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Community Engagement Best Practices (April 18, 2016)

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Community Engagement Best Practices (April 18, 2016)

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Community Engagement Best Practices (April 18, 2016)

  1. 1. Community Engagement Best Practices April 18, 2016 Cesar Castro Sr. Director Adoption & Engagement ccastro@salesforce.com Todd Goodykoontz Director Communities Cloud Alliances tgoodykoontz@salesforce.com
  2. 2. Safe Harbor ​ Safe harbor statement under the Private Securities Litigation Reform Act of 1995: ​ This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services. ​ The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of any litigation, risks associated with completed and any possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for the most recent fiscal year and in our quarterly report on Form 10-Q for the most recent fiscal quarter. These documents and others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Web site. ​ Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.
  3. 3. 1. How do I get started? 2. I’ve launched and need help. Less than successful communities frequently follow this progression: launch excitement disillusionment attritionconfusion The Challenge
  4. 4. The Opportunity ADVOCACY INNOVATION CROSS-SELL / UP-SELL earn trust co-create extend value SELF-SERVICE SUPPORT enlistCustomer Community Example launch
  5. 5. from PUSH to PULL Pushing messages Through channels To target audiences And drive transactions Engaging communities With social experiences That sustain relationships And fulfill a shared purpose Source: M. Bonchek, HBR
  6. 6. Today’s Competition is all About Customer Experience “Customerexperiencehas overtakenpriceandproduct asthekeybranddifferentiator.” #1 Source: Customers 2020 Report Price Product Customer Experience
  7. 7. •  Define Engagement •  Reward/Recognition Program •  Develop Users •  Establish Key Metrics •  Develop a Reporting Plan •  Develop a Community Plan •  Promotion Plan •  Resources for Community •  Crawl / Walk / Run •  Define Purpose •  Develop Member Journeys •  Define Use Cases •  Executive Engagement Establish Manage EngageMeasure Framework
  8. 8. Establish Establish Manage EngageMeasure
  9. 9. 1 Define the purpose 2 Develop Member Journeys 3 Define Use Cases 4 Executive Sponsorship Key Takeaways – Foundation of Community
  10. 10. What is the purpose? TO FOR WITH Define a Shared Purpose* for your community and the community members. Move from what the community can do TO the member to what the community can do WITH the member. Communicate this purpose to the community. Let it become the community mission statement. * Source: M. Bonchek, HBR
  11. 11. Shared Purpose example: Patagonia
  12. 12. Understand Your Key Community Members Who is your community for? What will bring value to them? Define those key roles & make sure you identify their key activities in community (e.g. Community Journey Map)
  13. 13. COMMUNITY SHARED PURPOSE COMMUNITY MEMBER JOURNEY OPPORTUNITIES Maintain active social media presence. Use social media as an awareness / acquisition engine for hosts (and eventually the Company Host Community). Develop best practices around welcoming members to community and onboarding them (be specific). Invite memvbers to join groups. Create a Welcome Group for community members to introduce themselves Create initial set of topics to help community members get started. Pre- seed all topics with content. Profile pages will be very important to help find experts/collabrators. Community nav visible on main .com site. Use all available channels (email, website, etc) to promote community. Community search should be prominent on landing page. Communicate the mission statement (shared purpose) on the main community page. 3rd party forums example: (http://www.fodors.com/search/results.html?search=Company&submit =) Develop gamification strategy to reward completion of onboarding process. (line of visibility) Community Journey Mapping
  14. 14. Community Journey Mapping - Onboarding 1. Complete profile 2. Join group(s) 3. Follow individual/topics 4. Upload file/content 5. Ask question Get Started Onboarding Example
  15. 15. USE CASE: Employee Onboarding Create repository of information to help new hires to learn about the organization faster. SIZE OF AFFECTED GROUP: LARGE METRICS: - posts/likes/comments (first 30 days) - # groups joined - Certifications MANAGER Joe DiMaggio EXEC SPONSOR Don Mattingly Define Use Cases
  16. 16. Competitive Benchmarking Quick Wins Product Innovation Input Ease of Cultural Implementation Impact to Business EasyDifficult Low High = Examples of social processes; size represents number of employees Supplier/ Sourcing Low Hanging Fruit Product Training Social Transformation Knowledgebase Employee Self Service Avoid Fool’s Gold Define and Update Core Use Cases - EXAMPLE Employee Onboarding Regional Groups
  17. 17. Executive Sponsorship Executive sponsorship is important Have a champion as well Develop communication, awareness plan & provide regular updates
  18. 18. Executive Sponsorship Makes A Difference Source: The Community Roundtable State of Community Management 2015 100% 58% Approved Strategy Resourced Roadmap Best-in-Class } } 63% of communities with approved strategies lack a resourced roadmap 42% of BIC communities with approved strategies lack a resourced roadmap BUDCOMMUNITIES WITH DEDICATED BUDGETS: EXECUTIVES WHO APPROVE BUDGET: BIC communities are more likely to have an approved strategy – and resources to execute on it. 70%51% Best-in-ClassAverage A majority of community programs have dedicated budgets, a key input to effectively calculating ROI. 13 13 100% 90% 80% 70% 60% a c • D • D b a • W th re c Best in class communities (shown below as Stage 3/4) have a significantly higher % of executive participation (58%) vs. non-best in class (31% average) cess to information and people, and explicit mech- anisms to provide regular feedback. Building programs to support leaders is typically resource intensive and ongoing. However, it is one of the most effective ways to scale the impact and value of community management, and it should be on every community’s roadmap. RESOURCES: INFOGRAPHIC: COACHING EXECUTIVES FOR ENGAGEMENT http://the.cr/socm2014-coaching CASE STUDY: THE EVOLUTION OF AN ADVOCACY PROGRAM http://the.cr/advocacy-sf PREMIUM CONTENT: THE SOCIAL EXECUTIVE TOOLKIT http://the.cr/SEtoolkit THECR NETWORK CONTENT: ADVOCACY PROGRAM RESOURCE BUNDLE (TheCR Network members only) http://the.cr/advocacy-resbundle 3% tiered ocacy ogram CEO pation ormal ocacy ogram 100806040200 Stage 1 Stage 2 Stage 3/4 33% 35% 42% 8% 38% 19% 8% 80% abling and partnering with champions, we’re able to erate adoption, navigate change, drive engagement etter demonstrate how our communities support usiness. ”Catania, Manager, Internal Social Media, Walgreens 70% of best in class communities have a dedicated budget vs. 51% for non-best in class Over 80 percent of best-in-class communities have their budgets approved by C- or VP-level executives, suggesting alignment with strategic corporate objectives. that give them something of value in return for their contributions – often including access to formal leaders. When executives create content, post comments and interact with members, their attention and ex- ample signal the business value of the community to members and the organization. That said, many executives are cautious about community. The Community Roundtable’s Social Executive research suggests targeting executives at varying levels of engagement, understanding their needs and offer- ing coaching and personalized training to increase their comfort levels and engagement. Advocacy programs get a lot of attention, and rightly so, because they correlate to higher rates of engagement and value. This is due to advocates’ direct contributions and to their powerful peer in- fluence, which encourages others to contribute in specific ways. Great advocacy programs do much more than assign titles and provide badges for in- dividuals to display. The best advocacy programs are multi-tiered – addressing a variety of advocate types and providing advocates with exclusive ac- cess to information and people, and explicit mech- anisms to provide regular feedback. Building programs to support leaders is typically resource intensive and ongoing. However, it is one of the most effective ways to scale the impact and value of community management, and it should be 0% Any Executive Participation Substantive Executive Participation CEO Participation Formal Advocacy Program 34% 14% 58% 33% 35% 42% 8% 28% 38% 19% 22% 80% MATURITY MARKERS BY STAGE: LEADERSHIP
  19. 19. Managing Your Community Establish Manage EngageMeasure
  20. 20. 1 Have a promotion / awareness plan 2 Have resources to support your community 3 Walk before you run Key Takeaways – Community Management
  21. 21. Have a promotion/awareness plan at every phase of growth. From launch to ongoing management, always have a promotion/awareness plan. Use existing promotion channels in your company (newsletters, website, email, etc.). If an external/public community, take advantage of social media
  22. 22. Promotion/awareness - eWay
  23. 23. Promotion/awareness - Flexera http://blogs.flexerasoftware.com/ecm/2015/06/flexera-software-customer-community.html
  24. 24. Have resources to support your community. Community management and moderation is important from Day 1 Community management is different than community moderation Think designated, not dedicated resources
  25. 25. Have resources to support your community
  26. 26. Have resources to support your community. Successful communities rely on 3 types of resources: 1)  Core team (active day-to-day management and moderation of community) 2)  Extended team (employees) 3)  Community (MVPs, volunteers, etc.)
  27. 27. As you scale, do one thing at a time and do it right Onboard members CRAWL Launch WALK Engagement Reward / Recognition Focus on P2P collaboration RUN Build Value Innovate / co- create Enlistment Begin with most important interactions
  28. 28. Engagement Establish Manage EngageMeasure
  29. 29. 1 Define what engagement means for your community 2 Have a reward / recognition plan 3 Develop and nurture members Key Takeaways - Engagement
  30. 30. Define what engagement means for your community Think of a contribution spectrum, include Business Processes What types of contribution are most important? What cues will you provide? Guide people to the most relevant content
  31. 31. Define what engagement means for your community source: https://segment.com
  32. 32. Vibrancy
  33. 33. Recognition and Reward Program Points and leaderboards are important but not sufficient Celebrate and feature MVPs, experts, and ordinary members of community Think intrinsic over extrinsic motivation (company gifts are great but most habits are formed based on extrinsic motivators)
  34. 34. Fogg Behavior Model to learn more: http://www.behaviormodel.org/ From the Salesforce perspective, one of the more common mistakes made in communities is they don’t provide sufficient triggers to get members to perform a certain behavior. They have the motivation and ability but are missing a trigger, per BJ Fogg’s model.
  35. 35. Fogg Behavior Model – Examples of Triggers
  36. 36. Develop and nurture users Define onboarding program, help new members onboard successfully Always welcome new members, give them a place to introduce themselves Develop your MVPs but don’t overlook the casual participant (the “9” in the 90:9:1) Active community members come in all types: fans/advocates, helpers, experts, socializers
  37. 37. Measurement Establish Manage EngageMeasure
  38. 38. 1 Define key metrics / KPIs 2 Establish a reporting plan 3 Create a Community Plan Key Takeaways - Measurement
  39. 39. Measurement — define metrics/KPIs Define key metrics for success (what’s important to your community). Traditional metrics (members, posts, comments, etc.) matter, but think of refined measures such as member attrition, time on site, conversation depth. Adoption metrics are different than engagement.
  40. 40. What to measure ADOPTION METRICS ENGAGEMENT METRICS Activated members as % of total members Contributors as % of total users Readers (lurkers) as % of activated users # of groups # of active groups as % all groups Profile completeness Page Views Visits Activity Growth - Posts - Votes - Comments - Groups - Ideas - Members Activity ratio / member / unit time (month) / group
  41. 41. Website Metrics – Page Views, Visits, Registered members Activity Growth – Posts, Votes, Comments, Groups Quality of Interaction – Time Spent, Return Visits, Visitor # Program Growth – Increase Membership, # MVPs, # User Groups, # User Group Members How Success Community Measure Community Success
  42. 42. Reporting — communicate value Develop a plan to deliver regular reports to key stakeholders. Don’t overdo it with data. Organize metrics in a manner that makes it easy to understand (traffic, members, content, interaction, responsiveness). Survey community members. Tie data to events where possible.
  43. 43. Plan for success – create a community plan Every phase of growth requires planning. A community calendar is an important part of planning. Include milestones & events related to the company and the community. They could be one-time or recurring. Stay close to the business, the calendar should reflect this.
  44. 44. Community Management Canvas A useful tool to plan your overall community strategy
  45. 45. Community Management Canvas www.salesforce.com/canvas
  46. 46. Community Management Canvas Community Management Canvas PURPOSE JOURNEY (USERS/TOUCH-POINTS) • Describe the purpose of the community • What value does it bring to your company/organizations? • What value does it bring to your employees/partner/customers? • How can the company and community member create value together? • Who will participate in the community? • What is their role? • What will they do? • What is their journey? PROMOTION EXECUTIVE SPONSORSHIP • What are the options available (internal/external) to promote community? • How will you promote on main home page? • If an external customer community, how will you incorporate social media? • Who are the sponsors? Do they need coaching? • What is the communication plan for them? • Will they be involved in approving the community management budget? Key Metrics/ROI: ADOPTION METRICS Key Metrics/ROI: ENGAGEMENT METRICS Key Metrics/ROI: ROI MEASUREMENT Sample Metrics: • Active members as % of total members (last 30 days) • Contributors as % of total members (last 30 days) • Readers (lurkers) as % of active users • # of groups created • # of active groups as % all groups • Profile completeness (% of members) • Page views • Logins Sample Metrics (compare month-to-month or quarter-to-quarter): • post volume per month/quarter • membership growth per month/quarter • comments per month/quarter • groups created per month/quarter What are the key business outcomes for your company that the community can influence? STAFFING RESOURCES ADOPTION/ENGAGEMENT GROWTH OBJECTIVES • Who will make up the core community team (roles/ responsibilities)? • Who from the rest of your organization will be involved? • Will you need volunteers from your community? • How will you recruit/involve them? What responsibility will they be given? • Do you regularly welcome new members and ask them to introduce themselves? • What are the 4-5 things members need to do to onboard in your community? • What types of member contributions are most important for your community? • What content strategy do you have for your community? Is it mostly company-generated (marketing materials, FAQs, how- tos, etc.) or user-generated (answers, articles, multimedia, etc.)? • How will you communicate these onboarding steps to your members? • What are your goals for your community (membership, activity, solutions, etc.)? • How will your community support your company/business unit objectives? INTERNAL REPORTING PLAN COMMUNITY CALENDAR REWARD/RECOGNITION • Do you have a plan to regularly share updates on the community? • Who (executives, champions, etc.) will receive these updates? • What type of data/information will you share? • How frequently will these reports be created? • What format will you use to communicate (email, meetings, etc.)? • Do you know the upcoming company announcements that might be important to discuss in your community? • What community milestones will you expect to achieve in the next 12 months? • Do you need a community communication plan for these milestones (such as new content, home page announcement, message to members, etc.)? • Do you plan to introduce new features in the next 12 months? • Have you defined the rank structure in your community (points per level, rank name, points per type of contribution)? • What type of engagement is most important in your community and how will you motivate and reward members for this activity? • What is your plan to feature top contributors and comapny experts? • Do you (or will you) have an MVP program in your community? Created by: C Castro (Salesforce), P Venkat (Salesforce), D Spinks (CMX Hub)Section 1 HOW TO USE THIS CANVAS: Inspired by the Business Model Canvas, we’ve developed this tool to help Community Managers plan their ongoing management of their community. This canvas is divided in three sections: Section 1 contains some questions you should think about for each element, Section 2 is a blank canvas for you to complete and Section 3 is a sample canvas to show the kind of information you might want to include. Questions/Comments? Please contact: ccastro@salesforce.com PURPOSE JOURNEY (USERS/TOUCH-POINTS) • Describe the purpose of the community • What value does it bring to your company/organizations? • What value does it bring to your employees/partner/customers? • How can the company and community member create value together? • Who will participate in the community? • What is their role? • What will they do? • What is their journey? PROMOTION EXECUTIVE SPONSORSHIP • What are the options available (internal/external) to promote community? • How will you promote on main home page? • If an external customer community, how will you incorporate social media? • Who are the sponsors? Do they need coaching? • What is the communication plan for them? • Will they be involved in approving the community management budget?
  47. 47. Community Management Canvas PURPOSE JOURNEY (USERS/TOUCHPOINTS) • Describe the purpose of the community. • What value does it bring to your company/organizations? • What value does it bring to your employees/partners/customers? • How can the company and community members create value together? • Who will participate in the community? • What is their role? • What will they do? • What is their journey? PROMOTION EXECUTIVE SPONSORSHIP • What are the options available (internal/external) to promote the community? • How will you promote on main home page? • If an external customer community, how will you incorporate social media? • Who are the sponsors? Do they need coaching? • What is the communication plan for them? • Will they be involved in approving the community management budget? KEY METRICS: ADOPTION KEY METRICS: ENGAGEMENT KEY METRICS: ROI MEASUREMENT Sample Metrics: • Active members as a percentage of total members (last 30 days) • Contributors as a percentage of total members (last 30 days) • Readers (lurkers) as a percentage of active users • Number of groups created • Number of active groups as a percentage all groups • Profile completeness (a percentage of members) • Page views • Logins Sample Metrics (compare month-to-month or quarter-to-quarter): • Post volume per month/quarter • Membership growth per month/quarter • Comments per month/quarter • Groups created per month/quarter • Number of repeat visits What are the key business outcomes for your company that the community can influence? STAFFING RESOURCES ADOPTION/ENGAGEMENT GROWTH OBJECTIVES • Who will make up the core community team (roles/ responsibilities)? • Who from the rest of your organization will be involved? • Will you need volunteers from your community? • How will you recruit/involve them? What responsibilities will they be given? • Do you regularly welcome new members and ask them to introduce themselves? • What are the 4—5 things members need to do to onboard in your community? • What types of member contributions are most important for your community? • What content strategy do you have for your community? Is it mostly company-generated (marketing materials, FAQs, how- tos, etc.) or user-generated (answers, articles, multimedia, etc.)? • How will you communicate these onboarding steps to your members? • What are your goals for your community (membership, activity, solutions, etc.)? • How will your community support your company/business unit objectives? INTERNAL REPORTING PLAN COMMUNITY CALENDAR REWARD/RECOGNITION • Do you have a plan to regularly share updates on the community? • Who (executives, champions, etc.) will receive these updates? • What type of data/information will you share? • How frequently will these reports be created? • What format will you use to communicate (email, meetings, etc.)? • Do you know the upcoming company announcements that might be important to discuss in your community? • What community milestones will you expect to achieve in the next 12 months? • Do you need a community communication plan for these milestones (such as new content, home page announcement, message to members, etc.)? • Do you plan to introduce new features in the next 12 months? • Have you defined the rank structure in your community (points per level, rank name, points per type of contribution)? • What type of engagement is most important in your community and how will you motivate and reward members for this activity? • What is your plan to feature top contributors and company experts? • Do you (or will you) have an MVP program in your community? © Copyright 2015 salesforce.com, inc.Section 1 HOW TO USE THIS CANVAS Inspired by the Business Model Canvas, we’ve developed this tool to help community managers plan their ongoing management of their communities. This canvas is divided into two sections: Section 1 contains some questions you should think about for each element and Section 2 is a blank canvas for you to complete. Questions/Comments? Please contact ccastro@salesforce.com. Community Management Canvas PURPOSE JOURNEY (USERS/TOUCHPOINTS) • Describe the purpose of the community. • What value does it bring to your company/organizations? • What value does it bring to your employees/partners/customers? • How can the company and community members create value together? • Who will participate in the community? • What is their role? • What will they do? • What is their journey? PROMOTION EXECUTIVE SPONSORSHIP • What are the options available (internal/external) to promote the community? • How will you promote on main home page? • If an external customer community, how will you incorporate social media? • Who are the sponsors? Do they need coaching? • What is the communication plan for them? • Will they be involved in approving the community management budget? KEY METRICS: ADOPTION KEY METRICS: ENGAGEMENT KEY METRICS: ROI MEASUREMENT STAFFING RESOURCES ADOPTION/ENGAGEMENT GROWTH OBJECTIVES • Who will make up the core community team (roles/ responsibilities)? • Who from the rest of your organization will be involved? • Will you need volunteers from your community? • How will you recruit/involve them? What responsibilities will they be given? • Do you regularly welcome new members and ask them to introduce themselves? • What are the 4—5 things members need to do to onboard in your community? • What types of member contributions are most important for your community? • What content strategy do you have for your community? Is it mostly company-generated (marketing materials, FAQs, how- tos, etc.) or user-generated (answers, articles, multimedia, etc.)? • How will you communicate these onboarding steps to your members? • What are your goals for your community (membership, activity, solutions, etc.)? • How will your community support your company/business unit objectives? INTERNAL REPORTING PLAN COMMUNITY CALENDAR REWARD/RECOGNITION • Do you have a plan to regularly share updates on the community? • Who (executives, champions, etc.) will receive these updates? • What type of data/information will you share? • How frequently will these reports be created? • What format will you use to communicate (email, meetings, etc.)? • Do you know the upcoming company announcements that might be important to discuss in your community? • What community milestones will you expect to achieve in the next 12 months? • Do you need a community communication plan for these milestones (such as new content, home page announcement, message to members, etc.)? • Do you plan to introduce new features in the next 12 months? • Have you defined the rank structure in your community (points per level, rank name, points per type of contribution)? • What type of engagement is most important in your community and how will you motivate and reward members for this activity? • What is your plan to feature top contributors and company experts? • Do you (or will you) have an MVP program in your community? HOW TO USE THIS CANVAS Inspired by the Business Model Canvas, we’ve developed this tool to help community managers plan their ongoing management of their communities. This canvas is divided into two sections: Section 1 contains some questions you should think about for each element and Section 2 is a blank canvas for you to complete. Questions/Comments? Please contact ccastro@salesforce.com.
  48. 48. Community Management Canvas PURPOSE JOURNEY (USERS/TOUCHPOINTS) • Describe the purpose of the community. • What value does it bring to your company/organizations? • What value does it bring to your employees/partners/customers? • How can the company and community members create value together? • Who will participate in the community? • What is their role? • What will they do? • What is their journey? PROMOTION EXECUTIVE SPONSORSHIP • What are the options available (internal/external) to promote the community? • How will you promote on main home page? • If an external customer community, how will you incorporate social media? • Who are the sponsors? Do they need coaching? • What is the communication plan for them? • Will they be involved in approving the community management budget? KEY METRICS: ADOPTION KEY METRICS: ENGAGEMENT KEY METRICS: ROI MEASUREMENT Sample Metrics: • Active members as a percentage of total members (last 30 days) • Contributors as a percentage of total members (last 30 days) • Readers (lurkers) as a percentage of active users • Number of groups created • Number of active groups as a percentage all groups • Profile completeness (a percentage of members) • Page views • Logins Sample Metrics (compare month-to-month or quarter-to-quarter): • Post volume per month/quarter • Membership growth per month/quarter • Comments per month/quarter • Groups created per month/quarter • Number of repeat visits What are the key business outcomes for your company that the community can influence? STAFFING RESOURCES ADOPTION/ENGAGEMENT GROWTH OBJECTIVES • Who will make up the core community team (roles/ responsibilities)? • Who from the rest of your organization will be involved? • Will you need volunteers from your community? • How will you recruit/involve them? What responsibilities will they be given? • Do you regularly welcome new members and ask them to introduce themselves? • What are the 4—5 things members need to do to onboard in your community? • What types of member contributions are most important for your community? • What content strategy do you have for your community? Is it mostly company-generated (marketing materials, FAQs, how- tos, etc.) or user-generated (answers, articles, multimedia, etc.)? • How will you communicate these onboarding steps to your members? • What are your goals for your community (membership, activity, solutions, etc.)? • How will your community support your company/business unit objectives? INTERNAL REPORTING PLAN COMMUNITY CALENDAR REWARD/RECOGNITION • Do you have a plan to regularly share updates on the community? • Who (executives, champions, etc.) will receive these updates? • What type of data/information will you share? • How frequently will these reports be created? • What format will you use to communicate (email, meetings, etc.)? • Do you know the upcoming company announcements that might be important to discuss in your community? • What community milestones will you expect to achieve in the next 12 months? • Do you need a community communication plan for these milestones (such as new content, home page announcement, message to members, etc.)? • Do you plan to introduce new features in the next 12 months? • Have you defined the rank structure in your community (points per level, rank name, points per type of contribution)? • What type of engagement is most important in your community and how will you motivate and reward members for this activity? • What is your plan to feature top contributors and company experts? • Do you (or will you) have an MVP program in your community? © Copyright 2015 salesforce.com, inc.Section 1 HOW TO USE THIS CANVAS Inspired by the Business Model Canvas, we’ve developed this tool to help community managers plan their ongoing management of their communities. This canvas is divided into two sections: Section 1 contains some questions you should think about for each element and Section 2 is a blank canvas for you to complete. Questions/Comments? Please contact ccastro@salesforce.com. Community Management Canvas KEY METRICS: ADOPTION KEY METRICS: ENGAGEMENT KEY METRICS: ROI MEASUREMENT Sample Metrics: • Active members as a percentage of total members (last 30 days) • Contributors as a percentage of total members (last 30 days) • Readers (lurkers) as a percentage of active users • Number of groups created • Number of active groups as a percentage all groups • Profile completeness (a percentage of members) • Page views • Logins Sample Metrics (compare month-to-month or quarter-to-quarter): • Post volume per month/quarter • Membership growth per month/quarter • Comments per month/quarter • Groups created per month/quarter • Number of repeat visits What are the key business outcomes for your company that the community can influence? • Who will make up the core community team (roles/ responsibilities)? • Who from the rest of your organization will be involved? • Will you need volunteers from your community? • How will you recruit/involve them? What responsibilities will they be given? • Do you regularly welcome new members and ask them to introduce themselves? • What are the 4—5 things members need to do to onboard in your community? • What types of member contributions are most important for your community? • What content strategy do you have for your community? Is it mostly company-generated (marketing materials, FAQs, how- tos, etc.) or user-generated (answers, articles, multimedia, etc.)? • How will you communicate these onboarding steps to your members? • What are your goals for your community (membership, activity, solutions, etc.)? • How will your community support your company/business unit objectives? INTERNAL REPORTING PLAN COMMUNITY CALENDAR REWARD/RECOGNITION • Do you have a plan to regularly share updates on the community? • Who (executives, champions, etc.) will receive these updates? • What type of data/information will you share? • How frequently will these reports be created? • What format will you use to communicate (email, meetings, etc.)? • Do you know the upcoming company announcements that might be important to discuss in your community? • What community milestones will you expect to achieve in the next 12 months? • Do you need a community communication plan for these milestones (such as new content, home page announcement, message to members, etc.)? • Do you plan to introduce new features in the next 12 months? • Have you defined the rank structure in your community (points per level, rank name, points per type of contribution)? • What type of engagement is most important in your community and how will you motivate and reward members for this activity? • What is your plan to feature top contributors and company experts? • Do you (or will you) have an MVP program in your community? © Copyright 2015 salesforce.com, inSection 1
  49. 49. Resources
  50. 50. RESOURCES http://www.communityroundtable.com/ http://cmxhub.com/ #esn & #cmgr on Twitter http://www.feverbee.com/ http://mycmgr.com/
  51. 51. Salesforce Success Community
  52. 52. Salesforce Success Community
  53. 53. thank y u

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