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Fusionmex lecture #103

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Sample deck from one of the Fusion Marketing Experience's lecture series. In this session, IFull program available Summer 2012.

Sample deck from one of the Fusion Marketing Experience's lecture series. In this session, IFull program available Summer 2012.

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  • 1. THE FUNDAMENTALS OF SOCIAL MEDI PROGRAM DEVELOPMENT FOR BUSINESS MANAGERS Module 2: Selling your program.Sample deck from the Fusion Marketing Experience lecture series. Full program of videos and decks available Summer 2012www.fusionmarketingexperience.com Lectures Courses Training E-Resources Olivier Blanchard
  • 2. Your next challenge: properly selling the idea.
  • 3. What are some areas / business functions that a social media program might help improve?
  • 4. Sales Net New Customers, Increased Frequency of Transactions, promo exposure Increased yield (average $ value per transaction), and product penetration Customer Support Immediate feedback and response, positive impact in public forum, cost reduction Human ResourcesMore effective recruiting, online monitoring of employee behavior (risk management) Public Relations Online Reputation Management, improved brand image via Social Web Customer LoyaltyIncreased interactions, better quality of interactions, deeper relationship with brand, Increased trust in brand, increased mindshare of brand, greater values alignment Business Intelligence Know everything.
  • 5. Understanding the medium and seeing the opportunities aren’t enough. Objections aren’t always logical.
  • 6. FEARIS THE MIND KILLER.
  • 7. In a perfect world, managers are leaders. We do not live in a perfect world.
  • 8. Top leadership has the burden of responsibility. Middle management has the burden of being stretched too thin.Worker bees have the burden of feeling powerless.
  • 9. CULTURAL CONTRADICTION:Pioneers and innovators are admired. Failure is feared above all else.
  • 10. Pioneers and innovators’ model of discovery is systematic failure: Fail often to succeed faster.
  • 11. Our culture idolizes rebels and risk-takers.
  • 12. Attributes / qualities of leadership: -Courage -Vision -Wisdom -Benevolence -Selflessness -Magnanimity -Boldness
  • 13. John Glenn Ernest Shackleton
  • 14. Our mythologies and inherent need for hero worship create models of archetypal leadership. As a result, we expect certain attributes from leaders. One of these key attributes is courage. Ironically, it is the most lacking in the corporate world. Ask yourself what has made companies like Apple, Starbucks, Facebook and Virgin so exceptional: Everything begins with visionary, courageous leadership.
  • 15. Business schools don’t train execs to be heroes. (They should.)
  • 16. The traits and behaviors that lead a promising manager to become CEO don’t necessarily touch on courage. Results Consensus Trust Cultural fit Management vs. Leadership
  • 17. Remember the Mac vs. PC ads?Think of the problem this way…
  • 18. What the corporate world sees:CEO ???
  • 19. In reality, the effective model is this:CEO COO
  • 20. The worst thing that can happen to a company: CEO COO I’m leaving I am taking to start over as another CEO. company.
  • 21. Two very different types of humans: CEO COO Innovative ideas Logistics Experimentation Operations Vision Risk ManagementCultural Sensitivity Structure
  • 22. Put the right people in the right roles: Special Forces are very good at winning battles. They are highly adaptive, capable and motivated.They have all of the “hero” traits we seek in a leader. Special Forces are terrible at being administrators. Their specialty is winning, Not making sure the trash gets picked up on time.
  • 23. Problem 1.1:Most of the corporate leadership you will run into today is made up of excellent managers and administrators, not leaders in the core cultural sense of the term.Leaders generally leave the corporate system on their own or are pushed out of it because they don’t fit in a box.
  • 24. Problem 1.2:Most corporate environments are male dominated cultures.If you understand biology, you understand the Alpha Male phenomenon. Artificial hierarchies vs. Natural hierarchies create dysfunctions. The result: unspoken animosity & fear of failure.
  • 25. Problem 1.3:If the CEO is the biological alpha in the room and he is self- actualized, you will have an easier time of selling and building your social media program. If the CEO is not the biological alpha in the room, you will have to deal with risk-aversion and operational paralysis.
  • 26. Now that you understand what you are up against… First things first: get your bearings Three models: A)Starting from scratch? B) Rebooting a program that stalled? C) Rebooting a program that imploded?
  • 27. Tackling risk-averse objectionsFirst things first: get your bearingsThree models:A)Starting from scratch? A lot of education ahead. Red flag: why such a late start?A)Rebooting a program that stalled? Look for operational dysfunctions and lack of focus.A)Rebooting a program that imploded? You will have to deal with trauma across the organization.
  • 28. Step 1: Identifying rational reasons.
  • 29. Step 2: Addressing irrational fears.
  • 30. Step 1: Why should you be there?- The social media program can solve a problem for the organization.-The social media program is a matter of strategic necessity for theorganization.-The social media program offers key opportunities for growth for theorganization.-The social media program can help the organization penetrate newmarkets. (Younger demos, mobile commerce, etc.)-The social media program can provide new degrees of businessintelligence.-The social media program will lower operating costs.-The social media program will enable the organization to outclass thecompetition in key areas.If you cannot identify key business objectives on your own, turn thislist into questions. Look across the organization, at every department.
  • 31. Sales Net New Customers, Increased Frequency of Transactions, promo exposure Increased yield (average $ value per transaction), and product penetration Customer Support Immediate feedback and response, positive impact in public forum, cost reduction Human ResourcesMore effective recruiting, online monitoring of employee behavior (risk management) Public Relations Online Reputation Management, improved brand image via Social Web Customer LoyaltyIncreased interactions, better quality of interactions, deeper relationship with brand, Increased trust in brand, increased mindshare of brand, greater values alignment Business Intelligence Know everything.
  • 32. Avoid this:
  • 33. @intersection1Mark Smiciklas
  • 34. Tackling risk-averse objections
  • 35. Identifying & addressing fears / riskYou understand the difference between management vs. leadershipand its role in creating risk-averse cultures, silo’ed organizations, andoperational paralysis.Now it is time to bring out those fears and give them shape. This iscloser to therapy than you think.Typical answers:
  • 36. Identifying & addressing fears / riskYou understand the difference between management vs. leadershipand its role in creating risk-averse cultures, silo’ed organizations, andoperational paralysis.Now it is time to bring out those fears and give them shape. This iscloser to therapy than you think.Typical answers:-Loss of control & potential embarrassment. (What if people say bad thingsabout us? What if one of our employees makes a mistake?)
  • 37. Identifying & addressing fears / riskYou understand the difference between management vs. leadershipand its role in creating risk-averse cultures, silo’ed organizations, andoperational paralysis.Now it is time to bring out those fears and give them shape. This iscloser to therapy than you think.Typical answers:-Loss of control & potential embarrassment. (What if people say bad thingsabout us? What if one of our employees makes a mistake?)-Loss of control & status inside the org. (Who will own this program? Howwill my budget be affected?  Budgets control what gets done & exec status.)
  • 38. Identifying & addressing fears / riskYou understand the difference between management vs. leadershipand its role in creating risk-averse cultures, silo’ed organizations, andoperational paralysis.Now it is time to bring out those fears and give them shape. This iscloser to therapy than you think.Typical answers:-Loss of control & potential embarrassment. (What if people say bad thingsabout us? What if one of our employees makes a mistake?)-Loss of control & status inside the org. (Who will own this program? Howwill my budget be affected?  Budgets control what gets done & exec status.)-Cost terror. (How much will this cost? What are the hidden costs?)
  • 39. Identifying & addressing fears / riskYou understand the difference between management vs. leadershipand its role in creating risk-averse cultures, silo’ed organizations, andoperational paralysis.Now it is time to bring out those fears and give them shape. This iscloser to therapy than you think.Typical answers:-Loss of control & potential embarrassment. (What if people say bad thingsabout us? What if one of our employees makes a mistake?)-Loss of control & status inside the org. (Who will own this program? Howwill my budget be affected?  Budgets control what gets done & exec status.)-Cost terror. (How much will this cost? What are the hidden costs?)-Operational Hurdles: (Our culture isn’t social. We are too silo’ed. We are toorisk-averse. We don’t have the manpower or the time. We don’t have the skill-set, the framework or the tools. I don’t have time to devote to this.) Middle-management concerns stem from being stretched too thin.
  • 40. Think of this phase as an audit. You are not there to provide answers or solutions.You are there to let the people in the organization who can either be your champions or your enemies give voice to their fears. Ask the right questions:
  • 41. Think of this phase as an audit. You are not there to provide answers or solutions. You are there to let the people in the organization who can either be your champions or your enemies give voice to their fears. Ask the right questions: 1. Get to the root of the objections. Get to the fear. Understand the fear. (Ask if you have to.) 2. Ask what would solve the problem for them. “What if we did x, y and z? Would that minimize the risk enough?” 3. Go back to the opportunity/reward part of the equation.“So if we eliminated those risks, what would you want to get out of it?”
  • 42. RISK REWARDStep 1: Identify VS. Step 1: IdentifyStep 2: Minimize Step 2: Maximize
  • 43. RISK VS. REWARD
  • 44. Maximize opportunityRISK VS. REWARD
  • 45. This seems painfully simple.
  • 46. This seems painfully simple.It is the single-most important foundation for success in building a healthy, successful social media program.
  • 47. This seems painfully simple.It is the single-most important foundation for success in building a healthy, successful social media program.99% of organizations fail in the social media space because they did not go through this process.
  • 48. This seems painfully simple. It is the single-most important foundation for success in building a healthy, successful social media program. 99% of organizations fail in the social media space because they did not go through this process. They rush to the tools, strategies, tactics and busy-work ofsocial media programs without laying the ground-work for it. And at some point, either everything comes to a screeching halt, or the program goes off into the weeds. Don’t end up in the weeds.
  • 49. Social media programs transform the way businesses operate. If they transform processes, they transform behaviors. And if they transform behaviors, they transform cultures. In 2010-2020 failure = inability to adapt. In 2010-2020 success = ability to manage change. Change management, not social media management, is the biggest challenge facing organizations today.
  • 50. 5 decades separated the American Civil War and World War I5 decades separate the establishment of modern organizational thought and the social web
  • 51. Plan XVII: August 1914. One 62-year old French corps commander speaks of “astonishingchanges in the practice of war.” The French still fought in bright colors, out in the open, againstthe modern rifle, machine guns and artillery. Failure to adapt.At the start of the war, the British Army only had 2 machine guns per battalion.
  • 52. A leader disconnected from his era cannot effectively lead. Old thinking kills companies.Reconnect the CEO and senior execs to the world they live in. But don’t be a revolutionary. Be a trusted guide.
  • 53. An imperfect understanding of the field always leads to bad decisions. Educated leaders might make good decisions. The other kind cannot. Do not let a CEO and/or senior executives delegate knowledge.If they don’t understand something, they entrust it to the wrong people.
  • 54. The biggest problems with SM integration: Imperfect Understanding of the medium Decision-makers do not understand it well enough to see how it fits. Hiring criteria are wrong Because the medium is not well understood, the wrong people are assigned to managing efforts in it – from strategy to execution to measurement. The assumption: This is marketing, right? Too much emphasis on marketingTrickle-down effect: The majority of social media managers come from marketing backgrounds. Only 1% from customer service backgrounds. Wrong goals Wrong Assumptions about the medium = wrong focus = wrong goals Wrong metrics Wrong goals = wrong success metrics Clusterf*ck Mass confusion as to anything beyond “reach” numbers
  • 55. Back to our opportunities: Sales Net New Customers, Increased Frequency of Transactions, promo exposure Increased yield (average $ value per transaction), and product penetration Customer Support Immediate feedback and response, positive impact in public forum, cost reduction Human ResourcesMore effective recruiting, online monitoring of employee behavior (risk management) Public Relations Online Reputation Management, improved brand image via Social Web Customer LoyaltyIncreased interactions, better quality of interactions, deeper relationship with brand, Increased trust in brand, increased mindshare of brand, greater values alignment Business Intelligence Know everything.
  • 56. NOW WHAT?
  • 57. Three-Step Process:Step 1: Strategy & developmentIdentifying key departments to partner with. Setting targets.Chatting with them & identifying their needs. Clarifying intent.Talking realistically about capacity. Getting buy-in.
  • 58. Three-Step Process:Step 1: Strategy & developmentIdentifying key departments to partner with. Setting targets.Chatting with them & identifying their needs. Clarifying intent.Talking realistically about capacity. Getting buy-in.Step 2: Operational Deployment Getting departments up to speed Working with Legal, IT, HR, etc. Training staff Creating guidelines Enabling technology and tools Developing the organization Creating the internal infrastructure Continuous improvement
  • 59. Three-Step Process:Step 1: Strategy & developmentIdentifying key departments to partner with. Setting targets.Chatting with them & identifying their needs. Clarifying intent.Talking realistically about capacity. Getting buy-in.Step 2: Operational Deployment Getting departments up to speed Working with Legal, IT, HR, etc. Training staff Creating guidelines Enabling technology and tools Developing the organization Creating the internal infrastructure Continuous improvementStep 3: Management & Execution Community management Digital customer support Online reputation management Internal collaboration Monitoring Etc. Measurement
  • 60. Full 360 buy-in.Step 1: Strategy & developmentIdentifying key departments to partner with. Setting targets.Chatting with them & identifying their needs. Clarifying intent.Talking realistically about capacity. Getting buy-in.This process involves everything we have just talked about.Every department manager is like a micro-CEO.In order to be successful, you must sell the value of your socialmedia program to the entire organization.Not everyone needs to have the courage to be the first to moveon it, but they have to be sold on the idea if you can providethem with a reasonable proof of concept.
  • 61. Silos don’t matter. (at first.)
  • 62. Silos don’t matter. (at first.)Start Small. Use the silos to your advantage. Don’t try to build too big, too soon.
  • 63. You are not building a company-wide program yet. You are building department-specific programs. Silos don’t matter. (at first.) Start Small. Use the silos to your advantage. Don’t try to build too big, too soon.
  • 64. Your audit is done. (your notes.) Pick your 3 most promising prospects. Lowest risk Lowest barrier of entry Achievable goals (S/L) High motivation Keep it simple: Listening Responding Pushing Reporting
  • 65. Scarcity is a good marketing model. Be nice to those who were not picked. Continue to work with them Share what you are doing Share what you are learning Make them want to be next Build internal momentum Their turn will come (Can they help now?)
  • 66. What. Why. Where.Put together a proposal: How.
  • 67. Meet with: CEO Your boss Department head Other key actors  Opportunities  Objectives  Targets  Timeframe  Cost  Risk Management What. Why. Where.Put together a proposal: How.
  • 68. Green light: Get things started.Red light: You missed something. Address what you missed. Present again.Orange Light: Fear is still a factor. See red light. - Project is put under supervision of someone outside your team. - CEO wants time to think about it. - CEO wants to run it by other senior execs.
  • 69. Remember: Sell field Sell testing, minimopportunity, ch al risk & ange, and big minimal drain ideas. on resources.
  • 70. Don’t: Boring. Too much trouble. Sell field Selltesting, minim opportunity, c al risk & hange, and bigminimal drain ideas. on resources.
  • 71. Why should I trust you with Beware: something this big and scary? Um… Because you should? CEO You This almost guarantees that someone who doesn’t know how tomanage a social media program will end up running your program.
  • 72. I probably need Beware: to find a digital marketing guy. CEO YouThis is how social media ends up in the hands of marketing and/or digital departments.
  • 73. Next: Building out your strategy & program How does Social Media fit into and across my organization?Business Functions Business ProcessesMarketing Customer Business HR Legal IT Internal Service Dvlpmt. CommunicationsAdvertising Customer Collaboration Public Support MeasurementRelationsReputation Data Analysis Mgmt.Research
  • 74. You made it through another module! Take a break. Review your notes. Now what? Good job!