Treviso, Italy Sports Marketing 2 0 Nov., 2011
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  • 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 converse Business 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.
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • 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 converse Business 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.

Treviso, Italy Sports Marketing 2 0 Nov., 2011 Treviso, Italy Sports Marketing 2 0 Nov., 2011 Presentation Transcript

  • Sports Marketing 2.0 ‘ The times they are a changing’ Dr. Jim Hamill [email_address] @drjimhamill November, 2011
    • A conversation
    • not a broadcast
    • presentation
  • Agenda
    • Morning
      • ‘ Lecture’ and class discussion
    • Afternoon
      • Group work and group presentations
  • Group Work
    • Groups of 4/5 students
    • Taking a sports marketing organisation of
    • your own choice, evaluate the progress
    • made in adopting Web 2.0/social media and make strategic
    • recommendations for improvement.
    • Your evaluation should cover use of Web 2.0/social media
    • on their own web site and the extent of their involvement
    • in external Web 2.0/social media sites
  • Agenda
    • Opportunities and threats for sports marketing organisations from the rapid growth of Web 2.0/social media
    • Content
      • Social media – an overview
      • Social media in action – examples (non-sports)
      • Key things to remember about social media
      • Social media and sports marketing
      • Social media in action - examples (sports marketing)
      • Sports Marketing 2.0: strategy development, implementation and performance measurement
    • Continue the conversation at
    • www.energise2-0.com
  • www.energise2-0.com
    • Let’s start with a
    • few questions?
  • Social Media: The State of Play
    • Where are sports marketing
    • organisations (SMO) with
    • social media?
    • What progress has been
    • made?
    • Where are they going?
  • What road are they on?
  • Our View on Progress Made
    • Interest and enthusiasm has grown rapidly
    • Channels are being set up
    • But lack of strategic planning leads to
    • problems down the line - resourcing,
    • content, customers, performance
    • measurement, business impact and ROI
    • A broadcast mentality prevails…….
    • Is there something fundamentally
    • wrong with our approach to
    • Social Media?
  • Something Wrong…..
    • Are we using social media as just another PR/marketing channel for broadcasting messages AT customers telling them how good we are?
    • Is anyone listening
    • anymore?
    • Have the rules of business
    • changed?
  • Be Social
  • Be ‘Customer Led’
    • Talking WITH rather than
    • AT your customers is the
    • core foundation of a
    • successful social media
    • strategy
    • The basis of a good
    • conversation is
    • to listen first
    • Social Media
    • A Quick Overview
  •  
  •  
  • Web 2.0/Social Media
    • An Overview
            • Applications
            • Features and Characteristics
            • Implications
  • Business/Marketing 2.0 Web 2.0 Applications Open source Online Applications/ Web Services Social/ Prof Network Sites Social Content – Social Bookmarking Blogs or Weblogs Wikis Podcasts/ Vodcasts Virtual Realities Mash Ups RSS Feeds Mobile Web; Internet Telephony Twitter Characteristics Communities and Networks Openness Sharing Peering Hosted Services – online applications; the Internet as the platform Interactivity Social Element Mass Collaboration Empowerment Global Impact – Wikibusiness Mindset Business Intelligence Customer Insight and Understanding Customer Interaction Enhanced Customer Experience – Rich Internet Applications Reputation Management Sales and Marketing Product Development and R&D e.g. engage and co-create IT/Software/Applications Operations, Internal Processes and HRM
  • Social Media in Plain English
    • How important
    • has it become?
  • The Social Media Revolution
    • Potential Business Benefits
    • of Social Media
  • Business Benefits
    • Market Knowledge
    • Customer Insight and Understanding
    • Customer Interaction
    • Enhanced Customer Experience
    • Business Intelligence
    • Reputation Management
  • Business Benefits
    • Improved Sales and Marketing
    • Identify and network with high value, high growth prospects
    • Product Development and R&D e.g. engage and co-create
    • Internal cost savings
    • Improved Operations and Internal Processes
    • Increased ROI
  • Potential Business Benefits
    • 5 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)
    • The rules of the game have changed
    • The 5 key things to remember
    • about Social Media
  • 1. It’s a Revolution
    • A fundamental and revolutionary change
    • in online behaviour, expectations and
    • the online customer experience.
    • The end of the ‘read only’ internet
    • Content generated by the network for
    • the network
    • We are no longer passive consumers of
    • content/brand messages
  • 2. It’s Social
    • A conversation
    • not a broadcast
    • platform
    • Conversations are taking
    • place relevant to your
    • brand – are you listening?
  • The Connected Consumer
  • 3. Power Shift
    • Social media empowers
    • customers, empowers the network
    • We no longer control the brand
    • The brand becomes the customer
    • experience of the brand –
    • experiences that are widely
    • shared online
  •  
  • 4. Declining Effectiveness
    • Declining effectiveness of traditional
    • approaches to sales and marketing
    •  
    • Does anyone listen any more?
    • We are no longer passive sheep
    • waiting to be ‘driven’ to your web site
    • If you treat us like sheep, we will tell you
    • to ‘flock off’.
  • Do You Listen? Source: The Future of Advertising, APA, 17/02/09 as published on Slideshare ( www.slideshare.com )
  • Do You Listen?
  • 5. The End of Business as Usual
  • The End of Business as Usual
    • ‘ Winners’ will be those organisations who fully utilise the interactive power of Web 2.0 technology for engaging with and energising customer and network relationships
  • New Performance Measures
    • Business success depends on the quality of your customer base; the strength of the relationship you have with quality customers; 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 leverage
    • The 6Is Approach
  • Performance Measurement
      • Involvement – network/community numbers/quality, time spent, frequency, geography
      • Interaction – actions they take – read, post, comment, reviews, recommendations
      • Intimacy – affection or aversion to the brand ; community sentiments, opinions expressed etc
      • Influence – advocacy, viral forwards, referrals and recommendations, social bookmarking
      • Insight – customer insight
      • Impact – business impact
      • Social Media Monitoring Tools –Audit, Assess, Impact
  • The ‘6Is’ Approach
  • Bob Dylan
    • Come gather 'round people
    • Wherever you roam
    • And don’t criticise
    • What you can't understand
    • Your sons and your daughters
    • Are beyond your command
    • Your old road is
    • Rapidly agin‘
    • Then you better start swimmin’
    • Or you'll sink like a stone
    • For the times they are a-changin’
    • A note on
    • Inbound Marketing
  • Inbound Marketing
    • Spread your content as widely
    • as possible to get found
    • Pull people to your
    • web site, blog etc
    • Flood your ‘funnel’ with
    • suspects
    • Analyse and Convert
  • Inbound Marketing
  • Inbound Marketing
  • What’s wrong with this approach?
  • Drowning in an Sea of Noise
  • Our Response
  • The Customer Manifesto
    • We are not sales suspects,
    • prospects or leads. We do not
    • want to be converted
    • We are no longer an ‘audience’
    • We are people. In fact,
    • ‘ We Are The People’
    • We are your customers and
    • we are King! Social media
    • empowers us. We control the
    • Information Age.
    • Welcome to our world, not yours !
  • The Customer Manifesto
    • Don’t treat us like passive sheep
    • waiting to be driven to your web site or blog
    • Use social media to deliver exceptional
    • Customer Experiences
    • That way, we will become brand
    • advocates and ‘spread the word’ for you
    • Our network will listen more to us than you
  • We are the Children of the Revolution
    • Social Media in Action
    • Quick Examples
    • (Non Sports Marketing)
  • In a Web 2.0 Era, the Brand Becomes the Customer Experience of the Brand A quick ‘personal experience’ Dubai Hotel
  •  
  •  
  •  
  •  
  •  
  • From the web site
    • This 5-star hotel and residence offers European hospitality with an unmistakable French touch. The hotel consists of 318 beautifully appointed guest rooms/suites, while the residence offers 112 fully furnished and equipped deluxe Studios and 1-3 bedroom apartments.
    • The ultimate in comfort, we offer 318 luxuriously elegant rooms and suites.
    • Take a trip. Escape. Go and visit somewhere new and see if we are there… Give in to that irresistible wanderlust. Discovering and staying in the most exceptional hotels in the world has become the modern-day Graal, a game, a quest…
    • The Customer Experience
    • of the Brand
    • Tripadvisor
  • From Tripadvisor
    • It's getting old, the rooms are unappealing and it will never be more than a business hotel
    • Being a Sofitel hotel we expected something quite 'flashy' unfortunately we were let down. The rooms, although comfortable and clean, were not of the standard we expected and were definately not what we expected after looking at the photos on the hotel's website.
    • Booking my stay via the Sofitel website after a pleasant experience at several other Sofitel locations over the past 2 years with my new job I was looking forward to a 5 star luxury stay after a stressful business trip. My expectations were reasonable, however certainly not met by this hotel
  •  
  •  
  • 11 Million Views
  • United Breaks Guitars
  • 10.2 Million Views
  • Crowdsourced NPD
  • 266,555 on Facebook
  • 1.6 Million Twitter Followers
  • www.skittles.com
    • Social Media and
    • Sports Marketing
  • Sports Marketing 2.0
    • Business benefits for sports marketing organisations (SMO)
    • What progress has been made? How well are sports marketing organisations utilising the power of Web 2.0 for building community and network relationships with their tribe ?
    • Emerging ‘best practice’ examples
    • Social media strategy development
    • ‘ Football is nothing
    • without the fans’
    • Jock Stein
    • Manager of Celtic FC
    • 1965 to 1978
    • Social media and sports
    • marketing
    • A marriage made in
    • heaven?
  • A Marriage Made in Heaven Social Media Sports Fans
    • Information ‘pull’ rather than ‘push’
    • User generated content
    • Openness
    • Sharing
    • Collaboration
    • Interaction
    • Communities
    • Networking
    • The ‘Tribe’
    • Passion
    • Loyalty
    • Commitment
    • Desire
    • Involvement
    • Community
    • Belonging
    • Family
  • Business Benefits to SMO
    • Enhanced marketing effectiveness
    • Marketing efficiency
    • Improved ROI
    • Relationships and networking effects – engage and energise – increased fan loyalty and commitment
  • 'Internal' Use of Social Media*
    • Increased visits to the official site
    • Increase ‘stickiness’ (length) of site visits
    • Divert traffic from unofficial fanzine sites
    • Increased advertising revenue
    • Increased e-commerce sales for the official site
    • Actionable customer insight, knowledge and understanding
    • A channel for responding to customer comments and feedback
    • Enhanced online customer experience
    • Build community and leverage network effects - engage, energise
    • * Use of social media on the SMO’s own web site
  • Use of ‘External’ Social Media
    • Social Networking Sites: Sports Marketing Organisation becomes a ‘community aggregator’ - ‘ Talk with rather than at fans’ - actionable customer insights
    • Blog – for ‘telling the story’
    • Multimedia Sharing Sites - a very powerful marcoms channel leveraging networking and ‘word of mouth’ effects
    • Podcast Sites: Provides the SMO with a rich media channel for maintain on-going dialogue with customers/fans
    • Virtual Reality: ‘virtual stadium’ allowing fans to interact with each other in a virtual space
    • Mapping Tools: - satellite images of the Stadium etc. Can enhance the online customer experience leading to increased site visits, advertising revenue and e-commerce sales
    • Mobile apps
    • What progress
    • has been made?
  • Progress Made
    • 2008 Study – evaluation of the Web 2.0 progress made by the top 20 football teams in Europe
    • 2011 updates
  • Internal Use (own web site)
    • UGC (User Generated Content)
      • text, images, video, wiki
    • User FOD (Feedback, Opinion, Discussion)
      • blog, forum, ratings, favourites, online chat
    • RIA (Rich Internet Applications)
      • widgets, mash-ups, podcasts/vodcasts
    • Folksonomies
      • social tagging, social bookmarking, tag cloud
    • Feeds
      • content feeds in and out
    • Community
      • site community
    • External Links
      • to other 2.0 sites
  • External 2.0
    • Social Network Sites
      • facebook
    • Multimedia Sharing Sites
      • Youtube, flickr
    • Podcast Sites
      • Itunes
    • Twitter
    • Linkedin
  • 2008 Results – very limited progress
  • 2008 Results – very limited progress
  • August 2011 Update
  • August 2011 Update
  • October 2011
  • October 2011
  • Progress?
    • Good progress in channels being
    • used and number of ‘followers’/
    • ‘ fans’
    • But are they using it in the right
    • way?
    • Fan engagement or broadcasting?
  • Broadcasting or Engagement?
  • Twitter Profiles
  • Column 6 – only 6% are ‘replies’
  • Stats from twtrland.com
  • A Broadcast Mentality
    • Is fan engagement enough?
    • What about fan ownership?
  • Fan Ownership?
  • Crowd Power
    • The ‘crowdsourcing’ movement - could this help to break down barriers to fan ownership of clubs?
    • ‘ Crowdfunding’ is the collective cooperation, attention and trust by people who network and pool their money and other resources together, usually via the Internet, to support a ‘common cause’. Why can’t football clubs be funded this way through an online community membership scheme?
    • ‘ Crowdsourcing’ could also provide a solution for decentralised, democratic fan control
  • Crowd Power
    • Rather than a decision-making structure where total power lies with a small wealthy elite, in a crowdsourcing model power would lie with the community (or crowd)
    • Mass collaboration, rather than leading to anarchy, will often result in better decision-making building on the collective intelligence of the crowd.
    • Why does control have to be in the hands of a small number of oligarchs when the collective intelligence of the masses will always be greater than that of the few?
    • Emerging ‘Best Practice’
    • Examples in Sports Marketing
  • Ebbsfleet Utd 2007 Fan Takeover
  • MyFootballClub.co.uk
  • Examples
      • Chelsea
      • www.chelseafc.com
  • Standard Home Page
  • The Shed
  • Chat
  • Fan Blog
  • Images
  • Player Ratings
  • Pick the Team 
  • Rumours
  • Facebook – 7.6 million
  • Youtube
  • Twitter
  • Flickr
  • Many other interesting developments
  • Others
  • A good site
  • Mission Control – Fan Management
    • ‘ Getting There’
    • Practical Advice
    • and Next Steps to
    • Avoid the Road to
    • Nowhere
    • ‘ Social Media Planning Pays’
  • ‘ Getting There’
    • Get more involved
    • Learn more
    • Develop a strategy
    • Implement
    • Monitor performance and business impact
    • ‘ Be Customer Led’
    • Get more involved and
    • learn more
    • Develop a Strategy
    • Social Media Strategy
    • and Action Plans
  • Social Media Strategy and Action Plans
    • Use a simplified Balanced Scorecard approach to social media strategy development and implementation
    • Will ensure that your future social media actions and initiatives are fully aligned with and supportive of agreed business goals; that KPIs are agreed for evaluating on-going social media performance, business impact and ROI; and that all key success factors are considered, including organization, people and resource aspects
  • Develop a Strategy
    • What is the overall social media vision for your organization?
    • What are the key objectives and targets to be achieved?
    • Who are your customers?
    • What are the key actions and initiatives you need to take?
    • Organisation, resource and people issues
  • Social Media Strategy Map
  • Key Questions to Address
    • What is the overall social media vision for your organisation?
    • What are the key objectives and targets to be achieved from social media? Are these fully aligned with and supportive 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 Actions and Initiatives you need to take – short, medium and longer term?
    • What generic social media strategy should you follow (number of channels used/ depth of engagement in each channel)?
  • Key Questions to Address
    • For each priority Social Media Channel, what are your core objectives for that channel; what KPIs will be used for measuring on-going channel performance; what are your targets for each KPI; what key tasks are needed to achieve these targets?
    • Do we have the right organisational ‘culture’ and ‘mindset’ for Social Media? ‘Be social before doing social! Is the right organisational and decision-making structure in place?
    • Has agreement been reached on resource allocation?
    • Who will be responsible for your social media activities? What balance has been agreed between internal and external roles and responsibilities?
  • Key Questions to Address
    • Who is the Social Media Champion?
    • Do you have agreed Social Media Policies and Guidelines in place covering ‘Proper Use’, ‘Content Management’, ‘Customer Response Times/Quality’ and ‘Legal’ aspects?
    • Performance evaluation and business impact
    • Potential Business Benefits
    • of Social Media
  • Business Benefits
    • Market Knowledge
    • Customer Insight and Understanding
    • Customer Interaction
    • Enhanced Customer Experience
    • Business Intelligence
    • Reputation Management
  • Business Benefits
    • Improved Sales and Marketing
    • Identify and network with high value, high growth prospects
    • Product Development and R&D e.g. engage and co-create
    • Internal cost savings
    • Improved Operations and Internal Processes
    • Increased ROI
  • Potential Business Benefits
    • 5 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)
    • ‘ Be Customer Led’
  • Be Customer Led
    • Who are our customers, community, tribe?
    • Where do they hang out in social media?
    • How can we best use Social Media to deliver an exceptional customer experience at all stages of the customer life cycle?
  • www.mashable.com
  • Who Are Your Customers?
    • Your Social Media Strategy should be aimed at building a ‘quality’ customer base i.e. a strong online network of high value, high growth potential customers providing your company with a strong foundation for achieving sustained growth and profitability
    • First step:
      • Undertake a detailed Customer Mapping and Segmentation Analysis to identify your ‘Most Valuable’ and ‘Most Growable’ customers (actual and potential)
    • Strategically position your customers on a Customer Value Matrix based on
    • Customer Attractiveness
    • Probability of Success
  • Customer Value Matrix
    • Strategic Implications
  • Quality Customer Growth Programme
  • Business Benefits of this Approach
    • Concentration of effort and resource on `quality’ customers – your ‘Most Valuable’ and ‘Most Growable’ customers
    • Improved value delivery to existing high value customers. Build learning relationships with them allowing you to better service their emerging needs and wants through highly customised and personalised products and services
    • Maximise customer retention, loyalty and advocacy; ‘Up’ and ‘Cross’ selling opportunities
    • Maximise customer profitability and lifetime value
  • Business Benefits of this Approach
    • Acquiring new `quality’ customers becomes easier because you have got it right for existing customers
    • Cost savings and improved marketing/sales efficiency through targeting limited resources on `quality’ customers (actual and potential)
    • Building sustained customer and competitive advantage through customer differentiation and brand advocacy
    • Erection of loyalty barriers preventing your competitors from stealing your `best’ customers
    • Social Media Monitoring
  • Monitoring the Conversations
    • Use Social Media Monitoring Tools to identify where your customers ‘hang-out’ online and to monitor the conversations relevant to your brand – also for measuring the ‘buzz’ about your brand
    • No or low cost tools such as Google Alerts, Yahoo Pipes, Social Mention, Topsy, IceRocket, Blogscope, Blogpulse and ViralHeat
    • More expensive and sophisticated tools such as Radian6, Alterian SM2, Sysomos Heartbeat and Infegy SocialRadar
  • Social Media Monitoring
  • The Customer Experience
    • Use Social Media to enhance the customer experience at all stages of the Customer Life Cycle
  • Customer Lifecycle
  • Action Plans
    • Key issues in implementing your
    • social media strategy
      • Channel Action Plans
      • Performance Measurement
  • 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. Twitter, Facebook, Linkedin etc
    • But not ‘Paralysis by Analysis’
    • The Action Plan for each channel should include a clear statement of…..
  • Channel Action Plans
    • Vision
    • Channel Objectives
    • KPIs and Targets
    • Customers
    • Key Channel Actions and Initiatives for ‘getting there
    • Organisation, resource and people issues
    • Tools and applications
    • Performance measurement
    • Do’s and Don’t’s
  • Performance Measurement
    • To ensure that your Social Media activities deliver high ROI, it is important to monitor, measure and evaluate your social media performance on an on-going basis. Key questions to address:
    • What social media performance measures and KPIs should be used – both in terms of the overall ‘buzz’ created and measures for individual channels?
    • What tools/software will be used to assist performance measurement?
    • What reports will be produced, for who and how frequently?
  • Performance Measurement
    • Should be undertaken at three main levels:
    • Individual social media channels
    • Overall ‘buzz’
    • Business Impact
    • Using the 6Is approach
  • Organization, Resource and People Issues
    • Organization, 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:
  • Organization, Resource and People Issues
    • Do we have the right organisational ‘culture’ and ‘mindset’ for Social Media? ‘Be social before doing social!’ Is the right organisational and decision-making structure in place?
    • Has agreement been reached on resource allocation?
    • Who will be responsible for your social media activities?
    • Do you have agreed Social Media Policies and Guidelines in place covering ‘Proper Use’, ‘Content Management’, ‘Customer Response Times/Quality’ and ‘Legal’ aspects?
    • In Summary……..‘Social Media Planning Pays’
    • Thank You
    • Questions
    • www.energise2-0.com