Kube Networks

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Kube Networks

  1. 1. Digital Marketing/Social Media StrategyMeeting 2Dr Jim HamillAlan StevensonVincent Hamillwww.energise2-0.com12thDecember, 2011
  2. 2. ENERGISE2-0.COMProject Background• Digital Marketing/Social Media (DM/SM) KnowledgeTransfer• Digital Marketing/Social Media StrategyDevelopment and Action Plans for ‘getting there’• Implementation Support• A six month project plus on-going Mentoring andPerformance Management for a further six months
  3. 3. The Approach• Use of a simplified Balanced Scorecard approach toensure that future digital marketing/social mediaactions and initiatives are fully aligned with andsupportive of core business goals and objectives
  4. 4. Scorecard Approach• DM/SM Vision• Objectives, Key Performance Indicators (KPIs) andTargets• Customer Segmentation• Key Actions and Initiatives• Organisation, People, Resource Issues• Performance Measurement
  5. 5. Performance Driven Approach• All future digital marketing/social media actions andinitiatives should be closely aligned with andsupportive of agreed business goals and objectivesfor Kube• Targets and KPIs should be agreed for evaluating on-going performance and business impact
  6. 6. ENERGISE2-0.COMAgenda 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
  7. 7. The DigitalMarketing/Social MediaVision
  8. 8. The Vision• To fully leverage emerging online opportunities for building a‘Quality Customer Base’ – a strong base of ‘High Value, HighGrowth, High Margin Customers’ providing Kube with a solidfoundation for achieving sustained growth and profitability• The development and successful implementation of anintegrated and coordinated Digital Marketing/Social MediaStrategy is critical to achieving the company’s ambitiousgrowth objectives and establishing Kube as a dominant playerin the Scottish market• This will be achieved by using digital technology to ‘Identify,Acquire, Retain and Grow Quality Customers’ – especiallycustomers with high annual repeat revenues
  9. 9. Business Objectives,KPIs and Targets
  10. 10. 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……………………….
  11. 11. Digital Success Drivers• Derive ‘actionable insights’ and improved market/customerknowledge through ‘social media listening’ and two-waydialogue• Raise brand awareness and understanding of what Kube doand the core value proposition• ‘Tell the story’ and help to educate the market• Build brand visibility, integrity and brand reputationmanagement• Increase number of resellers (to some extent) but moreimportantly to build direct to customer sales• Support the repositioning of Kube as a market leader inmanaged services
  12. 12. Digital Success Drivers• Build the proposition and support the launch of new cloudbased products and services• Build direct relationships and engagement with key decision-makers (e.g. CFOs) by-passing the IT blockers (the Dept ofUnbusiness)• Use of Digital/Social Media to deliver high levels of customerservice 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
  13. 13. Digital Success Drivers• Maximise the growth potential of existing customers through‘up’ and ‘cross’ selling; development of managed cloudservices• Build a quality online network of high value, high growthpotential customers/partners who become brand advocatesfor Kube• ‘Build the buzz’ – engage, energise, leverage the power of thenetwork• Maximise company value through building a quality customerbase and maximising life time value• Maximise marketing effectiveness, efficiency and ROI• Internal cost savings and operational efficiencies
  14. 14. KPIs and specific targets should beagreed for the above and used tomeasure on-going business impact……
  15. 15. CustomerSegmentation….. the key to DigitalMarketing/Social MediasuccessKube’s emerging DM/SM strategy should focus onthe following customer/market segments………
  16. 16. Customer Segmentation• The Scottish Market• Existing Customers• New Customers• Partners/Influencers (offline)• Key Social Media Influencers• Internal Customers
  17. 17. The Scottish Market• Geographically, the main objective is to establishKube as a dominant player in the Scottish market• Focus on key cities Glasgow/West of Scotland;Edinburgh, Aberdeen, Perth etc
  18. 18. Existing Customers• A major priority is to maximise ‘up’ and ‘cross’ sellingopportunities within the existing customer base - 200 to 300existing customers• Significant growth potential in the top 20/30 existingcustomers – already taking the full range of connectivity services butnot ‘what sits on top’• Generic Strategy – use DM/SM to ‘build strategicrelationships’ with this segment - maximising ‘up’ sellingopportunities• Second tier of 100 companies – potential for ‘up’ selling moreconnectivity services. Generic strategy – ‘target fordevelopment’• Remaining customers – use DM/SM to ‘selectively develop’/‘service minimally’ (reduce customer servicing costs)
  19. 19. 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?
  20. 20. 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
  21. 21. 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
  22. 22. Internal CustomersInternal Customers– Use of social media for customer service andfeedback– Use of social media to improve internalprocesses?
  23. 23. Based on a ‘Customer Value Analysis’(Customer Attractiveness and Probability of Success)priority customer groups for Kube are asfollows…….
  24. 24. 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
  25. 25. Key Decision MakersWithin each customer segment – focus on buildingrelationships with key decision-makers•CFO•IT•Owners•Functional Managers•Staff•Customers’ customers
  26. 26. 8 Key SocialMedia Actionsand Initiativesto implement…….
  27. 27. 8 Key Actions and Initiatives1. Undertake a Social Media Landscape Analysis2. Build a Social Media Listening System3. Undertake a strategic web site evaluation andrecommendations for improvement4. Implement a proactive online (and offline) marketingstrategy to support the site
  28. 28. 8 Key Actions and Initiatives5. Explore collaborative social media opportunities with highvalue, high growth potential customers/partners /buildrelationships with key influencers6. Search, join, lurk, participate in ‘external’ forums/groups/blogs etc7. Build proprietary social media channels8. Medium-to-longer term developments – viral campaign,internal use of social media
  29. 29. Initiative 1Social MediaLandscapeAnalysis
  30. 30. Social Media Landscape Analysis• Identify the key ‘hubs’, forums, groups whererelevant conversations are taking place• Identify where your customers (actual and potential)are ‘hanging-out’• Concentration of effort and resources….
  31. 31. Initiative 2Social MediaListening System
  32. 32. Set Up a SM Listening System
  33. 33. Social Media ListeningSearch and Relevance FiltersPlatforms and ChannelsBrandmentionsCollectActionable InsightscompetitorsNewproducts@replies“I thought it wasgreat…”Events assigned to the Social GraphCategorisation and TaggingProcessMention Volume and ImportanceDemographics and TimingSentiment and EmotionAnalyse#noise@cloggerIrrelevantcomments“had a terribleexperience…” staffRT: check outthis videoRT: noise to beignoredPR: BroadcastingpostsIrrelevantchannelsMorenoisecommentsSource: Energise2-0“I’m walking thedog…”“X-Factor isGreat..”
  34. 34. 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 tothe 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 potentialreputation issues Improved Sales, Marketing and New Product Development throughlistening first Improved Performance Monitoring (‘buzz’ measurement – see later)
  35. 35. Set Up a SM Listening System• Five key steps involved (see future Action Plan)• At this stage, the key question is to agree the mainconversations you need to monitor– your own brand– product, industry, sector– competitors (e.g. Iomart are moving into the cloudmarket; PLC Awards)– customer segments– geography/location– etc
  36. 36. A Prototype for Organic Foods
  37. 37. A Prototype for Organic Foods
  38. 38. Initiative 3StrategicWeb SiteEvaluation andRecommended Improvements
  39. 39. Kube Web SiteKey Actions:Web site review and evaluation benchmarked against agreedobjectives, customer groups, brand message/positioning etcFunctional 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 websiteSite to provide online support to existing customersFollow professional project management procedures at all stages toensure ‘on time, within budget’ deliveryEnsure clear ‘call to action’ for different customer groups
  40. 40. Kube Web SiteKey Actions (cont’d):Ensure prominent links to Kube social media channels (top righthand side 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 functionalspecificationTimescale – functional specification by the end of January, 2012; sitelive by end of February
  41. 41. Initiative 4ProactiveWeb SiteMarketing
  42. 42. Web Site MarketingThe updated Kube web site should be supported by aproactive online (Web 1.0) marketing strategyKey Actions:Search engine optimisation and positioningLinks strategyGoogle analyticseMail communications strategyetc
  43. 43. Initiative 5Explore CollaborativeOpportunities
  44. 44. Collaborative Social MediaKey Action:Discuss/explore collaborative social mediaopportunities with High Value/High Growth PotentialCustomers/Partners
  45. 45. Initiative 5 (b)Build Relationshipswith ‘Key Influencers’
  46. 46. Key InfluencersKey Actions:Search and identify ‘key influencers’ relevant to differentcustomer segmentsDraw up a long listAgree a short-list of the most strategically important ‘keyinfluencers’Start to followBuild knowledge and understanding of what makes them ‘tick’Start to build relationshipsCultivate/leverage ‘one to one to many’ networkeffects……..pto
  47. 47. 1-to-1-to-Many Marketing
  48. 48. Key Influencers• The Social Media Landscape Analysis will identifiedthe key influencers
  49. 49. Initiative 6Group/Forum/External BlogParticipation
  50. 50. Group/Forum/Blog ParticipationKey Actions:Search for relevant groups/forums/blogs etcDraw up a long listAgree a short-list of the most relevant groups/forums/blogsJoinLurk 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 SELLCultivate high value relationships
  51. 51. Group/Forum Participation• The Social Media Landscape Analysis will identifiedthe main groups/forums etc
  52. 52. Initiative 7DevelopProprietarySocial Media Channels
  53. 53. 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 whentime/resources allow
  54. 54. Social Media Channels• An integrated and coordinated approach should beadopted to ensure consistency of brand message,content tone, theme etc across all channels• Action Plans will be developed for each channelcovering the following...........
  55. 55. Channel Action Plans• Channel objectives and business benefits• Channel KPIs and targets• Key success factors – the 4Cs– Customers– Content– Conversations– Conversion
  56. 56. 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 beused• Organisation, Resources, People, ‘Mindset’ issues –proper use ‘Policies and Guidelines’
  57. 57. Channel Set Up Issues• Page Set Up• Profile• Design• Basic Layout• Terminology• Features/Functions• Integration options
  58. 58. 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
  59. 59. A brief word on each channel……..
  60. 60. 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
  61. 61. 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’
  62. 62. 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
  63. 63. 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
  64. 64. 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
  65. 65. 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
  66. 66. 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 manytweets 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’
  67. 67. 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
  68. 68. 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
  69. 69. 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
  70. 70. Organisation, People,Resource Issues
  71. 71. 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…….
  72. 72. 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 inplace?• Has agreement been reached on resource allocation?• Who will be responsible for your social media activities?• What balance has been agreed between internal and externalroles and responsibilities?• Who is the Social Media Champion?• Do you have agreed Social Media Policies and Guidelines inplace covering ‘Proper Use’, ‘Content Management’,‘Customer Response Times/Quality’ and ‘Legal’ aspects?
  73. 73. Performance Measurementand Business Impact
  74. 74. 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
  75. 75. 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 (RequirementsSpec) Build proprietary channels Agree Organisational, Resource and People Issues
  76. 76. Thank You

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