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  • The process of strategic planning is three-tiered, beginning at the corporate level, then moving to the business level, and lastly moving to the functional areas of the organization, including marketing. Because the creative applications related to social media are unique, it is necessary to use an approach for developing an in-depth social media marketing strategy much as advertising plans (also known as integrated marketing communications (IMC) plans or (marcom plans)
  • If you keep up with industry news, you might be tempted to think that every brand has a social media strategy. Each day seems to bring new stories about a marketing campaign with social media elements. On ads, storefronts, and business cards, we see “Follow me” calls to action as organizations large and small flock to Twitter and Facebook.This site was pretty sophisticated for the time; it invited visitors to shop online so they could order much of the same merchandise they saw on store shelves from the comfort of home. Beall’s would run display ads that rotated on Internet portals such as Yahoo! while other popular websites routed traffic to the store’s website. Advertising sought to drive traffic to the chain’s physical locationsAnd websites (advertisers use the term traffic to mean consumers who visit a client, not cars that drive there). Like other department store chains, Beall’s employed additional marketing elements such as captivating in-store merchandising (e.g., stylishly dressed mannequins), competitive pricing, and in-store sales associates to drive sales. Beall’s also had a public relations initiative to ensurethat local newspapers featured specific stores when they ran news stories on fashion trends and community events.40% of the organizations included in market research firm Marketing Sherpa’s study reported that their social media activities resided in the transition phase. 33% were in the trial phase, and 23% were in the strategic phase.
  • In the centralized structure, the social media department functions at a senior level that reports to the CMO (Chief Marketing Officer) or CEO and is responsible for all the social media activations.In the distributed structure, no one person owns social media. Instead, all employees represent the brand and work social media into their roles.The combination structure involves both centralized best practices and decentralized execution.
  • Each stage of the outline will be detailed on the following slides.
  • The situation analysis details the current problem or opportunity the organization faces.
  • In this stage of the process, the planner elaborates on what is expected of the social media campaign and what financial and human resources are available to meet those objectives.
  • Social styles are such things as their level of social media participation, the channels they utilize and the communities in which they are active, and their behavior in social communities.
  • Within each zone are many specific vehicles that may be best-suited to reach a certain audience.
  • The agency also developed a traditional print campaign to increase brand awareness and drive traffic to the Facebook application. The print ads illustrated the experts featured in a Vanity Fair–style portrait. The headline, “Paint with the very best,” pays homage to the celebrity experts, while it emphasizes Benjamin Moore’s product superiority. In addition, online rich media units and televisionspots feature these same experts as they provide unscripted commentary on their experience with Benjamin Moore.
  • Consider the movie Eat Pray Love starring Julia Roberts that opened with great fanfare in 2010. Columbia Pictures relied heavily on social media for the movie launch. The timing of the social media marketing strategies and tactics were tied to the launch date for the movie in theatres; this allowed time for people to spread the word, talk about the book, and make plans to see the movie. The marcom plan for Eat Pray Love included the usual television commercials on network and cable, magazine ads in a variety of magazines including Real Simple and Oprah, and banner ads and rich media across popular Internet sites. In addition, the launchincluded a heavy dose of social media: An active Facebook fan page, an interactive Eat Pray Love scrapbook that invited fans to share a picture that epitomizes their own personal journal, three social games—Eat Pray Love Sudoku, WordSearch, and SCVNGR (an adventure-themed, geosocial mobile game), and a Share Your Story appeal for fans to share the answer to one striking question, What is one thing in life your friends said you could/would never do, but you did it anyway?
  • In the final stage of the strategic planning process, we implement the plan and measure the results. The data gathered on all aspects of the social media plan are used to provide insight for future campaigns.

Transcript

  • 1. MKT 380 INTRODUCTION TO SOCIAL MEDIA MARKETING WEEK 2
  • 2. • How can organizations structure themselves to support social media marketing? • What are the key components of an organizational social media policy, and why is it important to have such a policy in place? • What are the three phases of social media marketing maturity? How does social media marketing change for companies as they shift from the trial phase to the transition phase and eventually move into the strategic phase? • What are the steps in social media marketing strategic planning? • What does a social media marketing plan actually look like? THIS WEEK…
  • 3. STRATEGIC PLANNING AND SOCIAL MEDIA MARKETING Strategic planning is the process of identifying objectives to accomplish, deciding how to accomplish those objectives with specific strategies and tactics, implementing the actions that make the plan come to life, and measuring how well the plan met the objectives. A marketing plan is a written, formalized plan that details the product, pricing, distribution, and promotional strategies that will enable the brand in question to accomplish specific marketing objectives. Do most social media marketing efforts look planned? Why or Why not? How can social media marketing benefit from planning? 3-2
  • 4. THREE PHASES OF SOCIAL MEDIA MARKETING MATURITY Trial phase. Social media platforms are tested, but they don’t really consider how social media can play a role in the overall marketing plan. Other interesting early examples: Molson, Diet Coke/Mentos, Resident Evil: Outbreak Transition phase. Social media activities still occur somewhat randomly but a more systematic way of thinking starts to develop within the organization. Full potential not tapped or realized. Most companies fall into this bucket Strategic phase. Utilizes a formal process to plan social media marketing activities with clear objectives and metrics. Ones that are aligned with other go to market strategies. Few here… 4-2
  • 5. DEVELOP A PLANNING STRUCTURE IN THE ORGANIZATION The Social Media Policy: an organizational document that explains the rules and procedures for social media activity for the organization and its employees. Organizational Structure to Support Social Media • Centralized structure • Distributed structure • Combination structure What other things can an organization do to structurally support social media? 6-2
  • 6. SOCIAL MEDIA CAMPAIGNS: THE STRATEGIC PLANNING PROCESS • Conduct a situation analysis and identify key opportunities. • State objectives. • Gather insight into and target one or more segments of social consumers. • Select the social media channels and vehicles. • Create an experience strategy. • Establish an activation plan using other promotional tools (if needed). • Execute and measure the campaign. 7-2
  • 7. THE SOCIAL MEDIA MARKETING PLAN OUTLINE I. Conduct a situation analysis and identify key opportunities II. State objectives III. Gather insight into target audience IV. Select social media zones and vehicles V. Create an experience strategy encompassing selected zones VI. Establish an activation plan VII. Manage and measure 8-2
  • 8. SITUATION ANALYSIS SWOT analysis. Highlights relevant aspects of the firm’s internal and external environment that could affect the organization’s choices, capabilities, and resources. (SWOT stands for strengths, weaknesses, opportunities, and threats) Internal environment. These are the strengths and weaknesses of the organization—the controllable elements inside a firm that influence how well the firm operates. External environment. Consists of the elements outside the organization (opportunities and threats) that may affect its choices and capabilities. 9-2
  • 9. CONDUCT A SITUATION ANALYSIS AND IDENTIFY KEY OPPORTUNITIES 1. Internal Environment a. What activities exist in the marketing plan which can be leveraged for social media marketing? b. What is corporate culture? c. What resources exist that can be directed to social media activities? d. Is the organization already prepared internally for social media activities (in terms of policies and procedures)? 2. External Environment a. Who are our customers? Are they users of social media? b. Who are our competitors? c. What are the key trends in the environment which may affect our decisions regarding social media marketing? 3. SWOT Analysis a. Based on the analysis, what are the key strengths, weaknesses, opportunities, and threats (SWOT)? 10-2
  • 10. IDENTIFY SOCIAL MEDIA MARKETING OBJECTIVES AND SET BUDGETS Objective. A specific statement about a planned social media activity in terms of what that activity intends to accomplish. Budgeting Methods. • Percentage of ad spend. Assigns a set portion of the overall advertising budget for the organization to social media activities. • Competitive parity method. Uses competitors’ spending as a benchmark. • Objective and task method. Considers the objectives set out for the campaign and determines the cost estimates for accomplishing each objective. 12-2
  • 11. GATHER INSIGHT INTO YOUR TARGET AUDIENCE Which segments should we select to target with social media activities? What are the relevant demographic, psychographic, and behavioral characteristics of the segments useful in planning a social media marketing strategy? What are the media habits, and especially the social media habits of the segments? 13-2
  • 12. PROFILE THE TARGET AUDIENCE OF SOCIAL CONSUMERS The Social Media Profile should include the market’s: • Social activities • Social styles 14-2
  • 13. SELECT SOCIAL MEDIA CHANNELS AND VEHICLES The zones of social media make up the channel and vehicle choices available for a social media mix. The social media mix options lie among four zones: • Relationship development in social communities • Social publishing • Social entertainment • Social commerce 15-2
  • 14. SELECT SOCIAL MEDIA ZONES AND VEHICLES Which mix of the four zones of social media will be best for accomplishing the objectives within the resources available? 16-2
  • 15. STATE OBJECTIVES What does the organization expect to accomplish through social media marketing? (promotional objectives, service objectives, retail objectives, research objectives) 17-2
  • 16. CREATE AN EXPERIENCE STRATEGY • Message strategy: The creative approach to be used throughout the campaign • Positioning statement: A single written statement that captures the essence of the brand • Creative brief: A document that helps channel creative energy toward a solution for the brand • Experience brief: Similar to a creative brief, but designed exclusively for social media • Propagation brief: A document that help you plan for the people you want to reach, not just the ones you are reaching 18-2
  • 17. CREATE AN EXPERIENCE STRATEGY ENCOMPASSING SELECTED ZONES How can we develop social media activities that support and/or extend our existing promotional strategies? What message do we want to share using social media? How can we encourage engagement with the brand in social spaces? How can we encourage those who engage with the brand socially to act as opinion leaders and share the experience with others? In what ways can we align the zones used as well as other promotional tools to support each other? Can we incorporate social reminders in advertising messages, in store displays, and other venues? 19-2
  • 18. ESTABLISH AN ACTIVATION PLAN 1. How do we make the plan happen? 2. Who is responsible for each aspect of implementing the plan? 3. What is the timing of the elements in the plan? 4. What budget do we need to accomplish the objectives? 5. How do we ensure that the plan is consistent with the organization’s overall marketing plan and promotional plan? 20-2
  • 19. INTEGRATE WITH OTHER PROMOTIONAL COMPONENTS AND ESTABLISH TIMELINE For social media, campaigns are not necessarily events with fixed start and stop dates. Conversations in communities continue over time and a brand’s social media marketing presence should do so as well. 21-2
  • 20. EXECUTE AND MEASURE OUTCOMES Implement the plan and measure the results. Results are the bottom line. What is the expect result? What kind of results can we expect from social media? 22-2
  • 21. MANAGE AND MEASURE How do we measure the actual performance of the plan? 23-2
  • 22. Does Sharpie’s use of social media feel planned? Integrated? What stage do you think they are? What are their strategic objectives? BRINGING IT ALL TOGETHER