Edge UP Marketing<br />SMARTE: The Social-Media Adaptive/Responsive/Transcendent Enterprise<br />© 2009 Edge Up Marketing...
Presentation Purpose<br />Present our Expertise and Point of View on Social Media: <br /><ul><li>Trends
Concepts
Applications
Marketing
Statistics
Pitfalls</li></ul>Highlight Our Consulting Offerings: Zeitgeist & Coffee Social Media Manager and SMARTE – Social-Marketin...
Contents<br />What is Social Media?<br />How is Social Media Changing: Media, Business<br />The 4 C’s of Social Media<br /...
What is social media? <br />Wikipedia says: Social media are primarily internet-and mobile-based tools for sharing and dis...
What is social media?<br />Blogging<br />Microblogging<br />Videoblogging<br />Photoblogging<br />Podcasting<br />Mapping<...
Social voting
Social bookmarking
Lifestreaming
Wikis
Virtual worlds
…</li></ul>© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only....
How is it changing… media?<br />Pew Research, December 2008<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Co...
How is it changing… media?<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeU...
How is it changing… business?<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, Ed...
How is it changing… business?<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, Ed...
How is it changing… business?<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, Ed...
How is it changing… business?<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, Ed...
The 4Cs of Social Media<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp M...
The 4Cs of Social Media<br />Visible<br />Content<br />Collaboration<br />Community<br />Cumulative Perceived <br />Value<...
4Cs of Social Media: Content<br />Consumers<br />Visible<br />Caretakers<br />Contributors<br />Content<br />Creators<br /...
The Social Technographics Ladder<br />Definition of the Types of Social Media Segments<br />© 2009 EdgeUp Marketing, All r...
The Social Technographics Ladder<br />Source: Forrester Social Technographics Profile<br />Statistics on the Types of Soci...
Other Rules of Thumb<br />The 50-20-10-2 rule<br />	* 50% of people will passively participate<br />	* 20% will actively a...
Common Social Media Applications <br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary...
Social Media (SM) Marketing (SMM) <br />SM Marketing relies on the audience to distribute and engage in the dialogue and s...
What is viral marketing?<br />“Viral marketing refers to marketing techniques that use pre-existing social networks to pro...
Currently Practiced Forms of Word of Mouth<br />Social media: blogs and podcasts  (45%)<br />Social networks (42%)<br />Bu...
Viral Marketing Further Defined<br />Simply relies on the audience to distribute the objective-Uses social networks like F...
Three factors making things go viral<br />The law of few: the connector; the maven and the salesmen <br />The stickiness f...
What is brand community?<br />“Brand community is a specialized, non-geographically bound community, based on a structured...
Brand Community Realities<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp...
Brand Community Types<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Mar...
Advantages of building a brand community <br />DIRECT BENEFIT<br />INDIRECT BENEFIT <br />New distribution, selling, custo...
Power of the community <br />Among community members:<br />91% believe community enables them to give candid feedback<br /...
Sources of E-WORD-OF-MOUTH<br />Viral marketing refers to the practice of a marketer creating an internet promotional vehi...
TWO MODELS OF INFLUENCE <br />1) Normative influencing:<br />Where recipient behavior is based on interpreting the informa...
© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />Socia...
 Engagement – who, how and where are people interacting/engaging with our content?
 Influence – the degree to which exposure and engagement have influenced perceptions and attitudes
 Action – as a result of the social media effort, what actions if any has the target taken?”</li></li></ul><li>Social Medi...
Business is Responding<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Ma...
Does your company have a defined Social Media Strategy? <br />n=21of 46 org buyerstotal respondents 145<br />SocialMediaBu...
People in your organization who &quot;get&quot; social media?<br />n=21of 46 org buyerstotal respondents 145<br />SocialMe...
Does Senior Management Support Social Media?<br />n=21of 46 org buyerstotal respondents 145<br />SocialMediaBuyersGuide.co...
Does Senior Leadership Listen to Social Media Feedback?<br />n=21of 46 org buyerstotal respondents 145<br />SocialMediaBuy...
Do Corporate Buyers have an annual Social Media budget?<br />n=21of 46 org buyerstotal respondents 145<br />SocialMediaBuy...
Percentage of your total budget allocated to Social Media in 2009<br />N=19 of 46 org buyerstotal respondents 145<br />Soc...
What are the top 3 Questions you should ask social media vendors?<br />n=21of 46 org buyerstotal respondents 145<br />Soci...
Top Social Media Objectives<br />SocialMediaBuyersGuide.com<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Co...
Social Media Statistics<br />Dell Computers<br />Consider these statistics:<br /><ul><li> At start of program, 49% of blog...
 Over 7000 ideas have been submitted via Idea Storm
 Studio Dell is gets more than 200,000 views per month </li></ul>© 2009 EdgeUp Marketing, All rights reserved. Contents Co...
Social Media Statistics - Branding<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietar...
Social Media Statistics – Policy <br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary...
Social Media Statistics – Market Responsiveness<br />Amazingly only 4% of large businesses actually post a public rebuttal...
Common Social Media Pitfalls and Mistakes  (1 of 2)<br />Social Media Organization is separate from Brands and Marketing<b...
Common Social Media Pitfalls and Mistakes  (2 of 2)<br />Create consistent rules for the posting and judging of content so...
Common Social Media Pitfalls and Mistakes <br />Group that literally sits in one tower and there’s the communications soci...
© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />Succe...
Our social media SERVICES<br />Social Media/Marketing Lifecycle<br />(1) LISTEN<br />(2) UNDERSTAND<br />(3) ENGAGE<br />D...
SMARTE Maturity Model<br /><ul><li>Overview
Business Practice and Capability Definitions</li></ul>© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential ...
What is SMARTE?<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing...
Benefits of SMARTE<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Market...
 Develops a roadmap of future initiatives to achieve future vision </li></ul>  state and competitive advantage<br /><ul><l...
STEPS TO ‘GETTING SMARTE’<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp...
Target<br />Maturity Levels<br />Current<br />Business Practices<br />SMARTE - From Concept to Action<br />A SMARTE bluepr...
Implement Social Media Conversation Manager
Social Media Analytic Platform – Tech.. </li></ul>Current State<br />Of Social Media<br />© 2009 EdgeUp Marketing, All rig...
The SMARTE Maturity Model is a Benchmarking Assessment Tool<br />A maturity model provides a framework for assessing which...
Branding
Customer Messaging
Social Media Analytics
Industry experience
CRM expertise
Thought leadership
Client industry
Cross-industry
Expert outlook</li></ul>© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Market...
The Model Helps Answer Key Strategic Questions<br />In effect, the SMARTE Maturity Model helps answer many of the key exec...
Priorities
Tasks</li></ul>© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use O...
A Summary of the SMARTE Maturity Model’s Benefits<br />In summary, the model translates the vision of the ideal SMARTE ent...
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SMARTE Social Media Best Practices

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SMARTE Social Media Methodology for Developing World-Class and Best Practice Marketing &amp; Social Media Capabilities

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SMARTE Social Media Best Practices

  1. 1. Edge UP Marketing<br />SMARTE: The Social-Media Adaptive/Responsive/Transcendent Enterprise<br />© 2009 Edge Up Marketing, All rights reserved. Contents Confidential and Proprietary, Edge Up Marketing Use Only.<br />
  2. 2. Presentation Purpose<br />Present our Expertise and Point of View on Social Media: <br /><ul><li>Trends
  3. 3. Concepts
  4. 4. Applications
  5. 5. Marketing
  6. 6. Statistics
  7. 7. Pitfalls</li></ul>Highlight Our Consulting Offerings: Zeitgeist & Coffee Social Media Manager and SMARTE – Social-Marketing Effectiveness Methodology & Approach<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  8. 8. Contents<br />What is Social Media?<br />How is Social Media Changing: Media, Business<br />The 4 C’s of Social Media<br />Social Media Applications & Marketing<br />Social Media Statistics<br />Common Social Media Mistakes & Pitfalls<br />SMARTE Definition, Benefits, Steps to Achieve<br />SMARTE Methodology & Delivery Approach<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  9. 9. What is social media? <br />Wikipedia says: Social media are primarily internet-and mobile-based tools for sharing and discussing information among human beings. The term most often refers to activities that integrate technology, telecommunications and social interaction, and the construction of words, pictures, videos and audios. The interaction, and the manner in which information is presented, depends on the varied perspectives and “building” of shared meaning among communities, as people share their stories and experiences. Businesses also refer to social media as user-generated content or user-generated media. <br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  10. 10. What is social media?<br />Blogging<br />Microblogging<br />Videoblogging<br />Photoblogging<br />Podcasting<br />Mapping<br /><ul><li>Social networking
  11. 11. Social voting
  12. 12. Social bookmarking
  13. 13. Lifestreaming
  14. 14. Wikis
  15. 15. Virtual worlds
  16. 16. …</li></ul>© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  17. 17. How is it changing… media?<br />Pew Research, December 2008<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  18. 18. How is it changing… media?<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  19. 19. How is it changing… business?<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  20. 20. How is it changing… business?<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  21. 21. How is it changing… business?<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  22. 22. How is it changing… business?<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  23. 23. The 4Cs of Social Media<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  24. 24. The 4Cs of Social Media<br />Visible<br />Content<br />Collaboration<br />Community<br />Cumulative Perceived <br />Value<br />Obscure<br />Simple<br />Difficult<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  25. 25. 4Cs of Social Media: Content<br />Consumers<br />Visible<br />Caretakers<br />Contributors<br />Content<br />Creators<br />Collaboration<br />Community<br />Cumulative Perceived <br />Value<br />Obscure<br />Simple<br />Difficult<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  26. 26. The Social Technographics Ladder<br />Definition of the Types of Social Media Segments<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  27. 27. The Social Technographics Ladder<br />Source: Forrester Social Technographics Profile<br />Statistics on the Types of Social Media Segments<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  28. 28. Other Rules of Thumb<br />The 50-20-10-2 rule<br /> * 50% of people will passively participate<br /> * 20% will actively and frequently consume/trade content<br /> * 10% chime in opinion/rate and vote on content<br /> * 2% develop and innovate content<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  29. 29. Common Social Media Applications <br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  30. 30. Social Media (SM) Marketing (SMM) <br />SM Marketing relies on the audience to distribute and engage in the dialogue and sometimes the creation of additional content.<br />Its about engaging, communicating via a dialogue and interacting with people. More so customers.<br />Increasing traffic to a site by links, brand awareness and well attention.<br />You pay attention to what your customer/user wants and needs! <br />You do this by listening, interacting, chatting.<br />One does this by having a presence on social networking sites and channels. <br />Social Media Marketing is the venue to develop viral marketing<br /> http://wiki.beingpeterkim.com/<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  31. 31. What is viral marketing?<br />“Viral marketing refers to marketing techniques that use pre-existing social networks to produce increases in brand awareness or to achieve other marketing objectives (such as product sales) though self-replicating viral processes…It can be word-of-mouthdelivered or enhanced by the network effects of the internet” ---Wikipedia <br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  32. 32. Currently Practiced Forms of Word of Mouth<br />Social media: blogs and podcasts (45%)<br />Social networks (42%)<br />Buzz/Guerrilla Marketing (25%)<br />Influencer Programs - 23%<br />Brand Experience Initiatives (21%)<br />Viral Ads (18%)<br />Brand Communities (16%)<br />Source: Agent Wildfire Research 2008<br />Brand/Customer Community-building WOM <br />Social Media Production/Outreach WOM (i.e. blogs, podcasts)<br />Social Network Production/Outreach WOM<br />Viral Marketing/Advertising WOM<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  33. 33. Viral Marketing Further Defined<br />Simply relies on the audience to distribute the objective-Uses social networks like Facebook, MySpace,  LinkedIn, Twitter to help achieve an objective…i.e. sales, brand awareness, etc<br />This objective is obtained by a “Viral Action”. This action is people passing  on the content such as video, picture, an application, banner, and even just word (voice) of mouth.<br />Bottom Line: Viral relies on the audience to spread the message with little or no interaction. Its generally a one time interaction.<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  34. 34. Three factors making things go viral<br />The law of few: the connector; the maven and the salesmen <br />The stickiness factor<br />The power of context<br />According to the “tipping point”…<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  35. 35. What is brand community?<br />“Brand community is a specialized, non-geographically bound community, based on a structured set of social relations among admirers of a brand.” <br />(ALBERT M. MUNIZ, JR. THOMAS C. O’GUINN, 2001)<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  36. 36. Brand Community Realities<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  37. 37. Brand Community Types<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  38. 38. Advantages of building a brand community <br />DIRECT BENEFIT<br />INDIRECT BENEFIT <br />New distribution, selling, customizing channel <br />Superior innovation/solutions <br />Galvanize employee/vendor <br />Organizational wide costumer-centricity <br />Better insight and quicker feedback<br />Competitive intelligence / market needs<br />Prepare launches/market introductions<br />Runaway word of mouth/evangelism<br />Reduce customer support costs <br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  39. 39. Power of the community <br />Among community members:<br />91% believe community enables them to give candid feedback<br />82% were more likely to recommend the company to others<br />76% felt more positively about the company <br />Community users remain customers 50% longer than non-community users. (AT&T, 2002)<br />56% percent of online community members log in once a day or more (Annenberg, 2007)<br />Customers report good experiences in forums more than twice as often as they do via calls or mail. (Jupiter, 2006)<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  40. 40. Sources of E-WORD-OF-MOUTH<br />Viral marketing refers to the practice of a marketer creating an internet promotional vehicle to draw attention to a brand, most often in the form of an email or website address link that is distributed online by consumers.<br />Brand communityrefers to a specific classification of a social network that revolves around a particular brand. <br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  41. 41. TWO MODELS OF INFLUENCE <br />1) Normative influencing:<br />Where recipient behavior is based on interpreting the information provided by the influencer as an implied expectation to conform.<br />Underlying mechanism influencing actions are:<br />Identification andcompliance<br />2) Informational influencing :<br />Where recipient behavior is based on a personal evaluation from the information provided by the influencer.<br />Underlying mechanism influencing actions are:<br />Internalization<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  42. 42. © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />Social Media Roi & influence<br />Engagement<br />Exposure<br />Influence<br />Action<br />Increased: ROI Potential, Difficulty to Influence<br /><ul><li> Exposure – to what degree have we created exposure to content and message?
  43. 43. Engagement – who, how and where are people interacting/engaging with our content?
  44. 44. Influence – the degree to which exposure and engagement have influenced perceptions and attitudes
  45. 45. Action – as a result of the social media effort, what actions if any has the target taken?”</li></li></ul><li>Social Media Statistics – Social Media Is Here to Stay<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  46. 46. Business is Responding<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />Social Media Can Positively Influence Sales If Managed Properly<br />Source: Associated Press<br />
  47. 47. Does your company have a defined Social Media Strategy? <br />n=21of 46 org buyerstotal respondents 145<br />SocialMediaBuyersGuide.com<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  48. 48. People in your organization who &quot;get&quot; social media?<br />n=21of 46 org buyerstotal respondents 145<br />SocialMediaBuyersGuide.com<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  49. 49. Does Senior Management Support Social Media?<br />n=21of 46 org buyerstotal respondents 145<br />SocialMediaBuyersGuide.com<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  50. 50. Does Senior Leadership Listen to Social Media Feedback?<br />n=21of 46 org buyerstotal respondents 145<br />SocialMediaBuyersGuide.com<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  51. 51. Do Corporate Buyers have an annual Social Media budget?<br />n=21of 46 org buyerstotal respondents 145<br />SocialMediaBuyersGuide.com<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  52. 52. Percentage of your total budget allocated to Social Media in 2009<br />N=19 of 46 org buyerstotal respondents 145<br />SocialMediaBuyersGuide.com<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  53. 53. What are the top 3 Questions you should ask social media vendors?<br />n=21of 46 org buyerstotal respondents 145<br />SocialMediaBuyersGuide.com<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  54. 54. Top Social Media Objectives<br />SocialMediaBuyersGuide.com<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  55. 55. Social Media Statistics<br />Dell Computers<br />Consider these statistics:<br /><ul><li> At start of program, 49% of blog posts were negative.  Today, </li></ul> overall tonality is 22% negative. <br /><ul><li> Direct2Dell currently ranked about 700 on Technorati, among </li></ul> the highest corporate blogs. <br /><ul><li> Direct2Dell gets more than 5 million unique views per month
  56. 56. Over 7000 ideas have been submitted via Idea Storm
  57. 57. Studio Dell is gets more than 200,000 views per month </li></ul>© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  58. 58. Social Media Statistics - Branding<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  59. 59. Social Media Statistics – Policy <br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  60. 60. Social Media Statistics – Market Responsiveness<br />Amazingly only 4% of large businesses actually post a public rebuttal to negative comments, instead letting those comments sit and influence customer opinion!<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  61. 61. Common Social Media Pitfalls and Mistakes (1 of 2)<br />Social Media Organization is separate from Brands and Marketing<br />Social Media customer intelligence is not integrated and managed as a strategic asset: Product Management, Branding, Campaign Management, Customer Experience, Sales<br />Taking Action or developing customer responses without properly ascertaining the customer sentiment or mood<br />Utilizing traditional media tactics for bi-directional and conversational social media venues<br />Brand Experience is not common across all social media venues and platforms<br />Social Media presence or listening is limited and does not cover all of the relevant venues and sites<br />Acknowledgement of customer brand input is not acknowledged and responded to which translates into a negative customer brand experience<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  62. 62. Common Social Media Pitfalls and Mistakes (2 of 2)<br />Create consistent rules for the posting and judging of content so that customer experience consistency and fairness is achieved<br />Inability to synthesize and analyze intelligence from across multiple social media venues and platforms creates an inability to develop a coherent brand action plan<br />Social media efforts are judged as non-authentic or genuinely concerned with the customer, leading to a degraded customer brand perception and overall customer experience<br />Brands feel compelled to respond to every negative comment posted on the brand<br />Assuming customer opt-in permission and channel preference is the same for traditional media<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  63. 63. Common Social Media Pitfalls and Mistakes <br />Group that literally sits in one tower and there’s the communications social media group that sits in another tower. Unfortunately, we’ve kind of been experimenting in separate and often different directions without really coordinating with each other. As we are going about the kind of reorganization that we’re doing right now, one of the big things that we’re trying to figure out is how to better connect these. These are not things that can happen separately, any longer. <br />Source – General Motors<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  64. 64. © 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />Successful social media management involves careful orchestration & Management<br />Source: Associated Press<br />
  65. 65. Our social media SERVICES<br />Social Media/Marketing Lifecycle<br />(1) LISTEN<br />(2) UNDERSTAND<br />(3) ENGAGE<br />Data Analysis<br />Insights<br />Data Collection<br />Data Mining<br />Strategy<br />Tactics<br />Conversations Manager<br />Social Media Platform: <br />SMARTE: DIAGNOSTIC/ROADMAP<br />People & Organization<br />Technology / Data / Insights<br />Process / Standards<br />Strategy / Tactics<br />Holistic Assessment<br />Our offerings facilitate best practice social media & marketing capabilities<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  66. 66. SMARTE Maturity Model<br /><ul><li>Overview
  67. 67. Business Practice and Capability Definitions</li></ul>© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  68. 68. What is SMARTE?<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />SMARTE is a methodology and an approach to accomplish the following:<br />Holistically* assess and benchmark you current environment in terms of current social media capabilities vs. best practice (SMARTE) capabilities (includes xxxx and xxx)<br />Develop a vision of your future state social media capabilities vs. best practice (SMARTE) capabilities<br />Develop a roadmap of specific, actionable and prioritize initiatives to achieve your future vision (SMARTE) social media state<br />*Holistic assessment covers business processes, information systems and technologies, organization, culture and competencies<br />SMARTE Enables You to Build a World-Class Social Media Program<br />
  69. 69. Benefits of SMARTE<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br /><ul><li>Benchmarks the organization in terms of current capabilities vs. </li></ul> SMARTE best practice capabilities<br /><ul><li> Develops a view of current capabilities vs. competitors
  70. 70. Develops a roadmap of future initiatives to achieve future vision </li></ul> state and competitive advantage<br /><ul><li> Enables a higher (SMARTE) capability to achieve the following:</li></ul> a) Acquire more customers<br /> b) Retain customer longer (reduce churn)<br /> c) Grow share of customer wallet and spend<br /> d) Develop relevant, valuable, and timely customer products before <br /> the competition<br /> e) Reduce cost by eliminating inefficient and ineffective social <br /> media & marketing practices and structures<br />SMARTE Improves your Ability to Manage your Brands via Social Media & Social Media Marketing<br />
  71. 71. STEPS TO ‘GETTING SMARTE’<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />Identify current state of SMARTE capabilities vs. best practice <br /> (benchmark current capabilities)<br />Define Future Vision State of SMARTE capabilities (define future capabilities)<br />a) Identify capability gaps to achieving the future state vision<br />Develop a SMARTE “Blueprint” which includes recommended changes in:<br /> a) Strategy, Process, Organization and Technology<br />Create a business case and benefits realization approach to support funding <br /> of initiatives to achieve the future vision state<br />SMARTE Takes a Holistic Approach to Improving your overall Social Media Capabilities<br />
  72. 72. Target<br />Maturity Levels<br />Current<br />Business Practices<br />SMARTE - From Concept to Action<br />A SMARTE blueprint involves bridging the gap between thought and execution to produce actionable recommendations<br />SMARTE Maturity Model / Assessment – <br />Where Are we Now vs. SMARTE & Best Practice?<br />Vision / Blueprint – Where do<br />We to Be vs. SMARTE & <br />Best Practices?<br />Programs / Initiatives<br /><ul><li>Develop & Evolve Social Media Analytics
  73. 73. Implement Social Media Conversation Manager
  74. 74. Social Media Analytic Platform – Tech.. </li></ul>Current State<br />Of Social Media<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />Business Case<br />Justifying Program <br />Investment<br />Future State<br />Of Social Media<br />Specific Projects to Achieve<br />Future SMARTE State<br />
  75. 75. The SMARTE Maturity Model is a Benchmarking Assessment Tool<br />A maturity model provides a framework for assessing which SMARTE capabilities have been developed and which capabilities need to be developed. Such a gap analysis guides the formulation of initiatives that will enable {client} to become more social media and brand capable (SMARTE). Drawing from EdgeUp Marketing’ industry and customer relationship management experience, the project team developed a maturity model specifically for {client}.<br />Client Perspectives<br />EdgeUp Marketing’ Point of View<br />ClientPriorities& Objectives<br />Best-in-ClassResearch<br /><ul><li>Customer Service
  76. 76. Branding
  77. 77. Customer Messaging
  78. 78. Social Media Analytics
  79. 79. Industry experience
  80. 80. CRM expertise
  81. 81. Thought leadership
  82. 82. Client industry
  83. 83. Cross-industry
  84. 84. Expert outlook</li></ul>© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />The SMARTE Maturity Model<br />
  85. 85. The Model Helps Answer Key Strategic Questions<br />In effect, the SMARTE Maturity Model helps answer many of the key execution questions raised by {client’s} strategic priorities. Not only does it provide a suitable context for structuring the issues that {client} faces, but it also serves as a frame of reference by which to measure success. <br />{client’s}Strategic Priorities<br />Execution Questions that the Model Answers<br />What capabilities enable record-breaking execution?<br />Break the Records<br />What should be integrated first, and how?<br />Integrate Everything<br />How can the right customers be acquired?<br />Social Media Excellence<br />What are the right things to do to get SMARTE?<br />Do it the e-Way<br />What does a social media best practice capability look like?<br />Create the Future<br /><ul><li>Capabilities
  86. 86. Priorities
  87. 87. Tasks</li></ul>© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  88. 88. A Summary of the SMARTE Maturity Model’s Benefits<br />In summary, the model translates the vision of the ideal SMARTE enterprise into specific best practice customer centric business practices and capabilities.<br />A Conceptual Model<br />The Benefits of Using a Model<br /><ul><li>Identifies and prioritizes customer-centric and SMARTE capabilities
  89. 89. Enables assessment of the enterprise’s customer-centric and SMARTE maturity
  90. 90. Enables envisioning of the enterprise’s desired customer-centric and SMARTE capabilities
  91. 91. Articulates the capability gaps between the current and future states
  92. 92. Provides a re-usable tool for consistent monitoring and measurement of progress</li></ul>© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  93. 93. The Components of the SMARTE Maturity Model<br />The SMARTE Maturity Model is composed of six groups of customer-centric capabilities, called Business Practices. An organization’s position in each Business Practice can be assessed at one of five stages, called Maturity Levels.<br />SMARTE Business Practices<br />SMARTE Maturity Levels<br />Align Marketing & Product Strategy with Social Media and Customer Insight and Expectations- Do your strategies capitalize on your customer-centric and SMARTE capabilities? Without an effective action plan, your customer-centric insight, including those from social media, will go unleveraged<br />Leading - An organization that has differentiated itself based upon customer-centric social media capabilities and simultaneously redefined those capabilities<br />Leverage Social Media Insight as a Strategic Asset – How do you collect, manage and transform social media market feedback into actionable intelligence? Your ability to capture and leverage this social media information is critical to creating a competitive brand (sales, marketing, products) advantage. <br />Optimizing - An organization that has not only developed customer-centric social media capabilities but also actively integrates them into its daily operations<br />Enhance Sales Growth through Optimized Social Media Tactics - Are you consistently generating brand and product excitement and developing a cult following? Key tactics developed from social media ‘listening’ help develop excited and brand loyal customers eager to buy products. <br />Practicing - An organization that has implemented basic customer-centric social media capabilities<br />Develop & Evolve Social Media Conversation Management Capability & Platform - Do you know how to effectively respond to all of the various social media venues and messages? A conversation manager allows you to listen and respond effectively to the social media market.<br />Developing - An organization that has a rudimentary, loosely-woven set of customer-centric social media capabilities in place<br />Optimize Social Media Function (Organization, processes, standards) to Deliver Sustained Customer Value: How well do you maximize your social media efforts across functions and business units? To truly realize the full benefits of the SMARTE enterprise, the individual organizations must move synergistically (e.g. social media. Marketing, product management, sales)<br />Aware - An organization that exhibits few customer-centric social media capabilities<br />Maximize the Customer Social Media Brand Experience – How well do you develop a proactive and positive social media presence that delights customers and keep them responding positively to your products/brands? Developing a consistent, sustained and positive brand interactions with customers will strengthen brand images and hence sales, word-of-mouth & viral marketing, etc. <br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  94. 94. Definition: Align Strategy with Social media insight <br />Align Marketing & Product Strategy with Social Media and Customer Insight and Expectations<br />Leveraging actionable social media insight, the SMARTE enterprise formulates strategies that will focus on reaping the value from this intelligence in order to acquire customers faster, grow customer spend, and keep customer loyal for longer periods of time. All of this starts by leveraging insights gleaned from social media intelligence<br />The SMARTE enterprise has these capabilities . . .<br />Leading<br /><ul><li>Develops proactive marketing programs to address individual customer’s needs based on social media insight & trends
  95. 95. Matches offers (price and selection) to customers’ specified needs based on real-time social media & other feedback
  96. 96. All social media insights responded to/addresses
  97. 97. Segments created/managed based on social media input</li></ul>Optimizing<br /><ul><li>Develops some marketing programs that address each customer’s needs and social media trends
  98. 98. Matches offers to social media input
  99. 99. Integrates product management programs with social media input
  100. 100. Increases usage of customers’ existing products (vs. just selling new products) by building demand via social media venues</li></ul>Practicing<br /><ul><li>Builds marketing programs to meet average needs within a segment
  101. 101. Designs customized product bundles based on social media insight
  102. 102. Wins back profitable customer who have left by leveraging social media
  103. 103. Up-sells and develops loyalty programs based on social media input
  104. 104. Develops some service levels based on social media insight</li></ul>Developing<br /><ul><li>Develops products based upon rudimentary segmentation
  105. 105. Monitors the reasons behind customer defections and is aware of social media dissention
  106. 106. Products and campaigns developed based on social media input intuition </li></ul>Aware<br /><ul><li>Realizes social media points to different value and needs
  107. 107. Provides the same level of marketing and products to everyone, regardless of social media ‘learnings’</li></ul>© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  108. 108. Leverage Social Media Insight as a Strategic Asset<br />The SMARTE client captures customer social media insight, a highly valuable information asset, from all relevant social media venues and forums. They then transform this information into valuable customer market insight and actionable intelligence that can be leveraged throughout the organization.<br />Definition: Leverage social media insight as a Strategic Asset<br />The SMARTE enterprise has these capabilities . . .<br />Leading<br /><ul><li>Industry leader in gathering diverse customer information including developing and leveraging social media intelligence
  109. 109. Integrates data across industries and business partners
  110. 110. Stores and records data in a benchmark-able cross-industry format (e.g., can be used by partners and other non-competitors)</li></ul>Optimizing<br /><ul><li>Seeks and enhances data collected beyond traditional customer contacts (e.g. partners, other non-competitors, social media venues)
  111. 111. Collects and integrates cross-unit social media data in common database architecture
  112. 112. Cleans and updates data regularly including social media trending</li></ul>Practicing<br /><ul><li>Gathers ‘non-conversational’ customer information (e.g., where they navigate, how often they stay, what they finally purchase, social media analytics)
  113. 113. Solicits and stores appropriate data from most customer contacts and social media feedback
  114. 114. Centralizes social media data into common customer database architecture</li></ul>Developing<br /><ul><li>Collects customer data collected from some customer contacts and inconsistently for social media data
  115. 115. Collects customer data in decentralized “fiefdoms”, including social media ‘learnings’
  116. 116. Stores social media data in different formats</li></ul>Aware<br /><ul><li>Collects anecdotal customer information
  117. 117. Stores some transactional customer data in isolated areas</li></ul>© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  118. 118. Enhance Sales Growth through Optimized Social Media Tactics<br />Social media when orchestrated properly can support increased brand perceptions, successful product launches, and product sales programs. Key to this orchestration is the need to successfully align customer expectations to the delivery of social media messaging and promotions. When this is optimized, customers develop into brand followers and a brand cult is established based on the excitement and perceived value generated from social media. <br />Definition: Enhance sales growth via social media tactics<br />The SMARTE enterprise has these capabilities . . .<br />Leading<br /><ul><li>Employs rigorous processes to leverage social media information and insight to enhance sales provocations and positive brand images
  119. 119. Makes social media an integral part of the sales development process by transforming social media into demand generator</li></ul>Optimizing<br /><ul><li>Implemented systems and processes that develops insights into market demand from social media venues
  120. 120. Integrates most customer feedback from social media to understand customer satisfaction, needs, trends
  121. 121. Proactively manage customer expectations via social media
  122. 122. Communicates expectations and brand promises via social media </li></ul>Practicing<br /><ul><li>Uses ad-hoc processes to collect and combine demand information from select social media interactions
  123. 123. Uses customer social media surveys and focus groups to understand customer needs and market demands
  124. 124. Sets customer sales programs on a mass level with a with common message
  125. 125. Solicits knowledge of what customers expect when they interact via social media (vs. just communication needs)</li></ul>Developing<br /><ul><li>Collects and combines social media information and brand experiences about some customers on a spot basis
  126. 126. Communicates brand expectations with differing messages across various social media venues
  127. 127. Interprets social media expectations within select brand areas</li></ul>Aware<br /><ul><li>Uses anecdotal evidence to interpret sales program effectiveness
  128. 128. Implicitly assumes customer expectations, needs, demand</li></ul>© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  129. 129. Definition: Enhance brand perceptions via social media conversation management<br />Develop & Evolve Social Media Conversation Management Capability & Platform<br />Often, companies do possess a common and effective platform for managing social media conversations, hence are missing the opportunity to enhance the quality of these interactions. A best practice company develops and evolves a robust platform for managing social media conversations across all venues<br />The SMARTE enterprise has these capabilities . . .<br />Leading<br /><ul><li>Proactively manages customer social media conversations throughout the enterprise
  130. 130. Effectively maps nearly all social media contacts into segments
  131. 131. Makes real-time conversation adjustments to dynamic customer social media feedback models
  132. 132. Makes real-time conversation adjustments to dynamic needs-based customer social media feedback and trends
  133. 133. Has a robust/automated social media conversation management platform </li></ul>Optimizing<br /><ul><li>Integrates customer social media qualitative information across customer touch-point systems in order to optimize conversations
  134. 134. Effectively maps most social media participants conversation types
  135. 135. Platform for managing conversations is semi-automated across most brands</li></ul>Practicing<br /><ul><li>Works to develop a common conversation based on manual means and tracking
  136. 136. Working toward developing a more robust tool set to manage the social media environment and conversations</li></ul>Developing<br /><ul><li>Has some social media interactions with some brands
  137. 137. Actively manages the conversations for limited periods of time
  138. 138. Platform to manage conversations is mostly manual</li></ul>Aware<br /><ul><li>Understands where social media conversations are taking place
  139. 139. Understands what should be done to manage conversations more effectively</li></ul>© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  140. 140. Definition: Optimize Social Media Capability<br />Optimize Social Media Function (Organization, processes, standards) to Deliver Sustained Customer Value<br />ALL parts of a truly SMARTE enterprise move in harmony. This means coordinating all aspects of social media (strategy, people, technology, and processes) so that this function integrates seamlessly with, and effectively supports, all company functions: sales, marketing, product management, branding, PR, etc.<br />The SMARTE enterprise has these capabilities . . .<br />Leading<br /><ul><li>All business units rapidly respond to changing enterprise social media driven priorities based on developed enterprise level best practice processes
  141. 141. Has virtual units collaborating on projects relating to managing social media more effectively
  142. 142. Supports an internal ethos for driving positive change across people, process, technology, standards to improve social media effectiveness
  143. 143. Funds social media improvement projects in the context of all of the enterprises' business strategy and priorities</li></ul>Optimizing<br /><ul><li>Maintains and refines processes that enable social media cross-unit synergy (e.g. campaigns, sales, branding, product launches)
  144. 144. Manages customer management processes across business units and shares important information cross units (e.g., low customer satisfaction, feedback, positive trends, etc. )
  145. 145. Provides some incentives for employees to achieve social media targeted cross-business unit objectives</li></ul>Practicing<br /><ul><li>Consistently coordinates social media efforts and business flows (e.g. marketing campaigns) across business units using common processes and standards
  146. 146. Integrates social media processes across some business units
  147. 147. Rewards significant social media cross-unit achievements</li></ul>Developing<br /><ul><li>Relies on the initiative of employees to coordinate efforts and improve social media capabilities across business units
  148. 148. Actively shares some pockets of social media best practices cross business units</li></ul>Aware<br /><ul><li>Realizes that cross-business unit social media standards are important
  149. 149. Develops social media processes for some units on an ad-hoc basis</li></ul>© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  150. 150. Maximize the Customer Social Media Brand Experience<br />Inconsistent and unbalanced customer social media experiences can result in losing or dissatisfying your customers. Managing customers’ social media experience consists of four key components: customer social media intelligence, proactive branding; delivery of tailored social media messages; and developing a learning, consistent and multi-touch customer social media relationship.<br />Definition: Maximize the social media brand Experience<br />The enterprise has these capabilities . . .<br /><ul><li>Brand communities rated in the top 5% w/recognized brand cult status that is proactively measured and managed
  151. 151. Recognizes customers at all social media venues with highly relevant and engaging messaging & content
  152. 152. Participates in customer-centric best-in-class cross-industry partnerships to coordinate social media brand messaging</li></ul>Leading<br />Optimizing<br /><ul><li>Leverages trigger- or event-based marketing to produce situation-specific marketing offers that correspond very closely with customer & market needs based on social media feedback
  153. 153. Recognizes customers at all social media forums
  154. 154. Offers a robust set of self-service functionality over multiple social media mediums, with personal help easily accessible upon request
  155. 155. Migrates nearly all customers to most appropriate social media channels
  156. 156. Utilizes systems and processes to deliver coordinate marketing, sales and service messaging across social media venues and forums</li></ul>Practicing<br /><ul><li>Has begun to develop select messaging that respond to information gathered during some social media interactions
  157. 157. Recognizes customers at nearly all social media venues
  158. 158. Coordinates some marketing, sales, and service messaging across social media touch-points
  159. 159. Tests select offerings via social media such as allowing customers the choice of separate or bundled products and services </li></ul>Developing<br /><ul><li>Develops marketing offers for segments after periodically mining and analyzing customer social media data
  160. 160. Recognizes customer at a limited number of social media touch-points
  161. 161. Rewards customer treatment via ad hoc methods
  162. 162. Organizes in a product-oriented design with customer-centric champions
  163. 163. Allows marketing, sales and service groups to manage touch-points independently, including social media venues, forums, etc. </li></ul>Aware<br /><ul><li>Interacts with customers via social media on an ad-hoc, intermittent basis
  164. 164. Social Media Interactions and Experience is product and brand specific</li></ul>© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  165. 165. Managing CUSTOMER Brand Experience Levels via social media<br />Customer Satisfaction is a measure of actual treatment relative to expected treatment. Many companies strive to delight their customers all of the time, but higher treatment levels often equate to higher delivery costs, and can reduce a company’s profitability. With this in mind, understanding customer expectations in order to selectively meet or delight customers becomes the cornerstone of well executed programs.<br />Satisfied<br />Delighted<br />Disappointed<br />Goal: Foster social media advocacy<br />High<br />Importance to<br />Customer<br />Very Satisfied<br />Satisfied<br />Very Satisfied<br />Satisfied<br />Low<br />Identify Customer Social Media Trends. Needs, etc.<br />High<br />Low<br />Exceptional<br />Experience Quality<br /> (i.e., Actual treatment delivered - expected treatment)<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  166. 166. Align Customer experience with customer Brand Perception & requirements<br />High<br />Disappointed Customers<br />On Target: Expected = Delivered<br />Experience<br />Importance of Experience to Customer / Prospect <br />Over Served Customers<br />Low<br />Low<br />High<br />Actual Level of Treatment Delivered<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  167. 167. Progress can be Incremental<br />As this example illustrates, an organization does not need to, and may not be able to, advance equally in all Business Practices. Instead, there may be greater impact and return on investment if the enterprise focuses its resources on extending its capabilities along its own optimal profile. In fact, the Business Practices are independent of each other; progress can be made at a different pace within each area. <br />ExampleProfile<br />Leading<br />Bridging Capabilities<br /><ul><li>Integrate Social Media ‘Learnings’ into Product Development
  168. 168. Implement Social Media Manager
  169. 169. Re-Align Social Media Organization</li></ul>Optimizing<br />Future state profile<br />Practicing<br />MaturityLevels<br />Capability Gap<br />Developing<br />Current maturity profile<br />Aware<br />Optimize Social Media Function (Organization, processes, standards) to Deliver Sustained Customer Value:<br />Leverage Social Media Insight as a Strategic Asset<br />Develop & Evolve Social Media Conversation Management Capability & Platform<br />Enhance Sales Growth through Optimized Social Media Tactics-<br />Align Marketing & Product Strategy with Social Media and Customer Insight and Expectations<br />Maximize the Customer Social Media Brand Experience<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />SMARTE Social Media Business Practices<br />
  170. 170. SMARTE – Delivery Methodology<br />Future Business Model Development<br />Project Initiation<br />Vision Development<br />Current State Assessment<br />Transformation Planning<br /><ul><li>Understand {client's}readiness in utilizing new Demand Management processes
  171. 171. Prepare an inventory of lead management applications and capabilities
  172. 172. Understand differences in process and workflow between different customer segments, highlighting key findings and potential areas of improvement
  173. 173. Review the business strategy and further develop the Vision Statement and guiding principles
  174. 174. Review project scope and objectives with Task Force at Kick-off meeting
  175. 175. Confirm deliverables, schedules and milestones with Task Force at Kick-off meeting
  176. 176. Confirm project scope and objectives
  177. 177. Confirm deliverables, schedules, and milestones
  178. 178. Finalize project team membership and logistics
  179. 179. Establish project management, control and communications plan
  180. 180. Meet with Project Sponsor to set Vision and objectives for project
  181. 181. Using an interactive workshop approach with the core team:- Develop future business scenarios- Envision future states and underlying capabilities for business processes, technology, and people & organization
  182. 182. Assess gaps between future business model and current state
  183. 183. Develop project profile & portfolio straw-man
  184. 184. Review and validate business scenarios and capabilities assessment
  185. 185. Finalize project portfolio, including prioritization and sequence
  186. 186. Develop project roadmaps
  187. 187. Develop high level rationalization for expected projects</li></ul>We have a proven methodology to specifically develop a robust Social Media Capability. Below is the approach that we recommend for moving forward with a project of this nature.<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  188. 188. Assessment Approach<br />{Client} customer-centric maturity was assessed by applying {Client} executives’ own evaluations, in combination with EdgeUp Marketing’ knowledge about {client}, to identify {client’s} current or emerging customer-centric capabilities. Next, a short list of target capabilities (that can be reached in 18 months) was produced by examining the business urgency of the emerging or non-existent capabilities and filtering them by several usefulness criteria.<br />Customer-centric & SMARTE capabilities<br />Non-existent capabilities<br />Capabilities to aspire to<br />EdgeUp Marketing’ Point of View<br /><ul><li>Impact on Customers
  189. 189. Results within 18 Months
  190. 190. Impact on Profit
  191. 191. Ease of Implementation</li></ul>New capabilities to develop<br />Emerging capabilities<br />EdgeUp Marketing’ Experience at {client}<br />Selection criteria<br />Capabilities to improve<br />Client Perspectives<br />{Client} Self-Descriptions<br />Existing capabilities<br />Existing capabilities<br />Best-in-Class Research<br />Action<br />Identify<br />Assess<br />Filter<br />Set of Sorted Capabilities<br />Set of Target Capabilities<br />Set of Possible Capabilities<br />Result<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  192. 192. Sample Timeline<br />Based on our assumptions, we anticipate that the SMARTE project will take 6 weeks to complete. Included within this timeline are three workshops with the Task Force members which will serve to initiate the project, gather current state / future business model input, and develop the transformational plan. <br />5<br />6<br />1<br />2<br />3<br />4<br />7+<br />Project Initiation<br />1 Week<br />Vision Development<br />1 -2 Weeks<br />Current State Assessment<br />1- 2 Weeks<br />Future Business Model Development<br />1 - 2 Weeks<br />Transition Planning<br />2+ Weeks<br />= Initial Discussion with Project Sponsors<br />=In Person Interviews <br />= Kick-Off Meeting<br />= Work Shops<br />= Conference Calls <br />=WrapUpMeeting<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />=Workshops <br />
  193. 193. Project Team Interactions<br />Throughout the project, EdgeUp Marketing will work with the project teams in various ways to gather information, facilitate group work tasks, etc:<br />Interviews<br />In-Person:<br />Initial and ongoing discussions with the project Sponsor and Steering Committee to set directions and expectations, and checkpoints throughout the project<br />Conference Calls:<br />Typically used during the Current State Assessment to gather information from teams whereby travel to a central meeting location is unnecessary.<br />Workshops<br />Workshops will be used to facilitate envisioning and planning sessions. Please see appendix for further details regarding planned workshops.<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  194. 194. Our Qualifications: Client Engagement Credentials<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  195. 195. Sample Awards, Clients Letters<br /><ul><li>Full Award & Letter Profile: www.StevenJeffes.com</li></ul>© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  196. 196. Thank you !<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  197. 197. Appendix<br />Project Approach Details<br />Project Deliverable Samples<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  198. 198. Team Work<br />In order to optimize the resources of such a large project team, after the entire team participates in the Project Initiation and Vision Development phases, the Task Force Groups will participate in the Current State Assessment, and the Core Team will work on the Future Business Model Development phases. Then the entire team comes back together to work on the Transformation Planning phase.<br />Task Force Team<br />All participants<br />All Participants<br />Core Team<br />Future Business Model Development<br />Project Initiation<br />Vision Development<br />Current State Assessment<br />Transformation Planning<br /> EdgeUpTeam<br />The Core Team is a subset of the Task Force Team consisting of representation from each of the Task Force groups. Due to its smaller size it can mobilize quicker to develop the Future Business Model.<br />Participation from every member of Task Force Team is needed to thoroughly capture the Current State lead management processes via separately scheduled conference calls. <br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  199. 199. Project Initiation<br />Objective<br /><ul><li>To confirm the goals of the project and the appropriate method for accomplishing these goals.</li></ul>Initiate<br />Major Activities<br /><ul><li>Confirm project scope and objectives
  200. 200. Confirm deliverables, schedules and milestones
  201. 201. Finalize project team membership and logistics
  202. 202. Define key metrics and principles
  203. 203. Meet with project sponsor to set Vision and objectives for the project </li></ul>Prepare / Facilitate / Summarize Meeting with Project Sponsor<br />Work Products<br /><ul><li>Project plan & control mechanisms
  204. 204. Project organization
  205. 205. Deliverable templates</li></ul>Critical Success Factors<br /><ul><li>Establishing an effective and skilled project team
  206. 206. Establishing team relationships
  207. 207. Communicating project vision and objectives to appropriate stakeholders securing commitment and involvement where required
  208. 208. Launching ongoing communication and feedback processes</li></ul>© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  209. 209. Vision Development<br />Objective<br /><ul><li>To review the business strategy and further develop the Vision Statement and Guiding Principles developed during the Kick Off meeting</li></ul>Vision<br />Major Activities<br /><ul><li>Review the business strategy and further develop the Vision Statement and guiding principles
  210. 210. Review project scope and objectives with Task Force at Kick-off meeting
  211. 211. Confirm deliverables, schedules and milestones with Task Force at Kick-off meeting</li></ul>Prepare / Facilitate / Summarize Kick-off Meeting<br />Work Products<br /><ul><li>Vision Statement - vision and guiding principles</li></ul>Critical Success Factors<br /><ul><li>Leveraging work products developed and input gathered during Kick Office meeting</li></ul>© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  212. 212. Current State Assessment<br />Objective<br /><ul><li>To assess the current situation of the three drivers of business change - people and culture, business process, and technology.</li></ul>Document Current State Organization and Processes<br />Major Activities<br /><ul><li>Understand {client's} readiness in utilizing new Demand Management processes
  213. 213. Prepare an inventory of lead management applications and capabilities
  214. 214. Understand differences in process and workflow between different customer segments, highlighting key findings and potential areas of improvement
  215. 215. Review existing work products & projects as they relate to Demand Management</li></ul>Prepare / Facilitate / Document Conference Calls with Task Force members<br />Work Products<br /><ul><li>Current State Organization Assessment
  216. 216. Current State Process Assessment
  217. 217. Current State Application Architecture and Tools</li></ul>Prepare Key Findings Summary Document<br />Critical Success Factors<br /><ul><li>Engaging key staff to assess the current situation</li></ul>© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  218. 218. Future Business Model<br />Objective<br /><ul><li>Focus on transforming from conflicting demand management practices to one aligned with business priorities</li></ul>Major Activities<br />Prepare Future Business Model Development<br /><ul><li>Using an interactive workshop approach with the core team: - Develop future business scenarios - Envision future states and underlying capabilities for business processes, technology, and people & organization
  219. 219. Assess gaps between future business model and current state
  220. 220. Develop project profile & portfolio straw-man</li></ul>Prepare / Facilitate / Summarize Core Team Workshops<br />Document Future Business Model Scenarios and Core Capabilities<br />Work Products<br /><ul><li>Future business scenarios
  221. 221. Core functional capabilities
  222. 222. Core technical infrastructure components
  223. 223. Project Profile and Portfolio Straw-man</li></ul>Develop Project Profile and Portfolio Straw-man<br />Critical Success Factors<br /><ul><li>Developing a Core Team to prepare future business model scenarios and project portfolio straw-man
  224. 224. Thorough preparation for process envisioning interviews and workshops
  225. 225. Obtaining consensus on issues, business drivers, findings, and perspectives</li></ul>© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  226. 226. Transformation Planning<br />Objective<br /><ul><li>To develop the portfolio of projects and associated project descriptions required to implement the future Demand Management business model</li></ul>Transformational Planning Workshop (Workshop #3)<br />Major Activities<br /><ul><li>Review and validate business scenarios and capabilities assessment
  227. 227. Finalize project portfolio, including prioritization and sequence
  228. 228. Develop project roadmaps
  229. 229. Develop high level rationalization for expected projects</li></ul>Prepare / Facilitate / Summarize Workshop Meeting<br />Work Products<br />Finalize Project Portfolio & Roadmap<br /><ul><li>Project portfolio & roadmap
  230. 230. Detailed project write-ups
  231. 231. Final deliverable</li></ul>Critical Success Factors<br />Prepare Final Deliverable<br /><ul><li>Understanding dependencies and linkages of identified projects with other {client} initiatives
  232. 232. Obtaining buy-in from key stakeholders
  233. 233. Managing expectations on level of detail for project descriptions</li></ul>© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  234. 234. SMARTE Workshops - Overview<br />Three major workshops of the project, Current State Assessment, Future Business Model Development, and Transformational Planning, will be examined within the context of {client&apos;s} major transformational focus areas.<br />Core Components of SMARTE Workshops<br />Vision<br />Future Business Model Development<br />Transformational<br />Process<br />Current State Assessment <br />Identify the Transformational Action Steps Required to Achieve the Future State<br />Envision the Desired Future State<br />Diagnose and Benchmark the Current State<br />Vision Statement, Key Metrics, and Guiding Principles<br />Develop Tools to Manage the Transformation<br />Overall Program<br />Management<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  235. 235. SMARTE - Workshop #1<br />During the Initiate phase of the project, the Task Force members will convene at the Kick-off meeting to confirm the goals of the project and review the project work plan. The participants will finalize the Vision Statement, define key metrics, and agree upon guiding principles. <br />Workshop #1<br />Kick-off Meeting<br />Major <br />Transformational<br />Focus Areas<br />Desired Future State<br />Transformational<br />Process<br />Current State<br />Identify the Transformational Action Steps Required to Achieve the Future State<br />Envision the Desired Future State<br />Vision Statement, Key Metrics, and Guiding Principles<br />Diagnose and Benchmark the Current State<br />Develop Tools to Manage the Transformation<br />Overall Program<br />Management<br />The Kick-off meeting will serve to finalize the Vision Statement which will guide the SMART project. Corresponding metrics and guiding principles will also be identified.<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  236. 236. SMARTE - Workshop #2<br />During the second workshop session, Team members will develop future business model scenarios and corresponding capabilities. In addition, Core Team members will develop a project profile and portfolio straw-man. <br />Workshop #2<br />Major <br />Transformational<br />Focus Areas<br />Desired Future State<br />Transformational<br />Process<br />Current State<br />Identify the Transformational Action Steps Required to Achieve the Future State<br />Envision the Desired Future State<br />Vision Statement, Key Metrics, and Guiding Principles<br />Diagnose and Benchmark the Current State<br />Develop Tools to Manage the Transformation<br />Overall Program<br />Management<br />Workshop #2 will document your current state organization and processes. In addition, task force members will begin to define future business models for SMARTE.<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  237. 237. SMARTE - Workshop #3<br />During the third workshop session, Task Force members will review and validate a project portfolio straw-man. {client} North America will identify the transformational action steps necessary to achieve the future business model.<br />Workshop #3<br />Major <br />Transformational<br />Focus Areas<br />Desired Future State<br />Transformational<br />Process<br />Current State<br />Identify the Transformational Action Steps Required to Achieve the Future State<br />Envision the Desired Future State<br />Vision Statement, Key Metrics, and Guiding Principles<br />Diagnose and Benchmark the Current State<br />Develop Tools to Manage the Transformation<br />Overall Program<br />Management<br />Workshop #3 will consolidate the current state findings and future business model input to identify the transformational action steps required to achieve your SMARTE Vision.<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />
  238. 238. Sample Template - Core Capabilities & Gap Assessment<br />Below are definitions and illustrative examples for the framework proposed to assess core capabilities and criteria. <br />Component<br />Definition<br />IllustrativeExample<br />Capability<br />A description of the operating environment that supports a specific area of focus<br />Deliver customized or personalized marketing offers to individual customers based on value to the business<br />Processes*<br />Work steps required to enable a specific capability<br />Deliver customer value information to representatives at the point-of-contact<br />Skills*<br />Organizational skills required to enable a specific capability<br />Treatment of customer should be differentiated based on value (I.e. more skills agents to interact with high-value customers.)<br />Technology*<br />Automated solution required to enable a specific capability<br />Data mining and modeling able to provide real-time access to customer transaction information<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />* Each capability may result in multiple process, skills and technology requirements<br />
  239. 239. 2012+<br />2010<br />2011<br />Note: Actual project sequencing and timeframes are approximations at this level. Further scoping and planning is required for more accurate estimates.<br />Create an E-Mail Content & Contact Strategy Based on Customer Preference<br />Establishing a Customer Forum will provide insight into Defining the Customer Experience. Customer Forums should be an on-going practice.<br />Implement an E-Mail Engine<br />EstablishaCustomerForum<br />Continue Customer Forums<br />Define the Customer Experience<br />Once the Customer Experience has been defined, it can be used to shape the Create and Execute & Contact Strategy for All Customer Touch Points Based on Customer Preference project.<br />Create and Execute Content & Contact Strategy for All Customer Touch Points Based on Customer Preference <br />ImproveLead / OpportunityManagement<br />Review & Redesign Lead Qualification Process<br />Develop Lead Scoring<br />Improve 1-800-OK-xxxx Experience<br />Sample Template - Project Portfolio Roadmaps<br />The Project Portfolio & Roadmap below highlights dependencies and timeframes associated with particular work-streams identified during the Transformational Planning stage of the project.<br />SAMPLE<br />© 2009 EdgeUp Marketing, All rights reserved. Contents Confidential and Proprietary, EdgeUp Marketing Use Only.<br />

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