ACSO 2010 conference - Social Media For Orchestras Preso Final


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Presentation on social media for orchestras and nonprofits, given to the ACSO 2010 conference (Association of California Symphony Orchestras), July 23, 2010, with Beth Kanter (Zoetica), Marc van Bree (Dutch Perspective), moderated by Oliver Theil.

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  • Beth wears many hates. She is the CEO of Zoetica, writes Beth’s Blog, and Visiting Scholar for Nonprofits and Social Media at the Packard Foundation. She started off her 30 year nonprofit career as a classical flute player and when she didn’t get first chair in the Boston Symphony, she started working in orchestra administration. It’s a long story about how she from tooting to tweeting …
  • It isn’t a nonprofit with an Internet Connection and a Facebook Profile …Networked Nonprofits are simple and transparent organizations. They are easy for outsiders to get in and insiders to get out. They engage people to shape and share their work in order to raise awareness of social issues, organize communities to provide services or advocate for legislation. In the long run, they are helping to make the world a safer, fairer, healthier place to live.Networked Nonprofits don’t work harder or longer than other organizations, they work differently. They engage in conversations with people beyond their walls -- lots of conversations -- to build relationships that spread their work through the network. Incorporating relationship building as a core responsibility of all staffers fundamentally changes their to-do lists. Working this way is only possible because of the advent of social media. All Networked Nonprofits are comfortable using the new social media toolset -- digital tools such as email, blogs, and Facebook that encourage two-way conversations between people, and between people and organizations, to enlarge their efforts quickly, easily and inexpensively.
  • Solution: Networks of individuals and institutions that reduces the burden on everyone, leverages the capacity, creativity, energy and resources of everyone to share solutions, solve problems. This changes the definition of scale for social change - was institutions now networks.
  • The transition of how a nonprofit goes from institution to looking like and working more like a network is what our book is aboutThe transition isn’t an easy, flip a switch – and it happens – it takes time Some nonprofits, newer ones like Mom’s Rising have networked nonprofit in their DNA, while others – institutions – make the change slowly.Way of being transforms into a way of doing
  • The transition from working like this to this – doesn’t happen over night, can’t flip a switch
  • Social media activities, familiarity and usage seem to be widespread among orchestras. Managers find social media important and organizations are generally enthusiastic. However, the efforts are far from organized and strategic. It seems many orchestras are dipping their feet in the social media pool, but do not have the policies, budgets, and metrics in place to effectively use the tools at their disposal, even if they do recognize the need for checks and balances.
  • Formalize your goal What are you trying to achieve? As we have seen in the findings, the most important goals for orchestra managers are increasing Web traffic, awareness of programming and brand awareness. Keep in mind, social media can help you in your core mission: bringing art and music to your community. And that’s a goal too. Whatever your goal might be, in setting up your social media efforts, keep these goals in front of mind, and make them measurable.
  • Ten out of fifteen orchestras (67%) divide social media responsibilities among multiple staff members; more than a quarter (27%) of the orchestras list social media responsibilities as part of an existing staff member’s duties. And 6% uses an intern.Marketing departments are involved, either jointly or solely, with managing social media efforts at a large majority (87%) of the orchestras.
  • “…put your money where the results are…”
  • Andy Bales Union Rescue Mission
  • Don’t do anything stupid – Social MediaDon’t moon anyone with camera
  • Testing of the policy – and there may be things that you didn’t think
  • assert the unalienable rights of The Intern. We understand that The Intern might be a high school student, an MBA, a retiree, or anyone in between. The Intern will be taken seriously, given real work to do, be respected for their opinion, and will be patiently taught the things they don’t yet know.
  • A costly process of weeding out the uninterested and unresponsive; a labor-intensive process of guiding a large group of potentials through a narrowing funnel to end up with a small group of ticket buyers.
  • According to the Wyman study, nearly half of all patrons in a given season bought only one ticket and 86% of those patrons did not return the following season. Furthermore, about half of all patrons in a given season attended a concert for the first time and 85% of those patrons did not return the following season.
  • Customer service is proactive, not just reactive. It’s much easier to engage than to manipulate. A technological framework and organizational process supporting a new customer-centric ecosystem. It’s about allowing customers to be advocates and evangelists.Creativity today means allowing and setting the stage for people to be creative.A technological framework for creativity, cultural change; social media is the overarching framework.
  • Also relevant: Art Institute of Chicago red box experiment (blurs line of art/marketing)
  • Twitter landing page(those who click from your Twitter profile to your Web site. What are they supposed to do next?)Facebook landing page(those who go to your Facebook Page. Welcome tab with a call to action)Google AdWords landing pages(a specific ad; a specific landing page with a call to action)Why landing pages? Measurement.
  • Thomas Alva Edison held 1,093 patents for different inventions. Many of them, like the lightbulb, the phonograph, and the motion picture camera, were brilliant creations that have a huge influence on our everyday life. However, not everything he created was a success; he also had a few failures.
  • donations, leads, new subscribers, increased page rank,Interaction ReputationLoyaltySatisfactionSentimentFeedbackInsights about what worksDonationsLeadsSubscribersMembersSaved Time Saved CostsIncreased page rankSigned petitionsCalls or emails to government officials
  • should inform specific decisions and/or actions.Do not measure everything, but do measure what is most important to your goals.The data you gather should help you learn
  • “Make it about what your boss already wants:  Don’t position your web 2.0 idea as a social media initiative; frame it as your initiative to support your boss’s goals, in your boss’s language.”- Katya Andresen, nonprofit marketing author
  • ACSO 2010 conference - Social Media For Orchestras Preso Final

    1. 1. Contemporary Connectivity:<br />The Networked Orchestra<br />Beth Kanter, CEO ZoeticaMarc van Bree, author, social media consultant<br />Oliver Theil, Dir. of Public Relations, SF Symphony<br />Association of California Symphony OrchestrasJuly 23, 2010<br />
    2. 2. Beth Kanter<br />Marc van Bree<br /><br /><br />
    3. 3.
    4. 4. What we’re going to cover to day ….<br />Part 1: Networked Orchestras: The Big Picture<br />Part 2: Being A Networked Orchestra <br />Part 3: Return on Insight, Return on Investment<br />
    5. 5. Part 1: <br />Networked Orchestras: The Big Picture<br />
    6. 6. @afine @kanter<br /> <br />
    7. 7. What is a Networked Nonprofit?<br />
    8. 8. Why become a Networked Nonprofit?<br />
    9. 9. Networks reduce the burden and leverage resources<br />
    10. 10. The Networked Nonprofit <br />
    11. 11. In a networked world, nonprofits need to work less like this<br />Source: David Armano The Micro-Sociology of Networks<br />
    12. 12. And more like this ….<br />Some nonprofits are born this way, others have to make the transition … slowly ..<br />With apologies to David Armano for hacking his visual! Source: The Micro-Sociology of Networks<br />
    13. 13. Orchestras and Social Media Study 2009<br />Key findings<br />Social media activities, familiarity and usage seem to be widespread among orchestras. Managers find social media important and organizations are generally enthusiastic. However, the efforts are far from organized and strategic. It seems many orchestras are dipping their feet in the social media pool, but do not have the policies, budgets, and metrics in place to effectively use the tools at their disposal, even if they do recognize the need for checks and balances.<br />This presentation will look at key findings in:<br /><ul><li> Budgets and responsibilities
    14. 14. Social media mind-set
    15. 15. Social media activities
    16. 16. Social media goals and objectives
    17. 17. Social media monitoring and measuring</li></li></ul><li>Nearly three-quarters of the orchestras indicated that they are currently planning and writing social media into the communications or marketing strategy.<br />Activities<br />
    18. 18. Social media mind-set<br />
    19. 19. Goals and objectives<br />But why do you want to increase Web traffic?<br />
    20. 20. Responsibilities<br />Marketing departments are involved, either jointly or solely, with managing social media efforts at a large majority (87%) of the orchestras.<br />musicians <br />artistic (content)<br />Web and IT (technology)<br />marketing (ticket sales, commerce and branding)<br />communications (branding, media and public relations)<br />ticketing (customer service)<br />development (fund raising)<br />volunteer (recruiting)<br />
    21. 21. Budget<br />* human resources<br />* staff development <br />* technological needs<br />* marketing and promotion efforts <br />* analysis and measurement<br />
    22. 22. Monitoring and measuring<br />None of the orchestras indicated they have implemented or established metrics for measuring social media activities. <br />However, the majority of the orchestras (73%) recognize the need to measure social media activities and the remaining 27% are currently planning metrics for measuring social media.<br />
    23. 23. Part 2: <br />Being A Networked Orchestra<br />
    24. 24. Social Culture<br />
    25. 25. Loss of control over their branding and marketing messages<br />Dealing with negative comments<br />Addressing personality versus organizational voice (trusting employees)<br />Make mistakes<br />Make senior staff too accessible<br />Perception of wasted of time and resources <br />Suffering from information overload already, this will cause more<br />
    26. 26. How do senior staff of symphony orchestras get comfortable with social media?<br />
    27. 27.
    28. 28. Leaders Experience Personal Use<br />
    29. 29. Codifying A Social Culture: Policy<br /><ul><li> Encouragement and support
    30. 30. Why policy is needed
    31. 31. Cases when it will be used, distributed
    32. 32. Oversight, notifications, and legal implications
    33. 33. Guidelines
    34. 34. Identity and transparency
    35. 35. Responsibility
    36. 36. Confidentiality
    37. 37. Judgment and common sense
    38. 38. Best practices
    39. 39. Tone
    40. 40. Expertise
    41. 41. Respect
    42. 42. Quality
    43. 43. Additional resources
    44. 44. Training
    45. 45. Operational Guidelines
    46. 46. Escalation
    47. 47. Policy examples available at</li></ul>Source: Charlene Li, Altimeter Group<br />
    48. 48. Be professional, kind, discreet, authentic. Represent us well. Remember that you can’t control it once you hit “update.”<br />
    49. 49. Testing the policies: Refining, Educating<br />
    50. 50. Operational guidelines need to be specific and include examples<br />
    51. 51. You want me to start Tweeting too? <br /> From scarcity to abundance …<br />
    52. 52. Simplicity: Leverage your networks ..<br />
    53. 53.
    54. 54.
    55. 55.
    56. 56.
    57. 57. Are your tweets about your organization or asking for something?Do you just stream your web site content on Facebook?<br />
    58. 58.
    59. 59. Exploring the Relationship<br />Are you even listening to me?<br />How well do I really know you?<br />Do we have anything in common?<br />Opera San Jose, 2010 (Creative Commons Attribution-NonCommercial-ShareAlike)<br />
    60. 60. Who is going to do the work?<br />
    61. 61. Don’t do this to your intern ….<br />
    62. 62. The Intern will be taken seriously, given real work to do, be respected for their opinion, and will be patiently taught the things they don’t yet know.<br />
    63. 63.
    64. 64. The perfect intern might be already be in your network<br />
    65. 65. The Marketing Funnel<br />Old model: persuasion<br />
    66. 66. Orchestra “Churn” Study<br />9/10<br />Photo:<br />
    67. 67. “Don’t ask me to marry you after the first date.”<br />Photo:<br />
    68. 68. Flipping the Funnel<br />Joseph Jaffe’s model: interaction<br />Acknowledgement<br />
    69. 69. LSO: Real Conversations<br />“Moderate your tone of voice for these media. Marketing speak does not work. Speak to the audience in the same way as you would a friend.”<br />- Jo Johnson, marketing manager<br />
    70. 70. “Reply to any direct questions you get. To not do so is to miss the point of the media altogether.” <br />– Jo Johnson, marketing manager<br />
    71. 71. Eso que se conoce <br />como la opera [This is known as the opera]<br />Photo:<br />
    72. 72. ≥ 4 million views!<br />Exceeded 2 million views <br />in just two months…<br /><br />
    73. 73.<br />purpose-built micro site | 30,000 visitors in two months <br />
    74. 74. Facebook<br />(2,512 fans)<br />Twitter<br />(323 followers)<br />Myspace<br />(601 friends)<br />Flickr<br />(500 views)<br />
    75. 75. Comments<br />≥ 500 comments<br />Other comments<br />Facebook ≥ 150<br />YouTube ≈2,000<br />Sentiment<br />Positive 95%<br />Negative 2%<br />Neutral 2%<br />
    76. 76. Print brochure<br />Included 40% off coupon<br />
    77. 77. “…to bring the Palau to the community, make people feel that the place is theirs and they can enjoy it…"<br />“…the only requirement that we might consider essential is the ability to feel and have emotions…”<br />- Xabier Colinas, marketing director<br />Side note<br />
    78. 78. #operaplot<br />“The right idea, the right time, the right place, the right audience”<br />“I didn’t really think I had the influence to organize the press or the houses. ”<br />“…the chance to explore the possibilities of Twitter in a <br />no-risk way was appealing.”<br /> | Image:<br />
    79. 79. “…the type of people that are looking for a new kind of relationship with performing arts institutions…”<br />“…one that is more transparent and honest rather than the traditional cursive script, lush images and WE ARE AWESOME AT EVERYTHING attitude…”<br />Image:<br />
    80. 80. St. Louis:<br />cross-platform<br />integration<br />Prominent feature on front page<br />Highlighting all options on sub page<br />Blog featured on front page<br />
    81. 81. Foursquare<br />Twitter<br />iPhone App<br />Custom Facebook tab with targeted information<br />Facebook<br />integration<br />
    82. 82. iPhone apps<br />Source:<br />(But don’t forget Blackberry and Android!)<br />Foursquare <br />Mayor Specials<br />Check-in Specials<br />Frequency-based Specials<br />Wildcard Special<br />Mobile<br />integration<br />
    83. 83. Mobile<br />options<br />Mobile friendly sites<br />QR codes<br />
    84. 84. Part 3: <br />Return on Insight, Return on Investment<br />
    85. 85. Networked Nonprofits approach Social Media likeThomas Edison inventing the storage battery<br />
    86. 86.
    87. 87. Pick the Right Result<br />Objective, Audience, Strategy, Tactics, Time investment, <br />KD Paine<br />
    88. 88. Identify the most important metric to measure it!<br />
    89. 89. Spreadsheet Aerobics<br />
    90. 90. Social Media ROI: Insight, Interaction, Investment and Impact<br />Impact<br />Investment<br />$<br />Return<br />Interaction<br />Insight<br />Number of Months Using listen, learn, and adapt<br />
    91. 91. Integrated Marketing Communications<br />Social media is part of your IMC strategy:<br /> Holistic approach: total customer experience<br /> Cross-platform integration<br /> Online complements offline and vice versa<br />Measurable outcomes:<br /> Communications: behavior change<br /> Marketing: financial value of that behavior<br />
    92. 92. What are you evaluating?<br />Social media is a tactical effort… <br />…within a strategy for behaviorchange<br />Photo:<br />
    93. 93. Define your goal<br />The question is: what is the change your organization is trying to achieve over five to ten years?<br />A mission statement-inspired goal…<br />Photo:<br />
    94. 94. New York Philharmonic | mission statement<br />To maintain and foster an interest in the enjoyment of music and musical affairs, and to inculcate in its members in the community of New York city and the nation at large, an interest in symphony music and in order to foster such interest and the appreciation of music, among other things to cause the performance of symphonic and other musical performances in the concert and other halls, over the radio, television, by phonographic recordings, and in any other manner now known or hereafter to be.<br />