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‘ Creating the Buzz’ Web 2.0/ Social Media for the  Food and Drink Industry Dr. Jim Hamill and Alan Stevenson [email_addre...
 
Agenda <ul><li>W eb 2.0/Social Media Overview (JH) </li></ul><ul><li>Social Media Monitoring (AS) </li></ul><ul><li>‘ Gett...
Session One - Overview <ul><li>What is it?  </li></ul><ul><li>Implications for my business? </li></ul><ul><li>How big is i...
<ul><li>Quick Examples </li></ul><ul><li>Non-F&D </li></ul><ul><li>F&D </li></ul>
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 <ul><li>This 5-star hotel and residence offers European hospitality with an unmistakable French touch. T...
<ul><li>The Customer Experience  </li></ul><ul><li>of the Brand </li></ul><ul><li>Tripadvisor </li></ul>
From Tripadvisor <ul><li>It's getting old, the rooms are unappealing and it will never be more than a business hotel </li>...
 
 
 
 
 
 
 
 
<ul><li>Fashion brands v  </li></ul><ul><li>the new ‘kid on the block’ </li></ul>
 
 
 
 
 
<ul><li>Food and  </li></ul><ul><li>Drink Examples </li></ul><ul><li>Big Brands/ </li></ul><ul><li>Small Brands </li></ul>
 
 
 
 
 
 
 
 
 
Wispa Gold
 
 
 
 
 
 
Starbucks
 
Coca-Cola
 
Pepsi Co Mountain Dew
 
 
 
 
 
<ul><li>Cafe Gandolfi </li></ul>
 
 
 
 
 
What Is It? <ul><li>An over hyped ‘buzz’ word or an opportunity for ‘creating a buzz’ about your brand? </li></ul><ul><li>...
Web 2.0/Social Media
Applications Social Network Sites Social Content  Social Bookmarks Blogs Wikis Virtual Realities  RSS Feeds Podcasts Socia...
 
Characteristics Communities and Networks Interactivity Social Element Openness Peering  Hosted Services Global  Sharing  E...
Impact Business Intelligence Customer Interaction Sales & Marketing  Customer Experience  Customer Insight  Processes and ...
Business/Marketing 2.0 Web 2.0 Applications Open source Online Applications/ Web Services Social Network Sites Social Cont...
 
 
www.mashable.com
Three Simple Questions <ul><li>Who are our customers? </li></ul><ul><li>Where do they hang out in social media? </li></ul>...
<ul><li>Business Impact/ </li></ul><ul><li>Opportunities </li></ul>
Business Impact <ul><li>Knowledge and Insight </li></ul><ul><li>Engagement / Reputation Manag. </li></ul><ul><li>Enhanced ...
Business Impact  Social Media Application Knowledge and Insight Engagement / Reputation Manag. Enhanced Customer Experienc...
<ul><li>Things to Remember </li></ul><ul><li>about Social Media </li></ul>
The Essence of Social Media <ul><li>It’s social </li></ul><ul><ul><li>A key feature is online democracy – with content bei...
Source: The Future of Advertising, APA, 17/02/09 as published on  Slideshare  ( www.slideshare.com )
 
The Essence of Social Media <ul><li>Pull v push </li></ul><ul><ul><li>Consumers/users decide what information they wish to...
 
 
The Essence of Social Media <ul><li>New performance measures </li></ul><ul><ul><li>Requires new performance measures  </li...
Performance Measures - The ‘4Is’ <ul><ul><li>Involvement –  network/community numbers/quality,  time spent, frequency, geo...
 
Business Impact <ul><li>The need for new business/marketing models </li></ul><ul><ul><li>Traditional approach: </li></ul><...
<ul><li>How Big Is It? </li></ul>
How Big Is It? <ul><li>Time spent on social network sites is growing 3 times faster than the Net itself </li></ul><ul><li>...
How Big Is It? <ul><li>13 hours </li></ul><ul><ul><li>Amount of video uploaded on youtube every minute </li></ul></ul><ul>...
How Big Is It? <ul><li>1382% </li></ul><ul><ul><li>Monthly growth of twitter </li></ul></ul><ul><li>3,000,000 </li></ul><u...
Bob Dylan <ul><li>Come gather 'round people </li></ul><ul><li>Wherever you roam </li></ul><ul><li>And don’t criticise </li...
<ul><li>Thank You </li></ul>
Creating the Buzz Impact, Performance and Social Media Monitoring Alan Stevenson [email_address] April, 2010
<ul><li>Impact: </li></ul><ul><li>(Does It Produce End Results?) </li></ul>
<ul><li>Aberdeen Research Group – study of the social media practices of 250 organisations </li></ul><ul><ul><li>‘ Best in...
 
Impact: Top 10 Brands <ul><li>The Top =10 Brands Using Web 2.0 / Social Media  </li></ul>
<ul><li>Multi-channel presence  </li></ul><ul><li>Facebook: 6.7m fans from 200k </li></ul><ul><li>Twitter: 854k followers ...
Food & Beverage Engagementdb Position (07/2009) Brand / Channel Facebook Fans Twitter Followers YouTube Views All Flickr I...
<ul><li>World’s leader in natural and organic foods, with more than 270 stores in North America and the United Kingdom. </...
<ul><li>VitaminWater - a glaceu global company </li></ul><ul><li>Made Facebook their homepage </li></ul><ul><li>Facebook: ...
<ul><li>Performance Measurement </li></ul><ul><li>(Progress + End Results) </li></ul>
Web 1.0 KPIs <ul><ul><li>Websites link progress and end results </li></ul></ul><ul><ul><li>Site visits </li></ul></ul><ul>...
Web 1.0 vs. Web 2.0 <ul><ul><li>Has Google Analytics simplified our view of the world?  </li></ul></ul><ul><ul><li>Can we ...
<ul><li>Take into account important  </li></ul><ul><li>Social Media Behaviour </li></ul>
Techno-graphics Source: The Altimeter Group
Techno-graphics Source: Forrester Research, Inc
Behaviour-graphics Source: Brian Solis
<ul><li>We New A New Set of Measures  </li></ul><ul><li>The 4i’s </li></ul>
Web 2.0 KPIs <ul><li>Network quality, relationship strength, ability to leverage </li></ul><ul><li>Web 2.0 ‘winners’ fully...
The 4i’s <ul><ul><li>Involvement –  network/community numbers/quality, youtube and flickr views,  time spent, frequency, g...
<ul><li>We Need  </li></ul><ul><li>Social Media Monitoring Tools </li></ul>
Social Media Monitoring Tools <ul><li>Monitor and evaluate what is being said, by who, where and what impact – delivers ac...
Social Media Monitoring Tools
What they offer <ul><li>Search and relevance filters </li></ul><ul><li>Further categorisation and tagging </li></ul><ul><l...
<ul><li>Some Tools Are  Free  but </li></ul><ul><li>Relatively  Unsophisticated </li></ul>
Google Alerts
Social Mention
Trackur
<ul><li>Others Are  Expensive  but </li></ul><ul><li>Highly  Sophisticated </li></ul>
Social Radar
Radian6
<ul><li>Social Media Monitoring </li></ul><ul><li>“ Scotland’s Larder” </li></ul>
Key Words <ul><li>Scottish Whisky </li></ul><ul><li>Malt or Blended </li></ul><ul><li>Scottish + Whiskey </li></ul><ul><li...
All Mentions 7,513 Mentions
Mentions x Media Type
Language
Trends x Media Type A B C D
<ul><li>Social Media Monitoring  </li></ul><ul><li>Notable Others </li></ul>
iPhone Apps <ul><li>Comparing SatNav iPhone Apps – TomTom gets most buzz  </li></ul>
iPhone Apps <ul><li>Sentiment is similar by brand, Co Pilot more negative </li></ul>
iPhone Apps <ul><li>Further analysis indicates issues and points for action e.g. Problem mentioned in more posts for Co-Pi...
Nestle and Palm Oil
Nestle and Palm Oil
Nestle and Palm Oil
Nestle and Palm Oil
United Breaks Guitars
United Breaks Guitars <ul><li>Dave Carroll posted his video on July 6th </li></ul>
United Breaks Guitars <ul><li>Web Chatter on United Airlines after the launch of the video United Breaks Guitars </li></ul>
<ul><li>Social Media Monitoring Tools  </li></ul><ul><li>Changing  Our View of The Web </li></ul>
Social Media Monitoring: Benefits <ul><li>They provide the following organisational benefits:  </li></ul><ul><ul><li>Marke...
What they don’t offer… <ul><li>Calculate Return on Investment. An exciting area.  </li></ul><ul><li>Take effective action ...
Questions
Thank You
<ul><li>Session 3 </li></ul><ul><li>‘ Getting There’ </li></ul>
Next Steps <ul><li>Get Involved </li></ul><ul><ul><li>Google Alerts, Linkedin, Social Media Monitoring </li></ul></ul><ul>...
<ul><li>Social Media  </li></ul><ul><li>Development Cycle </li></ul>
SM Development Cycle
Ten Key Steps <ul><li>Evaluate your Social Media Landscape </li></ul><ul><ul><li>Applications, impact, customers, conversa...
Ten Key Steps <ul><li>Social Media Strategy Development </li></ul><ul><ul><li>Vision, strategy, objectives, targets, custo...
  SM Strategy Development <ul><li>Strategic objectives </li></ul><ul><li>Targets </li></ul><ul><li>Key performance indicat...
 
<ul><li>Continue the discussion at  </li></ul><ul><li>www.web2-0cpd.com </li></ul>
www.web2-0cpd.com
<ul><li>Thank You </li></ul>
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Social Media Presentation - Scottish Food and Drink (Dubai - all 3 parts)

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Social Media presentation to Dubai MBA Students, June 2010

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  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • ICT Strategy Development and the Balanced Scorecard
  • Number10.gov.uk is built using Wordpress, an opensource (blogging) platform. It mashes video and images whilst providing latest news articles (traditional blog posts). This website was not expensive to build but it is simple and effective. The platform itself is free. http://www.number10.gov.uk/
  • There is a view that those that use Web 2.0 well also do a range of other things well. No coincidence though, that there are strong links between these areas and Web 2.0 tools and applications. It helps that these companies also have the right mindset.
  • The Engagement Database helps to identify which companies are doing more in this area. The top 100 brands (courtesy of Interbrand) were reviewed by EngagementDB (a Alltimeter, Charlene Li initiative). What they found was that there were a range of brands with varying levels of channels and depth of engagement. What they found was that some channels or mavens came to the top. Li and her team has made a correlation between financial performance and mavens (supports the Aberdeen research). Revenue growth and profitability both seem higher amongst Mavens.
  • The top 10 brands using Social Media (depth of engagement vs. Channel spread) are shown below. Any surprises here? Who didn’t make it but should be commended: Toyota: 3 individuals in their team but 7 channels. They have relied on others to provide content. They use Social Media Monitoring to look at who is talking about the brand. SAP have a huge SAP Community Network with 1.7 million members, they also run a Contributor points system to identify and reward experts. There channels include blogs, wikis, discussion forums and twitter. They have multiple “personal” Twitter channels because a corporate twitter channel doesn’t work well. One of the twitter channels openly asks for customer feedback.
  • A good example, Starbucks first initiative (championed by CEO Howard Shultz). To provide an indication of the “depth” of engagement, they lined up liaisons with all of their departments to respond and progress ideas from their customer base. The mini-Starbucks card was one of the first ideas developed from a customer suggestion. When they took over Facebook from original “owners” they had 200,000 fans, they have moved this to 3.5m. For every 4 people that interacted with a news item another 3 joined due to viral effect. The mini-card appeared on Facebook, generating over 1400 comments. Twitter is there in the moment channel where one person responds to questions from Baristas or customers, how to change blades and so on. They have 250k followers. Ensure they are using channels the right way – for every article they publish they also have to prevent others publishing to ensure consistency and a similar customer experience. Needs to be someone that can champion social media at a lower level as well. Incidentally, why do Starbucks do so well? We live in the physical world with thousands of natural touch points, so when we laid out the vision for our social strategy, it felt like home for the brand. It’s about the relationships we form with our customers, not marketing.”
  • In order to truly and effectively engage, we need to understand the behavior and categorization of our customer base. As such, Altimeter’s Engagement Pyramid focuses and ranks social behavior… Curating – Heavily involved in online communities such as discussion boards, fan pages, and wikipedia through moderation, contribution, editing, etc. These curators contribute their time, energy, and perspective to improve the foundation for available information on a given subject. Producing - Creates and publishes original content and social objects as a way of expressing expertise, positions, as well as contributing to the ecosystem of information those in the other categories seek to share thoughts and also make decisions. Commenting - Responds to the content created by Producers. Even though they do not actively create and distribute original social objects, their activity is still influential to those around them. Sharing – Individuals who actively update their status on social sites and upload/forward photos, videos, articles, etc. This behavior earns relevance and also demonstrates knowledge and awareness. Watching - Content consumers who are seeking information in order to make decisions or learn from peers, or purely seeking entertainment. Source: Behaviorgraphics Humanize the Social Web, Social Media Today http://bit.ly/bdKJz8
  • Creators , those who publish web pages, blogs and other social objects Conversationalist – someone who updates their status in the statusphere (any social network with an update window) at least once per week. Critics , individuals who comment on blogs or post ratings and reviews Collectors , those who use RSS and/or tag Web pages Joiners , people who are active in social networks Spectators , content consumers who read blogs, watch user-generated videos, and listen to podcasts Inactives Source: Behaviorgraphics Humanize the Social Web, Social Media Today http://bit.ly/bdKJz8
  • At the center is Benevolence – The unselfish and kindhearted behavior that engenders and promotes recognition and reciprocity, and in doing so, earns the goodwill of those around them. This is the hub of social networking with a purpose, mission, and a genuine intent to grow communities based on trust, vision, and collaboration. Problem Solvers – One of the most common sources of conversations and updates in social media are questions…people seeking information in the hopes that commenters will respond with resolution or direction. Commenters – Providing thoughts, opinions, observations, experiences, and sometimes, unfiltered reactions to the information shared online. They are less likely to produce original content, but are compelled to share their views based on the introduction of content by others in and around their social graph. Researchers – Peer to peer influence is prominent in social networks and researchers rely on their social graphs for information and direction to make qualified decisions. They are also active in championing polls and surveys to truly learn about the thoughts and opinions of those connected to them. Conversationalists – Participation in conversations through proactive updates seeking responses or direct responses to other content, conversationalists fuel threads within and across networks. Curators – In the context of behaviorgraphics, curators carry a different role. This group works diligently to find and only share what captivates them as filtered by what they believe will interest their followers. Producers – Among the more elite group of online participants, their stature is earned by the amount of content they generate within multiple networks. Broadcasters – Social media is proving to be both an effective broadcast and conversational platform. Broadcasters are mostly one-way communicators who either intentionally or unintentionally push information to followers without injecting conversational aspects into the mix. Marketers – Profiles dedicated to marketing ideas, products, or services and may or may not include content outside of their portfolio, unless the account is focused on funneling beneficial and value-added solutions to specific audiences regardless of origin. Socialites – Individuals who have earned varying levels of weblebrity, these new internet famous personae earn recognition and attention in online networks which is increasingly spilling over in real world fame. Self-promoters – Unlike broadcasters and marketers, self-promoters are unconcealed in their intentions through constant updating of activities, events, and accomplishments. Egocasters – Contribute to the “ego” in the egosystem and represent the evolution of self-promoters. Through constant promotion and the activities and responses that ensue, promoters graduate to a position of perceived prominence and collective unawareness.  What they think and say is what they believe to be the reality for one and for all. They lose touch with perspective as listening gives way to telling… Observers – Often referred to as inactives, lurkers, or simply consumers, Observers represent the majority of the social Web today, defined by those who read and also share information in the backchannel, including email, and also in the real world. Social Climbers – Social capital is not only something that is earned in social networking, it is something that is proactively pursued by those whose sole mission is to rise to the top. These individuals intentionally climb ladders on the avatars, profiles, and social capital of others most often misrepresenting their purpose and stature to earn an audience based on disingenuous intentions. TMI – The things some share in social media continue to blur the line between what’s relegated to inner monologue versus that for sharing with others in public. The state of sharing “Too much information” is dictated by those on the receiving end of the update, not those who publish it. Spammers – Those accounts and profiles that are created to push messages blindly and without regard for those with whom they come into contact. Often times they’re tied to current events (using trending keywords or hashtags) or targeting influential voices to lure them into clicking through to their desired goal. Leachers - Not included in the graph, but an important category to recognize as leachers take the good work of others and channel it into their own accounts almost exclusively for the sake of promoting their cause. Complainers – When we love something, we tell a few people; when something bothers us, we tell everyone.  Complainers are often sharing their discontent as a primary ingredient in their social stream. And, as customer service takes to the social web, these complainers are only encouraged to share their experiences to achieve satisfaction and earn recognition for their role as the new social customer. Source: Behaviorgraphics Humanize the Social Web, Social Media Today http://bit.ly/bdKJz8
  • Transcript of "Social Media Presentation - Scottish Food and Drink (Dubai - all 3 parts)"

    1. 1. ‘ Creating the Buzz’ Web 2.0/ Social Media for the Food and Drink Industry Dr. Jim Hamill and Alan Stevenson [email_address] [email_address] April, 2010
    2. 3. Agenda <ul><li>W eb 2.0/Social Media Overview (JH) </li></ul><ul><li>Social Media Monitoring (AS) </li></ul><ul><li>‘ Getting There’ (JH) </li></ul><ul><li>Questions </li></ul>
    3. 4. Session One - Overview <ul><li>What is it? </li></ul><ul><li>Implications for my business? </li></ul><ul><li>How big is it? </li></ul><ul><li>Things to remember about SM </li></ul><ul><li>Examples </li></ul>
    4. 5. <ul><li>Quick Examples </li></ul><ul><li>Non-F&D </li></ul><ul><li>F&D </li></ul>
    5. 6. In a Web 2.0 Era, the Brand Becomes the Customer Experience of the Brand A quick ‘personal experience’ Dubai Hotel
    6. 12. From the web site <ul><li>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. </li></ul><ul><li>The ultimate in comfort, we offer 318 luxuriously elegant rooms and suites. </li></ul><ul><li>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… </li></ul>
    7. 13. <ul><li>The Customer Experience </li></ul><ul><li>of the Brand </li></ul><ul><li>Tripadvisor </li></ul>
    8. 14. From Tripadvisor <ul><li>It's getting old, the rooms are unappealing and it will never be more than a business hotel </li></ul><ul><li>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. </li></ul><ul><li>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. </li></ul>
    9. 23. <ul><li>Fashion brands v </li></ul><ul><li>the new ‘kid on the block’ </li></ul>
    10. 29. <ul><li>Food and </li></ul><ul><li>Drink Examples </li></ul><ul><li>Big Brands/ </li></ul><ul><li>Small Brands </li></ul>
    11. 39. Wispa Gold
    12. 46. Starbucks
    13. 48. Coca-Cola
    14. 50. Pepsi Co Mountain Dew
    15. 56. <ul><li>Cafe Gandolfi </li></ul>
    16. 62. What Is It? <ul><li>An over hyped ‘buzz’ word or an opportunity for ‘creating a buzz’ about your brand? </li></ul><ul><li>It’s a fundamental, revolutionary change in online behaviour, expectations and the customer experience </li></ul><ul><li>Major impact on consumer/B2B decision-making and behaviour across a broad spectrum of industries </li></ul><ul><li>Major opportunities, but also threats, for your organisation </li></ul>
    17. 63. Web 2.0/Social Media
    18. 64. Applications Social Network Sites Social Content Social Bookmarks Blogs Wikis Virtual Realities RSS Feeds Podcasts Social Applications Twitter Mash Ups Mobile Web; Internet Telephony
    19. 66. Characteristics Communities and Networks Interactivity Social Element Openness Peering Hosted Services Global Sharing Empowerment Mass Collaboration The Internet as the platform
    20. 67. Impact Business Intelligence Customer Interaction Sales & Marketing Customer Experience Customer Insight Processes and HRM Mindset Product Development Reputation Management Rich Internet Applications IT Infrastructure
    21. 68. Business/Marketing 2.0 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 Impact – Wikibusiness 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
    22. 71. www.mashable.com
    23. 72. Three Simple Questions <ul><li>Who are our customers? </li></ul><ul><li>Where do they hang out in social media? </li></ul><ul><li>How can we best engage with and energise them? </li></ul>
    24. 73. <ul><li>Business Impact/ </li></ul><ul><li>Opportunities </li></ul>
    25. 74. Business Impact <ul><li>Knowledge and Insight </li></ul><ul><li>Engagement / Reputation Manag. </li></ul><ul><li>Enhanced Customer Experience </li></ul><ul><li>Sales and Marketing </li></ul><ul><li>Operations/ Internal Processes </li></ul>
    26. 75. Business Impact Social Media Application Knowledge and Insight Engagement / Reputation Manag. Enhanced Customer Experience Sales and Marketing Operations/ Internal Processes Feeds & Alerts           Review and Recommendations Sites Publishing           Microblogging           Social and Professional Networking           Multimedia Sharing           Rich Internet Applications           Social Bookmarking           Mobile & Internet Telephony           OpenSource & Hosted Apps          
    27. 76. <ul><li>Things to Remember </li></ul><ul><li>about Social Media </li></ul>
    28. 77. The Essence of Social Media <ul><li>It’s social </li></ul><ul><ul><li>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 </li></ul></ul><ul><li>Power shift </li></ul><ul><ul><li>Social media empowers customers, empowers the network. Recognizing this shift is the cornerstone of future success </li></ul></ul><ul><li>Declining effectiveness of traditional approaches  </li></ul><ul><ul><li>Does anyone listen to sales/brand messages anymore? </li></ul></ul>
    29. 78. Source: The Future of Advertising, APA, 17/02/09 as published on Slideshare ( www.slideshare.com )
    30. 80. The Essence of Social Media <ul><li>Pull v push </li></ul><ul><ul><li>Consumers/users decide what information they wish to access </li></ul></ul><ul><li>New ‘mindsets’ are required </li></ul><ul><ul><li>Marketing as a conversation with your customers, a conversation with your network – dialogue not broadcasting </li></ul></ul><ul><ul><li>But this is something that most of us are not very good at doing </li></ul></ul><ul><ul><li>We prefer ‘telling’ people </li></ul></ul><ul><li>SM ‘winners’ and ‘losers’ </li></ul><ul><ul><li>‘ 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 </li></ul></ul>
    31. 83. The Essence of Social Media <ul><li>New performance measures </li></ul><ul><ul><li>Requires new performance measures </li></ul></ul><ul><ul><ul><li>Quality of your network </li></ul></ul></ul><ul><ul><ul><li>Relationship strength </li></ul></ul></ul><ul><ul><ul><li>Ability to leverage </li></ul></ul></ul><ul><li>Social media monitoring tools </li></ul><ul><li>   </li></ul><ul><li>Redefines the concept of a web site </li></ul><ul><li>The need for new business/marketing models </li></ul>
    32. 84. Performance Measures - The ‘4Is’ <ul><ul><li>Involvement – network/community numbers/quality, time spent, frequency, geography </li></ul></ul><ul><ul><li>Interaction – actions they take – read, post, comment, reviews, recommendations </li></ul></ul><ul><ul><li>Intimacy – affection or aversion to the brand ; community sentiments, opinions expressed etc </li></ul></ul><ul><ul><li>Influence – advocacy, viral forwards, referrals and recommendations, social bookmarking </li></ul></ul><ul><ul><li>Social Media Monitoring Tools – Audit, Assess, Impact </li></ul></ul>
    33. 86. Business Impact <ul><li>The need for new business/marketing models </li></ul><ul><ul><li>Traditional approach: </li></ul></ul><ul><ul><ul><li>Product development – Differentiate – Market and Promote - Sell </li></ul></ul></ul><ul><ul><li>New model based on: </li></ul></ul><ul><ul><ul><li>Communities, networks, openness, peering, sharing, collaboration, customer empowerment, ‘think and act’ globally </li></ul></ul></ul><ul><ul><ul><li>Engage and energise </li></ul></ul></ul><ul><ul><ul><li>‘ Create the Buzz’ </li></ul></ul></ul>
    34. 87. <ul><li>How Big Is It? </li></ul>
    35. 88. How Big Is It? <ul><li>Time spent on social network sites is growing 3 times faster than the Net itself </li></ul><ul><li>Social media messages have replaced e-mail as the dominant form of e-communications </li></ul><ul><li>If facebook was a country – it would be the 4 th most populated in the world </li></ul><ul><li>93% of social media users think that companies should be actively engaged </li></ul>
    36. 89. How Big Is It? <ul><li>13 hours </li></ul><ul><ul><li>Amount of video uploaded on youtube every minute </li></ul></ul><ul><li>412.3 years </li></ul><ul><ul><li>Time to view all youtube videos </li></ul></ul><ul><li>100,000,000 </li></ul><ul><ul><li>Number of youtube videos viewed every day </li></ul></ul><ul><li>13,000,000 </li></ul><ul><ul><li>Number of articles on wikipedia </li></ul></ul><ul><li>3,600.000,000 </li></ul><ul><ul><li>Number of images on flickr </li></ul></ul>
    37. 90. How Big Is It? <ul><li>1382% </li></ul><ul><ul><li>Monthly growth of twitter </li></ul></ul><ul><li>3,000,000 </li></ul><ul><ul><li>Average number of tweets per day </li></ul></ul><ul><li>1,000,000,000 </li></ul><ul><ul><li>Amount of content shared on F/book every week </li></ul></ul><ul><li>5,000,000 </li></ul><ul><ul><li>Number of active Barrack Obama supporters across 15 social networks </li></ul></ul><ul><li>14,200,000 </li></ul><ul><ul><li>Views of the ‘Yes We Can’ video on youtube </li></ul></ul>
    38. 91. Bob Dylan <ul><li>Come gather 'round people </li></ul><ul><li>Wherever you roam </li></ul><ul><li>And don’t criticise </li></ul><ul><li>What you can't understand </li></ul><ul><li>Your sons and your daughters </li></ul><ul><li>Are beyond your command </li></ul><ul><li>Your old road is </li></ul><ul><li>Rapidly agin‘ </li></ul><ul><li>Then you better start swimmin’ </li></ul><ul><li>Or you'll sink like a stone </li></ul><ul><li>For the times they are a-changin’ </li></ul>
    39. 92. <ul><li>Thank You </li></ul>
    40. 93. Creating the Buzz Impact, Performance and Social Media Monitoring Alan Stevenson [email_address] April, 2010
    41. 94. <ul><li>Impact: </li></ul><ul><li>(Does It Produce End Results?) </li></ul>
    42. 95. <ul><li>Aberdeen Research Group – study of the social media practices of 250 organisations </li></ul><ul><ul><li>‘ Best in class’ (50) </li></ul></ul><ul><ul><li>‘ Industry average (125) </li></ul></ul><ul><ul><li>‘ Laggards’ (75) </li></ul></ul><ul><li>‘ Best in class’ outperformed others in many key areas </li></ul><ul><ul><li>Customer satisfaction </li></ul></ul><ul><ul><li>Actionable insights delivered </li></ul></ul><ul><ul><li>Reduced time to market </li></ul></ul><ul><ul><li>Customer insight </li></ul></ul><ul><li>Source: Weber, 2009 </li></ul>Impact
    43. 97. Impact: Top 10 Brands <ul><li>The Top =10 Brands Using Web 2.0 / Social Media </li></ul>
    44. 98. <ul><li>Multi-channel presence </li></ul><ul><li>Facebook: 6.7m fans from 200k </li></ul><ul><li>Twitter: 854k followers </li></ul><ul><li>Starbucks Idea: 80,000 ideas generated </li></ul>
    45. 99. Food & Beverage Engagementdb Position (07/2009) Brand / Channel Facebook Fans Twitter Followers YouTube Views All Flickr Items 1 Starbucks 6,968,557 854,679 4,842,120 295,899 12 Pepsi 682,385 25,052 4,394,308 111,326 30 Nescafe 591,030 507 521 8,006 42 KFC 1,287,899 13,440 0 Channel 65,477 44 Pizza Hut 1,277,363 28,861 11,893 30,520 51 Coca-Cola 5,416,183 751 4,617,080 188,014 55 Nestle 100,600 1,087 6,111 55,362 60 Budweiser 287,423 0 Channel 0 Channel 45,451 77 McDonalds 2,170,439 24,639 649,799 305,943 78 Heinz 76,237 0 Channel 0 Channel 54,718
    46. 100. <ul><li>World’s leader in natural and organic foods, with more than 270 stores in North America and the United Kingdom. </li></ul><ul><li>Multi-channel presence </li></ul><ul><li>Facebook: 245k fans </li></ul><ul><li>Twitter: 1.75m followers </li></ul><ul><li>YouTube views: 910k </li></ul>
    47. 101. <ul><li>VitaminWater - a glaceu global company </li></ul><ul><li>Made Facebook their homepage </li></ul><ul><li>Facebook: 1.3m fans </li></ul>
    48. 102. <ul><li>Performance Measurement </li></ul><ul><li>(Progress + End Results) </li></ul>
    49. 103. Web 1.0 KPIs <ul><ul><li>Websites link progress and end results </li></ul></ul><ul><ul><li>Site visits </li></ul></ul><ul><ul><li>Unique visits </li></ul></ul><ul><ul><li>Geographical spread of visits </li></ul></ul><ul><ul><li>Length of time spent on the site </li></ul></ul><ul><ul><li>Navigation through the site </li></ul></ul><ul><ul><li>Most/least popular pages </li></ul></ul><ul><ul><li>Number and quality of site enquiries </li></ul></ul><ul><ul><li>e-mail registrations </li></ul></ul><ul><ul><li>e-commerce sales </li></ul></ul><ul><ul><li>U ser feedback on the site </li></ul></ul><ul><ul><li>Links </li></ul></ul>
    50. 104. Web 1.0 vs. Web 2.0 <ul><ul><li>Has Google Analytics simplified our view of the world? </li></ul></ul><ul><ul><li>Can we really be ‘driven’ to websites and influenced to take action </li></ul></ul><ul><ul><li>Do we return to the same sources for…x,y,z or meander like migratory animals </li></ul></ul><ul><ul><li>Increasingly, we think associatively and collaboratively </li></ul></ul><ul><ul><li>We already think and act differently because of Social Media / Web2.0 </li></ul></ul><ul><ul><li>Do we need to think differently as businesses to achieve business success? </li></ul></ul>
    51. 105. <ul><li>Take into account important </li></ul><ul><li>Social Media Behaviour </li></ul>
    52. 106. Techno-graphics Source: The Altimeter Group
    53. 107. Techno-graphics Source: Forrester Research, Inc
    54. 108. Behaviour-graphics Source: Brian Solis
    55. 109. <ul><li>We New A New Set of Measures </li></ul><ul><li>The 4i’s </li></ul>
    56. 110. Web 2.0 KPIs <ul><li>Network quality, relationship strength, ability to leverage </li></ul><ul><li>Web 2.0 ‘winners’ fully utilise the interactive power of 2.0 technology for building strong ‘1-to-1’ customer and network relationships </li></ul><ul><li>Those who fully leverage Web 2.0 for ‘Identifying, Acquiring, Retaining and Growing ‘Quality’ Customers </li></ul><ul><li>Requires a new ‘mindset’ and new approaches to business strategy , online marketing and performance measurement </li></ul>
    57. 111. The 4i’s <ul><ul><li>Involvement – network/community numbers/quality, youtube and flickr views, time spent, frequency, geography </li></ul></ul><ul><ul><li>Interaction – actions they take – read, post, comment, reviews, recommendations </li></ul></ul><ul><ul><li>Intimacy – affection or aversion to the brand ; community sentiments, opinions expressed etc </li></ul></ul><ul><ul><li>Influence – advocacy, viral forwards, referrals and recommendations, social bookmarking </li></ul></ul>
    58. 112. <ul><li>We Need </li></ul><ul><li>Social Media Monitoring Tools </li></ul>
    59. 113. Social Media Monitoring Tools <ul><li>Monitor and evaluate what is being said, by who, where and what impact – delivers actionable insights </li></ul><ul><li>Three stage process </li></ul><ul><ul><li>Aggregate what is being said </li></ul></ul><ul><ul><li>Natural language analysis – understand the data </li></ul></ul><ul><ul><li>Deliver actionable insights </li></ul></ul><ul><li>We have identified more than 100 Companies in this space </li></ul>
    60. 114. Social Media Monitoring Tools
    61. 115. What they offer <ul><li>Search and relevance filters </li></ul><ul><li>Further categorisation and tagging </li></ul><ul><li>Assign Events to the Social Graph </li></ul><ul><li>A variety of channels: web, news, blog, twitter </li></ul><ul><li>Mention Volume, Importance and Demographics </li></ul><ul><li>Analyse sentiment or tone </li></ul><ul><li>Analyse date parameters </li></ul><ul><li>Updates as they happen </li></ul>
    62. 116. <ul><li>Some Tools Are Free but </li></ul><ul><li>Relatively Unsophisticated </li></ul>
    63. 117. Google Alerts
    64. 118. Social Mention
    65. 119. Trackur
    66. 120. <ul><li>Others Are Expensive but </li></ul><ul><li>Highly Sophisticated </li></ul>
    67. 121. Social Radar
    68. 122. Radian6
    69. 123. <ul><li>Social Media Monitoring </li></ul><ul><li>“ Scotland’s Larder” </li></ul>
    70. 124. Key Words <ul><li>Scottish Whisky </li></ul><ul><li>Malt or Blended </li></ul><ul><li>Scottish + Whiskey </li></ul><ul><li>Scottish + Whisky </li></ul><ul><li>Scotch + Whisky </li></ul>Key Terms Sentiment Subjects &quot;Scottish Brewery&quot; &quot;Real Ale&quot; AND Scotland &quot;Scottish Salmon&quot; &quot;Aberdeen Angus&quot; &quot;Scottish Beef&quot; &quot;Arbroath Smokie&quot; &quot;Scottish Cheese&quot; &quot;Cheese from Scotland&quot; &quot;Scottish Whisky&quot; &quot;Scottish Whiskey&quot; &quot;Single Malt&quot; &quot;Scottish Food and Drink&quot; &quot;Food and Drink Scotland&quot; &quot;Scotland of Food and Drink&quot; &quot;Scottish Food and Drink&quot; Salmon Whiskey &quot;Real Ale&quot; Cheese &quot;Arbroath Smokie&quot;
    71. 125. All Mentions 7,513 Mentions
    72. 126. Mentions x Media Type
    73. 127. Language
    74. 128. Trends x Media Type A B C D
    75. 129. <ul><li>Social Media Monitoring </li></ul><ul><li>Notable Others </li></ul>
    76. 130. iPhone Apps <ul><li>Comparing SatNav iPhone Apps – TomTom gets most buzz </li></ul>
    77. 131. iPhone Apps <ul><li>Sentiment is similar by brand, Co Pilot more negative </li></ul>
    78. 132. iPhone Apps <ul><li>Further analysis indicates issues and points for action e.g. Problem mentioned in more posts for Co-Pilot </li></ul>
    79. 133. Nestle and Palm Oil
    80. 134. Nestle and Palm Oil
    81. 135. Nestle and Palm Oil
    82. 136. Nestle and Palm Oil
    83. 137. United Breaks Guitars
    84. 138. United Breaks Guitars <ul><li>Dave Carroll posted his video on July 6th </li></ul>
    85. 139. United Breaks Guitars <ul><li>Web Chatter on United Airlines after the launch of the video United Breaks Guitars </li></ul>
    86. 140. <ul><li>Social Media Monitoring Tools </li></ul><ul><li>Changing Our View of The Web </li></ul>
    87. 141. Social Media Monitoring: Benefits <ul><li>They provide the following organisational benefits: </li></ul><ul><ul><li>Market Knowledge and Intelligence. Where your customers, partners, competitors and staff are hanging out online. </li></ul></ul><ul><ul><li>Customer Insight and Understanding. What your customers and their influencers are saying about you or your competitors. </li></ul></ul><ul><ul><li>Identify and network with high value, high growth prospects. Identifying key posts and follow-up actions. </li></ul></ul><ul><ul><li>Interaction with Key Influencers. Identify influential sources for incorporation into a wider strategic response. </li></ul></ul><ul><ul><li>Reputation Management. Timely identification of potential reputation issues. </li></ul></ul><ul><ul><li>Improved Sales and Marketing. New prospects, customer and market opportunities. </li></ul></ul><ul><ul><li>Improved Performance Monitoring. Support a 4Is approach. </li></ul></ul>
    88. 142. What they don’t offer… <ul><li>Calculate Return on Investment. An exciting area. </li></ul><ul><li>Take effective action for you </li></ul><ul><li>Often limited / Inaccurate sentiment analysis </li></ul><ul><li>Interpretation </li></ul><ul><li>An answer to further manual processing and manipulation </li></ul>
    89. 143. Questions
    90. 144. Thank You
    91. 145. <ul><li>Session 3 </li></ul><ul><li>‘ Getting There’ </li></ul>
    92. 146. Next Steps <ul><li>Get Involved </li></ul><ul><ul><li>Google Alerts, Linkedin, Social Media Monitoring </li></ul></ul><ul><li>Learn more </li></ul><ul><li>Develop a strategy </li></ul><ul><li>Implement </li></ul><ul><li>Monitor </li></ul>
    93. 147. <ul><li>Social Media </li></ul><ul><li>Development Cycle </li></ul>
    94. 148. SM Development Cycle
    95. 149. Ten Key Steps <ul><li>Evaluate your Social Media Landscape </li></ul><ul><ul><li>Applications, impact, customers, conversations, features and characteristics </li></ul></ul><ul><li>Agree your Generic Social Media Strategy </li></ul><ul><ul><li>Channels and depth of engagement </li></ul></ul><ul><li>Key Performance Indicators </li></ul><ul><ul><li>Measuring success </li></ul></ul><ul><li>Internal Social Media Audit </li></ul><ul><ul><li>Progress benchmarking </li></ul></ul><ul><li>Readiness to Engage </li></ul><ul><ul><li>Are you ready to engage? </li></ul></ul>
    96. 150. Ten Key Steps <ul><li>Social Media Strategy Development </li></ul><ul><ul><li>Vision, strategy, objectives, targets, customers, key initiatives and actions </li></ul></ul><ul><li>Channel Action Plans </li></ul><ul><ul><li>“ Getting there” </li></ul></ul><ul><li>Organisation, Resource and People Issues </li></ul><ul><ul><li>The key pillars of social media success </li></ul></ul><ul><li>Implementation </li></ul><ul><ul><li>Professional project management for social media success </li></ul></ul><ul><li>Monitor and Measure </li></ul><ul><ul><li>On-going performance measurement </li></ul></ul>
    97. 151. SM Strategy Development <ul><li>Strategic objectives </li></ul><ul><li>Targets </li></ul><ul><li>Key performance indicators (KPIs) </li></ul><ul><li>Customer segments </li></ul><ul><li>The key social media actions and initiatives required for ‘getting there’ </li></ul><ul><li>Organisational, people and resource issues </li></ul><ul><li>Ensure that your social media strategy is fully aligned with and </li></ul><ul><li>supportive of your overall strategic goals and objectives with </li></ul><ul><li>clear targets and ROI criteria </li></ul><ul><li>Social Media Strategy Map </li></ul>
    98. 153. <ul><li>Continue the discussion at </li></ul><ul><li>www.web2-0cpd.com </li></ul>
    99. 154. www.web2-0cpd.com
    100. 155. <ul><li>Thank You </li></ul>
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