7. 1.The Customer’s Expectations have Shifted Underneath
your Feet
You have to acknowledge the shift
Time to start listening
Doing the same thing – but doing it on Facebook – is not going to
work
Tip:
Start with Empathy. How would I / You react to what you are marketing?
7
8. 2. Ah, I Dream of the Heady Days of 2007 . . .
8
9. Three Simple Social Media Growth Statistics
700 640
600 Facebook Users
500
400 350
12,000 Tweets per 400
300 Only 12M Facebook
day 200 Users
100 12
50
100
0
07 08 09 10 11 12
60 53.5
LinkedIn Monthly Visitors
50
46.7
40
31.5
30 Traffic was less than ~2M
20 per month on LinkedIn
11.2
10 2.1
0
08 09 10 11 12
9
11. 2. Ah, I Dream of the Heady Days of 2007 . . .
The social landscape is really crowded
The “gold rush” is over (e.g. – Pop-Up Adds)
If you are thinking “exponential gains,” you are going to be
disappointed
Tip:
What can you do to “raise above the fray?” What is different about you?
- Don’t try to compete the way everyone else does -
11
12. Your Culture
3. Social Moves Fast . . . Companies Move at a Glacial Pace
4. Your Executives are Not Helming the Ship
13. 3. Social Moves Fast . . .
Companies Move at a Glacial Pace
13
14. Know Your Culture
Your company needs you, but doesn’t understand you
Glaciers make permanent changes, but need time
Pull the Glacier, don’t push against it
Tip:
Your enthusiasm is your greatest asset and weakness. Start small and
show results. Think “Pilots.”
14
16. You are Good, But Not THAT Good
Social is a cultural phenomenon, not a marketing tactic
Change across the organization
If you see a obstacle – that’s a problem. Your execs should have
removed that already.
Tip:
Start with the highest exec you can get on your side. Use small pilots and
data to fuel their support.
16
17. Your Expectations
5. Your Strategy is Focused on the Trees, Not the Forest
6. The “Sales Pipeline” is No Longer . . .
It is More Like “Chutes and Ladders”
19. The Top “X” List
The Top 5 Things You Must Do on
Facebook or You Will Die
19
20. 6. The “Sales Pipeline” is No Longer . . .
It is More Like “Chutes and Ladders”
.Com
Print
Ad
Banner
Ad
21. Recap:
1. Changing Customer Expectations: Try Empathy
2. No Longer 2007: Be Different
3. Company Slow, Social Fast: You, Start Small
4. Executive Not Helming Ship: Find One, Feed Data
5. Strategy on Forest, Not Trees: Don’t Forget Strategy
6. Pipeline not Straight: Think Social at All Stages
22. Your Solutions
1. Audience: Transparency is Key
2. Cultural: Think Scalability, with Each New Convert
3. Expectations: Reset Your Strategy
23. 1.Audience: Transparency is Key
• Executive Leadership
• Cultural “Influence”
• Who, What, Where, W
hen, Why, How
23
Storytelling:Not my story, your story.You have a social media problem.Hero’s JourneyJoseph CampbellMinding his/her own business, a threat comes into the world, he/she tries to defeat it but cannot,Defeated, they seek wisdom – find a mentor,Mentor trains them,Hero now fights threat,Threat defeatedLord of the RingsEvery Disney Fairy TaleEvery Pixar movieStar WarsIndian JonesThe OdysseyBeowulfThe Karate Kid . . . I am your Mr. Miagi
Your Expectations – we will change your perceptions, give you the toolsYou will have to fight the battle in your own company
Customer is no longer like Oliver, asking for “more please”InfographicSocial Business means the customer has a great role ACROSS your organization
Data point: your voice in 2007 vs. your voice in 2012Everyone is on social media todayWe still think of social as the great fertile place, but it is just more people try to plant seeds
Data point: your voice in 2007 vs. your voice in 2012Everyone is on social media todayWe still think of social as the great fertile place, but it is just more people try to plant seeds
You (and a few friends) are pulling a glacier behind youYour company needs you, but doesn’t understand youGlaciers cut deep grooves; they are permanent, but they take timePull the Glacier where it is already going, don’t try pushing it in another directionDell Example
Social is a cultural phenomenon, not a marketing tacticSocial requires buy-in at highest levelsYour executive should remove the problems before you know there is an obstacle there.
There is plenty of “top 5 ways to . . . “ advice out thereFocusing on being the best at a tool is only part of the problemWho, What, Where, When, Why, but not How
Sales Pipeline: A linear events sales people use to forecastSocial Media: A non-linear, inter-dimensional free-for-all with nowhere to hide Disconnect between what Execs think they want, and what they want
Here are the tools, but YOU have fight the battle
Step 1: work to get executive buy-in. Execs have to helm the problem for you.Step 2: work within the culture you can “control/influence.”Step 3: Think Who, What, Where, When, Why . . . How comes LAST Define your business goals – what do you want to accomplish, who can help you do it, what exec will help chart the course for you
Exec will have to set the toneStrategy is crucial – Who, what, where, when, whyFirst, think wins. Then review how you won, try to replicate.
Start w Strategy,Think Pilots – quick winsGive your exec data they can manage.
We are what we repeatedly do. Excellence, therefore, is not an act but a habit. – AristotleTry everything, but pick your battles and do that really well. This is both personal and for your program. My boss, the CMO of SAP, told me the following: it took 1 year before his blog – written every Sunday for 52 weeks, received 1000 views per month at the end of the year. Year two, (he missed posting Christmas week) 2000 views per month. Year three, 4000 per month. He is now around 8,000 per month. He is a good writer, but excellence for him is a habit – something you do continuously.
