Stanford Breakfast: Creating Winning Social Media Strategies


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Presentation by Charlene Li at the Stanford Breakfast Briefing Series, Wednesday, September 9, 2009

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  • Engaging a community has typically meant creating and polishing a message that will result in an action. And you push, nay, SHOUT it out. And if they didn’t hear it and act on it the first time, you shout it again, with greater frequency and greater reach. Worst of all, you can’t see the people behind these messages. It’s been so crafted and controlled, that the people are beaten out of them. Worse, when they are shouting they can’t listen. Here’s an example.
  • He’s a musician, Canadian from Halifax, and generally, a pretty reasonable and nice guy. After a year, he was fed up. So what does a rational musician do? Write a song about it. And make a video of it.
  • Dave Carroll from Halifax had his guitars damaged on a flight from Halifax to Chicago.United lost control of this situation.
  • When you think of social technologies, you often think about these buzzwords. But that’s not what is important. What is important is relationships and the connections that are made with them. But there’s an upside, if you know how to tap into the power of the Groundswell. Here’s the secret. It’s about the relationships
  • The key is to focus on the relationships and connections that are enabled, not the technologies. Think about the kind of relationship that you want. Do you want it to be short term and transaction, or long-term and intimate?To help you think about this, I have a simple idea.
  • Question: get at the central questions that drive your members and communities. Pay attention not only to what they blog about, but what they react to, and what that tells you about their priorities. It’s not enough to just listen. How will you create a learning organization?
  • Source: Screenshot taken from demonstration
  • Hp
  • Comcast is a cable provider in the US, and they have a reputation for poor service. They use Twitter to talk with people who are having problems. I used this site and Frank took great care of me. He is changing the face of Comcast, one tweet at a time.
  • Starbucks has a site where people can make suggestions on how they should improve. The key difference is that the suggestions are public, and people can vote for their favorite suggestions. Here’s an example of automatic ordering. Note that there is a status update here “Under Review”.
  • Stanford Breakfast: Creating Winning Social Media Strategies

    1. Creating Winning Social Media Strategies<br />Charlene Li<br />Altimeter Group<br />September 9, 2009<br />For a copy of slides, send an email to<br />
    2. What engagement often looks like today<br />2<br />
    3. Meet Dave Carroll<br />Source:<br />
    4. Welcome to the Groundswell<br />5<br />When people get what they need from each other<br />A power shift, catalyzed by social technologies<br />
    5. Technologies can be confusing<br />Source:<br />
    6. It’s about the relationship<br />
    7. Focus on relationships, not technologies<br />What kind of relationship do you want?<br />Transactional<br />Occasional<br />Impersonal<br />Short-term<br />Passionate<br />Constant<br />Intimate<br />Loyal<br />
    8. Goals define your strategy<br />
    9. Always start with Learn<br />
    10. Learn with monitoring tools<br />
    11. Radian6 enables learning organizations<br />
    12. How Oracle encouraged feedback<br />13<br />
    13. Dialog with your community<br />
    14. The Engagement Pyramid<br />
    15. HP actively encourages sharing<br />
    16. At Southwest, a planner talks<br />Post received 98 comments over 10 days<br />In the future, everyone is a marketer<br />
    17. Driving sales with Twitter<br />
    18. Help your members support each other<br />
    19. Comcast provides support via Twitter<br />
    20. Goals define your strategy<br />
    21. Starbucks innovates across the organization<br />
    22. Getting started<br />What’s stopping you?<br />“We don’t have the time, money, or people.”<br />“People will abuse it.”<br />“Our boards/volunteers are short-term focused.”<br />“IT/Legal won’t let us.”<br />“I’m afraid of losing control.”<br />
    23. #1 Start small, start now<br />Audience<br />Goal<br />Revolutionary<br />
    24. Deal with different mindsets<br />Find the “moments of truth” and “moments of crisis” for each mindset<br />
    25. Wal-mart failed many, many times before they figured it out<br />
    26. #2 Measure the right things<br />Your goals determine your metrics<br />Use the same metrics as your strategic goals<br />
    27. Example “micro” metrics<br />
    28. Higher order metrics to consider<br />Net Promoter Score<br />How likely are you to recommend this to someone you know?<br />Lifetime Value<br />Lifetime revenue<br />Cost of acquisition<br />Cost of retention<br />Customer referral value (CRV)<br />
    29. #3 Give up the need to be in control<br />Photo: Kantor,<br />
    30. Deciding how open to be<br />31<br />
    31. How to give up control and be in command<br />The Sandbox Covenant<br />
    32. The Red Cross handbook/policies help keep order<br /><br />
    33. Summary<br />Focus on the relationships, not the technologies<br />Start by learning from the conversations<br />Prepare to let go …<br />… of the control you never had<br />
    34. Thank You<br />Charlene LiAltimeter Group<br /><br /><br />Twitter: @charleneli<br />For slides, send an email to<br /><br />35<br />Copyright © 2009 Altimeter Group<br />