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Social Media Assessment - How to Get Started


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Why and how to conduct a Social Media Assessment using the Four Quadrant Methodology.

Published in: Economy & Finance, Technology
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Social Media Assessment - How to Get Started

  1. 1. Social Media Assessment How do you start? Walter Adamson # @g2m [email_address] Presented as part of Social Media Tools Week, November 2009
  2. 2. Contents <ul><li>How to start a Social Media Assessment </li></ul><ul><li>Overview </li></ul><ul><li>Rationale </li></ul><ul><li>Process flow </li></ul><ul><li>Where to start </li></ul><ul><li>Approach </li></ul><ul><li>Four Quadrant Methodology </li></ul><ul><li>Avoiding the Traps </li></ul><ul><li>Assessment Plan and Report </li></ul><ul><li>Tools </li></ul><ul><li>Paradigm Shift </li></ul>
  3. 3. Overview <ul><li>Enterprise Social Media Assessment </li></ul><ul><li>Method used by Social Media Academy, developed by Axel Schultze </li></ul><ul><li>Top down </li></ul><ul><li>Part of a suite of top-down methodologies </li></ul><ul><li>Flow from one to the other </li></ul><ul><li>Business approach </li></ul><ul><li>Not about tools </li></ul><ul><li>Initial step </li></ul><ul><li>Determines path to people </li></ul><ul><li> </li></ul><ul><li> </li></ul>
  4. 4. Four Quadrant Methodology <ul><li>This methodology helps a business to understand its market from a social point of view, including: </li></ul><ul><ul><li>customer mapping and field assessment, </li></ul></ul><ul><ul><li>brand analysis, </li></ul></ul><ul><ul><li>competition analysis and </li></ul></ul><ul><ul><li>partners/alliances analysis. </li></ul></ul><ul><li>Uses social media tools </li></ul><ul><li>Preparation, review and refinement are key </li></ul><ul><li>Case Study – not idle theory </li></ul><ul><li> </li></ul>
  5. 5. Fools rush to Tools <ul><li>We’ll get you on Twitter and Facebook and then see if you can build a supporter base. </li></ul><ul><li>Sound familiar? </li></ul><ul><li>Usually in conjunction with a “great idea” </li></ul><ul><li>Campaign-mentality </li></ul>The image, and trade name WoW WoW Wubbzy are the property of Nickelodeon Online.
  6. 6. Anybody home? <ul><li>By not researching the social media places and spaces: </li></ul><ul><li>Right conversations with the wrong people </li></ul><ul><li>Wrong conversations with the right people </li></ul><ul><li>Conversations with an empty room </li></ul><ul><li>Just because it is hip it doesn’t mean it fits you , Nicole Simon </li></ul><ul><li>It’s more than just LISTENING it is knowing WHERE to listen! </li></ul>
  7. 7. Rationale for Assessment - why <ul><li>Media is an arena where people with shared interest and enthusiasm converge around a shared idea - Helge Tennø “Post Digital Marketing 2009” </li></ul><ul><li>You need to find the right arenas </li></ul><ul><li>Match the shared interest with your own </li></ul><ul><li>Understand how to contribute </li></ul><ul><li>Ideally, find the actual people who are most enthusiastic </li></ul><ul><li>This is Social Media Assessment – before thinking of tools. </li></ul>
  8. 8. The “As Is” of strategy <ul><li>The Assessment helps to understand the level of Social Engagement of the company/brands </li></ul><ul><li>It’s about understanding the socio-economic landscape of: </li></ul><ul><li>Customers </li></ul><ul><li>Prospects </li></ul><ul><li>Partners </li></ul><ul><li>Competitors </li></ul><ul><li>and our role, or potential role, in it. </li></ul><ul><li>This is the “ As Is ” assessment of normal strategy assessment. </li></ul>
  9. 9. Process Flow Where does Assessment fit? Strategy Development ASSESSMENT You have some understanding, need a strategy.
  10. 10. Process Flow Where does Assessment fit? <ul><li>You understand enough about social media </li></ul><ul><li>You have some kind of customer-oriented feedback, ideas </li></ul><ul><li>You have some idea of resources and how it can be handled </li></ul><ul><li>You need a strategy (however large or small) </li></ul><ul><li>It’s at this point you need to do an Assessment </li></ul><ul><li>Map the terrain </li></ul><ul><li>Identify the places and spaces that matter </li></ul><ul><li>Understand the real environment </li></ul><ul><li>Then develop a strategy which is informed and practical and effective. </li></ul>
  11. 11. Where to start? <ul><li>Depending on client: </li></ul><ul><li>B2B or B2C </li></ul><ul><li>How mature in the market? </li></ul><ul><li>How active with user base? </li></ul><ul><li>Who do they follow? </li></ul><ul><li>How widely are products/brands known? </li></ul><ul><li>B2B could be a subset of landscape: </li></ul><ul><li>Groups </li></ul><ul><li>Majors </li></ul><ul><li>Few others </li></ul>
  12. 12. B2C <ul><li>Open mind </li></ul><ul><li>Tool important: </li></ul><ul><li>efficient </li></ul><ul><li>effective </li></ul><ul><li>flexible </li></ul><ul><li>able to find people </li></ul>
  13. 13. Scope Design to cost <ul><li>Not usually the way to make a big plan and then cost it , although might be OK for very large client and project - “ cost to design ” </li></ul><ul><li>Rather, use a reasonable fee, fit for purpose, and plan the scope to match – “ design to cost ” </li></ul><ul><li>Scope variables: </li></ul><ul><li>Balance of attention to the 4 quadrants </li></ul><ul><li>Number of keywords and phrases </li></ul><ul><li>Cost of analysis tool per unit/day etc </li></ul><ul><li>Depth of blog analysis </li></ul><ul><li>Depth and quality of tracking of influencers and social graph </li></ul><ul><li>Size of company/brands etc - complexity </li></ul><ul><li>Refine based on results, may need incremental extra investment </li></ul>
  14. 14. <ul><li>We are working in the context of the NCP model </li></ul><ul><li>This is the key to success in social media for business: </li></ul><ul><li>Networks </li></ul><ul><li>Contribution </li></ul><ul><li>Participation </li></ul><ul><li>We can then set out to: </li></ul><ul><li>measure, </li></ul><ul><li>model and </li></ul><ul><li>tune our social media activities. </li></ul>Reminder
  15. 15. Approach Look for influencers <ul><li>Conversations often around problems or needs </li></ul><ul><li>Who are the problem solvers? </li></ul><ul><li>Look for real people with real titles who are having the conversations </li></ul><ul><li>Say 50 of these people </li></ul><ul><li>Narrow down to relevant topics and influencers </li></ul>
  16. 16. <ul><li>Change your mindset to their need for value: </li></ul><ul><li>What makes them happy? </li></ul><ul><li>What makes them interact? </li></ul><ul><li>Why are they in the place in the social web? </li></ul><ul><li>What is the “gift” giving between members? </li></ul><ul><li>How is the reciprocity working? </li></ul><ul><li>What helps them to get what they want? </li></ul>Approach Think Customer/Partner
  17. 17. <ul><li>Review the ecosystem of the challenge/need: </li></ul><ul><li>sentiment </li></ul><ul><li>positive/negative </li></ul><ul><li>trends </li></ul><ul><li>issues </li></ul><ul><li>conversation threads </li></ul><ul><li>But ultimately you are looking for people: </li></ul><ul><li>get a people list together around the topics they discuss </li></ul>Approach Look for challenges and topics
  18. 18. Quadrant Methodology Customer Landscape <ul><li>Identifying relevant places and spaces by searching for your existing, previous or future customers in person </li></ul><ul><li>Look for people you know (first, last name) </li></ul><ul><li>Or look of networks of relevant people </li></ul><ul><li>Or look them up in LinkedIn by title </li></ul><ul><li>BUT LOOK FOR PEOPLE </li></ul>
  19. 19. Customer Landscape Example <ul><li>Let’s say Hungry Jack’s (Burger King in the US) </li></ul><ul><li>Keywords, things customers will be discussing: </li></ul><ul><li>hamburger(s) </li></ul><ul><li>burger </li></ul><ul><li>cheeseburger </li></ul><ul><li>aussieburger </li></ul><ul><li>brekky </li></ul><ul><li>hash brown </li></ul><ul><li>muffin </li></ul><ul><li>fries </li></ul><ul><li>onion rings </li></ul><ul><li>nuggets </li></ul><ul><li>WHO are they? </li></ul>
  20. 20. Customer Landscape Customer as People <ul><li>LOOKING FOR PEOPLE </li></ul><ul><li>Identifying our customers’ challenges, topics excitement and frustrations the issues and sentiment – based on the people you find from the keywords you define. </li></ul><ul><li>Identifying the influencers </li></ul><ul><li>Creating a factual analysis </li></ul><ul><li>Identifying opportunities and threats </li></ul><ul><li>Make some initial suggestions </li></ul>
  21. 21. Customer Landscape Example <ul><li>Hungry Jack’s: </li></ul><ul><li>22,000+ Facebook Fans !! </li></ul><ul><li>Pick those who comment and also with pictures loaded into Fan page </li></ul><ul><li>Hungry Jack’s Blog registrations - pick from those </li></ul><ul><li>Then either random selection, or by further research on Facebook a defined demographic selection </li></ul>
  22. 22. Quadrant Methodology Brand Assessment <ul><li>Identifying the places and spaces where the brand is discussed </li></ul><ul><li>Brand reflection, sentiment around the brand and “brand team” </li></ul><ul><li>Creating a factual analysis </li></ul><ul><li>Identifying opportunities and threats SWOT </li></ul><ul><li>Key individuals and key influencers re brand </li></ul><ul><li>How is our brand and team being represented? </li></ul><ul><li>Based on products or services what are the specific conversations </li></ul><ul><li>Make some initial suggestions </li></ul><ul><li>Note: brand side focuses on specific discussions about the brand not about other products and issues </li></ul>
  23. 23. Brand Landscape Example Keywords (Hungry Jack’s) <ul><li>People </li></ul><ul><li>Jack Cowan ( Founder of Hungry Jacks in Australia ) </li></ul><ul><li>Marketing slogans and messages: </li></ul><ul><li>hungry jacks burgers </li></ul><ul><li>flame grilled burgers </li></ul><ul><li>fast food hamburger </li></ul><ul><li>Hungry Jack's brands and trade marks </li></ul><ul><li>&quot;burgers are better at Hungry Jack's&quot; </li></ul><ul><li>whopper </li></ul><ul><li>whopper Jr </li></ul><ul><li>bacon deluxe </li></ul><ul><li>chicken tendercrisp </li></ul><ul><li>Business and franchise </li></ul><ul><li>hungry jack's franchise </li></ul><ul><li>hamburger franchise </li></ul>
  24. 24. Partner Landscape Partner Assessment <ul><li>Identifying the places and spaces where the partners are present </li></ul><ul><li>Identifying the partners topics and their second degree ecosystem (the partner’s customers). Those discussions and sentiments. </li></ul><ul><li>Identifying the key individuals per partners and main influencers (teams and individuals) </li></ul><ul><li>Creating a factual analysis </li></ul><ul><li>Identifying opportunities and threats </li></ul><ul><li>Some initial suggestions </li></ul><ul><li>Tips: partners have their own life, place yourselves in their value chain and risk/reward sales outlook </li></ul><ul><li>But partners are laggards in most industries (Drucker) - real estate devastated but most active in social media now, also travel agents going through similar cycle. </li></ul>
  25. 25. Partner Landscape Example Hungry Jack’s <ul><li>Keywords to find partners and key people in the distribution chain </li></ul><ul><li>Franchisees </li></ul><ul><li>Locations: Sydney Airport, Toorak, Mornington, Flemington, etc etc </li></ul><ul><li>Shopping Mall and Venue Owners/Operators </li></ul><ul><li>Westfield, Centro, Macquarie, Telstra Dome </li></ul><ul><li>Keywords </li></ul><ul><li>fast food outlet </li></ul><ul><li>hamburger store </li></ul><ul><li>flame grilled fast food </li></ul><ul><li>Burger King </li></ul>
  26. 26. Partner Landscape Example - Blackmores <ul><li>Keywords: </li></ul><ul><li>blackmores buy </li></ul><ul><li>blackmores &quot;where to buy&quot; </li></ul><ul><li>blackmores homeopaths retail distribution outlets naturopaths </li></ul><ul><li>blackmores prefer </li></ul><ul><li>blackmores chemist </li></ul><ul><li>blackmores coles OR woolworths </li></ul><ul><li>cenovis buy </li></ul><ul><li>natures way buy </li></ul><ul><li>golden life buy </li></ul>
  27. 27. Partner Landscape Example - Blackmores <ul><li>Start with a qualified search (ScoutLabs) </li></ul><ul><li>few results e.g. 37 blog posts over 6 months </li></ul>
  28. 28. Partner Landscape Example - Blackmores <ul><li>Few comments (6) </li></ul><ul><li>Some tweets </li></ul>
  29. 29. Partner Landscape Example - Blackmores <ul><li>Simpler (unqualified) search (Techrigy SM2) – 23 results </li></ul>
  30. 30. Partner Landscape Example - Blackmores <ul><li>Themes for this search “blackmores+buy: seemed reasonable: </li></ul>
  31. 31. Partner Landscape Example - Blackmores <ul><li>Forums, for this search, contained most activity: </li></ul>
  32. 32. Partner Landscape Example - Blackmores <ul><li>Sentiment </li></ul><ul><li>Most was the Agency promoting itself – going for the awards ! </li></ul>
  33. 33. Partner Landscape Example - Blackmores <ul><li>Search again! </li></ul><ul><li>This is difficult as not many mentions of Blackmores let alone Partners! </li></ul><ul><li>Try this qualified search </li></ul><ul><li>“ Blackmores AND buy AND NOT (music OR band OR guitar OR ritchie)” </li></ul>
  34. 34. Partner Landscape Example - Blackmores <ul><li>Open tools may have an answer! </li></ul><ul><li>Google sponsored ads may be the best pointer to get channel partner names and keywords on which people might search </li></ul>
  35. 35. Quadrant Methodology Competitor Assessment <ul><li>Identifying the places and spaces the competition is active </li></ul><ul><li>Identifying the competitor’s partners activities </li></ul><ul><li>Identifying the competitors customers activity, discussion and sentiments </li></ul><ul><li>Identifying the influencer of the competitors teams and those of their partners </li></ul><ul><li>Creating a factual analysis </li></ul><ul><li>Identifying opportunities and threats </li></ul><ul><li>Some initial suggestions </li></ul><ul><li>Facts leading to a competitive threat analysis </li></ul><ul><li>Note: competition's customer is of most interest </li></ul><ul><li>competitor's partners of most interest - who, company names, and who is promoter of this relationship </li></ul>
  36. 36. Competition Landscape Example Hungry Jack’s <ul><li>Keywords related to competitors </li></ul><ul><li>Kentucky Fried Chicken KFC </li></ul><ul><li>McDonalds </li></ul><ul><li>Red Rooster </li></ul><ul><li>Oporto (chicken) </li></ul><ul><li>Keywords: </li></ul><ul><li>flame grilled burger </li></ul><ul><li>cheese burger </li></ul><ul><li>chicken burger </li></ul><ul><li>bacon burger </li></ul><ul><li>fast food burger </li></ul><ul><li>Tone - competitors </li></ul>
  37. 37. Quadrant Methodology Summary <ul><li>You almost always find customer conversations </li></ul><ul><li>Partners can be a challenge in a distributed model </li></ul><ul><li>The example showed this difficulty </li></ul><ul><ul><li>Not to show the problems but to show that this may happen to you </li></ul></ul><ul><ul><li>Thinking through new partner and distribution models is challenging </li></ul></ul><ul><li>Remember that the initial suggestions should relate to the NCP model: </li></ul><ul><li>Networks </li></ul><ul><li>Contribution </li></ul><ul><li>Participation </li></ul><ul><li>Solving this question </li></ul><ul><li>How do we optimise the path to advocacy through N-C-P? </li></ul>
  38. 38. Contents - you are here! <ul><li>How to start a Social Media Assessment </li></ul><ul><li>Overview </li></ul><ul><li>Rationale </li></ul><ul><li>Process flow </li></ul><ul><li>Where to start </li></ul><ul><li>Approach </li></ul><ul><li>Four Quadrant Methodology </li></ul><ul><li>Avoiding the Traps </li></ul><ul><li>Assessment Plan and Report </li></ul><ul><li>Tools </li></ul><ul><li>Paradigm Shift </li></ul>
  39. 39. Avoiding the Traps <ul><li>Don’t get distracted by traffic counts – these are not conversations </li></ul><ul><li>Traffic can be driven, conversations can’t </li></ul><ul><li>Think AUDIENCE not traffic </li></ul><ul><li>Be careful with search terms – think how people would discuss </li></ul><ul><li>It’s not a numbers game </li></ul><ul><li>Demographics not really relevant to social conversations </li></ul><ul><li>We need to focus on conversations and the topics and who the people are and who are the influencers </li></ul><ul><li>Explore the most influential spaces </li></ul><ul><li>Make the results create a solution! </li></ul>
  40. 40. Summary The Assessment Plan <ul><li>Not the Assessment but the Plan </li></ul><ul><li>AIM: to find the topical aspects of our ecosystem which are important to our business </li></ul><ul><li>names + customer/company </li></ul><ul><li>keywords which are relevant to you </li></ul><ul><li>competitors </li></ul><ul><li>preparation for search/tools </li></ul><ul><li>customers/brands/partners/competitors </li></ul><ul><li>why names and rationale and keywords </li></ul><ul><li>find conversations around coffee shops etc &quot;Peets&quot; </li></ul><ul><li>find influencers </li></ul><ul><li>Name as many people and refer to as many facts as possible </li></ul><ul><li>Prepare initial thoughts and suggestions </li></ul>
  41. 41. The Assessment Report <ul><li>Executive Introduction </li></ul><ul><li>The companies social media landscape </li></ul><ul><li>Identifying the places and spaces </li></ul><ul><li>Identifying the issues and sentiment </li></ul><ul><li>Identifying the influencer </li></ul><ul><li>Factual analysis (explanations and screenshots) </li></ul><ul><li>Opportunities and threats </li></ul><ul><li>Suggestions </li></ul><ul><li>The brand representation </li></ul><ul><li>Identifying the brand reflection </li></ul><ul><li>Identifying the brand sentiment </li></ul><ul><li>Identifying the brand presence </li></ul><ul><li>Factual analysis (explanations and screenshots) </li></ul><ul><li>Opportunities and threats </li></ul><ul><li>Suggestion </li></ul><ul><li>The partner landscape </li></ul><ul><li>Factual analysis (explanations and screenshots) </li></ul><ul><li>Opportunities and threats </li></ul><ul><li>Suggestions </li></ul><ul><li>The competition </li></ul><ul><li>Factual analysis (explanations and screenshots) </li></ul><ul><li>Summary </li></ul>
  42. 42. Tools Free Tools <ul><li> </li></ul><ul><li> </li></ul><ul><li>Good but not same ability to track people </li></ul><ul><li>e.g. </li></ul>
  43. 43. Tools Paid Tools <ul><li>Paid tools do extensive analysis </li></ul><ul><li>It takes time to learn to use them e.g. Radian6 is quite complicated </li></ul><ul><li>“ Share of Voice” example </li></ul>
  44. 44. Review Rationale - ROI <ul><li>Let’s recap, because Assessments are often skipped: </li></ul><ul><li>As Jacob Morgan said yesterday in his keynote on ROI </li></ul><ul><li>The goal is not to “get” an ROI, but to optimise your ROI by directing your spending to where you get the greatest return </li></ul><ul><li>Assessment tells you where is the best place to build your house </li></ul><ul><li>And , the orientation – the Feng Shui of social media </li></ul>
  45. 45. Paradigm Shift <ul><li>In the old model we introduced something new to our customer base </li></ul><ul><li>NOW, this is the other way around </li></ul><ul><li>The customers are introducing us to their way </li></ul><ul><li>The assessment is the foundation </li></ul><ul><li>sales, support, service, HR, product development </li></ul><ul><li>The assessment gives us the answers as to how to do this better </li></ul><ul><li>The instincts of the past are now overridden by real input </li></ul>
  46. 46. Strategy Next step <ul><li>Based upon 6 core elements: </li></ul><ul><li>Goals </li></ul><ul><li>Mission </li></ul><ul><li>Benefits </li></ul><ul><li>Actions </li></ul><ul><li>Programs </li></ul><ul><li>Reporting </li></ul><ul><li>Bring your stakeholders into the process: </li></ul><ul><li>Including customers! </li></ul><ul><li>From the start! </li></ul>
  47. 47. Consulting Tip Kick Off – Proof of the Pudding <ul><li>For C-level and others who are skeptical about social media, </li></ul><ul><li>Assessment is great way to present factual evidence </li></ul><ul><li>Free one hour discussion (collect keywords) and review to find what is being said and where </li></ul><ul><li>This should get you a start as almost always you find surprises, often “bad” ones </li></ul>
  48. 48. Contact <ul><li>Walter Adamson </li></ul><ul><li>[email_address] </li></ul><ul><li>@g2m </li></ul><ul><li> </li></ul><ul><li>Slides at: </li></ul><ul><li> </li></ul><ul><li>Blog set up for discussion: </li></ul><ul><li> </li></ul><ul><li>Thanks to my colleague Rick Special @zemlak for some of the images used. </li></ul>