Social Media at Work: How Does Social Media Marketing Get Done — Who, Where & When

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Answering the Critical Business Infrastructure Questions That Come with Leveraging Social Media

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Social Media at Work: How Does Social Media Marketing Get Done — Who, Where & When

  1. 1. nick westergaard | branddrivendigital.com social at workHow Does Social Media Marketing Get Done — Who, Where & When
  2. 2. #UImktg @nickwestergaard
  3. 3. moving right along Source: youtube.com
  4. 4. course structure ‣ Strategy — Planning the Work ‣ Execution — Working the Plan ‣ The Big Picture — The Digital Ecosystem
  5. 5. unpacking the “serving men” ‣ WHY are we doing this? ‣ WHAT are we doing? ‣ WHEN does this happen? ‣ WHERE does this happen? ‣ WHO does this involve? ‣ HOW do we get it done?
  6. 6. whois doing the work?
  7. 7. whendoes it happen?
  8. 8. Wheredoes it happen?
  9. 9. social media at work ‣ Who Does the Work? ‣ Where and When Does This Happen? ‣ A Day in the Life ‣ Overcoming Common Obstacles ‣ Employee Advocacy and Beyond
  10. 10. Who Is Doing the Work? 1
  11. 11. what encompasses ‘who’? ‣ People — Knowledge, Skills, Abilities, Behaviors (KSAB) ‣ Organization ‣ Culture
  12. 12. background of the team Source: Altimeter Group
  13. 13. skills of the social media team Source: Altimeter Group
  14. 14. prioritizing skills Source: Community Management Roundtable
  15. 15. How are employees spending their time? Source: Social Fresh
  16. 16. social media jobs & growth Source: Altimeter Group
  17. 17. the most common jobs hired for Source: Social Fresh
  18. 18. new and existing roles – Based on skill Source: Social Fresh
  19. 19. how is social media organized? Source: Altimeter Group
  20. 20. how about a football metaphor? Source: The NOW Revolution
  21. 21. organization & program maturity Source: Altimeter Group 1. AD-HOC Inconsistant or no governance across the organization 2. PLANNING Organization begins planning for governance 3. FORMALIZED Governance is formalized in parts of the organization 4. STRATEGIC The organization has consistant, measured governance 5. HOLISTIC Social and broader Digital Governance are the same PEOPLE Get leaders aligned and determine structure No formal organizational model or leadership engagement. Lack of accountability for social Social teams operate in silos, no org design with sporadic leadership engagement Formal social org design in place with leadership commitment in key groups Leadership takes a strategic view of social and support organization-wide aligned teams Leadership alignement extends to integrated digital and socail governance POLICY Codify leader agreements and decisions in policy Inadequate policies result in ad-hoc decision- making and controsl Policies and decision-making consistent in only parts of the organization Policies are formal at the group level with some shared organization-wide Social policies are complete and integrated with related policies acress the organization Social and digital policies and decision-making complete and the same PROCESS Make policy actionable with clear steps and roles Few, if any, processes in place to support exectution of social business practices Some emerging processes exist, but only at the group level Processes in place at the group level, and some common processes in place organization-wide Processes are consistent and complete across the organization and integrated with related processes The organization has a single set of processes that span all of digital, including social PRACTICE Training, playbooks and tools in place to execute Practices are disjoined, ad-hoc and not measured Practices are evolving, and tools that span social plateforma are sought to scale governance Practices formal at the group-level; metrics play a role in but inconsistent adoption across the organization Practices consistent across the organization, with a focus on advanced skills development and measurement Practices in common for both digital and social Altimeter’s Social Business Governance Maturity Map: Map Your Organization’s Maturity Against the Four P’s of Social Business Governance Download Altimeter’s Social Business Governance Report http://pages.altimetergroup.com/social-business-governance-report.html
  22. 22. skills & program maturity Source: Community Management Roundtable
  23. 23. who owns social media? Source: Altimeter Group Mostly ‘Marketing’ … … But ‘Digital’ is Gaining
  24. 24. raci Staffing ‣ Responsible ‣ Accountable ‣ Consulted ‣ Informed
  25. 25. who shouldn’t be on the team ‣ Interns ‣ Employees based on title alone ‣ Non-believers ‣ The boss’ son/daughter/niece/random millennial I know
  26. 26. mitch joel You may plug in a lot of stuff but that doesn’t make you an electrician.” “
  27. 27. Where and When 
 Does This Happen? 2
  28. 28. Where = social media space ‣ Need a Purpose — Event vs. On-Going ‣ Type of Space Required ‣ Team Size Needs ‣ Equipment/Tech
  29. 29. the command center concept Photo via Flickr user Robert Raines
  30. 30. command center considerations ‣ Sizzle vs. Steak ‣ Big Promise That You’ll “Be There” (Will You Be?) ‣ Cost — Is It Worth It? ‣ Careful the Command Center Isn’t a One-Off — Ensure It’s Part of a Larger Strategy
  31. 31. COMPLEX TOOOLS bottom line Not required
 – more on tools in a few weeks
  32. 32. when does this happen? rip 9 to 5? Photo via Flickr user Dafne Cholet
  33. 33. 84%of americans use Facebook in the evening 
 — night time is prime time for social media Source: Edison Research
  34. 34. 63%of americans check Facebook before bed Source: Edison Research
  35. 35. 70%of consumers complaining on social media expect a response Source: Search Engine Watch
  36. 36. 53%expect that response in an hour
 — or Less! Source: Search Engine Watch
  37. 37. 32%of social media complainers are happy with how fast businesses responded Source: Edison Research
  38. 38. Where are customers complaining? Source: Edison Research
  39. 39. speedis essential
  40. 40. howdo we get this done in 
 a regular business day?
  41. 41. A Day in the Life 3
  42. 42. WHO? We have an interesting set up where we have a few different community managers. One of our web development team members manages our Twitter account. Our Associate Brand Manager manages our Facebook account. I as the ADMM manages all of the emerging platforms and also oversees strategy for all of the networks. WHERE? Two Ben & Jerry’s digital team members in the United States. Plus our digital agency, Edelman. To help communicate and share information we have an internal social network we use to share best practices and information. WHEN? We sell Ben & Jerry’s from Japan to Australia to England to the United States, so there is always a Ben & Jerry’s that is open, or a store where you can buy our product. Because of this we do a lot of community management outside of our “normal” 9-5 hours. Our community managers tend to check their networks multiple times a day to respond to consumers. WHAT DO YOU LOVE MOST & WHAT’S YOUR BIGGEST OBSTACLE Talking with our fans is always the most fun. Because of our scale the biggest challenge is ensuring consistency across all of our platforms and establishing best practices we can share with one another. Mike Hayes, Digital Marketing Manager
  43. 43. WHO? Our team is constantly growing. Hooray! Currently, there are 7 of us reporting to the Communications Team at large. WHERE? Distributed, with the majority of us in New York City (our social center). Still working on a good name for it! WHEN? 24/7 — allowing a few hours for sleep. Just a few. WHAT DO YOU LOVE MOST & WHAT’S YOUR BIGGEST OBSTACLE Communicating directly with consumers, 24/7. The biggest obstacle would have to be applying the great amount of information our team sees on a minute-by-minute basis to other departments, where it can provide insight to influence their decision-making process. Emily Schildt, Director of Consumer Engagement
  44. 44. WHO? I am the lead for social media, but our corporate, local-store marketer does a lot to aggregate content and photos. I respond mostly to complaints/concerns/serious customer interaction. He is responsible for the "fun" aspect of our social media in a lot of ways. All social media nonsense reports to marketing. WHERE? I work almost entirely out of the corporate office in Coralville, IA. Our local-store marketer travels all over the midwest and works remotely when he is on the road. WHEN? I listen outside of 9-5. Any content posting done after those hours is typically scheduled posts. Most interactions happen within work hours, as my focus is more on work. I typically only look for serious offenses or PR concerns online on "off-hours" that might need responding. WHAT DO YOU LOVE MOST & WHAT’S YOUR BIGGEST OBSTACLE I love the breaks between "corporate responsibilities" in which I get to interact with customers online. The biggest obstacle for me was leaving a position in the company in which I was solely devoted to online practices and strategies and move to being consumed with all marketing responsibilities. Reid Travis, Director of Marketing Communications
  45. 45. WHO? Within our Marketing team we have the eMarketing team, of which I am a member of, along with 8 other individuals. I single-handedly have responsibilities for managing our social media presence. WHERE? The entire Marketing team is in our HQ building, with the exception of our 4 showroom managers who are in other areas of the country. WHEN? I am actively looking for shareable content within the 7-5 work week, with the exception of Pinterest. I usually dedicate an hour here and an hour there to pinning new content on the weekends. I will immediately respond to comments or @ mentions, however. That I certainly don't confine to the typical work week hours. There simply isn't enough time to do all of this during the work week, especially if, like me, you are responsible for other Marketing initiatives outside of social media. WHAT DO YOU LOVE MOST & WHAT’S YOUR BIGGEST OBSTACLE Love most: sharing great comments/success stories that our fans post with the relevant/appropriate member of the HON team. Biggest obstacle: while social media has made tremendous strides in proving itself as a relevant business practice, I still have to work extra hard to prove that my role is a viable, ROI-driven Marketing form. "How does this increase sales?” is a common question that I get that is still difficult to answer concretely. Liz Schulte, eMarketing Specialist
  46. 46. Overcoming Common Obstacles 4
  47. 47. not going anywhere Photo via Flickr user nate steiner
  48. 48. spend too much time … Photo via Flickr user Robert Course-Baker
  49. 49. social media terror level SEVERE In my bunker hiding from Facebook. LOW We got this covered. Why are you here? GUARDED We use the Facebook. A little bit. ELEVATED A lot of bad things happen with social media, right? HIGH Social media? We don’t want any.
  50. 50. It Comes down to the 3 Ts ‣ Time ‣ Talent ‣ Terror
  51. 51. PEOPLE PROBLEMS ‣ Time ‣ Talent ‣ Treasure TERROR!
  52. 52. I don’t want my people on Facebook all day!
  53. 53. Our team doesn’t have time for this.
  54. 54. We don’t have the right kind of people …
  55. 55. We’ll lose CONTROL!!!
  56. 56. TERROR:
 you aLREADY HAVE LOST CONTROL
  57. 57. Photo via Flickr user Rob Bouden TALENT: ENGAGEMENT & PEOPLE SKILLS MORE IMPORTANT THAN TECH SKILLS
  58. 58. scrappy internally
  59. 59. scrappy Externally
  60. 60. YOUR PEOPLE CAN’T BE A PROBLEM. 
 THEY ARE YOUR BIGGEST ASSET ☝
  61. 61. answers to the 3 ts ‣ Time — Organize Efficiently; Outsource As Needed ‣ Talent — Training & Hiring for Communications ‣ Terror — Helping Leadership Understand the Shift
  62. 62. TRUST time, talent, & terror are opportunities to build
  63. 63. Employee Advocacy 
 and Beyond 5
  64. 64. employee opportunities in social orgs ‣ Brand ambassadors — encourage a culture of engagement ‣ Internal collaboration via social tools like Slack, Chatter, Yammer ‣ Fostered through sound policy — more on that ahead
  65. 65. people power protects
  66. 66. mark w. schaefer Culture is the number one predictor of success. Not budget, not resources.” “
  67. 67. key take-aways ‣ WHO is dependent on the right people with the right skills 
 organized the right way ‣ WHERE and WHEN requires us to think outside of the box ‣ Your people can’t be your problem, they can be your biggest asset
  68. 68. Photo via Flickr user bradhoc next up: Measurement
  69. 69. #UImktg @nickwestergaard
  70. 70. nick@WESTERGAARD.COM Slides at Slideshare.net/nickwestergaard @NickWestergaard on Twitter, Instagram, and more

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