Social Media MTL Conference Ppt


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Conquering Social Media

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  • Social media should be aligned with your business goals. Starts with the clear definition of your business goals and target customers. At the end of the day, you have the responsibility to ensure the tools and methods have a proven result /or a good chance of meeting your goals.Social media is not something that is nice to do, just to say you have done.It should build on itself. Better to do slowly and well.
  • Manager’s can get too much informationConcerns if managers try to “friend” subordinates changes supervisor/subordinate dynamicMay add to post employment policy a prohibition on manager’s recommending or commenting on the job performance without approval from HR.Only conduct performance reviews as part of normal review system; no “informal” reviews.
  • Equates to less than 10 minutes a day, less than other breaks.People need to recharge.Can access via smart phones, etc. even if not on company’s computer.
  • Cisco's legal trouble stems from a Blogspot-hosted blog called Patent Troll Tracker, which Rick Frenkel, who directs the company's intellectual property department, launched last May. His posts focused on patents and patent litigation--an issue that Cisco has pressed Congress to address by overhauling what it views as a broken U.S. patent system. A few weeks ago, Frenkel revealed his identity, and two patent attorneys in Texas filed suit, accusing him of tarnishing their good names and disparaging a patent case their client had filed against Cisco--all the while allegedly concealing his affiliation with the company. On June 27, 2007, the Federal Trade Commission (FTC) issued an administrative complaint challenging Whole Foods Market, Inc.’s acquisition of Wild Oats Markets Inc. According to the complaint, the FTC believed that the proposed transaction would violate federal antitrust laws by eliminating the substantial competition between two close competitors in the operation of premium natural and organic supermarkets nationwide. The FTC contended that if the transaction were to proceed Whole Foods Market would have the ability to raise prices and reduce quality and services. Both Whole Foods Market and Wild Oats stated their intention to vigorously oppose the FTC’s complaint and a court hearing on the issue was scheduled for July 31 and August 1, 2007. Whole Foods Market CEO John Mackey took the unusual step of initiating a blog on the subject to explain his opposition to the FTC’s stance. Papers filed by the FTC revealed that for several years Mackey posted highly opinionated comments under the pseudonym "Rahodeb" on the Whole Foods Yahoo! investment message board, raising serious legal and ethical questions.It was revealed today that Whole Foods Market Chief Executive Officer John Mackey has been anonymously posting to the Yahoostock market message board of competitor Wild Oats for the last eight years. Posting under the name Rahodeb, an anagram of his wife Deborah's name, Mackey mostly bashed Wild Oats and sang the virtues of Whole Foods. One post stated that the management of Wild Oats "clearly doesn't know what it is doing .... OATS has no value and no future."Unethical? Yes. Earlier this year, Whole Foods agreed to acquire Wild Oats for $565 million. Was Mackey attempting to drive Wild Oats stock down in advance of the acquisition? The FTC is not investigating Whole Foods because of the postings but rather is blocking the merger because of antitrust concerns. The chairman of the SEC told the Wall Street Journal that the postings were "bizarre and ill-advised, even if it's not illegal." Mackey claims that his postings were just for "fun" and that everyone does it. Yes, but when you are the CEO of a corporation, fiddling with market dynamics is a no-no.
  • Social Media MTL Conference Ppt

    1. 1. Conquering Social Media<br />Presented by: Raj Patel<br />Date: May 5, 2011<br />
    2. 2. Who Owns Social Media?<br />Marketing / PR<br />Human Resources<br />Information Technology<br />Legal<br />Sales / Customer Service<br />2<br />
    3. 3. So why are we here?<br /><ul><li>CIOs love technology and Innovation ….. that’s why they went into information technology
    4. 4. CIOs don’t want to control everything …. they just want it to work seamlessly
    5. 5. Many CIOs cringe at “Social Media” …. IT brings visions of data breaches, privacy nightmares, and unproductive Gen Y staffers
    6. 6. History shows, they will own it eventually anyway</li></ul>3<br />
    7. 7. CIO’s Role in Social Media<br /><ul><li>Provide a cross-functional view of the potential social media use cases
    8. 8. Research shows that social media use is widespread throughout the organization and not limited to professional use in marketing and customer service. The CIO provides a holistic view of where social media can affect the business, both internally and externally, across all business operations.
    9. 9. Evaluate the benefits and risks of social media usage
    10. 10. Understanding the range of potential use cases will help identify key areas of risk and opportunity associated with social media. The CIO, in conjunction with the chief information security officer, must help peers in the C-suite weigh the pros and cons of any given policy choice with respect to security and risk.
    11. 11. Identify appropriate technology resources and services
    12. 12. The array of technologies available to monitor social media usage by employees and to record social media traffic for compliance is rapidly expanding. The CIO and the IT team play a pivotal role in helping to decide how technology may be harnessed to support an open social media policy or used to enforce a more restrictive social media policy. Depending on the technologies in use, IT’s role may extend to supporting or governing the selection of vendor partners to support the social media strategy.
    13. 13. Support the effort to inventory how employees are currently using social tools
    14. 14. Before drafting the social media policy, it is important to clearly understand how employees are presently using social media and social communities and to determine how employee usage is expected to change as a result of implementing the new social media policy. Although this effort is most likely to be driven by human resources (HR), CIOs can support it by tapping existing application usage reporting and/ or user survey processes.
    15. 15. Use the lessons of past experience to drive a successful policy rollout. While a new social media policy rollout will most likely be led by the HR team, the IT organization has a role to play. From organizational restructuring to policy implementation to new technology deployment and adoption, most CIOs have had more than their fair share of experience.
    16. 16. Be an evangelist in the C-suite
    17. 17. Many organizations have failed to enact a social media policy because the C-suite lacks an evangelist with the understanding of how critical a strong policy is for an organization’s health. Even in organizations with a social media policy, IT and the CIO are often seen as roadblocks to social media usage. CIOs are well-positioned to partner with the chief marketing officer to advocate for the implementation of a social media policy that empowers the workforce for the benefit of the customer and thus redefines the image of IT as an enabler.</li></ul>4<br />
    18. 18. Social Media Landscape<br />5<br /><ul><li>Online tools creating real-time, relevant, and targeted two-way communication utilized by individuals and organizations
    19. 19. Examples of social media sites include:
    20. 20. Facebook
    21. 21. LinkedIn
    22. 22. MySpace
    23. 23. Twitter
    24. 24. You Tube
    25. 25. Digg
    26. 26. Stumble Upon
    27. 27. Blogs</li></li></ul><li>Social Media Landscape<br />6<br />Source: Econsulting Survey<br />
    28. 28. 7<br />Social Media Approach<br />DISCOVERY<br />STRATEGY<br />IMPLEMENTATION<br />MANAGEMENT<br />Listening – <br />What are people saying about your brand? Listening to stakeholders offers the information required to produce relevant content and shape your social media strategy<br />Social Tools – <br />Which channels fit your strategy?<br />Content Strategy – Content is the most important component of a social media campaign. It must be relevant/useful to your target audience and adaptable across social media channels<br />Target Audience – Assess audience needs and buying questions that can be addressed through social media<br />Objectives – <br />What are your goals?<br />Social Capacity – <br />Assess your ability to create content, maintain social tools and manage your communities<br />Governance – <br />What social media policies do you want in place?<br />Who– <br />Sponsor, project manager, doer, etc.<br />What– <br />What content, tools, audience, etc.<br />When– <br />Timing, frequency, etc.<br />How– <br />Process, any approvals or review, etc. <br />Data Collection – <br />Use analytics tools to measure engagement (i.e., leads, sales, page views, visitors, subscribers, followers, fans, comments, etc.)<br />Results vs. Goals – Measure results vs. objectives; Why did you succeed or fall short?<br />Refine – <br />Assess data; Adjust your strategy; Test new ideas<br />
    29. 29. Social Media Iceberg<br />8<br />
    30. 30. Establish your overall goals and objective(s)<br />Determine success metrics (extent of reach, engagement, influence, etc.)<br />Determine how to measure (reverb, engagement, leads/sales, etc.)<br />Ensure resources are available to support the efforts<br />Research competitors and differentiate your organization<br />Determine the target audience (seniors and adults/children of seniors)<br />Identify the social media vehicle most appropriate for your target audience<br />Create the content strategy (page content, ads, etc.)<br />Monitor and manage information about you and your organization<br /> | | |<br />Repair any disparaging commentary quickly <br /> | <br />Utilize resources to manage multiple social media sites<br /> | |<br />Go slow and do it right (remember to measure)<br />Involve your compliance, legal, and risk officers<br />Conduct a lunch and learn session with your employees <br />A Social Media Roadmap<br />9<br />
    31. 31. <ul><li>Make a conscious decision whether you want to cross the personal and professional boundaries then act accordingly
    32. 32. Be mindful of Advertising Rules
    33. 33. Google yourself and your organization
    34. 34. Utilize disclaimers and terms of use
    35. 35. Protect your own intellectual property (use clear placement of appropriate symbols, such as ©, ®, ™)
    36. 36. Refrain from commenting on third-party posts
    37. 37. Register your company and C-level executives on common social media sites (manually or
    38. 38. For marketing services and products, provide links back to your website where all your compliance requirements are being met</li></ul>Elements of a Marketing Policy<br />10<br />
    39. 39. 11<br />The Audience You Want To Reach<br /><ul><li>Media
    40. 40. Individuals
    41. 41. Organizations
    42. 42. Communities
    43. 43. Associations
    44. 44. Referral sources
    45. 45. Internal resources</li></li></ul><li><ul><li>Search engines dictate who finds you
    46. 46. Need to speak in terms used by public and your competitors
    47. 47. Use descriptive words
    48. 48. Repeat terms
    49. 49. Use variations
    50. 50. Link terms to geography</li></ul>Speaking the Language<br />12<br />
    51. 51. <ul><li>Advertising vs. Personal Profiles
    52. 52. Businesses: If the site is being used for professional use, social media presence and communication can be considered to fall within the advertising rules. 
    53. 53. Personal: Personal use and not intended to market or promote an organization.
    54. 54. Guidelines to include in the policy to educate your employees how not to create a professional site unless intended
    55. 55. Employees should not associate the organization’s name or email address with the site unless it is intended for professional use. This includes stating they are an employee of the organization. 
    56. 56. Do not use the organization’s assets to update personal sites. This includes any organization owned laptop or computer, I-Phone or blackberry, firm IP address, and email address. Using the organization’s email address implies the employee is acting on the organization’s behalf.
    57. 57. Create an advertising disclaimer to help employees specifically state their use is personal or professional. </li></ul>Advertising Rules<br />13<br />13<br />
    58. 58. <ul><li>Part of the tools used to accomplish your business goals
    59. 59. Building relationships with customers, prospects, and referral sources
    60. 60. Keeping a pulse on your organization’s reputation
    61. 61. Improving web presence through SEO (search engine optimization)
    62. 62. Building your brand and credibility
    63. 63. Establishing a community and serving as a resource
    64. 64. Attracting customers, caregivers, and staff
    65. 65. Gathering customer feedback
    66. 66. Differentiating from the competition
    67. 67. Identifying trends and issues</li></ul>Value of Social Media<br />14<br />
    68. 68. <ul><li>Expands frequency and reach of your organization’s messages and offerings
    69. 69. Leverages positive relationships of all employees and customers to advance communication effectiveness
    70. 70. Circumvents filters, “gate keepers”, and clutter
    71. 71. Improves efficiency and cost effectiveness of advertising spend
    72. 72. Keeps your company top of mind
    73. 73. Builds incremental “team spirit”</li></ul>Why It Helps Your Organization<br />15<br />
    74. 74. <ul><li>Inappropriate Content
    75. 75. Distasteful/embarrassing posts and comments
    76. 76. Disparaging remarks about others
    77. 77. Disclosures
    78. 78. Endorsing products/services</li></ul>Risks & Concerns - Employees<br />16<br />
    79. 79. <ul><li>HR decisions
    80. 80. Can you make hiring decisions based on information from social media sites?
    81. 81. Can you make performance/promotions decision based on information from social media sites?
    82. 82. How would you handle harassment on personal social media sites?
    83. 83. Disciplinary actions
    84. 84. For employee actions on personal social media sites?
    85. 85. For derogatory comments related to the company, customers, or other employees?
    86. 86. Activity regulation
    87. 87. Should you regulate activities on social media sites?
    88. 88. Personal sites</li></ul>Risks & Concerns - Employees<br />17<br />
    89. 89. <ul><li>Laws are behind technology
    90. 90. May not be able to prohibit, but can blur lines
    91. 91. Possible workplace harassment
    92. 92. Recommendations are similar to an employment reference</li></ul>Can You Still Be Friends?<br />18<br />
    93. 93. <ul><li>HR issue, not just IT
    94. 94. Privacy, confidentiality, time management, productivity
    95. 95. Double standard?
    96. 96. Employees will act the same regardless if they have access or not
    97. 97. Employees can still access via mobile technology</li></ul>Granting Access<br />19<br />
    98. 98. <ul><li>Nucleus survey of 237 office workers
    99. 99. 47% regularly log on to Facebook during working hours
    100. 100. 87% can’t define a clear business reason for doing so
    101. 101. Results in 1.5% in lost production across the entire office
    102. 102. One survey showed employees spend from 30 minutes to 3 hours/day on sites.</li></ul>… Or Not Granting Access<br />20<br />
    103. 103. 21<br />Data Security & Privacy Challenges<br /><ul><li>Data security and privacy
    104. 104. Too much information
    105. 105. Information breach
    106. 106. Too much trust/friends
    107. 107. Lack of security
    108. 108. Viral impact
    109. 109. Virus corruption
    110. 110. Adequate monitoring
    111. 111. Misunderstanding and poor judgment
    112. 112. Rules and regulations</li></li></ul><li>22<br />What One Post Can Reveal<br /><ul><li>Where you live
    113. 113. Questionable behavior
    114. 114. Profession
    115. 115. Yearly income
    116. 116. Information about others without consent</li></li></ul><li><ul><li>Privacy of their personal information
    117. 117. Posting on behalf of your organization
    118. 118. Voicing complaints or bad service
    119. 119. Doing nothing vs. being proactive
    120. 120. Competitive information</li></ul>Customers Concerns<br />23<br />United Breaks Guitars<br />The video was posted on July 6, 2009. In its first 23 hours, had drawn 461 comments on YouTube, most of them maligning the airline. Then it went viral. <br />(Over 10 million views so far)<br />
    121. 121. <ul><li>Security & Privacy
    122. 122. Disclosure requirements
    123. 123. Policies and agreements
    124. 124. Logos (FDIC, equal housing lender)
    125. 125. Links to external sources
    126. 126. Potential FTC regulations
    127. 127. Writing false business and product reviews
    128. 128. Other legal issues
    129. 129. Libel/Defamation
    130. 130. Federal securities laws against disclosure of corporate information</li></ul>Regulations<br />24<br />
    131. 131. <ul><li>Disclosure requirements: Reg. Z, Reg. DD, FDIC logos, Equal Housing Logo, Insured products, Equal Credit Opportunity Acts & Reg.B, Fair Debt Collection Practices Act, ADAP
    132. 132. Records Retentions: Reg Z & DD (2yrs), FINRA (3yrs), e-Discovery
    133. 133. FINRA: Separate insured and non-insured products
    134. 134. CRA: Comments, reviews, and ratings through social media sites would qualify
    135. 135. SEC:Disclosure of financial information or performance
    136. 136. Defamation: Comments made by others can be attributed to the organization (e.g., Cisco’s law suit)
    137. 137. Federal Communication Decency Act
    138. 138. Copyright or Trademark laws
    139. 139. Antitrust Laws:Whole Foods CEO’s anonymous posts of competitor Wild Oats</li></ul>Compliance & Legal<br />25<br />
    140. 140. <ul><li>In addition to your Internet and e-mail policy, create a social media policy for employees and supervisors
    141. 141. Cover all forms of social mediums
    142. 142. Incorporate all aspects of social media including marketing and security
    143. 143. Use broad language and update frequently
    144. 144. Include restrictions on usage (who, when, and why)
    145. 145. Do not create an expectation of privacy when online in work e-mails
    146. 146. Assign official spokespersons for the organization
    147. 147. Have all employees read, acknowledge, and sign off and be encouraged to attend training and contact HR with any issues
    148. 148. Include HR-related polices, such as hiring and disciplinary practices
    149. 149. Clearly define disciplinary actions for violation of the policy
    150. 150. Include restrictions regarding use of organization name, logo, etc.
    151. 151. Based on the recent National Labor Relations Board ruling, make sure it does not limit employees from communicating with each other around working conditions, wages, supervisors, etc.
    152. 152. Understand it is an evolving policy and be judicious in how it is enforced</li></ul>A Social Media Policy<br />26<br />26<br />
    153. 153. <ul><li>Use common sense. When in doubt, do not post it.
    154. 154. Identify yourself and organization. State that the opinions are your own.
    155. 155. Only post if a subject matter expert.
    156. 156. Avoid speaking on behalf of the organization and customers unless authorized to do so.
    157. 157. Do not disclose confidential or proprietary information related to clients/patients or the organization.
    158. 158. Respect copyrights, privacy, and intellectual property laws.
    159. 159. Enforce personal responsibility for posts and subject to liability and disciplinary action if posts are obscene, libelous, abusive, hateful, defamatory, harassing, threatening, create a hostile work environment orare in violation of any other law.
    160. 160. Anything posted on the Internet is permanent.
    161. 161. If a mistake happens, fix it.
    162. 162. Use of social media should not interfere with job performance.
    163. 163. Violation of the policy could result in disciplinary action up to and including termination.
    164. 164. Include organization indemnification should an issue occur.</li></ul>Common Policy Language<br />27<br />27<br />
    165. 165. <ul><li>Education, awareness, and training
    166. 166. Security and risks
    167. 167. Security best practices
    168. 168. Personal vs. professional
    169. 169. Compliance requirements
    170. 170. Impact on organization’s reputation</li></ul>Employee Education<br />28<br />
    171. 171. Thank You<br />29<br />RAJ PATEL, Partner<br />Plante & Moran<br />248.223.3428<br /><br />
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