Strathclyde MBA Social Media Class, Bahrain August 2012

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Strathclyde MBA Social Media Class, Bahrain August 2012

Strathclyde MBA Social Media Class, Bahrain August 2012

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  • Market Knowledge: Competitors, Suppliers, Buyers, Influencers; Google insight, Google Alerts will provide a view on most companies within an industry. Also, there are a range of blogs and networks where amateurs and professionals will share their knowledge of a market. Customer Insight and Understanding: Listening to customers and prospects through the range of channels they inhabit; comments on YouTube, Networks where they ‘hang out’ Customer Interaction: the tools exist to not only listen and observe but also to discuss and converseBusiness Intelligence: media monitoring, alerts and related analysis tools provide a great source of structured Business Intelligence. You need not pay £600/month for the privilege, SocialMention and Google Alerts can keep you informed where you need to be. Reputation Management: one of the key aspects of web 2.0 is that it is Real Time. You can see and respond to comments as they arise and often, where the response is efficient and effective, create a positive effect. Consider, the Ethiopian Growers that challenged the coffee used by Starbucks in a video posted on YouTube. This video was viewed by 10,000 people. The CEO posted a response within 24 hours on YouTube, the response was viewed by several million.
  • We believe there is a strong correlation between positive word of mouth, online buzz and sales and marketing. Needless to say there are now numerous means of getting your message out there, growing followers (through sites like Twitter, and energising your customer base). Web 2.0 is immediate and direct. The example I like to use is of a safety harness company based in Edinburgh who considered using a traditional approach to International Sales and Marketing – find an agent, find prospects, etc. An alternative approach we suggested, used LinkedIn to find the Health And Safety Director of the largest Construction Project in the world. Now it is not a leap to suggest filming the harness on YouTube and sending an email with a link saying you are in Saudi Arabia and would he like to meet up. Numerous examples of customer insight and feedback leading to product improvement. Many car companies use Second Life to test their designs. A site called eBags sends out the latest designs to their top raters on the site. Internal cost savings. No 10 Downing Street example…Improved Operations and internal processes. There are applications for literally anything – wikis that compete with licenced intranets, email freeware that is better than Outlook, hosted network sites for £20/month that would cost £thousands to replicate. Increased Return on Investment. The holy grail or the achiles heal of Web 2.0. How do you make money from this thing…there is a growing level of evidence to suggest that it works.
  • Market Knowledge: Competitors, Suppliers, Buyers, Influencers; Google insight, Google Alerts will provide a view on most companies within an industry. Also, there are a range of blogs and networks where amateurs and professionals will share their knowledge of a market. Customer Insight and Understanding: Listening to customers and prospects through the range of channels they inhabit; comments on YouTube, Networks where they ‘hang out’ Customer Interaction: the tools exist to not only listen and observe but also to discuss and converseBusiness Intelligence: media monitoring, alerts and related analysis tools provide a great source of structured Business Intelligence. You need not pay £600/month for the privilege, SocialMention and Google Alerts can keep you informed where you need to be. Reputation Management: one of the key aspects of web 2.0 is that it is Real Time. You can see and respond to comments as they arise and often, where the response is efficient and effective, create a positive effect. Consider, the Ethiopian Growers that challenged the coffee used by Starbucks in a video posted on YouTube. This video was viewed by 10,000 people. The CEO posted a response within 24 hours on YouTube, the response was viewed by several million.
  • We believe there is a strong correlation between positive word of mouth, online buzz and sales and marketing. Needless to say there are now numerous means of getting your message out there, growing followers (through sites like Twitter, and energising your customer base). Web 2.0 is immediate and direct. The example I like to use is of a safety harness company based in Edinburgh who considered using a traditional approach to International Sales and Marketing – find an agent, find prospects, etc. An alternative approach we suggested, used LinkedIn to find the Health And Safety Director of the largest Construction Project in the world. Now it is not a leap to suggest filming the harness on YouTube and sending an email with a link saying you are in Saudi Arabia and would he like to meet up. Numerous examples of customer insight and feedback leading to product improvement. Many car companies use Second Life to test their designs. A site called eBags sends out the latest designs to their top raters on the site. Internal cost savings. No 10 Downing Street example…Improved Operations and internal processes. There are applications for literally anything – wikis that compete with licenced intranets, email freeware that is better than Outlook, hosted network sites for £20/month that would cost £thousands to replicate. Increased Return on Investment. The holy grail or the achiles heal of Web 2.0. How do you make money from this thing…there is a growing level of evidence to suggest that it works.

Transcript

  • 1. Social Media:Strategy andManagementDr Jim Hamillwww.energise2-0.comwww.twitter.com/drjimhamillAugust, 2012
  • 2. Course OverviewThe Social Media Revolution……• Key issues involved in developing, implementing and proactively managing an effective social media strategy for building sustained customer and competitive advantage• A simplified Balanced Scorecard approach will be used to ensure that social media actions and initiatives are fully aligned with and supportive of core business goals and objectives• A key focus will be the use of agreed KPIs and targets to measure on-going social media performance and business impact
  • 3. Learning OutcomesSubject specific knowledge and skills:• Opportunities and threats presented by the Social Media Revolution• Key issues involved in developing an effective Social Media Strategy• Steps involved in successful strategy implementation and management• Key social media success factors• Balanced Scorecard approach to measuring social media performance and business impact• Organisation, people and resource issues critical to social media success• Practical case examples of social media in action• Importance of becoming a ‘social business’
  • 4. Learning OutcomesCognitive abilities and non-subject specific skills:• Undertake a social media landscape analysis for your organisation• Set up a Social Media Listening System• Develop an agreed Social Media Strategy for your organisation• Agree the core business objectives, goals and targets to be achieved• Identify the key social media actions and initiatives to be implemented and an ‘Action Plan’ for getting there• Agree the Key Performance Indicators (KPIs), metrics and analytics to be used in measuring social media performance, business impact and ROI• Ensure that all key success factors have been considered• Gained experience in participating in an online mutual support and e-learning community
  • 5. Teaching and Learning MethodsThe four main teaching and learning methods used in the class willbe:• Lectures and related support material• Open discussion and debate in class• Group work in developing an agreed Social Media Strategy for an organisation of your own choice• Group presentation
  • 6. QuestionsIf you have any questions, don’t bother asking because I don’t really care if you have any questions, what your opinion is or what you think. If you ask a question I will ignore you How many companies treat their customers that way? How ‘social’ is your organisation?
  • 7. A conversationnot a broadcast presentation
  • 8. Assignment• The assessment for this class will be a group assignment involving a class presentation and preparation of a Social Media Strategy Document for an organisation of the group’s own choice (Word limit: 3,000 words)• Students failing to pass the assignment with a mark of 50% or more will be required to resubmit
  • 9. Agenda• Understanding the Basics - The Social Media Revolution; Social Media in Action – Examples; Key Things to Remember about Social Media; Social Media Listening System• ‘Getting There’ – Social Media Planning Pays – Social Media Strategy Development – Implementation – Performance Measurement and Business Impact• From Social Media to Social Business
  • 10. TimetableThursday (all day) & Friday (AM) – ‘Lectures’ and class discussionFriday (PM) & Saturday (AM) – Group workSaturday (PM) – Group presentations
  • 11. Assignment/Group WorkGroups of 4/5 studentsTaking an organisation ofyour own choice, evaluate the progressmade in adopting social media.Your evaluation should cover use of social mediaon the organisation’s own web site and the extent oftheir involvement in external social media sites.Make strategic recommendations for improvement
  • 12. Continue the conversation at www.energise2-0.com
  • 13. www.energise2-0.com
  • 14. Let’s start with afew questions?
  • 15. Social Media: The State of PlayWhere are we in our use ofsocial media?What progress has beenmade? Where are we going?
  • 16. Social Media in the Arab Worldhttp://mashable.com/2012/06/08/arab- world-facebook-twitter/
  • 17. eConsultancy Report
  • 18. % penetration of social media (June 2012)
  • 19. Number and % of Facebook Users
  • 20. No. of New Facebook Users (Jan to June, 2012)
  • 21. What road are we on?
  • 22. Our View on Progress MadeInterest and enthusiasm has grown rapidlyChannels are being set upBut lack of strategic planning leads toproblems down the line - resourcing,content, customers, performancemeasurement, business impact and ROIA broadcast mentality prevails…….
  • 23. Is there somethingfundamentally wrong with our approach to Social Media?
  • 24. Something Wrong…..Are we using social media as just anotherPR/marketing channel for broadcasting messages ATcustomers telling them how good we are?Is anyone listeninganymore?Have the rules of businesschanged?
  • 25. Be SocialNew ‘mindsets’ arerequired to besuccessful in socialmedia ‘BE SOCIAL BEFORE DOING SOCIAL’
  • 26. Be ‘Customer Led’Talking WITH rather thanAT your customers is thecore foundation of asuccessful social mediastrategyThe basis of a goodconversation isto listen first
  • 27. ‘Social Media Planning Pays’
  • 28. The Social Media Revolution
  • 29. Web 2.0/Social Media An Overview »Applications »Features and Characteristics »Implications
  • 30. Business/Marketing 2.0Impact – Wikibusiness Web 2.0 ApplicationsMindset Open sourceBusiness Intelligence Online Applications/ Web ServicesCustomer Insight and Social/ Prof Network Sites Understanding Social Content – SocialCustomer Interaction BookmarkingEnhanced Customer Experience Blogs or Weblogs – Rich Internet Applications WikisReputation Management Characteristics Podcasts/ VodcastsSales and Marketing Virtual RealitiesProduct Development and R&D Mash Ups e.g. engage and co-create Communities and RSS FeedsIT/Software/Applications Networks Mobile Web; Internet TelephonyOperations, Internal Processes Openness Twitter and HRM Sharing Peering Hosted Services – online applications; the Internet as the platform Interactivity Social Element Mass Collaboration Empowerment Global
  • 31. Social Media in Plain English
  • 32. How importanthas it become?
  • 33. The Social Media Revolution
  • 34. Potential Business Benefits of Social Media
  • 35. Business BenefitsMarket KnowledgeCustomer Insight and UnderstandingCustomer InteractionEnhanced Customer ExperienceBusiness IntelligenceReputation Management
  • 36. Business BenefitsImproved Sales and MarketingIdentify and network with high value, high growth prospectsProduct Development and R&D e.g. engage and co-createInternal cost savingsImproved Operations and Internal ProcessesIncreased ROI
  • 37. Potential Business Benefits5 main areas:• Market/Customer Knowledge & Insight• Engagement & Reputation Management• Enhanced Customer Experience and Loyalty• Sales/Marketing Effectiveness, Efficiency and ROI• Operations/ Internal Processes (open source and hosted apps)
  • 38. Social Media in Action Quick Examples
  • 39. In a Web 2.0 Era, the Brand Becomes the Customer Experience of the Brand A quick ‘personal experience’ Dubai Hotel
  • 40. From the web site• This 5-star hotel and residence offers European hospitality with an unmistakable French touch. The hotel consists of 318 beautifully appointed guest rooms/suites, while the residence offers 112 fully furnished and equipped deluxe Studios and 1-3 bedroom apartments.• The ultimate in comfort, we offer 318 luxuriously elegant rooms and suites.• Take a trip. Escape. Go and visit somewhere new and see if we are there… Give in to that irresistible wanderlust. Discovering and staying in the most exceptional hotels in the world has become the modern-day Graal, a game, a quest…
  • 41. The Customer Experience of the Brand Tripadvisor
  • 42. From Tripadvisor• Its getting old, the rooms are unappealing and it will never be more than a business hotel• Being a Sofitel hotel we expected something quite flashy unfortunately we were let down. The rooms, although comfortable and clean, were not of the standard we expected and were definately not what we expected after looking at the photos on the hotels website.• Booking my stay via the Sofitel website after a pleasant experience at several other Sofitel locations over the past 2 years with my new job I was looking forward to a 5 star luxury stay after a stressful business trip. My expectations were reasonable, however certainly not met by this hotel
  • 43. United Breaks Guitars
  • 44. Crowdsourced NPD
  • 45. www.skittles.com
  • 46. The rules of the game have changed The 5 key things to remember about Social Media
  • 47. 1. It’s a RevolutionA fundamental and revolutionary changein online behaviour, expectations andthe online customer experience.The end of the ‘read only’ internetContent generated by the network forthe networkWe are no longer passive consumers ofcontent/brand messages
  • 48. 2. It’s SocialA conversationnot a broadcastplatformConversations are takingplace relevant to yourbrand – are you listening?
  • 49. The Connected Consumer
  • 50. 3. Power ShiftSocial media empowerscustomers, empowers the network We no longer control the brand The brand becomes the customer experience of the brand – experiences that are widely shared online
  • 51. 4. Declining EffectivenessDeclining effectiveness of traditionalapproaches to sales and marketingDoes anyone listen any more?We are no longer passive sheepwaiting to be ‘driven’ to your web siteIf you treat us like sheep, we will tell youto ‘flock off’.
  • 52. Do You Listen?Source: The Future of Advertising, APA, 17/02/09 as published on Slideshare(www.slideshare.com)
  • 53. Do You Listen?
  • 54. 5. The End of Business as UsualNew ‘mindsets’, new businessapproaches and new performancemeasures are requiredNOT a broadcast medium. Itsabout listening to and engagingwith customers, partners, yourcommunity, your tribeThis is something we are not verygood at doing. We prefer tellingpeople how good we are
  • 55. The End of Business as Usual‘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
  • 56. New Performance Measures• Business success depends on the quality of your customer base; the strength of the relationship you have with quality customers; and your ability to leverage that relationship• In a social media era, business success depends on the – Quality of your network – Relationship strength – Ability to leverage The 6Is Approach
  • 57. 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
  • 58. The ‘6Is’ Approach Insight and Impact Influence Involvement Intimacy Interaction
  • 59. Bob Dylan Come gather round people Wherever you roam And don’t criticise What you cant understand Your sons and your daughters Are beyond your command Your old road is Rapidly agin‘ Then you better start swimmin’ Or youll sink like a stone For the times they are a-changin’
  • 60. A note onInbound Marketing
  • 61. Inbound Marketing Spread your content as widely as possible to get found Pull people to your web site, blog etc Flood your ‘funnel’ with suspects Analyse and Convert
  • 62. Inbound Marketing
  • 63. Inbound Marketing
  • 64. What’s wrong with this approach?
  • 65. Drowning in an Sea of Noise
  • 66. Our Response
  • 67. The Customer ManifestoWe are not sales suspects,prospects or leads. We do notwant to be convertedWe are no longer an ‘audience’We are people. In fact,‘We Are The People’We are your customers andwe are King! Social mediaempowers us. We control theInformation Age.Welcome to our world, not yours!
  • 68. The Customer ManifestoDon’t treat us like passive sheepwaiting to be driven to your web site or blogUse social media to deliver exceptionalCustomer ExperiencesThat way, we will become brandadvocates and ‘spread the word’ for youOur network will listen more to us than you
  • 69. Customers are the Revolution
  • 70. ‘Getting There’Social Media Strategy Development and Implementation
  • 71. Practical Adviceand Next Steps toAvoid the Road toNowhere‘Social Media Planning Pays’
  • 72. ‘Social Media Planning Pays’Key Steps in Developing, Implementingand Managing a Successful Social Media Strategy
  • 73. Social MediaDevelopment Cycle
  • 74. SM Development Cycle
  • 75. Each Step is being covered in detail on our blog at www.energise2-0.com
  • 76. Five Key Areas1. External Analysis: Evaluate Your Social Media Landscape2. Internal Analysis: Evaluate Your ‘Readiness to Engage’3. Develop Your Social Media Strategy and Action Plans for ‘Getting There’4. Evaluate Your Social Media Performance and ROI5. Organization, People and Resource Issues
  • 77. Social Media Strategy and Action Plans
  • 78. Use a Simplified Balanced Scorecard• Will ensure that the social media actions and initiatives you take are fully aligned with and supportive of your overall business goals and objectives; that KPIs are agreed for monitoring and evaluating social media performance, business impact and ROI; and all key success factors are considered, especially the organization, people and resource aspects critical to successful strategy implementation• A Scorecard approach can also be very useful for internal and external communications – a simple framework to present social media goals, objectives, key actions and initiatives to colleagues, partners and other stakeholders
  • 79. Social Media Balanced Scorecard• Not ‘paralysis by analysis’. By providing an agreed framework to follow, the Balanced Scorecard considerably speeds up strategy development and implementation• The steps involved can be captured in a Social Media Strategy Map• Five key questions to address……
  • 80. Social Media Balanced Scorecard• What is the overall social media vision for your organization?• What are the key objectives and targets to be achieved?• Who are your customers?• Key Actions and Initiatives• Organisation, Resource and People Issues
  • 81. Social Media Strategy Map Brief statement of your overall 2.0/Social Media Vision and MissionStrategic Objectives Strategic Objectives KPIs / Targets KPIs / Targets KPIs / Targets KPIs / TargetsCustomer Perspective Customer Customer Customer Customer Group 1 Group 2 Group 3 Group 4Internal Management Perspective 2.0/Social Media 2.0/Social Media 2.0/Social Media 2.0/Social Media Initiative 1 Initiative 2 Initiative 3 Initiative 4 - Objectives - Objectives - Objectives - Objectives - KPIs - KPIs - KPIs - KPIs - Targets - Targets - Targets - Targets - Actions - Actions - Actions - ActionsOrganisation Perspective Organisation Resource People
  • 82. Key Questions to Address• What is the overall social media vision for your organisation?• What are the key objectives and targets to be achieved from social media? Are these fully aligned with and supportive of your overall business goals and objectives?• Who are your customers? Where do you find them ‘hanging out’ on social media? How can you best engage with them?• What are the main Social Media Actions and Initiatives you need to take – short, medium and longer term?• What generic social media strategy should you follow (number of channels used/ depth of engagement in each channel)?
  • 83. Key Questions to Address• For each priority Social Media Channel, what are your core objectives for that channel; what KPIs will be used for measuring on-going channel performance; what are your targets for each KPI; what key tasks are needed to achieve these targets?• Do we have the right organisational ‘culture’ and ‘mindset’ for Social Media? ‘Be social before doing social! Is the right organisational and decision-making structure in place?• Has agreement been reached on resource allocation?• Who will be responsible for your social media activities? What balance has been agreed between internal and external roles and responsibilities?
  • 84. Key Questions to Address• Who is the Social Media Champion?• Do you have agreed Social Media Policies and Guidelines in place covering ‘Proper Use’, ‘Content Management’, ‘Customer Response Times/Quality’ and ‘Legal’ aspects?• Performance evaluation and business impact
  • 85. Potential Business Benefits of Social Media
  • 86. Business BenefitsMarket KnowledgeCustomer Insight and UnderstandingCustomer InteractionEnhanced Customer ExperienceBusiness IntelligenceReputation Management
  • 87. Business BenefitsImproved Sales and MarketingIdentify and network with high value, high growth prospectsProduct Development and R&D e.g. engage and co-createInternal cost savingsImproved Operations and Internal ProcessesIncreased ROI
  • 88. Potential Business Benefits5 main areas:• Market/Customer Knowledge & Insight• Engagement & Reputation Management• Enhanced Customer Experience and Loyalty• Sales/Marketing Effectiveness, Efficiency and ROI• Operations/ Internal Processes (open source and hosted apps)
  • 89. ‘Be Customer Led’
  • 90. Be Customer Led• Who are our customers, community, tribe?• Where do they hang out in social media?• How can we best use Social Media to deliver an exceptional customer experience at all stages of the customer life cycle?
  • 91. www.mashable.com
  • 92. Who Are Your Customers?• Your Social Media Strategy should be aimed at building a ‘quality’ customer base i.e. a strong online network of high value, high growth potential customers providing your company with a strong foundation for achieving sustained growth and profitability• First step: – Undertake a detailed Customer Mapping and Segmentation Analysis to identify your ‘Most Valuable’ and ‘Most Growable’ customers (actual and potential)
  • 93. Strategically position yourcustomers on a Customer Value Matrix based on Customer Attractiveness Probability of Success
  • 94. Customer Value Matrix
  • 95. Strategic Implications
  • 96. Quality Customer Growth Programme
  • 97. Business Benefits of this Approach• Concentration of effort and resource on `quality’ customers – your ‘Most Valuable’ and ‘Most Growable’ customers• Improved value delivery to existing high value customers. Build learning relationships with them allowing you to better service their emerging needs and wants through highly customised and personalised products and services• Maximise customer retention, loyalty and advocacy; ‘Up’ and ‘Cross’ selling opportunities• Maximise customer profitability and lifetime value
  • 98. Business Benefits of this Approach• Acquiring new `quality’ customers becomes easier because you have got it right for existing customers• Cost savings and improved marketing/sales efficiency through targeting limited resources on `quality’ customers (actual and potential)• Building sustained customer and competitive advantage through customer differentiation and brand advocacy• Erection of loyalty barriers preventing your competitors from stealing your `best’ customers
  • 99. The Customer Experience Use Social Media to enhance thecustomer experience at all stages of the Customer Life Cycle
  • 100. Customer Lifecycle
  • 101. Implementation and Performance Measurement– Channel Action Plans– Performance Measurement– Organisation, Resource, People
  • 102. Channel Action Plans• Once your Social Media Strategy has been agreed, brief Action Plans should be developed for each priority SM channel• Cascade the Balanced Scorecard approach to each priority channel e.g. Twitter, Blog, Facebook, Linkedin etc• But not ‘Paralysis by Analysis’• The Action Plan for each channel should include a clear statement of…..
  • 103. Channel Action Plans• Vision• Channel Objectives• KPIs and Targets• Customers• Key Channel Actions and Initiatives for ‘getting there• Organisation, resource and people• Tools and applications• Performance measurement• Do’s and Don’t’s
  • 104. Guidelines for EffectiveSocial Media Management
  • 105. 1. Channel Vision and Objectives• Agree the overall vision for each channel• Agree the main objectives to be achieved? Ensure that these are closely aligned with and supportive of your core business objectives? (Link back to your SM Strategy Document from last week)• Agree the KPIs and targets to be used in measuring on-going channel performance
  • 106. KPIs and TargetsThe 6Is Approach: • Involvement – numbers/quality • Interaction – level of two-way dialogue • Intimacy – positive/negative sentiments • Influence – word-of-mouth effect • Insight – actionable market/customer insight • Impact – business impact
  • 107. The ‘6Is’ Approach Insight and Impact Influence Involvement Intimacy Interaction
  • 108. 2. Customers• Who? Agree the main customers groups for this channel – link back to your ‘Customer Mapping Exercise’• Agree objectives for each customer group e.g. build brand awareness; engagement; loyalty; relationships; advocacy• How will this impact on your Channel Content Strategy? How can you add value? Be ‘customer led’• Include ‘Key Influencers’
  • 109. 3. Channel Basics• Channel/Page Set Up• Profile Information• Design• Basic Layout• Terminology• Features/Functions• Integration
  • 110. 4. Key Success FactorsThe ‘4Cs’ approach: – Content – Customers – Conversations – Conversion
  • 111. Content• Quality is critical – add value• Adopt an ‘outside-in’ rather than ‘inside-out’ approach• Sales messages OK but subtle and in moderation• Beware of gaffes• Not just publishing content but also customer service
  • 112. ContentDevelop an agreed Content Plan – Frequency – Tone/Theme/Voice – Topics – Content Type e.g. text, infographic, video, podcast etc – Own/Others Content – Sources of Inspiration – Channel Integration/Fit
  • 113. Why People Unfollow
  • 114. Why People Unfollow
  • 115. CustomersBuild the Community – Be strategic – size matters, but ‘who’ is just as important – Use existing communications channels – Use the community building tools of each channel – Start by following, engaging then be followed – Role of ‘Key Influencers’ is critical – Avoid ‘get follower fast’ schemes
  • 116. Conversation• Social media is ‘marketing as a conversation’ with your network. It is not about one way broadcasting• Actively encourage interaction e.g. blog posts end with request for comments/feedback; on Twitter use Reply, RTs often; on Facebook/Linkedin – participate in groups/forums• This has time and resource implications
  • 117. Conversion Agree and measure the main ‘call to actions’ you are aiming for
  • 118. 5. Organisation, People, Resources• Build the right organisational ‘culture’ and ‘mindset’ for channel success• Become a social organisation• Ensure your channels are managed and resourced properly• Agree what policies and guidelines are needed
  • 119. 6. Tools and Applications• A range of Social Media Management Tools are available. Some are moving into Social CRM (SCRM) territory… – Hootsuite – Tweetdeck (now owned by Twitter) – Seesmic – Sprout Social – Spredfast
  • 120. 7. 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…
  • 121. Performance MeasurementShould be undertaken at three main levels:1. Individual social media channels2. Overall ‘buzz’3. Business ImpactUsing the 6Is approach
  • 122. Individual ChannelsIndividual Channel Performance – the effectiveness/success of each channel benchmarked against agreed targets for the ‘6Is’ 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
  • 123. Social Media ‘Buzz’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
  • 124. Business ImpactUnderlying 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’
  • 125. Performance Measurement ToolsA range of tools are available at each level:• Individual Channels – e.g. Facebook Insights; Klout; Kred• Overall ‘Buzz’ e.g. Topsy Analytics; Viralheat, other paid SMM tools• Business Impact e.g. Google (Social) Analytics; SCRM
  • 126. Organization, Resource and PeopleIssues• Organization, resource and people issues sit at the bottom of your SM Balanced Scorecard NOT because they are the least important issues to address. In fact, the exact opposite is true. The success of your social media strategy is very much dependent upon appropriate decisions being made in the areas listed:
  • 127. Organization, Resource and PeopleIssues• Do we have the right organisational ‘culture’ and ‘mindset’ for Social Media? ‘Be social before doing social!’ Is the right organisational and decision-making structure in place?• Has agreement been reached on resource allocation?• Who will be responsible for your social media activities?• Do you have agreed Social Media Policies and Guidelines in place covering ‘Proper Use’, ‘Content Management’, ‘Customer Response Times/Quality’ and ‘Legal’ aspects?
  • 128. Social Media ManagementDo’s and Dont’s
  • 129. Do’s and Don’t’sDon’t Be a Showoff – Your posts 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 coolDon’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
  • 130. Do’s and Don’t’sDon’t Automate – It’s OK to schedule posts for specific times but don’t automate everything. Social media is about personal/brand engagement not blatant promotion e.g. don’t automatically DM new twitter followers with a sales message - it’s seen as spam.Don’t Leave Air in the Conversation – Respond as quickly as possible – within hours not days.Don’t Overpost – Don’t flood your followers’ timelines
  • 131. Do’s and Don’t’sDo Shout Out to Users Who Mention You – Thank those making favourable comments; be very careful how you respond to any negative commentsDo Monitor Keywords and Sector Trends – And respond when appropriateDo Make an Informative Profile – It’s the first point of contact so critical. Tell what you will be posting aboutDo Hang Out Where Your Customers Hang Out – Don’t always expect them to come to you
  • 132. In Summary……..‘Social Media Planning Pays’
  • 133. Towards Social Business
  • 134. Towards Social Business
  • 135. Thank You Questionswww.energise2-0.com
  • 136. Social MediaMonitoring/Listening
  • 137. Get Ready to Listen 
  • 138. Why Listen?Social Media is a conversationnot a broadcastplatformConversations are takingplace relevant to yourbrand – are you listening?
  • 139. Monitoring the Conversations• Use Social Media Monitoring Tools to identify where your customers ‘hang-out’ online and to monitor the conversations relevant to your brand – also for measuring the ‘buzz’ about your brand• No or low cost tools such as Google Alerts, Yahoo Pipes, Social Mention, Topsy, IceRocket, Blogscope, Blogpulse and ViralHeat• More expensive and sophisticated tools such as Radian6, Alterian SM2, Sysomos Heartbeat and Infegy SocialRadar
  • 140. Social Media Monitoring
  • 141. Collect Search and Relevance Filters Platforms and Channels Process Events assigned to the Social Graph Categorisation and Tagging Analyse Mention Volume and Importance Demographics and Timing Sentiment and Emotion Actionable InsightsSource: Energise2-0
  • 142. 5 Key Steps to Effective Social Media ListeningBut first the Business Benefits
  • 143. Business BenefitsListening provides business benefits: – Market Knowledge and Intelligence. Where your customers, partners, competitors and staff are hanging out online. – Customer Insight and Understanding. What your customers and their influencers are saying about you or your competitors. – Identify and network with high value, high growth prospects. Identifying key posts and follow-up actions. – Interaction with Key Influencers. Identify influential sources for incorporation into a wider strategic response. – Reputation Management. Timely identification of potential reputation issues. – Improved Sales and Marketing. New prospects, customer and market opportunities.
  • 144. 1. WhatWhat conversations do we need to monitor? – Our own brand – Product, industry, sector – Competitors – Customer segments – Geography/Location • Local • Regional • National • International
  • 145. 2. WhereWhere are the relevant conversations taking place?What tools are available to help?
  • 146. Tools are available to help• No or low cost tools such as… – Google Alerts, Yahoo Pipes, Social Mention, Topsy, IceRocket, Blogscope, Blogpulse and ViralHeat• More expensive and sophisticated tools such as… – Salesforce Radian6, Alterian SM2, Sysomos Heartbeat and Meltwater Buzz
  • 147. 3. Set Up your Listening SystemSet up a customised Social Media Listening System to deliver: – the right information – to the right people – at the right time – in the right formatBut remember… – Think strategically
  • 148. 4. Ask - So What?Information is not knowledgeWhat are the results telling us?Analyse and develop ‘Actionable Insights’Is this… – Something I should share with others? – A reputation issue? – A sales opportunity? – A new network contact or potential influencer? – An indication of where we should develop? – A bell-weather on how we are doing? – An indication of what our customers are feeling?
  • 149. 5. Consider your ResponseAnd finally…Think seriously about how you will respond?Are you fully equipped? Skills, Knowledge, Strategy, Plan