Mastering Social Media Workshop 3 Sept 2011
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Mastering Social Media Workshop 3 Sept 2011

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Slides for Workshop 3, Mastering Social Media Programme, 14th Sept, 2011

Slides for Workshop 3, Mastering Social Media Programme, 14th Sept, 2011

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  • Aramex – Global Logistics Company“We identified where customers communicate and interact, and found that our customers were talking about us online. We went where our customers are, and social media is a channel that enables us to tune in to their issues, so we can provide them with solutions. As a customer-centric company, our approach is to listen to customers and adapt to their needs.”
  • Boingo – Wireless Internet ProviderGreat customer service is “all about being available to help, no matter where that conversation takes place.”Being proactive. “We don’t wait until a complaint makes its way to us to address it,” says Nguyen. “Instead, we are proactively scanning for comments and conversations to jump in and help. Being authentic. “The other thing which may set us apart is our commitment to authenticity. We use our real names, give our real e-mail addresses and encourage our employees to engage with customers in ways that feel true to them and their style.”

Mastering Social Media Workshop 3 Sept 2011 Mastering Social Media Workshop 3 Sept 2011 Presentation Transcript

  • Mastering Social Media Workshop 3 Implementation and Performance Measurement
    Dr. Jim Hamill
    Alan Stevenson
    Vincent Hamill
    www.energise2-0.com
    September, 2011
  • Focus
    Key issues in implementing your
    social media strategy
    Channel Action Plans
    Performance Measurement
    Organisation, People, Resource Issues
  • Channel Action Plans
    Once your Social Media Strategy has been agreed, together with the key actions and initiatives you need to take, brief Action Plans should be developed for each priority SM channel
    Cascade the Balanced Scorecard approach to each priority channel e.g. Twitter, Facebook, Linkedinetc
    But not ‘Paralysis by Analysis’
    The Action Plan for each channel should include a clear statement of…..
    View slide
  • 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
    View slide
  • Key Questions to Address
    Channel Vision and Objectives
    What is your overall vision for this channel?
    What are the main objectives to be achieved? Are these closely aligned with and supportive of your core business objectives? (Link back to your SM Strategy Document)
    What KPIs will you use for measuring on-going channel performance? What are your targets for each KPI?
  • Key Questions to Address
    Channel Actions
    The Basics – for each channel, are you happy with - Page Set Up, Profile, Design, Basic Layout, Terminology, Features/Functions, Integration
    Key Success Factors – the ‘4Cs’ approach
    Customers
    Content
    Conversations
    Conversion/Call-to-Action
  • Key Questions to Address
    Tools and Applications
    What tools and apps should I use for this channel
    Organisation, People and Resource Aspects
    Do we have the right organisational ‘culture’ and ‘mindset’ for this channel to succeed? How will the channel be managed and resourced? Policies and Guidelines?
    Performance Measurement
    How should we measure channel performance and business impact?
  • Agenda
    Action Plans for Successful Channel Development
    Twitter (JH)
    Linkedin (AS)
    Lunch
    Guest Speaker – Brian Inkster
    Others (blogging, Google +, social media listening)
    Social Media Performance Measurement/ Organisation, people issues
    Programme Discussion and Follow Up
    ‘Stop and Reflect’ Exercises/ Channel Templates
  • Be Social
    Same principles apply
    across all channels –
    ‘Be social before
    doing social’
  • Twitter
    Twitter – An Overview
    The Basics - Channel Set-Up and Terminology
    Integration Options
    The ‘4Cs’ - Content Plan, Customers (Building the Community), Conversations, Conversions
    Twitter Tools and Applications
    Performance Measurement
    Organisation and People
  • Twitter Overview
  • Twitter – what is it?
    Twitter www.twitter.com is a social networking service combining elements of blogging and texting (now multimedia as well)
    It allows users to send updates to their friends (or "followers") via the web or mobile phone
    Messages (or "tweets") are up to 140 characters each
    Unlike Facebook/Linkedin, anyone on Twitter can follow your updates
  • Youtube
  • Go to
    www.twitter.com/stephenfry
  • A Typical Twitter Page
  • How big is it?
  • There are lies, damned lies, statistics
    and twitter statistics 
    The most important stat is whether
    your ‘customers’ use it or can be
    encouraged/trained to use it and the
    value add to the relationship
  • Points to Note
    The ‘tweet river’ is becoming polluted – create music not noise – see blog post ‘Why People Unfollow’
    Listen, learn, develop ‘actionable insight’ (by ‘following’ the right people). ‘We have two ears and one mouse’
    Broadcast/PR – inform, increase awareness
    Cost effective communications tool, instant/timely updates
    But it is NOT just about one way broadcasting – its about conversation and engagement – this has time and resource implications
  • Why People Unfollow
  • Why People Unfollow
  • Points to Note
    Twitter should be fully aligned with and supportive of your core marcoms objectives and with other marcoms channels
    Should deliver real business benefits and ROI – information, awareness, engagement, accountability, feedback, listen, actionable insights, key customer/partner/stakeholder relationships
    Adopt a ‘customer led’ approach
    Twitter is increasingly being used for customer service
  • Business Benefits
    Improved marcoms/ customer service
    effectiveness and efficiency
    Performance measurement tools are available
  • Stop & Reflect
    Twitter Exercise 1
    Vision and Strategy
    What do you want to use it for?
    What business benefits do you hope to derive?
    How will Twitter help you achieve your core business objectives?
    What KPIs will you use for measuring on-going channel performance? What are your targets for each KPI?
  • Getting Started
  • Getting Started
    Go to Twitter.com. Click on the "Join the Conversation" button in middle of the page
    Fill out basic information. This will include your full name, preferred user name, password and e-mail address. Remember that the user name is what people will see with an "@" symbol in front of it. For example, @yourname
    See if your contacts are on Twitter. After you fill out basic info, you'll be prompted to look for contacts in your Gmail, Yahoo, MSN, Hotmail or AOL accounts so you can begin following them if they're already on the service
    Look at Twitter's suggestions. Twitter will suggest some people for you to follow as well. Check to see if any of them are relevant
  • Getting Started
    Set up your profile. Click on "settings" in the upper right corner of your Twitter home page. You'll be brought to a tab-based menu that helps you build your profile and adjust settings
    Fill in the fields. Of particular importance is the "one line bio" under the "Account" tab. You have 160 characters to present yourself to the Twitter community. Many people choose to state their profession, and then maybe something outside of work that interests them as well
    Although, direct access to the Twitter Website is still the most popular means of managing your Twitter activity, popular Twitter clients like TweetDeck make managing your Twitter world much easier 
  • Stop & Reflect Twitter Exercise 2
    Make sure you understand the following terms:
    Layout: Home Page, Profile, Messages, Who to Follow, Account Settings, Search
    Design – can be personalised, to some extent
    Tweets
    Retweets (RT)
    @reply
    Direct message
    Hashtags #
    Follow/unfollow; following/followers
    Lists
  • Features and Functions
    Native App
    Username
    Tweet
  • Custom design
    Tweet with shortened URL
    Aramex
    Tweet @ replies
  • Retweet
    Boingo
    Hashtags
    Subscribe to Tweets
  • Features and Functions
    Favourited Tweet
    Suggested Follows
  • Integration Options
  • Integration Options
    You can embed/integrate your tweets into other channels e.g. Linkedin, your blog etc
    Be very careful
  • Embed
  • Key Success Factors
    The 4Cs of Building a
    Successful Twitter Channel
  • The 4Cs Framework
    Customers
    engage with the right ‘customers’ and build your community
    Content
    be ‘customer led’ and add value
    Conversations
    twitter is not a broadcast channel. It is marketing as a ‘conversation’
    Conversions
    the ‘call-to-action’; core business objectives
  • Stop & Reflect Twitter Exercise 3
    Twitter Exercise 3
    Who are your customers – who do you wish to engage with on Twitter?
  • Building Your
    Community
  • Building Your Community
    Use your existing communications channels
    Use the community building tools provided by twitter
    Some advice on "Finding Your Tribe"...Start by Following, Engage and Be Followed, the role of Influencers, Directories, Spam and Avoid Get Follower Fast Schemes
  • Building Your Community on Twitter
    1. Start By Following
    Aim to follow 100 ‘quality’ profiles initially – to get started and get on the learning curve
    Some will ‘reciprocate’ but users are becoming more discerning – quality of your tweets and depth of engagement (replies, DM) are critical
    As your twitter presence develops, your level of conversion should increase
    Tools are available for showing who followed you back http://friendorfollow.com and http://www.tweepler.com
    Network (through Replies or Direct Messages) and otherwise striving to add value with every tweet 
  • Building Your Community
    1a. Deciding Who to Follow
    You should aim to follow accounts that add value to both you and your network
    Identify sources for “value” messages. Only follow those that provide valuable messages on a regular basis
    Follow those who are ‘influencers’ for your target customers This will help you to keep track of their tweets / conversations. You may be followed back. You will see opportunities for more direct engagement
    You can easily identify those to follow in a number of ways
  • Building Your Community
    1b. Follow through Quality Content
    The best way to find ‘Who to Follow’ is through the quality of their Tweets and Retweets (and through search and lists).
    A good focused Tweet can indicate if someone is worthy of a follow.
    This works both ways. Consider the quality of your Tweets and the impact this is having on you being followed
    There are good twitter search tools available
    http://search.twitter.com/searchhttp://www.tweetdeck.com/http://www.bing.com/twitter  
    Social Media Monitoring Tools (www.topsy.com and others)
  • Building Your Community
    1c. Use of Twitter Directories
    A range of directories have emerged which have attempted to categorize people to follow, through their interests and professional background.
    We Follow http://wefollow.com
    Twellow http://www.twellow.com/
    Twibs http://www.twibs.com
    Twitterati http://twittorati.com/
    We would suggest subscribing to some of the more popular directories and getting a profile up there also, makes it easier again for others to find you and understand quickly what you're all about
  • Building Your Community
    1d. Use of Spam Avoidance Techniques
    There are many examples of Spam on Twitter and a mechanism is provided on both the Twitter website and some of the more popular clients to report this
    Tools are available for validating the 'follow' processes e.g. TrueTwit http://truetwit.com/truetwit/signUp
    Best way to avoid spam is through careful selection of profiles to follow.
    Be aware of ‘get rich quick schemes’ and avoid overtly attractive profile pictures
    Remember the old adage, if it seems too good to be true it usually is
  • Building Your Community
    1e. Do Not Automate the Follow Process
    Tools are available for automating the follow process
    We do not recommend these tools.
    Examples include:  http://twitterbatcher.comhttp://followformation.com
    1f. Avoid Get Followers Fast Schemes
    There are a number of 'get followers fast' schemes
    Don’t use them
    Your aim should be ‘quality’
  • Content and Conversations
  • Content
    Quality tweets are the key to success
    140 characters but try for less to encourage RTs (140-7)
    Include shortlinks when appropriate
    Agree tone, theme, frequency
    Remember to use @username if you want the individual to see the reply or to respond
    Balance of Retweets (RTs) and Direct Messages (DM)
    Organisation and people aspects
    Content policy and strategy
    What makes a great Tweeter?
  • Content
    Be very careful with twitter gaffes
    Many examples of slip-ups
  • Conversations
    Social media is ‘marketing as a conversation’ with your network
    It is not about one way broadcasting
    This has time and resource implications
    Some advice......
  • Conversations
    Tweet
    Your tweets should add value
    Number and frequency depends on your customers - frequency is driven by relevance and anticipation from your network
    Format issues – be concise – less than 140 characters to encourage RT and where relevant use a link and url link shortener e.g. bit.ly.
  • Conversations
    Reply and Direct Messages
    These features allow you to engage Twitter in a different way i.e. it becomes as much a 1-1 communication tool as a broadcast tool
    It can allow a dialogue between Twitter profiles and on specific Tweets.
  • Conversations
    Retweet
    Retweeting can add significant value to your network but don’t overdo it.
    Also – you should be aiming to get your own tweets retweeted….viral effect and you become an ‘influencer’
    Encourage an RT if its really important  
  • Conversations
    Using Hashtags
    Words or phrases pre-fixed with # e.g. #topic
    Conversations clustered around a theme. Helps you find where relevant conversations are taking place and join in
    Hashtags give your tweets (and you) more prominence on certain issues
    Don’t spam or misrepresent the # e.g. Habitat    
  • Conversations
    Twitter Chat  
    Chatting can be conducted through Twitter.
    Usually this involves a chat event at a certain time e.g. chat on the Climate Change Conference at Copenhagen at xpm EST.
    You tweet and add a hashtag to each tweet #climate
  • Conversations
    Create an Interdependent Presence
    Networks thrive on interconnectedness and cross fertilization
    Ensure multi channel coordination
    You can integrate Twitter with Facebook (#fb) and your Blog
    Consider Automating Your Tweets
    If you regularly post your own articles, use of an application like Twitterfeed http://twitterfeed.com or Posterous http://posterous.com/ can make sense
    But consider carefully your use of these tools and don’t spam
    Manual tweets are more personal - there is a balance to be struck here
  • Conversations
    Using Lists
    A good way to organize your information flow
    Group Twitter profiles under topics/quality
    You can subscribe to others’ lists
    The number of lists which you become part of illustrates the power of your tweets...another measure of your influence
    You are more likely to be found and followed through lists   
  • Stop & Reflect Twitter Exercise 4
    Evaluate your current Content/Conversation approach?
    Make recommendations for improvement
  • Conversion
    It is critical to measure the performance of your Twitter activities
    This can be done in two ways – ‘lag’ and ‘lead’ measures
    ‘Lag’ measures are your ultimate ‘business’ objectives e.g. feedback, insights, service awareness, accountability, marcoms effectiveness and efficiency, ROI etc
    ‘Lead’ measures are the main ‘drivers’ that help to achieve your core objectives
    This could include....
  • Performance Measurement
    Number of followers / that you follow
    Growth in followers over time
    Total number of Tweets
    Average number of Tweets over time
    Number of Retweets
    Number of Lists you are in
    Who's Following You vs. Who You Are Following
    To be continued…..
  • Twitter Tools and
    Applications
  • Make Use of Relevant Applications
    Desktop, Browser and Mobile Clients
    Tweet Feeds
    Twitter Search
    Analytics
    Directories and Follow Services
    Others
    See http://energise2-0.com/2011/02/04/a-list-of-useful-twitter-applications/
  • Twitter Tools/Applications
  • Tweetdeck
  • www.hootsuite.com
  • www.socialoomph.com
  • Schedule Your Tweets
  • Scheduled Tweets
  • Managing Your Followers
  • www.tweepi.com
  • www.tweepi.com
  • www.tweepi.com
  • Follow Followers
  • SCDI Followers
  • SCDI Followers
  • Stop & Reflect Twitter Exercise 5
    Review and evaluate some of the Twitter Tools and Applications listed on our blog
  • Performance
    Measurement
  • Performance Measurement
    It is critical to measure the performance of your Twitter activities
    This can be done in two ways – ‘lag’ and ‘lead’ measures
    ‘Lag’ measures are your ultimate ‘business’ objectives e.g. feedback, insights, service awareness, accountability, marcoms effectiveness and efficiency, ROI etc
    ‘Lead’ measures are the main ‘drivers’ that help to achieve your core objectives
    These could include....
  • Performance Measurement
    Number of followers / that you follow
    Growth in followers over time
    Total number of Tweets
    Average number of Tweets over time
    Number of Retweets
    Number of Lists you are in
    Who's Following You vs. Who You Are Following
    There are a number of tools available for monitoring your twitter performance, including:
  • Analytics
    Klout: http://klout.com/
    TweetStats: Trending stats for your twitter profile http://tweetstats.com
    Topsy: http://analytics.topsy.com
    Export.ly: http://export.ly
    Twitalyzer: http://twitalyzer.com/
    Twittercounter: http://twittercounter.com/
    Twitturly: http://twitturly.com/
    Retweetist: http://retweetist.com
    Twitterfall: http://twitterfall.com/
  • Stop & Reflect Twitter Exercise 6
    Use one or more of the following tools to monitor
    the performance of a twitter account of your own
    choice
    Klouthttp://klout.com/
    Topsyhttp://analytics.topsy.com
    Export.lyhttp://export.ly
    TweetStatshttp://tweetstats.com
  • Klout
  • www.klout.com
  • www.klout.com
  • www.klout.com
  • www.twtrland.com
  • www.twtrland.com
  • www.twtrland.com
  • www.twtrland.com
  • www.twtrland.com
  • www.twocation.com
  • www.twocation.com
  • www.twocation.com
  • Stop & Reflect Twitter Exercise 7
    Organisation, People and Resource Aspects
    Do you have the right organisational ‘culture’ and ‘mindset’ for this channel to succeed? How will the channel be managed and resourced? Policies and Guidelines?
  • Twitter
    Do’s and Dont’s
  • Do’s and Don’t’s
    Don’t Be a Showoff
    Your tweets should add value to the ‘customer’ – it’s not about ‘me,me,me’
    Don’t Use Poor Grammar or Spelling
    Don’t try to be too cool
    Don’t Get Too Personal (business users)
    Keep the conversations warm but professional; it’s what business users expect and anything else comes off as creepy
  • Do’s and Don’t’s
    Don’t Auto-Tweet
    It’s OK to schedule tweets for specific times but don’t automate your entire feed. Users can smell a bot a mile away. Twitter is about personal/brand engagement not blatant promotion. Don’t automatically DM new followers; it’s seen as spam.
    Don’t Leave Air in the Conversation
    Respond as quickly as possible – within hours not days.
    Don’t Overtweet
    Don’t flood your followers’ timelines
  • Do’s and Don’t’s
    Do Shout Out to Users Who Mention You
    Thank those making favourable comments; be very careful how you respond to any negative comments
    Do Monitor Keywords and Sector Trends
    And respond when appropriate
    Do Make an Informative Profile
    Use your brand logo as your avatar, and state the purpose of the account clearly in your description. Your profile’s main link should direct Twitter followers to the most informative, engaging and user-friendly part of your website
    Do Hang Out in the Right Places
    Where your customers hang out
  • Thank You
    Questions
  • Linkedin
    Mastering Social Media
    Dr. Jim Hamill
    Alan Stevenson
    Vincent Hamill
    www.energise2-0.com
    September, 2011
  • Channel Development
    Linkedin – An Overview
    Linkedin – Benefits and Strategic Use
    Channel Set-Up and Terminology
    The ‘4Cs’ - Content Plan, Customers (Building the Community), Conversations, Conversions
    Performance Measurement
  • Linkedin Overview
  • LinkedIn: What is it?
    Linkedin www.Linkedin.com is a social network aimed firmly at professionals
    It allows users to:
    create and update a personal profile
    create and update a company profile
    create or join groups
    network (including sharing status updates etc.)
    post and look for jobs
    The following Common Craft style video sums up what LinkedIn is all about
    What is Linkedin http://bit.ly/lBCQ
  • LinkedIn: Key Facts
    As of August 4, 2011, LinkedIn operates in over 200 countries
    LinkedIn is available in 9 languages: English, French, German, Italian, Portuguese, Spanish, Russian, Turkish and Romanian.
    120m+ professionals around the world as of August 4, 2011
    26m+ members in Europe
    6m+ members in the UK
    Its growing, here are some stats from April, 2010
    As of April 8, 2010 there were 65 million LinkedIn members
    LinkedIn was available in 4 languages: English, Spanish, French and German.
    6.5 million students and 9 million recent college graduates
    LinkedIn defines recent graduates as members who graduated between 2008 and 2011
  • Source: http://www.vincos.it
  • Source: http://www.vincos.it
  • Source: http://www.vincos.it
  • Source:http://blog.lab42.com/the-linkedin-profile
  • Source:http://blog.linkedin.com/100million/
  • LinkedIn: Benefits
    Provides the following benefits:
    Manage the information that’s publicly available about you as professional
    Find and be introduced to potential clients, service providers, and subject experts who come recommended
    Create and collaborate on projects, gather data, share files and solve problems
    Be found for business opportunities and find potential partners
  • LinkedIn: Benefits
    Provides the following benefits:
    Gain new insights from discussions with like minded professionals in private group settings
    Discover inside connections that can help you land jobs and close deals
    Post and distribute job listings to find the best talent for your company
    Reply to job listings that might help you find a job
  • Linkin: Familiarisation
    The most important pages to understand are:
    The Homepage: Newstream
    Profile Page(s)
    Contacts
    Network Statistics
    Groups
    Answers
    Search
  • Newstream
  • Profile
  • So What?
    LinkedIn can support the following key organizational processes:
    Knowledge and Research
    Reputation and Branding
    Business Development
    Relationship Management
    Job and Candidate Search
  • Knowledge and Research
    Review the videos and information around search- it is very powerful and understanding how it works will provide additional benefit in using Advanced search http://learn.linkedin.com/linkedin-search/
    Use Advanced Search http://bit.ly/aHuvWf to find subject matter experts or relevant contacts with the experience you need.
    Find others within your firm and in industry at-large that have the right expertise to round out your team and vet external experts by steering towards those that have been previously used by your firm.
    Find and Join relevant groups http://bit.ly/bAmsBZ to network with individuals with similar interests and working in similar areas.
  • Knowledge and Research
    Post your questions on LinkedIn Answers http://bit.ly/dAplaj to get experienced perspective from your network and beyond.
    Use Company Pages http://bit.ly/b7Kmv0 to get real-time information about the employees at other companies or organisations. Follow your customers and competitors.
    Quickly find companies that have received recommendations from people in your network and other LinkedIn members. Past customer feedback is more valuable than what a company or individual says in their marketing materials.
  • Reputation and Branding
    Who you are connected to projects credibility to others. Always seek to nurture a network of quality relationships.
    Recommendations on your profile provide actual experience past colleagues and clients have had working with you. Check out this video on key steps for receiving and giving recommendations http://bit.ly/966lou
    Encourage your high-profile stakeholders to add their company or organisation involvement to their LinkedIn profile. As their profile gets traffic (from press, corporations, etc,) your company’s exposure (and web traffic) will increase.
  • Reputation and Branding
    Post to Answers http://bit.ly/dAplaj when questions are asked about the problem your company or organisation is involved or general background on your industry questions. Use LinkedIn Answers to demonstrate your expertise.
    Increase your Social Graph. Use of Apps, such as Twitter integration or Slideshare can notify others what you are doing and provide a call to action. Keep you and your company or organisation 'front of mind'.
    Add twitter to LinkedIn and Linkedin to Twitter, details here http://learn.linkedin.com/twitter/
    Discuss and share news with your network http://learn.linkedin.com/news/
    Cross reference your slides on Slideshare, blog on Wordpress or add files from Box.net, etc. http://bit.ly/av95qE
  • Business Development
    Utilize Keyword Search http://bit.ly/aHuvWf to discover the people, companies or organisations that you have the closest connections to in the desired space.
    Performing an Advanced Search will quickly find the right person at the company or organisation and determine who you know in common for a warm Introduction. You also have the option to reach out directly via an InMailhttp://bit.ly/c4RCSI
    Find and Join relevant groups http://bit.ly/bAmsBZ to network with key target audiences.
  • Business Development
    Leverage Answers http://bit.ly/dAplaj to find suggestions on the right people and companies to work with given your strategic goals.
    Viewing an individual’s profile can help bridge the gap by providing mutual contacts, background, recommendations, etc.
  • Relationship Management
    Keep in touch and up to date with past and present clients and co-workers through Network Updates, Status, etc.
    Make it easy for potential clients to find you in the service provider directory by getting recommended.
    Include your vanity URL, such as http://uk.linkedin.com/in/xxx in communications, potential clients or partners can quickly and easily see common connections that can provide an additional perspective.
    Connect with relevant professionals you meet while traveling who you think could be important contacts in the future (clients or influencers). Don’t take the chance that you might lose their business card. Check out the mobile Linkedin apps http://learn.linkedin.com/mobile/ to make this process even easier.
  • Relationship Management
    Create a Group on LinkedIn http://bit.ly/9NaWzM. A great way to meet and engage like-minded individuals. The following article http://bit.ly/C9CTv provides advice on Group creation, promotion and management, including:
    When naming the group use keywords which your target members will search for.
    Create a group for your industry, not your company.
    Display the group in the Group Directory and on members' profiles.
    Invite coworkers, past colleagues, and customers to join and start discussions.
    Promote the group on your website, blog, email newsletter, and social media networks.
    Use featured discussions to highlight particular content or offers.
    Send announcements.
  • Job Candidate Search
    Posting a job specifically on LinkedIn http://bit.ly/bX0CBs allows you tap into the Linkedin network in a passive sense (anyone can search on vacancies and with a job module on every user’s home page, new opportunities frequently come across their radar).
    Then forward your listing to the key stakeholders in your LinkedIn network (investors, advisors, mentors, etc) so they can forward and recommend one of their trusted connections. The cost is $195 and the job is visible for 30 days.
    You need not post through LinkedIn Jobs you can also post as a group message, network message, status update or inmail.
  • Job Candidate Search
    Use Advanced Search http://bit.ly/aHuvWf to find prospective candidates that feature the needed experience and skill-sets. Ask for an introduction or send them an InMail to provide further details and inquire about their interest.
    Review jobs being posted by other “competing” organisations.
    Find and reference check “candidates” and contractors by finding others that they worked with at their various companies for an unbiased, honest opinion.
  • Linkedin Exercise 1
    What do you want to use it for?
    What business benefits do you hope to derive?
  • Getting Started
    Linkedin Exercise 2 – Channel Set Up
  • Exercise 2
    Set up a Linkedin account for your business?
    Happy with your profile?
    Understand the basic layout of your Linkedin page e.g. Home Page, Profile, Groups etc.
  • Getting Started
    Go to LinkedIn www.linkedin.com
    Create a Profile: The key here is to complete your profile as much as possible -list your current and past positions and education. This helps the right people and opportunities find you. Add a profile photo and carefully craft your summary paragraph. Many will read or scan your summary paragraph. Check that the company is listed and otherwise add your company or subsidiary – this helps people find and connect to you. Check out the 1 minute videos on Profile development http://bit.ly/9kno9M
  • Getting Started
    Find People you Know: Use webmail import to see all the people you know who are already on LinkedIn. You can then select who you wish to invite to join your network. Similarly, upload a contacts file from Outlook, Palm, ACT! or Mac Address. View the list of your colleagues that are already on LinkedIn.
    Use LinkedIn Networking Tools
  • Start Using it…
    Use the community building tools provided by LinkedIn:
    Add Connections
    Colleagues
    Classmates
    People You May Know
    Follow companies relevant to your business
  • Key Success Factors
    The 4Cs of Building a
    Successful Linkedin Profile
  • The 4Cs Framework
    Customers
    engage with the right ‘customers’ and build your community
    Content
    be ‘customer led’ and add value
    Conversations
    Linkedin is not a broadcast channel. It is marketing as a ‘conversation’
    Conversions
    the ‘call-to-action’; core business objectives
  • Linkedin Exercise 3
    Start to “really” Build Your Community or Network
  • Building Your Community
    Look up someone’s profile before you meet with them. Learn their background and see who you know in common to get off to a fast start.
    Search for prospective Contacts and Groups
    Connect with business contacts you meet
    Use tools like Rapportive, Gist and Flowtown to find potential LinkedIn connections AND connect
  • Linkedin Exercise 4
    Content and Conversations
  • Linkedin Exercise 4
    Review and revise your profile
    Post 1 status update http://www.linkedin.com/home
    Reply or comment on 1 other status update
    http://www.linkedin.com/home remember this can be an article but also a network contact finding a new job
    Find and Join 3 groups relevant to your business
    http://www.linkedin.com/myGroups
    Ask or answer 1 relevant question http://www.linkedin.com/answers
  • Content
    Updates
    Check settings as this controls what people see
    https://www.linkedin.com/settings
    Quality content is the key to success
    Similar to Twitter, status updates should be “140 character” or similar length
    Include links to articles
    Agree tone, theme, frequency of content
    About adding value to your network
  • Content
    Create an Interdependent Presence
    Networks thrive on interconnectedness and cross fertilization
    Ensure multi channel coordination
    You can integrate Linkedin with Twitter (#li), Slideshare and your Blog http://linkd.in/10fEY2
    Consider Automating Your Updates
    If you regularly post your own articles, use of an application can make sense
    But consider carefully your use of these tools and don’t spam
    Manual updates are more personal - there is a balance to be struck here
  • Conversations
    Join some interest groups http://bit.ly/bAmsBZ and browse discussions and sub-groups. Check out the level of activity and then get involved. All you need to know is contained here http://learn.linkedin.com/groups/
    Think about level of listening / engagement in Groups
    Post a question on Answers http://bit.ly/dAplaj to tap into the experts you’re connected to and the entire LinkedIn network.
    Likely to be YOU that does this – make the time
    What makes a great LinkedIn networker
  • Conversations
    Social media is ‘marketing as a conversation’ with your network
    It is not about one way broadcasting
    This has time and resource implications
  • Conversion
    It is critical to measure the performance of your Linkedin activities
    This can be done in two ways – ‘lag’ and ‘lead’ measures
    ‘Lag’ measures are your ultimate ‘business’ objectives e.g. feedback, insights, service awareness, accountability, marcoms effectiveness and efficiency, ROI etc
    ‘Lead’ measures are the main ‘drivers’ that help to achieve your core objectives
    This could include....
  • Performance Measurement
    Number of connections
    Number of contacts % by Region
    Number of contacts % by Industry
    Profile Views
    LinkedIn is behind others in terms of analytics.
    LinkedIn provides a range of ‘out-the-box’ KPIs here http://www.linkedin.com/network and on your homepage http://www.linkedin.com/nhome/
  • Performance Measurement
    Advanced search can provide even more detailed information on the range and quality of your network over time. And, of course, be sure to measure the traffic, leads, and customers you get from LinkedIn. You will need to save this information in a spreadsheet or similar.
    In terms of measuring link effectiveness you will need a combination of Google Analytics and creative use of the analytics through url shortening services such as bit.ly
    We advise that you view your LinkedIn activities with a feedback loop whereby a number of Key Performance Indicators are used to indicate areas for continual improvement. Keep objectives simple and focused and then refine and add detail in future passes.
  • Do’s and Dont’s
  • Do’s and Don’t’s
    Don’t Be a Showoff
    Your tweets should add value to the ‘customer’ – it’s not about ‘me,me,me’
    Don’t Use Poor Grammar or Spelling
    Don’t try to be too cool
    Don’t Get Too Personal (business users)
    Keep the conversations warm but professional; it’s what business users expect and anything else comes off as creepy
  • Do’s and Don’t’s
    Don’t overdo Auto-Updates
    It’s OK to schedule updates for specific times but don’t automate everything.
    Linkedin is about personal/brand engagement not blatant promotion.
    Don’t Leave Air in the Conversation
    Respond as quickly as possible – within hours not days.
    Don’t Over Update
    Don’t flood your network’s homepage
  • Do’s and Donts
    Do Converse
    Respond to those that comment, be social, thank those that connect to you
    Do Make an Informative Profile
    See earlier guidance
    Do Fish Where the Fish Are
    Where your customers hang out
  • Thank You
    Questions
  • A Brief Final Word on
    Social Media Monitoring
    and Performance Measurement
  • Monitor and Measure
    To ensure that your SM strategy delivers a return on investment, it is important to monitor and evaluate on-going performance benchmarked against agreed objectives, KPIs and targets
    Performance evaluation should be undertaken at three main levels…
     
  • Monitor and Measure
    Individual Channel Performance
    the effectiveness/success of each channel benchmarked against agreed targets for the ‘4Is’ i.e. Involvement, Interaction, Intimacy and Influence
    most channels provide easy to access statistics for measuring each ‘I’ to a very high degree of accuracy
     
  • Facebook Insights
  • Facebook Insights
  • Monitor and Measure
     
    Wider Social Media Performance
    monthly or quarterly reporting of the overall ‘buzz’ created by your SM activities using appropriate Social Media Monitoring tools
    this will show the impact of your SM activities on others and other channels
    it measures the volume of mentions, trends over time, which channels are driving your buzz, who is taking your message further, through which channels, and what affection or affinity they are showing, and so on
  • Merchant City, Glasgow
  • Monitor and Measure
    Underlying Business Performance
    the performance of each social media channel and the overall ‘buzz’ created are ‘lead’ rather than ‘lag’ measures
    in a social media era, they are the main ‘drivers’ of future business performance
    the final level of performance monitoring, therefore, is linking your social media activity to overall business goals and objectives e.g. enquiries, sales or customer loyalty. Is social media achieving your ultimate business objectives i.e. ‘lag’ measures?
  • 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’
  • Programme Feedback
    Follow Up, Informal Session?