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The Pan - European Digital                   Governance Challenge                                   23rd June 2011© Amaze ...
Matt Butterworth //European Strategy Director@mattfolkMatt Clarke //Chief Technical Officer@mbclarke
How is all this going to work?You are going to hear us talk about the pan-European challengeHow we have have responded to ...
"A travelled man is a knowledgeable man”
The Pan-European challenge
Understanding the challenges
“I don’t have the people to make that happen ”
“Help me please and set me free”
That’s not how we do things in Japan
“Nobody uses Facebook in France”
Social behaviours differ significantly across borders“A centrally co-ordinated strategy must account for major differences...
European TrendsT rends per region 2010 to 2011 Germany                      UK                         Italy              ...
“That messaging won’t work in our market”
“I don’t quite get that”
“I can do it faster myself thankyou…”
“Its fine but I need to make some changes”
“I didn’t hear about it until it was too late”
“I have no idea what’s worked and what has not in other markets”
“and who’s budget does this come out of”
Consistency                                               Speed              Audience    Resistance                      R...
How have businesses responded to thischallenge?
Moving from “inside to out”
Moving from “inside to out”
Identify …The governance ‘community’The decisions that need to be madeThe contributorsDeveloping the Governance Model
Determine …The responsibilities of the governance ‘community’Who the decision makers will beThe process for contributionDe...
Developing the model!Create digital Governance frameworkPolicy guidelinesOngoing training and support for the markets with...
How do we do this?Workshops with central and country inputQuestions such as…Where does product information come from fordi...
The challenge for brands is to provide this support in anefficient
Its about striking the right balance
Inter-market learnings and sharing
Socialising digital
Real digital scenarios
Developing a governance model that’s right for your business(and sorry, there’s no magic wand!)”
A number of models have emerged toaddress these challenges
No one department         One department (like    A cross – functional team                                  Everyone in t...
IT Legacy versus marketing
You might be the boss but you haven’t a clue about digital
Key roles and cross market department collaboration
How do we get over these challenges?
Get C-Level Sponsorship
Educate, create processes and policies
Create a centre of excellence
So tell us some of your experiencesQuestions and answers
INTERMISSION
Some examplesDeveloping a multiple hub and spoke model
1,700 projects annually½ day and content live42 websites32 languages35 countriesThe challenge
Multiple Hub and Spoke model
Multiple Hub and Spoke model
Multiple Hub and Spoke model
Developing a centralised model
A recent case study
Consistent, localisablecorporate website presence inevery country in Europe- Engaging content- Up to date product informat...
Evidence for the need tochangeThe story from the markets - - Lack of visibility - Disenfranchised markets - Unavailable co...
Evidence for the need tochangeThe story from central -- CMS technology did not support  business requirements - Lack of re...
Fragmented and fatigued
Collect the evidence, identifystakeholders & planInterviews with Bridgestone marketofficesInterviews with EuropeanCommunic...
1. Centralised governance model2. Dedicated Head of Digital to own the digital strategy &vision3. Country Planners to over...
Centralised Governance Roles & Responsibilities
TedHead of Digital - corporate website owner
Financial and project planning
Communication within markets – Country Planners
Centralised support team
The Future
The Future…but its here now!!
Digital Governance has always been tough!!
But it’s about to get harder… Much harder
The Splinternet + Real Time marketing
You’ve just spent the day on the Internet – but not the web
And your not alone…!
24% of Europeans are online before09.00hrs50% from 09.00-noon30% at lunchtime53% from 14-1700hrs59% from 17-20.00hrs54% fr...
“86%   of US mobile internetusers are using theirdevices whilst watching TV ” Microsoft 2010 Attention partiality is now a...
Fragmentation and the ‘always on’consumer present brands withserious challengesMulti-platform/format contentAttentionSpeed...
“OK - so we need a website… and a mobile site (which onesare we going to develop for?). Should we have an app - Appleor An...
Brands are going to need a digital nerve centre
Social Media GovernanceAnd today here and now…
86% of Facebook marketers have multiple fanpages to manageSocial presence growing pains   (Source Forrester 2011)
More than 46% of companies with 1,000 or moreemployees that have a listening platform are alreadylicensing 5 to 19 individ...
Nearly 66% of interactive marketers are not currentlymeasuring their social marketing initiatives, and only 14%are plannin...
The Twitter account for Zara, a fashion retailer based inSpain that generates 68% of its revenues outside of Spain,contain...
In October 2010, McDonald’s used its @McDonalds Twitteraccount to post daily updates and promotions for itsMonopoly-themed...
Regulated industries have further reasons to worry aboutincorrectly targeted social mediaLegal and regulatory consideratio...
So how do you take control ofyoursocial marketing programme?
Matts bits in here
Amaze One
So in summary
1. Not all markets are the same – UNDERSTAND THEM2. Resource and Capability3. Education – Education - Education4. C-Level ...
Questions and Answers
The Pan - European Digital                   Governance Challenge                                   23rd June 2011© Amaze ...
Social Governance
Social Governance
Social Governance
Social Governance
Social Governance
Social Governance
Social Governance
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Social Governance

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Social Governance Seminars ran by Amaze in June 2011

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Social Governance

  1. 1. The Pan - European Digital Governance Challenge 23rd June 2011© Amaze 2011
  2. 2. Matt Butterworth //European Strategy Director@mattfolkMatt Clarke //Chief Technical Officer@mbclarke
  3. 3. How is all this going to work?You are going to hear us talk about the pan-European challengeHow we have have responded to the challengeWhat we think the future will look likeGet interactive© Amaze 2011
  4. 4. "A travelled man is a knowledgeable man”
  5. 5. The Pan-European challenge
  6. 6. Understanding the challenges
  7. 7. “I don’t have the people to make that happen ”
  8. 8. “Help me please and set me free”
  9. 9. That’s not how we do things in Japan
  10. 10. “Nobody uses Facebook in France”
  11. 11. Social behaviours differ significantly across borders“A centrally co-ordinated strategy must account for major differencesthat
  12. 12. European TrendsT rends per region 2010 to 2011 Germany UK Italy Spain France Blogs and forums lead Social media usage in Significant increases in Entertainment’ as a France has seen the the share of media the UK has reached social engagement. motivation for joining a largest percentage platform yet visits are saturation as growth Percentage of people social network has increase in the on the decline slows increasing from visiting a social media increased from 14% to proportion of the 72% to 78% in the last website increased 10% 23% over the year population engaged Visits to social networks year to 57% Social media with social up from 38% has increased from 14% engagement increased to 51% to 52% over the last year Many social media Visits to video sharing from 47% to 51% Uploading photos as an activities such as sites increased 10% Visits by those managing action has increased from uploading photos, Increases in people Visits by those managing a social profile has 5% to 52% watching video and managing their social a social profile has increased by 12% to 37% commenting on articles profile increased by 7% to 36% France shows the has actually declined Consistent with the trend greatest decline in visits UK’s activities are more towards real-time, visits to a blog, down 8% skewed towards real-time to blogs and forums is in activities decline Entertainment as a motivator has increased 3% in the last year
  13. 13. “That messaging won’t work in our market”
  14. 14. “I don’t quite get that”
  15. 15. “I can do it faster myself thankyou…”
  16. 16. “Its fine but I need to make some changes”
  17. 17. “I didn’t hear about it until it was too late”
  18. 18. “I have no idea what’s worked and what has not in other markets”
  19. 19. “and who’s budget does this come out of”
  20. 20. Consistency Speed Audience Resistance Resources Knowledge Culture Collaboration Brand CommunicationIn summary…
  21. 21. How have businesses responded to thischallenge?
  22. 22. Moving from “inside to out”
  23. 23. Moving from “inside to out”
  24. 24. Identify …The governance ‘community’The decisions that need to be madeThe contributorsDeveloping the Governance Model
  25. 25. Determine …The responsibilities of the governance ‘community’Who the decision makers will beThe process for contributionDeveloping the Governance Model
  26. 26. Developing the model!Create digital Governance frameworkPolicy guidelinesOngoing training and support for the markets witha EMEA retained teamDeveloping the Governance Model
  27. 27. How do we do this?Workshops with central and country inputQuestions such as…Where does product information come from fordigital & social channel management questions?What happens if a complaint comes in?Who will be updating channels?Developing the Governance Model
  28. 28. The challenge for brands is to provide this support in anefficient
  29. 29. Its about striking the right balance
  30. 30. Inter-market learnings and sharing
  31. 31. Socialising digital
  32. 32. Real digital scenarios
  33. 33. Developing a governance model that’s right for your business(and sorry, there’s no magic wand!)”
  34. 34. A number of models have emerged toaddress these challenges
  35. 35. No one department One department (like A cross – functional team Everyone in the manages or coordinates: Corp communications sits in a centralised company uses digital Similar to Hub andefforts bubble up from the manages all position and helps various safely and consistently Spoke but applicable to edges of the company digital activities markets across all organisations Multinational companies where “companies within companies” act nearly autonomously from each other under a common brandWhich model is most appropriate for your business?
  36. 36. IT Legacy versus marketing
  37. 37. You might be the boss but you haven’t a clue about digital
  38. 38. Key roles and cross market department collaboration
  39. 39. How do we get over these challenges?
  40. 40. Get C-Level Sponsorship
  41. 41. Educate, create processes and policies
  42. 42. Create a centre of excellence
  43. 43. So tell us some of your experiencesQuestions and answers
  44. 44. INTERMISSION
  45. 45. Some examplesDeveloping a multiple hub and spoke model
  46. 46. 1,700 projects annually½ day and content live42 websites32 languages35 countriesThe challenge
  47. 47. Multiple Hub and Spoke model
  48. 48. Multiple Hub and Spoke model
  49. 49. Multiple Hub and Spoke model
  50. 50. Developing a centralised model
  51. 51. A recent case study
  52. 52. Consistent, localisablecorporate website presence inevery country in Europe- Engaging content- Up to date product information,- Localised consumer content- Interactive toolkitThat SELLS TYRESThe wider challenge
  53. 53. Evidence for the need tochangeThe story from the markets - - Lack of visibility - Disenfranchised markets - Unavailable content - Content which knew nobounds - Limited budgets & resourcesThe Issue (1)
  54. 54. Evidence for the need tochangeThe story from central -- CMS technology did not support business requirements - Lack of resources & and inhouse digital knowledgeThe issue (2)
  55. 55. Fragmented and fatigued
  56. 56. Collect the evidence, identifystakeholders & planInterviews with Bridgestone marketofficesInterviews with EuropeanCommunications OfficeAmaze’s experience with otherpan-European organisationsA new way forward
  57. 57. 1. Centralised governance model2. Dedicated Head of Digital to own the digital strategy &vision3. Country Planners to oversee local skills and inter-market collaboration4. Make recommendations on more appropriate Web Content Management technology5. Develop a service model for content & website technologysupportOurTest the model6. recommendations & iterate
  58. 58. Centralised Governance Roles & Responsibilities
  59. 59. TedHead of Digital - corporate website owner
  60. 60. Financial and project planning
  61. 61. Communication within markets – Country Planners
  62. 62. Centralised support team
  63. 63. The Future
  64. 64. The Future…but its here now!!
  65. 65. Digital Governance has always been tough!!
  66. 66. But it’s about to get harder… Much harder
  67. 67. The Splinternet + Real Time marketing
  68. 68. You’ve just spent the day on the Internet – but not the web
  69. 69. And your not alone…!
  70. 70. 24% of Europeans are online before09.00hrs50% from 09.00-noon30% at lunchtime53% from 14-1700hrs59% from 17-20.00hrs54% from 20.00-00.00hrsWe are moving towards the ‘Always On’ digital age
  71. 71. “86% of US mobile internetusers are using theirdevices whilst watching TV ” Microsoft 2010 Attention partiality is now a fact
  72. 72. Fragmentation and the ‘always on’consumer present brands withserious challengesMulti-platform/format contentAttentionSpeedUnderstandingFragmentation
  73. 73. “OK - so we need a website… and a mobile site (which onesare we going to develop for?). Should we have an app - Appleor Android or both? Oh, and we’d better have a Facebookpage. And a Twitter one. Should we blog? What about aYouTube channel? And all those pictures - they should be onFlickr… I wonder how many people with iPads will want toaccess our site? And then there’s that new HTC tablet, that can
  74. 74. Brands are going to need a digital nerve centre
  75. 75. Social Media GovernanceAnd today here and now…
  76. 76. 86% of Facebook marketers have multiple fanpages to manageSocial presence growing pains (Source Forrester 2011)
  77. 77. More than 46% of companies with 1,000 or moreemployees that have a listening platform are alreadylicensing 5 to 19 individual seats to ensure internalstakeholders are aware of socialconversations control (Source Forrester 2011)Decentralisation of around their brands
  78. 78. Nearly 66% of interactive marketers are not currentlymeasuring their social marketing initiatives, and only 14%are planning to measure them soonIncreased scrutiny of results (Source Forrester 2011)
  79. 79. The Twitter account for Zara, a fashion retailer based inSpain that generates 68% of its revenues outside of Spain,contains mostly Spanish-language postsIncorrectly Targeted Social Content Alienates Your Biggest Fans And Hurts YourBusiness
  80. 80. In October 2010, McDonald’s used its @McDonalds Twitteraccount to post daily updates and promotions for itsMonopoly-themed loyalty game. Again, UK audiences whosaw these Tweets would have found themselvesdisappointed; the mostrecent McDonald’s Monopoly promotion in Britain hadPromotions and campaigns (Source Forrester 2011)
  81. 81. Regulated industries have further reasons to worry aboutincorrectly targeted social mediaLegal and regulatory considerations (Source Forrester 2011)
  82. 82. So how do you take control ofyoursocial marketing programme?
  83. 83. Matts bits in here
  84. 84. Amaze One
  85. 85. So in summary
  86. 86. 1. Not all markets are the same – UNDERSTAND THEM2. Resource and Capability3. Education – Education - Education4. C-Level sponsorship5. A KPI framework6. One step at a timeSo in summary
  87. 87. Questions and Answers
  88. 88. The Pan - European Digital Governance Challenge 23rd June 2011© Amaze 2011

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