Social Media for the Reluctant Client


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Strategies to introduce social media in your organization, or to your clients.

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  • Intro
  • Social media is epicIt will change your lifeIt will make you moneyIt will clean you floorIt will re-adjust your mortgage
  • Nothing essential has changed in human communications since we came down out of the trees.Outside of geniuses like Shakespeare and Goethe and Moliere, it’s a really a very basic, even primitive thing.And it’s brand new in terms of – say - the history of life on earth. In those terms it practically developed yesterday.In fact, one author said in the grand scheme of things, human communication has only really developed marginally from where it started with two monkeys in a tree trying to tell each other which branch the ripest fruit is on. That’s basically all we’ve got to work with: a very primitive tool we’ve built on for a few hundred thousand years.So don’t overthink it. All communication – social, electronic, printed, broadcast, face-to-face – is really just one thing.
  • It’s two people talkingEven when it’s an auditorium like this, as far as each of you individually are concerned, there’s really only one conversation happening, and it’s between me and you.So keep that in mind, and make that the first thing you tell people when you’re trying to explain what something like social media is.It’s human communication.
  • It’s just the latest version of “where people are.” Bank robber Willie Sutton – 1920s/30s: “That’s where the money is.”
  • And here’s where you can be very specific and haul some really impressive numbers out.It’s probably the last time you’ll hear me refer to numbers, because no one is going to change their behaviour because of statistics, but there you go.
  • And inevitably, you get asked some version of the question “Well, what’s wrong with traditional media?”Nothing’s wrong with them. Except that increasingly, they’re where the people aren’t.
  • Especially,although not exclusively, if you role touches on sales or marketing, you will get asked what the ROI of social media is.The good news is, no one’s figured out a way to comprehensively, directly measure the dollar value of social media.The bad news is, no one’s figured out a way to comprehensively, directly measure the dollar value of social media.Difficult because everyone’s used to traditional campaign metrics, media buys, etc., where if you put so much $ into a print ad, you will see so much lift sustained over so much time.People still think in those terms and try to apply those metaphors to social.Social is organic. It’s not a campaign – you don’t achieve results by turning it on and off like a faucet.
  • And one way to demonstrate the ROI of social media is through a funnel.Here is funnel 1.0
  • And here is funnel 2.0this is the best graphic I’ve come up with. Props to Geoff Morgan at Intuit for introducing me to it.On one level, social media tees up and sets up your marketing and sales initiatives.Engage with people through content marketing, conversational marketing, etc.Things like social media are what fill this funnel with potential new customers, new leads.You can think of it purely as lead generation, but it’s so much more.Lead generation traditionally is made of thing like a list of email addresses you buy, for people who may or may want to have nothing to do with you.Social media qualifies and develops those leads, and develops them into something much more: an engaged customer.
  • Inevitably at some point marketing and/or sales enters the mix and stuff gets real very fast.Competing agendas: sales vs. brand.How you sell it depends on how much of the mix is marketing vs. communications.
  • Here’s the funnel from a sales/marketing POV.SELL, SELL, SELL, SELL!Short-term thinking, and it limits the amount of sales you can ultimately make, but it does lead to more sales in the short term, because they don’t care about lost opportunity a relationship represents, just how many dollars they made.I’m in upstate New York, so can I use a hockey analogy?
  • Gretzky didn’t become the all-time NHL points leader because of the number of goals he scored.He became the all-time points leader because of the number of points he scored.894 goals. 1963 assists. 2857 points.The NHL records assists. A lot of companies don’t, to their detriment. Because whether you choose to recognize them or not, they’re invaluable.And again, thanks to Geoff Morgan at Intuit for the metaphor.
  • If you’re a decision maker, you may not understand all the processes of marketing, engineering, finance, etc.But you do know that they work, because your company is still around.But, ultimately, do you really need to understand how social media works? Or do you just need to know that it does work?How many of you can explain the workings of a four-stroke internal combustion engine? And how many of you relied on one to get here today? Did that lack of understandings of the inner workings prohibit you from using your car? No.
  • One way you can show that it works is through case studiesThese are great not only for the success they show, but because business loves it when someone has gone before them and tried something and absorbed all the risk of being the first moverBut be aware that a case study is a best practice – it’s not a way to find ROI, and it’s certainly not a formula for following the money.Your organization may benefit from case studies in order to get started, but that might not do it. You might need to get to the money sooner than others, so don’t be shocked if case studies alone don’t get you where you need to go. They’re a good start, but it might take a lot more.
  • Personal favourite.Increased sales 500% in 2008 when they started airing the commercials.
  • Sometimes it may be as simple as just shifting the conversationYou’re PR pros – you’ve all done that, right?ACA wanted to re-launch their newsletter. I knew they needed a blog, and I thought the newsletter needed to connect with one.
  • Similarly, if you’ve ever done a webinar…
  • …you’ve done a podcast.Colloquially podcasts are simply recordings. So if you’ve ever done a webinar, put the recording up on your site with a blind link and welcome to the world of podcasting.AMA does it – I rarely have the time to participate in their webinars live, but I’ll listen to the recording afterwards.Recast the frame of reference
  • Lot of technical or pseudo-technical things you can do to find and document the money
  • Altruism
  • What if someone says something bad on our blog? What if they use the pooh word? Or booger? What happens if we don’t own that message end to end anymore?Short answer: nobody cares, and it’s not the end of the world.There are filters to trap the worst of it, and moderators to pick up everything else.More importantly, social media are ephemeral. The average lifespan of a tweet is something like 15 minutes. It’s not print, so don’t treat it like you need to write a personal rebuttal for everything everyone says that’s less than glowing.In fact, you should only censor abuse. Addressing other legitimate comments head-on demonstrates authenticity and openness.
  • Your CEO, decision-maker, gatekeeper can’t use this an excuse, or at least shouldn’t use it as an excuse to muzzle the communications dept.
  • Give up the need for total control. You’re not in control the way you used to be and that’s ok – privacy and control haven’t gone away and they’re not disposable, but they’ve changed. You need to as well.You can gain more from relinquishing total control and allowing conversation to happen than from insisting on 100% control.
  • You’d think people would be super-concerned about authority and control here. And they were.Tenured professors can be tricky to deal with.And that’s one of the things I learned: you need to talk to what’s in it for them.For some of them, what’s in it for them is what’s in it for the institution (if they identify enough with the institution broadly and recognize that its health is their health).Otherwise it becomes a personal thing and much more difficult: people that aren’t being measured on the success of something are extremely difficult to convince. We had some limited success talking about how it could get them more notice and so on, but it wasn’t great.What was more important was to find allies, champions and early adoptersThere may not be very many of themThe institution overestimated the number of early adopters, but there were some. Tended to be younger, although not all of them.The allies were more senior. Tended to be veeps, directors, department heads who had a vested interest, because of the business champion.
  • Janet Carding came in and wanted content marketing and social media to succeed, so people in senior positions who reported to her started prioritizing it. Otherwise I don’t think we could have done it.People need a reason to care, and reluctant adopters are only going to care if they’re told to. That’s the cold, hard truth of the matter.Otherwise you’re just left with guerilla tactics that may or may not go anywhere.
  • Didn’t want to ghettoize “social media” so we called it electronic communications. Also, if we called it that, we could set the agenda for integrating it with other communications, which is what you need if you’re going to have any hope of amplifying it and really making it a success: it has to integrate with other digital and offline communications.So we did do some guerilla, grass-roots tactics.Inclusion in the electronic comms team was by showing upDeep dive up frontSteering committee centred around getting work done. All I asked is that people not only show up, but do work.
  • Don’t overthink it. That’s the worst thing you can do.Don’t over-regulate. Yes, you should have a policy and guidelines. If that policy and those guidelines are proscriptive and focus on what not to do, good luck getting people on board, because they’re going to focus on the various ways they can screw up and get fired and few of them are going to participate.Better to come up with guidelines that encourage and support. Because in almost every case, the challenge is not reigning people in and making sure they don’t do bad things. It’s getting them on board and giving them the support and confidence to start using these media.So focus on giving them a policy, but one that focuses on what to do (not what to do). Cheat sheets are also good, and of course – education.
  • Because, ultimately, formal strategies are of little value in a field that’s changing as fast as this.
  • Do it
  • Don’t just talk the talk – walk the walk
  • Also, you really need to know the levers you need to pull to get people on your side.Any kind of organizational change like this centres around a savvy internal communications strategy.So know those levers: is it envy of what the competition is doing? A fear of missing out? Is it the social proof of experts and colleagues? Is it the promise of what’s achievable, the possibility?
  • Broadly speaking, it’s important to understand the change complexity of your organization: that’s the essence of successful organizational change.There’s a great quote from Olivier Blanchard, a social media wise man from The Brandbuilder blog: “Your organization doesn’t plug into social media. Social media plugs into your organization.” Take that and refract it through what I’m telling you about organizational change:Consensus-based?Influencers?Gatekeepers?Formal/informalEtc.
  • Social media is redefining how we connect with customers, with co-workers, with clients… with everyoneBut that’s a good thing, because it’s being used to personalize communication.And in part that’s leading us back to – believe it or not – a more direct, honest connection with people than we had through mass media.This is one-on-one. It’s personal.
  • Social Media for the Reluctant Client

    1. 1. Social Media for the Reluctant Client Mark Farmer
    2. 2. On the menu today Strategies for communicating the value of social media. Objections and how to overcome them. Resources for you.
    3. 3. The social media enigma Everyone wants to know what to do. Everyone is being told what to do. But ultimately, too few people know what to do. How is that even possible?
    4. 4. EPIC!!!!!!!!!!!!!
    5. 5. Explain what it is
    6. 6. It’s a conversation
    7. 7. Strategies for Explaining Social Media
    8. 8. It’s where the people are Social & mobile Web / e-comm Email TV Radio Newspapers Coffee shop / town Criers
    9. 9. The numbers 1 billion Facebook users 500 million Twitter accounts 160 million LinkedIn accounts 73 million Tumblr accounts 70 million WordPress blogs
    10. 10. World media Price Waterhouse Coopers Global Entertainment & Media Outlook: outlook/index.jhtml Traditional media continue to decline, some of it sliding of a cliff, some of it staging episodic, limited comebacks. But the overall trendline is clear.
    11. 11. The dreaded ROI question Sales / Marketing vs. Comms You guys get it (Thank God)
    12. 12. Funnel 1.0
    13. 13. Funnel 2.0
    14. 14. SM Marketing vs Comms
    15. 15. The marketing reality
    16. 16. The Great One 47/
    17. 17. The need to know
    18. 18. Demonstrated success Case studies abound But there’s a difference between other peoples’ success and yours Know the difference between best practices, ROI and the money trail
    19. 19. Case studies Will it blend?
    20. 20. Case Study: Fiskars
    21. 21. Fiskars Fiskars wanted to try something different. Hired Brains on Fire to help them. Combined social media with real live people. Created “The Fiskateers,” a group of user-evangelists who combined in-store visits with an online community.
    22. 22. Fiskars Goal: recruit 200 more of these ambassadors in six months. Fiskars achieved that in 24 hours and reached 20 times that number within eighteen months. Goal: increase “chatter” (online conversations mentioning the company by name) by ten per cent. It increased by 600 per cent over a 20-week period. Goal: increase store sales in specific areas by
    23. 23. Case Study: Shift theConversation
    24. 24. The Newsletter
    25. 25. The blog
    26. 26. Webinars
    27. 27. Podcast
    28. 28. Objections and how they fart up your day
    29. 29. Show me the money Sales  30-day cookie A/B test with/without social support  Compare and contrast the results. Surveying  How did you hear about us / first hear about us?  What information did you use to make your purchase decision?
    30. 30. Values People want to interact with a brand they trust, one they feel a connection with. “Interact” includes “purchase from.” The more people identify with & trust you, the more they’ll buy from you. Move from there to becoming a trusted advisor. Then, the ultimate marcomm holy grail of an emotional connection Having other people become advocates
    31. 31. The “P” word
    32. 32. I’m too old Boyd Neil, Nat’l Practice Leader, Hill and Knowlton Margaret Attwood 6311952803/sizes/z/in/photostream/
    33. 33. Control
    34. 34. Wikibrands
    35. 35. Authority Undiminished
    36. 36. The boss
    37. 37. Internal Education at theROM Tech Tuesdays Electronic communications team Electronic communications steering committee TMCOC
    38. 38. What not to do Overplan Over-regulate
    39. 39. The limited efficacy of trad’lstrategy Point your car at Vancouver and hit the gas.
    40. 40. Blow up your strategy
    41. 41. What to do Iterate Experiment Learn by doing Be agile
    42. 42. Cialdini Envy Fear of missing out Social proof Possibility
    43. 43. Other suggested reading
    44. 44. Maslow’s hierarchy of needs
    45. 45. Change complexion Is change consensus-based? Is it based around key influencers? Are there gatekeepers? Is there a change process? If you have to talk up a veep, talk up the veep.
    46. 46. In the end, it’s about you Gary Vaynerchuck
    47. 47. Thank you