The document discusses the city of Boston's enterprise-level social media strategy. Key points include: - Boston has over 3/4 million social media followers across channels and saw large follower growth in the past year. - The strategy allows Boston to shift into crisis communication mode quickly and helped inform and engage residents during emergencies. - The founding of an internal social media team with liaisons in each department helps break down silos and better coordinate messaging.

2. 2

3. 3

4. Based in Dallas, Texas
Located in the historic SouthSide on Lamar
building, formerly the Sears, Roebuck & Co.’s
Catalog Merchandise Center built in 1913
One of the largest independent, digital
agencies in the Southwest U.S., nationally
recognized for creative excellence
Clients from San Francisco to New York
40+ employees strong
4

6. 6

8. Inbound Marketing
Responsive Design
8

9. Inbound Marketing
9

10. Big Data
Exponential Growth of Information

11. Big Data
•
More and more social information, new
profiles, and new networks
•
More transactional data, credit cards, PayPal,
Amazon, Ebay
•
Retailers tracking purchasing habits, offers
and loyalty
•
Mobile tracking data and GPS information
•
Uploaded videos, photos, stories, histories
Exponential Growth of Information

12. •
Search Spam
•
Interstitial Pages
•
Paid/Rented Email Lists
•
Trade Show Booths
•
TV, Radio, Print Ads
•
Most Social Media Advertising
•
Billboards
•
Forum, Comment, & UGC Spam
•
Throwaway Press Releases
•
Banner & Display Ads
•
Pop-Ups
•
Paid App Reviews
•
Contextual Ads
•
Video Ads
•
Outbound Sales Calls

13. Interruption Marketing
Halting someone’s flow of activity
•
Search Spam
•
Interstitial Pages
•
Paid/Rented Email Lists
•
Trade Show Booths
•
TV, Radio, Print Ads
•
Most Social Media Advertising
•
Billboards
•
Forum, Comment, & UGC Spam
•
Throwaway Press Releases
•
Banner & Display Ads
•
Pop-Ups
•
Paid App Reviews
•
Contextual Ads
•
Video Ads
•
Outbound Sales Calls

14. •
SEO (& PPC)
•
Earned Social Media
•
Opt-In Email Lists
•
Word of Mouth & Viral Marketing
•
Community Building
•
Content Creation & Marketing
•
Influencer Outreach
•
Organic App Store Visibility
•
Blogging
•
Video Content

15. Inbound Marketing
Earning attention without interrupting flow of activity
•
SEO (& PPC)
•
Earned Social Media
•
Opt-In Email Lists
•
Word of Mouth & Viral Marketing
•
Community Building
•
Content Creation & Marketing
•
Influencer Outreach
•
Organic App Store Visibility
•
Blogging
•
Video Content

16. Inbound
Marketing
vs.
Interruptive
Marketing
16

17. Responsible
for 90%+ of
clicks on
the web
Lower
average cost
to acquire new
customer
Responsible
for <10 of
clicks on
the web
Higher
average cost
to acquire new
customer
Powered by
creativity,
talent & effort
Generates
momentum;
future efforts
easier
Powered by
budget &
repetition
Costs
remain
generally
static with
scale
17

19. Email
Blog
Social
Search
F2F

20. Email
Blog
Social
Search
F2F

21. Email
Skill Sets
Blog
MailChimp
Constant Contact
Silverpop
Social
Search
Web
Talent
Strategist
Copywriter
Art Director
Cut-Up
Development

22. Email
Skill Sets
Blog
WordPress
Blogger
Digg
Social
Search
Web
Talent
Strategist
Copywriter
Art Director

23. Skill Sets
Email
Blog
Social
HootSuite
Radian 6
Sysomos
Cloud Force
Marketo
Talent
Search
Web
Strategist
Copywriter
Art Director

24. Email
Skill Sets
Blog
Google/Bing Webmaster Tools
Google Analytics
Omniture
Google AdWords
Social
Search
Web
Talent
Keyword Analysis
Strategist
Copywriter
Financial Management

25. Email
Skill Sets
Blog
Web Content Management
Responsive Design
SEO
Social
Search
Web
Talent
Content Generation
Strategist
Copywriter
Art Director
Cut-Up
Development

26. Boston
26

27. Boston
The Social City
*source next.cityofboston.gov
23

28. “Our
multi-­‐channel,
multi-­‐media
program
fuses
personal,
human
conversations
with
the
power
of
social
technology
to
improve
daily
life
and
support
public
safety,
across
topics
and
platforms.”

29. Social Media
User Demographics
*source Mediabistro

30. Social Media
User Demographics
*source Mediabistro
26

31. Social Media
User Demographics
*source Mediabistro
27

32. Social Media
User Demographics
*source Mediabistro
28

33. Social Media
User Demographics
*source Mediabistro
29

34. Boston
The Social City
*source next.cityofboston.gov
30

35. Boston
The Social City
*source next.cityofboston.gov

36. Boston
The Social City
The Boston Social Media Team:
“The Cornerstone of our citywide social media strategy is the understanding
that daily engagement helps improve quality of life, but it also means we don’t
have to direct constituents to follow us during emergencies—they’re already
on board.”
•
Social Media Director - Lindsay Crudele
•
Technology representatives from Boston IT
•
Liaisons for each department, Police, Parks and Recreation, Fire,
Operations, and programs like Boston Bikes, Boston Arts etc.
•
The people of Boston
*source next.cityofboston.gov
32

37. Boston
The Social City
*source next.cityofboston.gov

38. Boston
The Social City
*source next.cityofboston.gov

39. Boston
The Social City
*source next.cityofboston.gov

40. Boston
The Social City
*source next.cityofboston.gov
36

41. Boston
The Social City
Newly-Elected Mayor Walsh inherits the City of
Boston’s first enterprise-level social media
program, a powerful, networked, coordinated,
trained social media team leveraging the social
sharing potential for more than 3/4 million
followers.
*source next.cityofboston.gov
37

42. Boston
Changing the Game
•
Boston’s Twitter feeds have amassed more than 2.9
billion impressions
•
90% of those took place within the past year
•
In 2013 Boston welcomed 30,000 new followers
each to both the @Notify Boston constituent service
feed and over 30,000 @MayorTomMenino
•
The City of Boston Facebook page follower count
grew 200%, and its reach grew 400% in the past
year
*source next.cityofboston.gov

43. Boston
Changing the Game
*source next.cityofboston.gov
39

44. Boston
Changing the Game
*source next.cityofboston.gov
40

45. Boston
Changing the Game
•
Enterprise social strategy allows the city to
immediately shift into crisis communication
mode, should the need arise
•
Enabled Boston to be more informative,
timely and accessible during recent times that
included the Boston Marathon bombings, a
hurricane and a blizzard
•
Founding partner in the beta launch of Twitter
Alerts, which allows users to subscribe to
elevated designation emergency alert tweets
*source next.cityofboston.gov
41

46. Boston
Changing the Game
•
Partnered with Twitter following the marathon on a Promoted Tweet
campaign to drive the launch of the One Fund; in just over six hours,
reached more than 101 million impressions all over the world,
contributing more than 500,000 digital donations totaling more than
$5 million
•
“SpotHoles” campaign invited the public to use social media to
report potholes during winter: in two weeks, Public Works filled more
than 2,000 potholes, seeing a 333% increase in the number of
citizen-generated reports compared to the same time period the
previous year
•
More than 150 local musicians submitted to our #BOStunes social
contest, a collaboration between DoIT and the City’s arts team,
which will incorporate local talent into City Hall’s telephone transfer
music
*source next.cityofboston.gov
42

47. Boston
Working Together From the Inside Out
•
How? A strong externally-facing social media
strategy starts with a strong internal one
•
Enterprise social media strategy means
departments knitted together across the city,
breaking down internal silos to extend our reach
and better serve
•
Social media liaisons across the city represent a
wide variety of skill sets, from communications
specialists to subject matter experts, such as the
City of Boston’s chief archaeologist posting
directly from the dig
*source next.cityofboston.gov

48. Boston
Working Together From the Inside Out
POLICIES AND PROCEDURES
•
Manuals for the overall program
•
Manuals for each department
•
Regular meetings
•
Regular adjustments
44

49. Roles
and
Responsibilities
Role
Executive
Leadership
Executive
Legal
Responsibilities
•
•
•
•
•
•
•
Marketing
Lead
•
•
•
•
Digital
Media/Web
and
Social
Media
Managers
•
•
•
•
•
Contributors
•
•
•
Approves
strategic
direction
of
initiatives
with
corporate
alignment
Provides
leadership
support
and
prioritizes
corporate
resources
Funding
Provides
escalation
point
for
social
media
response
model
Provides
support
and
risk
management
Ensures
compliance
of
overall
branding
and
messaging
Strategic
direction
of
initiatives
and
recommendations
Provides
leadership
support
and
guidance
for
each
initiative
Establish
metrics
and
analytics
for
effectiveness
Ensures
brand
integrity
across
all
initiatives
within
the
organization
Provide
day
to
day
management
of
Web
properties
and
social
channels
Coordinate
content
and
technology
needs
within
the
organization
Ensure
quality,
speed
and
delivery
of
projects
Resource,
financial,
and
metrics
tracking
on
all
projects
First
escalation
point
for
working
team
Identify
local
opportunities
for
promotion
and
advertising
Coordinate
with
the
Digital
Media
and
Social
Media
Managers
Interact
with
specific
groups
of
users
and
provide
content
Executive
on
the
ground
promotions
and
content
delivery
49

50. Response
Model
50

51. Response
Model
51

52. Decision
Making
Model
Executive
Leadership
Marketing
Lead
Executive
Legal
•
Reports
effectiveness
of
overall
program
•
Presents
new
strategies
and
initiatives
•
Escalates
any
corporate
risks
or
threats
•
Request
assistance
for
corporate
alignment
and
prioritization
52

53. Decision
Making
Model
Marketing
Lead
Digital
Media/Web
and
Social
Media
Managers
Executive
Legal
•
Reports
effectiveness
of
each
project
•
Coordinates
with
or
act
as
Agency
to
recommend
new
strategies
and
tactics
•
Escalates
any
project
risks
or
threats
•
Requests
assistance
for
resources
53

54. Decision
Making
Model
Digital
Media/Web
and
Social
Media
Managers
Social
Contributors
•
Coordinates
with
individuals
within
their
area
of
interest
•
Contributes
social
content,
project
information,
insights
on
their
area
that
are
relevant
to
the
overall
program
•
Assists
and
responds
to
social
inquiries
and
requests
regarding
their
area
of
interest
•
Escalates
any
challenges
or
project
risks
54

55. San Francisco
55

56. San Francisco
Connecting with Citizens
•
San Francisco is one of the most diverse cities in the world and home to some of the most
tech-savvy and innovative people in the world
•
High-tech people expect a high-tech government and the City of San Francisco is delivering
this in spades
•
The city currently monitors 33 Facebook accounts, 39 Twitter accounts, and 16 YouTube
accounts—each is tracked by their respective department
•
Allows for a wide breadth of two-way conversation on regional issues
•
City employees are also taking steps to increase their social monitoring with a focus on public
safety
*source thegovlab.org

57. Twitter
Running Cities Better
•
City services can become more transparent
•
Information is instant
•
Creation of virtual communities can improve governance
•
Transparency can lead to improved accountability
•
Participation can improve governance
*source thegovlab.org

58. Twitter
Running Cities Better
*source thegovlab.org
55

59. San Francisco
Connecting with Citizens
*source thegovlab.org

60. Frisco
60

61. Frisco
What Social Media does for FCVB
•
Generates positive buzz around City of Frisco
•
Creates awareness and highlights what the city has to offer
•
Promotes Frisco as a destination to non-residents
•
Allows Frisco to connect with citizens in new, deeper ways
Information provided by the Dealey Group

62. Frisco
Driving Engagement
Information provided by the Dealey Group

63. Frisco
Driving Engagement
Information provided by the Dealey Group

64. Frisco
Driving Engagement
Information provided by the Dealey Group

65. Frisco
Driving Engagement
Information provided by the Dealey Group

66. Frisco
Driving Engagement
Information provided by the Dealey Group

67. Frisco
Driving Engagement
Information provided by the Dealey Group

68. Frisco
Promotion: Biggest Summer Ever
Information provided by the Dealey Group
66

69. Responsive
Design vs. Mobile
App
69

70. Responsive vs. Mobile App
App Fatigue
•
Deloitte’s 2013 Global Mobile Consumer Survey
Survey found that the number of app downloads and
per app spending decreased from 2012 to 2013
•
During that same time the number of people who
have access to mobile devices increased
substantially, particularly as more people in
developing countries become connected
•
The average iPhone user in 2011 downloaded as
many 83 apps in a year but few are used on a
continuing basis
•
46% of apps get launched less than 3 times and
only 26% get launched more than 10 times

71. 71

72. 72

73. 73

74. 74

75. 75

76. 76

77. 77

78. 78

79. 79

80. 80

81. 81

82. 82

83. 83

84. 84

85. 85

86. 86

87. 87

88. 88

89. Optimization
Mobile User Experience

90. Optimization
Mobile User Experience

91. Optimization
Mobile User Experience

92. Optimization
Mobile User Experience

93. Optimization
Mobile User Experience

94. Responsive vs. Mobile App
Mobile User Experience
*source TableXI

95. Responsive vs. Mobile App
Mobile User Experience
*source TableXI

96. Responsive vs. Mobile App
Mobile User Experience
*source TableXI

97. Responsive vs. Mobile App
Mobile User Experience
*source TableXI

98. Responsive vs. Mobile App
Mobile User Experience
*source TableXI

99. Responsive vs. Mobile App
Mobile User Experience
*source TableXI

100. Responsive vs. Mobile App
Mobile User Experience
*source TableXI

101. Responsive vs. Mobile App
Mobile User Experience
*source TableXI

102. Responsive vs. Mobile App
Mobile User Experience
*source TableXI

103. Responsive vs. Mobile App
Mobile User Experience
*source TableXI

104. Digital Success Is Our Commitment
Focused Strategy, Fearless Creative and Flawless Technology
Is Our Responsibility