Social Media (Influence) Marketing by Martin Walsh

Conversational Marketing: Creating,Operationalising and Executing a StructuredSocial Media Influence Marketing Framework.Updated: 25 April 2011Martin WalshGeneral Manager – Marketing / Digital

Table of Contents • Contextual Issues Slide 3 • Why are Social Media Marketing Programs Failing? Slide 6 • What is Social Media Influence Marketing? Slide 12 • A Structured Approach to Social Influence Marketing Slide 88 • Listen Slide 105 • People Slide 138 • Goals & Objectives Slide 151 • Strategy Slide 159 • Content Slide 169 • Technology Slide 183 • Engagement Slide 187 • Engagement Management Slide 231 • Digital PR / Online Reputation Management Slide 259 • Search and Social media Slide 283 • Measurement Slide 296 • Social CRM Slide 309 • Case Studies Slide 358 • The Australian Digital Landscape (research) Slide 406

Contextual IssuesOne of the key reasons I developed this PowerPoint is to reboot the significantmisunderstandings and ignorance around Social Media Marketing or what myselfand many of my global peers have called Social Influence Marketing (SIM) sincewe began working with this discipline back in 2006/2007.• Many agencies, commentators and marketers have been misled on this topic or simply just don’t know what they don’t know.• Key issues: – Social Networking is not Social Media Marketing. – Social Media Marketing is a commitment, not a campaign. – Social Media Marketing is a foundational element of this era of Conversational Marketing. Yet, many organisations simply use these new channels to continue to broadcast a monologue of messages. They don’t engage, converse and interact with their customers properly, or at all. – Most Social Media Marketing efforts aren’t integrated into the overall Above-The-Line (ATL) and Below-The-Line (BTL) strategy / campaign. The most effective and successful campaigns have been 360 degree, integrated campaigns. Ads & content inspire (and can energise) the conversations. – 78% of marketers are using Social Media but less than 41% actually have a strategy! And 83% of Social Media Marketing efforts over the past few years have failed because they have no strategy and because what they do isn’t really integrated with the rest of the marketing mix.

Contextual Issues• There are many companies, marketers and a few agencies who successfully execute Social Influence Marketing programs. They understand the discipline; they understand the underlying social consumer behaviour, they listen first, they have a strategy, they understand that it is not about the tools and technology, they understand that a Facebook page is not a strategy and finally they don’t fall for the latest bright shiny objects.• One of my frustrations is around the social media commentators who simply don’t have experience in this discipline either at the micro or macro level. This is characterised by; – Comments like “Social media is best implemented / managed by an agency” (Social Media Marketing is a commitment, not a campaign and the enterprises and organisations doing it well, do it internally. But, they do have support and assistance from their various agencies as it touches both MARCOM and PR and in some cases like launches, additional resources and monitoring need to be added). – Comments like “PR / Corporate Comm’s should lead and manage social media” (social media marketing is a single tactic which needs to be integrated with the overall marketing mix (depending on your goals and objectives) and this means it needs broader marketing and or executive leadership and management. – Too much or all of their emphasis is on reputation and crisis management (this is only one, very small part of this discipline). – An inability to offer insights and practical advice on how to measure Social Media Marketing and its ROI or measurement is defined as the number of Twitter followers, retweets or Facebook Likes. My colleagues, peers and I have been measuring this tactic / discipline reasonably well since we started in late 2006/2007. Yes, these measurement principles have continued to evolve, but it has got simpler to understand what to measure and why, not more complex. – An inability to distinguish and articulate that popularity does not equal influence.

Questions to ask ‘Experts’• These are the questions you should ask any so called ‘expert’, whether they are an individual or an agency, before you engage them: 1. What is their definition and understanding of the differences between Social Media Marketing, Social Media and Social Networking? If they can’t articulate the differences, they are a fake. 2. Have they ever defined or developed a ‘Point of View’ or ‘Manifesto’ document on Social Media Marketing for their clients? (ie. how does SIM fit into the context of the individual organisation and their existing marketing principles / methods? Each company is unique and each industry is unique. You must tailor a perspective for your organisation, its structure, products, industry, culture and principles and what social media marketing means and how you will address it). 3. How will your ‘expert’ measure progress? 4. Ask them to articulate what a strategy is and what key elements make up a strategy. 5. What real, practical experience do they have? Do they have case studies with specific results? Experience is not knowing how to use Twitter and Facebook and experience isn’t gained by reading books and blogs! 6. Have they ever developed, implemented and operationalised a Social Influence Marketing program across or within an organisation?

Why Are Social Media Programs/Campaigns Failing? Based on my own experience, conversations with many of my peers and a number of recent studies, these are the reasons why social media marketing programs, efforts and campaigns are failing: 1. Organisations don’t have a strategy! A strategy is not setting up a Facebook page or simply creating a project timeline with a list of tactics. How will you accomplish your goals and objectives? In particular, social strategy revolves around answering this question: How do you want to change your relationship with your customers? 2. Little or no integrated planning and Agencies not helping CMOs make right trade-offs between traditional & digital. In fact this is the biggest imperative and challenge facing all CMO’s today. Get this great Boston Consulting Report: ‘The CMO’s Imperative – Tackling New Digital Realities’. Nov 2010 (1Mb .PDF). AdAge article about report: “Its Time to Put Communications Planning Back on Agencies To-Do List” Feb 9, 2011 3. Not committing an appropriate level of resources, budget and broader MARCOM experience. A digital native intern or a junior marketer who simply knows how to use social media but has no broader marketing experience is not an expert or an appropriate resource to lead this. 4. Social Media Marketing is not about the technology. There is a misguided focus on bright shiny objects instead of understanding the social behavioural attributes of customers and the specific social attributes of the various social tools & technologies. 5. Receiving poor advice about Social Media Marketing from agencies and ‘experts’. 6. Applying old marketing rules to social media. This is not a passive medium and simply using it as a new channel to continue to broadcast a monologue of messages and not engaging in the conversations will ensure your efforts fail.

Why Social Media Programs / Campaigns Fail These are just two of the studies which have looked deeper into why Social Media Programs are failing at high rates. February 2011, The CMO Survey, American Marketing Association DUKE School of Business. View the full CMO Survey highlights here on SlideShare: • 6% of CMO’s say social media marketing is being well integrated into their companies overall business strategy • 10.5% say social media marketing is being effectively integrated into their marketing strategy August 2010, Brand Science Institute (BSI). View the full report here on SlideShare: • 81% of companies surveyed lacked a clear social media strategy • 73% of social media projects had to demonstrate their financial return after 12 months • 72% thought social media must be viral • 68% had never heard of the 90-9-1 principle, which states that most people online are viewers, vs. participants: 1% of people create content, 9% edit or modify that content, and 90% view the content without contributing • 84% compare social media performance with standard media measures • 37% think that social media is a media buy • Only 11% have social media guidelines

Starting in 1995 peoplebecame interested inonline content…..

13 Years of Online Content Growth! 25,000 20,000 15,000 10,000 5,000 0 1995 1998 2002 2008 2009 2010 # display impressions across the web (millions)

But a few yearsago…..

…people started to becomemore interested in eachother…..

The Rise of InformationDemocracySocial Influence Marketing

What is Social Media? SOCIAL MEDIA IS AN UMBRELLA TERM THAT DEFINES THE VARIOUS ACTIVITIES THAT INTEGRATE TECHNOLOGY, SOCIAL INTERACTION, AND THE CONSTRUCTION OF WORDS, PICTURES, VIDEOS AND AUDIO.

Putting it more simply: “Social media is people having conversations online.”

The world has shifted from Passive consumptionto Active participation

more than13 million articles

100+ million videos viewed per day88% is new and original content65,000 new videos / day

400 millionblogs in the world 73m in China alone

4 billionphotos on Flickr

24 billionminutes spent on Facebook everyday 500 million active users

30 billionlinks, news stories, blog posts, photos &videos shared each month on Facebook

2,500% growth between 2008 and 2011200 millionregistered usersand 140 milliontweets per day

7 hours and 19 minutes per monthAustralian web users average the most time on social networkingsites and blogs in the world!

78% of Australia’s 9 million social media users sent or shared a photo and 74% sent or shared a link

75% of online Australian’s visit Facebook and 74% visit YouTube

63% Of Australians have joined a social network(8.1m on Facebook alone)

50%Of Australiansaccess the Interneton their mobile

2 millionAustralian’s on LinkedIn

71%Of Australianswatch videos andlisten to audioonline

THIS DIGITAL FUTURE IS TODAY,NOT TOMORROW…

By 2011, Millennials / Gen Y-erswill outnumber Baby Boomers.

They are today’s “digital natives.”

MILLENIALS SPEND> 16 HOURS / WEEKONLINE.

96% OF THEM HAVEJOINED A SOCIAL NETWORK.

The Return of the Conversation in the SocialOrder LinkedIn Twitter

The conversations are powered by: • Blogs • Micro blogs (Twitter) Social Networks are only one • Online chat (Messenger) type of social technology! • RSS • Widgets • Social Networks (Facebook, LinkedIn) • Social Bookmarks (Digg) • Message boards • Forums • Podcasts • Video sharing sites (YouTube, Vimeo) • Photo sharing sites (Flickr) • Virtual worlds • Wikis (…just to name a few)

Social media – The conversation prism It is important that you understand the dynamics of conversations and how and where they transpire.

Social Media’s Growing Importance Total minutes consumed by Top 100 websites *On Demand Media explodes; ComScore Networks and Piper Jaffray & Co.

The Next Big Thing: Social Networking & Mobile Improvements in social networking and mobile computing are fundamentally changing ways people communicate with each other and the ways developers / advertisers / vendors reach consumers.

The Social Media StackIn order to leverage the Social media opportunity you must first understand the Social Media Stack. It is not a traditional publishing medium whereyou simply serve a banner ad and expect a response. All you can do is try to inspire conversations through some sort of creative and communication,then enable and facilitate conversations through applications which allows you to connect to the users:1. Platforms give you access to reach and connections2. Applications enable the interactions3. Ads can inspire the conversations

Evolution of online advertising

How additional brand value is created onsocial networks

Traditional media PLUS Digital Marketing / SocialMedia Marketing = better results! 1+1+1=4

Traditional media PLUS Digital Marketing / SocialMedia Marketing = better results! Search queries increase with significant investment into TV Branded Search Sales Outdoor (small formats) Outdoor (large formats) TV Generic Search Base 0 02-Jul 16-Jul 30-Jul 04-Jun 18-Jun 13-Aug 27-Aug 10-Sep 23-Apr 07-May 21-May 24-Sep 09-Apr 01-Jan 15-Jan 29-Jan 08-Jan 22-Jan 26-Feb 12-Feb 12-Mar 26-Mar TV’s Influence on Brand Search Sales

Lester Wunderman’s Nine Points For TheFuture Of Advertising: 1 Digital marketing is a strategy, not a tactic 2 The customer, not the product, must be the hero 3 Communicate with each customer or prospect as an audience of one 4 Create relationships 5 Know and invest in each customers Lifetime Value 6 Media / Advertising is now a contact strategy 7 Be accessible to your customer 8 Acquire customers with the intention of loyalising them 9 You are what you know

Media, Advertising & Content now inspires andcan energise conversations….

and you need tofacilitate & curate.....

.... the conversations DiscussionsOfficial Fan Page User Groups

But, Digital Marketing has shifted away fromOutside In marketing… Radio Search Internet Television Search Dealer Website Direct Mail Out Of Home Newspaper

….to Inside Out marketing Listen Utility Relevant Entertainment

Social Behaviour & Digital Channels hasdramatically changed MarketingCoke drops campaign sites in favour of social media14 January 2010Coca-Cola and Unilever are shifting their digital focus away from traditional campaignsites and towards community platforms, such as Facebook and YouTube, as socialmedia begins to dictate their marketing activity in 2010.Pepsi Pulls Out Of Super Bowl, Decides To Spend Money Online18 December 2009Ads for the drinks wont appear in next years Super Bowl on CBS. Instead, thecompany plans to shift ad dollars to a new marketing effort thats mostly online.

Explosion of Digital Devices & Channels

Resulting in New & Emerging Digital Channels &Platforms2m of Xbox Lives 30m active monthly membersare already Netflix members and they havewatched more than 17m videos, mostly movies(1.9b minutes of content) through the Xboxconsole directly into the home.In October 2009, SKY TV UK begins broadcastingvia the Xbox removing the need for a Satellite dish. Hulu served more than 1 billion movies & TVIn November 2010, Australians with an Xbox LiveGold membership will be able to watch FOXTEL via shows in June 2010 watched by more than 48.7mtheir Xbox for $20 per month. unique users making it the second-largest video site (behind YouTube) in the U.S., according toNetflix has more than 90,000 titles and more than Comscore.10 million paying subscribers.

But, Social Networking is not Social MediaMarketing.... 1. Social Media are simply the tools* 2. Social Networking is what you do in the communities* 3. Social Media Marketing is the strategy, plans and tactics you use to achieve your business and or marketing goals and objectives *You can use one to enhance the other, but they are not the same.

And, Social Media Marketing is Not.....A mandatory checklist of technology and social mediaprofiles to roll out: Website with links to social media sites Facebook page MySpace page Twitter account YouTube Channel Flickr Channel

Social Media Marketing.....• Social Media is not about the tools; it’s about your audience, the relationship you establish with them and how you want to influence them.• Your objectives and the social behavioural / technographic profile of your audience will decide what tools to use; not the other way around.

Why users participate in Social Networking Many marketers are forgetting the fundamental principles of marketing which is to understand who your customers are, and how they behave. Digital Marketing is no different. You wouldn’t automatically buy TV advertising without it being part of a strategy and an integrated campaign simply because it boasts big audience numbers and perceived broad reach – your intended audience might not be there and without an overarching strategy it will most likely fail. The same common sense discipline applies to social media marketing. As an example; Yes, Twitter has huge numbers but: • 21% of registered users have never posted a Tweet • 85.3% of all Twitter users post less than one update per day • 5% of Twitter users account for 75% of all activity • 93.6% of users have less than 100 followers, while 92.4% follow less than 100 people • Only 0.94% of Twitter users follow more than 1,000 people

Why users participate in Social Networking In fact, many marketers, agencies and commentators simply don’t understand why people participate in Social Networking. It is much more important for you to understand the social behavioural attributes of your audiences before you move forward and not focus on the latest ‘bright shiny object’: o Why they use it o What they use o How they use it o When they use it

Why users participate in Social Networking Meet people 78%

Why users participate in Social Networking Be entertained 47%

Why users participate in Social Networking Learn something 38%

Why users participate in Social Networking Influence others 23%

Why users participate in Social Networking More broadly: • Keeping up friendships – Facebook is about connecting with people you know. • Making new friends – We’ve all heard stories of people hooking up on social networks. • Succumbing to social pressure from existing friends – People in the groundswell want their friends there too. • Paying it forward – Having seen that a site is useful, you may be moved to contribute. • The altruistic impulse – People give blood because they think they should. • The prurient impulse – People are fascinating. Some are sexy, some are entertaining, and some, frankly, are stupid. • The creative impulse – Not everybody is a photographer, a writer, or a videographer, but for thow who are the web is perfect to show off their work. • The validation principle – People who post information on Yahoo! Answers or Intuit’s tax wiki would like to be seen as knowledgeable experts. • The affinity impulse – If your soccer team, your PTA, or your fellow Swans fans have connected online then you can join and connect with people who share your interests and concerns.

This is not a fad.It’s a fundamental shift inthe way we behave &communicate. To understand these changes and changes to advertising and media more fully click this image to access a great presentation (on SlideShare) outlining the evolution of marketing in the digital era.

The Many Benefits of Social InfluenceMarketing Build Reach Drive Revenue Cement Leadership • Improved search • New sales leads • Feedback from real engine presence and • Higher rate of people rankings conversions • Stay ahead of • Broader awareness • Faster progression competitors at a lower cost through the buying • Community driven • Pinpointed influencer cycle support targeting • Repeat business from • New idea generation • Energised customers existing customers • Validate product become powerful roadmap evangelists Enables all of the above at lower costs (but not free) vs traditional media

The old communicationmodel was a monologue

The average person is exposed to3,000 advertising messages / day.

Only 18% of TV adcampaigns generatepositive ROI

90% ofpeople whocan skip TVads, do.

People have become less interested in the ads 40.00% 30.00% 20.00% 10.00% 0.00% 1995 1998 2002 2008 2009 2010 Click-through rates on display ads

1995 2012

ONLY 14%OF PEOPLE TRUSTADVERTISEMENTS.

BUT 68%OF AUSTRALIANS TRUST THERECOMMENDATIONS OFOTHER AUSTRALIANS.

14% vs. 68% hmm….

We have seen the rise of information democracy From information asymmetry... • Information was scarce • Customers were ill-informed • Exchanges were monologues • Marketing was “command-and-control” … To information democracy • Information is ubiquitous • Customers are well-informed • Exchanges are conversations • Marketing is “connect-and-collaborate”

The new communication modelis a dialogue

Which means it’s….TRANSPARENTINCLUSIVEAUTHENTICVIBRANTCUSTOMER-DRIVEN

NOT….CONTROLLEDORGANISEDEXCLUSIVEPRODUCT-DRIVEN“ON MESSAGE”

“Content is the new democracy andwe the people, are ensuring that ourvoices are heard.”Brian Solis, “The Social Media Manifesto.”

Translation:THE TRAIN IS LEAVING THESTATION.WITH ORWITHOUT YOU.

HOW DO I GET ON THETRAIN ?

Stop thinking campaigns…. Start thinking conversations & relationships

Social Media is a commitment,not a campaign.

And by the way,hope is not a strategy.

Social Media – Health Warning!Build it and They Will Come is Broken• Communications in this new-fangled Social Interweb era is all about inspiring & creating conversations and building followings and putting your content in the places it’s most likely to be seen.• Nine times out of ten this won’t be in and around your own web site. The trick is to extend the value of what you’re doing to other people’s platforms, networks and services but you must also have a demand generation strategy / tactic to make people aware of your content / presence.

A Structured Approach to SocialInfluence Marketing

A Social Enterprise Change Framework Digital Readiness & Training Build understanding & capacity, accredit expertise and Continuous Learning Organisation Collaboration, Social Media Centre of Excellence, Staff vs Agency vs SME Resources Customer Service Internal Communications Action Marcom Applying Social Media to the Enterprise Engagement Sales Product & Service Development

Social Media Marketing ExcellenceWhy are some companies excelling and not others?In addition to the reasons outlined on Slides 3,4, 6 & 7 at thebeginning of this deck, Advanced companies spend more on:• Staffing vs tools• Rely heavily on boutique, experienced Social Media Agencies• Customise their listening & engagement solutions with existing infrastructure.Companies like Dell, Comcast, Wal-Mart, Adobe, HP, Microsoft,Wells Fargo and Ford, have characteristics of advancedcorporations. What makes them advanced? They haveformalized programs and charter, dedicated teams, line itembudgets, and have likely been involved in Social Media Marketingfor over 2.5 years.

Social Media Marketing ExcellenceHow the Advanced CorporationsSpend on Social Marketing /Social Business:These advanced companies (light blue)exhibit a few trends that the averagecompanies (dark blue), don’t. In fact theyoutspend in all cases except spending ontraditional agencies. In total, theseadvanced corporations are spending$1,857,000 per year. Read more.Read this great Altimeter report ‘HowCorporations Should Prioritise theirSocial Business Budgets’ 24 March2011.

A Structured Approach to Social InfluenceMarketing 1. Ecosystem Mapping 2. Strategic Plan • What is the baseline level of activity and 1. • What are most effective ways to reach audience with sentiment occurring in the ecosystem? content and brand artifacts? • What are the affinity groups centered Ecosystem • Who and where can we begin the process and leverage around identified relevant topics? Mapping network effects? • Who are the subject matter experts • How can we use intelligence to improve search and and influencers in these affinity groups? keyword strategy? Brand Messages 4. & Consumer Generated Media 2. Evaluate (CGM) Strategic Plan Effectiveness4. Evaluate Effectiveness 3.• What is the update and adoption rate and how are 3. Active Engagement my artifacts being spread? Active• How can I leverage the network to amplify the Engagement • What affinity groups are evident and how do they impact? self-organize?• How can we take this insight and optimize • Which individuals represent the proper sentiment• Future marcomm initiatives for our metrics and goals?• Feedback loop • How has message and proliferation changed over time?

Example: SIM Management Framework, Key Activities Month 1 Month 2 Month 3 Month 4 Month 5 Stakeholder Key Program Program Program Program training on Stakeholders Review Review Review Kickoff program & Identified Meetings Meetings Meetings tools Inbound Post Scoring “Sentiment” Topic & Keyword Refinement Relevant Post / Article / Comments Collection, Monitoring, Review, Analysis SEM Program Baseline Social Media Monitoring & Research Baseline Topic & keyword “Benchmark” discovery & definition Report Monthly Audience “Sentiment” ReportsReporting & Weekly“Topic” ReportsInsights Daily “Alerts”Marketing Engagement Resourcing & Engagement Marketing Strategy, Audience EngagementStrategy & Workflow Defined Campaign Planning and RecommendationsPlanning

Social Media – Operationalising the ProgramImproving Visibility, Strategy, Capabilities Across the Marketing Spectrum Ignore Watch React Engage Leverage Drive Benchmark Report Strategic and Tactical Input for Audience Engagement Marketing Weekly Topic Campaigns Reports Monthly Audience Blogging & messaging strategies, input, Sentiment topic guidance Reports More Rapid, Focused PR & Communications Guidance and Messages specifically targeted at audience Support of Online Customer Engagement Marketing Response Posting by appropriate person, Campaigns when and where relevant

A Systematic Approach to a Social Strategy 1. Listen 1 2. People Listen & Benchmark Benchmark and then monitor the conversations around your own and competitors brands, products, services, technologies and 3. Objectives importantly your customers needs. Also, Hearing is not Listening - there is a real distinction between merely hearing the words and really listening for the message Map the ecosystem of influencers & 4. Strategy conversations. 9. Measurement

A Systematic Approach to a Social Strategy 1. Listen 2 2. People People Review the Social Technographics profile of your target audiences. Understanding the social behavioural 3. Objectives profile of your intended audience will help you develop a strategy and therefore determine the most relevant social technologies to adopt / implement. Different audiences use 4. Strategy social technologies differently. 9. Measurement

A Systematic Approach to a Social Strategy 1. Listen 3 2. People Objectives Decide what your goals & objectives are – what do you want to accomplish? It is important 3. Objectives that your objectives are measureable so you can determine what is working and ultimately what your ROI is. 4. Strategy 9. Measurement

A Systematic Approach to a Social Strategy 1. Listen 4 2. People Strategy Determine how your objectives will change your relationship with your audiences – how will you 3. Objectives accomplish your objectives? (A timeline with tactics and activities is not a strategy) 4. Strategy 9. Measurement

A Systematic Approach to a Social Strategy 1. Listen 5 2. People Content Content is king but it’s critical to map out a content strategy across all the channels and create 3. Objectives content suited to the technology, tools & platform and social behaviour. You must also tell a story (over time) through multiple engagements, channels and 4. Strategy different content artifacts. 9. Measurement

A Systematic Approach to a Social Strategy 1. Listen 6 2. People Technology Choose the appropriate technologies, tools & platforms to deploy based upon the social 3. Objectives behaviour of your intended audience as well as your business / marketing goals and objectives. 4. Strategy 9. Measurement

A Systematic Approach to a Social Strategy 1. Listen 7 2. People Engagement Social Media is not a passive medium and doesn’t follow traditional marketing rules – what 3. Objectives are your engagement models, resourcing models, decision response tree, rules, roles & responsibilities and workflows? 4. Strategy 9. Measurement

A Systematic Approach to a Social Strategy 1. Listen 8 2. People Search & Social Media Successful digital marketing programs actually coordinate their meta data, learn about what 3. Objectives customers are saying and the keywords being used and therefore integrate their SEM and social media efforts. 4. Strategy 9. Measurement

A Systematic Approach to a Social Strategy 1. Listen 9 2. People Measurement You must develop a plan which allows you to monitor, measure and optimise activity, influence 3. Objectives and behaviour across social media and the KPI’s must be insightful and actionable. There are 3 types of Social metrics; Exposure, Engagement, Outcomes. 4. Strategy 9. Measurement

Important to use a stepping approach:

1. Listen.

First of all, hearing is notlistening!There is a real distinction between merely hearing thewords and really listening for the message.

Program Management - ListeningMost marketers, agencies and commentators kind of have the first stepright, Listening but fail to realise there’s a difference between hearing andlistening and that there are actually more components to a successfulListening Program:1. Benchmark Report* (One to begin with and then usually every 6 months)2. Influencer and Affinity Group Ecosystem Mapping3. Conversational Analysis4. Daily Alerts (largely for Digital PR / Online Reputation Management)5. Active Monitoring of Assigned Topics (2-3 Times per Week) by SME’s / Marketers / Agency**6. Weekly Topic Reports7. Monthly Audience Sentiment Reports*If you have no benchmark report then how can you determine your goals, objectives and KPI’s and importantly measure the impact andROI of your investment in social media? It is also important to evaluate this information in context of your other offline research andcustomer satisfaction data.**Only required as part of an Engagement Program.

Mainstreaming Listening / Monitoring as a Utility Mainstream your listening capabilities and provide scalable access: Listen • Listen and learn what customers are saying, input these insights into marketing initiatives and messaging – Find audiences who are discussing our brand and products – Brings the full conversation with analysis of the blog posts and comments (~70% of the blogosphere is comments). 100M total sites. – Understand customer attitudes toward our offerings Measure • Assess the conversation and identify brand advocates, influencers, instrument for ROI measurement against KPI’s – Locate passionate and authentic brand Influencers and activists – Contextual influence allows you to look at and map authority – View an on-the-fly ecosystem based on the topics you select – See conversation volume and sentiment changes over time Participate • Influence perception or drive response in intimate customer dialogues – Centrally manage customer engagements and responses through the SIM tool / application – Assign social media conversations to subject experts for participation Plan & Optimise • Drive marketing programs and media campaign success – Utilize data to plan messaging on marketing collateral and advertising materials – Plan and optimize media plans by refining keyword lists and targeting ads where relevant conversation is happening

Program Management – Listening Utility Structure Drive KPI’s Monthly Audience Benchmarking Weekly Topic Reports Sentiment ReportsAnalyse & Optimise Analyse Data Topic Management, Sentiment Scoring, Basic Reporting Leverage data collection to inform campaign and engagement activitiesTurn It On Data Collection Always-on data capture – centrally funded

1. Listening - Benchmark Find and Analyze Relevant Content, Conversations, and CommunitiesUnderstand and Measure Existing OnlineConversations: Participate, Increase Awareness, and Connect with Track, Measure and Monitor Activity and Sentiment Your CustomersA Benchmark report allows you to answer questions like;how many people are talking, what are they saying, and Create/Modify Strategies and Develop Action Planswhether consumers are frustrated or satisfied with yourproducts and services and many others.It allows you to understand the entire social media landscape in relationship toyour brand, products, services and important issues for example your Share ofVoice (SOV), where the conversations are taking place, sentiment and who the keyinfluencers are.It should include a highly comprehensive executive analysis to produce actionableintelligence that goes far beyond simple online "buzz" analysis. The Benchmarkshould provide detailed topic and sentiment analysis as well as authorityinformation about the key sites, authors, posts and comments that comprise the"conversation ecosystem" around your brand.

2. Listening – Ongoing Reports Find and Analyze Relevant Content, Conversations, and CommunitiesMinimum Report Requirements: Participate, Increase Track, Measure and Monitor Awareness, and Connect with Activity and Sentiment Your Customers• Analysis with key findings & recommended actions• Topic Share of Voice• Topic Overlaps Create/Modify Strategies and Develop Action Plans• Sentiment• Competitor Insights• Conversations Over Time with Event Drivers• Post Volume• Author Volume• Domain Volume• Who’s Talking the Most• Where are People Talking the Most• Most Connected Sites• Conversational Analysis• Brand Map• Keyword Search Terms

Social Media Benchmark Report –Case Study Example

Social Marketing – Windows Case StudyIn 2008 Microsoft faced a number of challenges around the Windows brand: • Fragmentation across the Windows O/S, Windows Mobile and Windows Live (Hotmail / Messenger etc) brands & products • Launching a new operating system (Windows 7) against the backdrop of overwhelming negative sentiment around Windows caused mainly by perception issues with Windows Vista.Microsoft determined that it needed to consolidate the brand architecture for Windows by combining the O/S,Mobile and Internet Services under the Windows brand as this convergence is where the products wereheaded anyway.Microsoft had already understood the underlying changes brought about by digital channels and social mediaand that the channels and consumer behaviour had changed many of the rules around marketing. It thereforedecided to conduct a benchmark report to find out where it and it’s primary competitors fared across 5common scenarios which Microsoft, Apple & Google all competed in.This benchmark report demonstrated how significant the problems (and opportunities) around sentiment,perception, favourability and importantly the low share-of-voice were in comparison to it’s two primarycompetitors Apple & Google. As the rules of marketing had changed, Microsoft understood that virtually noamount of traditional above-the-line (ATL) advertising and marketing would shift the negative sentiment andperception issues.Microsoft used this comprehensive insight to determine a marketing strategy to launch the new Windows 7O/S, new Windows Live services and address many of the issues discovered through the benchmark report andGlobal Research Satisfaction (GRS) studies.

Brand "Share of Voice" within Social MediaThe following information is more than 24 months old and is publicly available through any social media monitoring tool. In addition, the author andother Microsoft Marketers have previously shared much of the data and results through various public speaking engagements.• Windows "Share of Voice": (unweighted by reach or sentiment – i.e. volume only)• ~11%• Apple "Share of Voice":• ~32%• Google "Share of Voice":• ~16%

Social Media Benchmark Report - Windows"Share of Voice" (unweighted) –Major Brands, 5 Key Scenarios

Social Media Benchmark Report - Windows Sentiment Chart Windows Email in One Place Windows More Media More Places Windows Work From Anywhere Windows Sharing Memories Windows Keep Children Safe

Social Media Benchmark Report - Windows

Windows - Key TakeawaysThe following information is an example only to demonstrate how important it is to have anexecutive analysis within a benchmark report.Summary / Overall:• Apples share-of-voice is dominant among the consumer media conversations in the social media web today • Particularly in conversations about video media sharing and consumption “on the go”• As volume of scenario-focused conversations specific to Windows brand / products increases, average sentiment / regard decreases• Certain consumer use cases / scenarios which may not have sufficient online conversation volume to merit an education & engagement strategy • Keeping Kids Safe Online• Certain consumer use cases / scenarios which have established robust communities of online consumers already sharing information • More Media, More Places • Sharing Memories

Windows - Key Takeaways (continued)"Owned" and Enthusiast Centers of Gravity: For the leading software / online services solution providers, their "owned assets" + enthusiast community domains represent a significant portion of the relevant conversations for particular scenarios their products enable: » Flickr » Forums.mac.com » Macrumors.com For use cases / scenarios where there isnt a clear marketplace leader, or several potential solutions must co-exist, a much more disparate social conversation environment exists » Numerous aggregation points across the web where people share problems, issues, recommendations for how to resolve

Windows - Key Takeaways (continued)Problem solving and "how do I?” Conversations: Inadequate "how do I?" resources around scenarios that require BOTH hardware and online services Because of the diverse / dispersed nature of the consumer conversation online around scenarios such as these, direct outreach and engagement is only likely to yield benefits for upper few domains / communities (in terms of volume and "reach") Better to create a "center of gravity" on Microsofts owned domain(s) where consumers can find information / community and congregate + share with each other » Solutions / issue resolution that are use case / scenario focused (vs. products) » Super-simple “how-to’s” and scenario enablement resources with sharing / bookmarking / tagging tools built in

Windows - Where We Go from Here[Implications for Marketing and Consumer Outreach]• Scenarios with Unique Opportunities for Windows: – More Media, More Places  Move some share of consumer video conversation OFF the Apple forums  Help consumers get the videos from capture to sharing… no matter how they do either “end” of the scenario, the middle remains the most problematic / confusing for them Sharing Memories As They Happen  An opportunity for Windows + Windows Live to become the "digital photo sharing solution for the older set"? Keeping Kids Safe Online  Turn the OS (specifically Windows) into the "first line of defense" for parents concerned about kids Web surfing

Windows - Where We Go from Here[Implications for Marketing and Consumer Outreach]• Possible Campaigns / Engagement Strategies: – Better Resources, Easier Community Support:  Development of "owned" / managed forums with related educational content and a friendly consumer "front end" focused on the needs of particular consumer scenarios in which Windows plays a key role Direct Engagement and Outreach, Where it Matters Most  Windows SMEs could interact with influencers in specific areas and forums, and feature CGM authors on their blogs  Windows SMEs can use TruCast® to interact with authors, and track topics and developments in the online conversation  "Offline" outreach by SMEs to specific domain editors/managers or top Authors within particular Scenario areas, to inform and increase awareness about Windows services and software enablement of that use case + Use Mass / Mainstream Media Marketing to Enlighten, Inform, Engage Consumers  Mainstream consumer marketing campaign messaging: Unified Email; Windows as simple multi-media platform; Windows as memory-sharing solution platform where it "all just works", etc.

The Windows 7 Launch Strategy (high level summary)No traditional marketing / advertising campaign would address the significant negativesentiment & perception issues caused by Windows Vista and fuelled by Apple,particularly as the Windows share of voice (SOV) was so low. This low SOV meant therewas no base to energise a social influence marketing program around, let alone try toshift sentiment. So, Microsoft developed the following integrated and phased strategy:• Phase 1 – Jerry Seinfeld Ads / Videos (ironically these ads were about nothing, they were designed to simply inspire & energise conversations around Windows) – Microsoft had to first raise the share of voice around Windows before it could try and shift sentiment, let alone drive demand / sales. – Success = share of voice increased from 11% to more than 50%**.• Phase 2 – I’m a PC and Rookies Ads – activate, facilitate and amplify the generally passive base of mainstream consumers and energise them to say it’s OK to be a PC• Phase 3 – Laptop Hunters Ads (Focusing on value vs Mac’s)• Phase 4 – Apple Tax (Value for Money – Energise PR, Digital PR, Conversations)• Phase 5 – Windows 7 was my Idea and I’m a PC (building, amplifying & energising advocacy)• Phase 6 – Focusing on scenarios (entertainment, personalisation, ease of ownership) – driving specific demand ** To protect confidentiality this number has been capped at 50% but it was higher.

Windows – Social Media Outposts Social Media underpinned much of the strategy and addressed many of the problems & opportunities outlined in the benchmark report.

Windows – Social Media Outposts

Social Media Monitoring - Example

Social Media Monitoring – DashboardExampleTruCast

Social Media Monitoring – Monthly Sentiment Report Current Sentiment (fig.1) Metrics Summary (fig.2) 04/08/ – 04/22/ – Description 04/21/ 05/04/ Change Total posts scored as Post relevant to the topic 3,330 3,428 +2.94% Volume and date range. Total number of unique Author authors for relevant 2,859 2,886 +0.94% Volume posts. Domain Unique domains that 1,001 1,073 +7.19% Volume hosted relevant posts. Topic Comparison (fig.3) Key Findings to Date  Of sentimented data, 63.89% trend positively, 18.06% are mixed, and 18.06% trend negatively (fig.1). Positive sentiment has decreased by 8.38 percentage points, and negative sentiment has increased by 4 percentage points since the last reporting period.  Of all posts relevant to the Windows topic, 16.8% contain some sort of sentiment. This proportion of sentiment is high in comparison to other technical topics.  Post volume has remained quite steady since the last reporting period, with minor increases in volume.  When compared to other topics within the DPE account, Windows 7 remains the most highly discussed topic.

Social Media Monitoring – Monthly Sentiment Report Key Findings to Date  There are seven new authors since the last reporting period. An author named News is the #1 top author this period. News posts primarily on windows7forums.com and is predominantly neutral in sentiment.  Although this report is for the USA, we are including other English-speaking domains as they can be important influencers. The top domain this period is an Australian site which aggregates content and sparks unique conversations. We would be artificially excluding relevant conversation from the analysis if we left them out just because they are not managed from within the U.S.  We are observing several of the same top domains this period as we did last period. This suggests there is a strong base for potential media placement where people are already discussing Windows. Author/Domain previously on the Top lists, moving up in the ranks Author/Domain previously on the Top lists, moving down in the ranks New Top Author Unchanged since last reporting period

Social Media Monitoring – Monthly Sentiment Report Post Examples “But I also believe that Windows 7 is the “When are they going to build that into single Windows OS that can improve the windows and no require 3rd party consumer’s experience. But after using software? I am by no means bashing 7, I Windows 7 and comparing it to a clean install of Vista, I found that Windows 7 booted love it, just simply wondering…” faster than Vista. There are countless other Mixed areas where Windows 7 provides an ~Jratzo, 05.02, hardforum.com improved experience over Windows Vista.” ~Stephen Pate, 04.22, njnnetwork.comPositive “As I write this I am downloading Windows 7 RC on torrent. So just in “I am not going to spend the money to case Windows 7 won’t run specific buy a Windows 7 license when I just stuff I need I can go back to XP. This bought a Vista Home Premium license particular applies to the video editing at the first of the year.” I do. I have no idea if the editors I use Negative will work in 7.” ~Kevin Flippo, 04.29, gizmodo.com ~Rich, 05.01, menga.netNeutral

Social Media – Conversational Analysis: Campbell’s Example Situation: Campbell’s was looking to understand all online conversations about their recently launched Salsa product with respect to terms and attributes used in online discussions about the product. Action: Aggregate all conversations and dissect which words and phrases were being used in addition to measuring the sentiment of conversations as well as competitor conversations for similar products. Results: Campbell’s recognized a number of key messages were and were not resonating with many consumers and adjusted marketing messages and competitive differentiation based on findings.

Social Influence Marketing ReportsHere are two full sample reports (using real data) of what I consider best ofbreed ‘Social Influence Marketing’ reports (both are from Visible Technologies– Trucast): (.PDF 3.4MB) (.PDF 4.2MB) Click on images to downloadOnce again, data without analysis, insights and recommendations is practicallyuseless. You could use a myriad of tools and technologies but if you don’t havethe expertise and skills to transpose the data into actionable insights then youare wasting your time.

“Businesses hoping to foster closer customer connections through social media conversations may be mistakenly projecting their own desires for intimacy onto customers’ motivations for interacting. Interactions with businesses are not the same as interactions with friends.”2. People.

Socialgraphics Demographic Geographic Psychographic Behavioral Socialgraphic

People - Social Technographics ProfileOne of the most critical components of developing your social influencemarketing strategy is understanding the social behavioural profile of yourintended audience.Unfortunately most companies and agencies often approach Social MediaMarketing as a list of technologies to be deployed as needed — a blog here,a Facebook account there, a Twitter account here, a community there — toachieve a marketing goal.• A more coherent and appropriate approach is to start with your target audience and determine what kind of relationship you want to build with them, based on what they are ready for, where they are and what & how they use social technology.• By determining how your intended audience is represented in any subgroup on the Social Technographics Ladder, strategists / marketers can determine which sorts of strategies and technologies make sense to reach and engage with them.

Australian Social Media Participation LadderForrester Social Technographic Tool -http://www.forrester.com/Groundswell/profile_tool.html Creators: make social content go. They write blogs or upload video, music or text. Critics: respond to content from others. They post reviews, comment on blogs, participate in forums, and edit wiki articles. Collectors: organise content for themselves or others using RSS feeds, tags and voting sites like Digg.com. Joiners: connect in social networks like Facebook and MySpace. Spectators: consumer social content including blogs, user generated video, podcasts, forums or reviews. Inactives: neither create nor consume social content of any kind

Social Media Participation Ladder – a new rung Two and a half years ago, Forrester introduced Social Technographics, a way to analyze your markets social technology behaviour. Social Technographics was carefully constructed, not as a segmentation, but as a profile (that is, the groups overlap). Thats because the actual data told me that people participate in multiple behaviors, and not everyone at a higher level on the ladder actually does everything in the lower rungs. Well, it worked. Despite the rapid pace of technology adoption, the rungs on the ladder have shown steady growth, with some (like Joiners) growing faster than others (like Creators). Forrester have analyzed data for 13 countries, for business buyers, and even for voters. Forrester has also done profiles for over a hundred clients, profiling Walmart shoppers, Microsoft IT Professionals, non-profit donors, and doctors. In all that time, only one thing has been bugging me: there was no place for Twitter. They fixed that on 19 January 2010 and added a rung to the ladder called ‘Conversationalists’.

B2B (Tech) Social Media Participation LadderCreators: make social contentgo. They write blogs or uploadvideo, music or text.Critics: respond to content fromothers. They post reviews,comment on blogs, participate inforums, and edit wiki articles.Collectors: organise content forthemselves or others using RSSfeeds, tags and voting sites likeDigg.com.Joiners: connect in socialnetworks like Facebook andMySpace.Spectators: consumer socialcontent including blogs, usergenerated video, podcasts, forumsor reviews.Inactives: neither create norconsume social content of any kind

The Old Way of reaching an audience? CarpetBombing • A company who sells ‘snackums’ is trying to reach moms. • Brands would normally find out who has the biggest number of moms; ie. HGTV, Food Network etc. • They would then apply traditional demographics, and execute broadcast marketing • Yet brands would miss out on the specific behaviors of consumers –and their intricate relationships online.

Socialgraphics asks key questions1. Where are your customers online?2. What are your customers’ social behaviors online?3. Why are your customers using certain social tools and technologies?4. What social information or people do your customers rely on?5. What is your customers’ social influence? Who trusts them?6. How do your customers use social technologies in the context of your products.

90-9-1 Principle“In social groups, some people actively participate more than others… Socialparticipation tends to follow a 90-9-1 rule where:”

The Perception Gap In Social“Customers do not want a relationship with your business,they want the benefits a relationship can offer to them.”Consumers are far more interested in obtaining tangiblevalue, suggesting businesses may be confusing their owndesire for customer intimacy with consumers’ motivations forengaging.Research shows that consumers have strong opinions abouttheir social media interactions and, despite their embrace ofsocial media, their willingness to engage with companiesshould not be assumed or taken for granted.

The Perception Gap In Social• Consumers all over the world, across all generations, are swarming to social media, but most interact only occasionally. Despite the astounding escalation of social media adoption, only a very small percentage of consumers engages regularly by responding to posts and authoring their own content.• It’s about friends and family – not brands. More than half of consumers don’t even consider engaging with businesses via social sites. For them, social media and social networking are about personal connections with friends and family.• Perception versus reality – what consumers really want. We discovered significant gaps between what businesses think consumers care about and what consumers say they want from their social media interactions with companies. In exchange for their time, endorsement and personal data, consumers expect something tangible. But businesses rank getting discounts and purchasing as the least likely reasons consumers interact with them.• The advocacy paradox – Is it the chicken or the egg? Most businesses believe social media will increase advocacy, but only 38 percent of consumers agree, and more than 60 percent believe passion for a business or brand is a prerequisite for social media engagement. Companies need to find creative ways to tap the power of the trusted social community.

The Perception Gap In SocialCompanies have some misperceptions regarding why consumers interact with them viasocial sites.

The Perception Gap In SocialLess than a quarter surveyed use social media to interact with brands.

3. Goals & Objectives.

Objectives: Determine your Social MediaMarketing objectivesBy itself, the social behavioural profile of your target customers only tells you whats possible. Nextyou should decide what you want to accomplish based upon your business / marketing goals andobjectives and the problems / opportunities you’ve discovered through your benchmark reports andecosystem mapping.FYI – a Social Media Marketing objective is not ‘establish a Twitter profile.’90% of the failures in digital analytics, the reasons companies are data rich and information poor, isbecause they dont have D.U.M.B. objectives.Or, they simply have just one (DUMB) Macro Conversion defined and completely ignore the MicroConversions and Economic Value.D.U.M.B. objectives:• Doable.• Understandable.• Manageable.• Beneficial.

Objectives: Determine your social media objectivesThere are generally eight main objectives of social strategies for connecting with customers. To getstarted, you should pick the one thats best suited to your companys overall business and marketinggoals:• Listening. Find out what customers are really saying in order to understand them better.• Talking. Spread messages about a company.• Energizing. Get a companies best customers to evangelise it’s products.• Spreading. Get customers or users within a company to encourage others to adopt a product or service. (B2B only)• Supporting. Help customers support each other to solve each other’s problems.• Embracing. Integrate customers into the way the business works, including using their help to design products and improve processes.• Managing. Empower employees and managers within an organisation.• Social Impact. Improve society with non commercial applications.For example - if your key objective initially is energizing your most loyal customers then executingagainst this objective allows you to give a voice to your enthusiastic customer base and with the rightsocial strategy this has the potential to increase sales.

Objectives – Example OnlyWe define 8 possible objectives for Social Media Marketing. In FY09 the Windows Social Media plan focused on:1. Listening; research and gain customer insight on marketing messages and product development2. Talking; spread messages about the company through a more interactive channel3. Energizing; find the most enthusiastic customers and super charge the power of Word of Mouth Actions Outcomes • Gain customer insight relevant to target • Track, monitor, analyze, and report on consumer-oriented scenarios and audiences through advocate social media (blogs, social networks, forums, etc.) activities and community Listening sentiment • Identify key • Solicit feedback from community members on product domains/locations/conversations which features, benefits, and marketing messages present opportunities for MSFT to engage • Engage with influential blog, forum, and community conversation • Increase SOV in key conversations threads by initiating comment posts and on-site contributions • Drive thought leadership through designed to promote FTP messages and highlight more content Talking available consumer engagement in Social Media • Viral conversations from advocate • Spread key messages through community members UGC community and WoM • Offer ‘megaphone’ for advocates to share their UGC and passion • Vibrant Windows and WL community that for Windows and Windows Live reaches 3rd party conversations • Through passionate customer evidence generate excitement • Increase (+) sentiment for Windows Energizing and inspire new users to explore and create with Windows brand in key scenarios and Windows Live • Increase believability of Windows • Personalize Windows brand with real people, real stories message through real customer stories

Ford Example: Ford Social Media Goals • It was Ford’s goal to be the #1 social automotive brand within three years. • Now, the goal is to be the world’s leading social brand. Period. • It will happen through leadership. This is not about technology; it’s about cultural change and leading an organization. Ford has senior support across the organisation. Ford’s CEO, CMO and even it’s General Counsel are rooting for the marketing team and want to get involved.

Ford became the #1 social automotive brand within 6months…..

Example: Vista ‘The Facts’ Social Media monitor/engagement programSituation: Ignorance of the performance and value of Windows Vista relative to Windows XP is the primary driver of reluctance to upgradeto Vista and interest in abandoning Windows for a Mac. Resistance to Vista can be broken down to;1. Many people are satisfied with XP. Moving to Vista might seem unnecessary2. Some people are dissatisfied with Windows and the Mac appears to be a better alternative to a new Windows PC.PR as been running a perception vs reality campaign driving customers to www.microsoft.com/windows/products/windowsvista/facts.comObjectives: Goals: Marketing Spend:1. Correct misperceptions of Vista 1. +10% MSFT Share of Voice •Technology license2. Drive awareness to The Facts campaign 2. +5% positive sentiment for Vista $120K page 3. Drive traffic to •Tracking/monitoring3. Show engagement with customers, give http://www.microsoft.com/windows/pr $60K MSFT a voice in the community oducts/windowsvista/facts.mspx •Engagement outreach conversation – humanize $70KDescription: Track Report Engage1. Track, monitor, analyze, and report on consumer-oriented social media (blogs, social networks, forums, etc.) activity and sentiment relevant to Windows Vista “The Facts” June 15 focus features and campaign messaging;2. Identify key domains/locations/conversations which present opportunities for July 15 Microsoft to highlight key “The Facts” message awareness across social media properties Aug 153. Engage with influential blog, forum, and community conversation threads by initiating comment posts and on-site contributions designed to promote the “The Facts” messages and highlight more content available on the “The Facts” web assets Sept 15 (http://www.microsoft.com/windows/products/windowsvista/facts.mspx)

Another Example of Key Program Objectives • Insights – Current and future state of brand and sub-brands in social media – Quantity and quality of customer conversations related to key technology- enabled use-case scenarios – Company vs Competitors - competitive brand and customer regard (+ other key competitive offerings, by Scenario) – Define Social Media Equity metrics and track • Guide Customer Engagement via Social Media Channels – Identify & monitor key sites, authors, influencers and conversations – Define optimal method and tactics to reach audiences – Support roll-out of customer social media engagement efforts online • Inform Larger Customer Engagement Sales & Marketing Campaigns – Harvest customer opinions, feed into marketing planning – Identify strategies to influence customers via online and offline channels

“All men can see these tactics whereby I conquer, but what none can see is the strategy out of which victory is evolved.” – Sun Tzu in The Art of War.4. Strategy.

Strategy: Determine how your objectives will change relationshipswith your customersYour objectives determine what business goal you want to accomplish. Having decided on the objective, youcan move on to strategy: how will you accomplish the goal? In particular, social strategy revolves aroundanswering this question: How do we want to change our relationship with our customers?While activities like social marketing campaigns can sometimes have a short-term impact, the long-termvalue of activity in the social world is the ability to change relationships with customers. By focusing on therelationships, not the technologies, marketers can keep their eye on long-term change that matters. To fleshout this type of strategy, we should take the following steps:• Describe the new relationship. Our current relationship with most of our customers is as a trusted supplier of software which just works. In energizing our core customers, we will extend this relationship, giving our satisfied customers opportunities to discuss their experiences on our website, and by doing so, motivate other customers to buy and help establish a better perception of our products.• Measure the impact of the change. Its crucial that we have metrics in place to measure progress towards the objective. For example, in energizing strategies we should measure to what extent visitors to social elements of the site are more likely to actually buy something. If our objective is talking with customers, we should measure awareness, impressions, or online buzz. If its supporting, we should look for declines in support costs related to site visits. Regardless of the objective, our strategy is not complete without a success metric.• Identify barriers to the strategy. Change created by social strategies is often difficult for companies to swallow. For example, we are starting to have more direct relationship with all of our customers. By featuring customers opinions on its site, we will be admitting that those consumers influence buying decisions as much as we do, a transition some marketers might find difficult to make.

Strategy: Social Engagement Framework Active Listening Listening to Consumer Generated Media (CGM), Sharing Internally & Responding OWNED EARNED PAID Social Social IRM Word of Mouth Content Influencer Relationship Acceleration Strategy Management Program Brand Community Cultivating and Interacting with a network of customers or advocates Measurement Integrated performance and ROI social media measurement

Social Media Strategy / Plan - Example

Example: A Social Media / Social Influence Strategy Overview Strategy 1: Social Media Program Management • Objectives • Strategy & Tactics • Monitoring, tracking, analysis Strategy 2: Engagement Programs Strategy 2a: Audience Advocacy Programs Strategy 2b: Digital PR / Influencer Outreach Identify and engage various audience Advocate groups to become a Identify and engage key writers, bloggers and mainstream influencers word-of-mouth channel that will facilitate learning and trial of that will facilitate through a formal proactive outreach program. multiple IBM products and services among their families, friends and Develop a Crisis Management Plan. peers. Search Engine Marketing On Network Off Network Strategy 3: Online Experiences Build and facilitate online experiences where customers can come together and showcase inspiring product stories, compelling examples and ‘how to’s’ delivered through the voice of our brands, partners and passionate customers. On Network Off Network User Generated Content Wiki’s Ratings Blogs Reviews Forums Video casts Communities Audio casts Comments Photos Feedback RSS Social bookmarking Tagging

Strategy: Example OnlyStrategy 1: Social Media Management • Develop a baseline / benchmark of relevant sentiment and share of voice and map the ecosystem • Monitor, engage and track relevant Social Media conversations • Build engagement programs specific to individual scenarios focusing on most influential conversations • Monitor engagement strategies against SOV/sentiment StrategyStrategy 2: Advocate Community and Energise UGC • Launch a Windows Advocate Community on MSCOM • Test and learn best practices for ‘onboarding’ advocates • Grow advocate community • Showcase User Generated Content (UGC) across the Windows networkStrategy 3: Online Peer to Peer Discussions – Forums • Develop "owned" / managed forums with a friendly consumer "front end" focused on the needs of consumer scenarios where Windows plays a key role • Facilitating peer to peer conversation on Windows properties will increase Windows SOV in online conversations currently being dominated by Google, Apple and Yahoo.Strategy 4: Digital PR and Social Media Newsroom • Identify and consistently engage key influencers; bloggers and the media, to drive more favourable conversations & Share of Voice (SOV) and minimise negative sentiment. • Establish a Social Media Newsroom on MSCOM

Social Media – Overall PlanPrimary objective: Harnesses genuine experiences and inform and inspire customers in ways that are interactive,dynamic, and personal.Objectives Goals: Brand = net favorability for our brand across the web sphere = +share of1. Leverage the passion and experience of our most engaged audience to drive voice, sentiment, recommendation = Net Promoter buzz and excitement for our brands, products and technologies2. Building on ‘help and how to’ enable engaged audiences to share their delight and passion for our brand / product with others through UGC. Strategies 1. Social Media Management (SMM) – What really influences3. Understand and monitor the sentiment and share of voice that we have 2. Engagement Plan – Reach out, engage and facilitate favourable conversations online. Find strategic opportunities to participate in the conversation and a) Consumer Advocacy Program – Organize passionate audiences to drive the increase volumes. conversation b) Social Media / Digital PR Program – Converse and influence the influencers 3. Online Experiences – Give us a voice in the community (on network and off network)Questions to be answered1. Can we move the share of voice online closer to relevant competitors?2. Will moving share of voice impact market share? Purchase decisions?3. What is the right balance between advocates and our own voice? SMM4. Will strong advocates move the sentiment among audiences ? measure ID potential advocatesWhat the plan is not1. Strengthen partner ecosystem2. Deep gaming scenarios Increase volume Contact them3. Shopping aids4. E Commerce plan to drive online sales of relevant products Advocacy Program Amplify Arm them their impact“UGC is useful to nearly 1/3 of consumers as they research products and services. The mosttrustworthy of all UGC is that which appears on a company’s own website.” Online Experience Activate them David Card, Jupiter Research

Audience Advocacy ProgramPrimary objective: Identify and engage Brand Advocate groups to become a word-of-mouth channel that willfacilitate learning and trial of multiple our products and services among their family, friends and peers.Phase 1 Objectives Tactics1. Organize passionate customers to drive conversations 1. Identification methodology and recruitment program to build & engage2. Drive greater retention through deeper engagement across product lines advocate base3. Facilitate peer learning and sharing 2. Horizontal community that supports multiple products, services & experiences4. Macro understanding of influential powers of different types of advocates. 3. Points driven recognition program to deepen and drive engagementLong Term Objectives 4. Tools to facilitate sharing, learning and doing1. Provide us with an authentic way to gather and operationalize customer 5. Deploy 3 types of advocates to test and learn where we can be most effective; feedback FTE’s, formal advocates and self proclaimed advocates.2. Exponentially grow WOM and increase customer lifetime value3. Micro understanding of influential power of 3 different types of advocates. Build engagement campaigns accordingly. Goals: Growth and engagement patterns of advocates, +online registrations, +cross product usage, -churnQuestions to be answered Refine ID/Profile Algorithms1. Can we identify and activate our brand advocates? Community Advocate/Social Networks2. Will they be willing to consistently showcase their own Pilot Design Scale Other Users/Social Networks Users/Social Networks inspirational/aspirational uses of multiple products? Campaigns3. Through this community platform, can we cultivate and grow our base of Start Here Ongoing Data Mining passionate, engaged customers? Outreach to Refine Tour Build ID advocates Community Recruit4. Can we measure the impact on loyalty and retention? Algorithm Strategy & Users Community Opt-in Overlay Platform  Über user  Tour  Segments  Survey   1:1 Interview Show & tell tendencies TRACKING  Special interests  Activity level COMMUNITY  Challenge/Solutions Feedback  Referrals  Tips/TechniquesWhat the plan is not Dashboard Reporting  Ratings  Cool ideas  Cross-product usage  Special spaces1. Brand generated vertical communities  Content creation   Contests Promotions Refine  Retention2. Viral marketing campaign with short-term results Scale/Growth Triggers  Feedback Engagement  Evaluate3. One way, brand-to-consumer communication Drives  Expand Community RECOGNITION Scope USER TYPE  Catalyst for deeper engagement  Casual  Drives WOM  Über  AdvocateMost brand websites are largely out of sync with the tone and tenor of consumer Higherconversation….to remain relevant brand websites need to provide social currency to Tier Recognitioninfluencers. Invite  advocates for deeper involvement Yes PROFILE  Advocate traits Social Media Monitoring and Analysis Report, Aberdeen Group, January 2008  Exclusive content and communication  Behaviors  Patterns

Digital PR / Online Reputation ManagementPrimary objective: Identify and consistently engage key influencers; bloggers and the media, to drive morefavourable conversations & Share of Voice (SOV) and minimise negative sentiment.Phase 1 Objectives Tactics1. Organize key influencers to drive more favourable conversations and SOV 1. Identification methodology and recruitment program to build & engage2. Drive greater retention of these influencers through deeper engagement influencer base3. Facilitate deeper conversations, learning and sharing 2. Create a Social Media Newsroom (SMNR)4. Macro understanding of influential powers of different types of influencers 3. Horizontal community that supports multiple products, services & experiences5. Development of a digital crisis management plan 4. Tools to facilitate sharing, learning and doingLong Term Objectives 5. Engage 2 types of key influencers to test and learn where IBM can be most1. Provide a consistent and humanised way to proactively communicate to key effective; bloggers/writers & journalists influencers and media and operationalise the way we do it2. Exponentially grow WOM, increase SOV and increase favourable sentiment (“Google Juice”) and minimise the negative (“Digital Dirt”) Goals: Growth and engagement patterns of influencers, SOV, # unique users,3. Micro understanding of influential power of 2 different types of influencers volume of posts, top stories, time on site, positive vs neutral/negative (bloggers/writers & journalists). Build proactive engagement programs sentiment accordingly.Questions to be answered1. Can we identify and actively engage with various influencers?2. Will they be willing to consistently and openly engage and have conversations with us?3. Through this proactive engagement program, can we cultivate and grow our base of active influencers, SOV, positive sentiment and minimise the negative sentiment?4. Can we measure the impact of this engagement and outreach program?What the plan is not1. Brand generated vertical communities2. Viral marketing campaign with short-term results3. One way, brand-to-consumer communication

Online ExperiencesPrimary objective: Build online experiences where customers can come together and showcase inspiring productstories, compelling examples and ‘how tos’ delivered through the voice of both the company and passionatecustomers.Phase 1 Objectives Tactics1. Create inspirational/aspirational experiences for the various IBM brands, products & 1. Stitch together existing IBM product, technology and audience sites and services to technologies, ecosystems and audiences on network create best in class engagement websites that showcases IBM2. Showcasing IBM brand, products and technologies both as individual products and 2. Showcase audience experiences and ‘magic’ through user generated content as integrated audience suites across IBM.com 3. Present a collection of tools that allows audiences to choose how they learn.3. Expand cross-product usage among existing customer base 4. Deliver product content from multiple sources, product teams, CSS, BG’s, segments4. Connect authentic, organic conversations from the community to traditional 5. Divert % of traffic form campaigns to test effectiveness of community strategies marketing messages without diluting the value of either.5. Test and learn effectiveness of UGC and community elements as part of a traditional campaign (BTS)Long Term Objectives1. Build integrated communities to elevate brand messaging and trust Goals : +time on site , engagement – success events, end actions, new SIP’s, return2. Integrate with relevant persistent audience and product sites visitors, # of trackbacks, downloads and demo viewsWhat the plan is not Questions to be answered1. Representative of all prioritised brands at launch 1. Do audiences have a preference for MSFT voice or 3 rd party recommendations?2. Open site for anyone to contribute UGC 2. How do audiences respond to User Generated Content on brand site?3. One way, brand-to-audience communication 3. Does participating in the conversation through a audience / brand site enhance4. A Social Networking site sentiment/share of voice? In the new marketing, the best websites will combine professional and user-generated content (contributed by customers and potential customers). “Marketing to the Social Web” Larry Weber, c2007

5.Content.

To succeed with social mediamarketing, brands and marketersmust become publishers.

Social Media only works with a Clear, Structured, Tailored &Curated Content StrategyBack in 2001 Forrester Research asked people why they returned to a website and theoverwhelming answer was ‘content.’ It’s still true today, Content is King!Success in social media depends on the quality of your content. It’s about engaging people and thekey to engagement is good content. In social media people are creating, reading, saving, tagging andsharing content. If you don’t produce the kind of content they value, it won’t get re-published orshared.Development of a content strategy that speaks to the target audience plays a key role in thesuccessful execution of an overall online marketing program. Companies that embrace the socialweb as part of their marketing mix need to consider that content created within social mediachannels is just, if not more important than creating content for the corporate website.Whether you communicate to your audience via a blog, Twitter or social networking sites likeFacebook, the only true way to build relationships with a growing network is to listen, engage andprovide content they find valuable.When developing a social media content strategy, start by asking questions like: “What does mynetwork find valuable?”.

Social Media only works with a Clear, Structured, Tailored &Curated Content StrategyHere is an example of a simple way to map and visualise the design of your content strategy: IBM

Social Media – What is a Content Strategy?Content strategy plans for the creation, publication, and governance of useful, usablecontent.• You must work to define not only which content will be published, but why we’re publishing it in the first place. Otherwise, content strategy isn’t strategy at all: it’s just a glorified production line for content nobody really needs or wants.• The development of a Content Strategy is necessarily preceded by a detailed audit and analysis of existing content—a critically important process that’s often glossed over or even skipped by project teams.At its best, a content strategy defines:• Editorial strategy• Creating, Writing, Sourcing• Metadata• Search engine optimization• Content management strategy• Content channel distribution strategy• Content gap analysis

Social Media will only work with a Content Strategy Content for social media is a combination of content you create or that has been re-purposed from your organizations web site, but it should also include what people remix or share. This content is organic, always growing and changing but it can also be mostly community created. However, the most successful companies leverage custom content designed for the specific channel, platform or network which understands and exploits the way their customers use and interact those outposts. Importantly it is not about simply creating or re-purposing just any old content as the people you want to connect with through social media are seeking information that is: • Relevant • Compelling • Educational • Entertaining

Content Strategy - Set your content FREE! The most successful companies in social media marketing have also set their content free! These companies no longer attempt to control access to their content and actively work on facilitating the discovery, use and sharing of their content. People love rich media like photos, infographics, charts, video, podcasts, cartoons, diagrams and tables! Understanding what works best in each medium, platform, network, tool and audience is key. Expectation levels of engagement and content is very high across today’s audiences and they are more and more time poor. Companies which simply provide pages and pages of text or rehash lines of copy from press releases are doomed to failure.

Content Strategy – Setting it Free! Companies like Ford, Dell, Microsoft, Cisco & others have changed….. They have all recognised the new, distributed nature of influence, and that everyone with an Internet connection is now a publisher.

Content Strategy – Set it Free! They recognised that attempting to “control” their digital assets was an illusion and actually counterproductive to their marketing goals and objectives.

Content Strategy – Set it Free! Results at Ford Content has been used in over 5,000 posts since Sept 2007 - meaning that journalists, enthusiasts and others are telling richer, better-informed Ford stories online* SMPRs are regularly used as a source of news and assets by Autoblog.com (Technorati Top 50), Wired, NYTimes, ABC News & many others, both traditional & “new” media Approximately 1.2 million video views on YouTube, 499 channel subscribers, 120,000 views on Flickr images Enthusiast communities are embedding SMPR RSS feeds into their sites as a credible source of Ford news

Content Strategy – Think Integration Whatever the case is, make sure that you publish your content assets ‘home and outposts’ – both on your web site and on other Social Media channels. This enhances people’s opportunities to see your stuff on their turf. Your Social Media profiles need to become a core part of your thinking here. That SlideShare channel shouldn’t just be sitting in outer space, it should be part of telling a story and part of an integrated publishing plan – supporting everything else that you’ve got on your truck. For example, a seminar can be composed of delegates, speakers, PPTs, video, Tweets, and photos: and publishing these assets using Social Media channels can become part and parcel of your activity before, during and after the event.

Content Strategy – Think Aggregation When you’re done, look for ways to aggregate your content so that it becomes more useful to your audiences. For example, if you’re running grandstand events or conferences, then a Facebook event page could be a great place to bring together your stock of images and videos, so that Facebooker’s everywhere can find it easily and in one place. If you’re promoting information-based services, then a subject-specific Ning can be a very useful route into your main site. And customer support apps like Get Satisfaction can also be a great outlet for all of those brochures and manuals that have been collecting dust on the shelf. Partner content should also be factored in. What opportunities do you have for re-purposing third party blogs, Tweets, images, etc, in your own content services? These things can add real value to your overall story (and help Google to love you a little more).

Content Strategy – Footnote If you do this then Google will looooooove you! Google loves content. Especially keyword rich content. If you can build the type of publishing disciplines outlined above into your core marketing and content programs, then good linkage and great SEO will follow. (I’d also say that Social Media is the new SEO, but that’s another story…) Get this great report from Razorfish. ‘Nimble: Publishing in the Digital Age’

Content Strategy – What Gets Shared? Rarely Frequently Shared Shared • Product Info • New Data, Reports • Free Trials • Informative, funny, • Software Documentation entertaining videos • Top-notch blog posts

6.Technology.

Technology: Select and deploy appropriatetechnologiesBy this point, you should have determined your customers profile, what technologies they willaccept, and at what rate. Since you also now know your objectives and have nailed down a strategy,you can now evaluate technologies.This is why it makes sense to evaluate technologies only after youve finished the other steps. Thetechnologies you choose will be determined by the technographics / social behavioural profile ofyour customers.But social technology is also not narrowly defined as Social Networking sites such as Twitter,Facebook and LinkedIn. Social technology is (but not limited to):• Product reviews & ratings• Communities Dell Case Study:• Forums Dell provides a website www.ideastorm.com to encourage customers to submit product ideas and have other• Sharing functionality customers comment and rate the ideas. It also has blogs• Blogs and forums and communities but it also utilises product• RSS reviews & ratings as well as outposts on social networking• Chat sites. It has also operationalised Social CRM with it’s sales & customer service teams. Twitter integrated with social• Video Sharing monitoring tools and internal sales and CRM has generated• Photo Sharing more than USD$6m in sales.• Widgets• Wikis

Technology: Select and deploy appropriatetechnologiesFor example:1. You could recommend deploying Ratings and Reviews because 32% of Gen X online customers in Australia are likely to be Critics. The best energizing technology would be to deploy these ratings and reviews on our Web sites and encourage customers to post their own evaluations of our products. 76% of all Australians use online reviews to help them make purchases. It has already been proven that ratings and reviews can significantly increase sales and increase sales conversions between 29-50%. Forresters research shows that 80% of customer-supplied reviews are positive.2. In addition, you could also establish an online community to allow yur energised customers to support other customers around your products and technologies. Most people go to sites like MSCOM and in particular the product based sites like Windows, for post-purchase information. There are hundreds of thousands of people, forums and websites across the Internet who deal with niche topics such as Media Centre or Photos or Windows Tweaks & Tricks so facilitating these discussions on network could be a way to better engagement.3. User-generated content. We might also enable customers to energize others by allowing them to upload their own articles, videos and pictures of their experiences with our products.

Technology: Aligning to Objectives & AudienceProfile Social Media Tools Impact on Social Media Objectives Thought Leadership Brand Awareness Demand Generation Customer Advocacy Blogs High High Medium Low Microblogs Medium Medium High High Social Networks Low High Medium Low Forums / Groups Medium Medium High Low Online Video Medium Medium Medium Medium File Sharing / Podcasts High Medium Medium Low Wikis Medium Low Low High User Community Low Low Medium High

7.Engage!

Traditional Marketing Models Fail to Model Complex Buying Paths Traditionally, marketers modeled customers’ decisions as they progressed from awareness through consideration, preference, action, and loyalty — through what is called the marketing funnel. The marketer’s job was to move people from the large end down to the small end. But now it’s time for a rethink, as the funnel has outlived its usefulness as a metaphor. Face it: Marketers no longer dictate the path people take, nor do they lead the dialogue. We must rethink the marketing funnel because: • Complexity reigns in the middle of the funnel. • The most valuable customer isn’t necessarily someone who buys a lot. • Traditional media channels are weakening. • Consumers force brand transparency.

Traditional Marketing Models Fail to Model Complex Buying Paths • Complexity reigns in the middle of the funnel. Awareness is still important; you need to know that a product or service exists in order to buy it. And the marketer’s endpoint is still a transaction. But, in between, other factors such as recommendations from friends or family, product reviews, and competitive alternatives described by peers influence individuals. The funnel’s consideration, preference, and action stages ignore these forces that marketers don’t control. Rather than a clean linear path, the real process looks more like a complex network of detours, back alleys, alternate entry and exit points, external influences, and alternative resources. • The most valuable customer isn’t necessarily someone who buys a lot. In this socially charged era in which peers influence each other as much as companies do, good customers can’t be identified solely by their purchases. Companies also need to track individuals who influence others to buy. For example, a customer who buys very little from you but always rates and reviews what she buys can be just as valuable as someone who buys a lot — her reviews might influence 100 other people to buy your product. Tracking only transactions and loyalty at the end of the funnel misses this significant element of influence. • Traditional media channels are weakening. Marketers continue to use mainstream media messages to move consumers into a consideration frame of mind. But passive consumption of media is waning. Individuals dismiss or ignore marketing messages in lieu of information available from an ever-increasing number of resources, such as product review sites, message boards, and online video.

Today’s Complex Buying Paths Marketing complexity means that traditional methods and metrics fail to address and capture the whole story. Online metrics like unique visitors to a Web site, number of pages viewed, and time spent per page mimic offline media metrics of reach and frequency. But traditional marketing and traditional measurement doesn’t address or indicate the engagement of an individual; they fail to address or capture the sentiment, opinion, and affinity a person has towards a brand as manifested in ratings, reviews, comments in blogs or discussion forums, or the likelihood to recommend to a friend.

Engagement: A New Perspective on Marketing If the marketing funnel no longer accurately reflects what marketers can influence, why do they still cling to it? Because they can measure it, which is reassuring, even if it no longer accurately reflects the real buying process. And, of course, there are no useful alternatives. We believe that marketers need a new approach to understanding customers and prospects. This new type of measurement — engagement — encompasses the quantitative metrics of site visits and transactions, the qualitative metrics of brand awareness and loyalty, and the fuzzy areas in the middle best characterized by social media. The Elements Of Engagement: Engagement goes beyond reach and frequency to measure people’s real feelings about brands. It starts with their own brand relationship and continues as they extend that relationship to other customers. As a customer’s participation with a brand deepens from site use and purchases (involvement and interaction) to affinity and championing (intimacy and influence), measuring and acting on engagement becomes more critical to understanding customers’ intentions. The four parts of engagement build on each other to make a holistic picture. • Involvement • Interaction • Intimacy • Influence

Engagement: A New Perspective on Marketing

Engagement: A New Perspective on Marketing Putting it all together: Now that you know what information to collect, can we provide you with a formula to measure engagement? Well, no, because its different for each audience / segment / campaign. But you can start by identifying the key metrics that are useful to you and use them to choose and work with vendors of measurement technology. The engagement profiles you track will be different depending on your marketing strategy. Here are four recipes for measuring engagement, matched to company objectives: • If your objective is to create awareness: Start as you always have, tracking existing online ads, promotions, and TV commercials. To this, add tracking content contributed by brand advocates, such as product reviews or comments in discussion forums. Measure the sentiment of that UGC, including venues you dont control such as third-party product review sites. Additionally, track influence through customers intent to recommend the product to a friend by conducting a survey or witnessing actions on peer review sites like Epinions and TripAdvisor. A good example: A large national financial institution used brand monitoring service Biz360 to identify key message pickup from its Superbowl ad in both traditional and interactive channels, and used that buzz measurement to evaluate the expenditure. • If your objective is to drive transactions: Track involvement to identify how people use your site (page views, navigation paths, etc.) and merge that information with the effect UGC has on others purchases. This way you can discover the content and actions that increase a customers likelihood to buy. For example, CompUSA uses Bazaarvoices services to provide product ratings and reviews, then tracks the effect reviews have on the buying behavior of readers. Theyve found that customers acquired via review-related searches convert at a 60% higher rate than the average customer and spend 50% more per order.

Engagement: A New Perspective on Marketing Putting it all together (contd.): • If your objective is to build brand preference: Track involvement on your own site as well as referrals from other sites to identify the content people use to make decisions. Understanding how intimate customers are with your brand and what increases intimacy will establish what it takes to convince a person to choose you over a competitor. For example, a large auto manufacturer launched a new SUV, but sentiment in discussion forums (measured using brand monitoring services) indicated that the off-road capabilities of the vehicle were not believable. Then, using imagery of the SUV performing in off-road conditions, the company was able to track a change in perception, which resulted in outselling its competitors that quarter. • If your objective is to increase loyalty: Track recurring purchases, positive commentary, and intent to recommend. Analyze the characteristics and behaviors of known loyalists to determine what you should do to motivate potential loyalists to make the leap. Monitor sentiment about products in forums and in blog comments to track those actions that commonly encourage or discourage repeat purchase and respond accordingly through incentives, product modifications, or services enhancements. For example, in 2006, Mini Cooper decided to boost its community efforts in a year with no new product announcements to strengthen loyalty and avoid being seen as a fad. Working with MotiveQuest, it used brand monitoring services and confirmed that the emotion expressed by owners in the Mini community set it apart from other vehicles. In addition, Mini Cooper was able to monitor the results of the brands community efforts and evolve future communications.

Engagement: A New Perspective on Marketing Engagement Enhances Customer Insight – Social CRM: Measuring Social Media Engagement (Social CRM) is a new concept. So far there are few measurement vendors providing completely unified services to help tie it all together, however some solutions are appearing, for example the recent (July 2009) announcement of integrated analytics by WebTrends + Radian6 + SalesforceCRM. Starting small and remaining focused on a few objectives at a time (such as connecting User Generated Content to increased purchases or linking sentiment to loyalty) allows you to identify the metrics that matter to you most. Integrate your customer perspective across channels and campaigns by using a variety of online and offline metrics, so you can calculate the value of new channels and identify efficient strategies for them. And consider the payoff of your hard work. Youll be able to: • Measure and learn from things you currently ignore: Qualitative metrics like feelings, affinity, and sentiment are difficult to track. And when you can collect the information, it has historically been complicated or impossible to use with other data. But social media makes it easier for customers to offer up their opinion, and, as a result, all that data is sitting out there waiting to be mined. Companies should track these metrics on a regular basis with brand monitoring services, partly to get insights that no survey would ever detect, since they come right from the minds of the customers. For example, a kitchen hardware manufacturer should track commentary in discussion forums about home renovation to get ideas about product shortcomings, identify new or improved products, and track impact on actual sales.

Engagement: A New Perspective on Marketing Engagement Enhances Customer Insight (contd.): • Identify customers who influence others to buy: A person who contributes content, such as a product review or a video of the product in use, may be far more valuable than the average purchaser. As a result, your idea of who you consider a good customer should become more robust, and you should make tactical offers with finer control to drive the behavior of these customers. For example, a sporting goods retailer should identify customers who make significant product reviews that influence others purchases, then initiate programs to encourage those customers to contribute more content. • Encourage behavior across multiple touch points — online and offline: The engagement profile crosses channels. Once you establish engagement profiles based on online data, the next step is to tie in data from offline sources, such as in-store transactions, phone or catalog orders, and customer service calls. For example, a quick service restaurant should determine if customers that are heavy users of its in-store loyalty program are more likely to provide favorable sentiment in online discussion forums or possess an increased likelihood to recommend the food to a friend.

An Engagement Framework• Social technology adoption by consumers is no longer nascent – it’s nearly a mainstream activity.• To be accurate in your social strategy, you must know the specific behaviors of your customer base.• This framework provides a modern approach to social strategy execution and also a framework to setup and operationalise an engagement program.

The Engagement Pyramid Curating Producing Commenting Sharing Watching

Watching Curating Producing Commenting Sharing Watching

Watching• What?: Consume content only, e.g. visit social networking sites, read blogs, watch videos, or listen to podcasts• Why?: Seeking social-created content to help with making decisions, learning from peers, or entertainment

Watching Most peoplewatch videos onYouTube – very few upload.

Tactics: Engaging WatchingHow to Engage? • First, understand the content that they are currently consuming. • Be relevant - what do customers want to read, watch, or hear? • Create content that engages Watching, based upon existing habits.

Sharing Curating Producing Commenting Sharing Watching

SharingWhat?• Update status on social sites or Twitter, upload/forward photos, videos, articles, etc.Why?• Want to share the information they have with peers, both to support others, and demonstrate knowledge

Sharing Twitter enables real-time sharing.

Sharing ShareThis reported a 200% increase in sharing through the ShareThis button in 2009. Overall, sharing is growing.

Tactics: Engaging SharingHow to Engage? • Simplify and innovate sharing tools, see “ShareThis.com” and “AddThis.com” • Advanced should seek Gigya*, Pluck, Kickapps. • Recognition and rewards • Allow Facebook, LinkedIn and Twitter connect features

Commenting Curating Producing Commenting Sharing Watching

CommentingWhat?• Respond to others’ content, for e.g. comment on blogs or news stories, review or rate productsWhy?• Actively participate, support, or contribute ideas/opinions, but usually one-off’s

Commenting Facebook commenting and “Likes” simplified how users responded to other people’s content.

Commenting Retail sitesencourage ratings and reviews by shoppers.

Tactics: Engaging CommentingHow to Engage? • Allow every webpage to have commenting features • Develop a community policy • Foster an open and friendly environment (and discourage spammers and trolls) • Seek community vendors like Lithium*, Jive, Mzinga, Awareness, LiveWorld*, Kickapps, Pluck.

Producing Curating Producing Commenting Sharing Watching

ProducingWhat?• Create and publish their own content, for e.g. websites, blogs, or podcastsWhy?• Want to express identity, own content, be heard, or be recognized

Producing

Tactics: Engaging ProducingHow to Engage? • Become a platform for the voice of your customers. • Provide public recognition for most helpful community members. • Sponsored Discussions: Intel Insiders, Microsoft MVP, Walmart Elevenmoms • Note: Understand and abide by any Government / Regulatory Guidelines (ie. FTC)

Curating Curating Producing Commenting Sharing Watching

Curating• What?: Moderate or are heavily involved in online communities, for ex. Wikipedia, fan pages, or discussion boards• Why?: Invested in success of a product, service, or community, want to give back, or be recognized

Curating The Coca-Cola Facebook fan page was started, and continues to be administered, by two regular fans.

Curating Dell Community Ambassadors help manage and support customer forums.

Tactics: Engaging CuratingHow to Engage? • Rely on them as trusted advisors, consider them non-paid partners • Identify influencers or community builders, recognize them in public.

The Twitter Problem• Read tweets (Watching)• Re-tweet (Sharing)• @reply (Commenting)• Tweet (Sharing/Producing)• #hashtag (Curating)

Engagement Pyramid Data United States South Korea United Kingdom Curating <1% <1% <1% Producing 24.2% 52.8% 18.6% Commenting 36.2% 74.3% 31.9% Sharing 61.2% 62.9% 57.6% Watching 79.8% 91.1% 77.1% Source: Global Wave Index Wave 1, Trendstream.net, July 2009

Putting it to work• Conduct research to identify the social behaviors of your customer base – before you do anything• Also identify: • Where are they online: Surveys or brand monitoring • Who do they trust: Surveys • Who do they influence: Survey or brand monitoring • How they use these tools in context of your products: Most often surveys.• When you first understand your customers, your marketing efforts will naturally unfold.

Socialgraphics makes you actionable1) Where are your customers online? • Action: Don’t aimlessly approach social networks without knowing if they are there, if they are in Hyves, go there.2) What are your customers’ social behaviors online? • Action: Which social features should we deploy? Example: if they are commenters, allow them to comment.3) What social information or people do your customers rely on? • Action: If they rely on their friends, facilitate a marketing program that encourages customers to share with friends.4) What is your customers’ social influence? Who trusts them? • Action: If your customers are trusted by others, highlight your customers in front of their community. Example: Intercontintental Hotel features the photos created by top guests.5) How do your customers use social in regards to your brand? • Action: Understand how customers use these tools in researching new products, decision making, and support

New Way: Learning about Moms• Situation: A healthy snack food company trying to reach moms, and their goal is to introduce them to a new product called “Snackums”. (fictional)• Where are they online today? • Use monitoring tools to find hot spots of conversations • Use survey to find specific URL locations through and open ended questions • Example: The data found that a third of the targeted moms visited Facebook at least weekly, and more than half visited at least monthly. • Conduct qualitative analysis to find out what topics moms are talking about. • Example: Brand monitoring indicated that the most talked about topic when discussing health foods was price and convenience.• What are their online social behaviors? • They deployed a survey, and found they are mainly watching and sharing, very few producers • But those that are producing are highly involved

Example: Activating MomsFindings: • Through the survey, found that most moms don’t talk about the product. • However a smaller group did influence those that are watchers, • Yet those watchers, don’t share in that greater community, they share it with their immediate friends in Facebook.Action • With this, this company was able to identify, who the influencers were, how to reach them, and to spur on word of mouth to the ‘average’ moms reaching a greater segment of customers.

User Generated ContentSix Tactics To Successfully Engage With UGCInteracting with customers at a more intimate level requires a different way of thinking. While theloss of control and exposure created though the necessary openness can be troubling at first, thereare some key tactics companies can use to stay on top of the situation. Knowing wherecommunities currently congregate and what is being said is critical before you attempt to enableyour own UGC. To begin with UGC, follow these six steps:1. Monitor customers generating content about your brand, products and or needs.2. Leverage your UGC community.3. Participate in existing customer-driven communities.4. Respond to negative commentary.5. Select the right technology to engage your customers.6. Enable your audience to create content on your behalf.

Executing Engagement - Summary• Understand the socialgraphics of your customers by conducting surveys or obtaining secondary research.• You’ll need to get the data from multiple sources –we don’t have all the data.• We believe in ‘Open Research’ and we want to share –so the industry can advance together.• Couple with your existing profiles or personas of customers, create an engagement pyramid for each persona.• Next, identify what social goals your organization will take on

Engagement Management

Engagement Management Before jumping into social conversations and engaging with your customers it is important to consider how you will manage social media participation before moving forward and ask (and answer) the following questions: • How will we collect posts and determine which ones merit response? • How will we route posts and comments to our SMEs for response? • How will we monitor, track and approve our organizations’ response? • How will we track and measure response efforts?

Engagement Management - Mapping Engage with brandConversation mapping identifies the influencers andtarget audience advocates Discover Priority conversations Pair Marketer / SME / Agency with relevant conversation topic(s) Identify Ecosystem of conversation

Engagement Program ComponentsSadly, many marketers jump directly to engaging with customers withouthaving any clear reasons, goal or objectives for the engagement, no strategyand no commitment to resource and manage the engagement properly.It is critical that marketers work through the following areas prior tobeginning any engagement:1. Develop your engagement playbooks, rules & response management approach2. Develop your engagement roles & responsibilities3. Develop your engagement workflow4. Choose an engagement model5. Choose an engagement resourcing model

Develop your policies,guidelines and playbooksbefore you engage.Educate and train yourteam, SME’s & agencies.

Get your responseassessment decision tree,rules, roles &responsibilities andworkflow sorted… Issue identified Response Response posted Assessment Management PR draft review response

Dell’s Blog Response Assessment Checklist

Social Media - Engagement ManagementAs outlined in the Listening chapter, a good Social MediaMonitoring & Engagement tool needs three core components:1. Listen (monitoring)2. Learn (analysis)3. EngageSpecifically, the engagement component of the tool needs to:• Identify posts needing a response / comment• Interact with thousands of authors• Coordinate responses across teams• Assign conversations to subject matter experts within our organization• Manage and track response workflow• Measure and assess engagement and outreach efforts• Assign security levels and permissions

Social Media - Engagement Management Many people are choosing tools which only do Social Media monitoring just to listen. But they forget that they also need specific functionality in those tools to help them more efficiently and effectively manage the engagement piece.

Social Media - GM Engagement Case Study

Social Media - Engagement Models 3. Community 1. Authentic Voice Connection Leverage internal or Outsourced Play a role in the external experts to evangelize to customers customers current participatory environment Authentic Voice Facilitate relevant conversation at its source2. Brand AmbassadorProvide a gated Amplify participationcommunity for staunch Brand Community with a brand orbrand allies – access and Ambassador Connectionassets are key product through relevance, entertainment andProvide a privilegedrelationship for industry utilityluminaries who are not Gather unfilterednecessarily our brand allies audience insights from online communities

1. Authentic VoiceDirect to Influencer Outreach ProgramObjective• Leverage internal and /or outsourced experts to evangelize to customers• Place the brand message into the heart of the conversation where it has not existed previously• Implement a toolset to prioritize and streamline the direct to customer communication planImpact to the Organization• Improve sentiment and customer satisfaction improvements through high value, direct to customer interactions• Dramatically increase the workflow efficiency• Tap into high impact low dollar marketing channelSuccess Measured By• Increased interactions with influentials• Increase in related topic posts/mentions• Positive change in overall sentiment and number of posts• Improvement in number of interactions per SME• Correlation of sentiment with active and passive participation

Influencer Mapping & Outreach• An Influencer is an individual that has influence over potential buyers or decision makers. In the blogosphere we categorize an influencer not as someone with a voice, but someone with an audience made up of potential customers with the ability to influence their audience.• Influencer Mapping involves the identification of individuals that have influence over potential buyers, allowing us to orient marketing activities around these influencers. Influencers may be potential buyers themselves or third parties.• Outreach defines our approach to engaging with those influencers in order to create connects on ideas, information (or misinformation) or practices regarding your products and services.

What is an Influencer?{in·flu·ence} – the ability to impact a person that inspires action• True ‘influencers’ have the ability to influence the volume and sentiment of conversations on identified topics and or the ability to influence a third persons actions; watch a video, visit a website, like a Facebook page, register for an event, buy something and on and on. This is why real ‘influencer’ and ecosystem mapping is crucial so you don’t waste time engaging with individuals who will have no real impact on your program.It is also very important for you to understand that popularity does not equalinfluence.• There have been at least four major studies now demonstrating that popularity does not equal influence and in many cases it is counterproductive.• This is why simply creating a list of so called ‘influencers’ based on the number of their followers or website / blog visitors is a flawed concept.

2. Brand AmbassadorsImproving Advocates, Partnerships andSponsorshipsObjectives• Provide a gated community for staunch brand allies – access and assets are key• Provide a privileged relationship for industry luminaries who are not necessarily our brand alliesImpact to the Organization• Have a highly scalable and measurable means to deliver content and information to group of influentials• Open up a relatively free distribution channel through the influentials loyal base• Map ecosystem in order to scale out and prioritize your list of Advocates and your messaging schedule• Monitor ongoing health of AdvocatesSuccess Measured By• Passive and active participation metrics• Sentiment and impact shifts

3. Community ConnectionFacilitating Peer to Peer interactionsObjectives• Play a role in the customers current participatory environment• Facilitate relevant conversation at its source• Amplify participation with a brand or product through relevance, entertainment and utility• Gather unfiltered audience insights from online communitiesImpact to the Organization• Increase brand loyalty by demonstrating a keen understanding of an audience and the brands ability to deliver value to that audience• Encourage brand or product discovery• Gain a deeper audience understanding leading to the brand aligning its goals to audience motivations• Open a more accurate feedback channel to inform product and audience groupsSuccess Measured By• Site visits• Interaction with content• Positive posts and comments• Numbers of people participating

Influencer Mapping & Profiling - Example

Social Media - Engagement Management OverviewThe purpose of these slides is to establish a blueprint andeffective approach for maximising Subject Matter Expert (SME)engagement.All programs in which outreach is a component shouldincorporate the following foundational elements:• Establish commitments• A baseline education and information flow for SME Participants• Support channelsIn addition, we should look for opportunities to establish alandscape to Inspire relevant and authentic discussions andparticipation

Drive Traction through Shared Accountability• Participation must be a commitment to the goals of the program by the SME, reflected in their Official Commitments• Internal coordination between Business Unit/Program leads / campaign stakeholders and SMEs to understand the objectives of the program, how it aligns to the team’s overall scorecard, and the identification of commitments against our program to enable success• Ensure goal is focused around connection, not just contacting• Focus on the dialogue and quality of the post, rather than the quantity

Social Media - EducateEstablish cadence for SME on-boarding• Initial demo sessions and strategy sessions with individual Business Units, Marketers and respective IMC leads• Training sessions – focusing on tool usage and self-reporting to encourage understanding of the program and how to use the tool• Provide centralized resources on internal SharePoint: • Manuals for the tool • Taxonomy • Social Media / Blogging policies • Other crucial resources

Social Media - SupportTools and resources to maintain engagement• Hotline (tool related) – provide a resource for tool related questions• Digital & Marketing team available for questions, consulting, support etc.• Regular updates that include key application updates, policy changes, bug fixes and program wins• Bi-monthly status call to support questions for all users across Business Groups / Marketing• FAQs and other program resources on a central internal website • Includes General Blogging Guidelines and other relevant document

Social Media - InspireDevelop internal incentive programs to build excitementand promote engagement• Monthly/quarterly contest (and prize) to reward SME’s that are engaged and participating in the program• “Report up” results to key leadership• Sponsor online forum, or in-person town hall style meeting, with social media experts and SME’s participating in the program • i.e. Charlene Li (Author of The Groundswell)• Develop internal community site for SMEs to share accolades/success stories, ask questions and support each other and engage as a group

Social Media - Engagement Resourcing ModelsGenerally there are 3 types of Resource Engagement Models: Outsourced SME Blended Engagement Engagement Engagement Model Model Model • Specialist agency • Internal or • Efficient blended handles external SME’s Agency/SME engagements handle model based on based on engagements goals business defines priorities/goals

Social Media – Outsourced EngagementResponsibilities • Business Project Owner • Relevant product/segment/audience information • Funding ($$$) • Communication priorities • Engagement topics & “answer library” • Answer ongoing questions as necessary • Digital Marketing • Best practices • Engagement strategy & operations • Agency updates • Contract and pricing negotiations • Ad Hoc requests • IMC (Marketing / Brand / Product Managers) • Mapping of engagement learning to integrated campaign tactics • Communication to Business Project Owner • Review/Participate in Agency Updates • Facilitate questions not in “library”

Social Media – SME Engagement ModelResponsibilities • Business Project Owner • Communication priorities and engagement topics • Identifying SME’s • Ensure it is on SME Commitments • Review of regular reports regarding SME tool usage • Review/Participate in SME Updates/Status • Digital Marketing • SME Training (via Agency/Vendor) • Engagement Best Practices • Engagement strategy and operations • Ad Hoc requests and questions • Regular updates/check-in with SME’s (with Agency/Vendor) • IMC • Mapping engagement learnings to integrated campaign tactics • Communication to Business Project Owner • Review/Participate in SME Updates • SME • Attend bi-monthly update call • Inclusion of Social Media Engagement in Commitments

Social Media – Blended Engagement ModelResponsibilities • Business Project Owner • Overall communication priorities and engagement topics • SME Engagements • Identifying SME’s • Ensuring it’s on SME Commitments • Review of SME tool usage reports • Review/Participate in SME Updates/Status • Outsourced Engagements • Funding for Vendor (Outsourced Engagement) • Relevant product/segment/audience information • Digital Marketing • SME Training (via Agency/Vendor) • Engagement Best Practices • Engagement strategy and operations • Ad Hoc requests and questions • Regular updates/check-in with SME’s (with Agency/Vendor) • Contract and pricing negotiations • IMC • Map engagement learning to integrated campaign tactics • Communication to Business Project Owner • Review/Participate in Agency & SME updates • SME • Attend bi-monthly update call • Inclusion of Social Media Engagement in commitments

Social Media – SME CommitmentsProposed language (modify as needed): • Execution • Regularly utilize the XYZ tool to engage with customers in an effort to meet the goals of the program • Interactions will follow outlined best practices and responses will be timely. • Success will tie into the overall success metrics of the program • Accountability • Check XYZ tool 3 times per week • Participate in bi-monthly check-in calls • Respond to posts and conversation threads within 48 hours • Check/Respond to 80% of assigned posts

Digital PR / Online ReputationManagement

Digital PR / Reputation Management Strategy: Example People Objectives Strategy Technology / Tactics• Internal (indirect) • Help PR deepen and • Move to newspaper • TruCast or Radian6• Journalists (direct) proactively manage publishing model • Community Server relationships with • Provide media with • Off-domain tools as• Influencers journalists and executive access to needed influencers demonstrate • Google Alerts authenticity and to • Twitter • Outcomes democratize PR • YouTube – Cost savings • Change conversations • MSN Soapbox – Increased reach per from one to many • Flickr PR staff towards many to many by increasing • Digg – Increased positive connections among • Technorati brand buzz journalists (strengthen • Del.icio.us – Target audience weak ties) and key engagement influencers – Target audience adoption/utilization

Digital PR / Online Reputation ManagementPrimary objective: Identify and consistently engage key influencers; bloggers and the media, to drive morefavourable conversations & Share of Voice (SOV) and minimise negative sentiment.Phase 1 Objectives Tactics1. Organize key influencers to drive more favourable conversations and SOV 1. Identification methodology and recruitment program to build & engage2. Drive greater retention of these influencers through deeper engagement influencer base3. Facilitate deeper conversations, learning and sharing 2. Create a Social Media Newsroom (SMNR)4. Macro understanding of influential powers of different types of influencers 3. Horizontal community that supports multiple products, services & experiences5. Development of a digital crisis management plan 4. Tools to facilitate sharing, learning and doingLong Term Objectives 5. Engage 2 types of key influencers to test and learn where IBM can be most1. Provide a consistent and humanised way to proactively communicate to key effective; bloggers/writers & journalists influencers and media and operationalise the way we do it2. Exponentially grow WOM, increase SOV and increase favourable sentiment (“Google Juice”) and minimise the negative (“Digital Dirt”) Goals: Growth and engagement patterns of influencers, SOV, # unique users,3. Micro understanding of influential power of 2 different types of influencers volume of posts, top stories, time on site, positive vs neutral/negative (bloggers/writers & journalists). Build proactive engagement programs sentiment accordingly.Questions to be answered1. Can we identify and actively engage with various influencers?2. Will they be willing to consistently and openly engage and have conversations with us?3. Through this proactive engagement program, can we cultivate and grow our base of active influencers, SOV, positive sentiment and minimise the negative sentiment?4. Can we measure the impact of this engagement and outreach program?What the plan is not1. Brand generated vertical communities2. Viral marketing campaign with short-term results3. One way, brand-to-consumer communication

Brand & Reputation ManagementYou want to ensure that all your hard work doesn’t come undone online with that is a dynamically driven, real-time event or simply negative content relating to your product, brand or organisation.97% of people begin with search when they want to learn more. If we were trying to sell ‘Windows Vista’ back in2007, then the first search results consumers would have found is ‘10 Reasons not to get Vista’!

How you need to engage Key Influencers Understanding Blogosphere analysis to identify the most influent bloggers Listening Daily Monitoring and Alerts to Management Engaging Informal social meetings and first moves in the conversation direction Feeding Video Messages to Bloggers Project / Campaign Infusion Inject customer feedback and requirements into efforts

Informal Meetings Product Launches / Events / Media Events • Topics: Focus on discrete and definitive topics / issues • Infuencers: Bloggers, Journalists (be sure not to make the mistake of treating bloggers less important than journalists) • Product seeding (upon their request and approval)

Video and Audio MessagesFormal, proactive outreach and engagement:• Email with links to Social Media Newsroom and Social Media Press Releases and video and audio files (in .wmv, .mpg and .mp3 formats) with the aim to share our opinions about some important announcements or issues.• These messages and the engagement must be regular and consistent • Weekly, fortnighty or monthly • No PR spin, just a genuine conversational tone• Ensure key executives are available to speak with influencers at short notice (where reasonable)

Why Social Media News Releases (SMNR)? What is the Social Media News Release? The Social Media News Release (SMNR) is a press release format designed for the online media world. The press release was written with just the “press” in mind, but in the online world your story needs to be told in a format that is relevant to a wide variety of people – journalists, bloggers, publishers and the public at large. It is also designed with the community nature of the online world in mind so it can be shared and commented on in social bookmarking, microblogging and social networking communities. What does the Social Media News Release contain? The content of the SMNR can either be produced in the “traditional” narrative style or be deconstructed so that the core facts, quotes, contact details and boilerplate are all individually segregated to allow users to disseminate its various elements. It can be company branded and can accommodate images, audio and video (including embedded social media video including YouTube) as well as links to relevant websites and coverage of resulting online conversations. Do Social Media News Releases get results? Like all press releases it is the content of your story that is key and ensuring it is told to the right people, however an analysis of results (on next slide) confirms that the use of the format can assist in achieving around double the editorial coverage and up to four times as much on blogs. We think this is because it encourages clients to strive for greater creativity in their storytelling.

Why Social Media News Releases (SMNR)? Social Media News Releases achieve double the coverage of “Traditional” Press Releases. RealWire – 22 March 2011 Results: Background RealWire has been offering the Social Media News Release (SMNR) option to their clients for nearly four years now. In that time they have hosted and distributed thousands of SMNRs on behalf of a varied group of organisations. Full details of the analysis, click here.

Social Media News Release Template

Social Media Newsroom Templates

Social Media/PR Newsrooms - Examples Social Media Newsrooms not only democratise access to your organisations content and information so media, bloggers and influencers can access it at their leisure, but all the content is also optimised for search engine discoverability which can help you present more accurate and positive search results for your customers.

http://www.microsoft.com/australia/presspass/theme/windows-7 http://www.microsoft.com/presspass/presskits /office/online/

http://media.ford.com

http://ford.digitalsnippets.com

http://newsroom.cisco.com

http://www.microsoft.com.au/presspass

http://www.scanianewsroom.com

http://www.gmeurope.info/social_media_newsroom

http://newsroom.electrolux.com

Social Media Newsroom – Top 5 Principles 1. Democratize "Access" 2. Ensure "Accuracy" 3. Embrace "Context 4. Build "Community" 5. Be "Findable“

Blogger / Online Influencer Relations Critical Tips • Read at least 20 recent posts & comments – Know the bloggers personality & interests. – Reading comments is important: provides a sense for the readership as well as the bloggers engagement. • Become part of the bloggers community – Participate in the comments section at the very least. – Ideally our first ‘pitch’ won’t be the first time they’ve heard from us. • Bloggers are passionate experts…No B.S. allowed! – No ‘carpet bombing’ – every pitch must be customised & relevant. – If our pitch isn’t good enough to be published as is, don’t send it! • Bloggers care about trackbacks, comments, authority – How will covering our news generate ‘linklove’? • Bloggers are not journalists – Bloggers write about what they want to write about – our news many not be ‘newsworthy’ to them, even if it seems to be ‘right up their alley.’ – Bloggers are ‘amatuers’ in that they are not required to check their facts, protect their sources, or be impartial! • Bloggers exist in a community – Bloggers often know who else we’re pitching; and, how we’ve been received by their peers. • As with traditional journalists, bloggers will often want to offer a unique take on our news: got fodder? • Above all – respect the power & the perils of the blogosphere!

Social Media / PR Best Practices • Recognize formally the role of bloggers as influencers • Give them dignity of counterparts • Differentiate bloggers from press/journalists but don’t treat them any less importantly and don’t have media only vs blogger only events • Be informal and direct: drive peer-to-peer conversations • Encourage engagement from top management through to technical experts • Be a skilled and specialist interlocutor and not an opponent • No push - don’t overload them: engage them in selected opportunities • Read their posts and counterposts • Show them we are a company made of people and not a Corporation: dialogue! • Use a professional digital agency as a front-end and for back-office support

How they stack up together Social Media Management Reporting and planning Customer Influence Customer Groups Mass Media Adding IBM voice AFL Today Show Manage Reputation Victoria Secrets Pink Sunrise Social Networks Blogosphere Facebook Technorati Manage Reputation MySpace Wikipedia Whirpool Digg Family/Friends Online News Media Yahoo Groups News.com.au Manage Reputation SMH Google Blogs ZDNet Advocacy program Adds trusted 3rd party voice to the conversation

8.Search and Social Media

Search and Social Media Marketing.....Search Engine Marketing (SEM) and Social Influence Marketing are actually very closecousins. As illustrated in the following infographics, search is no longer about onlyoptimising your company owned websites.• YouTube is the second largest search engine on the planet so ensuring your ‘meta data’ execution and your SEO strategy is consistent and integrated across your own websites and your social media outposts is crucial for success. – A great example was VW’s ‘The Fun Theory’ campaign. When this campaign first launched people were using key search terms like ‘piano stairs’ on Google and YouTube but VW had not optimised the official ‘Fun Theory’ website or ‘Fun Theory’ channel on YouTube. Therefore almost all the traffic went to non-company owned sites or pages or was not initially, easily discoverable.• The terms, words and sentences customers use about certain topics, subjects, brands, products and organisations is often very different to what the marketer, agency and organisation understand.• Your search program can benefit significantly from the intelligence you uncover in your Social Media Listening program and likewise, your key search terms (especially the quality ones which help bring in the right consumers / customers) can provide more insight into your Listening program.

Search and Social Media Marketing.....In fact your topic and keyword discovery and definition is almost an identicalmethodology across SEM and social media.For this reason alone the planning of your topics and keywords should be donetogether.Your SEM research, planning, measurement and optimisation should feed yourSocial Media research, planning, measurement and optimisation and vice versa.Most of the success in this area is getting into the long tail and understanding thatkeywords and conversations will be different depending on where the customer isin the product / marketing lifecycle (awareness, consideration, conversion, postsales etc).For example an IT Pro is more likely to search and have conversations aroundvendor comparisons of a solution / product when in the purchase consideration /intent phase.

The World of Search & Social Media Search engine results arent realized simply from optimizing your website anymore. Gaining an understanding of the multi- channel nature of the Internet is key to successful online marketing campaigns.

The Impact of Social Media on Search Results A search engine marketing campaign isnt complete without including some elements of social media. While engaging in social media alone can provide impressive results, this infographic illustrates how properly planned tactics can have a positive impact on your search results.

Social Media and Search - People Streams A common misperception about search marketing is that it consists only of on-page optimization. In reality, SEM touches countless online channels with the ultimate goal of bringing targeted traffic to a web site. This infographic illustrates the number of channels that search marketing taps into - in addition to search engines - to deliver the right people to your content.

Search Benefits of the Blogosphere There are many aspects of the blogosphere that make it attractive to search marketers: the sharing and distribution of content, the potential for viral marketing and link bait, and the associated linking opportunities. But, so much more goes into the relationship we have with blog communities. This infographic describes both the tangible and intangible benefits of engaging with the blogosphere.

Search and Social Media - Keyword Research When you begin the process of keyword research, the first step is to think like your target audience and how they would enter the phrases for what they are searching for.

Search and Social Media - Keyword Research This infographic details an essential element of keyword research: exploring conversations that are happening on the web. By combing through competitive and industry websites, relevant blog postings, and popular tag sites, new phrases are discovered and search frequencies can be determined.

Search and Social Media - Keyword Research Keyword research involves so much more than just looking up search frequencies. Critical factors such as budget restrictions, competition levels, and business strategy must be considered in order to develop a results-driven search marketing plan..

Search and Social Media Marketing.....A couple of other methodologies for generating topics and key phrases:Simple1. Phrases about your products, services, or solutions 1. Names (dyson 5120) 2. Categories or other labels (vacuum cleaner) 3. Benefits (pet hair removal) 4. Features (pet hair vacuum attachment) 5. Specs (20 horsepower purple vacuum)2. Phrases about your customers, prospects, and partners 1. Problems (dirty carpet) 2. Needs (carpet cleaning device) 3. Desired outcomes (clean carpet) 4. Places and locations (vacuum store)Advanced1. Identify the base / root / head terms - generally brands, product names & generic descriptors (internet explorer, IE, browsers)2. Create a list of action terms associated with the head terms or associated with the desired action on the landing page (get, download, install, try, buy)3. Create a list of qualifying words (free, fast, new)4. Create a list of component terms (tabbed browsing, security, add on’s)

Search and Social Media: Long Tail SEO The strongest search marketing campaigns pursue rankings for a combination of high-traffic phrases that are likely to bring many visitors to the site as well as highly-specific, 3- or 4-word phrases that are more likely to convert a targeted buyer.

B2B Long Tail SEO Its hard to dispute that the Long Tail is an important concept in Search. A lot of times, though, we tend to think of the long tail as being a B2C concept by relating it to specific product names in ecommerce situations. But, its just as relevant in the B2B world. One- word phrases bring businesses up against a lot of competition, but the benefit of increased traffic may outweigh the expense of ranking. On the flip side, credibility-building site assets like case studies can be optimized with longer-tail phrases in order to boost the probability of conversion. Where does your SEM campaign fit into the curve?

9.Measurement!

Social Media Marketing - What to measure? Many measurement frameworks are great in theory but measuring for the sake of it doesn’t accomplish anything and importantly it most likely won’t tell you anything about engagement and influence. For example, if you don’t know who are influencing conversations & sentiment around your brand / product then how do you know who to engage? What is your share of voice in relation to your competitor? If you don’t benchmark your Share of Voice and Sentiment first then how do you know you’ve had any impact and importantly what problems may or may not exist? To measure true impact, engagement and importantly the influence of your efforts we recommend the five C’s: 1. Content View my full Digital Marketing 2. Community Measurement Framework PowerPoint here on SlideShare. 3. Conversation 4. Collaboration 5. Connections

Social Media Marketing - What to measure? More specifically you should be measuring (yours and your competitors): • Topic Share of Voice / Conversations • Topic Comparison • Post Volume • Author Volume • Domain volume • Sentiment • Cost / Value per Impressions and or Cost / Value per Engagement and or Cost / Value per End Action* *Depending on what your marketing goals or objectives are: exposure, engagement, conversion – see next slide.

Social Influence (Media) Marketing (SIM) Metrics SIM Measurement Framework These are the three basic categories of Social Influence Marketing KPI’s: Exposure Metrics Engagement Metrics Linked Outcome MetricsWhat you measure depends entirely upon your marketing goals and objectives, ie. awareness, consideration, conversion. But, they arelinked in the sense that if you are measuring Outcomes (conversions) then you also have to measure Engagement and Exposures.

Social Media Marketing Measurement Activity + Pull + Reach = Influence Determining and Measuring Social Media Influence • With customers, journalists, hecklers, advocates, enthusiasts, and 100 million of their friends participating in social media in ways that are directly relevant to your brand, understanding who is the most influential on a given topic, within a particular community is critical. • Prioritizing interaction with those that have the most influence allows you to work smart, disseminate your message effectively, and reach a broader audience with the same effort. With a diverse target like social media, that’s easier said than done.

Social Media Marketing Measurement Social media, social influence marketing, CGM and sentiment: • Consumer Generated Media (CGM or UGC) is the fastest growing segment of the Internet, with more than 2 million new articles of content posted every 24 hours. • Consumers love to share information with each other. This often takes the form of Q&A sessions, reposting of news articles and adding comments to others’ threads. • It is normal that much of the information sharing, results in neutral conversations. The average amount of neutral sentiment for any one topic is 20%. • Consumers that are neutral when they speak about your brand are still important – talking is the first step, then through advertising, engagement and information sharing efforts, you can turn them into brand advocates.

Social Influence Marketing MetricsHere are two full sample reports (using real data) of what I consider best ofbreed ‘Social Influence Marketing’ reports (both are from Visible Technologies– Trucast): (.PDF 3.4MB) (.PDF 4.2MB) Click on images to downloadOnce again, data without analysis, insights and recommendations is practicallyuseless. You could use a myriad of tools and technologies but if you don’t havethe expertise and skills to transpose the data into actionable insights then youare wasting your time.

Social Media Marketing: Establishing Influence Activity: Relevant Post Authorship Our Activity ranking is not just a tabulation of simple keyword frequency; it counts the number of posts and comments written by an author that are conceptually relevant to your selected topics. This ensures that only those authors who are consistently vocal on subjects or topics that matter to you are identified. Pull: Unique Inbound Authors Pull counts the number of unique authors who interact with an authors’ post. Authors with high pull often write on popular blogs, originate forum threads, and create or surface content that incites active discussion. By focusing on authors who are the conversation hub, you can prioritize interactions with authors who have earned a relevant audience. Authorship: Volume of Inbound Comments Authorship is similar to Pull, but without the “unique” criteria. It shows the sheer volume of inbound comments which is useful for comparing high pull authors. Reach: Unique Outbound Authors Reach scores how viral an online author is by counting the number of unique and relevant interactions they have had with other online authors. Authors with high reach are often members of large hosting platforms that provide easy cross-blog commenting which facilitates rapid message distribution. By focusing on conversation disseminators, you can prioritize interactions with authors who will spread your message the fastest. Participation: Volume of Outbound Comments Participation is like Reach but without the “unique” requirement. Participation counts all outbound interactions, separating authentic communicators from the rest.

Social Media Marketing – What to Measure? Ecosystem Map Additional Metrics One of the simplest ways to view and understand the There are four additional metrics to evaluate the influence of an massive amount of data that determines the relative author outside of their post and online community from the influence of individual authors and the sites that they broader Internet’s perspective. post on is through an ecosystem map. The ecosystem map displays information on a single topic and shows an Search Visibility author’s influence to that topic. Search Visibility assesses the discoverability and visibility of an author’s relevant content through the top search engines, the number of external links connecting to this content, and the distinct sources of these links. Social Visibility Social Visibility ranks an author’s content based on the evaluation from the social media community at large via popularity ranking and social bookmarking sites like digg, mixx, del.icio.us, and reddit. Feed Visibility Feed Visibility ranks how many people have subscribed to an RSS or ATOM feed of an author’s content. Mainstream Media Visibility Mainstream Media Visibility highly ranks an author if online outlets from traditional media like CNN, the Wall Street Journal, New York Times, etc. link to their content, since crossover into mass media is a sign of significant influence.

Social Media Marketing: Topic EcosystemThe Topic Ecosystem is asummary of volume andsentiment. The diameterof the spheres showrelative post volume,while the color indicatesthe sentiment of thediscussions. Due to thenature of ConsumerGenerated Media(CGM), posts oftenrelate to multiple topicsand are scored as suchwithin the datacollection system. Thelines connecting topicsshow overlappingdiscussion; the thicknessof each line indicatesthe frequency of sharedconversations.

Exposure & Engagement MetricsDetermining ROI / ValueIn order to determine ROI / value of social media it is important to consider acost/benefit associated with the activity.For example - Outreach and Engagement Activity, Cost, Value Report:

Evaluating & Comparing Channel / Tactic Performance It is one thing to measure some basic exposure and engagement metrics such as Tweets, Facebook followers and other data points, but ultimately if you are not measuring ‘outcomes’ – changing sentiment, driving a webpage visit, driving a video view, driving online sales, driving Facebook likes, event registrations or more (depending upon your marketing IRR = Initial Response Rate objectives) then you are not really measuring the effectiveness and ROI of CPIR = Cost Per Initial Response CAR = Continued Action Rate your Social Influence Marketing efforts particularly in context of other EA = End Actions integrated tactics. CPEA = Cost Per End Action Email Display Paid Search SEO ATL Social MediaExample (purely illustrative):Media Cost $977 $51,850 $70,618 N/A $257,600 $11,025Impressions 100,000 1,481,403 2,250,000 2,500,000 11,500,000 845,600IRR 4.25% 0.15% 0.52% 1.50% 0.85% 2.20%CPIR $0.35 $77.80 $1.25 N/A $21.50 $1.50Unique Visitors 4,250 2,222 11,700 15,000 97,750 18,603Engagement Rate* 16.50% 12.78% 20.34% 27.20% 14.25% 27.20%CAR 8.25% 6.24% 5.63% 9.97% 3.56% 11.13%End Actions 399 255 983 840 2,346 2,100End Action Conversion 9.4% 11.5% 8.4% 5.6% 2.4% 11.2%RateCost Per End Action $2.45 $203.33 $71.84 N/A $109.80 $5.25 *You would principally measure the Landing Page engagement rate and the Engagement Rate of the top Entry Pages

Ultimately It Must be About Actionable Insights • Overall increase in positive sentiment, increase in Heroes Happen Here Launch brand equity, greater event visibility and exposure to non-search users. • Volumes rose 200%+ around launch events, and settled more positive than original positions.  WOM had higher registration percentage than any other campaign channel.  Outperformed Paid Search by 2.5x. Sentiment before, during and after launch events.  Simultaneous PR and advertising win.

View my full Social CRMSocial CRM PowerPoint here on SlideShare. A process to monitor, engage and manage conversations and relationships with existing and prospective customers and influencers across the Internet, social networks and digital channels. Or another way to look at it: Social CRM is the process of converting content into conversations and extending these conversations into collaborative experiences and then transforming those experiences into meaningful relationships.

Social CRM Benefits• Sales teams can now be equipped with significantly more relevant information about their customers through an integrated view of their customers online conversations combined with digital analytics (website, search, mobile, email etc) and existing CRM activity history.• Marketing teams can now meet prospects at their point of need, connecting much earlier in the buying process with real-time listening and monitoring of online conversations. Marketers can also gain a greater insight into the behaviour, sentiment and effectiveness of their marketing and communication efforts which in turn can help them define and refine their creative, messages and channels.• Product development teams can engage and collaborate directly with customers throughout the development phases from the simple generation of ideas through to design, prototyping and testing which can build significant advocacy and positive word of mouth. Companies like Dell actually encourage, facilitate and solicit new product ideas directly from their customers and ask other customers to rate these ideas. Ducati designs and develops motorcycles in collaboration with its customers and fans via forums, communities, contests and polls.• Customer service teams are now empowered to provide a memorable service by proactively responding to customers on the customers terms, equipped with an integrated view of their entire interaction, engagement and conversation history.• Community and social media teams are provided with context for their outreach and engagement efforts.

How Does Social CRM Work?• Social CRM is achieved through the integration of digital analytics (web, email, mobile, search, video etc), social media / conversational analytics and other CRM relationship management analytics to determine and articulate social media ROI. *For example Radian6 with WebTrends and SalesForceCRM.• Marketing, community, social media, customer service and sales teams can now map their word of mouth or social media initiatives directly to success events (customer navigates to fulfil a need – click on a video, click on click to chat, download whitepaper etc) and end actions (customer fulfils a need – register for event, downloads, subscribes to newsletter, makes purchase) on a website or other digital channels. They can then view a customers online activity and performance through the lens of social media.• Organisations will be able to: – Compare which types of social media and communities are most effective in generating positive word of mouth, resulting in desired actions on your website or other digital channels – Measure the direct benefits of customer advocacy and quantify the value of engaging customers and influencers online and through digital channels – Calculate the ROI of content marketing and outreach efforts by connecting associated social media conversations to website traffic, downloads, conversion or sale or other desired actions.

Why Social CRM?• Traditional CRM - typically a one dimensional corporate interaction that provides processes, services and technology to customer facing departments like sales, marketing and customer service is no longer a viable discipline.• Customer expectations and behaviour have fundamentally shifted as the world moved from the era of information asymmetry to information democracy with the advent of the Internet and other digital channels.• Marketers must recognise that there is now an active participant ecosystem which provides empowered customers - who are interested in making their own choices – the ability to interact with organisations when and how they choose.• Conversely, customers are now more accessible than ever before and companies are able to connect and provide – if they so choose – a remarkable and more personable customer experience by listening to their customers and reaching out to them through online and digital channels.

Customers Have Moved, CompaniesFallen Behind

Brands are trying to catch up www.engagementdb.com

Companies cannot keep up• For companies, real time is not fast enough, Ex. Motrin responded to angry moms within 24 hours – it was too slow.• Companies are unable to scale to meet the needs of social, Ex. Dell and ComcastCares community managers cannot scale to meet all customer interactions• Customers don’t care what department you’re in they just want their problem fixed. • @dooce’s support problem with Maytag quickly became a PR nightmare – had the support group known she was an influencer (and what it means), they could have supported her better.

Companies know the problem will get worse before itgets better• Outdated frameworks and pet theories relegate discussions to incremental fixes.• Organizations realize they are no longer in charge. They often lack a credible strategy that empowers employees to catch up to customers.• Although ComcastCares has over 10 employees responding in social channels, they can’t scale. Furthermore, a proliferation of new social networks and mobile tools are appearing at an increased pace – organizations will fall further behind.• The result – tremendous amounts of waste in piecemeal data, customer records, APIs, and experiences – leaving companies unable to efficiently reach customers, prospects, and partners.

Mindset Changes

Change your mindset• This does not replace CRM systems – but augments them.• This should be done in addition to existing CRM programs.• Remember the rules of engaging with customers – the communities are in charge.

Frameworks: Entry Points and UseCases

Choose Your Entry Points to Business Value Web Mobile Phone Community Face to Face Machine to Machine Social Service & Support Social Social Sales Innovation Social Collaboration Marketing Social Business Customer Customer Use Experience Insights Cases

The 18 Use Cases of Social CRM 1. Social Customer Insights: The 5M’s Service & Customer Marketing Sales Innovation Collaboration Support Experience 2. Social 9. Social 14. 17. Seamless 6. Social Sales 12. Innovations Marketing Support Collaboration Customer Insights Insights Insights Insights Insights Experience 3. Rapid Social 13. 7. Rapid Social 10. Rapid Social 15. Enterprise 18. VIP Marketing Crowdsourced Sales Response Response Collaboration Experience Response R&D 4. Social 8. Proactive 11. Peer-to- 16. Extended Campaign Social Lead Peer Unpaid Collaboration Tracking Generation Armies 5. Social Event Management

Social CRM: Marketing Use Cases

Social CRM: Marketing Use Cases Social Marketing Insights (M1) Rapid Social Marketing Response (M2) Social Campaign Tracking (M3) Social Event Management (M4)

Social Marketing Insights (M1)• "Listen before talking."• To be effective, marketers must listen to what consumers are already saying, making them relevant when they deploy their social marketing efforts.• Identify top influencers, rank top conversations, prioritize top channels, identify velocity of discussion, and gauge the tone of topics.• Sophisticated marketers will create their own “private focus groups” using insight community vendors.

Example Social Marketing Insights (M1)High tech firm discovers 70% of market spend is not reachingtarget audience.

Social Marketing Insights (M1)• Alterian • Radian6• Biz360 • RightNow Technologies• BlogPulse (Nielsen) • SAS Institute• Brandwatch • Scout Labs• BuzzLogic • Spiral16• BuzzMetrics (Nielsen) • Sysomos• Cymfony • Telligent• Converseon • Visible Technologies• Dow Jones Insight• Get Satisfaction Insight community vendors:• Microsoft Dynamics • Communispace• Overtone • Passenger

Rapid Social Marketing Response (M2) • “Defending the brand." • Companies can no longer afford to slowly respond to customers, as a blogger can trigger a discussion that results in mainstream PR crises • Brands will have to identify whats being said, the severity of the information, the influence of that person, and context of previous interactions. They must quickly triage to respond in near real-time. • The Social CRM system provides coordination among teams.

Rapid Social Marketing Response (M2) • Alterian • Visible Technologies • CoTweet (ExactTarget) • RightNow • Hootsuite • Jive Software • Microsoft Dynamics • Radian6 • RightNow Technologies • Salesforce.com • SAP • Scout Labs • Telligent

Social Campaign Tracking (M3)• "Optimizing in flight."• Unlike traditional advertising, social marketing is constantly changing and requires constant attention and massaging.• Track whats being said in order to quickly respond. Constantly monitor sentiment, velocity, discussion, and relationships in order to make real-time course corrections.• For example, a social gaming company used Social Campaign Tracking to learn about the right language and conversations to participate in. It changed key elements of its product launch – shifting from a print campaign to an actual offer in a country specific multi-player environment which led to a 23% increase in sales.

Social Campaign Tracking (M3) • Restaurant tests offer effectiveness in different Facebook Fan Pages and discovers a new cash and carry market. • Savvy brands will look for conversation hot spots and amplify that activity. • Build your marketing plan with flexibility as part of the program –don’t be rigid.

Social Campaign Tracking (M3)• Alterian• Biz360• Dow Jones Insight• Overtone• Radian6• SAS Institute• Scout Labs• Visible Technologies• WebTrends• Omniture

Social Event Management (M4)• “What happens in person goes social."• Events are no longer a fixed period of time. Marketers must use social to promote the event to connect customers, improve the event experience in real-time, and track mentions and follow- ups for lead generation.• Attendees already supplement traditional events with live chat press conferences, video uploads, and podcasts.• Don’t expect this to be limited to physical events.• The goal – provide speakers with feedback, answer audience questions, and gauge overall sentiment.

Social Event Management (M4)• The offline world and online world are intricately related.• Develop a before, during, and after strategy.• Integrate virtual events with existing communities.• Take input from the community – feature and enable them in addition to speakers.

Social Event Management (M4)• Alterian • Ustream• Biz360 • Visible Technologies• Dow Jones Insight• Gigya• InXpo• ON24• Overtone• Radian6• Scout Labs• Unisfair• Livestream

Barriers to Effective Social CRMMy own experience:• The single greatest barrier I come across in my professional life is a lack of understanding and experience with CRM, Social Media and digital analytics and then the technological barriers.• I also see organisational barriers with far too many organisations placing analytics within a CIO’s portfolio of responsibilities and not where it should be which is marketing.• But when I do see it in marketing, the marketers largely have no knowledge or experience with technology and often get talked into the wrong tools, technologies or platforms or very costly and under-defined integration projects which often fail.Here are some critical insights from the Econsultancy ‘CRM 2.0 Report 2009’.The main factors holding back most companies are:• The inability to link web activity to a specific individual customer• The lack of integration between different databases• Data limitations and lack of relevant information/actionable data from web analytics packages• Lack of time and resource to understand and analyse the data• Lack of skills and knowledge to understand the data

Barriers to Effective Social CRMOther report highlights:• Companies were asked to what extent they had implemented attributes of a CRM 2.0 strategy within their organisation. A third of companies (34%) say that they definitely (i.e. “very much so”) put their customers at the heart of their decision-making, while half (49%) say that this is only “somewhat” true for their organisation.• Email platforms (66%), web servers (64%) and online surveys (63%) are the most common sources for data collection relating to the online channel.• In terms of how online data is collected, web analytics tagging is overwhelmingly the most commonly used approach, adopted by 87% of company respondents. On-site search data (49%), and traditional log analysis (42%) are the next most frequently used methods for collecting data.• The majority of companies collect data related to geography (80%), the type of content viewed (74%), and transactional data (66%), including frequency (70%) and recency (67%) of purchase.• The vast majority of companies surveyed say they have a central repository for storing customer data (70%).• Only a fifth of companies (20%) say that they are definitely able to link data from the online channel with back office systems, compared to 45% who report that they are somewhat able to do this. However, 28% of organisations do not have the capability to link the online channel to their internal back office systems.

Now, it’s important to remember….. messages are not conversations.

You mustrelinquishcontrol

REPEAT AFTER ME:“THE GOAL IS NOT TO CONTROLTHE CONVERSATION.”

THE GOAL IS TO: ENABLE INSPIRE INFLUENCE &……

A Brand is Not WhatYOU Say it is. It’s WhatTHEY Say it is.

Source: www.BrandTags.net

When BrandsStumble …

Do you rememberDell Hell?June 21, 2005Dell lies. Dell sucks.

But, some Brands AreAdapting …

• At start of program, 49% of blog posts were negative. Today, overall tonality is 22% negative.• Direct2Dell currently ranked 700 on Technorati, among the highest corporate blogs.• Direct2Dell gets more than 5m unique views per month.• Over 7,000 ideas have been submitted via IdeaStorm.• Studio Dell gets more than 200,000 views per month.

Faceless Companies Now Have Faces

Social Influence Marketing Best PracticesBest practices• Listen before you talk: Listening can increase loyalty, trust and willingness to recommend a brand or company. When participants feel heard within the community, 82% say they are more likely to recommend the companys products and services than before they joined.• Engage in an ongoing dialogue: Customers expect to have a say about their products and services: how they should fit into their lives, how they’re designed and packaged, where they can buy them, and how they should be advertised. They are often passionate about being able to help companies make decisions.• Keep communities small: Although some social networks thrive on large numbers, online communities for marketers can be small, as it promotes intimacy and exclusivity. You can’t have a conversation with a million people.• Measure engagement / participation, not membership: Focus not on how many people log in, but how actively people participate. Just 1% of people on big social networks create original comment, and another 10% comment on or respond to content. The other 89% lurk. But by- invitation, branded communities can have participation rates of up to 90%• Focus on people, not your products: People want to talk about common interests and passions -and not solely your products. So focus the conversation around what they care most about.

Case StudiesThere are other programs I have worked on with very specific results andoutcomes which I would like to share but unfortunately I am bound toconfidentiality by my some of my previous employers.

Case Study: Heroes Happen Here Launch Objectives: • Identify potential Joint Launch participants and to provide a gateway for efficient and effective outreach toward these individuals – driving awareness, interest in the HHH event series • Test and inform subsequent social media tactics and engagement strategies Approach: • Take a “snapshot” of sphere of influence and identify those influencers who may be an ambassador for your message • Map the audience and sentiment based on key ‘topics’ related to Joint Launch: WS08, SQL08, VS08, Events, Microsoft • Engage community using the appropriate tone and manner with key influentials, driving awareness and participation in launch communications Timing Parameters: • Benchmark data was captured in December • Outreach efforts ran from January through March Results: • Event leads – 3.8% continued action rate • Number of engaged influencers – 344 posts were responded to • Leveraging benchmark report for audience and sentiment learnings and media mix recommendations for Katmai

Heroes Happen Here - Holistic Campaign Strategy Core IO SMS Comp @ Event win a zune with preloaded exclusive white papers Core IO Production and Distribution of exclusive content on zune and on web Core IO CIO print Cover wraps

Social Media Monitoring and Engagement Opportunity “Heroes Happen Here” Joint Launch event, took place in 61 cities across the USA. It later ran in more than 40 countries around the world. The HHH team wanted to: •identify and engage potential event attendees •maintain a consistent dialogue with these customers post-event Goals: • Drive awareness of events • Drive engagement and ultimately registrations and attendance • Feedback loop to help optimize media mix and inform product, marcom and audience teams

Approach Utilize TruCast, an influencer outreach application, to Mapping track consumer generated media to determine sentiment and identify influential authors and sites for engagement. Develop tactical road map including Reporting engagement and additional external Customer media strategy Engage audience by utilizing TruCast’s engagement manager, authorization utilities, and response engine to communicate directly with identified authors. Engagement

Influencer MapInfleuncer map creates a visualdiagram showing discussions andsentiment around the definedproducts within the Joint Launchinitiative .Discussions proved to be neutral, withsentiment feedback leaning positive. Overall Top 10 Authors Overall Top 10 Sites1. unknown@msdnrss.thecod (78) 1. mcse.ms (191)2. unknown@sswug.org (33) 2. forums.techarena.in (109)3. Scott Whigham (26) 3. msdnrss.thecoderblogs.com (79)4. DG (24) 4. forums.microsoft.com/MSDN (71)5. GPS Navigator (20) 5. ms-os.com (54)6. Jenifer Office (19) 6. digg.com (46)7. mswatcher (18) 7. gadgetfrenzy.com (43)8. Codered (17) 8. sswug.org (33)9. unknown@hr6.org/blogs/ (16) 9. codeguru.com (32)10. inftekho (15) 10. dbforums.com (32) 3 6

Sentiment Trend & Comment Volume

Example Microsoft SME Engagement “Thanks David! I had not even “… My migration will be from Access“…I just joined this forum for your thought about which edition I … to a bigger SQL server on the localexpert advice and to use as my should look at. I guess I do need end. …just grown way too large to staysupport…currently use MS Access for all something pretty large scale. with access. I have customer servicemy data …. I want to migrate to use a …There is a lot of data and I would reps accessing the data…input a lot of “Thanks David!SQL server on the local side… what want to be able to pull just what I data locally and then upload it to thewould be the fastest and most efficient need … and not have to load the MySql server many times throughout I will look intoway to access the data in the MySQL entire tables…Im not exactly sure the day…” it.”database on the server, and what would which way I should go, but anprovide the best results in our day to advice is greatly appreciated.day operations. … what would be the Thanks again!”best SQL to use on the local end….Fiona” healdem fjohnson DaveAtMicrosoft DaveAtMicrosoft “…depends on a couple of things, “If youre looking to keep a local store in sync fjohnson with another remote DB, you might want to Fiona. Youve got options ranging from embedded scale with SQL Server “why not keep your existing SQL.. if consider using SQLCE on the client and use Compact Edition… on up to you have spent all that time and Sync Framework to keep your local cache Workgroup Edition, etc. If its an effort then keep the existing JET up2date: http://msdn2.microsoft.com/en- fjohnson occasionally connected scenario, Sync us/sync/default.aspx. There are some SQL that is bundled with Access. Services for ADO.NET would be a otherwise I think a significant re- limitations with SQLCE, so youll want to platform option….” write is in order…” evaluate carefully before leaping into a development effort; SQL Server Express Edition is more full-featured than SQLCE (and still the same price ;-).”This is a verbatim blog thread between Fiona Johnson, a junior architect on dbforums.com, andDaveAtMicrosoft, a Microsoft SME using TruCast to manage direct, transparent CGM engagement. 03/03 - 03/04 - 03/05 - 03/06 - 03/07 - 03/08 - 03/09 - 03/10 - 03/11

Example of External Team Vendor Engagement “…Lots of cool VSTO stuff to play with... I “Yep, I was there today at the Global think the Open Package Editor is the initial Launch in Los Angeles...  Im going coolest (much easier than renaming a DocX through my swag bag now. lol....” to ZIP and then exploring it that way...)” FredAtMicrosoft “You can also get a free version of VS 2008 by Greg Duncan attending the Heroes Happen Here events …. Therell be experts on hand to answer anyGreg Duncan questions….” 02/21 - 02/22 - 02/23 - 02/24 - 02/25 - 02/26 - 02/27This is a verbatim blog thread between Greg Fred and Nico, togetherDuncan, a Development Manager/Primary with Microsoft SME’sDeveloper for KPMG’s Electronic Document averaged a 41% gain inDiscovery service line, on his blog, “Greg’s Cool thread comment volume*Insert Clever Name+ of the Day” and over typical CGM threads.FredAtMicrosoft, a member of the InfluencerOutreach Team, using TruCast to manage direct,transparent CGM engagement.

Results: Success CAR = Continued Action Rate Sentiment before, during and after Joint Launch Events • Overall increase in positive sentiment, increase in brand equity, greater event visibility and exposure to non-search users. • Volumes rose 200%+ around launch events, and settled more positive than original positions. SQL Server CAR% Comparison Between Paid Media Visual Studio and Word! Word! (Influencer Outreach Program) All Other Paid Media Paid Search Windows Server Paid Search 1.63% All Other Paid Media 2.24% 2.5x Better Sentiment Scale (-100 to +100)• Higher registration CAR % percentage than Word! (Influencer Outreach Program) 4.13%• Other media channels• Outperformed Paid Search by 2.5x. CAR = Continued Action Rate . 2 8

Campaign Learnings 46% of conversations took place in forums used by DB developers both for SQL and Oracle. 36% came from private Blogs, Slashdot, The Coder Blogs, and TechRepublic.WHERE With 5 of the top 100 sites, Microsoft properties are key hosts for discussion in the space. Knowledgeable and detailed responses had a significantly more positive effect in CGM compared to bulk, less-expert posts from engagement participants: SME’s make a difference.HOW Engagement increased average comment volume by 41%: Interaction creates dialog. Twice the percentage of commenter’s who expressed an opinion expressed a positive opinion about SQL compared to Oracle.COMPETITON Sentiment toward Oracle dropped after the launch event. Discussion around all three of the JLE products improved in sentiment over the course of our campaign, and remained positive after the “event halo” wore off.IMPACT Posted links in relevant blog threads to campaign specific “Vanity URL’s” earned 2.5x the CAR% of Paid Search.

Pulling it all together:An Integrated Campaign

Compare the Meerkat - Case Study

An example of a successful integrated campaignBusinesses globally are starting to really think about and interact with social media channels.Some can only dream about developing an integrated, engaging and brand-buildingmarketing campaign which is as successful offline as it is online.The British financial comparison site Compare the Market did just that with their recentCompare The Meerkat campaign. It’s a great example of how companies can combine theironline and offline marketing to create a popular brand and have a direct influence towardsincreasing online traffic and sales.So what did they do right?Well, along with it being a pretty funny and memorable advertisement in itself, it serves as agreat case study for how to ‘do’ social media. What I mean by this is that whilst it’s a brilliantintegrated campaign it does a rather splendid job of building brand awareness online viasocial media channels to CompareTheMeerkat.com.Here’s the original ad which was aired on British TV in case you haven’t seen it, and below afew other places on the web that its star, Aleksandr Orlov, is present.

Compare the MeerkatThe official YouTube video has had over 80,000 views and also bear in mind that it has beenadded under several different profiles which means that the total number of views will besignificantly higher. Click images to watch videos

Compare the MeerkatOver 320,000 fans have chosen to interact with a fictitious character, Aleksandr Orlov, and by becoming a fan they haveaccepted a badge of pride that they proudly display on their own Facebook page. When an individual becomes a fan of aFacebook page it is ordinarily added to their news feed which their friends can see, thus creating a domino effect in terms ofpotential further eyeballs and creating a groundswell of added exposure.Fans are choosing to interact with the campaign even further than just adding themselves to the fan page. They areuploading their own customized pictures of Mr. Orlov and starting petitions to get cuddly toys made!Additionally, as you can see above on Aleksandr’s status updates, he is receiving a tremendous amount of comments and‘likes’. This is huge and let’s not forget this is all for a car insurance website. For example, a recent status update was ‘liked’over 800 times and commented on over 100 times.

Compare the MeerkatOver 10,000 people are following Aleksandr Orlov’s every tweet on Twitter. He has currentlypublished over 800 updates which shows that Twitter is not just a tool the company thoughtthey had to be signed up for, but a service that they take seriously. The campaign has usedthe account to add an amusing personal touch to the brand whilst helping to provide anadditional level of customer support online.

Compare the MeerkatAs you can see above, page views are up 320%, its Alexa traffic rank is an incredible 26,065,and the site’s reach is up by 108,000% in the last 3 months. (Disclaimer: Alexa traffic is knownto be somewhat unreliable in some cases.)

Compare the MeerkatDo you remember when Stephen Fry (TopGear)recently got stuck in an elevator and startedtweeting about it? Soon after, the above image wasadded to Twitpic() and not even as part of thecampaign! Amelia Torode, who was involved withthe campaign, writes on her blog, “This examplefurther strengthens the fact that interestingcreative ideas take on a life of their own when theyemerge in the Social Media world. Social Media isnot a replacement for a great creative idea or for aTV commercial. TV adds mass awareness and actsas a catalyst for the Social Media activity, but it’s onthe likes of Twitter, YouTube and Facebook that inmy opinion the real fun and conversations areoccurring.”

Compare the Meerkat – But did it work?In the first 3 days of the campaign over three quarters of the monthly quotes targethad been achieved. The year on year uplift in quotes was 45% and vitally, over 50%of the site traffic in the first week was going directly to comparethemarket.com.Finally, the number of quotes is up by 90% on the same period last year.Compare the Meerkat shows how an excellent TV ad can be made to maximize brandawareness online. A rare example of a financial marketing campaign that gets themodernity of today. It is one of the best examples of recent times owing to thesynergy created on and offline. Brands often simply create a new domain/websitebut fail to mention it in offline advertising without promoting effectively onlineeither. Maybe now is the time to start integrating your offline direct marketingcampaigns with an equally great online social media strategy!

Windows CrowdFire - Case Study(Crowdsourcing Experiment)

Windows CrowdFire - crowdsourcingThe Idea:• Leverage behaviour that already exists – capturing content at an event• Creation of community around a cultural event – tap into people’s passion• Enhance experience with Windows productsThe program:• Windows branded digital community crowdsourcing program called CrowdFire which was created around the Outside Lands Festival, a three day music festival in San Francisco’s Golden Gate Park in August of 2008. Microsoft developed an online and on-site destination where music enthusiasts participate in a massive, crowdsourced act of digital media creation. Music fans were able to upload their images, video, text and audio to the CrowdFire.net, then watch as it fuses into a collective expression of the Outside Lands experience. www.sfoutsidelands.com

Windows CrowdFire - crowdsourcingThe program (contd.):At the festival concertgoers were able to upload their digital content fromtheir phones and cameras through Windows Vista powered kiosks as wellas via email, MMS and SMS. The content was then displayed on bothscreens throughout the festival grounds (including right next to main stageas 60,000 fans were waiting for Radiohead to start playing), in a loungelike CrowdFire tent, as well as on the CrowdFire website. At the adjacentWindows Brand Experience space concertgoers were also able to checkout the latest Windows products and create personalized vintage rockposters. Twitter tweets about the event were aggregated on the Web siteas well as displayed at the festival.Via the online community members shared their favorite images, videoand text with each other. The site also included message boards, contests,polls, and downloadable mobile content such as photos and concertschedules. Windows Live functionality was integrated on the Web site tofurther enhance the experience. Site visitors were able to:• Check out band Live Spaces• Use Live Messenger to chat with their favorite band• See where CrowdFire participants are from with Microsoft Virtual Earth• Get the latest concert updates with Windows Live Alerts• Download professional concert photos from Windows Live SkyDrive www.crowdfire.net• View the latest blogger content that is being created with Windows Live Writer

Windows CrowdFire - crowdsourcingThe Results:• 18,000 Media Objects Uploaded to CrowdFire.net (video, photos, text, Graffiti images)• Over 330,000 Web site Visits• Over 300,000 Unique Visitors• Over 700,000 Page views• Overall Festival Attendance: 181,000+• 11,169 total mentions across traditional and emerging media outlets• 774 Twitter tweets• 9,920 friends on Facebook and MySpace www.crowdfire.net• Increased positive Windows sentiment +11%• Increased Windows Net Promoter +9%

Obama Election - Case Study

Formula for Obama’s Electoral Victory Obama vs. McCain 365 2x 4x 5x 10x Electoral Votes 66.8 million Web site traffic YouTube viewers Facebook friends Online staff popular votes

Obama by the numbers •13 million people on the e-mail list Email •Who received 7,000 variations of more than 1 billion e-mails •3 million online donors Donors •Who contributed $6.5 million •5 million "friends" on more than 15 social networking sites Social Networks •3 million friends on Facebook alone •8.5 million monthly visitors to MyBarackObama.com (at peak) •2 million profiles with 400,000 blog posts Web site •35,000 volunteer groups that held 200,000 offline events •70,000 fundraising hubs that raised $30 million •Nearly 2,000 official YouTube videos Video •Watched more than 80 million times, with 135,000 subscribers •442,000 user-generated videos on YouTube •3 million people signed up for the text messaging program Mobile •Each received 5 to 20 messages per month •3 million personal phone calls placed in the last four days of the Phone calls campaign

Lessons from Obama’s Social Media CampaignThe Obama campaign gave prospective supporters a menu ofoptions:1. Personal - You could start by friending Obama on a social network. Then, you might sign up for text messages and e- mails to stay informed about the campaign. As a supporter, you may make your first donation or register to vote.2. Social - Once invested, you may post a comment to a friend’s profile, telling them why Obama was the right candidate for them. Perhaps you would jump to the MyBarackObama.com (MyBO.com) Web site, where you would create an account. After getting positive feedback on the site, you might join or even create a group.3. Advocate - To drive interest in the group, you may post pictures, write blog posts or create a video declaring your support, which you could post to YouTube. With insights and materials from the campaign, you might host an offline event where you would ask supporters to donate money, register to vote, canvass or phone bank.

Lessons from Obama’s Social Media Campaign

Lessons from Obama’s Social Media Campaign Laddering support Provide source materials Choose the right team through tiers of Empowering super users for user-generated engagement content Mobilise supporters Ensure people can find Use tools people are Go where the people are through mobile devices your content familiar with Harness analytics to Build the online constantly improve operation to scale engagement activities

Mattel - Case Study Chuck Scothon, SVP/GM, Mattel Digital Network Betsy Burkett, Sr. Manager, Digital Media, Mattel Digital Network Jill Druschke, Account Director, Razorfish

CASE STUDY: BARBIE’S 50TH ANNIVERSARY Bringing an American icon into the digital world

The Big IdeaReconnect Women 18-34 with the Barbiebrand using the nostalgia around Barbie’s50th anniversary and enable digitalparticipation – For girls in the ‘80s, Barbie was the only adult doll available – These women strongly identify childhood memories the Barbie brand – Use beloved elements to bring an icon back into the limelight and heighten her cultural relevance

The Background – Re-launch a $3 billion, iconic global brand in the digital space – Establish a dialogue with women, a new audience for the core Barbie brand – Overcome internal concerns about opening the brand to fans – Establish a legal framework for social media and user- generated content

The OpportunityCapture fan enthusiasm throughparticipation in global 50th events – Mercedes-Benz Fashion Week designer tent show – Real Malibu Dream House birthday party – Shop-in-shop boutiques at flagship department stores including Bloomingdales in New York and Colette in Paris – Fashion shows in UK, India and Brazil – Flagship experience store opening in Shanghai

The ApproachBring the new brand identity and positioning to life! – Pink, pink, pink! Own Pantone 219 as a signature – Make this icon visually iconic – Be unapologetically all girl – Celebrate all that Barbie can be

The Approach (continued) • Extend existing affinities and behaviors of women in target demo with social media • Use display media, integrated sponsorships, and digital touchpoints

The Approach (continued) – Create an infrastructure and qualified fan base for future efforts – Provide value-add to premium retailer partners and broader access to limited edition products – Use the unique voice of Barbie to initiate a dialogue with fans

The Campaign

The Results – Q1 YOY 18% domestic sales growth – A 15% jump in stock price – Lots of shopping! Shop links were by far most popular – Fans from 178 countries engaged at least one touchpoint – Buzz generated 67% domestic US awareness of Barbie’s birthday – Earned media continues on the social influence infrastructure

The Australian digitallandscape….It is impossible and impracticable for me to try and keep this section up todate with the latest data. You can follow me on Twitter @martinwalsh as Iregularly Tweet links to the latest research data when it is released!

A digital world Universal McCann Social Media Tracker Wave 4 – Jul 2009

Australians Sidestep Traditional Marketing Historically, marketers have promoted their brands by carefully crafting and sending out messages. However, Australian consumers are less and less likely to listen. In particular, they: • Resist push marketing. • Favour new interactive channels. • Prefer peer recommendations.

Australians Sidestep Traditional Marketing

Online Australians Embrace Social Technology • Three-quarters of Australian online adults now use social technologies. • One-quarter of Australian online adults create their own content. • Almost half of Australian online adults are members of social networks.

Marketers Should Focus on behaviour of TargetMarkets • To engage well-heeled professionals, harvest their insights. • To persuade Boomers, create meaningful content. • To sell to geeks, support the latest technologies. • To inspire women, focus on content and connections. • To excite Gen Y, provide constant entertainment.

Australian Social Media Participation LadderForrester Social Technographic Tool -http://www.forrester.com/Groundswell/profile_tool.html Creators: make social content go. They write blogs or upload video, music or text. Critics: respond to content from others. They post reviews, comment on blogs, participate in forums, and edit wiki articles. Collectors: organise content for themselves or others using RSS feeds, tags and voting sites like Digg.com. Joiners: connect in social networks like Facebook and MySpace. Spectators: consumer social content including blogs, user generated video, podcasts, forums or reviews. Inactives: neither create nor consume social content of any kind

Marketers Should Focus on behaviour of TargetMarkets

What are they doing?Online activity93% research products / services / people55% visit message board / forum38% post to message board / forum48% read a blog55% rate something / someone59% send / share a linknielsen online – Consumer Generated Media Report Jan 2009

Customer behaviour Reading online reviews 76% of customers use online reviews to help them make purchases. Less than 25% of sites use them. Ratings can increase sales / conversion rates from 20-49%. Research show that approx. 80% of reviews are positive. Negative reviews are essential to the credibility of the site.Groundswell, Harvard Business Pressnielsen online – Australian Consumer Generated Media Report Jan 2008

Mobile is bridging the Digital Divide• 5 billion mobile phone users by 2015. *Nokia report• 50% of global mobile phone subscribers will go online with their mobile by 2011. *Informa Telecom• Mobile will be at the centre of Social Networking and a key driver for User Generated Content.• Mobile technology, network and devices are being designed for new uses rather than voice.• In many countries like India and Japan, a persons first connection to the Internet is via their mobile!

What are they doing?Mobile content and services 41% of Australians access the internet from their mobile There is 102% mobile phone penetration in Australia 35% play games on their mobile 22% watch live TV on their mobile There is an entire generation growing up with their mobile being their first connection to the Internet

Social Media Activities Active Internet Users: “Thinking about using the internet, which of the following have you ever done?” Universal McCann Social Media Tracker Wave 4 – Jul 2009

Social Media Activities Active Internet Universe Size – putting it into context Estimated worldwide 16-54 year old active internet universe = 625m users Universal McCann Social Media Tracker Wave 4 – Jul 2009

Social Media Activities Universal McCann Social Media Tracker Wave 4 – Jul 2009

Social Media ActivitiesAustralia 50.2% 61.6% Universal McCann Social Media Tracker Wave 4 – Jul 2009

Social Media Activities Active Social Network Users Estimated worldwide 16-54 year old active internet universe = 625m users Universal McCann Social Media Tracker Wave 4 – Jul 2009

Social Media ActivitiesTypes of Content Posted – Blog Writers Only Universal McCann Social Media Tracker Wave 4 – Jul 2009

Some recommended books The New Rules of Marketing & PR. David Meerman ScottGroundswell: Winning in a world transformedby social technologies. Charlene Li & JoshBernoff Made To Stick: Why Some Ideas Survive and Others Die. Chip Heath & Dan Heath Empowered: Unleash You Employees, Energize Your Customers, Transform Your Business. Josh Bernoff, Ted Schadler

Other great resources Nimble: Publishing In The Digital Age RazorfishDigital Outlook Report: 2009 & 2010Razorfish An Internet Watered Down: or how to save the mobile web. John Pettengill, Razorfish Digital Mom. Razorfish & Café MomPower to the People Social Media TrackerWave 3 2008 & Wave 4 2009.Universal McCann Consumer Experience Report 2008 & 2009. Razorfish Global Digital Insight: Understanding the connected generation. Universal McCann

Sources • Groundswell (book). Winning in a world transformed by Social Technologies. Charlene Li and Josh Bernoff. Harvard Business Press 2008. • Forrester Social Technographic Tool - http://www.forrester.com/Groundswell/profile_tool.html • Forrester Australian Adult Social Technographic Profiles November 2008 and Q2 2009 • Social CRM Use Cases: 5Ms and Marketing – Jermian Owyang 2010 • Understand Your Customers’ Social Behaviours – Jeremy Jowyang and Charlene Li, Jan 2010 • 2008 Tribalisation of business study http://www.slideshare.net/fgossieaux/2008-tribalization-of-business-study-447040 • Logic + Emotion - David Armano http://darmano.typepad.com/logic_emotion/ • Social Media: Questions Start Conversations Seth Goldstein CEO socialmedia.com • Ogilvy Enterprise Social Media V1 • Social Media Manifesto, Brian Solis http://www.briansolis.com/2007/06/future-of-communications-manifesto-for.html • Realtime Conversations Gain Influence and Hasten Social CRM Brian Solis, 13 July 2009

Sources • What The F**K is Social Media? Marta Kagan – Social Media Evangelist • the cluetrain manifesto http://www.cluetrain.com/ Research Reports, Companies & Sites • The Social Pulpit - Barack Obama’s Social Media Toolkit. Edelman. www.edelman.com • UM Wave3 Social Media Tracker – March 2008 • UM Wave4 Social Media Tracker – July 2009 • UM Global Digital Insights Mobility Study – July 2007 • Razorfish Digital Outlook Report – 2008 • Razorfish Digital Outlook Report - 2009 • Razorfish Social Influence Marketing Report – July 2009 • Nielsen Online Consumer Generated Media Report - First Edition - January 2008 • Spring 2008 Consumer Opinion Benchmark Report – 5 Scenarios Research Report Findings and Conclusions Review. May 21, 2008 • Various Forrester Reports 2007 to 2009. • Radian6 • Visible technologies Trucast • Responsys Dell Hell • Dell learns to listen • Dell’s Incredible Turnaround

Thank you!Martin WalshGeneral Manager - Marketing / DigitalMore about me: http://bit.ly/dSjU1 @martinwalsh

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Social Media (Influence) Marketing by Martin Walsh

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Social Media (Influence) Marketing by Martin Walsh — Presentation Transcript