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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.”
  • Transcript

    • 1. Mastering Social Media Workshop 3 Implementation and Performance Measurement
      Dr. Jim Hamill
      Alan Stevenson
      Vincent Hamill
      www.energise2-0.com
      September, 2011
    • 2. Focus
      Key issues in implementing your
      social media strategy
      Channel Action Plans
      Performance Measurement
      Organisation, People, Resource Issues
    • 3. 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…..
    • 4. 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
    • 5. 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?
    • 6. 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
    • 7. 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?
    • 8. 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
    • 9. Be Social
      Same principles apply
      across all channels –
      ‘Be social before
      doing social’
    • 10.
    • 11. 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
    • 12. Twitter Overview
    • 13. 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
    • 14. Youtube
    • 15. Go to
      www.twitter.com/stephenfry
    • 16. A Typical Twitter Page
    • 17. How big is it?
    • 18. 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
    • 19. 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
    • 20. Why People Unfollow
    • 21. Why People Unfollow
    • 22. 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
    • 23. Business Benefits
      Improved marcoms/ customer service
      effectiveness and efficiency
      Performance measurement tools are available
    • 24. 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?
    • 25. Getting Started
    • 26. 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
    • 27. 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 
    • 28. 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
    • 29. Features and Functions
      Native App
      Username
      Tweet
    • 30. Custom design
      Tweet with shortened URL
      Aramex
      Tweet @ replies
    • 31. Retweet
      Boingo
      Hashtags
      Subscribe to Tweets
    • 32. Features and Functions
      Favourited Tweet
      Suggested Follows
    • 33. Integration Options
    • 34. Integration Options
      You can embed/integrate your tweets into other channels e.g. Linkedin, your blog etc
      Be very careful
    • 35. Embed
    • 36. Key Success Factors
      The 4Cs of Building a
      Successful Twitter Channel
    • 37. 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
    • 38. Stop & Reflect Twitter Exercise 3
      Twitter Exercise 3
      Who are your customers – who do you wish to engage with on Twitter?
    • 39. Building Your
      Community
    • 40. 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
    • 41. 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 
    • 42. 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
    • 43. 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)
    • 44. 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
    • 45. 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
    • 46. 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’
    • 47. Content and Conversations
    • 48. 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?
    • 49. Content
      Be very careful with twitter gaffes
      Many examples of slip-ups
    • 50. 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......
    • 51. 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.
    • 52. 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.
    • 53. 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  
    • 54. 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    
    • 55. 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
    • 56. 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
    • 57. 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   
    • 58. Stop & Reflect Twitter Exercise 4
      Evaluate your current Content/Conversation approach?
      Make recommendations for improvement
    • 59. 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....
    • 60. 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…..
    • 61. Twitter Tools and
      Applications
    • 62. 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/
    • 63. Twitter Tools/Applications
    • 64. Tweetdeck
    • 65. www.hootsuite.com
    • 66. www.socialoomph.com
    • 67. Schedule Your Tweets
    • 68. Scheduled Tweets
    • 69. Managing Your Followers
    • 70. www.tweepi.com
    • 71. www.tweepi.com
    • 72. www.tweepi.com
    • 73. Follow Followers
    • 74. SCDI Followers
    • 75. SCDI Followers
    • 76. Stop & Reflect Twitter Exercise 5
      Review and evaluate some of the Twitter Tools and Applications listed on our blog
    • 77. Performance
      Measurement
    • 78. 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....
    • 79. 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:
    • 80. 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/
    • 81. 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
    • 82. Klout
    • 83. www.klout.com
    • 84. www.klout.com
    • 85. www.klout.com
    • 86. www.twtrland.com
    • 87. www.twtrland.com
    • 88. www.twtrland.com
    • 89. www.twtrland.com
    • 90. www.twtrland.com
    • 91. www.twocation.com
    • 92. www.twocation.com
    • 93. www.twocation.com
    • 94. 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?
    • 95. Twitter
      Do’s and Dont’s
    • 96. 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
    • 97. 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
    • 98. 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
    • 99. Thank You
      Questions
    • 100. Linkedin
      Mastering Social Media
      Dr. Jim Hamill
      Alan Stevenson
      Vincent Hamill
      www.energise2-0.com
      September, 2011
    • 101. 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
    • 102. Linkedin Overview
    • 103. 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
    • 104. 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
    • 105. Source: http://www.vincos.it
    • 106. Source: http://www.vincos.it
    • 107. Source: http://www.vincos.it
    • 108. Source:http://blog.lab42.com/the-linkedin-profile
    • 109. Source:http://blog.linkedin.com/100million/
    • 110. 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
    • 111. 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
    • 112. Linkin: Familiarisation
      The most important pages to understand are:
      The Homepage: Newstream
      Profile Page(s)
      Contacts
      Network Statistics
      Groups
      Answers
      Search
    • 113. Newstream
    • 114. Profile
    • 115.
    • 116.
    • 117.
    • 118.
    • 119.
    • 120.
    • 121.
    • 122.
    • 123.
    • 124.
    • 125. So What?
      LinkedIn can support the following key organizational processes:
      Knowledge and Research
      Reputation and Branding
      Business Development
      Relationship Management
      Job and Candidate Search
    • 126. 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.
    • 127. 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.
    • 128. 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.
    • 129. 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
    • 130. 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.
    • 131. 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.
    • 132. 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.
    • 133. 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.
    • 134. 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.
    • 135. 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.
    • 136. Linkedin Exercise 1
      What do you want to use it for?
      What business benefits do you hope to derive?
    • 137. Getting Started
      Linkedin Exercise 2 – Channel Set Up
    • 138. 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.
    • 139. 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
    • 140. 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
    • 141. 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
    • 142. Key Success Factors
      The 4Cs of Building a
      Successful Linkedin Profile
    • 143. 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
    • 144. Linkedin Exercise 3
      Start to “really” Build Your Community or Network
    • 145. 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
    • 146.
    • 147. Linkedin Exercise 4
      Content and Conversations
    • 148. 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
    • 149. 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
    • 150.
    • 151. 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
    • 152.
    • 153. 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
    • 154. Conversations
      Social media is ‘marketing as a conversation’ with your network
      It is not about one way broadcasting
      This has time and resource implications
    • 155. 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....
    • 156. 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/
    • 157. 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.
    • 158. Do’s and Dont’s
    • 159. 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
    • 160. 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
    • 161. 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
    • 162. Thank You
      Questions
    • 163. A Brief Final Word on
      Social Media Monitoring
      and Performance Measurement
    • 164. 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…
       
    • 165. 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
       
    • 166. Facebook Insights
    • 167. Facebook Insights
    • 168. 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
    • 169. Merchant City, Glasgow
    • 170. 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?
    • 171. Performance Measurement
      • Involvement – network/community numbers/quality, time spent, frequency, geography
      • 172. Interaction – actions they take – read, post, comment, reviews, recommendations
      • 173. Intimacy – affection or aversion to the brand ; community sentiments, opinions expressed etc
      • 174. Influence – advocacy, viral forwards, referrals and recommendations, social bookmarking
      • 175. Insight – customer insight
      • 176. Impact – business impact
      Social Media Monitoring Tools –Audit, Assess, Impact
    • 177. The ‘6Is’
    • 178. Programme Feedback
      Follow Up, Informal Session?

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