Mastering Social Media Programme 2 Workshop 1
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Mastering Social Media Programme 2 Workshop 1

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Updated slides for our Mastering Social Media Executive Programme (No. 2) Workshop 1, Wednesday, 31st August, 2011

Updated slides for our Mastering Social Media Executive Programme (No. 2) Workshop 1, Wednesday, 31st August, 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
  • 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.

Mastering Social Media Programme 2 Workshop 1 Mastering Social Media Programme 2 Workshop 1 Presentation Transcript

  • Mastering Social Media for Sustained Business Growth Dr. Jim Hamill Alan Stevenson Vincent Hamill www.energise2-0.com Autumn, 2011
  • Mastering Social Media
    • Welcome and Introductions
    • About the Programme
    • Workshop 1: ‘The Foundations’
    • Welcome and
    • Introductions
    • About the
    • Programme
  • SM Opportunities and Progress Made
    • Used effectively, social media can lead to the following business benefits for SMEs
      • Market/customer knowledge & insight through customer feedback and the use of social media monitoring tools
      • Low cost brand awareness and reputation management
      • Increase sales/repeat sales
      • Build strong online community/ quality customer base of high value, high growth potential customers
      • Engage and energise
      • Enhanced customer experience and loyalty
      • Sales/marketing effectiveness, efficiency and ROI
      • Operational / internal process efficiency (open source and hosted apps)
  • SM Opportunities and Progress Made
    • The key phrase here is ‘used effectively’
    • Interest and enthusiasm among SMEs is growing rapidly - channels are being set up
    • SMEs fall into three main groups in terms of progress made
      • Progressive Adopters
      • Cautious/ Experimental Adopters
      • Non Adopters
  • SM Opportunities and Progress Made
    • While some good progress is being made, there is a need for a more ‘strategic’ approach
    • Clear social media vision and strategy, agreed objectives, KPIs, targets, ROI and on-going performance measurement
    • More attention needs to be paid to organization, people, resource issues critical to on-going SM success
    • Social Media Planning Pays
  • Programme Overview
      • Key issues in planning, developing,
      • implementing and managing a
      • successful social media strategy,
      • including performance
      • measurement and ROI
  • Programme Overview
    • The key strategic, management and organizational challenges involved in planning, implementing and managing an effective social media strategy
    • ‘ 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 is to ensure that your SM Strategy is fully aligned behind and supportive of your core business/marcoms goals and objectives
  • Key Questions To Address
    • What social media channels should you engage with and how deep should your level of engagement be?
    • How can social media best help you to achieve your overall strategic goals and objectives?
    • What resource should you commit to social media?
    • What Key Performance Indicators (KPIs) should you use and how can Return on Investment be measured?
  • Key Questions To Address
    • How open should your organization become?
    • What new ‘mindsets’ are required?
    • What new skills, knowledge and staff training are required?
    • Action plans for successful channel development
  • Programme Structure
    • Three one day workshops
    • Online support www.energise2-0.com
    • ‘ Social Media Toolkit’ Exercises
    • Follow-Up Meeting
    • Implementation Support?
  • www.energise2-0.com
  • Mastering SM Tab
  • Programme ‘Mindset’
    • Interaction and two-way dialogue NOT broadcasting
    • Crowdsourced learning – NOT ‘sage on the stage’
    • Input = Output
    • Questions about
    • the Programme?
    • State-of-Play
    • What progress has been made?
  • Social Media: The State of Play
    • Where are you in terms of
    • social media?
    • Where are you going?
  • Mastering Social Media for Sustained Business Growth Workshop 1 ‘The Foundations’
  • Workshop 1 Overview
    • Overview of social media – what is it?
    • How important has it become? – social media size and growth
    • Features and characteristics – the key things to remember about social media
    • The new ‘mindset’ and performance measures required
    • Potential business benefits of social media
    • Social media in action – case examples
    • Establish a strong foundation for developing, implementing and managing a successful Social Media Strategy – Workshops 2 and 3
    • ‘ Social Media Planning Pays’
  • ‘ Stop and Reflect’ Exercises
    • Three exercises to reinforce your knowledge/understanding and to establish a strong foundation for SM strategy development
    • Social media landscape evaluation
    • Internal audit of progress made
    • Are you ‘ready to engage’?
    • What is Social Media?
  •  
  •  
  • What is Social Media?
    • The three main components:
      • Applications
        • Features and characteristics
          • Business impact
  • Web 2.0/Social Media Web 2.0 Applications Open source Online Applications/ Web Services Social 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 Business Impact 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?
  • Social Media Revolution
  • ‘ Stop and Reflect’
    • Exercise 1:
    • Impact - What impact is social media having on your industry? How important has it/will it become?
    • Customers – How are your customers using social media? What impact is it having/will it have on customer behaviour?
    • What are the opportunities and threats for your business?......discussion of business benefits to follow…..
    • 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)
  • ‘ Stop and Reflect’
    • Exercise 1 (continued):
    • Applications – What social media applications are most relevant to your business? Map these against agreed business benefits
  • Map Applications to Business Benefits
    • Key Things to Remember
    • about Social Media
    • A conversation
    • not a broadcast
    • platform
  • Two Videos
    • The Social Media Revolution
    • The Advertiser/Customer Break-Up
    • Ask yourself – So What?
    • Implications for my company?
  • Social Media Revolution
  • Advertising – Customer Breakup
    • Key Things to Remember
    • About Social Media
  • Key Things to Remember
    • It’s social
      • A key feature is online democracy – with content being provided by the network for the network – represents a fundamental and revolutionary change in online behaviour, expectations and the online customer experience. The end of the ‘read only’ internet
      • Conversations are taking place relevant to your business
    • Power shift
      • Social media empowers customers, empowers the network. Recognizing this shift is the cornerstone of future success
    • Declining effectiveness of traditional approaches 
      • Does anyone listen to sales/brand messages anymore?
  • Do You Listen? Source: The Future of Advertising, APA, 17/02/09 as published on Slideshare ( www.slideshare.com )
  • Do You Listen?
  • The Customer Manifesto
  • What is Social Media?
  • The Customer Manifesto
    • We are not sales suspects,
    • prospects or leads
    • We do not want to be converted
    • We are 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
  • Key Things to Remember
    • Pull v push
      • Consumers/users decide what information they wish to access
    • New ‘mindsets’ are required
      • Marketing as a conversation with your customers/network– dialogue not broadcasting
      • But this is something that most of us are not very good at doing. We prefer ‘telling’ people
    • SM ‘winners’ and ‘losers’
      • ‘ 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
  • Key Things to Remember
    • 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
    • Social media monitoring/performance management tools
    • The need for new business/marketing models
  • 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
  • Key Things to Remember
    • The need for new business/marketing models
      • Traditional approach:
        • Product development – Differentiate – Market and Promote - Sell
      • New model based on:
        • Communities, networks, openness, peering, sharing, collaboration, customer empowerment, ‘think and act’ globally
        • Engage and energise
        • ‘ Create the Buzz’
    • Definition of
    • stupidity?
    • Stop and Reflect
    • How to set up a Social Media Monitoring System for your Business
  • Evaluate Your Social Media Landscape
    • Monitor and evaluate the social
    • media landscape for your business
    • Help decide the best generic strategy
    • to follow in terms of the number of
    • channels used and your depth of
    • engagement in each channel
    • Key questions to address include……..
  • Evaluate Your Social Media Landscape
    • What impact is social media having on your industry, how important has it become?
    • How are your customers using social media? What impact is it having on customer behaviour?
    • What online conversations are taking place relevant to your business; who is saying what about your brand/ industry where online and what sentiments are being expressed? How should you respond?
    • What are the key features and characteristics of social media that you need to understand
    • Based on the above, what social media applications are most relevant to your business and how deep does your level of engagement need to be?
    • Use Social Media Monitoring Tools………
  • Monitoring the Conversations
    • Use Social Media Monitoring Tools to monitor online 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 Tools
    • Social Media in Action
    • Quick Examples
  • 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
  •  
  •  
  • Will It Blend? - iPad
  • 5.7 Million Views
  • United Breaks Guitars
  • 10.2 Million Views
  • Crowdsourced NPD
  • 266,555 on Facebook
  • 1.6 Million Twitter Followers
  • www.skittles.com
  • www.chelseafc.com
    • ‘ Social Media Planning Pays’
    • Key Steps in Developing, Implementing and Managing a Successful Social Media Strategy
    • Covered in more detail in Workshops 2 & 3
    • Social Media
    • Development Cycle
  • SM Development Cycle
    • Each Step is being covered in detail on our blog at
    • www.energise2-0.com
  • Five Key Areas
    • External Analysis: Evaluate Your Social Media Landscape
    • Internal Audit: 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
    • The Key Questions
    • to Address
  • www.energise2-0.com
  • Evaluate Your Social Media Landscape
    • Monitor and evaluate the social
    • media landscape for your business
    • Help decide the best generic strategy
    • to follow in terms of the number of
    • channels used and your depth of
    • engagement in each channel
    • Key questions to address include……..
  • Evaluate Your Social Media Landscape
    • What impact is social media having on your industry, how important has it become?
    • How are your customers using social media? What impact is it having on customer behaviour?
    • What online conversations are taking place relevant to your business; who is saying what about your brand/ industry where online and what sentiments are being expressed? How should you respond?
    • What are the key features and characteristics of social media that you need to understand
    • Based on the above, what social media applications are most relevant to your business and how deep does your level of engagement need to be?
    • Use Social Media Monitoring Tools………
  • Monitoring the Conversations
    • Use Social Media Monitoring Tools to monitor online 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 Tools
  • ‘ Stop and Reflect’
    • Exercise 2:
    • Undertake an Internal Social Media Audit. Key questions to address include:
    • What progress have we made?
    • What social media channels do we already use?
    • What is the level of engagement with each channel?
    • What positive business benefits have we derived from our social media activities?
    • Where are the main areas for future improvement?
  • Internal Audit and ‘Readiness to Engage’
    • Your Internal Social Media Audit evaluates progress made, benchmarked against agreed criteria. Key questions to address include:
    • What progress have we already made in social media?
    • What channels do we already use?
    • What is our current level of engagement with each channel?
    • What positive business benefits have we derived from our social media activities?
    • Where are the main areas for future improvement?
    • Benchmark existing progress against the opportunities presented by your Social Media Landscape; against industry ‘Best Practice’; agreed performance measures and targets
    • The ‘Strategic Gap’ (i.e. the ‘Gap’ between where you are and where you should be) provides a very strong basis for future social media strategy development
  • Internal Audit and ‘Readiness to Engage’
    • Supporting the Internal Audit
    • of progress made, you should
    • also undertake an evaluation
    • of your organisation’s
    • ‘ Readiness to Engage’,
    • evaluating your social media
    • strengths and weaknesses,
    • the main barriers and
    • obstacles to be overcome
    • Exercise 3 Readiness to Engage?
  • ‘ Stop and Reflect’
    • Exercise 3:
    • Are you ready to engage?
    • Social media strengths and weaknesses; the main barriers and obstacles to be overcome  
  • Readiness to Engage Strengths Weaknesses List here the main SM strengths of your organisation e.g. strong brand, quality customer base, customers already active in Social Media etc. List here the main SM weaknesses of your organisation e.g. limited staff knowledge and understanding, resource issues, organizational mindset, influence/attitude of the IT Dept etc. Obstacles/Barriers Overcome Detail the main obstacles and barriers for your organisation. Indicate how barriers will be overcome, including in-sourcing / out-sourcing options
    • Social Media Strategy
    • and Action Plans
  • 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
  • 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……
  • 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
  • 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?
    • 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 engage with and energise them?
  • www.mashable.com
  • 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?
  • What is Social Media?
    • In Summary……..’Social Media
    • Planning Pays ’
  • Workshop 2
    • Social Media Strategy Development
    • Using the ‘Toolkit’, participants will agree the social media vision and strategy for their company; the key objectives and targets to be achieved; KPIs; customer segmentation; the key social media actions and initiatives to take; organisation, people and resource issues.
  • 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’
    • Thank You
    • Questions
    • www.energise2-0.com
  • About Energise 2-0
    • Provide an integrated range of social media services for building sustained business growth and profitability, delivered to the very highest international standards and fully customised for your business