs, targets, ROI or on-going performance measurement
    Lack of attention paid to organization, people, resource issues critical to on-going SM success
    • Social Media Planning Pays
  • Session 2 - Overview
    The key strategic, management and organizational challenges involved in planning, implementing and managing successful social media strategies for sustained business growth
    ‘Social Media Planning Pays’……. SM success requires sound planning and the application of professional project management procedures …. but not ‘paralysis by analysis’
    A key objective of the Session is to ensure that your SM Strategy is fully aligned behind and supportive of your core business goals and objectives
  • 5. Social Media
    Development Cycle
  • 6. SM Development Cycle
  • 7. Each Step is being covered in detail on our blog at
    www.energise2-0.com
  • 8. Five Key Areas
    Today’s session will focus on five key areas:
    External Analysis: Evaluate Your Social Media Landscape
    Internal Analysis: Evaluate Your ‘Readiness to Engage’
    Develop Your Social Media Strategy and Action Plans for ‘Getting There’
    Evaluate Your Social Media Performance and ROI
    Organization, People and Resource Issues
  • 9. Evaluate Your
    Social Media Landscape
  • 10. Evaluate Your SM Landscape
    The social media landscape and range of applications available is extremely broad and diverse – too wide
    The starting point in developing a social media engagement strategy is to monitor and evaluate the social media landscape for your business
    Social media landscaping will help you decide the best generic strategy to follow i.e. the main channels to use and your depth of engagement in each channel. Avoids the ‘we must use it because it is there’ syndrome
  • 11. Diversity of Social Media
  • 12. Key Questions to Address
    Applications
    what social media applications are most relevant to our business?
    Impact
    what impact is social media having on our industry, how important has it become?
    Customers
    how are our customers using social media? What impact is it having on customer behaviour?
  • 13. Key Questions to Address
    Conversations
    what online conversations are taking place relevant to our business; who is saying what about our brand/ industry where on the Internet and how should we respond?
    Features and characteristics
    what are the key features and characteristics of social media that you need to understand i.e. social media culture?
    These questions establish a very strong foundation for
    social media strategy development and successful implementation
  • 14. Your Generic Social Media Strategy
  • 15. ‘Be Customer Led’
    Three key questions:
    Who are our customers, who do we wish to engage with?
    Where do we find them ‘hanging out’ on social media?
    How can we best engage and energise them?
  • 16. www.mashable.com
  • 17. Monitor the Conversations
    Use Social Media Monitoring Tools to monitor online conversations relevant to your brand
    No or low cost tools such as Google Alerts, Yahoo Pipes, Social Mention, IceRocket, Blogscope, Blogpulse and ViralHeat, Topsy
    More expensive and sophisticated tools such as Radian6, Alterian SM2, Sysomos Heartbeat and Infegy SocialRadar 
  • 18. Who is talking about Malta,
    where online, what are they saying?
  • 19. 238,355 Mentions
  • 20. Peak in Late March
  • 21. Keyword Tag Cloud
  • 22. Sentiment Analysis
  • 23. Sentiment Analysis
  • 24. Where the conversations are
  • 25. Where?
  • 26. Social Media Landscape
  • 27. The Posts
  • 28. Whose talking about the UofS, where
    online and what are they saying?
  • 29. www.socialmention.com
  • 30. www.topsy.com
  • 31. Internal Analysis:
    Progress Audit and Evaluate Your ‘Readiness to Engage’
  • 32. Progress Audit
    Evaluate progress made, benchmarked against agreed criteria:
    What progress has been made? What social media channels do we already use? What is the level of engagement with each channel? Where are the main areas for future improvement?
    Benchmarking is a key element of the Internal Audit and should be undertaken at five main levels…..
     
  • 33. SM Benchmarking
    Social Media Landscape
    what progress has been made benchmarked against the opportunities presented by your social media landscape?
    Generic Strategy
    the level of progress made benchmarked against your generic social media strategy
    KPIs
    what progress has been made benchmarked against agreed KPIs? 
  • 34. SM Benchmarking
    Industry ‘Best Practice’
    the level of progress made benchmarked against industry ‘best practice’? How does your current level of SM engagement compare with the industry average? What lessons can be learned from industry ‘leaders’?
    Strategic Gap Analysis
    based on the above, what is the ‘Strategic Gap’ that exists between the ‘current’ and ‘ideal’ scenarios; between where you are and where you should be? The ‘Strategic Gap’ provides a very strong basis for future social media strategy development
     
  • 35. Readiness to Engage
    • Evaluate your readiness to engage with social media
    • 36. Social media strengths and weaknesses; the main barriers and obstacles to be overcome 
  • Readiness to Engage
  • 37. Develop Your Social Media Strategy and Action Plans for ‘Getting There’
  • 38. Use a Simplified Balanced Scorecard
    Will ensure that the social media actions and initiatives you take are fully aligned with and supportive of your overall business goals and objectives; that KPIs are agreed for monitoring and evaluating social media performance, business impact and ROI; and all key success factors are considered, especially the organization, people and resource aspects critical to successful strategy implementation
    A Scorecard approach can also be very useful for internal and external communications – a simple framework to present social media goals, objectives, key actions and initiatives to colleagues, partners and other stakeholders
  • 39. Social Media Balanced Scorecard
    Not ‘paralysis by analysis’. By providing an agreed framework to follow, the Balanced Scorecard considerably speeds up strategy development and implementation
    The steps involved can be captured in a Social Media Strategy Map
    Five key questions to address……
  • 40. Social Media Balanced Scorecard
    What is the overall social media vision for your organization?
    What are the key objectives and targets to be achieved?
    Who are your customers?
    Key Actions and Initiatives
    Organisation, Resource and People Issues
  • 41. Social Media Strategy Map
  • 42. A Practical Example
    Jacobite Cruises
  • 43. www.jacobitecruises.co.uk
  • 44. www.jacobiteblog.com
  • 45. Social Media Vision
    Building on existing progress, to leverage the full potential of social media for supporting sustained business growth through establishing a strong online network of high value, high growth potential customers (repeats and referrals) who become ‘brand advocates’ for Jacobite Cruises – engage and energise
  • 46. Objectives (Priority 1)
    • Increase sales, especially in off-peak periods (non-summer months and certain times during the day in peak periods)
    • 47. Build customer loyalty, repeat business, referrals and ‘advocacy’ (quality customer base, quality online network of high value, high growth potential customers, engage and energise)
    • 48. Improve marketing effectiveness/efficiency
    • 49. Achieve internal process efficiencies and cost savings
    • 50. Increase ROI and profitability
  • Objectives (Priority 2 and 3)
    Priority 2
    Reputation/brand management
    Channel for customer feedback/comments
    New product development/co-creation
    Improve the online customer experience and the customer journey
    Priority 3 Objectives
    Improved customer/market knowledge and insight
  • 51. KPIs and Targets
    Agreed at 3 main levels:
    Individual Channel Performance – each social media channel provides relevant stats e.g. Facebook Insights, Klout for Twitter
    Overall Buzz – measured using Social Media Monitoring Tools
    Business Impact – measured using a ‘hybrid’ approach
    Relate to the ‘6Is’ Model
  • 52. Customer Segmentation
    Priority 1 Customers
    Independent travellers /’walk-up’ customers
    Day Trippers
    Tour operators (mainly German, Spanish)
    Overseas students (Chinese and others) studying in the UK
    B&B / Accommodation providers
  • 53. Key Social Media Actions & Initiatives
    Web site
    Develop a new Jacobite Blog
    Further development of existing ‘proprietary’ social media channels i.e. facebook, twitter, linkedinetc
    Proactive participation in ‘external’ forums/groups
    Medium to longer term- Podcasts/vodcasts; Apps; Location based services; Groupon
    The use of Web 2.0/Social Media to improve internal process efficiency (cost savings)
  • 54. Channel Action Plans
  • 55. Channel Action Plans
    Once your Social Media Strategy has been agreed, brief Action Plans should be developed for each priority SM channel
    Cascade the Balanced Scorecard approach to each priority channel e.g. LinkedIn, Facebook, Twitter
    The Action Plan for each channel should include a clear statement of:
    The overall objectives for that channel
    The KPIs to be used
    Specific targets
    The key channel actions and initiatives for ‘getting there’
     
  • 56. Building Successful SM Channels
    The 4Cs
    Content
    Customers
    Conversations
    Conversion
  • 57. Action Plan Template
  • 58. Facebook Action Plan
  • 59. Facebook Action Plan
  • 60. Facebook Action Plan
  • 61. Facebook Action Plan
  • 62. Monitor and Measure
  • 63. Monitor and Measure
    To ensure that your SM strategy delivers a return on investment, it is important to monitor and evaluate on-going performance benchmarked against agreed objectives, KPIs and targets
    Performance evaluation should be undertaken at three main levels…
     
  • 64. Monitor and Measure
    Individual Channel Performance
    the effectiveness/success of each channel benchmarked against agreed targets for the ‘4Is’ i.e. Involvement, Interaction, Intimacy and Influence
    most channels provide easy to access statistics for measuring each ‘I’ to a very high degree of accuracy
     
  • 65. Facebook Insights
  • 66. Facebook Insights
  • 67. Monitor and Measure
     
    Wider Social Media Performance
    monthly or quarterly reporting of the overall ‘buzz’ created by your SM activities using appropriate Social Media Monitoring tools
    this will show the impact of your SM activities on others and other channels
    it measures the volume of mentions, trends over time, which channels are driving your buzz, who is taking your message further, through which channels, and what affection or affinity they are showing, and so on
  • 68. Merchant City, Glasgow
  • 69. Monitor and Measure
    Underlying Business Performance
    the performance of each social media channel and the overall ‘buzz’ created are ‘lead’ rather than ‘lag’ measures
    in a social media era, they are the main ‘drivers’ of future business performance
    the final level of performance monitoring, therefore, is linking your social media activity to overall business goals and objectives e.g. enquiries, sales or customer loyalty. Is social media achieving your ultimate business objectives i.e. ‘lag’ measures?
  • 70. Performance Measurement
    • Involvement – network/community numbers/quality, time spent, frequency, geography
    • 71. Interaction – actions they take – read, post, comment, reviews, recommendations
    • 72. Intimacy – affection or aversion to the brand ; community sentiments, opinions expressed etc
    • 73. Influence – advocacy, viral forwards, referrals and recommendations, social bookmarking
    • 74. Insight – customer insight
    • 75. Impact – business impact
    Social Media Monitoring Tools –Audit, Assess, Impact
  • 76. The ‘6Is’
  • 77. Organization, Resource and People Issues
  • 78. Organization, Resource and People
    Organisation, resource and people issues sit at the bottom of your SM Balanced Scorecard NOT because they are the least important issues to address. In fact, the exact opposite is true. The success of your social media strategy is very much dependent upon appropriate decisions being made in the areas listed below …..
    Your ‘Social Media Strategy Document’ should contain a section that covers the following issues…..
  • 79. Organization, Resource and People
     Roles, responsibilities and resources
    In-source roles and responsibilities
    Out-source roles and responsibilities
    Role of the Social Media champion
    Social media decision-making and control structures
    Resource plans
    Organizational culture and ‘mindset’
    Policies and guidelines
    Social Media Proper Use Policy
    Social Media Content Guidelines
    Social Media Channel Guidelines
    Customer Response Policy and Guidelines
    Employee Response Policy and Guidelines
    Legal aspects to the above
  • 80. Thank You
    Questions
  • 81. Continue the discussion at
    www.energise2-0.com
  • 82. www.energise2-0.com

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