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Presentation to the Annual Conference of the Association of Scottish Visitor Attractions, 12th November, 2010

Presentation to the Annual Conference of the Association of Scottish Visitor Attractions, 12th November, 2010

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  • ICT Strategy Development and the Balanced Scorecard

Unlocking the Power of Social Media Presentation Transcript

  • 1. ‘ Creating the Buzz’ Unlocking the Potential of Social Media Dr. Jim Hamill [email_address] Alan Stevenson [email_address] ASVA Conference 12 th November, 2010
  • 2. Overview
    • Business benefits and progress made
    • Social Media in Action – Examples
    • Moving forward - “Social Media Planning Pays”
      • The key features of social media
      • Social Media Development Cycle
      • Monitoring the conversations/ measuring the ‘buzz’
    • Visitor Attraction Case Example - MoMA
    • Questions
  • 3. SM Opportunities and Progress Made
    • Used effectively, social media can lead to the following business benefits for Visitor Attractions
      • Market/Customer Knowledge & Insight through customer feedback and the use of social media monitoring tools
      • Low cost brand awareness and reputation management
      • Increase visitors/repeat visitors
      • Build strong online community/ quality customer base of high value, high growth potential customers
      • Engage and energise
      • Enhanced customer experience and loyalty
      • Sales/Marketing Effectiveness, Efficiency and ROI
      • Operational / Internal Process efficiency (open source and hosted apps)
  • 4. SM Opportunities and Progress Made
    • Interest and enthusiasm among Visitor Attractions is growing rapidly - channels are being set up
    • Scottish Visitor Attractions fall into three main groups in terms of progress made
      • Progressive Adopters
      • Cautious/ Experimental Adopters
      • Non Adopters
  • 5. SM Opportunities and Progress Made
    • While some good progress is being made, there is a need for a more ‘strategic’ approach
    • Clear social media vision and strategy, agreed objectives, KPIs, targets, ROI and on-going performance measurement
    • More attention needs to be paid to organization, people, resource issues critical to on-going SM success
    • Social Media Planning Pays
  • 6.
    • Some Advice for Moving Forward
  • 7.
    • But first – some examples
  • 8.
    • Social Media in Action
    • Quick Examples
  • 9. In a Web 2.0 Era, the Brand Becomes the Customer Experience of the Brand A quick ‘personal experience’ Dubai Hotel
  • 10.  
  • 11.  
  • 12.  
  • 13.  
  • 14.  
  • 15. 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…
  • 16.
    • The Customer Experience
    • of the Brand
    • Tripadvisor
  • 17. From Tripadvisor
    • It's getting old, the rooms are unappealing and it will never be more than a business hotel
    • Being a Sofitel hotel we expected something quite 'flashy' unfortunately we were let down. The rooms, although comfortable and clean, were not of the standard we expected and were definately not what we expected after looking at the photos on the hotel's website.
    • Booking my stay via the Sofitel website after a pleasant experience at several other Sofitel locations over the past 2 years with my new job I was looking forward to a 5 star luxury stay after a stressful business trip. My expectations were reasonable, however certainly not met by this hotel.
  • 18.  
  • 19.  
  • 20. Will It Blend? - iPad
  • 21. 5.7 Million Views
  • 22. United Breaks Guitars
  • 23. 9 Million Views
  • 24.
    • Some Advice for Moving Forward
  • 25. Moving Forward
    • The key strategic, management and organizational challenges involved in planning, implementing and managing successful social media strategies for sustained business growth
    • ‘ Social Media Planning Pays’……. SM success requires sound planning and the application of professional project management procedures …. but not ‘paralysis by analysis’
    • Ensure that your SM Strategy is fully aligned behind and supportive of your core business goals and objectives
  • 26. Social Media Planning Pays
    • Three main issues:
      • The key features of social media
      • Social Media Development Cycle
      • Monitoring the Conversations
  • 27.
    • Things to Remember
    • about Social Media
  • 28. Key Things to Remember
    • It’s social
      • A key feature is online democracy – with content being provided by the network for the network – represents a fundamental and revolutionary change in online behaviour, expectations and the online customer experience. The end of the ‘read only’ internet
    • Power shift
      • Social media empowers customers, empowers the network. Recognizing this shift is the cornerstone of future success
    • Declining effectiveness of traditional approaches 
      • Does anyone listen to sales/brand messages anymore?
  • 29. Source: The Future of Advertising, APA, 17/02/09 as published on Slideshare ( www.slideshare.com )
  • 30.  
  • 31. Key Things to Remember
    • Pull v push
      • Consumers/users decide what information they wish to access
    • New ‘mindsets’ are required
      • Marketing as a conversation with your customers/network– dialogue not broadcasting
      • But this is something that most of us are not very good at doing. We prefer ‘telling’ people
    • SM ‘winners’ and ‘losers’
      • ‘ Winners’ will be those organisations who fully utilise the interactive power of Web 2.0 technology for engaging with and energising customer and network relationships
  • 32.  
  • 33.  
  • 34. Key Things to Remember
    • New performance measures
      • Requires new performance measures
        • Quality of your network
        • Relationship strength
        • Ability to leverage
    • Social media monitoring tools
    • Redefines the concept of a web site
    • The need for new business/marketing models
  • 35. 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
      • Social Media Monitoring Tools –Audit, Assess, Impact
  • 36. Key Things to Remember
    • The need for new business/marketing models
      • Traditional approach:
        • Product development – Differentiate – Market and Promote - Sell
      • New model based on:
        • Communities, networks, openness, peering, sharing, collaboration, customer empowerment, ‘think and act’ globally
        • Engage and energise
        • ‘ Create the Buzz’
  • 37.
    • Social Media
    • Development Cycle
  • 38. SM Development Cycle
  • 39.
    • Each Step is being covered in detail on our blog at
    • www.energise2-0.com
  • 40. Five Key Areas
    • External Analysis: Evaluate Your Social Media Landscape
    • Internal Analysis: Evaluate Your ‘Readiness to Engage’
    • Develop Your Social Media Strategy and Action Plans for ‘Getting There’
    • Evaluate Your Social Media Performance and ROI
    • Organization, People and Resource Issues
  • 41. ‘ Be Customer Led’
    • Three key questions:
    • Who are our customers, who do we wish to engage with?
    • Where do we find them ‘hanging out’ on social media?
    • How can we best engage and energise them?
  • 42. www.mashable.com
  • 43.
    • Develop Your Social Media Strategy and Action Plans for ‘Getting There’
  • 44. 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
  • 45. 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……
  • 46. 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
  • 47. Social Media Strategy Map
  • 48.
    • Organization, Resource and People Issues
  • 49. Organization, Resource and People
    • Organisation, 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
  • 50.
    • Monitor and Measure
  • 51. Monitoring the Conversations
    • Use Social Media Monitoring Tools to monitor online conversations relevant to your brand
    • No or low cost tools such as Google Alerts, Yahoo Pipes, Social Mention, IceRocket, Blogscope, Blogpulse and ViralHeat
    • More expensive and sophisticated tools such as Radian6, Alterian SM2, Sysomos Heartbeat and Infegy SocialRadar
  • 52. 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 using the ‘4Is’ approach….
    •  
  • 53. Performance Measures - The ‘4Is’
      • 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
      • Social Media Monitoring Tools –
      • Audit, Assess, Impact
  • 54. 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
    •  
  • 55. Facebook Insights
  • 56. Facebook Insights
  • 57. 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
  • 58. 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?
  • 59.
    • Who is talking about you,
    • where online, what are they saying?
  • 60.  
  • 61. Visit “Edinburgh Castle” Visit “Kelvingrove” Visit “Falkirk Wheel”
  • 62. Visit “Edinburgh Castle”
  • 63. Visit “Edinburgh Castle” Visit “Kelvingrove”
  • 64.  
  • 65.  
  • 66.
    • Visitor Attraction Case Example
    • New York Museum of Modern Art
  • 67. The Web Site
  • 68. Links to RSS Feed, Facebook, Twitter
  • 69. RSS Feed
  • 70. MoMA on Facebook
  • 71. Two way dialogue and engagement
  • 72. 346,466 twitter followers
  • 73. Dialogue not just broadcasting
  • 74. MoMA Youtube Channel
  • 75. Over 200 Videos
  • 76. 3,565,427 views, 12,413 subscribers
  • 77. 12,080 on foursquare
  • 78. Dialogue
  • 79. Dialogue
  • 80. MoMA Blog
  • 81. Links to other SM channels
  • 82. MoMA on flickr – 4,108 images
  • 83. MoMA on iTunes
  • 84. Bob Dylan
    • Come gather 'round people
    • Wherever you roam
    • And don’t criticise
    • What you can't understand
    • Your sons and your daughters
    • Are beyond your command
    • Your old road is
    • Rapidly agin‘
    • Then you better start swimmin’
    • Or you'll sink like a stone
    • For the times they are a-changin’
  • 85.
    • Continue the discussion at
    • www.tourism2-0.co.uk
    • www.energise2-0.com
  • 86.
    • Thank You
    • Questions