Resource Planning for Social Media Marketing - EBriks Infotech

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Resource Planning for Social Media Marketing - EBriks Infotech

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Resource Planning for Social Media Marketing - EBriks Infotech

  1. 1. Resource Planning Considerations for Social Media
  2. 2. I said I would talk about • How many people should you hire and what roles should they have? • What business processes do you need to manage the program? • What are the KPIs you need to look at and how do you troubleshoot when they are off from goal? • What technologies do you need and what does it take to get them in place? • What specific metrics should you use to validate social media projects and determine future investment? 2
  3. 3. That is too much to cover in detail 3
  4. 4. Why do we care? 4
  5. 5. Social Media Usage is Exploding • 3 out of 4 Americans use social technology* * Forrester, The Growth Of Social Technology Adoption, 2008 5
  6. 6. Social Media Usage is Exploding • 3 out of 4 Americans use social technology • 2/3 of the global internet population visit social networks* * Nielsen, Global Faces & Networked Places, 2009 6
  7. 7. Social Media Usage is Exploding • 3 out of 4 Americans use social technology • 2/3 of the global internet population visit social networks • Visiting social sites is ahead of personal email as the 4th most popular online activity* * Nielsen, Global Faces & Networked Places, 2009 7
  8. 8. Social Media Usage is Exploding • 3 out of 4 Americans use social technology • 2/3 of the global internet population visit social networks • Visiting social sites is ahead of personal email as the 4th most popular online activity • And, it’s growing at 3X the rate of the overall Internet* * Nielsen, Global Faces & Networked Places, 2009 8
  9. 9. It’s changing your customers expectations 9
  10. 10. 93% OF SOCIAL MEDIA USERS BELIEVE A COMPANY SHOULD HAVE A PRESENCE IN SOCIAL MEDIA CONE, BUSINESS IN SOCIAL MEDIA STUDY, SEPTEMBER 2008 10
  11. 11. 85% BELIEVE THAT A COMPANY SHOULD GO FURTHER AND ALSO INTERACT WITH ITS CUSTOMERS CONE, BUSINESS IN SOCIAL MEDIA STUDY, SEPTEMBER 2008 11
  12. 12. You should know it’s not media 12
  13. 13. It’s communication 13
  14. 14. Every department uses communication 14
  15. 15. But, I’m going to focus on marketing 15
  16. 16. Specifically I’ll discuss • Staffing 16
  17. 17. Specifically I’ll discuss • Staffing • Business Processes 17
  18. 18. Specifically I’ll discuss • Staffing • Business Processes • Technology 18
  19. 19. Specifically I’ll discuss • • • • Staffing Business Processes Technology Measurement and Decision Making 19
  20. 20. Specifically I’ll discuss • • • • Staffing Business Processes Technology Measurement and Decision Making 20
  21. 21. Staffing 21
  22. 22. How are the top brands staffed? 22
  23. 23. How are the top brands staffed? • 11 channels • 6 people Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf
  24. 24. How are the top brands staffed? • 11 channels – 35 Twitter accounts • 22+ people Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf and http://www.dell.com/twitter
  25. 25. How are the top brands staffed? • 10 channels – 6 yr. old community with 1.7 MM users • 35 people Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf
  26. 26. How are the top brands staffed? • 9+ channels • 1,400+ people Source: http://twitter.com/TWELPFORCE/status/3451116686
  27. 27. What return are they seeing? 27
  28. 28. What return are they seeing? • Activity x Channels = Engagement Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf
  29. 29. What return are they seeing? 1. Mavens – High activity, many channels 2. Butterflies – Low activity, many channels 3. Selectives – High activity, few channels 4. Wallflowers – Low activity, few channels Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf
  30. 30. What return are they seeing? Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf
  31. 31. Example Structure 31
  32. 32. Example Structure 32
  33. 33. Example Structure Leadership CMO/VP Director Program Director Managers Social Networking Social Indexing Blogging Monitoring Measurement Networkers Indexers Bloggers Monitors Analysts Doers 33
  34. 34. Example Structure Leadership CMO/VP Director Program Director Managers Social Networking Social Indexing Blogging Monitoring Measurement Networkers Indexers Bloggers Monitors Analysts Doers Smaller programs either won’t need this layer or will have fewer in it 34
  35. 35. Example Structure Leadership CMO/VP Director Program Director Managers Social Networking Social Indexing Blogging Monitoring Measurement Networkers Indexers Bloggers Monitors Analysts Doers You may need more or less people depending how many channels you’re in. 35
  36. 36. Example Structure Leadership CMO/VP Director Program Director Managers Social Networking Social Indexing Blogging Monitoring Measurement Networkers Indexers Bloggers Monitors Analysts Doers Supporting roles scale with channel staff 36
  37. 37. Business Processes 37
  38. 38. Operational Models 38
  39. 39. Operational Models Call Center Model Dedicated staff exclusively focused on social communication 39
  40. 40. Operational Models Call Center Model Pros Cons • Focused staff • Can be outsourced • Highly scalable • Relationship segregation • Requires additional staff 40
  41. 41. Operational Models Hub and Spoke Model Marketing Support Monitoring Team Sales Product 41
  42. 42. Operational Models Hub and Spoke Model Pros Cons • Uses existing staff • Can be a distraction from key priorities • Improves the relationship customers, partners, media, • Response times can be and others with core staff slow • Staff is “plugged in” • May not be able to support volume for large brands 42
  43. 43. Operational Models • It’s not necessarily about hiring new people, it’s reconsidering what they’re doing. 43
  44. 44. Operational Models • It’s not necessarily about hiring new people, it’s reconsidering what they’re doing. • It’s not about eliminating conversation, it’s about generating more activity. Remember, it’s the Mavens that see financial performance gains. 44
  45. 45. Common Processes 45
  46. 46. Common Processes • Publishing 46
  47. 47. Common Processes • Publishing • Response 47
  48. 48. Common Processes • Publishing • Response • Outreach 48
  49. 49. Common Processes • • • • Publishing Response Outreach Networking 49
  50. 50. Common Processes • • • • • Publishing Response Outreach Networking Monitoring 50
  51. 51. Common Processes • • • • • • Publishing Response Outreach Networking Monitoring Governance 51
  52. 52. Example Workflow 52
  53. 53. Example Workflow 53
  54. 54. Technology 56
  55. 55. Types of Tools 57
  56. 56. Types of Tools Monitoring • • • • Aggregation Filtering/Sorting NLP Analysis 58
  57. 57. Types of Tools • Collection • Processing • Visualization Measurement 59
  58. 58. Types of Tools • Contacts • Context Relationship Management 60
  59. 59. Types of Tools • Delegation • Supervision • Coordination Workflow 61
  60. 60. Types of Tools • Editing • Storage • Delivery Publishing 62
  61. 61. Example Configuration 63
  62. 62. Example Configuration 64
  63. 63. Measurement & Decision Making 65
  64. 64. High-Level KPIs
  65. 65. High-Level KPIs Mentions 67
  66. 66. High-Level KPIs Mentions Traffic 68
  67. 67. High-Level KPIs Mentions Traffic Conversions 69
  68. 68. High-Level KPIs Mentions Traffic Conversions Leads 70
  69. 69. High-Level KPIs Mentions Traffic Conversions Leads Opps 71
  70. 70. High-Level KPIs Mentions Traffic Conversions Leads Opps Sales 72
  71. 71. High-Level KPIs Mentions Traffic Conversions Leads Opps Sales 73
  72. 72. Channel Health Indicators 74
  73. 73. Channel Health Indicators 75
  74. 74. Channel Health Indicators • It goes much deeper – Group behavior – Social dynamics 76
  75. 75. Property Health Indicators 77
  76. 76. Property Health Indicators 78
  77. 77. Example Decision Making 79
  78. 78. Example Decision Making • Measure which messages on which channels deliver value 80
  79. 79. Example Decision Making • Measure which messages on which channels deliver value • Requires an integration between social media monitoring and analytics to close the loop 81
  80. 80. Example Decision Making Mentions Traffic 82 Conversions
  81. 81. Thank you! 83

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