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Social Media Strategy - Dreamforce 2010


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Small and large companies alike are seeing phenomenal success by marketing to customers through social media. They're creating brand awareness and generating new customers—just by making it easy for customers to advocate on your behalf, engaging in conversations on Twitter, distributing video on YouTube, and forming groups on sites like Facebook. Join us to learn how and other companies create their social media strategies and leverage social media tools. You'll walk away with the know-how you need to join the social marketing revolution and use these mediums to grow your business.

Published in: Technology

Social Media Strategy - Dreamforce 2010

  1. 1. Setting Your Social Media Strategy<br />Marketing Track<br />
  2. 2. Agenda<br />State of the internet and why social media matters. <br />How to get started? Where to focus your energy?<br />Strategies for Facebook, YouTube, Twitter, LinkedIn…<br />How do you manage it all?<br />How do you measure the impact of social?<br />
  3. 3. 2010<br />2008<br />2004<br />2006<br />My History at Salesforce<br />2002<br />Productized Salesforce Ideas<br />IdeaExchange was Born<br />Launched Our Community<br />Joined Salesforce<br />Social Media Strategy<br />
  4. 4. Kira Wampler<br />Principal<br />
  5. 5. Our Other Customer Speaker<br />
  6. 6.
  7. 7. Case Study for How to Make a Website Social<br />
  8. 8. Using Social Media to Shape Their Brand<br />
  9. 9. Social Is a Part of Their Acquisition Strategy<br />
  10. 10. Social is Being Extended to Mobile Apps<br />
  11. 11. Mobile Ramping Faster Than Any ‘New Thing’<br />
  12. 12. What Can We Learn from the Groupon Story?<br />
  13. 13. Kira Wampler<br />Principal<br />
  14. 14. Safe Harbor<br />Safe harbor statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services.<br />The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of intellectual property and other litigation, risks associated with possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of, inc. is included in our annual report on Form 10-K for the most recent fiscal year ended January 31, 2010. This documents and others are available on the SEC Filings section of the Investor Information section of our Web site. <br />Any unreleased services or features referenced in this or other press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available., inc. assumes no obligation and does not intend to update these forward-looking statements.<br />
  15. 15. Kira Wampler<br />Principal<br />
  16. 16. Where Do I Begin?<br />
  17. 17. Where Are You on The Journey?<br />Stage 4<br />Social engagement drives real business results, with systems and tools fully optimized to support confident and competent employees and to more fully harness online relationships.<br />Impactful<br />Stage 3<br />Stage 2<br />Operational<br />Stage 1<br />Traditional, command and control business operations using one-way communication to drive business outcomes.<br />Experimental<br />Social engagement becomes more embedded in business operations. Internal training, channel alignment and campaign integration deliver tangible results. <br />Traditional<br />Dabbling in social engagement occurs but is disconnected to business operations. Fractured tools, silo’d efforts and disparate measures reign.<br />
  18. 18. Where We Are Headed…<br />Stage 5: The Fully Engaged Enterprise<br />Business Outcomes<br />Organizational Impact<br />Customer Evidence<br /><ul><li>Bring products and services to market more quickly, with built-in demand.
  19. 19. Manage risk and fiduciary responsibilities better,
  20. 20. Differentiate on experience
  21. 21. Get and retain the best talent
  22. 22. Have more efficient business operations
  23. 23. Breakthrough business results
  24. 24. Entire employee base has 360 view of the customer
  25. 25. Customer engagement is in company DNA
  26. 26. Brand dashboard ties to revenue
  27. 27. Ideal mix of brand advocates
  28. 28. Senior executives lead with customer engagement
  29. 29. “I trust you”
  30. 30. “I recommend you”
  31. 31. “I feel valued and heard”
  32. 32. “You anticipate my needs”
  33. 33. “That was my idea”
  34. 34. “I would never buy a competitor’s products”
  35. 35. “I am better because of you”</li></li></ul><li>Social Media Audit<br />Sales<br />Marketing<br />Support<br />Products<br />Where Are Your Strengths?<br />Where Can You Improve?<br />
  36. 36. Where Do I Focus My Resources?<br />
  37. 37. Vision & Values – Intuit Small Business Group<br />In order to achieve my entrepreneurial goals, I’ve got to figure out everything myself and no one is looking out for me.<br />Connect<br />Support<br />Recognize<br />Transform<br />
  38. 38. Branded<br /><ul><li> Facebook
  39. 39. Twitter
  40. 40. YouTube </li></ul>Homebase<br /><ul><li> On-Domain </li></ul> Community<br /><ul><li> Blog</li></ul>Determining Your Brand’s Online Presence<br />Know where customers and prospects are talking about you and your brand’s category<br />Ask your customers where they spend time and what they talk about <br />
  41. 41. Understand the Role of Each Community<br />Fix What’s <br />Broken<br />Learning <br />& Improve<br />Explore <br />& Discover<br />Costs<br />Reach<br />Satisfaction<br />Loyalty<br />Cross-Sell<br />Usage<br />Growth<br />Advocacy<br />Awareness<br />
  42. 42. 146M<br />25M<br />14M<br />134M<br />109M<br />2M<br />Fish Where the Fish Are<br />
  43. 43. Facebook<br />
  44. 44.
  45. 45. Should We Have A Million Fans?<br />
  46. 46. What Would We Do With a Million Fans?<br />
  47. 47. Start By Engaging Fan with Great Content<br />
  48. 48. Tools to Manage Your Channels<br />Moderate Conversations<br />Schedule Posts<br />
  49. 49. Other Benefits of Having Lost of Fans<br /><ul><li>Send Updates to Your Fans</li></ul>1<br />2<br /><ul><li>Increase Lead Conversion</li></li></ul><li>What Would it Take To Get To 1M Fans?<br />
  50. 50. Three Tactics for Acquiring Fans<br />Like Buttons & Sharing Toolbars<br />Reveal Page on Facebook<br />Advertising on Facebook & 3rd Party Sites<br /><br />Click ‘LIKE’ to become a fan of Chatter<br />
  51. 51.
  52. 52.
  53. 53. 10,000<br />7,500+<br />Views Per Day<br />7,500<br />5,000<br />2,500<br />
  54. 54. 46<br />Hyper-efficient Reps<br />7,500 video views a day = <br />a) average video view is 2 minutes<br />b) average hyper-efficient rep pitches 8 hours a day, no breaks<br />Assumptions<br />
  55. 55. What’s the Magic Formula for Creating a Successful Video?<br />
  56. 56. Demo Videos<br />Webinars<br />Events<br />Testimonials<br />Four Case Studies<br />Objective<br />1<br />2<br /> Production<br />Promotion<br />3<br />4<br />ROI<br />
  57. 57.
  58. 58. Twitter for Marketing<br />
  59. 59. Twitter for Support<br />
  60. 60. How to Listen<br />
  61. 61. On Domain Communities<br />
  62. 62. LinkedIn: Groups and References at Scale<br />
  63. 63. Review Sites: Critical for Product Businesses<br />
  64. 64. Your Community: Be Where Your Customers Are<br />
  65. 65. How Do We Manage It?<br />
  66. 66. Organic<br />Centralized<br />Hub-and-Spoke<br />Multiple Hubs<br />Organizational Models<br />
  67. 67. Social Media Team<br />Social Media Strategist<br /><ul><li>Responsible for the overall program, including ROI</li></ul>Community Manager<br /><ul><li>Customer facing role trusted by customers</li></ul>Product Marketing, Comms<br /><ul><li>Produce content and messaging</li></ul>PM, Development, QA<br /><ul><li>Builds and maintains social apps, website, and CRM system integration</li></ul>Web Analytic, SEM, SEO <br /><ul><li>Assist with listening platforms, advertising, and search</li></li></ul><li>Social Media Policy Provides Clear Rules<br />What’s In Bounds<br />What’s Out of Bounds<br />Who to Escalate Things To<br /><ul><li>What’s In Bounds
  68. 68. What’s Out of Bounds
  69. 69. Who to Escalate Things To</li></ul><br />
  70. 70. Support<br />Strategy, Policy, Best Practices<br />Sales<br />Products<br />Marketing<br />Training Employees<br />
  71. 71. Tools to Help Employees Engage<br />Real-Time Feeds .Collaboration in Context .Mobile Access<br />
  72. 72. How Do We Measure The Impact of Social?<br />
  73. 73. Social Media Dashboard<br />
  74. 74. The Measurement Challenge<br />What Social Media Teams Measure <br />What Business Units Measure<br />The biggest challenge most social media teams have is making the connection between activity and business outcomes.<br />
  75. 75. Table-Stakes <br /> Behavioral<br /> Claimed<br />Four Approaches to Making the Connection<br />Sophisticated <br />Testable<br />Data Mining<br />
  76. 76. 1. Behavioral “I Will Believe It When I See It”<br />Examples<br />Coupon codes specific to social media channels (Dell Outlet)<br />Social media URLs coded into web reporting suites (Fixya)<br />Upsell / Cross-Sell ads embedded in or on-domain sites (Intuit)<br />Why it Works<br />It’s hard to argue with product adoption<br />When it Doesn’t<br />Page level analytics aren’t available ( <br />Social media is part of the purchase process but not the last step<br />Social media channels are not big enough to drive significant results<br />1<br />
  77. 77. 1. Claimed “I Will Believe It When The Survey Says So”<br />Examples<br />Ask about the impact of social media in the [insert] process<br />Incorporate marketing mix surveys into social media campaigns<br />When it Works<br />When off-domain sites don’t provide the data<br />When engagement is part of the process, not the final step<br />When it Doesn’t<br />The time lag and expense limit day-to-day use<br />Effort sizes are too small to be picked in panel research<br />2<br />
  78. 78. 3. Testable “I Will Believe It When It’s Significant”<br />3<br />Examples<br />A/B test specific websites with engagement functionality turned on & off to compare bounce rates, conversion, or sales<br />List test comparisons between leads captured through online engagement and through traditional methods<br />Message test twitter messages for each click-thru and conversion<br />
  79. 79. 3. Testable “I Will Believe It When I Regress It”<br />4<br />Examples<br />Matching community profile data to customer sales and comparing to non-community customer sales<br />Conducting timeframe analyses to understand which engagement events trigger which kinds of purchases<br />Analyzing social survey and community verbatim with customer satisfaction measures to uncover real reasons for satisfaction scores<br />
  80. 80. Dashboard Ties Out to Key Business Objectives<br />Costs<br />Reach<br />Satisfaction<br />Loyalty<br />Cross-Sell<br />Usage<br />Advocacy<br />Awareness<br />
  81. 81. Key Takeaways from Today’s Session<br />The dramatic rise of social media and mobile is changing consumer behavior<br />Companies that accelerate their social engagement journey are at a distinct competitive advantage<br />The key ingredient to success on social channels is engaging around customers’ needs vs. marketers’ communication objectives<br />Internal social media success requires training, empowerment and the right team structure<br />Measuring social media isn’t impossible. You just have to devote the time and resources to it<br />
  82. 82. Questions<br />Jamie Grenney<br />@JamieGrenney<br />Kira Wampler<br />@kirasw<br />