Developing and Managing a Social Media Presence for Stakeholder Interaction March 13, 2009
What Are the Social Media?
Uses of Web-based, mobile and desktop platforms to share and leverage others’ beliefs, knowledge, skills and experiences
Components of a distributed computing model
for meeting professional and personal needs; building consensus and supporting decisions
An evolution of the linked strands of “the Web” as originally envisioned
Key Assumptions The power of social media, like all media, rests with the perceived value of participation, even as a “lurker” As content models change and new players enter, it’s just not a case of “what’s cool” but to what extent media are used to drive decisions Building traffic for a microsite is a slow, deliberate, planned process Viral marketing applies to all channels, with the power of peers and unasked validation In new-to-you networks, participation must be fueled strategically via existing network members, providing sustainable value propositions (i.e. not just another “chat board,”) and phasing engagement in collaboration with network influencers While recognizing that social equity is organic and cannot be bought
Leveraging Social Media Interaction To bring best marketing practices into social space: Ask distinct audiences their most specific, relevant questions, that challenge and engage constituents on a professional level Share and build on the outcomes, leveraging the spirit of open access while maintaining exclusivity with the breadth and depth of your content or offering Build and maintain collaborations across time and space Use social media as a frame for rich media initiatives This will generate social and intellectual capital to fuel offerings that outpace competitors’
Success in the Digisphere Inducing “naysayers” comfortable with their existing information channels to participate in a new channel requires saving them time, providing a greater value for the same time and/or benefits that existing channels cannot match As with clinical practice and beliefs, targeting individuals who bridge networks, are articulate, thought leaders and/or have unique opportunities for influence, is key “Digital thought leaders” may or may not be as influential off line SEO and SEM require daily updates of search engine policies and procedures, constant monitoring As well as consideration of the nascent “semantic Web” where social and search converge based on vocabularies and tagging; where natural language search will be “the next big thing” and content defines the difference between a commodity and a relationship Faster connections across devices will bring podcasts, Webcasts, mobile applications that leverage GPS/GIS and other immersive experiences to the forefront
Unique Biomedical Considerations Clinicians already have multiple “portals of necessity,” such as those associated with payors, practices, hospitals, universities, libraries, journals, databases, e-rx, EHRs, information products, e.g. Epocrates(800K HCPs) – as well as, for some, market research panels, Wall Street consultancies, manufacturer networks Every clinician and researcher has natural collaborations that may be primarily virtual or live: grantsmanship, research, publication, patient care and training/mentoring Legal and regulatory pitfalls in disseminating clinical information abound: HIPAA, med mal concerns, increased transparency around manufacturer payments and conflicts of interest; FDA limitations on unapproved usage; even as open access journals and publishing models flourish
Social Media for HCP Marketing Support positioning Add value to existing products and services Raise awareness; create loyalty and engagement Create new revenue streams and brand support Leverage shifts in distribution models Only a couple of decades ago, “searching the literature” meant walking into a medical library Then and now, clinicians looking for the “best option” With dxand rx support accessible on the desktop, mobile and social Web, the clinician seeks “instant access” to what’s relevant to her right now De-identified data from claims, labs, charts and more have created richer datasets but also more ways to be wrong
With Content and Value Still King, New Models Emerge
Why Social Media Now? New table stakes: improved stakeholder interaction and micro-targeting Facebook page, allies’ blogs, Twitter, branded portals, online offers, rich media products Infrastructure to support democratic marketplace of data, ideas, interaction and pricing by quality As professional domains and information sources become more transparent to public scrutiny, HCPs remain interested in communities in which they can find and share insights Pre-eminent peer-reviewed content providers should nurture these As the print subscription model shifts into new channels and media, stakeholder communities can provide invaluable market insight While also building cross-company, cross-channel stakeholder databases that remain a profitable asset for years to come
Social Media Project Process Refine Engage Plan Learn Identify influencers Evaluate against KPIs Refine strategy Iterate content Key platforms User stratification Queue content Determine KPIs Specify tactics Identify internal staff participation/process Launch content Create tracking Continue monitoring Internal audit External audit Establish monitoring Deliverables: Monitor results Audience identification Ali activities Engagement plan Guidelines Possible products: Widgets/applications Social media page design Blogs/community-building Screensavers And more
Phase I: Gather What’s Within Internal interviews, audit How do departments communicate with stakeholders? What opportunities and barriers exist for improved interaction? Whom do you know who’s already part of the conversation, either as an individual professional or an official representative? How can this social equity be leveraged? What primary and external syndicated research exists to support audience knowledge base: Media use and extent of interaction; influence on decisions of interest Evolving networks Daily/weekly/monthly information receipt (e.g. RSS feeds, e-newsletters, portal log-ins, blogs, aggregators, blog carnivals, etc.)
Phase I: Monitor the Conversations Third party tools help answer: What, when, how, why, where are authors, journals, papers, books, rich media, databases being discussed? Where could they be? How are clinicians and HCPs communicating with each other? How is this changing?
Phase II: Stratify by the Evidence Identify extent of overlap among your markets (specialties, roles, settings) and social media use Specify what media, for what kind of messaging, are supporting what decisions or needs Understand where a feasible amount of education and incentives for trial may facilitate “jump-starting” a new feature or offering Assess how the competition is viewing and implementing audience stratification – what opportunities have been created? Does existing stratification seem to work well or does audience interaction seem restrained? For example, in some contexts, cardiologists and internists could interact well, in others not
Phase II: Plan Engagement Prioritization: which audiences are most accessible, and which platforms are most important? What is the voice, vocabulary, positioning that we will use and support? How should you engage in these communities?
Appropriate internal training and content repurposing
Phase II: Develop Social Objects Widgets/blidgets Desktop applications Screen savers Social network applications Offer management Focus on same elements as other marketing mix components: Importance to meeting needs, relevance to role, setting and given any technology constraints (e.g. broadband access not always a given), ability to perceive value with and without education
Phase II: Develop Metrics What evidence of benefit can we convey to our primary targets and influencers: To encourage use To demonstrate and promote value proposition To increase lateral (peer-driven) communication What are the important KPIs for the business? How will these be measured? (e.g. downloads, page views, click-throughs, comments, use of referral codes) How will success be defined?
Examples: Program Concepts Widgets, blidgets, desktop/Web/mobile apps Author publication (including videos, CDs, etc.) tracking; ability for “fans” to interact w/ author New product release tracking, selectable by media type, specialty, role, MESH term Topical search across entire catalog with any filter combination, and streamlined purchase process Ability to annotate, comment on, rate content items Authors’ annotations/introductions of new content Create sharable favorite authors list, top papers of the quarter/year, overlooked journals, overlooked findings Abstract downloads that integrate with existing Web-based notes apps and/or reference managers
Examples: Program Concepts Offer management Journal, audience and program-specific discount codes “Frequent flyer” (cumulative purchases) tiers Special discounts/add-ons for social collaborators Rewards for referrals/recommendation via embedded content, buttons, affiliations, networking Strategic use of incentives to reward: Content creation and sharing Usable insight (without falling into the Sermo trap of potential shilling)
Phase III: Engagement Implement tactics Program goals and objectives Complete, high-level campaigns and development maps Roles and training of employees Metrics definitions and implementing tracking We accumulate data to understand: Where social media succeeds and does not; how other channels can be leveraged to integrate your presence Desirable strategy refinements Primary and secondary targets for phased expansion of presence and available applications
Phase IV: Refinement Paralleling EDC in clinical trials, social media enable accelerated marketing campaign launch, testing, refinement and ongoing evaluation Market Launch Evaluate Refine Strategy