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Social Media Strategy at IBM:
Programs, Resources, Results
Delaney Turner
Social Business Analytics & Enablement
© 2013 International Business Machines Corporation 2

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Social Media Strategy @ IBM: Programs & Resources

  1. 1. Social Media Strategy at IBM: Programs, Resources, Results Delaney Turner Social Business Analytics & Enablement
  2. 2. © 2013 International Business Machines Corporation 2
  3. 3. © 2013 International Business Machines Corporation 3 Agenda • Macro trends • IBM executive views • Social media… – and the IBM brand strategy – Governance – Frameworks & metrics – Enablement programs – Resources • Q&A
  4. 4. © 2013 International Business Machines Corporation 4 Social media is changing public attitudes toward businesses Source: 2012 Edelman Trust Barometer Executive Summary
  5. 5. © 2013 International Business Machines Corporation 5 And it’s driving the need for new leadership skills The dynamics of social media amplify the need for qualities that have long been a staple of effective leadership, such as strategic creativity, authentic communication, and the ability to deal with a corporation’s social and political dynamics and to design an agile and responsive organization. Social media […] requires the ability to create compelling, engaging multimedia content. Leaders need to excel at co-creation and collaboration—the currencies of the social media world. Executives must understand the nature of different social-media tools and the unruly forces they can unleash. Equally important, there’s an organizational dimension: leaders must cultivate a new, technologically linked social infrastructure that by design promotes constant interaction across physical and geographical boundaries, as well as self-organized discourse and exchange. Roland Deiser & Sylvia Newton, Six social-media skills every leader needs, McKinsey Quarterly, Feb. 2013
  6. 6. © 2013 International Business Machines Corporation 6 Companies are adapting to capitalize on these trends Source: 2012 IBM CEO Study “Leading Through Connections”
  7. 7. © 2013 International Business Machines Corporation 7 Social media success is a priority for IBM “I am very aggressive internally in IBM in moving into a social enterprise. It flattens organizations. It enhances their speed. I envision a day [when] it's more important what you share, not just what you know. It's not so much what you say you know; I care about what the world thinks you know, what clients think you know. * ~ Ginni Rometty, IBM Chairman, President & CEO “We have to be publishers and developers, so that we are not relying on intermediaries to get a story told and develop a relationship with decision makers. We have to be curators of corporate character.” ~ Jon Iwata, IBM SVP, Marketing & Communications *Jessi Hempel, Ginni Rometty reveals the future of Watson, CNNMoney, May 17, 2013
  8. 8. © 2013 International Business Machines Corporation 8 Social media strategy is to match the IBM digital experience to the IBM brand
  9. 9. © 2013 International Business Machines Corporation 9 The challenge and the opportunity
  10. 10. © 2013 International Business Machines Corporation 10 Surface area of a sphere: 4 pi r2 • *r = the radius of the sphere
  11. 11. © 2013 International Business Machines Corporation 11 The marbles have about 300% more surface area
  12. 12. © 2013 International Business Machines Corporation 12 100s of 1000s 100s 10s of 1000s Our approach: Enable all IBMers as Digital IBMers 12 Executives/Thought Leaders High-touch coaching and support Digital IBMers Self-directed education and participation Technical Practitioners Community-based coaching and enablement IBM’s digital training and enablement Content topics Formats include Audience  Specific education by social media venue (Twitter, LinkedIn)  Specific education by social media task (e.g. How do I grow my network?)  Live e-meetings with experts  In-person group training  Recorded presentations and self-help modules  Community support  All 400K IBMers  Sessions are hosted in different time zones and in local languages
  13. 13. © 2013 International Business Machines Corporation 13 Design social computing guidelines 13 The guidelines outline: • Responsible engagement • What NOT to talk about Rules of the road: • Be professional, don’t pick fights, don’t feed the trolls • Speak for yourself, not IBM • Respect copyright, laws, other people • Add value Guidelines for secure computing: • Protect IT assets and information • Practice safe computing and report security incidents
  14. 14. © 2013 International Business Machines Corporation 14  Applied to new accounts or existing accounts  Dedicated Corporate team reviews all accounts and communities  Non-compliant IDs contacted to bring to standard and remove fakes  Easily support new platforms like Google+ and Pinterest Implement social brand guidelines
  15. 15. © 2013 International Business Machines Corporation 15 BEFORE 2011 TODAY Before and after the audit
  16. 16. © 2013 International Business Machines Corporation 16  Objective: optimize earned & owned media coverage, aligned to brand strategy  More than 3,000 IBM social brand accounts and channels identified  Curation and administration support to help maximize content marketing and shared expertise  Self-enrollment with brand training, validation and permission  Accounts are available for syndication via Social Media Aggregator IBM Voices: dynamic inventory & syndication of IBM branded, IBM Select & IBM Forward Thinker social channels
  17. 17. © 2013 International Business Machines Corporation 17 Implement a social measurement framework 17 Favorable Selling Environment Social Program Effectiveness Market Interest Social Program Readiness Mindshare Social Program Progress  Market term volume – Online conversations • by segment • by theme • by usage – Online searches Share of IBM – Online conversations – Online searches – Influencers’ messages IBM placement in organic search results for market terms  Social Strategy / Marketing Plan – Created based on social media research and GTM strategy and plan – Reviewed with management  Full-time Social Program Manager assigned  SMEs identified and recruited  SMEs’ social sites + IBM branded social sites – Established, maintained and active – Compliant with IBM Social Brand Guidelines  Business goals and baseline measurement set  Collaboration process in place to: – Apply social insights and KPIs – Share marketing plans, messages and materials with SMEs – Promote SMEs’ + their social sites  Reach – # of people who have opted into your communication – Followers, fans, friends, unique visitors, subscribers, members, connections  Engagement – # of times someone interacted with our content/message – Replies, mentions, engaged users, likes, comments, post visits, views, favorites, post replies, +1  Amplification – # of times someone re-shared our content/message – Retweet, Share, Link, g+, Pin It, Talking About It  Conversion – # of IWM registration yielded
  18. 18. © 2013 International Business Machines Corporation 18 SME Eminence KPIs KPI Definitions Metrics Engagement Reach Amplification Conversion Audience interactions with content published by SMEs Audience members who have opted into your communications Audience sharing actions of SME content To be defined by the program SBM. An example would be registrations yielded from SME social accounts Views Likes Comments Likes Comments @mentions Clicks Subscriptions Visitors Visits Search Rank Connections Followers Shares Inbound Links Retweets Registrations Measure progress against consistent metrics
  19. 19. © 2013 International Business Machines Corporation 19 • Provide proactive reputation monitoring • Provide event based decision support involving risks to IBM’s corporate reputation • Measure and improve our perception through assessment of key voices (our market, our investors, our employees) • Discover client needs and trends leading to solution innovation • Build markets through promotion of IBM language and criteria to redefine categories • Assess extent to which a market is being made with action plan for improvement • Win competitive mindshare for IBM through social influence and outreach • Build pipeline through social lead identification • Enable sellers to win business with social intelligence based door openers Objetive Social Insight Contribution Making Markets Capturing Markets Corporate Character Making Markets Capturing Markets Use socially derived insights to make & capture markets & build corporate character
  20. 20. © 2013 International Business Machines Corporation 20 IBM Select: builds the eminence of high-value, high-touch thought leaders in targeted online communities  Grow influence and reputation subject matter experts in the social sphere  IBM Select SMEs  IBM Champions – non-IBM technical leaders  1-on-1 coaching and support from IBM Social Business Manager  Sustain and support engagement while continuously proving competency and expertise  Support and amplify word-of-mouth aligned to Go-to-Market priorities  On-going listening and measurement to gauge progress MD&I
  21. 21. © 2013 International Business Machines Corporation 21 IBM Forward Thinkers: self-selected, community verified experts who share knowledge internally and externally Create an expert profile - provide information about your expertise, and as your knowledge and skills evolve, so can your profile so you're always presenting an accurate picture of yourself. People connect with you - using search, colleagues find you or you are promoted on ibm.com where customers and others can follow you on the social networks and other sites you share. You and IBM benefit - You build your professional reputation by communicating and demonstrating your expertise, while IBM benefits through more effective outreach and improved productivity and collaboration.
  22. 22. © 2013 International Business Machines Corporation 22 IBM Blue Galaxy: training & engagement for IT practitioners • Enabling bright and talented IBM technical professionals to engage through social media and face-to-face to: – Develop and nurture client relationships – Share and learn practical expertise • Stars in our galaxy – Socially active IBM technical professional luminaries help guide practitioner actions; social media missions 22 Internal enablement community to empower and equip the IBM technical community to engage with the world’s practitioners
  23. 23. © 2013 International Business Machines Corporation 23 • Training and guidelines on a range of topics • IBM Connections • Social media basics • Cyber security • Social selling • Dozens of courses • Recommendation engine • Rewards & tracking • Strategic, sharable content Digital IBMer Hub: enabling 400K+ IBMers to be successfully social
  24. 24. © 2013 International Business Machines Corporation 24 Social Engagement & Insights Team: on-demand resources & enablement materials
  25. 25. © 2013 International Business Machines Corporation 25 Customized & prescriptive learning plans
  26. 26. © 2013 International Business Machines Corporation 26 Thank you @DTurnerBlogs Delaney.Turner@ca.ibm.com ca.linkedin.com/in/delaneyturner/

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