USING SOCIAL MEDIA IN YOUR COMMUNICATION STRATEGIES

3,581 views
3,471 views

Published on

In the past year, TWI Surveys has conducted a number of research studies on the use of social media with IABC and other communication organizations.
Ryan and Tudor Williams will share the findings of their studies and present the implications they see for the future of social media in the lives of communicators in the next few years

0 Comments
18 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
3,581
On SlideShare
0
From Embeds
0
Number of Embeds
27
Actions
Shares
0
Downloads
0
Comments
0
Likes
18
Embeds 0
No embeds

No notes for slide

USING SOCIAL MEDIA IN YOUR COMMUNICATION STRATEGIES

  1. 1. Presented to the BC Communications Forum Monday, January 26, 2009 Renaissance Harbourside Hotel, Vancouver, B.C.
  2. 2. Social media connects people, shares information, builds knowledge and is collaborative. The result is the wisdom of crowds. 3
  3. 3. 10 Fastest Growing Rank Social Networking Sept. 2007: Sept. 2008: % Growth: Audience (in 000s) Audience (in 000s) Year Over Year Sites: Sept. 2008 1 Twitter.com 533* 2,359 343% 2 Tagged.com 898 3,857 330% 3 Ning 842* 2,955 251% 4 LinkedIn 4,075 11,924 193% 5 Last.fm 850 1,879 121% 6 Facebook 18,090 39,003 116% 7 MyYearbook 1,422 3,056 115% 8 Bebo 1,299 2,418 86% 9 Multiply 592 941 59% 10 Reunion.com 4,845 7,601 57% Source: The Nielsen Company, Custom Analysis (September 2008). 4
  4. 4. Top Rank Sept. 2007: Sept. 2008: % Growth: Social Networking Audience (in 000s) Audience (in 000s) Year Over Year Sites: Sept. 2008 1 Myspace.com 58,581 59,352 1% 2 Facebook 18,090 39,003 116% 3 Classmates Online 13,313 17,075 28% 4 LinkedIn 4,075 11,924 193% 5 Windows Live Spaces 10,275 9,117 -11% 6 Reunion.com 4,845 7,601 57% 7 Club Penguin 3,769 4,224 12% 8 AOL Hometown 7,685 3,909 -49% 9 Tagged.com 898 3,857 330% 10 AOL Community 4,017 3,079 -23% Source: The Nielsen Company, Custom Analysis (September 2008). 5
  5. 5. Communicators use social media more at home than at work Social networking (e.g. 66 Facebook, LinkedIn) 41 %… % Work 63 Blogs 44 0 20 40 60 80 IABC social media study 2008 6
  6. 6. “I am not seeing clear evidence that social media are any 1. better than other media.” “I have not seen the evidence to suggest our employees want 2. or need these types of interaction opportunities.” “My company is just realizing the impact of social media.” 3. “Corporate communicators KNOW the power of social media 4. and the tremendous value it brings.” IABC social media study 2008 7
  7. 7. 7. Social media is changing how I share 51 information with my colleagues 10. My organization is ready to use social media in its communication 39 strategies 11. We have clear strategies for the 22 social media tools we use/plan to use IABC social media study 2008 0 10 20 30 40 50 60 Few communication % Favorable strategies in place 8
  8. 8. No communication plans for social media Internal communication 43% External communication 41% 0% 10% 20% 30% 40% 50% IABC social media study 2008 9
  9. 9. 40% have no social media budget today  Our communications budget for social media will: Decrease this year 2 Stay the same 25 Increase this year 31 We don't have a budget for social media 40 projects 0 10 20 30 40 50 IABC social media study 2008 10
  10. 10. Rogers adoption of change curve E a rly L a te m a jo rity m a jo rity IABC today E a rly a d o p te rs Laggards Innovators A d o p tio n o f c h a n g e 11
  11. 11. Send less than 20 emails per day Some early signs of change Over 45 yrs 25% (Boomers) Millennials: 30 to 45 yrs are a growing workforce 19%  (Xers) social media to email prefer Under 30 yrs 31% (Millennials) 0% 10% 20% 30% 40% 50% One third of millennials send less than 20 emails per day IABC survey August 2006 12
  12. 12. Boomers are sticking with email  Xers use everything  Millennials have adopted social media  ◦ Millennial influence is increasing Facemailing? 13
  13. 13. Excellence in communication is achieved through  relationships (Reference: IABC Foundation Excellence Study, 1991) ◦ Depends upon: Difficult using traditional media  sharing and collaboration  face-to-face and interpersonal conversations ◦ Social media enables relationship building through:  virtual conversations,  sharing and collaboration 14
  14. 14. Customer communication has changed most   20% say social media is changing how they communicate with customers. Employee communication is not far behind   15 % say social media is changing how they communicate with employees. IABC social media study 2008 15
  15. 15. Social media planned in the next three years  Blogs 71% Podcasting 60% Social networking (e.g. Facebook) 59% RSS Feeds 58% Video sharing (e.g. YouTube) 54% Wikis 50% Micro-blogging tools (e.g. Twitter) 18% I will not use social media 5% 0% 20% 40% 60% 80% IABC social media study 2008 16
  16. 16. Some early results Stats for first 6 months  The Plan (internal usage, centralized Dedicated Social Media platform)  Program Lead & support 5,500 pages of content  team. 43,000 content updates  Internal Social Media  750 unique user comments  Program operational and 2 day online polls average  promoted in spring of 10 – 20% team participation 2008. TELUS wikis - Information from multiple authors   Used by business units to manage specific content  Houses the crisis communication dark site  Easy to update, search, archive, access off site with PDA 17
  17. 17. Blue Shirt Nation BSN is a robust community of people with a common interest, Best • Buy. They share knowledge, best practices, frustrations, aspirations and • jokes. Within a year 20,000 of them have signed up. • All have come to the site from referrals or through word of mouth. • They form groups, make friends, stay in touch and prop each other • up. They help each other. They seem to like each other. How cool. • From Gary Koelling‟s blog (Gary is co-founder of BSN) And senior manager for social technology 18
  18. 18. Alberta Medical Association  ◦ Publicizing positions on issues 19
  19. 19. A river without banks is a large puddle. Don Shula 20
  20. 20. What does it mean for me? Create a communication plan Who is Your key Online on your audiences Who business team are you impacts What is currently What is the being said culture in your organization External situation Internal situation What risks should you mitigate? What opportunities can you enhance? 21
  21. 21. Brian Solis FutureWorks PR 2.0 22
  22. 22. Brian Solis FutureWorks PR 2.0 23
  23. 23. 24
  24. 24. Jakob Nielsen‟s top five best-designed intranets for 2009 1. Altran, an engineering and innovation 1. consultancy (France). 2. Advanced Micro Devices (AMD), a developer of computer and graphics processors (US). 3. BASF SE, a chemical manufacturing company (Germany). 4. COWI Group A/S, a consulting group focusing on engineering, environmental science, and economics (Denmark). 5. Deloitte Touche Tohmatsu (DTT), a financial services network providing audit, tax, consulting and financial advisory services (US). http://www.internalcommshub.com/open/news/nielsen2009.shtml by Annie Waite, Global Editor, the Internal Comms Hub 28
  25. 25. Trends: Inspired by web 2.0 sites    Facebook like features Strong business model within   Internal blogs the enterprise  Interactive discussions  Customization More useful   Collaboration Less subject to noise   SharePoint most prominent Avoid information pollution by  User-centered   Measured 'bozos„ David Lavenda, VP WorkLight Intranet best practices Trends
  26. 26. Facebook: Usage Statistics Sources: Google Insights & Google Adplanner http://www.ignitesocialmedia.com/2008 -social-network-analysis-report/ •More than 120 million active users •Facebook is the 4th most-trafficked website in the world http://www.web-strategist.com/blog/
  27. 27. Impacts • ROI Input Output Outcomes • Changed Measurement • Cost • Tallies • Attitudes lives • Measures • Time • Counts • Behaviours • Influence • Tools • People • Visits • Preferences • Profit • Balance • Clients • Surveys •Performance sheet • Score assessment Sheets 31
  28. 28. Behaviour Feelings Financial impact Behaviour is made up of: Engaging Contributing Advocating •Friends •Content creation •Brand advocates •Conversions by •Voting •Recommendations •Reviews •Unit of Virality source •Wider engagement •Tagging •Participants in a story metrics •Visiting / 'reading' •Volume Source: Measurementcamp •Downloading •Topic http://measurementcamp.wikidot.com/what-are-we-trying-to-measure 32
  29. 29. Financial impact Feelings •Net Promoter Score •Profit •Sales by source •Conversations •Leads / enquiries by source •Sentiment •Ratio of positivity •Impact on bottom line •WOM unit •ROI •Comparison to other •Authority marketing spend •Raw numbers Source: Measurementcamp http://measurementcamp.wikidot.com/what-are-we-trying-to-measure 33
  30. 30. Brand measures Blog measures   Competitor traffic  Message boards  Social bookmarking  Track Twitter talk  Advertising & event  tracking Rates tweets (about you)  34
  31. 31. 13. My company has a policy to block 39% access to external social media sites 0% 10% 20% 30% 40% 50% % agree SNCR Marketing study 2007 35
  32. 32. Culture change:   Perpetuating old models of management Overcoming command-and-control cultural barriers in my organization is a 50% challenge for me 0% 10% 20% 30% 40% 50% 60% % agree SNCR Marketing study 2007 36
  33. 33. Cultures are marginally supportive of sharing  26. Sharing knowledge - people are open to sharing what they know and teach 64% others 25. Control - we trust others to do their 59% job and be accountable 28. Conversational - when positional leaders share information they value 57% feedback on their plans and priorities 24. Transparency - we share information 55% about our organization feely 0% 10% 20% 30% 40% 50% 60% 70% IABC social media study 2008 37
  34. 34. Traditional top down, formal cultures  27. Democratic - formal status is not that important, everyone's views are 46% valued 0% 10% 20% 30% 40% 50% IABC social media study 2008 38
  35. 35. The question:  ◦ Do communicators have the leadership competencies to succeed in a social media environment? Hypothesis:  ◦ Using social media, transformational leadership practices will better achieve business communication results 39
  36. 36. = Leadership Intention Influence The transformational leader 40
  37. 37. 41
  38. 38. % Agree Neutral % Disagree Communicators: 31. Gather other people‟s ideas 85 11 4 29. Listen actively and receptively to what 84 10 6 others have to say 37. Articulate a clear sense of purpose and 83 10 7 direction for their organizations 38. Build a good understanding of what is 82 11 7 happing inside the organization 32. Promote tolerance, kindness and 76 18 6 honesty in the work place 0 20 40 60 80 100 IABC social media study 2008 42
  39. 39. % Agree Neutral % Disagree Communicators: 35. Empower others to “carry the ball” 61 27 13 30 Grant others a fair amount of 64 20 16 responsibility and latitude in carrying out… 36. Share their power and authority with 55 31 14 others in the decision making process 33. Remove organizational barriers so 53 27 20 others can participate in decision-making 0 20 40 60 80 100 IABC social media study 2008 43
  40. 40. Peter Block Charlene Li & Josh Bernoff Rick Levine, Christopher Locke et al Don Tapscott (2008) (2007) 44
  41. 41. To start: Know your organization 1. Be prepared with a plan………………………….. Know who you are 2. Monitor the conversations taking place 3. and then expect the unexpected ……………… Identify opportunities 4. andRememberto be a leader plan. be ready - change your 5. Ken Blanchard  Be intentional about what you do  Seek to grow your influence and that of others 45
  42. 42. Open, transparent communications approach  Listening and learning before acting  Resources dedicated to social media  Active engagement in conversations  Clearly defined goals and objectives  Risk mitigation plan  Success analysis metrics  Digital Influence 46
  43. 43. “All indicators are flawed whether qualitative or  quantitative….. What matters is not finding the perfect indicator but settling upon a consistent and intelligent method of assessing your results – and then tracking with rigor” Jim Collins Good to Great and the Social Sector 47
  44. 44. Ryan Williams Tudor Williams Principal, TWI Surveys Inc. President, TWI Surveys Inc. 604-948-8888 604-838-3351 Tudor@twisurveys.ca Ryan@twisurveys.com 48

×