Zipipop Freud Aalto University Social Media and Business Workshop 25 February 2014

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Zipipop Freud Aalto University Social Media and Business Workshop 25 February 2014

  1. 1. SOCIAL MEDIA & BUSINESS Aalto University Workshop 4 hours // 25 February 2014
  2. 2. Who’s talking? 2013
  3. 3. Zipipop Freud — The Influence Agency Zipipop Freud combines social media & communications to create influence and solve business challenges in today’s world.
  4. 4. WHAT IS SOCIAL MEDIA? Sharing, discussing, and interacting around content in social networks. Richard von Kaufmann 2013
  5. 5. AGENDA Social media business benefits overview – 15 min Zipipop Freud’s Time-based Marketing Model – 30 min Attitude as content filter and communications gatekeeper – 15 min The Influence Grid intro – 10 min Content Strategy Grid intro – 10 min Discussion – 10 min Coffee break – 20 min Influence Grid filling demo with guest client – 20 min Content Strategy Grid filling demo with guest client – 20 min Student groups fill out their own Influence and Content Strategy Grids for their own personal projects – 20 min Groups talk through thinking behind one of their target groups in the Influence Grid (6 groups x 5 min) – 30 min Discussion – 10 min
  6. 6. Here are 10 of many social media benefits for business
  7. 7. 1) Improve brand visibility Social media channels are marketing channels. Entertaining, useful and relevant content can be shared virally. An old American insurance company has over 338,000 Facebook fans
  8. 8. 2) Improve customer support Social media provides new ways to engage with customers. Go to where your customers already are in social media. Dell has a social media listening command centre Best Buy empowered 100s of employees to provide direct customer support via Twitter
  9. 9. Valio’s customer support Valio gains direct and valuable customer feedback in its Facebook Pages.
  10. 10. 3) Avoid Dell Hell Negative discussions can quickly escalate out of control. Being responsive in social media to criticism can help rebuild and often reinforce relationships. In 2005 Dell was one of the first to get their fingers burnt by a high profile blogger recording a bad customer service call.
  11. 11. 4) Influence the conversation Organizations no longer have complete control of the message. Open conversations are going in social media. By using social media monitoring organizations can respond quickly and guide the conversations in their favour. http://www.hudsonhorizons.com/pub/images/
  12. 12. 5) Improve collaboration Find out about each other. Form teams, communities or informal groups. Work together on the same work objects. Discuss and comment on work. Gartner, October 2009 Zipipop designed and deployed a social media-based collaboration environment of TEM’s OSKE community
  13. 13. OSKE’s outcome statements: • Greater information sharing and awareness building • Cluster board meetings are far more productive and innovative as they can be prepared with online communicating in Yammer and Google documents. • Face-to-face meetings among community members have been reduced significantly; this means savings in time, money and natural resources. • The governance of the community is much more easier than before; OSKE Secretariat can contact over 200 people without any heavy email sending, etc. • Clusters and project participants have been able to easily adapt the platform for their individual projects.
  14. 14. 6) Improve learning & innovation Learn from others' expertise. Facilitating social interaction by helping people to strengthen personal relationships, develop trust and accelerate business processes. Accessing relevant knowledge and expertise that can be used to formulate a plan of action when decisions need to be made. Gartner, October 2009 Zipipop helped Valio develop a customer community platform to get better insights into customer needs and wants
  15. 15. 7) Improve competitiveness C M O ost of issed ROI is important, but it is also important to ask: What is the cost of not doing it? pportunities
  16. 16. 8) Improve your story telling More than ever companies need a compelling story to stand out from the crowd. • Why you are remarkable • What you stand for • Who you are • What are your goals • What you are doing Innocent’s clear and likable story allowed them to grow rapidly and be bought by Coke.
  17. 17. 9) Enhance recruitment strategy Potential employees research your company in social media: LinkedIn, Facebook, YouTube, etc. They will make judgements about your company values, and how nice it would be to work there. Tikkurila had over 70,000 views in just 2 days for this 150 year celebration video staring its staff
  18. 18. 10) Improve your business strategy The social media strategy should only be created to support the overall business strategy. Social media can be a catalyst to break down silos and encourage an improved flow of information cross an organization. Intel set up a Social Media Center of Excellence and has enabled them to better connect local & global information. It has an active presence in Twitter, YouTube and LinkedIn. And many internal collaboration spaces, e.g.: Intelpedia (internal wikipedia), internal blogs, internal micro blogging tools, and an internal social network.
  19. 19. Where does Zipipop Freud fit?
  20. 20. client’s quality product / service
  21. 21. Listening / Engaging / Supporting (largely social media based) client’s quality product / service
  22. 22. Expert Evangelists (internal/external experts, bloggers, enthusiasts, etc) Listening / Engaging / Supporting (largely social media based) client’s quality product / service
  23. 23. “It’s not a campaign – it’s the start of a relationship” Jeremiah Owyang, Altimeter Group Marketing (initial awareness: press, TV, digital, etc) Social conversations (influencing) Expert Evangelists (internal/external experts, bloggers, enthusiasts, etc) Listening / Engaging / Supporting (largely social media based) client’s quality product / service
  24. 24. Community Fans (users promoting in social media) Marketing (initial awareness: press, TV, digital, etc) Social conversations (influencing) Expert Evangelists (internal/external experts, bloggers, enthusiasts, etc) Listening / Engaging / Supporting (largely social media based) client’s quality product / service
  25. 25. General client process overview Recommend rollout order (depending on organizational level of social media maturity) Social media strategy and its implementation Benchmarking best practices / competitors Social media strategy workshop Empowering Community Manager & Social Media Team to coordinating activity across departments Initial team training Initial social media strategy: channel selection, content plan, and thematic schedule Organizing social media monitoring processes Channel selection and detailed training LinkedIn Facebook Twitter YouTube Wikipedia Blogs SlideShare etc
  26. 26. Let’s step back a bit
  27. 27. ONE TO MANY – BROADCASTING CC: http://mertzformadison.com/wp-content/uploads/2013/02/rko.jpg
  28. 28. MANY TO MANY – SOCIAL
  29. 29. DON’T SHOUT AT ME CC License: http://www.flickr.com/photos/mindaugasdanys/3766009204 CC: http://www.flickr.com/photos/spereira/3567328982
  30. 30. TALK TO ME CC License: http://www.flickr.com/photos/gudmunda
  31. 31. Zipipop Freud Time-based Marketing Model
  32. 32. Proactive Latent Reactive (campaigns, press releases, etc.) (people search internet for needs/desires; asking questions in social media) (reacting – particularly in social media)
  33. 33. Proactive Scheduled campaigns
  34. 34. Latent Engagement time unknown
  35. 35. “SEARCH ENGINE COMMUNICATION” Timo Nurmi 2013 Latent
  36. 36. Reactive Responding in the moment
  37. 37. A new approach is needed
  38. 38. TRADITIONAL MEDIA MIX Advertising Marketing PR
  39. 39. THE NEW MEDIA MIX Proactive Latent Reactive
  40. 40. ITS NOT ABOUT CHANNELS…YET
  41. 41. Holy Grail of Marketing
  42. 42. Holy Grail of Marketing “People don't read ads. They read what interests them, and sometimes it is an ad .” -Howard Gossage.
  43. 43. Holy Grail of Marketing The right time “People don't read ads. They read what interests them, and sometimes it is an ad .” -Howard Gossage.
  44. 44. Holy Grail of Marketing The right place The right time “People don't read ads. They read what interests them, and sometimes it is an ad .” -Howard Gossage.
  45. 45. Holy Grail of Marketing The right content The right place The right time “People don't read ads. They read what interests them, and sometimes it is an ad .” -Howard Gossage.
  46. 46. Without content there is not social media
  47. 47. WHAT IS SOCIAL MEDIA? Sharing, discussing, and interacting around content in social networks. Richard von Kaufmann 2013
  48. 48. CONTENT MARKETING 
 relevant, useful, entertaining
  49. 49. “Content Marketing” relevant, useful, entertaining Valuable Content social media (sharable) SEO (findable)
  50. 50. “VALUABLE” CONTENT AT WORK share to a wall shared on company wall (240 likes) share to own wall (450 friends) Shared to their own wall (300 friends) 2 likes and 1 share (with a total of more than 1,000 friends) 15 likes 3 likes (with more than 1,500 friends) A total of nearly 27,000 people were reached
  51. 51. Growing your community The process of finding out what kind of content is valuable to your community can take a long time.
  52. 52. YOU CAN’T AFFORD TO BE SHY
  53. 53. FOCUS NEEDED Available resources Everything you would like to promote Available resources
  54. 54. GOALS • What are you trying to achieve? • What resources do you have? • How will you know you are being successful? http://www.flickr.com/photos/barretthall/4039775568/
  55. 55. CONTENT PLAN Some things can be planned for (e.g. seasonal events), but otherwise it is fairly pointless to try and create specific content too far ahead. Daily Diary Strategic (interesting things the company has been up to: new product launches, recruits, etc) Entertaining (useful & funny content related to your industry) (content that is designed to get people to take action on specific goals and build thought leadership) 1 4 1
  56. 56. DAILY DIARY Daily Diary (interesting things the company has been up to: new product launches, recruits, etc) 1
  57. 57. ENTERTAINING / USEFUL Entertaining (useful & funny content related to your industry) 4
  58. 58. STRATEGIC Strategic (content that is designed to get people to take action on specific goals and build thought leadership) 1
  59. 59. CONTENT Interesting relevant content that is easy to find and share
  60. 60. Basecamp LINKING BACK TO LANDING PAGE The aim of of all social media activity is influence decisions, or take action. Landing page Give people reasons to link back to your content and site. By cross-linking between social media services you increase exposure and improve search results.
  61. 61. LANDING SITES F-Secure event landing page for the Mobile World Congress. http://mwc.f-secure.com/
  62. 62. ONE THING Direct focus onto 1 (max 3) things you can genuinely claim to provide at a world class / national level.
  63. 63. EXPERIMENTING Innocent Drinks Communities Manager: • Learning as we go, and willingness to admit to cock ups. • Experimenting with ideas and find what the right mix of content is. http://www.marketingmagazine.co.uk/article/1134020/innocent-tops-social-brands-100
  64. 64. Plan – Do – Review – Repeat (what works)
  65. 65. How do I define the strategic content?
  66. 66. ATTITUDE Brands that do particularly well in social media have a consistent “attitude”. • Filter for deciding on content • Gatekeeper for ensuring consistent tone-of-voice across many channels
  67. 67. WHAT IS ATTITUDE? The easiest way we can express our values is to demonstrate: • What are we for? • What are we against?
  68. 68. ATTITUDE = VALUES IN ACTION Rami Saarela 2013
  69. 69. Attitude = Values in action Focus points + Actions = Attitude Agendas Values intended Impressions Actions in this case means social media activity. Agendas are define by the concerns of the target group. The attitude guides people how to communicate when “influencing” social media discussions. Target X
  70. 70. Do the actual perceptions = intended impression? + Actions = Attitude Agendas Values Impressions Perceptions Target X
  71. 71. Perception is everything + Actions = Attitude Agendas Values Perceptions The image of the company lies only in the minds of the target groups. Target X
  72. 72. Aligning values and attitude (values in action) generates the desired perceptions + = Perceptions Actions Attitude Agendas Values Target X
  73. 73. Lack of alignment = confusion Nonintended Values Unaligned Actions Unaligned Attitude Values Actions Attitude Agendas Wrong Pe rce ptions Target If the actions don’t reflect the values then the customer perceptions will be confused.
  74. 74. Are your values aligned?
  75. 75. Put the answers to the following questions into practice: ?
  76. 76. Values What are they and can you be sure all the employees believe, or can be made to believe, in them? Must not just be nice words.
  77. 77. Best in the world What parts of your business can you justifiably claim are delivered at the highest global/national standards. Overall marketing should be focused on these aspects.
  78. 78. Target groups Whose important to your organization? Who has the purchase decision making power? Who influences the purchase decisions?
  79. 79. Focus Listen to your target groups and ask questions to find out: What’s important to them? What do they need to help them choose your brand?
  80. 80. Type of relationship How should your employees talk with the target groups? This is related to tone-of-voice, but is more about the nature of the relationship they should have; e.g. friend, buddy, teacher, guru The persona is based on the values, but “tweaked” appropriately for different contexts.
  81. 81. Attitude Remember: Attitude = Values in action The easiest way we can express our values is to demonstrate: • What are we for? • What are we against? So our communication actions should reflect these points of view.
  82. 82. Perception What perception(s) do you wish to enhance or change in the minds of your target groups. This is a mix of influencing their purchase decisions by using impactfull attitude based on verifiable values.
  83. 83. The Zipipop Freud Grids
  84. 84. INFLUENCE GRID Who is important What’s important to them Type of relationship Attitude resellers help in sales buddy For: Agile and friendly Against: Inflexibility end-users easy to use reliable hi-tech supportive colleague For: proud of their work Against: careless work Perception to enhance great selling support will help me be top of the top
  85. 85. STRATEGIC CONTENT GRID FILLING Perceptions Friendly selling support Whole process experts Will help me be top of the top Leading and growing global company Who is important Channels Videos Posts Slideshow resellers portal (live chat) YouTube LinkedIn? Slideshare Blog series of posts various reliable points / “live” slidedeck to show kSP; expert presentations (“Live” deck showing expert in the whole process ); deck about competitors old machine stories / video about SuperSnake, etc production managers LinkedIn, Facebook, YouTube, Sldieshare series of posts various reliable points / financial benefits in the long-run “Live” deck showing expert in the whole process high-speed videos of welding arc in different processes; old machine stories end-users Facebook, YouTube series of posts various reliable points / financial benefits in the long-run;; posts about building bikes, etc; welders doing fun but highly skillful; (building nice bike) Infographics Whitepapers Facts Competiti Testimoni ons als x technologies (based on white paper), x stats globally Our experts: x extra strength steels, x technologies, x in extreme conditions specific material providing evidence oldest machines + stories users say why in posts / old machine stories “live” slide deck of facts: calculations, ROI, customer process oldest machines + stories users say why in posts / old machine stories
  86. 86. KPI GRID PERCEPTION 1 STRATEGY (high level) STRATEGIC (perception changes, awareness increase, etc) TACTICAL (mid level PERCEPTION SPECIFIC CONTENT (as defined in the Content Strategy) REACH (low level) CHANNEL (Facebook, LinkedIn, Blog, etc) Research reports: outsourced surveys, focus groups, online surveys, etc Specific posts: Likes, Shares, Comments, Retweets, Favorites, etc General Channel Metrics: Followers, Page Likes (Fans), “Talking about this” (engagement), Buzz, Share of Voice, Sentiment, Channels, Influencers, etc every 6-12 months daily but with formal quarterly review session daily but with formal quarterly review session
  87. 87. What is good content?
  88. 88. What is good content? People only use the Internet for two reasons: to solve a problem or to be entertained. Online content must do one or both to be successful. You should share content that are useful, entertaining and relevant to the recipient.
  89. 89. INFORMATION DESIGN
  90. 90. INTRESTINGNESS INFORMATION Relevant Meaningful New INTERGRITY Truth Consistency Honesty Accuracy DESIGN
  91. 91. INTRESTINGNESS INFORMATION Relevant Meaningful New INTERGRITY FUNCTION Truth Consistency Honesty Accuracy Easiness Usefulness Usability Fit FORM Beauty Structure Appearance DESIGN
  92. 92. Relevant Meaningful New INFORMATION Truth Consistency Honesty Accuracy INTERGRITY INTRESTINGNESS Successful content design FUNCTION Easiness Usefulness Usability Fit FORM Beauty Structure Appearance DESIGN
  93. 93. Relevant Meaningful New INFORMATION INTRESTINGNESS Ugly Truth Consistency Honesty Accuracy INTERGRITY FUNCTION Easiness Usefulness Usability Fit FORM DESIGN
  94. 94. Relevant Meaningful New INFORMATION Truth Consistency Honesty Accuracy INTRESTINGNESS INTERGRITY FUNCTION Easiness Usefulness Usability Fit Boring FORM Beauty Structure Appearance DESIGN
  95. 95. Relevant Meaningful New INTRESTINGNESS INFORMATION Ugly Truth Consistency Honesty Accuracy INTERGRITY Useless Successful content design Rubbish FUNCTION Easiness Usefulness Usability Fit Boring FORM Beauty Structure Appearance DESIGN
  96. 96. Relevant Meaningful New INTRESTINGNESS INFORMATION Proof of Concept Truth Consistency Honesty Accuracy INTERGRITY Useless Eye-candy Ugly Successful content design Boring Experiment Rubbish FUNCTION Easiness Usefulness Usability Fit Sketch FORM Beauty Structure Appearance DESIGN
  97. 97. The power of stories
  98. 98. Story Telling • Narrative is a fundamental way we make sense of the world. • More than ever organizations need a compelling story to stand out from the crowd. • Social media channel for telling your story Innocent’s clear and likable story allowed them to grow rapidly and be bought by Coke http://www.sxc.hu/photo/103262
  99. 99. Telling your story Through the social media channels communicate: • Why you are remarkable • What you stand for • Who you are • What are your goals • What’s happening now
  100. 100. Micro stories • Each piece of content is a micro story that builds into a larger narrative. • It doesn’t have to be a story with a beginning, middle, and end. • A good image tells a story. • Create stories where your product saves the day and restores balance.
  101. 101. Talk about you • Stop talking about me, I, us, we… — put you customer in the centre of the story and talk about you. • Mix in user-generated / community content
  102. 102. Logic vs Story “People are moved by stories and drama and hints and clues and discovery. Logic is a battering ram, one that might work if your case is overwhelming. Wal-Mart won by logic (cheap!), but you probably won't.” Seth Godin
  103. 103. http://sethgodin.typepad.com
  104. 104. Be a purple cow To get noticed you need to: • Be a “purple cow”*, i.e. be remarkable and stand out • The cornerstone of this is providing a remarkably good product or services • Find interesting, authentic stories behind your team, brand, product or company * http://www.fastcompany.com/magazine/67/purplecow.html
  105. 105. TAP INTO CONCERNS / EMOTIONS
  106. 106. http://en.wikipedia.org/wiki/Zappos.com
  107. 107. How can I react fast enough?
  108. 108. CATCHING THE SOCIAL WAVES http://www.mesurf.com.au/technique_beginner_greenwave.aspx http://simple.wikipedia.org/wiki/File:Oahu_North_Shore_surfing_catching_wave.jpg The social media team needs to be ready to react quickly to catch the social media-powered publicity waves.
  109. 109. IMPROVISATION — reacting in the moment to amplify the positive and reduce the negative
  110. 110. F-SECURE RIDING THE NSA WAVE
  111. 111. REACTING MATRIX
  112. 112. WHAT IS A COMMUNITY MANAGER? A Community Manager guides communities towards smooth and effective collaboration. http://www.fillmoregazette.com/arts-entertainment/ventura-college-symphony-orchestra-%E2%80%9Cwinner%E2%80%99s-circle%E2%80%9D-concert-october-25
  113. 113. SOCIAL MEDIA TEAM Spread and speed up the workload by involving experts from different departments — authentic knowledgable employees can be your best advocates Marketing Sales Customer service Communications Management Team members should be enthusiastic and comfortable with using social media R&D HR
  114. 114. BEYOND MARKETING “Companies with broader benefits from social media are more likely to have a large internal ‘social circle’ with multiple functions working closely together on social media.” TCS Report Mastering Digital Feedback with Social Media October 2013
  115. 115. SOCIAL MEDIA CENTRE OF EXCELLENCE Customer Care RULES Marketing & Coms GUIDANCE DISTRIBUTION SUPPORT HR / R&D
  116. 116. Some final thoughts
  117. 117. MORE YOU PUT IN, MORE YOU GET OUT “The best consumer companies at social media on an average spend double of what the worst companies do; but the leaders are nearly four times more likely to get a positive return on their social media investment.” TCS Report Mastering Digital Feedback with Social Media October 2013
  118. 118. EXPERIMENTING Innocent Drinks Communities Manager: • Learning as we go, and willingness to admit to cock ups. • Experimenting with ideas and find what the right mix of content is. http://www.marketingmagazine.co.uk/article/1134020/innocent-tops-social-brands-100
  119. 119. PLAN – DO – REVIEW
  120. 120. Richard von Kaufmann Co-founder & Partner Head of Social Media & Collaboration Tel. +358 45 11 222 73 Email: richard@zipipopfreud.fi www.zipipopfreud.fi facebook.com/zipipop linkedin.com/company/zipipop slideshare.net/zipipop sosiaalinenmedia.com

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