The future of social is integrated

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The Social Practice is a full service social agency. As we move from social media to a social web, where every interaction we have on-line has social context we believe a joined up approach will be business critical.

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  • The future of social is integrated

    1. THE FUTURE OF SOCIAL IS INTEGRATED
    2. OUR PROPOSITIONA FULL SERVICE, FULLY INTEGRATED SOCIAL MEDIA OFFERINGFUSING THE DESIGN & BUILD EXPERTISE OF A CREATIVE SHOP WITH THE TARGETING AND ANALYTICS EXPERTISE OF A MEDIA AGENCY BUILDING NEW EXPERTISE INSPIRED BY THE WORLD OF PR FUELLED BY THE TOOLS AND DATA OF THE WPP GROUP TO PUT THE SOCIAL WEB AT THE HEART OF BUSINESSES
    3. OUR GUIDING PRINCIPLES I. FROM SOCIAL NETWORKS TO A SOCIAL WEB II. FROM CONSUMERS TO NETWORKS III. THE RISE OF SOCIAL BUSINESS
    4. I. FROM SOCIAL NETWORKS TO A SOCIAL WEB SOCIAL CUSTOMER SERVICESOCIAL SHOPPING SOCIAL SEARCH SOCIALSOCIAL PLATFORMS DISPLAY SOCIAL TARGETING
    5. A NEW, SOCIAL INDEXING SYSTEM FOR THE WEB DRIVEN BY:PORTABLE SOCIAL THE POWER OF AN EXPLOSION IN IDENTITIES SOCIAL PLUG INS SOCIAL DATA What I like Who I like What they like How I’m feeling What I‘ve bought Where I am What I’ve watched Who I’m with WHAT WHERE
    6. “For the last decade or so, the Web has been defined by Google’s algorithms-rigorous and efficient equations that parse practically everybyte of on-line activity to build a dispassionate atlas of the on-line world. Facebook CEO Mark Zuckerburg envisions a more personalised, our network of friends,humanised web wherecolleagues, peers and family is our primary source of information” Wired UK
    7. II. FROM CONSUMERS TO NETWORKS “We are a herd species and not an individualist species (as our Western post-enlightenment culture would have it). From the moment we are born ‘til the day we die, we are shaped by ourinteraction with others; for good or ill, we are made how we are by other people” Mark Earls, Author Herd: the hidden truth about who we are
    8. II. FROM CONSUMERS TO NETWORKS“The impact of networks is potentially far greater than that of nudge” Paul Omerod, N Sqaured=public policy and the power of networks
    9. III. THE RISE OF SOCIAL BUSINESS THE SOCIAL WEB HAS FUNDAMENTALLY CHANGED THE WAY WE CONSUME INFORMATION 28.2% OF RESPONDENTS WATCH ON-LINE VIDEO ON !"#$%$"&($)* A FRIEND’S RECOMMENDATION "+(,*&("(*"&-./0*&1 !&$*+2&*-3##*+2*2 /0"%$)13!2*($4+ &*-*+)%15&320-*2 17% CONSUME NEWS ARTICLES ON FRIEND’S RECOMMENDATION Source: Global Web Index 2011
    10. IT IS NOW CHANGING THE WAY WECONSUME PRODUCTS & SERVICES “Last year, business analysis frost & Sullivan predicted that 5.5milion Europeans will be part of a car sharing scheme in 2016,....this will give Europe some 77, 000 shared vehicles. It’s no surprise then, that automakers are moving quickly to ensure that they have some control over such a booming industry” The Independent, 13/05/2011
    11. INCREASING OUR WILLINGNESS AND ABILITY TO SHAREWillingness to share THE SOCIAL WEB THE WEB Ability to share
    12. GIVING RISE TO A HOST OF DISRUPTIVE PEER TO PEER START UPS
    13. WHAT THIS MEANS FOR OUR APPROACH FROM SOCIAL NETWORKS TO A A HOLISTIC APPROACH TO SOCIAL WEB SOCIAL MEDIA DESIGNING FOR NETWORKS ANDFROM CONSUMERS TO NETWORKS PLANNING FOR PARTICIPATION THE RISE OF SOCIAL BUSINESS SOCIAL ENTERPRISE DESIGN
    14. I. A HOLISTIC APPROACH TO SOCIAL MEDIAMONITORING CONVERSATION CAMPAIGNS PLATFORMS INFLUENCER CAMPAIGN COMMUNITY OUTREACH BESPOKE AMPLIFI- LISTENING MANAGEMENT CATION LONG TERM SOCIAL PLATFORMS RESPONSEANALYSIS STRATEGY
    15. INTEGRATED, DEDICATED TEAMS MONITORING CONVERSATION CAMPAIGNS PLATFORMS DATA COMMUNITY ANALYST MANAGER STRATEGIST CREATIVE TECHNOLOGIST WRITER ACCOUNT USER DESIGNER MANAGER EXPERIENCE
    16. II. DESIGNING FOR NETWORKS & PLANNING FOR PARTICIPATION THINKING ABOUT THETHINKING ABOUT THINKING ABOUT THE BEHAVIOURS WITHIN THE THE INDIVIDUAL NETWORK NETWORK HOW BIG IS THE NETWORK? WHAT CONTENT ARE THEY SHARING? HOW TIGHT ARE THE CONNECTIONS? WHY DO THEY SHARE IT? HOW SYMMETRIC ARE THE HOW DO THEY SHARE IT? CONNECTIONS? WHAT FUELS THOSE CONNECTIONS? WHERE DO THEY SHARE IT?
    17. UNDERSTANDING INFLUENCE DYNAMICS DISPERSAL OF INFLUENCE VS CENTRALISED INFLUENCEVISUALISING THE EGYPT INFLUENCER NETWORK VISUALISING THE IMPACT OF A SINGLE TWEET by KOVAS BOGUTA by SOCIALFLOW
    18. IDENTIFYING INFLUENCERS QUANTITATIVE QUALITATIVE SOCIAL INFLUENCE INFLUENCE INFLUENCE -Unique visitors -Opportunities for social -Inbound links -Assessing the author spread -Mainstream media -Perceived expertise -Re-tweets subscriptions -Industry associations -Conversations started-Subscribers/members -Engagement levels -Followers
    19. PLANNING FOR PARTICIPATION Depth ofparticipation WHO DO WE WANT TO PARTICIPATE? WHAT LEVELS OF PARTICIPATION Create DO WE NEED? Like Share Follow Comment Scale of Evangelists Fans Mainstream participation
    20. PLANNING FOR PARTICIPATION WHY WILL THEY WANT TO PARTICIPATE? MOTIVATION TACTICS AND TECHNIQUES To define Personalisation myself Points, levels, To gain status recognition and rewards To bond with others Social context Mutual value To provide something useful exchange- to others group discounts, Tools, apps, To gain something useful financial incentives
    21. III. SOCIAL ENTERPRISE DESIGN CUSTOMER SERVICEMARKETING CORPORATE PR MONITORING CONVERSATION CAMPAIGN PLATFORMS INFLUENCER COMMUNITY CAMPAIGN LISTENING OUTREACH MANAGEMENT BESPOKE AMPLIFI- LONG TERM SOCIAL PLATFORMS ANALYSIS RESPONSE SALES NPD CUSTOMER INSIGHT
    22. INTERROGATING THE ENTERPRISE FROM MULTIPLE ANGLES Who are we targeting and howWhat are the emerging trends in do they engage with social media? technology we may want to tap into? What does their network look like? What are the most exciting TECHNOLOGY CONSUMER Who influences them? emerging uses of the social graph? What are their motivations to participate? What does the organisation want What aspects of company cuture to achieve in social media? might we want to expand on CORPORATE in social media? How does social media impact on CULTURE every aspect of AMBITION What truths are there about how the business-customer service to the company works that sales to NPD? we may want to open up? What are the business’ hopes and How open is the company to fears around social media? responding to social inputs?
    23. CRITICAL IN DEVELOPING BREAKTHROUGH IDEAS THE CLASSIC WHERE INTERESTING 4 Ps SOCIAL IDEAS START PRODUCTPRODUCT PRICE PLACE PROMOTION PLACE PROMOTION PRICE
    24. PRODUCTS AND SERVICES
    25. PRODUCTS AND SERVICESSOCIAL MEDIA AUDIT SOCIAL ENTERPRISE SOCIAL MEDIA AUDIT STRATEGY -Analysis of what consumers are -Interview key stakeholders on saying in social media about the knowledge and -Identify key objectives and strategies brand, the category and our perceptions of social media for the brand in social media competitors -Identify risks and opportunities -Develop a strategic recommendation -Analyse volume, tone & content across PR, customer service, legal, that includes: of conversations e-commerce, etc -Identify and profile key -Standalone intiatives -Review current resources and -Strategic role of social platforms influencers processes around customer service, -Monitoring and response strategies crisis and reputation -Recommendations on tools, training -Analyse brand’s performance in management & processes search -Review current employee -Analyse social media’s communications policies performance as a referrer of traffic/sales
    26. ONGOING MONITORING COMMUNITY INFLUENCER AND RESPONSE MANAGEMENT OUTREACH -Detailed monitoring and rapid response strategy -Ongoing community moderation and -Seeding product and stories with management key on-line influencers -Identify escalation paths for different types of post -Developing and implementing -Developing initiatives to build conversation calendars positive predisposition to the brand- -Establish response ground events, collaborations and co-creation rules -Responding to questions and comments in real time -Building long term relationships and-Designate & train employees to evangelism respond -Identifying issues and directing to relevant client personnel-customer Monitor for issues, deliver services, PR, etc reports & response recommendations
    27. CREATIVE DEVELOPMENT, CONTENT STRATEGY INTEGRATED DESIGN AND BUILD AND CREATION CHANNEL & REPORTING STRATEGIES -Integrating owned and earned media -Content strategy with paid opportunities in social-Development, design and build of media standalone social media -Ongoing content production platforms through a network of bloggers -Understanding how social media and and film makers buzz interact with our paid for media-Development, design and build ofsocial media assets within existing -Optimised for search platforms -Understanding the relationships between social buzz, search, CTRs etc
    28. WHO WE ARESTEVE PARKER PATRICIA MCDONALD@parkersteve @PatsMc -14 years experience in brand -14 years experience in brand and corporate PR and communications strategy -Responsible for establishing -11 years at BBH London successul digital practices at Cohn & Wolfe and GCI -Planning Director of BBH Labs, the agency’s digital -Led the corporate image innovation unit programme for Dell in EMEA and worked on the ground -Responsible for shaping the breaking Dell digital media agency’s approach to digital strategy, including development analytics including creation of a of a real time social media bespoke social media monitoring and influencer monitoring software programme. -Consults on social media for - Consulted on social media for clients such as Argos, Lexus, brands such as John Lewis, and Britvic MBNA and BA -Member of the IPA Strategy -Founder member of PRCA GRoup Digital PR Group REGULAR COMMENTORS AND BLOGGERS ON SOCIAL MEDIA MEMBERS OF WPP EUROPEAN DIGITAL ADVISORY BOARD
    29. CONTACT US 17 RATHBONE STREET, W1T1L7PATRICIA McDONALDpatricia.mcdonald@thesocialpractice.co.uk@patsmcSTEVE PARKERsteve.parker@thesocialpractice.co.uk@parkerstevethesocialpractice.co.uk@social_practice

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