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Adobe Social

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Adobe Social

  1. 1. Adobe Social Operational Readiness Playbook Created by: Scott Rigby and David Contreras Date: July 2015
  2. 2. Playbook Objective The objective of this documents is to get your businesses operationally ready for the implementation and deployment of Adobe Social. This will help you and your organisation – as new Adobe Social user - to drive maximum value from your investments in Adobe technology. Although we have seen many projects succeed, others have faltered due to a lack of internal investment in the businesses to ensure they are operationally ready to adopt this new technology. This playbook will help guide you to avoid some of the common areas we have identified as missing in less successful deliveries. The recommendations and best practices in these playbooks are ideally intended to be applied to your business in parallel to your technology solution deployment, to ensure that by the time you go-live with your solution your business is best positioned to drive value realisation from your investment. The playbooks use a common digital governance structure focusing on the key areas of leadership, strategy, people, product and process to deliver a robust approach to readying your business whether you are deploying one Adobe solution or multiple. This playbook should be read by: Chief Marketing Officer Head of Digital, Head of Strategy, Head of Marketing, Head of Customer Insights Head of Social, Publishing Leads, Social Analysts, Moderation Leads, Monitoring Leads Solution Architect, Head of Implementation, Digital Implementation Leads Program Manager, Project Manager, Business Analyst
  3. 3. Table of Contents 1 INTRODUCTION ...................................................................................................... 6 1.1 About Adobe Social ......................................................................................................6 1.1.1 Adobe Social Capabilities ......................................................................................7 1.2 About this Playbook ......................................................................................................8 2 LEADERSHIP........................................................................................................... 9 2.1 Sponsorship..................................................................................................................9 2.2 Buy-In ...........................................................................................................................9 2.3 Communication.............................................................................................................9 2.3.1 Communication management ................................................................................9 2.3.2 Recommended communications process and principles........................................9 2.3.3 Setting communication goals .................................................................................9 2.3.4 Recommendations on a communication approach.................................................9 2.4 Accountability................................................................................................................9 2.4.1 Steering committee................................................................................................9 2.4.2 Common roles and responsibilities within a steering committee.............................9 2.4.3 Setting up a working group ....................................................................................9 3 STRATEGY.............................................................................................................. 9 3.1 Adobe Social Maturity Model.........................................................................................9 3.1.1 Key dimensions of Social Media Marketing..........................................................10 3.2 Focus..........................................................................................................................15 3.2.1 Digital Strategy ....................................................................................................15 3.2.2 Key Performance Indicator:..................................................................................18 3.3 Alignment....................................................................................................................20 3.3.1 Refining Social KPIs: Integrate with Business Objectives.....................................21
  4. 4. 3.3.2 Standardising Social Media Processes ................................................................23 3.3.3 Integrating marketing channels ............................................................................24 3.3.4 The Four Pillars of Social Media Strategy ............................................................26 3.4 Innovation ...................................................................................................................27 4 PEOPLE ................................................................................................................. 28 4.1 Expertise.....................................................................................................................28 4.2 Structure.....................................................................................................................28 4.2.1 Structures Types..................................................................................................29 4.2.2 Business Recommended Organisational Structure ..............................................30 4.2.3 Roles & Responsibilities ......................................................................................32 4.3 Resources...................................................................................................................34 4.3.1 Resource Model...................................................................................................35 4.4 Community..................................................................................................................36 4.5 Culture........................................................................................................................37 5 PROCESS .............................................................................................................. 38 5.1 Deployment.................................................................................................................38 5.1.1 Implementation Methodology ...............................................................................39 5.2 Publishing Workflows..................................................................................................39 5.3 Moderation Workflows.................................................................................................40 5.4 Usage .........................................................................................................................42 5.4.1 Administration......................................................................................................43 5.4.2 Access Levels......................................................................................................45 5.5 Sustainability...............................................................................................................46 5.5.1 Maintaining a Single View of the Customers ........................................................46 5.5.2 Process to Adopt Traditional or Emerging Channels ............................................47 5.5.3 Track and Upgrade ..............................................................................................47
  5. 5. 5.5.4 Optimise and Report for Success.........................................................................47 5.6 Using the Real-Time Twitter Preview Feature to Fine-Tune Rules..............................47 6 TECHNOLOGY / PRODUCT.................................................................................. 49 6.1 Solution fit...................................................................................................................50 6.1.1 Solution Architecture............................................................................................50 6.2 Integrations.................................................................................................................50 6.2.1 Marketing Cloud Integrations ...............................................................................50 6.2.2 Common Third-Party Integrations ........................................................................51 6.3 Democratization..........................................................................................................52 6.3.1 Automation ..........................................................................................................53 6.4 Leveraging your investment (The Big Picture).............................................................54 7 CHECKLIST ........................................................................................................... 55 8 ADOBE SOCIAL PRODUCT MATURITY ACTIVITIES ......................................... 56 9 ADOBE CONSULTING OPERATIONAL MATURITY REVIEW............................. 56 10 ADOBE SOCIAL GLOSSARY OF TERMS ........................................................ 57 11 ADOBE SOCIAL TEMPLATES .......................................................................... 59 11.1 Social Media Marketing Framework ............................................................................59 11.2 How to Create a Content Schedule Template .............................................................60 11.3 Key metrics on Social Media.......................................................................................61 11.4 Common KPIs and Calculated Metrics........................................................................62 11.5 Deep dive insights request template: ..........................................................................63
  6. 6. 1 Introduction 1.1 About Adobe Social For generations consumers have trusted people for reliable information about products, services and purchase decisions. Social interactions in the digital world strongly influence our daily consumption habits. In fact, 92 per cent of consumers state that they rely on information from people they know, or interact with, online1 . This is why it makes sense for organisations to work hard to build trustworthy relationships with their audiences and influence positive behaviours towards brands, communications and promotions. Adobe Social leverages Adobe’s core strengths in content and data to deliver a comprehensive social marketing solution that combines strategic services with enterprise-class software. Fully integrated with Adobe Marketing Cloud, Adobe Social is the only platform that enables marketers to track the performance of social content across the customer lifecycle and identify not only the messages and behaviours that drive engagement, but also measurable brand impact. By delivering smarter data, Adobe Social helps marketers optimise content strategies to improve social relationships in the form of reach, engagement and influence. And better relationships lead to better business results. Adobe Social enables your organisation to:  Manage all social activity with a single solution by monitoring and moderating social conversations and analysing social engagement and conversion.  Streamline content development and delivery by accessing robust “listening” data to identify content and topics that matter to your audience.  Understand the impact of your social efforts across social media channels and your Web siteWeb site.  Build relationships with key influencers by helping you identify individuals and audience segments most likely to drive conversion and learn which types of posts and messages effectively engage influencers.  Integrate social with your other digital marketing efforts and take advantage of integration with Adobe Marketing Cloud to put social media into context. Track social 1
  7. 7. media conversions, improve targeting and optimise onsite experiences by leveraging social data and customer activity. 1.1.1 Adobe Social Capabilities Scale efforts across any number of stakeholders. Assign and control access to multiple users. Consolidate workflows for a holistic view of your social landscape. SOCIAL ACCOUNT MANAGEMENT Monitor trends, opportunities and potential business. Track customer sentiment and measure your share of voice. Access real-time moderation queues. LISTENING AND MODERATION Publish to multiple social channels at once. Target custom audiences by demographic, geographic and social profile parameters. Amplify the reach of important posts with advertising. INTEGRATED PUBLISHING Create and deploy custom engagement experiences like contests, galleries, polls and coupons. Collect profile data to leverage in other marketing programs. APPLICATION BUILDER Monitor more than 100 engagement metrics across your entire social presence. Identify content types, social networks and key influences to drive engagement. Predict post performance based on historical data. SOCIAL ANALYTICS & PREDICTIVE INSIGHTS Monitor performance and report on which channel influenced the most conversions. Optimise content strategy and amplify campaigns. SOCIAL ROI
  8. 8. 1.2 About this Playbook This document follows a structure that will help you understand the key focus areas to nurture the implementation of Adobe Social. This structure is based the digital governance framework, which creates the appropriate business environment for digital to succeed. It includes:  Leadership—Executive buy-in and support for the implementation and adoption.  Strategy—Clarity and alignment around key business goals for evaluating digital performance.  People—Resources, expertise and the appropriate team structure to run Adobe Social effectively.  Process—Procedures, project management and workflows for deploying and using Adobe Social effectively.  Product—Solution fit, common integration and automation. What’s different about digital? Everything. Adobe Digital Governance Framework. People Culture shift, new skills, strategic in-sourcing, diverse talent and skillset. Strategy - Aligned to business goals, common goals and KPIs, communicated to business. Process ‘Always-on marketing’, testing and next-best offer. A single source of truth. Digital and traditional merge. Product (Technology) Deploy the right technology to deliver the best customer experience. Leadership Stakeholder buy-in, single executive sponsor, defined program of work and Budget, insight-driven culture.
  9. 9. 2 Leadership 3 Strategy Gaining a clear vision of what it takes to be able to assess and measure your social media marketing efforts is critical to becoming a high-performing business. Strategy is divided into three main areas: Focus, alignment and innovation. “74% of business executives say their company has a business strategy. Only 15% believe that their company has the skills and capabilities to execute on that strategy.” Forrester: Accelerating your digital business, 2013 3.1 Adobe Social Maturity Model Nowadays, a great number of businesses are expanding their marketing portfolio and investing more into social media publishing, advertising, monitoring, moderation and customer response and listening activities. These organisations might be achieving acceptable results, but they might be navigating in the dark by not having clear roadmap on how their ‘state of the art’ is and how to evolve into better competency levels. Take a first step and assess the social media marketing maturity state of your organisation by applying the maturity model developed by Adobe. This model outlines key social media marketing components and includes best practices across dimensions based on the experience of Adobe Social experts, consultants and conversations with Adobe customers. This model also includes insights from industry analyst research and cross-channel marketing specialists. Tip Check the self-assessment tool to assess your organisation’s social media campaign management maturity.
  10. 10. 3.1.1 Key Dimensions Of Social Media Marketing The social media marketing maturity model comprises best practices within eight dimensions: • Strategy: Relates to the level of talent, executive sponsorship, technology resources and the overall investments applied to social marketing at your organisation. • Governance: The way in which social stakeholders are organised within the company, stakeholder access to information and tools and the processes for integrating social into the broader marketing organisation. • Presence: Refers to the positioning of your social media landscape and what elements are playing actively to engage with your audiences. • Community engagement: The way in which your organisation is able to filter, process and respond to customer conversations across the social Web. • Content: Refers to the quality and cadence of social posts in addition to the data and tools used to optimise and distribute brand messages across social networks.
  11. 11. • Data collection: Relates to the social metrics the organisation is able to capture in addition to your organisation's capacity to turn those metrics intro actionable insights. • Data analysis: Refers to the utilisation of social data to obtain marketing insights which inform marketing practices to power business decisions. • Relationship management: Refers to your organisation's ability to access and apply information about your social audience to engage customers and improve relationships. Click on this link to assess your organisation’s social media optimisation maturity model. DIMENSIONS MATURITY LEVEL STRATEGY Social media marketing is used only as a reactive and opportunistic way of communication. There is no clear strategic plan on how social media can be used to achieve organisational goals. Few social media technologies are used to publish content. Social media is seen as a marketing channel used to engage with customers. Social media is mostly used for publishing. There is an operational structure to publish content to the market. Social media is not yet seen as a tool to achieve organisational goals. There is a strategic roadmap on how to utilise resources. This has not been implemented yet Social media technologies are currently used to conduct publishing and monitoring activities. There is an orientation to increase the scope of possibilities towards listening and moderating. Social media technologies are not articulated. Resources are available but not always easy to get access to. Technology is used to publish. listen, monitor and moderate conversations. Social media is somewhat a key contributor to the achievements of the organisational KPIs. Social media technologies are not articulated or highly decentralised, even though processes are clear. Sufficient resources dedicated to run a social marketing practice. Social team highly qualified. Technology is used to publish. listen, monitor and moderate conversations. Social media seen as key contributor to the organisation’s success. Social media tools are integrated with most marketing software. AD-HOC OPERATIONAL STRATEGIC ADVANCED BEST IN CLASS
  12. 12. GOVERNANCE social media team is limited. There are no workflows in place to edit, publish, monitor or moderate content. social media is used only to fulfil eventual opportunities. Key team players manage the social media operations and work in isolation. Low involvement from members of other business units. There are no processes established as to what are the best practices to escalate involvement across the business. There is documentation on best practices for stakeholders to manage social media operations at all levels. Limited adoption due to low involvement of stakeholders. Stakeholders have clear, manageable, and specific tasks aligned to their role as editor, moderator, approver, etc. Social teams are structured and although data and content flows throughout the organisation there are processes that may improve. Technology centralisation is a challenge. Stakeholders have clear, manageable, and specific tasks aligned to their role as editor, moderator, approver, etc. Social teams are organised and structured across regions and departments in a systematic and scalable structure. Content and data is shared efficiently across key teams in the organisation. Update and training programs are in place. PRESENCE social media channels are used consistently. There is not a voice or branding communicated. social media is used as a one way of communication. Few social media channels are being used. Branding and message is repetitive and does not relate with key audiences that use each social media network. Customers may comment but responses arrive with delays. Social media voice is unarticulated but consistent. Digital content can be shared from key channels such as the Web siteWeb site. There are efforts in place to encourage conversations with customers. Own active and branded presence on several public social networks. Promote social presence across several digital channels. Content is easy to share and customers can reach out at any given time. Most campaigns contain social elements. Own active and branded presence on several public social networks. Promote social presence across several digital channels. Content is easy to share and customers can reach out at any given time. All marketing campaigns contain social elements. COMMUNITY ENGAGEMENT There are no practices in place to engage with the community. Few stakeholders dedicate time to respond to user conversation. There is no documentation or protocols in place to keep track of conversation or generate best practices for future reference. Key leaders in the organisation are responsible for monitoring and moderating conversations in social media. There are no activities to assess customer sentiment. Social conversations are monitored and escalated promptly. There are no formal activities in place to assess customer sentiment or interactions across social Conversations are being constantly monitored. Historical data is archived for future learning and reference. There are processes in place to route content internally
  13. 13. There is no moderation, listening and monitoring taking place. media channels. There are learning processes to share experiences for future reference. and address urgent customer comments. There is the ability to monitor and assess external social content, sentiment and keyword performance. Automation to respond to interactions is existent, fully deployed and integrated with CRM. CONTENT There are no methodologies to produce and publish content. Content is not tracked for performance assessment. There are methodologies in place to produce and execute across a promotional calendar. Content opportunities are mostly seasonal or opportunistic. Content is not tracked for performance assessment. There are practices in place to identify content opportunities. There is a content calendar across different time periods. There is organisation and consistency on the key moments of the day or weeks to publish content on social media to increase reach and success. Consistently publish social, informative, entertaining and valuable content. Use performance data to identify common characteristics of the most engaging or effective social messages Leverage known audience data to target content to distinct social platforms. There are methodologies to identify and curate content that can be used. Defined parameters – such as target audience, current trends, and peak engagement hours – to automate content development and publishing. Consistently publish social, informative, entertaining and valuable content. Use performance data to identify common characteristics of the most engaging or effective social messages. Leverage known audience data to target content to distinct social platforms. There are methodologies to identify and curate content that can be used. Defined parameters – such as target audience, current trends, and peak engagement hours – to automate content development and publishing. DATA COLLECTION There are no data collection activities in place. There are some data collection activities and reporting Data is collected when required for specific content or campaigns. Social analytics systems incorporate mostly engagement and Social analytics systems incorporate engagement,
  14. 14. procedures in place. cross channel marketing campaign data. listening, cross- channel marketing campaign and key customer data. DATA ANALYSIS Data is limited and analysed natively in each social media network used and is rarely used for feedback and reporting. Data is rarely analysed natively in each social media platform. There is ability to identify the types of content relevant for each social platform that possibly can drive positive results. There is an understanding of the impact of each action taken in social media across different digital channels. There are formal reporting and feedback procedures to ensure performance optimisation and improvement. Able to identify the types of content and social platforms that drive the most positive interaction with your brand. There is an understanding how social media interaction directly impacts Web site activity. There is a basic understand of the roles that each social platform plays in the customer decision journey. There are methodologies in place to allocate budgets to content production and performance improvement. Able to identify the types of content and social platforms that drive the most positive interaction with your brand. Understand how social media efforts influence brand metrics, including awareness, sentiment and preference. Understand how social media interactions directly impact Web site activity and other digital channels. Understands the specific role that each social platform plays in the customer decision journey. Apply media mix modelling strategies that include social to most effectively allocate budget and resources against desired KPIs. RELATIONSHIP MANAGEMENT There are no practices in place to identify influencers. There are limited resources to gain knowledge of customer profiles and enable opportunities to influence behaviours across the decision There is an opportunistic approach to finding relevant audiences or brand advocated. Some of the profile data is linked with CRM systems. There are limited resources to gain Social profile data is linked and integrated between platforms, allowing visibility of social activity and brand interactions. Opportunities to engage with influencers are identified Social profile data is linked and integrated between platforms, allowing visibility of social activity and brand interaction. There is the means to identify audience segments. Social profile data is linked between platforms, creating a holistic view of the social activity and brand interaction associated with specific individuals. There are influencer audience
  15. 15. journey knowledge of customer profiles and enable opportunities to influence behaviour across the decision journey empirically. Customer profile data is linked with social profile data, enabling identification of trends in the purchase behaviour and preference of social audiences. segments comprised of brand advocates with high levels of social influence as determined by their follower count, expertise, and ability to drive conversions. Ability to automatically generate content or offers for individuals or groups of individuals based on their current stage within the decision journey. 3.2 Focus Focus means understanding and focusing on the organisation’s key business goals and strategic initiatives to achieve objectives. It is also important to prioritise these goals and their scope and timing for completion. As business competitive environments change it’s also important to review your business strategy and goals on a quarterly or bi-annual basis to ensure they remain relevant to the current environment. 3.2.1 Digital Strategy One of the biggest digital challenges organisations face is being able to define what they are trying to achieve across your social and associated digital channels. Just as with corporate websites, a Social marketing program has multiple owners and stakeholders, sometimes with competing interests, that can produce counterproductive results. What also makes Social special is that key stakeholders may not just be in digital marketing, but may include Customer Service, Public Relations, Brand Management and Market Research. Defining and finding the balance between these stakeholders will allow an organisation to define a full Social strategy and its KPIs.
  16. 16. A clear social strategy enables your team to align its activities to the priorities of your business and succeed as an integral part of your organisation. A key point to consider is that your social strategy should always be aligned to the overall business goals of the organisation. A suggested digital strategy framework These are steps you can follow to craft your digital strategy: • Identify all of the key stakeholder groups that have input into your company’s Social and digital approach. • Gather key business objectives from each group separately.
  17. 17. • Merge the goals into a set of four to five key objectives. • Based on your understanding of the corporate strategy, prioritise and rank the list of goals. • In a group meeting review and refine the goals with key stakeholders. If needed, involve a neutral third party to mediate potential disagreements. • Based on stakeholder feedback, finalise the business objectives and define KPIs to measure these by. • Share an overview of the agreed upon digital strategy with key stakeholders. Key terminology 3.2.1.1 Enterprise Key Business Goals • Strategic business goals and objectives. • Aligned across the business at an enterprise level. • Tied to increased revenue (or decreased costs). • Can include a medium to long term vision of the company. Examples: Increase brand awareness, drive consideration and conversion and improve customer satisfaction. 3.2.1.2 Social Goals • Strategic business goals and objectives for your digital channel. • Identifies how the digital channel will contribute to achieving enterprise goals. • There can be more than one digital goal for each enterprise goal. Examples: Increase online sales (by 5%), increase online audience and brand awareness (by 10%) and increase online and social media customer satisfaction (by 5%).
  18. 18. 3.2.1.3 Initiatives: • Strategic digital goals. • Actionable projects. • Relates to the digital channel as a whole. Examples: Create and diversify content for a social media presence, drive traffic to the Web site from social media sources, create engaging content and create content partnerships with specialised bloggers. 3.2.1.4 Tactics • Specific actionable online business requirements. • Gaps in achieving online initiative and goals. • Achievable end goal. Examples: Measure social channel conversion rates, measure customer service time to respond, email delivery and engagement, measure application form abandonment and report mobile usage. 3.2.2 Key Performance Indicators Focus also includes defining the key performance indicators (KPIs). In social media marketing these indicators can be metrics such as number of social media followers, percentage of traffic generated in addition to online revenue or applications associated to social media customers along with associated targets for those metrics (for example, increase application rate by 30%). A common mistake when setting KPIs is selecting random metrics from an industry-related list and expecting they will fit and perform towards achieving your unique business goals. Make sure you always start with understanding your business goals before selecting appropriate KPIs. As you deploy your digital properties using Adobe Social you will be able to use these KPIs to understand the impact changes in content, design and architecture have had on your business.
  19. 19. What are key performance indicators? When implementing Adobe Social, ensure that your KPIs are measured. However, Social KPIs are difficult, and many experts still disagree on what Social ROI looks like. Social KPIs may be direct site conversion for some industries like Publishing, Media & Entertainment, but may relate more to customer service, brand awareness and brand loyalty for others. Understand where you fit, and focus your KPIs on these strategic measures. Ask yourself this: If your CEO was stuck on an island and you could tell him only three things about your business so he would know the business was healthy, what would you tell him about social? If you said you have 1 million Facebook followers, that tells him nothing. If you tell him your awareness campaign increased your overall follower base by 10 per cent during the past quarter — in contrast to 2 per cent in the previous period — and in addition reflected on a 6 per cent peak in customer ‘loyalty and retention’ through Web revisits that is something he will understand as a true measure of business success. There is so much opportunity to measure What they are: • Quantifiable, measurable and actionable • Measure factors that are critical to the success of the organisation. • Tied to business goals and targets. • Limited to 5 to 8 key metrics. • Applied consistently throughout the company. What they are not: • Metrics that are vague or unclear. • “Nice-to-knows” or metrics that are not actionable. • Reports (e.g., top search engines, top keywords). • Exhaustive set of metrics. • Refutable. Tip When creating your KPIs remember the acronym S.M.A.R.T. Performance indicators must be: Specific: to precisely define the goal and it’s expected outcome. Measurable: to be able to understand what success means. Assignable: to individuals or teams. Realistic: and yet challenging to drive great results. Time-based: built to drive results fast yet realistic.
  20. 20. initiatives and improve on them based on four or five metrics that you can keep yourself busy for months and even years. Don’t fret about measuring every little last detail, you’ll drive yourself crazy and you won’t be supporting your business goals. “Companies with greater digital capabilities were able to convert sales at a rate 2.5 times greater than companies at the lower level did.” McKinsey & Co. March 2015 Example (business objectives and metrics) Business objective Social KPI Key metrics Build awareness and foster discovery. % increase in the follower base over the next six months. Number of total fans and followers. Drive consideration and conversion. % increase in traffic from social channels. Conversion rate from social consumers. Number of purchases from social channels. Engage and improve consumer experience Maintenance % of engagement rates. Number of comments, shares, tweets, likes, etc… Number of page views and application downloads. 3.3 Alignment Organisations are dynamic. Business strategy changes, leadership changes, Web sites and communications in general are redesigned, the market landscape changes, new services and products are introduced, marketing campaigns are launched, new channels appear, new competitors are born and so on. All these changes make it difficult for leaders to ensure alignment between the company’s current strategy and the implementation of digital solutions. To make sure there is a proper alignment between your Adobe Social implementation and your digital strategy your measurement strategy needs to be dynamic and adjust as changes occur
  21. 21. within your business. Having a member from the digital team sitting in the steering committee can ensure that the team knows what is happening within the business and any possible changes in priorities. The following are key factors that need to be considered: 3.3.1 Refining Social KPIs: Integrate With Business Objectives Once your organisation has set the overall business objectives it is necessary to translate them to the context of your social media landscape and create the set of tactics to be able to deliver them. Social media goals: the most common types of social media goals you can set for your organisation are as follows:  Awareness: To build awareness and foster discovery.  Engagement: To improve consumer experiences and drive engagement.  Conversion: To drive specific actions and behaviour. Awareness Engagement Conversion Current and past tactics Competitors Other industries BRAINSTORMIDEAS CURATETACTICS–KPIs CHANNEL 1 CHANNEL 2 CHANNEL 3 CHANNEL 4 CHANNEL 6 MEASURE SOCIAL GOALS BENCHMARK IDEATION CHANNEL SELECTIONGOALS Retention CHANNEL 7 CHANNEL 8 Tip & Trick In the templates section there is a set of metrics you can use to build your social media KPI structure.
  22. 22.  Retention: To establish a long-lasting relationship. Common examples of social media objectives are as follows: Benchmark: Gain knowledge of the possibilities with social media. In this phase you should be able to acquire knowledge on all your previous and existing social media campaigns and explore what your main competitors are doing to engage with their communities. In addition to this, although is not a common practice, we encourage you to explore social strategies from other industries. You will be inspired to employ creative tactics that you haven’t considered. Ideation: Once you have observed what is possible it is time to gather your team and create the support mechanisms to achieve your business goals. We encourage you to be as wild and creative as possible because in this phase you are not required to think about, or feel constrained by, budgets, processes or business politics — you will narrow these ideas in the next phase known as “curate tactics” where you will scope, prioritise and create a plan of execution based on your resources and selected channels. Channel execution: In this phase your social media strategy is in action. Make sure the appropriate tracking and monitoring methods are in place so you can evaluate the ongoing progress of your campaigns in terms of your business objectives.
  23. 23. 3.3.2 Standardising Social Media Processes Marketers often struggle to integrate the data available to assess business performance for specific campaigns. The more channels appear, the more challenging it is compile, analyse and process data to extract useful insights that can lead to business growth. Social media is no stranger to this matter — business leaders have a tendency to believe that social media metrics and practices often lack founded consistency and reflection of the key business orientation. However, the following steps are proposed as a guide to help organisations gain a stronger visibility of their social marketing initiatives and develop strong programs for their customers. Step 1 – Challenge your traditions: Organisations that are flexible and open to embracing fast changing environments will be — at their foundation — skilled enough to champion any challenges in the competitive and fast changing arena of social media. Make an organisational effort to transform your traditional business rules, structures and measurements and apply them to these new channels. Step 2 – Create to learn: Most organisations currently participating in social media marketing are still finding their place in this new environment. Don’t be afraid to distance yourself and test creative approaches to set your processes right and get your audiences engaged. The key point here is to gain visibility on how your audience behaves, interacts and reacts to your efforts and how these processes work best for your organisation. This will bring you valuable learning you can use in your future marketing landscape. Step 3 – Always find alignment: Organisations often get carried away when trying to develop content publishing plans, establish listening best practices and conduct monitoring and moderation activities all at the same time. In the long run this will generate operational inconsistencies and less involvement over time. Get started by creating a framework to help stakeholders understand what the purpose of the existence of your social media landscape is,
  24. 24. what their roles and responsibilities are, how the workflows for content publishing and commentary escalation will operate and, most importantly, how everything will be measured. Step 4 – Make the loop and find efficiencies: It is recommended that you make an operational investment and filter the key measurements that are reflecting real opportunities for your business. Take a step further and find the way to automate processes that are relevant and are consuming time. Leverage the capabilities of your Adobe Social instance in conjunction with Adobe’s marketing technology to do the heavy lifting of your automation requirements. 3.3.3 Integrating Marketing Channels It is likely that your organisation has ongoing investments in marketing tactics at the moment of the adoption of Adobe Social technology. This is why it is important to ensure your digital landscape is truly aligned by assessing your organisation’s channel efficiency and ROI and that you are using all the artillery available to serve your clients competitively. Digital marketing channels do not work optimally in isolation. Non-consumers use a single channel to educate and consume the products and services they want. It is recommended you broaden the reach of your social media efforts by leveraging existing, or new, channels to increase positive behaviour and generate engagement with your audience. The diagram below depicts four basic steps your organisation should follow to enable channel integration and efficiency:
  25. 25. Integrating marketing channels Step 1: Design Gain a deep understanding of how your existing marketing channels are structured. Assess if the tactics are adequate for each channel and be open to embracing unutilised channels. Also examine the competitive landscape and analyse what other organisations in your industries — and other industries — are doing and how they are doing it. Step 2: Assign Once you have a robust overview of the marketing possibilities, distribute and allocate your tactics and ideas to serve the most relevant phases of the consumer lifecycle — check the digital advertising framework to enable the most commonly used digital advertising channels. At this stage you are not required to narrow down the list of possibilities. We encourage you to write down as many ideas as possible including what the creative, channel, content and support resources which might be needed to achieve them. Step 3: Plan The planning phase is the appropriate moment to scope and prioritise tasks in the short, medium and long term. Create an action plan to allocate resources strategically and start achieving results.
  26. 26. Step 4: Feedback Assess and measure performance in accordance with your KPI strategy and start the process again. 3.3.4 The Four Pillars Of Social Media Strategy When thinking about developing your social media strategy consider that it is supported by four pillars, or levels, of audience engagement that your organisation needs to embrace to master the social landscape. The four pillars are: Communication, collaboration, education and entertainment. The four pillars of social media strategy. Communication: Every organisation has ongoing communication mechanisms in place to start and follow-up conversations with prospects, employees, clients and other stakeholders. However, only few manage to successfully understand and scale the impact of their communication efforts. Identify what the real purpose of the communication will be throughout Communication CollaborationEducation Entertainment
  27. 27. your online and offline channels and assess how audiences are perceiving them, how effective they are and which actions trigger the most beneficial responses. Collaboration: If you are already using social media channels to communicate with your stakeholders it is possible that you have noticed that the level of contribution required to deliver on the daily activities is very demanding. Information needs to flow in order to post a message, the creative and publishing teams must work efficiently to mobilise across the permission levels and the monitoring team needs to be constantly paying attention to respond to client requests and coordinate with the appropriate stakeholder on how to respond them. The way your organisation establishes these processes is critical for the success of your social media strategy. Make sure you make time with the people that will be involved with the management of the solution to plan and execute for success. Education: Your target audience uses social media channels for many purposes other than to receive promotional communications. They want to relax, learn what is new in the world and learn new things about the people (or organisations) they like and follow. Only if they are truly engaged they will naturally find the means to explore further, learn and possibly purchase a service or product. Use an educational approach to show your audience what your organisation does, how it can benefit your audience and how they can establish a long term relationship with your organisation. Entertainment: One of the keys to engaging with your audience is to serve entertaining content. This does not mean that you have to consider a comic approach to your communications, but to embrace a culture of creativity and experimentation to deliver your message in different ways which your audience might find appealing. This will move your organisation to an uncontested space generating engagement with your audience while differentiating from your competitors. 3.4 Innovation Once your organisation is consistently delivering relevant marketing messages across multiple channels, you will be ready to continue gaining competitive advantage by finding the means to expand the possibilities and generate greater value to your stakeholders. Gather a team of
  28. 28. visionary innovators and use the data collected from your ongoing campaigns and digital tactics and empower them to generate new creative ways to improve your customer’s lifecycle. 4 People 4.1 Expertise Expertise refers to the different skills required by your organisation’s digital and technical staff, business users and senior executives. Not every group will need the same skills, but an overall understanding of how a digital strategy and Adobe Social will help the organisation is fundamental. Investing in training is a key activity when implementing new technologies. Make sure you have training programs not only for on boarding new staff, but also for current employees so they can continue growing their expertise over time. In particular, Social managers or strategists often lack understanding of digital analytics fundamentals, and digital analysts often need to learn about social metrics and tools. Adobe offers a wide range of courses that can help you with your Adobe Social implementation, as well as Adobe Analytics if you use the two integrated solutions. These courses are available in multiple formats to suit your needs — at one of our regional training centres, online as virtual learning or onsite at your company. Additionally, Adobe has a team of social media specialists and consultants that will develop a customised training program to meet your organisation’s requirements. Ask your account manager for further information. To see all Adobe Social courses go to the Adobe Social Course Catalog. 4.2 Structure A well designed organisational structure will give you and your staff clear guidelines about how the organisation is put together, who they have to report and delegate to and how information
  29. 29. flows across different levels. Defining an organisational structure, including roles and responsibilities, before starting with your Adobe Social implementation will also ensure the project runs efficiently. 4.2.1 Structure Types Below is a common list of organisational structures we see in digital organisations. Dispersed: This structure is typically an early stage, organic and reactive response to initial staffing and resourcing requirements arising in local or specific departments. While this works well initially, it has limited strategic scalability and can prove problematic in coordinating a top-down strategic vision for the long term structure and direction of digital capability, particularly within a large and diverse organisation. Centralised: Digital marketing roles and capability are centralised into a single area or team. This is typically characterised by a reporting structure through to one head of digital, e- business or e-commerce. Hub and Spoke: A combination of both, typically whereby digital marketing expertise is split - some positioned at the centre looking across the whole organisation and some sat within divisions or departments often acting as a connection point between the Centre of Excellence and local non- digital teams.
  30. 30. ‘Dandelion’ structure: Organisations which have a hub and spoke approach, but across multiple units or divisions. This is usually found in larger corporations that are operationally divided around key audiences (B2B and B2C, for example) that might centralise some key digital capability across the entire corporation, but also could have some hub and spoke arrangements in each of the key divisions. ‘Honeycomb’ structure: One additional structure is the holistic, or ‘honeycomb’, structure, where each employee is empowered with capability. This structure might be interpreted as the equivalent of a fully integrated digital capability where digital expertise and skills are the domain of a broad range of people and roles throughout the organisation. In this scenario no specialist digital roles exist and no single role has digital capability as its sole remit. 4.2.2 Business Recommended Organisational Structure Organisations commonly use a centralised model for digital implementations. In this structure, all of the digital resources are centralised into a single area or team often with a reporting structure through to one head of digital, e-business or e-commerce. This is a generic example of an organisational structure:
  31. 31. The main advantages of having a centralised model are: • Consistency and control: Consistent methods, procedures, and terminology. • Governance and focus: A unified commercial entity, strategy and budgets, ease of securing senior management buy-in for digital marketing strategy and projects, consistent standards, greater efficiency in the allocation of resources and ease of project prioritisation across the organisation. • Scalability and support: The application of digital expertise to support the wider business and clarity on where to go for support and advice. • Social command structure: Consistent operational structures to complete daily social processes across publishing, monitoring and listening teams. Marketing Director Head of Strategy Business Requirements Specialist Technical Requirements Specialist Head of Analytics Channel Analyst Head of Content Content Producer Head of Social Publishing Lead Monitoring Lead Listening and Analytics Lead
  32. 32. 4.2.3 Roles And Responsibilities 4.2.3.1 In A Centralised Model Here are the suggested responsibilities for each of the roles described above. Role Responsibilities Marketingdirector • Position of authority to influence others. • Key point of contact for executives, business owners and analysts. • Focuses on corporate-level issues, but maintains visibility into regional or business unit issues. • Works closely with the executive sponsor to drive value from analytics across organisation. • Drives cultural change and product adoption within the organisation via user education and other means. • Manages the core team and commercial relationships with analytics vendors. Headofstrategy • Drives and owns the digital strategy roadmap. • Coordinates the ongoing strategy workshops with stakeholders. • Ensures the business is continually focused and aligned with business objectives. • Determines the priority of new implementation projects. • Drives the digital steering committee, not just a “Web analytics” steering committee. • Manages the business analysts and project management resources. Headofanalytics • Focused on overall digital performance with Web analytics being the barometer of that performance. • Runs regular, recurring meetings (weekly or monthly) with stakeholders on digital channel performance. • Establishes enterprise-wide standards. • Manages ongoing relationships with analytics vendors. Headofcontent • Drives the content strategy. • Owns the content delivery roadmap. • Manages the content delivery team.
  33. 33. Headofsocial  Solution expert.  Maintain communication among cross-functional teams to execute on social media campaigns.  Drives the implementation of social media projects.  Identifies opportunities for expansion.  Responsible for reporting on the performance of social media channels. Businessrequirementsspecialist • Defines prioritised projects. • Runs workshops to gather business analytics implementation reporting requirements. • Develops the business requirements document for each project. • Gathers business sign-off. • Works collaboratively with the core team on requirements gathering enhancements and documenting the process. • Acts as project manager. Technicalrequirements specialist • Defines prioritised projects. • Runs workshops to gather technical requirements and identify risks. • Develops the technical documents and deployment plan for each project. • Gathers sign-off. • Works collaboratively with the core team on requirements gathering enhancements and documenting the process. Digitalanalystlead • Focused on measuring business unit key performance indicators (KPIs) and optimising business units online. • Owns the analytical reporting requests log. • Single point of contact for end users within the business unit and understands end users’ changing needs. • Validates data collection for business units. • Meets with business unit reporting owners and the core team on a regular basis (monthly). • Informs the core team of business unit activity and champions its needs to the core team. • Coordinates QA efforts and manages ongoing data accuracy.
  34. 34. Contentproducer • Maintain communication among cross-functional teams. • Own the process for creating, enforcing and managing the content production plan. • Collaborate with all departments to define and manage goals, scope, specific deliverables and scheduling needs. • Aggregate and distil input from all areas of the organisation and develop the best approach for incorporating feedback into project executions. • Contribute to strategic thinking around content models that adapt, scale and expand over time and distribution platforms. Publishinglead  Responsible for the execution of content across social media channels.  Ensures the internal workflows deliver the content and social media strategy.  Ensures the tracking mechanisms have been implemented appropriately. Monitoringand moderatinglead  Represents the organisation across multiple channels.  Maintains the wellbeing of communities.  Provide support to the communities when required. Listeningandanalytics lead  Responsible for the monitoring of several social media channels to analyse sentiment.  Measures channel performance in terms of key business goals.  Measures channel sentiment and provides immediate feedback when required.  4.3 Resources You will need to decide the right balance and allocation of internal staff and external consultants. This will be determined by your organisation’s previous experience with digital implementations – less experienced organisations may require more help from consultants.
  35. 35. Internally speaking, your organisation will need to implement a talent strategy to determine how to best hire and retain digital and analytics talent. “Having the right talent and sufficient resources on your digital team is crucial to your long-term, data-driven success.” Brent Dykes - Adobe 4.3.1 Resource Model To get the most out of Adobe Social, and to deliver a better digital experience to your customers, you need to get the most out of your implementation. Investing in external resources will help you optimise your investment, mitigate project risk and identify new opportunities. 4.3.1.1 Adobe Consulting And Partners Adobe solution partners play a critical role in your Adobe Social implementation. Based on your resources and the project scope, working with solution partners can help you in many different ways - from developing your customer journey, creative and user experience to building your page template and components, making necessary customisations to the implementation, integrating with other technology platforms and providing general guidance on how to use the solution.
  36. 36. 4.4 Community It is key to encourage the creation of a digital community within your organisation. Invest in creating an environment where all members can learn from each other and share experiences, ideas, best practices and campaign wins. When you have distributed analysts and business users across different business units and countries, the digital marketing community provides valuable support to new users in addition to opportunities for more advanced users to share their collective knowledge. This is especially important in traditional businesses where upskilling traditional skillsets with digital ones is vital as it can be a useful forum in which to educate the traditionally minded people within your business. Community can be fostered in a number of
  37. 37. different ways, such as a simple email distribution list, internal wiki, corporate chat groups and workshops. 4.5 Culture Adopting marketing technologies influence a great number business processes and practices changing the nature of how teams work to achieve common goals. Despite the fact that your organisation has invested in Adobe Social, some leaders and employees may still have doubts about the benefits of the solution. They probably do not fully understand what social media marketing, display advertising, analytics, automation, content management, user experience and other components of digital bring to the table. This is common in a business world that is still adapting and changing to digital. The first step is to have a clear vision for your culture and the right mindset to shift activities and thinking within your digital organisation. Second, involve key stakeholders and share that vision of that future across the organisation. One of the main reasons why organisations fear change is because they have little or no information about where the change is taking them. Third, invest in individuals who can embrace opportunities and who are the right cultural fit. These people will find it easily to work in teams and emerge in more complex problem solving situations. Additionally, c-level executives can leverage two basic steps to embed a new way of thinking into business operations regardless of the scale of the organisation. These steps fall into two categories:  The formal levers: These are the adoption and adaptation of processes and structures such as leadership policies, role definitions and people processes to support digitalisation. These stakeholders will be responsible for the introduction of new digital channels into traditional operations.  The informal levers: These relate to the key behaviour, role models and networks that help employees set a mindset aligned to the cultural structure of your organisation.
  38. 38. The following are the common traits in a digital organisation2 : 5 Process In this section of the document, you will find information to effectively deploy and use Adobe Social. There are four main types of implementation processes: Deployment, usage, sustainability, and change management. 5.1 Deployment Adobe’s expert teams work hand-in-hand with you throughout the Adobe Social implementation process. Implementation is a multi-phased process which includes a number of steps such as tracking and conversion code implementation and data validation and user group creation to ensure accuracy. The following is an outline of the 2 Adapted from: Strategy&, 2013, ‘Building a Digital Culture: How to meet the challenge of multichannel digitalization’, p. 10. Customers and demand •Pull ideas from the market. •Driven by demand. Organisation • Flat hierarchy. • Rapid decision making. • Result and product orientation. • Empowering employees to find ways to achieve goals. Work environment •Understand needs of digital customers. •Driven by innovation, improvement and overcoming constraints. •Cross-functional teams. •Rapid, unpredictable career progression. •Focus on rapid learn and launch. Tip Depending on the service associated to your account, the Adobe Social team will conduct periodical account monitoring to help you leverage the usage of your solution. Ask your account manager for more information.
  39. 39. implementation process, which will vary depending on your organisational needs and additional scoping. 5.1.1 Implementation Methodology Before the implementation project kicks-off, it is key to have well-defined success criteria for the program (refer to the S.M.A.R.T KPIs outlined in the strategy section), a comprehensive change management and communication plan and be committed to the ongoing training Adobe will provide during the implementation. Adobe provides optional post-deployment resources for further upskilling in the Adobe Marketing Cloud solutions. There are several phases in the implementation process. The following steps are meant to provide a guide and are indicative of what to expect in a standard Adobe Social implementation project. Standard Implementation Process 5.1.2 Publishing Workflows Adobe Social allows you to create and manage multi-level publishing workflows - a process you set up to specify how posts must be approved before they can be posted on their assigned social platforms. It is recommended to first determine publishing access at an individual property level — being as granular as possible — and then define the approval processes that will 1. Project Kick-Off meeting with key stakeholders 2. Document customer’s Social Profiles and owned site link destinations 3. Review existing Analytics setup to accurately integrate Adobe Social Discovery 1. Enable report suite(s) 2. Assign Social Campaign tracking code 3. Deploy or deliver optional site code for added functionality 4. Provide Tech Spec Reference Guide Configuration 1. Add up to twenty (20) Adobe Social users 2. Assign social user groups with specific roles and permissions 3. Create four (4) social campaigns 4. Build five (5) listening rules to begin collecting Social Buzz Activation 1. Deliver Account Settings Reference Guide 2. Review how to access and navigate Adobe Social 3. Share Customer training enrollment information 4. Transition to Adobe Account Management Launch Week 1 Week 2 Week 3 Tip The following steps are indicative and should not be applied for every implementation.
  40. 40. govern the subsequent publishing workflows. You can create different approval levels and then assign individual user groups to each level. You can edit, delete and duplicate posts by assigning and completing multi-level approval processes. It is recommended that you assign a user group to a publishing workflow rather than to an individual user, who can slow your approval process. If you assign a user group to a workflow, one member of that user group must approve the post in order for that approval requirement to be met. You can also specify a user group or individual user to override the publishing workflow settings. You can assign publishing workflows at the individual property level (individual Facebook page or Twitter account) or at the account level where all new social properties added to the account use a default approval workflow. You can create the following types of workflows: Horizontal publishing workflow: User group or user A and user group or user B and user group or user C must approve the post in any order. Vertical publishing workflow: User group or user A then user group or user B and then user group or user C must approve the post in that specific order. Combination publishing workflow: Combines elements of a horizontal and vertical publishing workflow by creating multiple approval levels. For example, level one might contain a horizontal hierarchy in which an individual member in each of three user groups must approve the post in any order. The second level might contain a single user who then must approve the post after the first level is completed. 5.2 Moderation Workflows Your business will often need to escalate a post or a comment to someone within the organisation to take specific action. The challenge is to set to right processes and structures to be able to solve those enquiries in a timely manner while providing the best customer experience (this is more difficult across social media as consumers are expecting immediate responses to their enquiries).
  41. 41. In response to this challenge, organisations must leverage marketing automation technologies, such as Adobe Social, to create and automate escalation or moderation workflows to respond efficiently to specific requests from your audience. Building an escalation and moderation workflow Start by asking your social media team to compile the most common requests, questions, complaints and comments your organisation deals with every day. Categorise these by business unit which would be the most adequate to respond to them. For example, if a great number of comments are related to product promotions you might want to categorise these as ‘product and sales operations’ and if the next bulk of comments are about career opportunities categorise them as ‘human resources’. The next step is to gather the key business units that will be involved. Share with them the previously developed benchmark and build a ‘knowledge base’ that includes all the possible responses, key stakeholders and expected outcomes (encourge them to include scenarios you had not considered). This knowledge base will work as a resource for your social media team to respond faster to the most common enquiries. Design a hierarchy map selecting the key individuals from each business unit to be responsible for communicating directly with the social media team leader in case there is the need to respond to any other enquiry or situtation that might occur. Ensure these protocols are communicated and instituitionalised in your organisation. Lastly, build the escalation and moderation worklows in Adobe Social and consider what the key reporting suites are to be able to collect process feedback, performance metrics and valuable insights to improve further. The next section (usage) will cover the best practices to create the appropriate reports to assess platform usage. The following diagram illustrates the process discussed in this section:
  42. 42. Building an escalation and moderation process 5.3 Usage Usage is all about establishing and applying best practices that will help you with your overall reporting, analysis and decision making. Understanding how your organisation uses the tool becomes important because it will help you maximise your investment. Here are a few questions you will need to consider: How will you manage time and resources spent on reporting and deep-dive analysis? If your analysts are going to be overloaded with reporting and analysis requests each week, what tools and workflows you need to implement to help them prioritise those requests? Adobe Social allows you to send standard email notifications on key system messages that are useful to keep track of any moderation activities, publishing workflows, errors and other activities from within the platform. It also allows you to have a deep understanding of author ADOBE SOCIAL & REPORT SUITE Human resources Public relations Marketing Sales BUSINESS UNITS KNOWLEDGE BASE BUSINESS UNIT REPRESENTATIVE SOCIAL MEDIA TEAM
  43. 43. activity. The following are some email notifications you can set up for your organisation. Make sure you build mechanisms to keep track of these and be able to assess the further performance of your team. For routine reports and business questions, it may be helpful to agree on the best approach to ensure numbers match up properly regardless of who is building the report or performing the analysis. MODERATION  A post or comment was assigned to you for moderation.  A reminder that a post or comment was assigned to you.  A spam filter was activated on a page. PUBLISHING  A new template is available for publication.  Your post has been approved and scheduled for posting.  Your post has been rejected and will not be posted.  A post needs to be approved before it can be posted.  A post has been scheduled for posting.  One of your Facebook pages needs to be authorised. SUPPORT  The system was unable to post a scheduled message.  The system was unable to remove a post from Facebook. SYSTEM  Upcoming authorisation expiration. 5.3.1 Administration As a solution in the Adobe Marketing Cloud, Adobe Social permissions are granted at two levels: At the Adobe Marketing Cloud level and at the Adobe Social level. Cloud permissions govern access to Adobe Social overall and can be used to restrict visibility to individual report suites and their connected data, such as listening rules and campaign reports. Social permissions define permission levels for your owned social properties, such as Facebook pages and Twitter accounts. Report suite setup and Adobe Marketing Cloud user groups should be configured during your implementation of Adobe Social. Tip Adobe Social is initially configured with pre-set permissions groups. Adobe Social administrators can adjust and create new permissions and ownership groups to match the needs and structure of your company.
  44. 44. There are two levels of access given to users: Adobe Marketing Cloud “administrator”, giving the user full access to all reports and report suites and allowing them to add, edit and delete groups and users. And as a “user”, providing access based on group memberships. The user groups are very important in Adobe Social. Managing Adobe Marketing Cloud user groups can only be done by Adobe Marketing Cloud administrators. The following matrix illustrates the different access permissions that Adobe Social administrators can edit and modify:
  45. 45. 5.3.2 Access Levels Tasks Adobe Social administrator Limited administrator Administrative tasks Add a new user to the system X X Can apply (OWNED/ALL) tag groups and tags ALL OWNED Can manage (OWNED/ALL) tag groups and tags ALL OWNED Can add competitor pages and associate it to (OWNED/ALL) pages ALL OWNED Change the owner of a page X X Manage multi-level approval workflows X X Manage (OWNED/ALL) social properties ALL OWNED Can add and remove tracked terms X X Create, edit and delete (OWNED/ALL) user groups ALL OWNED Analyst tasks View and export analytics for (OWNED/ALL) promotions and pages ALL Can view competitor pages associated to (OWNED/ALL) pages ALL Publisher tasks Create and edit publishing audiences X Create, edit, post, schedule and cancel posts to (OWNED/ALL) targets ALL Create and edit Adobe Social campaigns X Suspend posts X Create and edit templates X Moderation tasks
  46. 46. Can access and export unified moderation stats X Can edit unified moderation settings X Moderate (reply to, remove, like and escalate posts and comments) (OWNED/ALL) pages ALL 5.4 Sustainability Social media marketers often struggle to create a roadmap of campaign development, system upgrades and maintenance and resource management to achieve the envisioned marketing strategy and respective corporate goals over time. In fact, it is key to start planning as soon as the deployment project kicks off to fully evaluate and understand how Adobe Social will align with the overall business strategy, how it will serve your customer’s journey, how cross- functional channels and resources will be involved to ensure the solution is maintained, used and, most importantly, scaled. Constant contact with your account manager. Explore the market for new opportunities. Monitor performance and new platform requirements like social media changing ad specs. 5.4.1 Maintaining A Single View Of The Customer Ensure your data architecture, including integrated solutions and platforms, consistently collects and consolidates all customer-related data into a single marketing view. The more demographical, transactional, behavioural and aggregated data is gathered in centralised systems the more challenging it is to maintain its consistency. This factor is critical as the solution evolves along with your business.
  47. 47. 5.4.2 Process To Adopt Traditional Or Emerging Channels Channels evolve and serve different objectives over time. In this sense, it is considerably important to create a mechanism of channels evaluation to seamlessly report and assess existing ones and integrate new ones with your marketing mix. 5.4.3 Track And Upgrade There are two views of this topic. The first is related to how you document the past (campaigns, processes and deployments) and the second relates to how you will ensure the people and physical resources will be kept up to date with new technology frameworks, new trends in the market and usage best practices. 5.4.4 Optimise And Report For Success Maintain constant relevancy and workflow success by investing time measuring channel success, deliverability and return on investment. Encourage the key stakeholders to have frequent meetings on which they report on testing procedures, success metrics, challenges and ideas. 5.5 Using The Real-Time Twitter Preview Feature To Fine-Tune Rules A good tool to gauge the number of potential mentions is the real-time Twitter preview pane. This feature gives you a better understanding about what Twitter users are currently saying about the specified term. You can use this information to further refine the term. For example, suppose your product is a resort and a well-known celebrity tweets about visiting your resort, but that mention does not help promote your brand. You can create a term using the "Not" operator and the celebrity's name to prevent paying for mentions that are useless for your marketing purposes.
  48. 48.  The real-time Twitter data preview can also help you see that certain terms have different meanings, depending on context. For example, suppose you want to use the word "newt" as a term to gather data about mentions of Newt Gingrich, the U.S. politician. When you type "newt" into the terms field you might see many posts in the preview pane mentioning lizards, amphibians or salamanders. Because Newt Gingrich has an unusual name that means something else in different contexts you should specify terms carefully to avoid collecting unnecessary data or incurring unnecessary costs. In this example, you could specify "Newt Gingrich" as a term. You could also specify "Newt" as the term and then use the "Not" operator with the words "lizard", "amphibian", and "salamander”. 5.6 Using Social Tags to Optimize Content Strategy Driving success in Social publishing strategies – with or without paid promotion – is the quality of your content. Yet, most times, understanding what content “works” is difficult, and marketers defer to agency expertise or the latest trends. Adobe Social provides tools to take the instant social feedback system to provide you with actionable insights to iteratively optimise as you develop and deploy your social content calendar. Two keys to optimization are 1. Develop your social content strategy 2. Understand your KPIs to define successful content, as outlined above Once this is done, examine your content strategy, and organise you social content in categories that align with elements that you would change to optimise performance along your KPIs. These will become your tag groups, from which you will assign a tag from each group. These categories often include: 1. Content Pillars: the makeup of the content areas you will publish. Examples: Product Features, Flash Sales, Feature Articles, Holiday Topics, Question of the Day etc. 2. Content Type: similar to the pillars, these can subdivide what is offered in your post. Examples: Sale with Price/Without Price, Recipe with/without image, Article preview
  49. 49. 3. Media Type: While social channels do report performance by post types (text, video, image etc.), content of that media can affect its impact. These tags can group and inform performance based on what is in your multimedia. Examples: Product Image, Infographic, People Image, Short-form Video, Demo video 4. Language: If you do publish in multiple languages, this is an easy way to group and compare posts between the two. 5. Target Audience: Even if posts are not targeted to geographies or age groups, content can be developed to resonate with certain target markets in your fan base. Using these tags will help you understand what types of target content resonates most with your social community. Examples: Teens, Boomers, Military, College. Once you have your Tag system in place, all outgoing posts should be assigned Tags. Weekly, monthly and quarterly performance reviews should include Tag analysis to tweak your weekly content mix, or alter your content strategy. Social Tags also work with Adobe Social Campaigns; while all Campaigns also function as Content Tags, the reverse isn’t true. A good rule of thumb is that if any tagging category should be associated with conversion to your website, then you should use a Campaign. Otherwise, Tags are a good way to examine you post performance in a nimble way. 6 Technology And Product Adobe technology should act as an enabler — empowering your organisation to manage social media interactions, create positive experiences, obtain data and act on it. This section will take you through how Adobe Social was built to fit your business requirements, how it integrates with other platforms to leverage its power, what best practices ensure the platform is deployed efficiently and has sufficient levels of support and professional services and how you can leverage its automation capabilities to manage cross-channel campaigns and democratise data to empower disparate business users to answer routine business questions.
  50. 50. 6.1 Solution fit 6.1.1 Solution Architecture 6.2 Integration 6.2.1 Marketing Cloud Integration Today many marketers are working with various tools and systems that do not usually work seamlessly together. With Adobe Marketing Cloud you can improve your organisation’s marketing effectiveness using Adobe Analytics for performance management, Adobe Experience Manager for content creation and Adobe Campaign for cross-channel campaign management.
  51. 51. The following solutions integrate with Adobe Social:  Adobe Social and Adobe Analytics: This integration gives you access to a complete set of marketing data to attain better insight to the value of your audience. With Adobe Analytics you can unify reporting and automate your dashboards. This also allows you to map social data to real and meaningful business KPIs to help measure impact and to understand your target audience and substantiate what value truly means for it.  Adobe Social and Adobe Experience Manager: With this integration your organisation will gain the ability to leverage every social input to create consistency across multiple digital channels providing meaningful, personalised and powerful experiences that your customers will love.  Asset Sharing Core Service: Marketers can access creative assets (including from Adobe Creative Cloud) they have uploaded to the Adobe Marketing Cloud directly from the user interface of solutions like Adobe Campaign and Adobe Media Optimizer.  Adobe Social and Adobe Campaign: Your organisation can also leverage the data listening capabilities of Adobe Social to trigger campaign events and deliver relevant, personalised and contextual marketing experiences to your audiences. 6.2.2 Common Third-Party Integration Third-party integration support in Adobe Social allows organisations to enrich their social listening capability across multiple social channels making it simple to centralise and understand customer sentiment and respond faster to market opportunities. There are also integration options available to help you schedule, publish and manage comments across all pages, all in one place. Tip Adobe is always releasing new integrated applications. See what is new at Adobe Social Exchange. .
  52. 52. Listed below are the most common third-party solutions integrated with Adobe Social: Vkontakte Tumblr Foursquare LinkedIn Klout Youtube Disqus Facebook for Adobe Social Twitter Impact 360 (Advertising and Display) Bitly Google+ Sina Weibo for Adobe Social 6.3 Democratisation Democratisation refers to how Adobe technology can be more accessible to more people within your organisation. Since the use of Adobe Social requires the involvement of various individuals - often are part of different business units - it is recommended you launch your initial social marketing campaigns with a pilot team. In this sense, your organisation will be able to gain the knowledge necessary to understand how the solution operates at its best, how to find efficiencies and how to further optimise the business processes to democratise key learnings across the organisation.  Leverage Adobe Social’s reporting capabilities to monitor key business processes such as publishing workflows, the permission sets and business rules to send a post live or the monitoring workflows to escalate requests, questions, comments or any actions that might be raised by your social media channels across the pertinent business unit. Further information on these topics is in chapter 5.  As discussed in the usage section, it is recommended to create a report mechanism by which your organisation understands how quickly Adobe Social’s operators respond to moderation queues, launch posts throughout channels and solve possible system errors.  Reflect results on your KPIs for campaign contribution and encourage your team to take compulsory, periodic training programs.
  53. 53.  Reward proactivity and encourage your team to always work towards success. A possible incentive is to promote people thorough authorisation tiers to encourage better usage. In the long term this may become a badge of honour. 6.3.1 Automation Adobe Social is designed at its core to provide businesses with all the benefits a social media marketing tool can provide allowing your organisation to reallocate resources to more strategic areas.  Financial: Creating social media campaigns requires a high degree of team cohesion to perform at its best. Once the processes go live with Adobe Social, most of your digital channels will be centralised and its subsequent data, assets, media, and content will flow dynamically generating operational efficiencies. Your organisation will be allowed to build upon what exists and find new creative opportunities. On the other hand, Adobe Social has integrated a wealth of analytics capabilities useful to understanding and optimising your marketing ROI.  Processes: Adobe Social’s interface allows you to easily plan and build social marketing campaigns in an efficient manner. Its notification workflow creation capability enables your organisation to optimise processes and act quickly on performance data.  Stakeholders: Adobe Social was built to guarantee a secure flow of information among team members restricting how sensitive data is shown or handled. Marketing Automation Financial Cost efficiency ROI efficiency ROI visibility Processes Campaign workflows Plannig Stakeholders User administration Consumer profiling Reporting Real time Solution integration
  54. 54.  Reporting: Adobe Social allows you to monitor and report on key performance indicators. You can also build customised reports and schedule periodic deliveries so stakeholders can take action. 6.4 Leveraging Your Investment (The Big Picture) The Adobe Marketing Cloud includes powerful Web analytics and Web site optimisation products that deliver actionable, real-time data and insights to drive successful online initiatives. It offers an integrated and open platform for online business optimisation. Adobe Marketing Cloud consists of integrated applications to collect and unleash the power of customer insight to optimise customer acquisition, conversion and retention efforts in addition to the creation and distribution of content. Once you are up and running with Adobe Social and want to grow your digital capabilities to the next level, you might want to go back to what your business needs are. We see a common trend Adobe Marketing Cloud Solutions Adobe Creative Cloud Manage Digital Experiences Adobe Experience Manager Personalise Content Adobe Target Build and Deliver Video Adobe Primetime Build Audience Profiles Adobe Audience Manager Manage Social Adobe Social Manage Campaigns Adobe Campaign Management Digital Ad Adobe Media Optimiser Collect and Analyse Data Adobe Analytics ACQUISITION ENGAGEMENT Digital Asset Management
  55. 55. of Adobe Social users purchasing Adobe Analytics as a next step in order to improve their Web and mobile site experiences. Clients who feel they have a gap in acquisition, or want to improve their customer reach, opt to follow their Adobe Social purchase with Adobe Campaign, Adobe Experience Manager or Adobe Media Optimiser depending on their specific needs. If your objective is to increase personalisation and engagement we suggest you purchase Adobe Target together with Adobe Audience Manager. This will help you test and personalise content across channels and extend audiences across solutions. In the specific case that you manage high volumes of video content and want to improve your video delivery across channels and devices, Adobe Primetime will do the work. Continue growing your digital marketing strength and add a new Adobe Marketing Cloud solution based on what your business demands. A good level of integration across solutions will help you make, manage, measure and monetise your content across every channel and screen. 7 Checklist Item Completed Executive sponsor named and communicated Stakeholder buy-in across the business Communication plan created and announced Steering committee setup Working groups setup Social Marketing Maturity assessed Digital KPIs defined and agreed across business units Business structure identified, agreed and communicated Community and culture practices documented and communicated Social KPIs refined & marketing integration protocols created Scope of deployment and Implementation defined Publishing Workflows structured and implemented Moderation Workflows structured and implemented Usage procedures and reporting mechanisms created Administration, User Access established Marketing Cloud and Third Party Integrations defined and integrated Forecasting Questions Post Production Support
  56. 56. 8 Adobe Social Product Maturity Activities Are you using Adobe Social at its full potential? Have a look at the entire list of features and assess the degree on which your organisation is using the solution. 9 Adobe Consulting Operational Maturity Review Operational Readiness Assessment & Recommendations - $6000 (per brand/business unit) Adobe Consulting provides a package to review your operational business readiness and provide a recommended roadmap of initiatives to accelerate your maturity. This service Solution Features Publishing Monitoring Analytics Moderation Applications Admin and Governance Social Marketing Opportunities Brand presence and management Fan and follower acquisition Multi-channel campaign attribution and measurement Community development and engagement Social campaign measurements and ad optimisation Social ROI Adobe Marketing Cloud Integration Adobe Analytics Adobe Experience Manager Tip Also use the self- assessment tool designed to help you identify your organisation’s strengths and prioritise focus areas in Adobe Social and integrated Adobe Marketing Cloud Solutions
  57. 57. is highly recommended if you are new to the solution and need assistance in evaluating your capabilities. Activities include: Conference call/meeting to interview executive sponsor Consulting guidance on completing the solution maturity assessment Consulting walk through of maturity operational readiness checklist Qualification of current documents, templates, processes Draft of initial findings, highlight focus themes reviewed with executive sponsor Executive sponsor sign-off High-level roadmap of recommendations presented to stakeholder group 10 Adobe Social Glossary Of Terms Earned media: Earned media refers to publicity, advocacy or promotion gained through efforts other than paid advertising. Other ways to refer to earned media include buzz, word-of-mouth, and “viral”. The distinctive characteristic of earned media is that it is outside the direct control of the business. Businesses attempt to simulate earned media through participation in social media, media relations, events, etc. Earned media is one of three categories of media options that marketers have (the others being paid and owned media). Paid media: Paid media refers to publicity or promotion gained by paying to leverage a channel – most typically paid advertising. Examples include digital display ads, television and radio ads, paid search ads and sponsorships. Paid media is typically leveraged to feed owned media and create earned media. Owned Media Owned media refers to publicity or promotion through channels controlled by the business. Examples include the corporate Web site, mobile Web sites, mobile apps (developed and controlled by the business) and corporate blogs. While social networks like Facebook and Twitter are consumer controlled, businesses can still control specific elements such as Twitter profiles and Facebook pages, so while customers discussing a business on Facebook is
  58. 58. considered earned media, the business’ Facebook page is still an example of owned media, because the business controls the content on the page. Sentiment: Specific to social media monitoring and listening, sentiment refers to the scoring - typically on a numerical scale - of a particular mention (see “mentions”) as to the nature of the full text of the mention, whether it is positive or negative. Sentiment is typically scored using natural language processing algorithms that observe the full text of mentions and attempt to determine the positive or negative nature of it based on ways individuals use words together. Social media monitoring or listening: Social media monitoring, or listening as it is often referred to, is the practice of observing and analysing conversations and commentary on social networks, blogs, message boards and discussion forums – anywhere consumer-generated discussion happens online. Monitoring and listening is typically facilitated through software that aggregates all the conversation and commentary through APIs and data feeds from providers and filters based upon the desired topics. Typically, this filtering is based on keywords. For example, monitoring and listening for the keyword “Adobe” would capture all instances where the word “Adobe” is mentioned online. Most software vendors who provide this type of software include the number of mentions (see “mentions”) along with information such as when the mention occurred, the source (Facebook, Twitter, etc.), the name or handle of who created the mention, the full text associated with the mention, and other details (where available) such as geo-location. The most typical use cases for social media monitoring are for brand management such as responding to commentary (especially negative commentary), supporting market research such as understanding consumer trends and measuring the performance of marketing or communications efforts. Mentions: Specific to social media monitoring or listening, a mention refers to an instance of word that appears in conversation or commentary online. A mention typically implies the inclusion of information associated with the mention itself such as when the mention occurred, the source (Facebook, Twitter, etc.), the name or handle of who created the mention, the full text associated with the mention and other details (where available) such as geo-location. Publishing: Specific to social media, publishing refers to the process of creating and distributing content (both text and rich media such as images, videos, etc.) to social networks.
  59. 59. 11 Adobe Social Templates 11.1 Social Media Marketing Framework SCENARIO TO IMPROVE DESCRIPTION TACTICS ADOBE SOCIAL TECHNOLOGIES Brand presence and management Facebook pages that vary widely in number of likes and activity on page. Branding is inconsistent between social profiles (logo treatments, use of images, frequency of posting, etc.) across regions or products. Define governing methodology and strategy. Deliver competitive insights and content guidelines. Governance and admin capabilities Community development and engagement Unattended social profiles. Look for questions that go unanswered or spam that is not removed from Facebook walls. Limited engagement (few likes, comments or shares on Facebook posts and tweets) Develop compelling content, engage with users and moderate social conversations. Develop brand communications guideline. Publishing Moderation Monitoring Analytics Fan and follower acquisition Relatively low fans or followers compared to competitive brands An upcoming campaign that requires exposure and increased awareness. Deploy effective campaigns through enhanced advertising strategies, application design and deployment, and community management support. Publishing Applications Ads Social campaign measurement and ad optimisation Organisation traditionally “tacks on” social to other big campaigns rather than having a distinct social strategy. Organisation does not leverage paid posts or sponsored stories and has not engaged in social advertising because it doesn’t perform as well as search. Cultivate real-time insights to optimise social advertising campaigns. Develop target audience segmentation and define KPIs strategy. Analytics Publishing Multi-channel campaign attribution, measurement and social ROI Organisation struggling to understand how social influences business. Measure social media impact on business results in the context of other digital marketing channels in real time, allowing you to optimise existing campaigns or develop new ones. Analytics
  60. 60. 11.2 How To Create A Content Schedule Template
  61. 61. 11.3 Key Metrics On Social Media The following table indicates the key metrics your organisation can monitor across your social media channels. Note, the metrics below are indicative only and may not be found within the Adobe Social interface. EXPOSURE ENGAGEMENT INFLUENCE IMPACT PAID Impressions Reach Frequency Video views Likes Comments Shares Replies Retweets Etc. Click throughs Landing page views Interactions Awareness Purchase consideration Likelihood to recommend Brand attributes or equities Visits to Web site Attend event Sales conversion Download coupon Leads captured Promo redemptions OWNED Unique visitors Visits Return visits Page views Interactions Subscriptions Links Consideration Purchase intent Tell a friend Likelihood to recommend Brand attributes or equities Sales Leads Info requests Download paper Download app Cost savings EARNED (PAID + OWNED) Number of posts Impressions Message delivery Hashtag usage Mentions Contest entries and participants Awareness Consideration Purchase intent Associations with issues and topis Visit Web site Attend event Download coupon Leads captured Promo redemptions SHARED (PAID + OWNED+ EARNED Organic impressions Organic reach Number of followers Video views Likes Comments Shares Replies Retweets Etc. Consideration Purchase intent Tell a friend Likelihood to recommend Brand attributes or equities Visit store Attend the event Sales Vote for issue Satisfaction Loyalty
  62. 62. 11.4 Common KPIs And Calculated Metrics Key Performance Indicator Calculated Metric Share of voice 𝐵𝑟𝑎𝑛𝑑 𝑀𝑒𝑛𝑡𝑖𝑜𝑛𝑠 𝑇𝑜𝑡𝑎𝑙 𝑀𝑒𝑛𝑡𝑖𝑜𝑛𝑠 (𝐵𝑟𝑎𝑛𝑑 + 𝐶𝑜𝑚𝑝𝑒𝑡𝑖𝑡𝑜𝑟 𝐴, 𝐵, 𝐶 … 𝑛) = 𝑆ℎ𝑎𝑟𝑒 𝑜𝑓 𝑉𝑜𝑖𝑐𝑒 Audience engagement 𝐶𝑜𝑚𝑚𝑒𝑛𝑡𝑠 + 𝑆ℎ𝑎𝑟𝑒𝑠 + 𝑇𝑟𝑎𝑐𝑘𝑏𝑎𝑐𝑘𝑠 𝑇𝑜𝑡𝑎𝑙 𝑉𝑖𝑒𝑤𝑠 = 𝐴𝑢𝑑𝑖𝑒𝑛𝑐𝑒 𝐸𝑛𝑔𝑎𝑔𝑒𝑚𝑒𝑛𝑡 Conversation reach 𝑇𝑜𝑡𝑎𝑙 𝑃𝑒𝑜𝑝𝑙𝑒 𝑃𝑎𝑟𝑡𝑖𝑐𝑖𝑝𝑎𝑡𝑖𝑛𝑔 𝑇𝑜𝑡𝑎𝑙 𝐴𝑢𝑑𝑖𝑒𝑛𝑐𝑒 𝐸𝑥𝑝𝑜𝑠𝑢𝑟𝑒 = 𝐶𝑜𝑛𝑣𝑒𝑟𝑠𝑎𝑡𝑖𝑜𝑛 𝑅𝑒𝑎𝑐ℎ Active advocates # 𝑜𝑓 𝐴𝑐𝑡𝑖𝑣𝑒 𝐴𝑑𝑣𝑜𝑐𝑎𝑡𝑒𝑠 (𝑤𝑖𝑡ℎ𝑖𝑛 𝑝𝑎𝑠𝑡 30 𝑑𝑎𝑦𝑠) 𝑇𝑜𝑡𝑎𝑙 𝐴𝑑𝑣𝑜𝑐𝑎𝑡𝑒𝑠 = 𝐴𝑐𝑡𝑖𝑣𝑒 𝐴𝑑𝑣𝑜𝑐𝑎𝑡𝑒𝑠 Advocate influence 𝑈𝑛𝑖𝑞𝑢𝑒 𝐴𝑑𝑜𝑣𝑜𝑐𝑎𝑡𝑒′ 𝑠 𝐼𝑛𝑓𝑙𝑢𝑒𝑛𝑐𝑒 𝑇𝑜𝑡𝑎𝑙 𝐴𝑑𝑣𝑜𝑐𝑎𝑡𝑒 𝐼𝑛𝑓𝑙𝑢𝑒𝑛𝑐𝑒 = 𝐴𝑑𝑣𝑜𝑐𝑎𝑡𝑒 𝐼𝑛𝑓𝑙𝑢𝑒𝑛𝑐𝑒 Advocacy impact 𝑁𝑢𝑚𝑏𝑒𝑟 𝑜𝑓 𝐴𝑑𝑣𝑜𝑐𝑎𝑐𝑦 𝐷𝑟𝑖𝑣𝑒𝑛 𝐶𝑜𝑛𝑣𝑒𝑟𝑠𝑖𝑜𝑛𝑠 𝑇𝑜𝑡𝑎𝑙 𝑉𝑜𝑙𝑢𝑚𝑒 𝑜𝑓 𝐴𝑑𝑣𝑜𝑐𝑎𝑐𝑦 𝑇𝑟𝑎𝑓𝑓𝑖𝑐 = 𝐴𝑑𝑣𝑜𝑐𝑎𝑐𝑦 𝐼𝑚𝑝𝑎𝑐𝑡 Issue resolution rate 𝑇𝑜𝑡𝑎𝑙 % 𝐼𝑠𝑠𝑢𝑒𝑠 𝑅𝑒𝑠𝑜𝑙𝑣𝑒𝑑 𝑆𝑡𝑖𝑠𝑓𝑎𝑐𝑡𝑜𝑟𝑖𝑙𝑦 𝑇𝑜𝑡𝑎𝑙 # 𝑆𝑒𝑟𝑣𝑖𝑐𝑒 𝐼𝑠𝑠𝑢𝑒𝑠 = 𝐼𝑠𝑠𝑢𝑒 𝑅𝑒𝑠𝑢𝑙𝑢𝑡𝑖𝑜𝑛 𝑅𝑎𝑡𝑒 Resolution time 𝑇𝑜𝑡𝑎𝑙 𝐼𝑛𝑞𝑢𝑖𝑟𝑦 𝑅𝑒𝑠𝑝𝑜𝑛𝑠𝑒 𝑇𝑖𝑚𝑒 𝑇𝑜𝑡𝑎𝑙 # 𝑆𝑒𝑟𝑣𝑖𝑐𝑒 𝐼𝑛𝑞𝑢𝑖𝑟𝑖𝑒𝑠 = 𝑅𝑒𝑠𝑜𝑙𝑢𝑡𝑖𝑜𝑛 𝑇𝑖𝑚𝑒 Satisfaction score 𝐶𝑢𝑠𝑡𝑜𝑚𝑒𝑟 𝐹𝑒𝑒𝑑𝑏𝑎𝑐𝑘 (𝑖𝑛𝑝𝑢𝑡 𝐴, 𝐵, 𝐶 … 𝑛 ) 𝐴𝑙𝑙 𝐶𝑢𝑠𝑡𝑜𝑚𝑒𝑟 𝐹𝑒𝑒𝑑𝑏𝑎𝑐𝑘 = 𝑆𝑎𝑡𝑖𝑠𝑓𝑎𝑐𝑡𝑖𝑜𝑛 𝑆𝑐𝑜𝑟𝑒 Topic trends # 𝑜𝑓 𝑆𝑝𝑒𝑐𝑖𝑓𝑖𝑐 𝑇𝑜𝑝𝑖𝑐 𝑀𝑒𝑛𝑡𝑖𝑜𝑛𝑠 𝐴𝑙𝑙 𝑇𝑜𝑝𝑖𝑐 𝑀𝑒𝑛𝑡𝑖𝑜𝑛𝑠 = 𝑇𝑜𝑝𝑖𝑐 𝑇𝑟𝑒𝑛𝑑𝑠 Sentiment ratio 𝑃𝑜𝑠𝑖𝑡𝑖𝑣𝑒 ∶ 𝑁𝑒𝑢𝑡𝑟𝑎𝑙 ∶ 𝑁𝑒𝑔𝑎𝑡𝑖𝑣𝑒 𝐵𝑟𝑎𝑛𝑑 𝑀𝑒𝑛𝑡𝑖𝑜𝑛𝑠 𝐴𝑙𝑙 𝐵𝑟𝑎𝑛𝑑 𝑀𝑒𝑛𝑡𝑖𝑜𝑛𝑠 = 𝑆𝑒𝑛𝑡𝑖𝑚𝑒𝑛𝑡 𝑅𝑎𝑡𝑖𝑜

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