Peter Gentsch How to implement a Social Media Strategy

How to implement a social media strategy Peter Gentsch, Monte Carlo - July 12-13, 2011 1

Social Media Excellence-Initiative: Leading companiesexchange best practices, benchmark their campaigns andwork on governance and guideline issues http://www.social-media-excellence.com 3

How to implement a social media strategy 1.  Strategy/ Objective Setting 2.  Execution/ Interaction 3.  Organization/ Governance 4.  IT & Intelligence 4

Presentation title | Location | ## Month 2009 CONFIDENTIAL Deutsche Post DHL | Page

Objectives Customer Service E-PostbriefCompany perspective Cutosmer perspectiven Setting up a new quality of n  Reachability: customers can Customer Dialogue: engaging choose their preferred channel and with customers in social media get answers quickly regardless of Service- Kundenservice the channeln Optimization of Issue BRIEF Design- Management: identification Toolchain n Reliability: the complete customer and qualification of issues at an requests is managed at a constant early stage/ react promptly, in a level of high quality social media appropriate way. n  Readiness : all requests will ben  Increase in value : processed as quick as possible Optimization of products and processes 7 Source: Müller vom Feld, 2010

Social Media Excecution/ Interaktion Value Loop Monitor Social Media Cockpit 1:1 influencerObjectiveSetting trends preferences Insights products …. Social Media Scorecard Act Analyze Intervention Influencer Marketing Social Commerce Testing Action plan for other Seeding Campaigning customer channel Service Interaction 9

Social Media Excecution/ InteraktionValue Loop Best Practice Customer Service 10

Social Media outposts of „E-POSTBRIEF“ 27 videos | 40 subscribers | 20.000 views | 22500+ video views n 500+ 237 Fo llo w er tweets | 237 follower eets n > 500 Tw + §  Start: July 14th, 2010 §  Activity: Information on „E-Postbrief“ and positioning of the product through pro- / reactive usage of social media monitoring and social media channels §  Service: Monday- Saturday / 04:00 p.m. – 12:00 midnightn 693 Fa n s n 350 a ctive u ser/w eek §  Team: 2 FTE (4 x 0,5 FTE)n 1.400 visits/w eek n 20 p o sts/w eek693 fans | 350 active users/week | 1400 visits/week | 58 posts/week §  Sentiment: positive - neutral 11

Integration of social media into CRM-processes… Suggestion / Praise Concluding Process- SMI - Process Information / Guidance customer Entry communication Complaint handling Monitoring Processing Posting/ Engagement§  Social Media Engagement and Intervention is a core process§  B.I.G. SMI Tracker provides entry- and exit-channel for processing of social media entries within customer care§  The SMI process is mapped onto the B.I.G. SMI Tracker, which contains the concluding customer communication 12

End-to-End Social Media Management: Real-timecustomer interaction via controlled processes 1 2 3 Process-driven tools for: §  integration into CRM and §  direct reaction to customer complaints within customer care… 13

A web-based tool provides Deutsche Post with an “OutlookInbox” for related posts in Social Media E-Postbrief Customer Care: •  B.I.G. Monitoring searches Social Media for relevant posts (relevance KPIs, search strings) •  Where suitable, agents answer directly, using the same tool •  Automatic tagging, sentiment analysis and classification boost the agent productivity 14

Social Media Excecution/ InteraktionValue Loop Best Practice Influencer Marketing 15

Webinar to get a ideas for improvement: Dialogue between the productmanager and 70 influencer as livestreamAktives Hinweise:Weitere Kundenservice-Management im Social Web 16

Social Media Excecution/ InteraktionValue Loop Best Practice Issue Management 17

The „Gutjahr Issue“ 18

Issue Management aims towards issue detection in the earliest stages, where/when a topic develops virality Methodology: Spread in Peak and Emerge Accelerate classic media offline spread Decline •  B.I.G. Crisis Radar online permanently crawles specialattention 1 2 3 4 5 interest platforms (the twitter & information longtail) facebook loss of interest •  If threads/posts are referred special online media to on Twitter or Facebook it interest offline media „locks on“ boards & blogs •  Daily reports inform a trained team at Deutsche Post of issues and assessments to Zeit catch potential issues before they get picked up by a Scope Krisenradar Issue zu spät erkannt bigger audience 19

Der Fall Gutjahr – Reaktionen auf den BlogbeitragDer besagte Blogbeitrag hatte überwiegende negative Auswirkungen aufKaufentscheidungen für das Produkt, das Produktversprechen sowie dasImage der DP DHL

Der Fall Gutjahr – Reaktionen auf die Reaktionen der DP DHLDurch die aktive Kommunikation des Social Media Teams, konnte derentstandene Schaden wieder behoben und das Image aufgewertet werden

Dedicated processes and workflows for professional social Der Fall Gutjahr –media issue management Reaktionen auf die Reaktionen der DP DHL 23

CIO is entering the scene…. Governance Guidelines & Policies Governance Compliance Governance Data Privacy & Security Governance IT Standards Governance Quality Standards 70% predictability Service Project Coordination Service IT Coordination Service Infrastructure Support Service Supportive Function Strategy Social Media Agenda Setting Strategy Subject Matter Expert Knowledge Strategy Business Potential Assessment 24

The BIG Picture: Putting together the different profiles to acomprehensive corporate social media picture CIO Profile CMO Profile CCO Profile Corporate Social Media Profile 25

Deutsche Post monitors buzz development, sentiment andupcoming topics regarding their branches and target groups Illus trative Example: Tracking of gathering Amazon customers, who demand shipping by DHL instead of Hermes 27

Social Media Scorecard Illust rat ive 28

Global Listening Illus tra tive 29

Social Media Interaction 30

Social Media I& & Intelligence Infrastructure formanaging and monetization of Social Media: Trend Brand Management Monitoring Issue Competitive Intelligence Social Media Management Infrastructure Insight Market ResearchIntegrated Social Media Complaint SalesManagement Infrastructure for EngagementMonitoring and Engagement: Campaign Service• Cross-functional domain models Answer Communication (taxonomy, ontology)• Consistent data Innovation Management Advice• Quality ensured data• Synergies and cost efficiency Service ….• Comparable metrics/ benchmarks• Systematic data enrichment Social Media Warehouse Data Warehouse Social Media Intelligence: Reporting/ Analytics 31

Corporate Social Media Management @ Postcomprises several Use Cases Analytics & Engagement & Issue Management Reporting Feedback Management Spread in Peak and Emerge Accelerate Decline classic media offline spread online attention 1 2 3 4 5 twitter & facebook loss of interest special online media interest offline media boards & blogs Zeit Scope Krisenradar Issue zu spät erkannt 32

Social Media Management Maturity Model 1 2 3 4 Explorer Optimizer Enabler Champion 34

Social Media Management Maturity Model 1 2 3 4 Strategy: Strategy: Strategy: Strategy: Cross functional social media strategy No Social Media Strategy Social Media Strategy for dedicated Corporate wide social media strategy, Objectives are defined; Social Media as Objectives integrated into the corporate departments; strategy is not actively enabler for customer and market focused planning, Social Media as enabler to Organization: communicated down the line, it is used communication; strategy is not actively realize new business models; strategy is Off-the-wall organization, no separately communicated widely communicated dedicated ownerships Execution: Execution: Execution: Execution derived from strategy Efficiency of execution is audited, quick Execution: Separate actions Content exchange between different reaction to changes, systematic use of Feedback system between strategy and media professional Tools, systematic content execution, quick adoption to changes Interaction: sharing Integration of CMS with Social Media Individual, not coordinates interaction Organization: Organization: Organization: Single employees are in charge of Cross functional alignment Corporate wide social media organization Monitoring & Measurement: dedicated social media activities Dedicated employees/ department and Social Media as fundamental pillar; No professional system in place, Social Media as further channel, Social budgets; guidelines und mandatory Integration in Performance Management freeware tools Media Trainings are offered trainings Monitoring & Measurement: Monitoring & Measurement: Analytics & Reporting: Professional systems established for Monitoring & Measurement: Systematic monetarization of social media No reporting and analytics on going monitoring focusing on Issue Real-time Monitoring; campaign and Integration into other systems, Social und Brand Tracking competitive Monitoring; integration into Media Command Center other application Analytics & Reporting: Analytics & Reporting: Analytics & Reporting: Simple reports and analytics are Integrated Scorecards and reports, Reporting with regard to different established for selected departments predictive Social Media analytics; stakeholders, enhanced business real-time analytics and reporting; metrics; Integration of KPIs in Business Interaction: Systematic usage of Social Media for Scorecards; Social Media Scorecard; Tool based customer interaction with business decisions enhanced analytics focus on Customer Service and dedicated channels (twitter und Interaction: Interaction: Enlarged to long tail, global Interaction Facebook); passive interaction Tool based customer interaction conception; automatization of interaction expanded to further departments and channels; proactive interaction Explorer Optimizer Enabler Champion 35

Social Media Maturity Model –Evolutional impact over the time 1 2 3 4 Explorer Optimizer Enabler Champion time Required Budget organizational anchoring Support by professional tools and systems Strategic Business Impact ROI leverage 36

"Its about conversations, and the best communicators start as the best listeners." Brian Solis, the Social Media Manifesto ConfidentialDie Prof. Vögele Dialogmethode® 2.0 | Meeting mit B.I.G. | Königstein | 04.07.2011 Seite 37

Thank you very much! Prof. Dr. Peter Gentsch CEO Berlin Business Intelligence Group Business Intelligence Group Schützenstr. 6 Schützenstraße 6 10117 Berlin 10117 +49 (0) 30 89677887 0 Berlin +49 (0) 177 4534530 gentsch@intelligence-group.com Frankfurt www.social-media-excellence.com www.intelligence-group.com Business Intelligence Group Friedberger Anlage 22 60316 Frankfurt/ Main 38

Peter Gentsch How to implement a Social Media Strategy

by smics2011 on Jul 19, 2011

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