Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

How to Measure and Benchmark your Enterprise Social Network

963 views

Published on

How do you measure, benchmark and calculate the ROI of your enterprise social network or your community? This presentation will give you a framework for understanding how to define, baseline, compare and use data in a way that educates and sells stakeholders on the costs and benefits of building a community.

Published in: Business
  • @Richard Rashty I don't disagree but different companies use different platforms (and have access to different data), have use cases, are in different industries all of which make a big difference in how ROI is calculated. So, it's possible, but right now somewhat challenging..
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Nice deck Rachel. I agree with you that is is difficult to compare the animation of the community between companies, but you can compare the outputs or outcomes of the efforts of the community. Many execs I talk to want to compare efforts of the community across their competitors, and it is the outcomes are the important metrics to capture and report on.
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here

How to Measure and Benchmark your Enterprise Social Network

  1. 1. How to Measure and Benchmark your Enterprise Social Network Rachel Happe Principal & Co-Founder
  2. 2. Research           Advisory       Training   Benchmarking       2! The Community Roundtable www.communityroundtable.com          TheCR                Network  
  3. 3. 3! Benchmarking Community
  4. 4. The Value of Benchmarking www.communityroundtable.com   1.  Focuses the Conversation Benchmarking provides concrete and actionable guidance that helps translate your strategic ambition into strategic reality. 2.  Injects Unbiased Perspective Data-driven analysis removes personal or political bias, providing and objective look at performance. 3.  Enables Confident Community Decision-Making Benchmarking tells you where you are and provides the data to make confident decisions about your community’s future.
  5. 5. What Do You Benchmark? www.communityroundtable.com   Management The approach to building successful communities Behavior How individual communication behavior is changing Results The value produced by the community; benefits including ROI
  6. 6. How do you benchmark? •  What’s  important?   •  How  will  you  track  it?  Define   •  What’s  the  current  state?   •  What  interval  will  you  track?  Baseline   •  Against  yourself?   •  Against  other  internal  communiFes?   •  Against  peers/idustry?   Compare   •  Educate  &  sell  execuFves   •  Planning  and  budgeFng   •  PrioriFzing  resource  uliFzaFon   Use  
  7. 7. Limits of Benchmarking www.communityroundtable.com   1.  Benchmarking is ‘dumb’ to your strategy Benchmarking provides a objective comparison, which is what makes it valuable, but because of thatit cannot indicate/evaluate where performance differences are intentional based on your unique context and strategy 2.  Trends, not specifics The best use of benchmarking is to see trends and use those to trigger deeper discussions about your approach – but it cannot define priorities unique to your organization. It is one of many great inputs to a strategic conversation.
  8. 8. 8! Benchmarking Community Management
  9. 9. The Value of Community Management www.communityroundtable.com   “Goals are for Losers” – Scott Adams
  10. 10. The Value of Community Management www.communityroundtable.com   Building Processes for Repeatable Results While you may be able to generate results without a well constructed management approach, it is difficult to maintain performance without a consistent, documented approach Can  measure  value  Gap  between  vision  and  ability  to  execute  
  11. 11. www.communityroundtable.com   Define: The Community Maturity Management
  12. 12. www.communityroundtable.com   Baseline: Document the current state
  13. 13. www.communityroundtable.com   Compare: Benchmark competencies ✔   ✔   ✔   ✔   ✔   ✔   ✔   ✔  
  14. 14. www.communityroundtable.com   Use: Define where you want to be
  15. 15. www.communityroundtable.com   Use: Build a roadmap
  16. 16. 16! Benchmarking Behavior
  17. 17. Impact! Phase 1 Hierarchy! Phase 2 Emergent Community! Phase 3 Community! Phase 4 Networke d! Pull! Grow! Transform! Behavior Change! Time! 17! Behavior change drives ROI
  18. 18. •  Information Seeking •  Content Management •  Collaborative Analysis and Decision-Making •  Co-creation of content •  Work Synchronization •  Stakeholder review •  Communication of decisions or outputs When  a  member  wants  to   ___________________________     they  will  use  the  community  to   __________________________,     instead  of  doing  _____________   __________________________.   Define: What is the existing and new behavior?
  19. 19. Baseline: What percent of the old behavior has been replaced? Old   Behavior   New   Behavior   % %
  20. 20. Compare: Gauge your inflection points Behavior! Time!
  21. 21. Use: Adjust community management approach Impact! Phase 1 Hierarchy •  Find an internal owner! •  Identify executive sponsor! •  Align goals and capabilities! Phase 2 Emergent Community •  Identify advocates ! •  Align goals and capabilities! •  Formalize governance! Phase 3 Community •  Document processes! •  Training! •  Evolve metrics & reporting! •  Creating new roles! ! Phase 4 Networked •  Change HR processes! •  Adapt corporate strategy! •  Phase out older tools ! ! ! Pull! Grow! Transform! Behavior Change! Time! 21!
  22. 22. 22! Benchmarking Results & Getting to ROI
  23. 23. Define: When  a  member  wants  to   ___________________________     they  will  use  the  community  to   __________________________,     instead  of  doing  _____________   __________________________   __________________________.     resolve an issue ask a question emailing a ticket system (CRM, bug tracking tool, etc. Answered Questions Report •  Total Questions •  Questions with Responses •  Time to First Response •  Questions with Helpful Answers •  Time to First Helpful Answer •  Questions with Correct Answers •  Time to Correct Answer •  Total Views
  24. 24. Baseline: Gather Data Metric   Baseline   Current  System   Baseline   Jive/Community     Total Questions #   Percent of Total Questions %   100%   0%   With Responses %   Time to first response hrs   With Helpful Answers %   Time to First Helpful Answer hrs   With Correct Answers %   Time to Correct Answer hrs   Total Views for All Questions
  25. 25. Compare: Assess Progress Metric   Baseline   Current   System   Baseline   Jive/ Community   Q2   Current   System   Q2   Jive/ Community   Other   Communi:es   Total Questions #   Percent of all questions %   100%   0%   With Responses %   Time to first response hrs   With Helpful Answers %   Time to First Helpful Answer hrs   With Correct Answers %   Time to Correct Answer hrs   Total Views for All Questions #  
  26. 26. Use: Communicate 0%   20%   40%   60%   80%   100%   August   September   October   Responses   Helpful  Response   Correct  Responses   0   1   2   3   4   5   August   September   October   Time  to  Respond   Time  to  Helpful   Response   Time  to  Correct   Response  Rate   No  Response   Response   Helpful   Correct   Response  Rate  Trend,  by  Month   Time  to  Response,  by  Month   670   680   690   700   710   720   730   740   Views   August   September   October   Views  Per  Ques:on,  by  Month  
  27. 27. Use: Potential Management Adjustments 1.  Engagement Approach: Close Response Gap Create a way to regularly highlight open questions like a Friday blog post or a bigger advocate initiative that encourage them to backchannel to prompt responses. 2.  Content Management Resourcing Allocating time to mark responses as helpful or correct so that reporting is more accurate. 3.  Tool Integration Consider integrating email distribution addresses to publish into the community, increasing question capture
  28. 28. Use: Constructing ROI Traditional Response Process Question -> Ticket System -> Resource time to respond Cost Per Answer = FTE / time to respond Community Response Process Question -> Community -> Percent requiring employee response * Resource time to respond Cost Per Answer =(FTE / (Percent of questions requiring employee response * time to respond)) Answers Avoided (Opportunity Cost) Per Answer: ((Views * multiplier/ confidence factor)*(FTE / (Percent requiring employee response * time to respond)))
  29. 29. 29! Community Performance Benchmark
  30. 30. 30! State of Community Management Developing the methodology www.communityroundtable.com   2010
  31. 31. Community Performance Benchmark www.communityroundtable.com   The Community Performance Benchmark Service Includes: •  Online survey for one community or network • Report •  Overall maturity score, compared to survey average and best-in-class •  Maturity score by competency, compared to survey average and best-in-class •  High level findings and recommendations •  Recommendations by competency • One review cycle • Webinar presentation Additional Options: •  More than one community •  Comparison to a different survey segment (use cases, industry, company size, etc) •  In-person presentation
  32. 32. 8| Key Observations ​ Content & Programming ​ Your community offers a variety of programs, including those for new members. You have an editorial calendar, and one way to increase the effectiveness of that calendar is to offer recurring programming, like a weekly Ask Me Anything chat, for example. Regular programming has a positive impact on member engagement. ​ Leadership ​ As your community matures, one area that you can spend time growing is your advocate program. Community leadership and advocacy programs are one way you can boost member participation in your community. ​ Your response did not indicate many executives are participating in the community. Spending time helping them understand the value of the community and how to participate will help the community mature. ​ This Community Performance Benchmark will cover your community’s performance in the eight competencies of the Community Maturity Model. We observed three key areas of opportunity for your community from your survey response: ​ Community Management ​ Your community has one full-time community manager – fewer resources than the survey average, but not uncommon. The number of responsibilities assigned to your community manager is closer to the responsibility profile of the most mature communities surveyed, which have more than five full-time resources to execute on those responsibilities. Key Observations
  33. 33. Analysis by Competency Maturity score Comparison Recommendations
  34. 34. Thank you! Rachel  Happe   Principal  &  Co-­‐Founder   The  Community  Roundtable     rachel@communityroundtable.com   617-­‐271-­‐4574   @rhappe   www.communityroundtable.com  

×