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Likeable U: From Likeable to Loveable by Reggie Bradford
Likeable U: From Likeable to Loveable by Reggie Bradford
Likeable U: From Likeable to Loveable by Reggie Bradford
Likeable U: From Likeable to Loveable by Reggie Bradford
Likeable U: From Likeable to Loveable by Reggie Bradford
Likeable U: From Likeable to Loveable by Reggie Bradford
Likeable U: From Likeable to Loveable by Reggie Bradford
Likeable U: From Likeable to Loveable by Reggie Bradford
Likeable U: From Likeable to Loveable by Reggie Bradford
Likeable U: From Likeable to Loveable by Reggie Bradford
Likeable U: From Likeable to Loveable by Reggie Bradford
Likeable U: From Likeable to Loveable by Reggie Bradford
Likeable U: From Likeable to Loveable by Reggie Bradford
Likeable U: From Likeable to Loveable by Reggie Bradford
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Likeable U: From Likeable to Loveable by Reggie Bradford

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  • As social media and marketing evolve, so do the roles.
  • Early on in social media, Community Managers served more as a reactive force on bulletin boards, and later platforms that relied on user-generated content. There as a slow shift as Community Managers became more integrated in marketing agencies and assisted in campaigns to herd the audience around a microsite, Facebook or Twitter presence. Fast forward to today. The “new” Community Manager includes listening and responding to what the community is telling them, communicating those messages back to marketing, customer service, PR and advertising, identifying and reacting to trends within their audience, working with brand advocates to beta test new products and ideas, launch online marketing campaigns, assist in the recruiting process and expand brand reach to seek out new business development opportunities. Knowing this, how have brands shifted to meet these changes?
  • Early on in social media, Community Managers served more as a reactive force on bulletin boards, and later platforms that relied on user-generated content. There as a slow shift as Community Managers became more integrated in marketing agencies and assisted in campaigns to herd the audience around a microsite, Facebook or Twitter presence. Fast forward to today. The “new” Community Manager includes listening and responding to what the community is telling them, communicating those messages back to marketing, customer service, PR and advertising, identifying and reacting to trends within their audience, working with brand advocates to beta test new products and ideas, launch online marketing campaigns, assist in the recruiting process and expand brand reach to seek out new business development opportunities. Knowing this, how have brands shifted to meet these changes?
  • Overall Vitrue is seeing brands – both early adopters and newcomers – dedicate more resources towards social efforts in terms of dollars spent (license fees as well as “add on” features like our newly integrated capabilities with Pinterest and Instagram), content creation, and employee resources – more people per brand now managing/working on social.  The industry and SMMS space is growing and we see that first hand as more brands are licensing our platform to manage their increasingly expanding and sophisticated global social communities. Our own client roster grew 400% from 2010 to 2011. We have also seen an increase in interest/attention from the C-suite – more VPs and executives focusing on social as opposed to just the “marketing” or “social” people only a year ago. Paid is playing an even more integral role in social media through Facebook’s Sponsored Stories. (Tease MPP POEM announcement and launch.) We fully expect to continue to see growth and more resources dedicated to social as marketers are making Facebook the funnel to which all other marketing efforts flow.    
  • To accomplish excellence in building engagement and brands on social, companies must reconnect with Community Managers. Listen and engage with not only your external target audience, but also the center of the businesses’ social hub – the “Social Coach.” Likewise, successful Community Managers should embrace Virtues that build and engage their social communities.
  • You have to go where the conversations are happening. Be both responsive and timely. You must not only participate in conversations that are occurring, but provide relevant, engaging content – when appropriate. At times, try new tactics. More importantly, you have to be confident in your choices and actions on social platforms.
  • In this age of digital transparency, Community Managers can no longer fake it to make it when it comes to building brand community. Community Managers must believe what they are communicating and be passionate about their brands – if they expect consumers and customers to do the same. Without passion, messaging and engagement will fall flat.
  • For a lot of companies, the community manager role is perceived as a reactive one. Even larger corporations who started early in social media, have only recently realized that they need someone to communicate with engaged brand influencers. Community Managers, as we’ve discussed, are much more than gatekeepers. Savvy brands shouldn’t just communicate with customers when there is a large campaign or a media relations fire to put out. The communication should be constant. That said, there also needs to be focus on when, where and how to best communicate and engage with your audience. This is truly when the Community Manager role shifts and takes real shape.
  • No day is ever the same for Community Managers. As a result, people in this role should thrive on the variety of the day-to-day tasks – whether they are creating content, pushing content, responding to the community, moderating or analyzing reports, Community Managers. In addition, social throws you curve balls. Community Managers should uphold a brand’s position and ultimately its goals, but should be flexible in execution, e.g. adapt as needed.
  • “ Honesty is the best policy ” certainly remains the case when it comes to social. When a community does not trust a brand ’ s words, or feels they are hiding information or ignoring problems, it hinders further communication and ultimately brand loyalty. Transparency is therefore key. Likewise, a Community Manager shouldn ’ t hide away from challenging issues and questions, but always respond, even if just to point the user towards an offline conversation.
  • At Vitrue, we recognize that the role of a Community Manager is not only ever evolving, but a key role in the success of social marketing. That is why we have launched our Community Manager of the Year Award. Nominations are open now through September 14, 2012. With the winner announced on January 13, 2012. To enter yourself or nominate someone, go to communitymanageroftheyear.com. Thank you for all that you do!
  • I’d now like to open it up for questions.
  • Transcript

    • 1. From Likeable to Loveable 5 Virtues of a Community ManagerReggie Bradford, CEO and Founder, Vitrue
    • 2. Evolution of Social
    • 3. Evolution of Community Manager THENLIKE NOWLOVERO Re fe re e , e .g. M o d e rato r S o cial C o achLEM “Tre at th e cau se , n o t th e “Yo u m u st ge t in vo lve d to h ave anOT sym p to m ” im p act. N o o n e is im p re sse d w ithTO th e w o n -lo st re co rd o f th e re fe re e .”T M o d e ratio n , re p u tatio n C o n te n t cre atio n , so cialAS m an age m e n t e n gage m e n t, cu sto m e r se rvice ,K e d ito rial, m o d e ratio n , an alyticsS re p o rtin g
    • 4. Evolution of Community Manager “W e ll se e a m aj shift occur in social or m e d ia roles within com p anie s as social will soon b e the he art and p ulse of eve ry b rand .” - Re ggie Brad ford , 20 0 8“Face b ook is b are ly se ve n ye ars oldand has 3,0 0 0 e m p loye es — and ithas cre ated m ore than 450 ,0 0 0j s in Europ e and the U .S .” ob - S he ryl S and b e rg, Faceb ook, 20 12W orld Econom ic Forum
    • 5. Social Media Landscape TIME SPENT (SOCIAL USERS) Average m inutes sp ent p er SOCIAL USERS m onth on social networks p er Brand s are increasing their use use r* of social ne tworks. U se rs are exp ected to re ach 1 billion .5 89 405 globally by the end o f 20 12. * eMarketer * eMarketer * eMarketer BRANDS ON SOCIAL Brand s using m ultip le social networks have a 50 % higherTIME SPENT (COMMUNITYMANAGERS) engagement rate on Face b ook than those only using one . sp end 30 + hours a 63% * Vitrue, 20 12 week on their com m unity * S ocialFre sh, 20 12
    • 6. Business Needs • Engage m e nt S trate gy • Me asure m e nt and O p tim izationMod e ration and • Glob al (and Local) Consiste ncyCom m unity M anage m e nt• Strate gic & Tactical S ocial Gam e Plans • Efficie ncie s o f S cale
    • 7. Definition of Virtue MO RALEXCELLENCE (Latin: virtus, Gre ek: ἀ ρετ ή "are te") A virtue encom p asses p ositive qualities of exce lle nce .
    • 8. Community Manager Virtue #1
    • 9. Community Manager Virtue #2
    • 10. Community Manager Virtue #3
    • 11. Community Manager Virtue #4
    • 12. Community Manager Virtue #5
    • 13. Community Manager of the Year Award • Inaugural Vitrue award to highligh t e fforts o f com m unity m anage rs in the sp irit o f Com m unity Manage r Ap p reciation D ay • N om inations op e n through S e p tem b er 14, 20 12 • W inne r announce d J anuary 13, 20 13 Fellow Judges: Step hanie Agresta Jason Falls J erem iah O wyang Kathy Baughm an W eb er S hand wick S ocial Me d ia Exp lorer Altim eter Group Com Blu @step hagresta @JasonFalls @j owyangcommunitymanageroftheyear.com
    • 14. Thank You

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