Digital Marketing/Social Media StrategyMeeting 2 Dr Jim Hamill Alan Stevenson Vincent Hamill www.energise2-0.com 12th December, 2011
Project Background• Digital Marketing/Social Media (DM/SM) Knowledge Transfer• Digital Marketing/Social Media Strategy Development and Action Plans for ‘getting there’• Implementation Support• A six month project plus on-going Mentoring and Performance Management for a further six months ENERGISE2-0.COM
The Approach• Use of a simplified Balanced Scorecard approach to ensure that future digital marketing/social media actions and initiatives are fully aligned with and supportive of core business goals and objectives
Performance Driven Approach• All future digital marketing/social media actions and initiatives should be closely aligned with and supportive of agreed business goals and objectives for Kube• Targets and KPIs should be agreed for evaluating on- going performance and business impact
Agenda for the DayBased on Meeting 1 agree:•Why? - The overall DM/SM Strategic Vision, Objectives, KPIs,Targets, Customer Segments•What? - The key DM/SM Actions and Initiatives to beimplemented ----------------------------------------------------------------------------Then……….•How? - Action Plan for ‘Getting There’•Who? - Organisation, People and Resource issues ENERGISE2-0.COM
The Vision• To fully leverage emerging online opportunities for building a ‘Quality Customer Base’ – a strong base of ‘High Value, High Growth, High Margin Customers’ providing Kube with a solid foundation for achieving sustained growth and profitability• The development and successful implementation of an integrated and coordinated Digital Marketing/Social Media Strategy is critical to achieving the company’s ambitious growth objectives and establishing Kube as a dominant player in the Scottish market• This will be achieved by using digital technology to ‘Identify, Acquire, Retain and Grow Quality Customers’ – especially customers with high annual repeat revenues
Strategic ObjectivesIncreased Sales – contribution ofDigital Marketing/Social Media toachieving the company’s stated objectiveof increasing turnover by 50% within18 monthsCost Savings/ Improved ROIImproved Customer ExperienceThe Digital Marketing/Social Media Strategy willsupport the following……………………….
Digital Success Drivers• Derive ‘actionable insights’ and improved market/customer knowledge through ‘social media listening’ and two-way dialogue• Raise brand awareness and understanding of what Kube do and the core value proposition• ‘Tell the story’ and help to educate the market• Build brand visibility, integrity and brand reputation management• Increase number of resellers (to some extent) but more importantly to build direct to customer sales• Support the repositioning of Kube as a market leader in managed services
Digital Success Drivers• Build the proposition and support the launch of new cloud based products and services• Build direct relationships and engagement with key decision- makers (e.g. CFOs) by-passing the IT blockers (the Dept of Unbusiness)• Use of Digital/Social Media to deliver high levels of customer service and to enhance the customer experience at low cost• Increase new customer acquisition for ‘bread and butter’ services (calls, lines etc) – low margins but opportunity for ‘up’/‘cross’ selling• Build strong relationships and loyalty with existing high value, high growth potential customers
Digital Success Drivers• Maximise the growth potential of existing customers through ‘up’ and ‘cross’ selling; development of managed cloud services• Build a quality online network of high value, high growth potential customers/partners who become brand advocates for Kube• ‘Build the buzz’ – engage, energise, leverage the power of the network• Maximise company value through building a quality customer base and maximising life time value• Maximise marketing effectiveness, efficiency and ROI• Internal cost savings and operational efficiencies
KPIs and specific targets should be agreed for the above and used tomeasure on-going business impact……
CustomerSegmentation….. the key to DigitalMarketing/Social MediasuccessKube’s emerging DM/SM strategy should focus onthe following customer/market segments………
Customer Segmentation• The Scottish Market• Existing Customers• New Customers• Partners/Influencers (offline)• Key Social Media Influencers• Internal Customers
The Scottish Market• Geographically, the main objective is to establish Kube as a dominant player in the Scottish market• Focus on key cities Glasgow/West of Scotland; Edinburgh, Aberdeen, Perth etc
Existing Customers• A major priority is to maximise ‘up’ and ‘cross’ selling opportunities within the existing customer base - 200 to 300 existing customers• Significant growth potential in the top 20/30 existing customers – already taking the full range of connectivity services but not ‘what sits on top’• Generic Strategy – use DM/SM to ‘build strategic relationships’ with this segment - maximising ‘up’ selling opportunities• Second tier of 100 companies – potential for ‘up’ selling more connectivity services. Generic strategy – ‘target for development’• Remaining customers – use DM/SM to ‘selectively develop’/ ‘service minimally’ (reduce customer servicing costs)
New Customer Acquisition‘Build brand awareness’ and ‘target for development’the following groups:•Top 300 SMEs in Scotland•Oil and Gas sector•Other industries e.g. accountants, food and drink,higher/further education etcEntry point may be fixed line calls?
Partners/Influencers (offline)‘Build brand awareness’ and ‘selectively develop’ thefollowing segments:•Resellers (‘selectively develop’)•Potential Strategic Partners e.g. suppliers of cloudservices/applications•Niche Suppliers – e.g. Eureka, Data Specialists, Consultants•Influencers – Trade Associations; Chambers/Business Clubs; SEand the Scottish Government (broadband initiative); AffinityAssociations e.g. Master Bakers, RFC•Strategy – seek joint approaches/collaboration for mutualbenefit e.g. Cloud/Social Media Workshops/Seminars
Key Social Media InfluencersUndertake a Social MediaLandscape Analysis to identifykey Social Media Influencers(see Initiative 1)Building relationships withkey individualsBuild ‘1-to-1-to-many’ word of mouth effect
Internal CustomersInternal Customers – Use of social media for customer service and feedback – Use of social media to improve internal processes?
Based on a ‘Customer Value Analysis’(Customer Attractiveness and Probability of Success)priority customer groups for Kube are as follows…….
Focus on High Value CustomersThe DM/SM strategy for Kube should focus on the followingkey objectives (at least short to medium term):Build/Strengthen the ‘Strategic Partnership’ with – top 20/30existing customers with significant growth potential‘Target for Development’ – 100 existing customers with goodgrowth potential‘Build Brand Awareness’/‘Target for Development’ – top 300Scottish SMEs; oil and gas sector; other sectors as agreed‘Build Brand Awareness’/‘Selectively Develop’ - Resellers;Potential Strategic Partners; Niche Suppliers; Influencers ;Affinity Associations e.g. Master Bakers, RFC
Key Decision MakersWithin each customer segment – focus on buildingrelationships with key decision-makers•CFO•IT•Owners•Functional Managers•Staff•Customers’ customers
8 Key Actions and Initiatives1. Undertake a Social Media Landscape Analysis3. Build a Social Media Listening System5. Undertake a strategic web site evaluation and recommendations for improvement7. Implement a proactive online (and offline) marketing strategy to support the site
8 Key Actions and Initiatives1. Explore collaborative social media opportunities with high value, high growth potential customers/partners /build relationships with key influencers3. Search, join, lurk, participate in ‘external’ forums/ groups/blogs etc5. Build proprietary social media channels7. Medium-to-longer term developments – viral campaign, internal use of social media
Social Media Landscape Analysis• Identify the key ‘hubs’, forums, groups where relevant conversations are taking place• Identify where your customers (actual and potential) are ‘hanging-out’• Concentration of effort and resources….
Social Media Listening RT s pro New “ha :c lie duc as ex d a h rep it w pe te thi eck @ ts t rie rrib s v ou co gh nc ide t mp d an tions ou ” e… le staff o eti Br n th t… “I ea tor ” s me gr Collect Irre Search and Relevance Filters as ting cha levan ro adc nn t Platforms and Channels P R : B pos t s els Process ing the“I’m walk “X-Factor is dog… ” Events assigned to the Social Graph Great..” Categorisation and Tagging t M an c o or e lev nt s Irre me Analyse m no m is m en e co Mention Volume and Importance o ise ts RT #n :n Demographics and Timing o @ ign ise to Sentiment and Emotion clo gg or e be er d Actionable Insights Source: Energise2-0
Set Up a SM Listening SystemSet up a Social Media Monitoring/Listening System. Benefits willinclude: Market Knowledge and Intelligence - where your customers, partners, competitors and staff are hanging out online Customer Insight and Understanding - who is saying what relevant to the Kube brand, where and the sentiments being expressed Identify Networks and Key Influencers with high social media impact A ‘source of inspiration’ for blog/twitter/facebook content Reputation Management - timely identification of potential reputation issues Improved Sales, Marketing and New Product Development through listening first Improved Performance Monitoring (‘buzz’ measurement – see later)
Set Up a SM Listening System• Five key steps involved (see future Action Plan)• At this stage, the key question is to agree the main conversations you need to monitor – your own brand – product, industry, sector – competitors (e.g. Iomart are moving into the cloud market; PLC Awards) – customer segments – geography/location – etc
Kube Web SiteKey Actions:Web site review and evaluation benchmarked against agreedobjectives, customer groups, brand message/positioning etcFunctional specification for revised site (including site objectives)‘Keep It Simple’ – Kube’s web site should be a straightforward static,product driven/ ‘About Kube’ site. Rich content, engagement andinteractivity should take place through social media NOT on the websiteSite to provide online support to existing customersFollow professional project management procedures at all stages toensure ‘on time, within budget’ deliveryEnsure clear ‘call to action’ for different customer groups
Kube Web SiteKey Actions (cont’d):Ensure prominent links to Kube social media channels (top right handside of the site)Embed social media feeds to add some additional value to the sitee.g. from the Kube twitter channel; some RSS feeds (‘cloud’ news)Content/message tone/theme to be agreed as part of the functionalspecificationTimescale – functional specification by the end of January, 2012; sitelive by end of February
Web Site MarketingThe updated Kube web site should be supported by aproactive online (Web 1.0) marketing strategyKey Actions:Search engine optimisation and positioningLinks strategyGoogle analyticseMail communications strategyetc
Key InfluencersKey Actions:Search and identify ‘key influencers’ relevant to differentcustomer segmentsDraw up a long listAgree a short-list of the most strategically important ‘keyinfluencers’Start to followBuild knowledge and understanding of what makes them ‘tick’Start to build relationshipsCultivate/leverage ‘one to one to many’ networkeffects……..pto
Group/Forum/Blog ParticipationKey Actions:Search for relevant groups/forums/blogs etcDraw up a long listAgree a short-list of the most relevant groups/forums/blogsJoinLurk in the spaces for at least a month before posting (listenand learn the netiquette of the group)Start to participate BUT DON’T SELF PROMOTE OR SELLCultivate high value relationships
Group/Forum Participation• The Social Media Landscape Analysis will identified the main groups/forums etc
Initiative 7DevelopProprietarySocial Media Channels
Social Media Channels• Fully develop ‘proprietary’ social media channels• The following channels should be fully developed: Kube Blog Twitter (company and personal) Linkedin Personal Pages Linkedin Brand/Company Page ‘YouTube’ Facebook/Google + should be developed if and when time/resources allow
Social Media Channels• An integrated and coordinated approach should be adopted to ensure consistency of brand message, content tone, theme etc across all channels• Action Plans will be developed for each channel covering the following...........
Channel Action Plans• Channel objectives and business benefits• Channel KPIs and targets• Key success factors – the 4Cs – Customers – Content – Conversations – Conversion
Channel Action Plans• Channel Actions – Channel set-up tasks – Content Plan (see later) – Channel management tools to be used• Channel performance measurement and tools to be used• Organisation, Resources, People, ‘Mindset’ issues – proper use ‘Policies and Guidelines’
Channel Set Up Issues• Page Set Up• Profile• Design• Basic Layout• Terminology• Features/Functions• Integration options
Content PlanA template is available for agreeing a Content Plan foreach channel covering:•Frequency of updates•Tone/Theme•Topics•Post Types (update, video, image)•Own/Other Peoples Content (OPC)•Sources of Inspiration•Participation in other native places•Response Policy•Organisation, Resources and People
Kube BlogWill become the main ‘story telling’channel for the brand; a key channelfor customer/market ‘education’KPIs and targets will include – number/quality of page views per month(target of 2,500 within six months would be realistic); quality offeedback/comments made; actionable insight derived; referrals to the website; enquiries and engagement; impact of the blog on search engine positionof the main site; impact on brand awareness, visibility, integrity; personalisethe brand; number of email/RSS feed registrations etc
Kube BlogCustomers - at least initially, the blogwill focus mainly on existing 20/30 highgrowth potential customers; the ‘Target forDevelopment 100’; Scotland’s top 300 SMEs;potential partners‘Key Influencers’ should be invited to do guest blogsContent Policy – 3 to 5 times per week but not all posts need to be‘organically prepared’; the Social Media Listening System will identify the‘hot’ topics generating interest; vary the type of content posted e.g. text,videos, images etc; use the Social Media Listening System as a ‘source ofinspiration’; refer to the very detailed Customer Segmentation Analysis; postsshould be kept short and concise; as well as promoting the brand, blogcontent should establish Kube as a ‘thought leader’ in ‘Managed Services’
Kube BlogBuild the blog using Wordpressand ‘stand alone’ from the BNweb siteWordpress provides an easy to useContent Management System for blog updatesBlog address should be www.kubeblog.com or similar
Kube BlogWordpress stats provide a usefulsnapshot of blog performanceGoogle Analytics can be embedded toprovide a more detailed performanceAnalysisImportant blog management issues need to be decided in termsof roles and responsibilitiesThe blog should be closely integrated with all other social mediachannels
TwitterTwitter has major potential to bedeveloped as a key platform forcustomer interaction and engagementWill require a proactive, hands-on approachand the right ‘organisational mindset’KPIs and targets – the performance and impact of the Kube Twitterchannel can be measured to a very high degree of accuracy. KPIs wouldinclude: number/quality of followers; you follow; growth in numbers;number and type of tweet sent; number/per cent of RTs; reach, influence,amplification; visits to the web site/blog from Twitter etc. A range of toolsare available to support on-going performance measurement
TwitterA key issue to address is the balancebetween ‘personal’ and ‘Kube brand’accounts – see recent Twitter brand pagechangesBasic lay-out of the pagesProfile, Messages, Who to Follow, AccountSettings, Search, Design – can be customisedto some extentCustomers - at least initially, the Twitter accounts will focus on the samecustomer groups as the Kube blog. A key priority should be to identify andconnect with ‘Key Influencers’ i.e. those tweeting about ‘cloud’ issues. Toolsare available for identifying the right type of person to follow but be verycareful in their us
TwitterContent Policy – as for the blog, an agreedContent Policy should be put in place coveringfrequency of posts, topic, tone, theme, type oftweet (e.g. plain tweet, reply, link, retweet etc)Some Advice – don’t tweet too often or too many tweets at the same time; your tweets should add value, people willunfollow if you constantly talk about ‘YOU’; balance your tweetsbetween plain tweets, replies, links, RTs etc; twitter is NOT a broadcastchannel, engage in two-way dialogue – this will require time and effortand some staff training; be ‘customer led’
LinkedinA key issue to address is the balance between‘personal’ and ‘Kube brand’ Linkedin profilesJust very recently, Linkedin have considerablyimproved the functionality of their CompanyPages – see - http://learn.linkedin.com/company-pages/ - thisprovides interesting opportunities for Kube to establish a strongbrand profile on Linkedin. We are currently exploring the bestway to do this and will revert back with clear recommendationsvery soonLinkedin can also be used to research and identify keyindividuals that Kube should connect with
You TubeInitially, YouTube should be set up as a‘supporting channel’. In other words, with littletime and effort, a Kube YouTubeChannel could be set up using existing contente.g. ‘cloud’ related videos already on Youtubeand anything currently available internallyWhere appropriate, some of these videos can be used to provideembedded content on the other channels – mainly the blogMedium-to-longer term there is significant potential for usingYouTube to educate the market
Initiative 8Medium TermDevelopmentsOnce a strong Social Media foundation has been established(Initiatives 1 to 7), the company should explore the potential ofdeveloping and implementing a viral marketing campaignleveraging on its early success in social media. Also, thepotential for applying SM internally should be explored
The Main ObstacleIn our experience, organisational, people and resource issuesbecome the main barriers to achieving the business benefits tobe derived from a successful Social Media StrategyIf the company is in general agreement with the main thrust ofthe recommendations contained in this presentation then anumber of key questions need to be addressed…….
Key Organisational Questions• 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?• 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 MeasurementTo ensure that the Social Media Strategy delivers high ROI,performance measurement should be undertaken at three mainlevels:•Individual social media channels•Overall ‘buzz’•Business Impact
Next Steps Agree Key Objectives, Targets, KPIs, Customer Groups Agree the Key Initiatives and Actions to be taken Undertake the Social Media Landscape Analysis Set up the Social Media Listening System (Requirements Spec) Build proprietary channels Agree Organisational, Resource and People Issues