My blogevento (#ebe10) presentation, delivered in Seville, Spain, 20 November 2010.
Discusses how the Communications industry is moving beyond it's traditional stomping grounds, into business transformation.
Determining Which Social Platform is Right for Your BusinessRobin Hamman
The emergence of "social media" isn't as recent as most people think. On an old list-serve's file database, I came across a presentation I wrote about the benefits of social media, and how to choose the right platform, in November 2000. I have no recollection of the audience for this, but found it interesting that I'd say many of the same things, 16 years later....
Fickle Friends (or Would Your Brand Be Sad if All It's Fans Suddenly Died?)Robin Hamman
It's an interesting and challenging premise - "would your brand be sad if a meteor suddenly came crashing out the sky, selectively wiping out all your brand's fans and followers?".
Sure, as humans, we'd be horified by such a tragedy, but would the sudden loss of all your brand's fans have much if any impact on the value of the brand or your sales? If the answer is no, or you simply don't know, the chances are that your social presence isn't delivering strategic value. And that's a shame.
First presented at Marketing Kingdom Belgrade on 06 March 2015.
A short presentation for a conference on Organisational Agility. I argue that the most fruitful opportunities for social media are found in instances where inteternal and external social media can be joined up.
Slides from my lecture today to the City University International Journalism MA students... it's meant to be the introduction of thoughts, rather than to provide any certain and specific plans.
Social Media and Broadcasting: Presentation to the Australian Broadcasting Co...Robin Hamman
A wide ranging presentation on the use of social media which I've created for an audience of people working in broadcasting. Most examples taken from UK media use of social media, with emphasis on techniques and tools are simple, yet powerful, such as finding and reflecting audience opinions rather than building platforms that support this functionality. Towards the end, it gets to examples of deep engagement, where audiences co-create content.
Social Media Monitoring - Putting Marketing and Public Relations at the Centre of the Flow(s)
Presentation from Online Information, 03 December, London Olympia
http://www.online-information.co.uk/online09/seminar_description_online.html?presentation_id=842
"In traditional consumer and audience facing businesses, marketing is often viewed as secondary activity, far from the core of the business. When attempts have been made to measure the direct impact of marketing activities on the bottom line, the results have been less than convincing. It's difficult to determine whether that increase in sales was attributable to an advertising campaign or simply down to consumers being encouraged to go out and spend by good whether or other uncontrollable and unmeasurable influences. To make the impact of marketing activities measurable requires a shift, possible through the use of social media, towards the centre of the organisation. No longer does marketing have to be just about pumping out messages, but can also be about monitoring what audiences and consumers are saying, engaging with them directly, and involving them in business innovation such as refining or creating new products and services, the impact of which is measurable. It's time to bring marketing in from the cold, and to enable marketers be the power brokers at the intersection between involved consumers and the core of your business. This is what we at Headshift call Social Business Design. "
Most companies still have a mass mentality. The individual knowledge, skill and creativity held by staff is hidden behind processes devised in the image of the assembly line.
Products and services are viewed as a source of profit at the point of sale, not after - so talking to customers who have already spent their money is seen as a cost not a source of value.
This presentation, the Keynote at Unicom, held in London on 03 June 2009, shows how social media can change all this and provides a 4 step approach to the process of socialising the way your organisation listens, acknowledges, engages and collaborates with consumers, audiences and stakeholders.
Presentation by Robin Hamman, Head of Social Media at Headshift and Visiting Journalism Fellow at City University London
Stuff that keeps community managers awake at nightRobin Hamman
The brief (15 minute) scene setting presentation I gave at the Press Gazette Media Law conference in London, 24 June, 2008. More detail here:
http://www.cybersoc.com/2008/06/press-gazette-m.html
Determining Which Social Platform is Right for Your BusinessRobin Hamman
The emergence of "social media" isn't as recent as most people think. On an old list-serve's file database, I came across a presentation I wrote about the benefits of social media, and how to choose the right platform, in November 2000. I have no recollection of the audience for this, but found it interesting that I'd say many of the same things, 16 years later....
Fickle Friends (or Would Your Brand Be Sad if All It's Fans Suddenly Died?)Robin Hamman
It's an interesting and challenging premise - "would your brand be sad if a meteor suddenly came crashing out the sky, selectively wiping out all your brand's fans and followers?".
Sure, as humans, we'd be horified by such a tragedy, but would the sudden loss of all your brand's fans have much if any impact on the value of the brand or your sales? If the answer is no, or you simply don't know, the chances are that your social presence isn't delivering strategic value. And that's a shame.
First presented at Marketing Kingdom Belgrade on 06 March 2015.
A short presentation for a conference on Organisational Agility. I argue that the most fruitful opportunities for social media are found in instances where inteternal and external social media can be joined up.
Slides from my lecture today to the City University International Journalism MA students... it's meant to be the introduction of thoughts, rather than to provide any certain and specific plans.
Social Media and Broadcasting: Presentation to the Australian Broadcasting Co...Robin Hamman
A wide ranging presentation on the use of social media which I've created for an audience of people working in broadcasting. Most examples taken from UK media use of social media, with emphasis on techniques and tools are simple, yet powerful, such as finding and reflecting audience opinions rather than building platforms that support this functionality. Towards the end, it gets to examples of deep engagement, where audiences co-create content.
Social Media Monitoring - Putting Marketing and Public Relations at the Centre of the Flow(s)
Presentation from Online Information, 03 December, London Olympia
http://www.online-information.co.uk/online09/seminar_description_online.html?presentation_id=842
"In traditional consumer and audience facing businesses, marketing is often viewed as secondary activity, far from the core of the business. When attempts have been made to measure the direct impact of marketing activities on the bottom line, the results have been less than convincing. It's difficult to determine whether that increase in sales was attributable to an advertising campaign or simply down to consumers being encouraged to go out and spend by good whether or other uncontrollable and unmeasurable influences. To make the impact of marketing activities measurable requires a shift, possible through the use of social media, towards the centre of the organisation. No longer does marketing have to be just about pumping out messages, but can also be about monitoring what audiences and consumers are saying, engaging with them directly, and involving them in business innovation such as refining or creating new products and services, the impact of which is measurable. It's time to bring marketing in from the cold, and to enable marketers be the power brokers at the intersection between involved consumers and the core of your business. This is what we at Headshift call Social Business Design. "
Most companies still have a mass mentality. The individual knowledge, skill and creativity held by staff is hidden behind processes devised in the image of the assembly line.
Products and services are viewed as a source of profit at the point of sale, not after - so talking to customers who have already spent their money is seen as a cost not a source of value.
This presentation, the Keynote at Unicom, held in London on 03 June 2009, shows how social media can change all this and provides a 4 step approach to the process of socialising the way your organisation listens, acknowledges, engages and collaborates with consumers, audiences and stakeholders.
Presentation by Robin Hamman, Head of Social Media at Headshift and Visiting Journalism Fellow at City University London
Stuff that keeps community managers awake at nightRobin Hamman
The brief (15 minute) scene setting presentation I gave at the Press Gazette Media Law conference in London, 24 June, 2008. More detail here:
http://www.cybersoc.com/2008/06/press-gazette-m.html
Blogging and Social Media - Content as Communication
Editor's Notes
I’m the newly appointed Director of Digital at Edelman in London. We’re the World’s largest independent public relations firm.\n
So anyway, the blurb about this talk sounded pretty academic and theoretical and I don’t want to risk disappointing anyone who came for that, so let’s get going...\n\nOver the last century, most products and services have been devised based not on genuine human need, but on the basis of cost of production and revenue potential.\n
At the BBC, I looked after all sorts of social media projects. This one, BBC News Online’s Have Your Say, was one that I helped through a technical and editorial transition. They ask fairly open ended questions, and get this sort of response.... (next)\n
So one key take away from this is that you need to think about how you will encourage participants in any social media proposition you put together to participate in a way that is beneficial both to them and to you or your aims. Open ended questions just don’t cut it most of the time, and you may find yourself flooded with stuff like this...(next)\n
BBC News has a ticker tape that runs along the bottom of the screen, inviting audiences to submit images of - well, whatever - to “yourpics@bbc.co.uk”. What sort of response do they get? Well, on a good day, you’ll get a few fluffy kittens playing with balls of yarn.\n
So anyway, the blurb about this talk sounded pretty academic and theoretical and I don’t want to risk disappointing anyone who came for that, so let’s get going...\n\nOver the last century, most products and services have been devised based not on genuine human need, but on the basis of cost of production and revenue potential.\n
This means we needed mass communication to help generate desire within target markets. That’s not to say there aren’t some benefits to mass communication, or that all mass produced products or services don’t meet the needs of the audiences and consumers they are targeted at - that would be too sweeping a generalisation, but it’s true in many instances.\n
So anyway, the blurb about this talk sounded pretty academic and theoretical and I don’t want to risk disappointing anyone who came for that, so let’s get going...\n\nOver the last century, most products and services have been devised based not on genuine human need, but on the basis of cost of production and revenue potential.\n
So anyway, the blurb about this talk sounded pretty academic and theoretical and I don’t want to risk disappointing anyone who came for that, so let’s get going...\n\nOver the last century, most products and services have been devised based not on genuine human need, but on the basis of cost of production and revenue potential.\n
So anyway, the blurb about this talk sounded pretty academic and theoretical and I don’t want to risk disappointing anyone who came for that, so let’s get going...\n\nOver the last century, most products and services have been devised based not on genuine human need, but on the basis of cost of production and revenue potential.\n
So anyway, the blurb about this talk sounded pretty academic and theoretical and I don’t want to risk disappointing anyone who came for that, so let’s get going...\n\nOver the last century, most products and services have been devised based not on genuine human need, but on the basis of cost of production and revenue potential.\n
So anyway, the blurb about this talk sounded pretty academic and theoretical and I don’t want to risk disappointing anyone who came for that, so let’s get going...\n\nOver the last century, most products and services have been devised based not on genuine human need, but on the basis of cost of production and revenue potential.\n
So anyway, the blurb about this talk sounded pretty academic and theoretical and I don’t want to risk disappointing anyone who came for that, so let’s get going...\n\nOver the last century, most products and services have been devised based not on genuine human need, but on the basis of cost of production and revenue potential.\n
So anyway, the blurb about this talk sounded pretty academic and theoretical and I don’t want to risk disappointing anyone who came for that, so let’s get going...\n\nOver the last century, most products and services have been devised based not on genuine human need, but on the basis of cost of production and revenue potential.\n
So anyway, the blurb about this talk sounded pretty academic and theoretical and I don’t want to risk disappointing anyone who came for that, so let’s get going...\n\nOver the last century, most products and services have been devised based not on genuine human need, but on the basis of cost of production and revenue potential.\n
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So anyway, the blurb about this talk sounded pretty academic and theoretical and I don’t want to risk disappointing anyone who came for that, so let’s get going...\n\nOver the last century, most products and services have been devised based not on genuine human need, but on the basis of cost of production and revenue potential.\n