The Emerging Art and Science of Engagement


Published on

Presentation to the Third Sector Digital Communications and Social Media Conference 2011-06-14

  • Be the first to comment

The Emerging Art and Science of Engagement

  1. 1. The Emerging Art & Science ofEngagement14th June 2010 /
  2. 2. Presenter AgendaAlex Morrison - / IntroductionManaging Director / Engagement and the Digital / Four Case Studies@Alex__Morrison / Five Principles /
  3. 3. Cogapp Founded in 1985 35 professional staff Offices in Brighton and New York Museums • Publishing • Charities • Public Sector • Culture, Media & Sport Our practice deals with technology, people and organisations to deliver long-lasting results
  4. 4. Engagement and the DigitalRevolution
  5. 5. Engagement Many people may care about your cause but reaching them via conventional media is difficult and expensive.
  6. 6. Engagement Engagement is Relationship + Action Action is what we want i.e. participation, support, donations, sponsorship campaigns, shopping, subscriptions.... Action depends on relationship Digital media reduces cost and increases capacity for relationship (and therefore action)
  7. 7. Engagement A few weeks ago I saw a TV programme about the English National Ballet I went on their website and signed up for their e-mail list
  8. 8. Engagement This feels like a perfect example of digital engagement English National Ballet has gone from nothing to being able to ask me for £150 The cost to them is almost nothing Everyone who buys a ticket via this e-mail contributes £150 and self-identifies as a potential top-tier supporter Even if I don’t sign up, I have a positive experience - it’s always nice to be asked to a party
  9. 9. The Digital Revolution Anyone who has any doubts about the importance of digital media should review the following chart
  10. 10. Case Study: Kidney PatientGuide
  11. 11. Kidney Patient Guide Renal failure is essentially incurable Treatment (dialysis) is enormously expensive Patients do not feel direct benefit from medications and self-management Patients who are better informed do better with self- management and have better outcomes (and are less expensive to support)
  12. 12. Kidney Patient Guide Initially funded by Wellcome Trust to look at medical animation for patient information User base was a renal clinic in Wrexham Scope quickly expanded to cover all aspects of patient experience Project launched 1999
  13. 13. Kidney Patient Guide Project always included an element of social media - a bulletin board Community carefully curated at start by project team including clinician Now essentially self-managing Volunteer moderators Technical and admin assistance from Cogapp
  14. 14. Kidney Patient Guide Original board had to be replaced in 2004 (hacked) Currently 2,322 registered users on new board 44,557 posts on 5,183 topics Top post has been viewed 267,596 times 34 current users have made more than 100 posts
  15. 15. Kidney Patient Guide Virtual user community has taken itself into the real world They organise meetings and have done a sponsored walk
  16. 16. Kidney Patient Guide Our challenge now is to turn success into funding and growth We’re delivering value but potential funders don’t yet recognise it
  17. 17. Case Study: ICONS ofEngland
  18. 18. ICONS of England Campaign of public engagement funded by Culture Online Asking the question: What are the icons of England in the 21st century ? Wider purpose was to get people to engage with public culture
  19. 19. ICONS of England Launch based on an old-fashioned PR campaign On the day (6 Jan 2007) we had coverage in every national newspaper except the FT Worldwide coverage included the Hindustan Times and the Chicago Tribune The New Zealand prime minister gave us a mention The Sun nominated their own Icons: including Jordan’s boobs, Chicken Tikka Masala, St George’s Cross, Blackpool Tower, Chips and 12 pints of lager
  20. 20. ICONS of England ICONS was ambushed by the fox hunting lobby We managed our way to an honourable draw
  21. 21. ICONS of England A key part of our strategy was collaboration ICONS worked with 39 partner organisations on joint projects and promotions Notably Mencap, Age Concern and the Enviroment Agency
  22. 22. !
  23. 23. Target Actual Target Visits Actual Visits Participants ParticipantsYear 1 150,000 200,066 6,000 217,713Year 2 600,000 1,349,256 26,000 233,385
  24. 24. ICONS of England ICONS served its purpose It exceeded its targets by > 100% It is now being retired
  25. 25. Case Study: ParaData
  26. 26. ParaData A living archive for the men and women of Airborne Forces Regimental and official archives of the Parachute Regiment plus personal contributions Turning the museum inside out Launched in December 2008 Originally a subscription service costing £15
  27. 27. ParaData Traffic is up 80% on previous year Facebook connection now up and running Connection via Facebook to real world events at Duxford
  28. 28. ParaData 1,600 registrations in last year 3% of registering users donate on registration Registration accounts for about 50% of donations Average donation is £12.79 Additional income from print-on-demand sales
  29. 29. ParaData Our challenge now is to reach the wider Airborne Forces community and increase income
  30. 30. Case Study: Ai Weiwei
  31. 31. Case Study: Ai Weiwei Ai Weiwei is a Chinese contemporary artist, architect, political activist and blogger One of the most prominent figures in Chinese contemporary art - think ‘Damien Hirst with a political agenda’
  32. 32. Case Study: Ai Weiwei The One-to-One installation at Tate Modern which accompanied the Sunflower Seeds exhibit generated about 100 videos per day over roughly 200 days - a total of 22,947 videos All content was echoed on to the Tate website along with Ai Weiwei’s replies Twitter hashtag also established and video postings echoed to the hashtag #tateaww but...
  33. 33. Case Study: Ai Weiwei Our challenge now is to get Ai Weiwei out of jail Note that Twitter content may evaporate and you won’t necessarily get any analytics (ditto Facebook)
  34. 34. Five Principles ofEngagement
  35. 35. Five Principles 1. Be engaging 2. Be engaged 3. Be authentic 4. Be agile 5. Be serious
  36. 36. Principle 1: Be engaging Put users/customers/community at the heart of all your work Go where they are and engage with them there Take the virtual into the real and vice versa Partner with related organisations to reach their communities Good content, usability and hygiene are key
  37. 37. Principle 2: Be Engaged The next challenge for organisations is to operationalise digital media Develop computer literacy throughout the organisation No-one is (fully) computer literate - we’re all learning Join, attend, train, evangelise Most of all... take part
  38. 38. Principle 3: Be Authentic Don’t pretend to be something you are not Stand for something and speak from the heart People respond to your sense of seriousness and purpose
  39. 39. Principle 4: Be Agile Throw spaghetti at the wall When it sticks you know you’re on to something - invest in that Use the method of ‘Lean Start-Ups’ Do ‘customer development’ as well as ‘product development’ NB: Good infrastructure is a pre-condition for agility (staff, management, systems, content assets)
  40. 40. Principle 5: Be Serious These are hard times and your costs are certain Make sure that the value you create is also certain Value is only real if it matters to your decision makers Establish, create and measure value
  41. 41. Five Principles 1. Be engaging 2. Be engaged 3. Be authentic 4. Be agile 5. Be serious Establish, create and measure value
  42. 42. Thank You. Questions ?14th June 2011 / /