20. A social media strategy map helps
your organization think through
objectives, audience, content, strat
egy, tools, and measurement to
support your organization’s
communications and Internet
strategy.
21. Let’s go step-by-step
•Objectives
•Target Audience
•Integration
•Culture Change
•Capacity
•Tools and Tactics
•Measurement
•Experiment
22. Objective
•What do you want to accomplish?
•How does a social media strategy support your
communications objective?
23. To draw political attention to ongoing genocide in Darfur by
delivering 1 million postcards to be sent to Obama within his
first 100 days in office
24. Audience
•Who must you reach with your social media
efforts to meet your objective? Why this target
group?
•Is this a target group identified in your
organization’s communications plan?
•What do they know or believe about your
organization or issue? What will resonate with
them?
•What key points do you want to make with
your audience?
36. Common Concerns
Loss of control over their branding
and marketing messages
Dealing with negative comments
Addressing personality versus
organizational voice (trusting
employees)
Fear of failure
Perception of wasted of time and
resources
Suffering from information overload
already, this will cause more
37. Can employees participate on
organization time?
Should there be an oversight
committee?
Should the organization indicate
what employees do with their
personal use of social media?
Should employees disclose or hide
their organizational affiliation?
Discussion on possible scenarios
and resulting decisions
42. 9:00 • Google Analytics
9:30 • RSS
10:00 • Content Creation
11:00 • Social Networking
Source: Tweeting 9-5 The Daily Routine of a Slightly Insane Social
Media Manger
45. Measurement
Broader use of hard web metrics – users, time
spent, comments, bookmark, outbound links, engagement
…combined with digital ethnographic insights
http://neilperkin.typepad.com/only_dead_fish/2008/04/blended-measure.html
46. 6. Uses the right metrics to understand what is and what
isn’t working
Well, mayb
e not dead
50. 7. Launches small pilots and reiterates and understands how
to fail in the right way
“We spend more time figuring
out whether something is a
good idea than we would have
just trying it.quot; - Clay Shirky
http://www.flickr.com/photos/jamesjordan/2751393381/http://www.flickr.com/photos/mkrigsman/3428179614/http://beth.typepad.com/beths_blog/2009/05/mark-pesce-at-cua09-think-like-a-cloud-make-a-storm-kill-the-tower.htmlMark PesceCloud: Used to describe how we're all more closely connected through social networks like Twitter, Facebook, and etc. And how our connectedness is resulting in new collective behavior that can't be controlled. The same sort of engine which powers Wikipedia can be put to work across a number of different “platforms”. The power of sharing allows individuals to come together in great “clouds” of activity, and allows them to focus their activity around a single task. It’s happening all over the social webThe cloud results from the \"human condition of hyperconnection.\" Always on Pesce points out that this condition leads to observational learning from watching other people's behaviors online. Behaviors can be replicated quickly and communities of interest can form around particular topics, or \"clouds\" potential. This is very different from the way most nonprofits work – which more hierarchal - control the message, command and controlWe’re not making a value judgment about one mode of working or the other. The problem is that the Cloud and the Tower are not compatible. Now, one isn’t going to be replaced by the other.The challenge for organizations that want to be successful in using social media – requires understanding when to work like a Tower and when to work like a cloudBut nonprofits need to focus on the interfaces that connect the hierarchy to the cloudIn the 21st century we now have two oppositional methods of organization: the hierarchy and the cloud. Each of them carry with them their own costs and their own strengths. Neither has yet proven to be wholly better than the other. One could make an argument that both have their own roles into the future, and that we’ll be spending a lot of time learning which works best in a given situation. What we have already learned is that these organizational types are mostly incompatible: unless very specific steps are taken, the cloud overpowers the hierarchy, or the hierarchy dissipates the cloud. We need to think about the interfaces that can connect one to the other. That’s the area that all organizations – and very specifically, non-profit organizations – will be working through in the coming years. Learning how to harness the power of the cloud will mark the difference between a modest success and overwhelming one. Yet working with the cloud will present organizational challenges of an unprecedented order. There is no way that any hierarchy can work with a cloud without becoming fundamentally changed by the experience.
The remedy – education, discussion, policyLooks at the opportunity costs if they don’t participateConsider the worse case scenarios and have a policy that addresses
http://www.mindomo.com/view.htm?m=5d005d7f82ae13f1a4e7ae756afe900a.flickr.com/photos/axis/1892931/Can employees participate on organization time?Should there be an oversight committee?Should the organization indicate what employees do with their personal use of social media?Should employees disclose or hide their organizational affiliation?Discussion on possible scenarios and resulting decisions
Over the past five years (http://www.thespohrsaremultiplying.com/), The March of Dimes has used social media to nurture its online community, Share Your Story (http://www.shareyourstory.org). It is one of the better examples of how nonprofits can use social media to empower supporters without having to control it. A few weeks ago, the March of Dimes supporters came out in droves for a networked memorial service for a toddler named Maddie (http://www.thespohrsaremultiplying.com/). The community raised tens of thousands of dollars for the March of Dimes in Maddie's memory as well as covering the funeral costs for the family. The organization did little to stage this event. The organization has embraced openness and inspired their stakeholders to feel empowered enough to take action on their own.http://beth.typepad.com/beths_blog/2009/04/march-for-maddie-a-networked-memorial-service.html