Slide Set 1 for my forthcoming Strathclyde MBA: Social Media/Social Business Class in Abu Dhabi and Malaysia, May 2013. The main focus of the slides is Social Media and Social Media/Social Business Strategy Development. The slides should be studied together with Slide Set 2 entitled 'From Social Media to Social Business'

1. Social Media/
Social Business:
Strategy and
Management
Dr Jim Hamill
www.energise2-0.com
www.twitter.com/drjimhamill
May, 2013

2. A note on terminology….
Social Media (External)
Social Business (Internal)

3. Course Overview
The Social Media Revolution……
• Key issues involved in developing, implementing and
proactively managing an effective Social Media/Social Business
Strategy for building sustained customer and competitive
advantage
• A simplified Balanced Scorecard approach will be used to
ensure that social media/social business actions and initiatives
are fully aligned with and supportive of core business goals and
objectives. A key focus will be the use of agreed KPIs and
targets to measure on-going social media performance and
business impact

4. Learning Outcomes
Subject specific knowledge and skills:
• Opportunities and threats presented by the Social Media
Revolution (Internally/Externally)
• Key issues involved in developing an effective Social Media/Social
Business Strategy
• Steps involved in successful strategy implementation and
management
• Key social media/social business success factors
• Balanced Scorecard approach to measuring social media/social
business performance and business impact
• Organisation, people and resource issues critical to social
media/social business success
• Practical case examples of social media/social business in action

5. Learning Outcomes
Cognitive abilities and non-subject specific skills:
• Undertake a social media/social business landscape analysis for
your organisation
• Set up a Social Media Listening System
• Develop an agreed Social Media/Social Business Strategy for your
organisation
• Agree the core business objectives, goals and targets to be
achieved
• Identify the key social media actions and initiatives to be
implemented and an ‘Action Plan’ for getting there
• Agree the Key Performance Indicators (KPIs), metrics and
analytics to be used in measuring social media performance,
business impact and ROI
• Ensure that all key success factors have been considered

6. Teaching and Learning Methods
The four main teaching and learning methods used in the class will
be:
• Lectures and related support material
• Open discussion and debate in class
• Group work in developing an agreed Social Media Strategy for
an organisation of your own choice
• Group presentation

7. Questions
If you have any questions, don’t bother
asking because I don’t really care if you have
any questions, what your opinion is or what
you think. If you ask a question I will ignore
you
How many companies treat their customers
that way? How ‘social’ is your organisation?

8. A conversation
not a broadcast
presentation

9. Assignment
• The assessment for this class will be a group assignment
involving a class presentation and preparation of a Social Media
Strategy Document for an organisation of the group’s own
choice (Word limit: 3,000 words)
• Students failing to pass the assignment with a mark of 50% or
more will be required to resubmit

10. Agenda
• Understanding the Basics - The Social Media Revolution;
Social Media in Action – Examples; Key Things to Remember
about Social Media; Social Media Listening System
• From Social Media to Social Business
• ‘Getting There’ – Social Media Planning Pays
– Social Media/Social Business Strategy Development
– Implementation
– Performance Measurement and Business Impact
• Group Work

11. Timetable
Friday (all day) & Saturday (AM)
– ‘Lectures’ and class discussion
Saturday (PM) & Sunday (AM)
– Group work
Sunday (PM)
– Group presentations

12. Assignment/Group Work
Groups of 4/5 students
Taking an organisation of
your own choice, evaluate the progress
made in adopting social media.
Your evaluation should cover use of social media
on the organisation’s own web site and the extent of
their involvement in external social media sites.
Make strategic recommendations for improvement

13. Continue the conversation at
www.energise2-0.com

14. www.energise2-0.com

15. Social Media (External)

16. Let’s start with a
few questions?

17. Social Media: The State of Play
Where are we in our use of
social media?
What progress has been
made?
Where are we going?

18. What road are we on?

19. Our View on Progress Made
Interest and enthusiasm has grown rapidly
Channels are being set up
But lack of strategic planning leads to
problems down the line - resourcing,
content, customers, performance
measurement, business impact and ROI
A broadcast mentality prevails…….

20. Is there something
fundamentally wrong with our
approach to Social Media?

21. Something Wrong…..
Are we using social media as just another
PR/marketing channel for broadcasting messages AT
customers telling them how good we are?
Is anyone listening
anymore?
Have the rules of business
changed?

22. Be Social
New ‘mindsets’ are
required to be
successful in social
media
‘BE SOCIAL
BEFORE
DOING SOCIAL’

23. Be ‘Customer Led’
Talking WITH rather than
AT your customers is the
core foundation of a
successful social media
strategy
The basis of a good
conversation is
to listen first

24. ‘Social Media Planning Pays’

25. The Social Media
Revolution

28. Social Media
An Overview
»Applications
»Features and Characteristics
»Implications

29. Social Media
Applications
Open source
Online Applications/ Web Services
Social/ Prof Network Sites
Social Bookmarking
Internal Social Technologies
Blogs or Weblogs
Wikis
Podcasts/ Vodcasts
Virtual Realities
Mash Ups
RSS Feeds
Mobile Web; Internet Telephony
Twitter
Characteristics
Communities and
Networks
Openness
Sharing
Peering
Hosted Services – online
applications; the Internet
as the platform
Interactivity
Social Element
Mass Collaboration
Empowerment
Global
Impact – Wikibusiness
Mindset
Business Intelligence
Customer Insight and
Understanding
Customer Interaction
Enhanced Customer Experience
– Rich Internet Applications
Reputation Management
Sales and Marketing
Product Development and R&D
e.g. engage and co-create
IT/Software/Applications
Operations, Internal Processes
and HRM

30. Social Media in Plain English

31. How important
has it become?

32. The Social Media Revolution

33. Potential Business Benefits
of Social Media

34. Business Benefits
Market Knowledge
Customer Insight and Understanding
Customer Interaction/Service
Enhanced Customer Experience
Business Intelligence
Reputation Management

35. Business Benefits
Improved Sales and Marketing
Identify and network with high value, high growth prospects
Product Development and R&D e.g. engage and co-create
Internal cost savings
Improved Operations/Internal Process Efficiency/Collaboration
Increased ROI

36. Potential Business Benefits
5 main areas:
• Market/Customer Knowledge & Insight
• Engagement & Reputation Management
• Enhanced Customer Experience and Loyalty
• Sales/Marketing Effectiveness, Efficiency and ROI
• Internal – efficiency, knowledge exchange etc

37. Social Media in Action
Quick Examples

38. In a Web 2.0 Era, the Brand Becomes
the Customer Experience of the
Brand
A quick ‘personal experience’
Dubai Hotel

43. From the web site
• This 5-star hotel and residence offers European hospitality
with an unmistakable French touch. The hotel consists of
318 beautifully appointed guest rooms/suites, while the
residence offers 112 fully furnished and equipped deluxe
Studios and 1-3 bedroom apartments.
• The ultimate in comfort, we offer 318 luxuriously elegant
rooms and suites.
• Take a trip. Escape. Go and visit somewhere new and see if
we are there… Give in to that irresistible wanderlust.
Discovering and staying in the most exceptional hotels in the
world has become the modern-day Graal, a game, a quest…

44. The Customer Experience
of the Brand
Tripadvisor

45. From Tripadvisor
• It's getting old, the rooms are unappealing and it will never
be more than a business hotel
• Being a Sofitel hotel we expected something quite 'flashy'
unfortunately we were let down. The rooms, although
comfortable and clean, were not of the standard we
expected and were definately not what we expected after
looking at the photos on the hotel's website.
• Booking my stay via the Sofitel website after a pleasant
experience at several other Sofitel locations over the past 2
years with my new job I was looking forward to a 5 star
luxury stay after a stressful business trip. My expectations
were reasonable, however certainly not met by this hotel

48. United Breaks Guitars

49. Crowdsourced NPD

50. www.skittles.com

51. The rules of the game have changed
The 5 key things to
remember about Social
Media

52. 1. It’s a Revolution
A fundamental and revolutionary change
in online behaviour, expectations and
the online customer experience.
The end of the ‘read only’ internet
Content generated by the network for
the network
We are no longer passive consumers of
content/brand messages

53. 2. It’s Social
A conversation
not a broadcast
platform
Conversations are taking
place relevant to your
brand – are you listening?

54. Social Media Monitoring

55. www.topsy.com

56. www.topsy.com

57. www.topsy.com

58. www.mention.net

59. www.mention.net

60. The Connected Consumer

61. 3. Power Shift
Social media empowers
customers, empowers the network
We no longer control the brand
The brand becomes the customer
experience of the brand –
experiences that are widely
shared online

63. 4. Declining Effectiveness
Declining effectiveness of traditional
approaches to sales and marketing
Does anyone listen any more?
We are no longer passive sheep
waiting to be ‘driven’ to your web site
If you treat us like sheep, we will tell you
to ‘flock off’.

64. Do You Listen?
Source: The Future of Advertising, APA, 17/02/09 as published on Slideshare
(www.slideshare.com)

65. Do You Listen?

66. 5. The End of Business as Usual
New ‘mindsets’, new business
approaches and new performance
measures are required
NOT a broadcast medium. Its
about listening to and engaging
with customers, partners, your
community, your tribe
This is something we are not very
good at doing. We prefer telling
people how good we are

67. The End of Business as Usual
‘Winners’ will be those organisations who fully
utilise the interactive power of Web 2.0
technology for engaging with and energising
customer and network relationships

68. New Performance Measures
• Business success depends on the quality of your customer
base; the strength of the relationship you have with quality
customers; and your ability to leverage that relationship
• In a social media era, business success depends on the
– Quality of your network
– Relationship strength
– Ability to leverage
The 6Is Approach

69. Performance Measurement
 Involvement – network/community numbers/quality, time
spent, frequency, geography
 Interaction – actions they take – read, post, comment, reviews,
recommendations
 Intimacy – affection or aversion to the brand ; community
sentiments, opinions expressed etc
 Influence – advocacy, viral forwards, referrals and
recommendations, social bookmarking
 Insight – customer insight
 Impact – business impact
Social Media Monitoring Tools –Audit,
Assess, Impact

70. The ‘6Is’ Approach
Insight and
Impact
Involvement
InteractionIntimacy
Influence

71. Bob Dylan
Come gather 'round people
Wherever you roam
And don’t criticise
What you can't understand
Your sons and your daughters
Are beyond your command
Your old road is
Rapidly agin‘
Then you better start swimmin’
Or you'll sink like a stone
For the times they are a-changin’

72. A note on
Inbound Marketing

73. Inbound Marketing
Spread your content as widely
as possible to get found
Pull people to your
web site, blog etc
Flood your ‘funnel’ with
suspects
Analyse and Convert

74. Inbound Marketing

75. Inbound Marketing

76. What’s wrong with this approach?

77. Drowning in an Sea of Noise

78. Our Response

79. The Customer Manifesto
We are not sales suspects,
prospects or leads. We do not
want to be converted
We are no longer an ‘audience’
We are people. In fact,
‘We Are The People’
We are your customers and
we are King! Social media
empowers us. We control the
Information Age.
Welcome to our world, not yours!

80. The Customer Manifesto
Don’t treat us like passive sheep
waiting to be driven to your web site or blog
Use social media to deliver exceptional
Customer Experiences
That way, we will become brand
advocates and ‘spread the word’ for you
Our network will listen more to us than you

81. Customers are the Revolution

82. From Social Media to
Social Business (Internal)
See Slides 2

83. ‘Getting There’
Social Media/Social
Business Strategy
Development and
Implementation

84. Practical Advice
and Next Steps to
Avoid the Road to
Nowhere
‘Social Media/Social Business
Planning Pays’

85. Social Media/Social
Business Strategy
and Action Plans

86. Use a Simplified Balanced Scorecard
• Will ensure that the social media/social business actions and
initiatives you take are fully aligned with and supportive of your
overall business goals and objectives; that KPIs are agreed for
monitoring and evaluating social media/social business
performance, business impact and ROI; and all key success
factors are considered, especially the organization, people and
resource aspects critical to successful strategy implementation
• A Scorecard approach can also be very useful for internal and
external communications – a simple framework to present social
media/social business goals, objectives, key actions and
initiatives to colleagues, partners and other stakeholders

87. Social Media/Social Business BSC
• Not ‘paralysis by analysis’. By providing an agreed framework to
follow, the Balanced Scorecard considerably speeds up strategy
development and implementation
• The steps involved can be captured in a Social Media/Social
Business Strategy Map
• Five key questions to address……

88. Social Media/Social Business BSC
• What is the overall social media/social business vision for your
organization?
• What are the key objectives and targets to be achieved?
• Who are your customers?
• Key Actions and Initiatives
• Organisation, Resource and People Issues

89. Social Media/Business Strategy Map

90. Key Questions to Address
• What is the overall social media/social business vision for your
organisation?
• What are the key objectives and targets to be achieved from
social media/social business? Are these fully aligned with and
supportive of your overall business goals and objectives?
• Who are your customers? Where do you find them ‘hanging out’
on social media? How can you best engage with them?
• What are the main Social Media/Social Business Actions and
Initiatives you need to take – short, medium and longer term?
• What generic social media/social business strategy should you
follow (number of channels used/ depth of engagement in each
channel)?

91. Key Questions to Address
• For each priority Social Media/Social Business Channel, what
are your core objectives for that channel; what KPIs will be used
for measuring on-going channel performance; what are your
targets for each KPI; what key tasks are needed to achieve
these targets?
• Do we have the right organisational ‘culture’ and ‘mindset’ for
Social Media/Social Business? ‘Be social before doing social! Is
the right organisational and decision-making structure in place?
• Has agreement been reached on resource allocation?
• Who will be responsible for your social media/social business
activities? What balance has been agreed between internal and
external roles and responsibilities?

92. Key Questions to Address
• Who is the Social Media/Social Business Champion?
• Do you have agreed Social Media/Social Business Policies and
Guidelines in place covering ‘Proper Use’, ‘Content
Management’, ‘Customer Response Times/Quality’ and ‘Legal’
aspects?
• Performance evaluation and business impact

93. ‘Be Customer Led’

94. Be Customer Led
• Who are our customers, community, tribe?
• Where do they hang out in social media?
• How can we best use Social Media/Social
Business to deliver an exceptional customer
experience at all stages of the customer life
cycle?

95. www.mashable.com

96. Implementation and
Performance Measurement
– Channel Action Plans
– Performance Measurement
– Organisation, Resource, People

97. Channel Action Plans
• Once your Social Media/Social Business Strategy has been
agreed, brief Action Plans should be developed for each priority
SM channel
• Cascade the Balanced Scorecard approach to each priority
channel e.g. Twitter, Blog, Facebook, Linkedin, Internal
Community etc
• But not ‘Paralysis by Analysis’
• The Action Plan for each channel should include a clear
statement of…..

98. Channel Action Plans
• Vision
• Channel Objectives
• KPIs and Targets
• Customers
• Key Channel Actions and Initiatives for ‘getting
there
• Organisation, resource and people
• Tools and applications
• Performance measurement
• Do’s and Don’t’s

99. Guidelines for Effective
Social Media/Social
Business Management

100. 1. Channel Vision and Objectives
• Agree the overall vision for each channel
• Agree the main objectives to be achieved? Ensure
that these are closely aligned with and supportive
of your core business objectives?
• Agree the KPIs and targets to be used in
measuring on-going channel performance

101. KPIs and Targets
The 6Is Approach:
• Involvement – numbers/quality
• Interaction – level of two-way dialogue
• Intimacy – positive/negative sentiments
• Influence – word-of-mouth effect
• Insight – actionable market/customer insight
• Impact – business impact

102. The ‘6Is’ Approach
Insight and
Impact
Involvement
InteractionIntimacy
Influence

103. 2. Customers
• Who? Agree the main customers groups for this
channel – link back to your ‘Customer Mapping
Exercise’
• Agree objectives for each customer group e.g. build
brand awareness; engagement; loyalty; relationships;
advocacy
• How will this impact on your Channel Content Strategy?
How can you add value? Be ‘customer led’
• Include ‘Key Influencers’

104. 3. Channel Basics
• Channel/Page Set Up
• Profile Information
• Design
• Basic Layout
• Terminology
• Features/Functions
• Integration

105. 4. Key Success Factors
The ‘4Cs’ approach:
– Content
– Customers
– Conversations
– Conversion

106. Content
• Quality is critical – add value
• Adopt an ‘outside-in’ rather than ‘inside-out’
approach
• Sales messages OK but subtle and in moderation
• Beware of gaffes
• Not just publishing content but also customer
service

107. Content
Develop an agreed Content Plan
– Frequency
– Tone/Theme/Voice
– Topics
– Content Type e.g. text, infographic, video,
podcast etc
– Own/Others Content
– Sources of Inspiration
– Channel Integration/Fit

108. Why People Unfollow

109. Why People Unfollow

110. Customers
Build the Community
– Be strategic – size matters, but ‘who’ is just as
important
– Use existing communications channels
– Use the community building tools of each
channel
– Start by following, engaging then be followed
– Role of ‘Key Influencers’ is critical
– Avoid ‘get follower fast’ schemes

111. Conversation
• Social media is ‘marketing as a conversation’ with
your network. It is not about one way broadcasting
• Actively encourage interaction e.g. blog posts end
with request for comments/feedback; on Twitter
use Reply, RTs often; on Facebook/Linkedin –
participate in groups/forums
• This has time and resource implications

112. Conversion
Agree and measure the main
‘call to actions’ you are aiming for

113. 5. Organisation, People, Resources
• Build the right organisational ‘culture’ and ‘mindset’
for channel success
• Become a social organisation
• Ensure your channels are managed and resourced
properly
• Agree what policies and guidelines are needed

114. 6. Tools and Applications
• A very wide range of Social Media/Social Business
Management Tools are available

115. 7. Monitor and Measure
• To ensure that your SM strategy delivers a return
on investment, it is important to monitor and
evaluate on-going performance benchmarked
against agreed objectives, KPIs and targets
• Performance evaluation should be undertaken at
three main levels…

116. Performance Measurement
Should be undertaken at four main levels:
1. Individual social media channels
2. Overall ‘buzz’
3. Internal Social
4. Business Impact
Using the 6Is approach

117. Performance Measurement Tools
A range of tools are available at each level:
• Individual Channels – e.g. Facebook Insights; Klout;
Kred
• Overall ‘Buzz’ e.g. Topsy Analytics; Viralheat, other
paid SMM tools
• Business Impact e.g. Google (Social) Analytics; SCRM

118. Organization, Resource and People
Issues
• Organization, resource and people issues sit at the bottom of
your SM/SB Balanced Scorecard NOT because they are the
least important issues to address. In fact, the exact opposite is
true. The success of your Social Media/Social Business
Strategy is very much dependent upon appropriate decisions
being made in the areas listed:

119. Organization, Resource and People
Issues
• Do we have the right organisational ‘culture’ and ‘mindset’ for
Social Media/Social Business? ‘Be social before doing social!’
Is the right organisational and decision-making structure in
place?
• Has agreement been reached on resource allocation?
• Who will be responsible for your social media/social business
activities?
• Do you have agreed Social Media/Social Business Policies and
Guidelines in place covering ‘Proper Use’, ‘Content
Management’, ‘Customer Response Times/Quality’ and ‘Legal’
aspects?

120. Social Media Management
Do’s and Dont’s

121. Do’s and Don’t’s
Don’t Be a Showoff
– Your posts should add value to the ‘customer’ – it’s
not about ‘me,me,me’
Don’t Use Poor Grammar or Spelling
– Don’t try to be too cool
Don’t Get Too Personal (business users)
– Keep the conversations warm but professional; it’s
what business users expect and anything else
comes off as creepy

122. Do’s and Don’t’s
Don’t Automate
– It’s OK to schedule posts for specific times but don’t
automate everything. Social media is about
personal/brand engagement not blatant promotion
e.g. don’t automatically DM new twitter followers with
a sales message - it’s seen as spam.
Don’t Leave Air in the Conversation
– Respond as quickly as possible – within hours not
days.
Don’t Overpost
– Don’t flood your followers’ timelines

123. Do’s and Don’t’s
Do Shout Out to Users Who Mention You
– Thank those making favourable comments; be very
careful how you respond to any negative comments
Do Monitor Keywords and Sector Trends
– And respond when appropriate
Do Make an Informative Profile
– It’s the first point of contact so critical. Tell what you
will be posting about
Do Hang Out Where Your Customers Hang Out
– Don’t always expect them to come to you

124. In Summary……..‘Social
Media/Social Business
Planning Pays’

125. Thank You
Questions
www.energise2-0.com