This document discusses building an effective social media team. It recommends including representatives from various departments, like PR, marketing, customer service, and product development, who can provide different perspectives. Key skills for team members include strong communication, a good work ethic, diplomacy, and both corporate and customer knowledge. Assembling a cross-functional team will help social media efforts have wider impact and integrate learnings throughout the organization.
This document provides guidance on building a social media framework for a business. It discusses aligning social initiatives with corporate objectives, organizing a social media team, assessing your current social presence, planning communications, engaging audiences, measuring results, and integrating social media with other business processes. The key recommendations are to define clear objectives for all initiatives, establish corporate social media voices, engage part-time contributors, understand current sentiment and competitors' activities, develop a content and scheduling plan, and align metrics to objectives.
The Little Blue Book of Social TransformationBrian Solis
Now is the time to get serious about social and put your business fully on the path to becoming a socially connected enterprise. This free ebook will show you how to get there with 20 short—but impactful—principles, like:
- Laying the groundwork for social success
- Turning weak ties into strong connections
- Creating a social listening center
Attracting new fans with social experiences
Soon you’ll be on the road to forging deeper relationships with customers and employees and greater relevance with social and traditional customers alike.
Businesses CAN’T afford to have disengaged employees! According to Gallup, a disengaged employee costs a company 34% of their total annual salary. On aggregate 17.2% of a workforce is disengaged.
Since the Dotcom boom of the 90’s, companies have been trying to obtain high standards of employee satisfaction through: company perks, wellness incentives and even subsidized food plans to satisfy the foodies.
Has any of these strategies really helped with employee engagement? How do organizations get their employees engaged and find their swagger?
Employee engagement is very tied to the MAGIC of the company. To capture the magic, employees must have five key elements to help them become successful.
In the MAGIC of Employee Engagement white paper, it'll will break down each element and map out the benefits of each one.
This document discusses the importance of internal communication within organizations. It argues that while companies spend a lot on external communication, most fail to optimize internal communication between employees. This leads to wasted time searching for information and missed opportunities. The document recommends mapping information flows, valuing knowledge, defining knowledge sharing strategies, and selecting tools to capture and disseminate knowledge to improve internal communication.
This document provides a 4-step guide for companies to empower employees to share professional content and strengthen their talent brand. The 4 steps are: 1) Build a team to lead the initiative, 2) Educate employees on benefits of sharing content and how to do so, 3) Empower employees by providing share-ready content, profile sessions, and meetups, and 4) Measure success through participation rates, social media reach, and number of posts. Following these steps can help attract more talent through a strengthened employer brand.
This document provides a 4-step guide for companies to empower employees to share professional content and strengthen their talent brand. The 4 steps are: 1) Build a team to lead the initiative, 2) Educate employees on benefits of sharing content and how to do so, 3) Empower employees by providing share-ready content, profile sessions, and recognition, and 4) Measure success through participation rates, social media reach and engagement. Following these steps can help attract more talent through a strengthened employer brand.
This document provides an overview of digital thinking and insights on evolving digital strategies. It discusses the importance of having a diverse array of strategic, creative, technological, and subject matter expertise when developing digital programs. Several articles are summarized that discuss topics like social media and employee engagement, ethics in social media, online media and investor relations, and developing effective social media monitoring strategies. The document advocates for a holistic approach to digital that considers all stakeholders and drives business goals.
Best practices in relationship building and network building are easier to comprehend than bad practices. The article highlights issues and myths that hurt the network.
This document provides guidance on building a social media framework for a business. It discusses aligning social initiatives with corporate objectives, organizing a social media team, assessing your current social presence, planning communications, engaging audiences, measuring results, and integrating social media with other business processes. The key recommendations are to define clear objectives for all initiatives, establish corporate social media voices, engage part-time contributors, understand current sentiment and competitors' activities, develop a content and scheduling plan, and align metrics to objectives.
The Little Blue Book of Social TransformationBrian Solis
Now is the time to get serious about social and put your business fully on the path to becoming a socially connected enterprise. This free ebook will show you how to get there with 20 short—but impactful—principles, like:
- Laying the groundwork for social success
- Turning weak ties into strong connections
- Creating a social listening center
Attracting new fans with social experiences
Soon you’ll be on the road to forging deeper relationships with customers and employees and greater relevance with social and traditional customers alike.
Businesses CAN’T afford to have disengaged employees! According to Gallup, a disengaged employee costs a company 34% of their total annual salary. On aggregate 17.2% of a workforce is disengaged.
Since the Dotcom boom of the 90’s, companies have been trying to obtain high standards of employee satisfaction through: company perks, wellness incentives and even subsidized food plans to satisfy the foodies.
Has any of these strategies really helped with employee engagement? How do organizations get their employees engaged and find their swagger?
Employee engagement is very tied to the MAGIC of the company. To capture the magic, employees must have five key elements to help them become successful.
In the MAGIC of Employee Engagement white paper, it'll will break down each element and map out the benefits of each one.
This document discusses the importance of internal communication within organizations. It argues that while companies spend a lot on external communication, most fail to optimize internal communication between employees. This leads to wasted time searching for information and missed opportunities. The document recommends mapping information flows, valuing knowledge, defining knowledge sharing strategies, and selecting tools to capture and disseminate knowledge to improve internal communication.
This document provides a 4-step guide for companies to empower employees to share professional content and strengthen their talent brand. The 4 steps are: 1) Build a team to lead the initiative, 2) Educate employees on benefits of sharing content and how to do so, 3) Empower employees by providing share-ready content, profile sessions, and meetups, and 4) Measure success through participation rates, social media reach, and number of posts. Following these steps can help attract more talent through a strengthened employer brand.
This document provides a 4-step guide for companies to empower employees to share professional content and strengthen their talent brand. The 4 steps are: 1) Build a team to lead the initiative, 2) Educate employees on benefits of sharing content and how to do so, 3) Empower employees by providing share-ready content, profile sessions, and recognition, and 4) Measure success through participation rates, social media reach and engagement. Following these steps can help attract more talent through a strengthened employer brand.
This document provides an overview of digital thinking and insights on evolving digital strategies. It discusses the importance of having a diverse array of strategic, creative, technological, and subject matter expertise when developing digital programs. Several articles are summarized that discuss topics like social media and employee engagement, ethics in social media, online media and investor relations, and developing effective social media monitoring strategies. The document advocates for a holistic approach to digital that considers all stakeholders and drives business goals.
Best practices in relationship building and network building are easier to comprehend than bad practices. The article highlights issues and myths that hurt the network.
Case Study: How Dell Converts Social Media Analytics Benefits into Strategic ...Dana Gardner
Transcript of a BriefingsDirect podcast on how social media can create a gold mine of information for businesses of all sizes and how proper analytics and response can created a competitive advantage.
Networking Career Essential Or Time Vampire April 2010.Htmkrietow
The document discusses networking and provides tips for both individuals and organizations. For individuals, it recommends mapping your network, identifying passions, closing gaps, and maintaining connections over time. It also emphasizes paying networking forward by introducing others. For organizations, it suggests establishing a social media policy to clarify appropriate professional networking while separating personal and work lives. The policy should also address employee time spent networking and protecting intellectual property.
The document summarizes a training program from Social Fluency that aims to promote collaboration and communication skills for technology employees. The program focuses on developing self-awareness, building rapport, influencing skills, storytelling, and techniques for teams and managing projects. It discusses using interactive exercises and feedback to help participants immediately apply their new skills at work in a positive learning environment. The goal is to boost innovation, productivity, engagement and retention for technology companies.
Tech industry social fluency @ work trainingJeffrey Barnes
This document summarizes a social fluency training program called "@ Work for Tech Employees" that aims to promote collaboration and communication skills for technology companies. The program teaches interpersonal skills like self-awareness, rapport building, influence, storytelling, and techniques for teams. It uses hands-on exercises and games to help participants practice new behaviors and see immediate benefits in their workplace relationships and success. The goal is to boost innovation, productivity, engagement, and retention for technology companies by enhancing employees' social skills.
Building and nurturing a strong network of contacts is increasingly a key skill for today’s CEOs and non-executive directors. Learning from those outside your normal circle of business interaction can inform and enlighten your ability to tackle the challenges faced in an organisation, and develop and sharpen your own personal leadership skills.
In this article, Matthew Blagg, CEO of Criticaleye, articulates why executives need to foster a value-rich community of business relationships.
The document provides guidance on effective recruitment strategies in 2021. It discusses 5 ways to recruit including networking events, social media like LinkedIn, video interviews, hiring freelancers, and using employer review sites. Networking events and LinkedIn are emphasized as ways to access wider networks. Video interviews allow screening candidates remotely. Freelancers provide specialized skills in a cost-effective way. Employer reviews influence potential candidates' perceptions.
Does social media works for sme article gregory bolle bpg maxus dubaiMajidHaider
This article discusses whether social media marketing works for small and medium-sized enterprises (SMEs). It argues that social media can be effective for SMEs if used properly, with a focus on consistency, relationship-building, and setting measurable goals. The key steps are to choose the right social media platforms based on your audience and objectives, integrate both online and offline strategies, and measure return on insights and engagement rather than purely focusing on metrics like followers. If SMEs view social media as a strategic asset rather than just a sales channel, they can develop customers and gain competitive advantages through enriched conversations and insights.
Social media is quite a phenomenon. It’s changing the way we use the Internet, communicate with friends and business colleagues, interact with corporations (or customers), gather information, and make decisions. Social media may still seem like a technological fad that is mainly used by younger people, but in truth, it is rapidly gaining users across generations and becoming a main stream business tool.
From an HR perspective, it can be hard to tell if social media is your friend or your foe. But one thing is clear: The time to adopt social media strategies and policies for your business is right now.
The document discusses how CEOs can effectively connect with employees through various communication channels. It identifies six key channels that CEOs should utilize: intranets, conferences/meetings, print publications, videos, social media, and blogs. These channels allow CEOs to directly communicate and engage with employees to share important messages, build trust and understanding of company culture, and improve overall performance. Regular comments on intranets, writing in print publications, and using blogs can provide CEOs opportunities to personally connect with employees. Face-to-face meetings and visiting employee locations also strengthen relationships between CEOs and workers. Consistently utilizing these diverse communication methods helps CEOs and employees feel more connected as a unified workforce.
The document discusses the rise of social media and its ushering in of a new age of marketing. It outlines how social media has transformed marketing from traditional strategies to those relying more on technology and digital communication. It provides an overview of major social media platforms like LinkedIn, Facebook, blogs, and Twitter and how businesses can use each effectively as part of their marketing strategy. It emphasizes that in order to stay connected to customers and the marketplace, businesses need to embrace social media and integrate it into their overall marketing plans.
This document provides guidance on networking for busy business people. It discusses that networking is essential for businesses to operate successfully as it allows them to build relationships and obtain referrals. While networking takes time, business people see it as important for developing contacts that can provide future business opportunities. The document emphasizes being genuine and trusting in order to build strong business relationships, as people prefer doing business with those they like and can rely on.
This document contains terms and conditions for a book on networking. It notes that while the publisher has tried to be accurate, the contents may not be fully accurate due to the changing nature of information. It advises readers to use their own judgment and seek professional advice. The book is meant to provide practical advice but not legal, business, or financial advice. Readers are encouraged to print it for easy reading.
Feldman network career insurance final january 2010Debra Feldman
All jobs are temporary. Your networking connections are lifetime career insurance.Over 80% of new hires got their jobs via a referral. Contacts are necessary. Keep the ones you have and promote new relationships.
This document provides questions to help businesses decide if they should use social media. It notes that while social media can be free to set up accounts, integrating it properly requires resources like time, money, and strategy. The key questions are whether social media can save money by replacing existing efforts or make money by expanding efforts or lowering customer acquisition costs. Unless social media can accomplish one of those goals, businesses have no reason to engage in it. The document then lists 20 specific questions for businesses to ask themselves on how social media could impact areas like costs, marketing, and customer perceptions.
Let your desire to put your customers at
the center of your business be the driving force behind your participation for the long term. Your
community will thank you with their attention, their trust, their voice and their loyalty.
First.Transitions.News.Insights.Vol.17.Iss.2Russ Jones
This document discusses strategies for using technology effectively during career transitions. It provides advice from Michaelene George of First Transitions, who has over 25 years of experience in career coaching. She notes that technology is a useful tool for research, but should be used alongside in-person networking and personalized coaching. First Transitions teaches participants to use tools like CareerShift and LinkedIn to research organizations and contacts, but emphasizes avoiding getting distracted by excessive online activity. The key is striking a balance between technology and high-touch human interaction during a job search.
This professional has over 3 years of experience performing performance testing of ecommerce applications on Linux platforms. They are an expert in the Netstorm load testing tool and have experience analyzing Java applications, developing load scenarios and scripts, and debugging performance issues. Their current role involves functionality and performance testing for Office Depot and Macy's, where they write test cases, develop test plans, execute tests, analyze results, and report bugs.
The webinar will focus on combining Boundary's one-second monitoring with VictorOps' collaborative platform to improve time-to-resolution for incidents. Speakers from Boundary and VictorOps will discuss how their integrated solution provides real-time monitoring, alerts, team collaboration and reporting capabilities to help IT teams reduce the time spent resolving issues.
This certificate recognizes the completion of a Certificate in Human Resource Management training program by Perry Factor on October 3, 2015. The program provided 14 credits towards general certification through the HR Certification Institute. The certificate holder should submit individual course certificates when applying credits for certification or recertification through the HR Certification Institute website.
El documento presenta las temperaturas máximas diarias de varias personas durante la semana. Proporciona las temperaturas matutinas, vespertinas y nocturnas de lunes a domingo para siete individuos, identificados solo por sus nombres.
Case Study: How Dell Converts Social Media Analytics Benefits into Strategic ...Dana Gardner
Transcript of a BriefingsDirect podcast on how social media can create a gold mine of information for businesses of all sizes and how proper analytics and response can created a competitive advantage.
Networking Career Essential Or Time Vampire April 2010.Htmkrietow
The document discusses networking and provides tips for both individuals and organizations. For individuals, it recommends mapping your network, identifying passions, closing gaps, and maintaining connections over time. It also emphasizes paying networking forward by introducing others. For organizations, it suggests establishing a social media policy to clarify appropriate professional networking while separating personal and work lives. The policy should also address employee time spent networking and protecting intellectual property.
The document summarizes a training program from Social Fluency that aims to promote collaboration and communication skills for technology employees. The program focuses on developing self-awareness, building rapport, influencing skills, storytelling, and techniques for teams and managing projects. It discusses using interactive exercises and feedback to help participants immediately apply their new skills at work in a positive learning environment. The goal is to boost innovation, productivity, engagement and retention for technology companies.
Tech industry social fluency @ work trainingJeffrey Barnes
This document summarizes a social fluency training program called "@ Work for Tech Employees" that aims to promote collaboration and communication skills for technology companies. The program teaches interpersonal skills like self-awareness, rapport building, influence, storytelling, and techniques for teams. It uses hands-on exercises and games to help participants practice new behaviors and see immediate benefits in their workplace relationships and success. The goal is to boost innovation, productivity, engagement, and retention for technology companies by enhancing employees' social skills.
Building and nurturing a strong network of contacts is increasingly a key skill for today’s CEOs and non-executive directors. Learning from those outside your normal circle of business interaction can inform and enlighten your ability to tackle the challenges faced in an organisation, and develop and sharpen your own personal leadership skills.
In this article, Matthew Blagg, CEO of Criticaleye, articulates why executives need to foster a value-rich community of business relationships.
The document provides guidance on effective recruitment strategies in 2021. It discusses 5 ways to recruit including networking events, social media like LinkedIn, video interviews, hiring freelancers, and using employer review sites. Networking events and LinkedIn are emphasized as ways to access wider networks. Video interviews allow screening candidates remotely. Freelancers provide specialized skills in a cost-effective way. Employer reviews influence potential candidates' perceptions.
Does social media works for sme article gregory bolle bpg maxus dubaiMajidHaider
This article discusses whether social media marketing works for small and medium-sized enterprises (SMEs). It argues that social media can be effective for SMEs if used properly, with a focus on consistency, relationship-building, and setting measurable goals. The key steps are to choose the right social media platforms based on your audience and objectives, integrate both online and offline strategies, and measure return on insights and engagement rather than purely focusing on metrics like followers. If SMEs view social media as a strategic asset rather than just a sales channel, they can develop customers and gain competitive advantages through enriched conversations and insights.
Social media is quite a phenomenon. It’s changing the way we use the Internet, communicate with friends and business colleagues, interact with corporations (or customers), gather information, and make decisions. Social media may still seem like a technological fad that is mainly used by younger people, but in truth, it is rapidly gaining users across generations and becoming a main stream business tool.
From an HR perspective, it can be hard to tell if social media is your friend or your foe. But one thing is clear: The time to adopt social media strategies and policies for your business is right now.
The document discusses how CEOs can effectively connect with employees through various communication channels. It identifies six key channels that CEOs should utilize: intranets, conferences/meetings, print publications, videos, social media, and blogs. These channels allow CEOs to directly communicate and engage with employees to share important messages, build trust and understanding of company culture, and improve overall performance. Regular comments on intranets, writing in print publications, and using blogs can provide CEOs opportunities to personally connect with employees. Face-to-face meetings and visiting employee locations also strengthen relationships between CEOs and workers. Consistently utilizing these diverse communication methods helps CEOs and employees feel more connected as a unified workforce.
The document discusses the rise of social media and its ushering in of a new age of marketing. It outlines how social media has transformed marketing from traditional strategies to those relying more on technology and digital communication. It provides an overview of major social media platforms like LinkedIn, Facebook, blogs, and Twitter and how businesses can use each effectively as part of their marketing strategy. It emphasizes that in order to stay connected to customers and the marketplace, businesses need to embrace social media and integrate it into their overall marketing plans.
This document provides guidance on networking for busy business people. It discusses that networking is essential for businesses to operate successfully as it allows them to build relationships and obtain referrals. While networking takes time, business people see it as important for developing contacts that can provide future business opportunities. The document emphasizes being genuine and trusting in order to build strong business relationships, as people prefer doing business with those they like and can rely on.
This document contains terms and conditions for a book on networking. It notes that while the publisher has tried to be accurate, the contents may not be fully accurate due to the changing nature of information. It advises readers to use their own judgment and seek professional advice. The book is meant to provide practical advice but not legal, business, or financial advice. Readers are encouraged to print it for easy reading.
Feldman network career insurance final january 2010Debra Feldman
All jobs are temporary. Your networking connections are lifetime career insurance.Over 80% of new hires got their jobs via a referral. Contacts are necessary. Keep the ones you have and promote new relationships.
This document provides questions to help businesses decide if they should use social media. It notes that while social media can be free to set up accounts, integrating it properly requires resources like time, money, and strategy. The key questions are whether social media can save money by replacing existing efforts or make money by expanding efforts or lowering customer acquisition costs. Unless social media can accomplish one of those goals, businesses have no reason to engage in it. The document then lists 20 specific questions for businesses to ask themselves on how social media could impact areas like costs, marketing, and customer perceptions.
Let your desire to put your customers at
the center of your business be the driving force behind your participation for the long term. Your
community will thank you with their attention, their trust, their voice and their loyalty.
First.Transitions.News.Insights.Vol.17.Iss.2Russ Jones
This document discusses strategies for using technology effectively during career transitions. It provides advice from Michaelene George of First Transitions, who has over 25 years of experience in career coaching. She notes that technology is a useful tool for research, but should be used alongside in-person networking and personalized coaching. First Transitions teaches participants to use tools like CareerShift and LinkedIn to research organizations and contacts, but emphasizes avoiding getting distracted by excessive online activity. The key is striking a balance between technology and high-touch human interaction during a job search.
This professional has over 3 years of experience performing performance testing of ecommerce applications on Linux platforms. They are an expert in the Netstorm load testing tool and have experience analyzing Java applications, developing load scenarios and scripts, and debugging performance issues. Their current role involves functionality and performance testing for Office Depot and Macy's, where they write test cases, develop test plans, execute tests, analyze results, and report bugs.
The webinar will focus on combining Boundary's one-second monitoring with VictorOps' collaborative platform to improve time-to-resolution for incidents. Speakers from Boundary and VictorOps will discuss how their integrated solution provides real-time monitoring, alerts, team collaboration and reporting capabilities to help IT teams reduce the time spent resolving issues.
This certificate recognizes the completion of a Certificate in Human Resource Management training program by Perry Factor on October 3, 2015. The program provided 14 credits towards general certification through the HR Certification Institute. The certificate holder should submit individual course certificates when applying credits for certification or recertification through the HR Certification Institute website.
El documento presenta las temperaturas máximas diarias de varias personas durante la semana. Proporciona las temperaturas matutinas, vespertinas y nocturnas de lunes a domingo para siete individuos, identificados solo por sus nombres.
1. Most small business owners are ineffective with email marketing because they don't understand segmentation, consistency, and building trust over time.
2. Without segmenting contact lists into relevant groups, business owners send emails to people who aren't interested, irritating recipients and reducing response rates.
3. To see real results, business owners must focus on segmentation, sending targeted messages to interested groups, and maintaining consistent, predictable contact over long periods to build trust with customers and prospects.
Este documento resume conceptos básicos sobre informática y Microsoft Word. Explica que la informática es la ciencia que estudia las técnicas para almacenar, procesar y presentar información, y que tiene ventajas como permitir buscar información de manera rápida y facilitar la comunicación. Microsoft Word es una aplicación que permite introducir texto con formatos y estilos para diferentes áreas, y tiene ventajas como permitir una elaboración rápida de documentos con diversos diseños y formatos sencillos. El documento concluye resaltando cómo estas herramientas
Haiku Deck is a presentation tool that allows users to create Haiku style slideshows. The tool encourages users to get started making their own Haiku Deck presentations which can be shared on SlideShare. In just a few sentences, it pitches the idea of using Haiku Deck to easily create visually engaging slideshows.
This document summarizes Lorraine Salloum's presentation at the 2013 Public Sector Strategic HR Conference on driving a high performance culture. The presentation discusses research on high performing organizations and employees. It outlines 10 imperatives for driving a high performance culture, such as hiring for fit, clarifying pay and performance links, and empowering employees. Salloum then discusses NSW Treasury's experience developing a capability framework, performance management system, and initiatives to increase consistency, engagement, and individual development.
- A 45-year-old female patient presented with bone metastases and osteolytic lesions that were diagnosed as adenocarcinoma of unknown primary (CUP) via biopsy of a vertebral lesion.
- CUP accounts for 5% of cancers, where the primary site cannot be identified. Less than 30% are identified before death, though autopsy often reveals the primary site.
- An 18F-FDG PET scan is the most useful test to identify the unknown primary site. Pathological evaluation including immunohistochemistry can determine the tumor type and help narrow the possible primary sites.
This document provides an overview of Social Starter's social media presentation guide. It discusses [1] how social media works by directly connecting companies with customers, [2] the importance of search engine optimization for social media, and [3] the services offered through Social Starter's social media platform and digital map to help companies engage with customers online.
Social media-strategy-3-main-principals-web bizideasScott Scanlon
The document provides an overview of the core steps a business can take to engage with social media successfully. It discusses setting goals, the 3 core elements of acquisition, engagement, and monetization. For each element, it poses key questions and provides examples from companies like Ford, Whole Foods, SteelMaster, Rogers Smith Hotel, IdeaPaint, and Sub-Zero. The overall purpose is to give businesses a foundation for developing an effective social media engagement strategy.
This document discusses social SEO and cross-channel marketing. It outlines four questions for businesses to assess their social SEO readiness: 1) Are they on message? 2) Are they synchronized? 3) Are they converting existing social media leads? 4) How do individual contributors answer social requests? The document emphasizes that business has always been social and technology now enables greater engagement. It states social SEO strategy is about coordinating conversations across channels to drive awareness and conversions.
When you started your business you probably didn’t think about all the day-to-day marketing and promotion you’d be doing. You’re not a marketer but you know you need marketing. Outsourcing your social media marketing is great way to establish consistency in your online presence, while allowing you to focus on what you do best — your business. However, a company’s marketing strategy should be integrated into every part of your business to be more effective. Learn how you can bring marketing in-house and build a social media team that can thrive over time.
How to Bring Your Social Media In-House and Make it Thrive!Marisa Peacock
When you started your business you probably didn’t think about all the day-to-day marketing and promotion you’d be doing. You’re not a marketer but you know you need marketing. Outsourcing your social media marketing is great way to establish consistency in your online presence, while allowing you to focus on what you do best — your business. However, a company’s marketing strategy should be integrated into every part of your business to be more effective.
Let’s learn how to bring marketing in-house and build a social media team that can thrive over time.
The document provides guidance on effectively using social media for business purposes. It discusses developing a social media plan and strategy, choosing appropriate platforms, managing content, building relationships, focusing on quality over quantity, and measuring return on investment. Key recommendations include listening to customers, empowering employees, and making social media an integrated part of the company culture.
Meeting #2 focuses on adopting social media company-wide. Key points discussed include gaining corporate buy-in by comparing social media to other media, highlighting how competitors are using social, and finding missed opportunities. It also addresses properly organizing teams to participate in social media by identifying key stakeholders, listing participating employees, and defining roles and goals for social media use across departments. The meeting aims to get internal agreement to expand social media adoption and participation in a coordinated way.
The 7 whiteboard sessions every social media strategist needs to have in 2012Valentin Vesa
The document discusses the importance of operationalizing social media within companies by creating workflows and processes to coordinate activity across departments and manage growing social media presences. It recommends segmenting social media activities into specific initiatives focused on objectives to ensure the right teams are participating and success can be measured. Proper organization allows brands to be more active, coordinated, and successful at building online communities while protecting reputation and employees.
This document outlines principles for leading social change within an organization. It discusses laying the groundwork for social success by defining a clear vision and mission, setting goals, and establishing a social taskforce to lead the transformation. It also covers gaining insights into customers through social media to better understand them, and using internal social tools to break down silos and allow better collaboration between employees. The overall message is that social media needs to be embraced to improve customer relationships and employee engagement.
The document discusses the need for agencies to transform from traditional advertising agencies to organizations focused on strategic problem solving, insights generation, and digital marketing. It argues that agencies must make five key changes: 1) have cross-functional teams work together throughout the entire process; 2) be genuinely interdisciplinary; 3) start with understanding the user; 4) rethink the traditional creative brief; and 5) become a learning organization that cultivates fresh thinking. This new approach is necessary to engage audiences in an interactive way and get them to tell brand stories, rather than simply broadcasting messages.
Co-written with influencer Brian Solis, this eBook helps execs get their business on the path to becoming a social enterprise by following 20 short, but impactful principles.
Get Scrappy: A (Small) Business Owner's Guide to Marketing on LessMichelle Fitzgerald
Get Scrappy is a pared down, practical guide about how to incorporate marketing into the heart of any business plan.
Packed with expertise from Fortune 500 marketers and SMB consultants, Get Scrappy provides real-life examples on how organizations, even those on less time and money, can make seemingly tactical objectives become strategic initiatives that generate results.
Do more on less. GET SCRAPPY.
How Human Resources can help craft social businessGautam Ghosh
This document discusses how social media and technology can be leveraged internally by HR departments and organizations to improve employee engagement, collaboration, learning and knowledge sharing. Some of the key points made include:
1) Social tools on their own will not increase employee engagement, which is impacted more by factors like job fit, manager relationship, and organizational culture.
2) For social tools to be adopted, organizations need executive buy-in, leaders who model sharing behaviors, rewards for participation, clear goals around how tools link to work, and addressing existing disengagement issues.
3) HR can use social approaches to co-create policies, enhance recruitment, learning, communication, recognition, and knowledge sharing across the organization.
The document provides 6 steps for building and managing a successful social media marketing team:
1. Define goals for engaging in social media such as increasing brand awareness, sales, or customer service.
2. Assemble a team from marketing, customer service, or an agency with skills in social media. Appoint a team leader.
3. Focus team efforts on the social media platforms where your audience spends time, such as by brand, industry or competitor.
4. Monitor discussions about your brand and look for ways to join conversations helpfully. Use software to track talks across platforms.
5. Brainstorm content ideas from across the company to help, entertain and engage users rather than just promote
Social media is about more than just listening to your communities, you have to care about what they say. The Brand Convection Model details the process and thinking around how brands can take masses of online conversations, filter them into intelligence and use this information to effect practical changes within the business that will lead to more sales and happier customers.
The social media strategy development workbook - twintangiblestwintangibles
This document provides guidance on developing an effective social media strategy. It emphasizes that the strategy must be closely tied to the organization's overall goals and aims. It also stresses that social media is about engagement and conversation, not just broadcasting messages. The document then outlines key areas to consider when developing a strategy, including strategic intent, targets/metrics, channel selection, and necessary resources. Users are prompted to thoughtfully address each area to arrive at a realistic yet impactful initial social media strategy and plan.
This document discusses how social enterprise and internal collaboration can drive innovation. It argues that companies should embrace social media internally to improve communication, boost productivity and align departments. Implementing an internal social platform can enhance culture, leverage resources and allow ideas to flow more freely across an organization. While choosing the right technology can be difficult, the most important thing is understanding employee needs and focusing on people, not just tools.
ESPC14 Presentation, David Bernal - "Make your Social Intranet a Success"Raona
This document discusses strategies for making a social intranet successful. It defines key concepts like social, communication, and social media. It then discusses how to define roles and use cases for a social intranet. It provides examples of use cases like welcoming new employees and live question sessions with executives. It emphasizes defining metrics for use cases. Finally, it concludes that social business can increase productivity by defining roles, use cases, and evangelizing socialization from top to bottom in an organization.
This document discusses how social enterprise and internal collaboration can drive innovation in companies. It argues that social media is increasingly important both externally for customer engagement and internally to improve communication, productivity and the free flow of ideas across departments. Implementing social platforms internally can break down silos and align different parts of a company. While there are many technology options, the most important thing is understanding employee needs and focusing first on people, then processes, before choosing technology. Starting social collaboration can provide benefits like increased business agility.
1) There are several common barriers to starting a social media presence, including inertia, risk aversion, lack of knowledge, and resistance to change.
2) It is important to develop a social media marketing plan with specific goals in mind and decide how your company will use social media for branding, educating customers, and community engagement.
3) Consider using platforms where your target audience spends time, such as Facebook, Twitter, or LinkedIn, and engage audiences on 3-4 key platforms for maximum exposure.
Libro Blanco sobre Compra Programática y RTBDigital Pymes
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http://www.iabspain.net/noticias/iab-spain-lanza-el-primer-libro-blanco-de-compra-programatica-y-rtb/
Madrid, 17 de septiembre 2014. IAB Spain, la Asociación que representa al sector de la publicidad, el marketing y la comunicación digital en España, lanza hoy el primer Libro Blanco de Compra Programática y RTB, que se suma a los 14 publicados hasta la fecha por la asociación.
Desde que en 2008 aparecieran las tecnologías que permitían comprar y vender p
ublicidad digital a tiempo real, esto supuso el pistoletazo de salida para una nueva generación de actores y de un modelo que está teniendo su verdadera eclosión y apuesta este año.
El objetivo principal de este documento es evangelizar y entender este nuevo y complejo ecosistema. En él se definen todos los agentes participantes de este modelo de compra, su implicación en el sistema y sus flujos de trabajo, así como los beneficios tanto para los anunciantes que son los que invierten en este modelo porque puede pujar a tiempo real en lugar de comprar un inventario por adelantado y pagan por un público objetivo cualificado, como para los soportes que pueden ceder inventario más cualificado para rentabilizarlo de la mejor manera.
Recomendado-Seleccionado: Contagious Content: What People Share On Facebook a...Digital Pymes
Recomendamos este documento de MARKETO
In this ebook, created by Marketo and social media expert Brian Carter, we’re going to teach you how to create posts that more people will want to share. The ebook includes:
Facebook post best practices
Real Facebook case studies
New research on how people interact on Facebook
Information about the marketing ecosystem on Facebook
Discussion of the concept of virality and whether it's truly possible on Facebook
Tips for creating highly sharaeable posts
Information on what mistakes make posts unshareable
And for the geeks out there we go into excruciating detail about the research we conducted
Descarga: http://www.marketo.com/ebooks/contagious-content-what-people-share-on-facebook-and-why-they-share-it/
V Estudio anual de Redes Sociales (versión reducida)Digital Pymes
Un 41% de los usuarios españoles afirma seguir a las marcas a través de Redes Sociales, un porcentaje que aumenta hasta el 45% cuando se les pregunta si las seguirán el próximo año. Los usuarios que declaran seguir a las marcas a través de las Redes Sociales, lo hacen en su mayoría a través de la red más utilizada, Facebook (93%). A esta le siguen Twitter (20%), Youtube (9%) y Google+ (7%). Se sigue a las marcas por la publicación de ofertas de trabajo (78%), descuentos y promociones (77%) y por la atención al cliente (70%).
Según muestra el Estudio, la penetración de las Redes Sociales en España se estabiliza en un 80% de los internautas, con un 77% que accede a diario. Aumenta el papel pasivo o espectador, siendo un 36% el que publica contenidos con frecuencia (frente al 43% en 2012), y al 66% que revisa la actividad de los contactos o el 51% que se dedica a escuchar música o ver vídeos.
Selección-Recomendamos: Guía Profesional de Publicidad en Redes SocialesDigital Pymes
Autor: Territorio Creativo
La publicidad es una herramienta para las empresas que ha venido evolucionando con el paso del tiempo. Una de las principales preocupaciones de las grandes compañías es cómo invertir en ella y que esa inversión se vea reflejada en utilidades para la organización.
Por eso Territorio creativo ha presentado en Bogotá su Guía Profesional de la Publicidad en Redes Sociales (embebida al comienzo de este post para que puedas verla y descargarla) de la mano de Kevin Sigliano, socio-director de Tc y experto en la optimización de pauta publicitaria en esta plataforma.
Descarga:
http://www.territoriocreativo.es/etc/2014/03/guia-profesional-de-publicidad-en-redes-sociales.html
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Nota acerca de las presentaciones insertadas: Todas ellas pertenecen a sus autores. DigitalPymes incluye el enlace de descarga directa desde la página del autor y desactiva el enlace desde Slideshare. Nuestro objetivo es la difusión de las presentaciones que seleccionamos.
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Selección - Recomendado: The Digital Marketer Report 2014 Digital Pymes
Desde DigitalPymes os recomendamos este documento de EXPERIAN.
Descarga:
http://www.experian.es/servicios-marketing/digital-marketer-report-tendencias-marketing-2014.html
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Importante: Si el autor/autores desean que retiremos la presentación, por favor, mandar un email a web@digitalpymes.es y lo haremos de inmediato.
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Mes de agosto, zappeo con el mando de la tele y, de repente, algo me detiene. Aparecen en la pantalla un matrimonio y sus dos hijas jugando a las adivinanzas dentro de un coche mientras están parados en un atasco de una gran ciudad americana. De golpe, una moto rompe el retrovisor del coche. La familia se sobresalta. Un helicóptero sobrevuela el atasco. El marido siente que algo ocurre y sale del coche. Un policía motorizado le ordena a gritos que entre en el vehículo. El protagonista obedece. Acto seguido un enorme camión desbocado atropella al policía con un estrépito que me levanta del sofá. Las siguientes imágenes se suceden a una velocidad vertiginosa: un caos de gente corriendo, explosiones que dejan temblando, la familia huye…se enteran que ha estallado una guerra,… el ritmo se acelera, una horda de enloquecidos ataca a las niñas…
Mes de agosto, zappeo con el mando de la tele y, de repente, algo me detiene. Aparecen en la pantalla un matrimonio y sus dos hijas jugando a las adivinanzas dentro de un coche mientras están parados en un atasco de una gran ciudad americana. De golpe, una moto rompe el retrovisor del coche. La familia se sobresalta. Un helicóptero sobrevuela el atasco. El marido siente que algo ocurre y sale del coche. Un policía motorizado le ordena a gritos que entre en el vehículo. El protagonista obedece. Acto seguido un enorme camión desbocado atropella al policía con un estrépito que me levanta del sofá. Las siguientes imágenes se suceden a una velocidad vertiginosa: un caos de gente corriendo, explosiones que dejan temblando, la familia huye… se enteran que ha estallado una guerra,… el ritmo se acelera, una horda de enloquecidos ataca a las niñas…
Autor y origen: Alex Farreras
Descarga: http://www.eleconomista.es/blogs/expande-tu-negocio-en-internet/tu-gran-momento/
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Y para empezar, una aclaración. Un analfabeto digital no es aquel que no sabe programar el vídeo o enviar un correo electrónico desde el teléfono móvil. Es aquella persona que no es capaz de intuir y entender los profundos cambios que la red aporta a modelos de relación entre personas, empresas y administraciones. Como tampoco es un nativo digital quién sabe la diferencia entre WhatsApp y Telegram o es capaz de crear un perfil en Twitter.
Autor y origen: : Odón Martí
Descarga: http://www.eleconomista.es/blogs/expande-tu-negocio-en-internet/estamos-formando-analfabetos-digitales/
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Importante: Si el autor/autores desean que retiremos la presentación, por favor, mandar un email aweb@digitalpymes.es y lo haremos de inmediato.
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Los cambios en la comunicación impulsados por Internet, han alterado profundamente modelos de relación entre personas, empresas e instituciones, cambiando formas de pensar o actuar y propiciando escenarios que hasta hace muy poco resultaban impensables.
Uno de ellos es que ya no se entiende que la comunicación de una compañía no sea liderada de forma pública y en primera persona por su CEO, su líder y máximo responsable. Un reto nuevo y desconocido, que representa un salto al vacío que muchos altos ejecutivos prefieren postergar tanto como sea posible pero que no tiene vuelta atrás.
Autor y origen: Odón Martí
Descarga: http://www.eleconomista.es/blogs/expande-tu-negocio-en-internet/la-hora-de-los-ceo-en-la-red/
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Importante: Si el autor/autores desean que retiremos la presentación, por favor, mandar un email aweb@digitalpymes.es y lo haremos de inmediato.
Important Note: All presentations belong to their authors. We include download link in the author’s page. Not from our web neither from here. Our aim is to promote and share what we think it’s a useful content. If author wants us to erase/delete/unpublish his work, just wirte us at: web@digitalpymes.es
El Economista - Suplemento Tecnologia - 19 Febrero 2014Digital Pymes
Este documento describe el declive de las cabinas telefónicas en España debido al auge de los teléfonos móviles. Las cabinas tienen los años contados y su servicio finalizará en 2016, ya que casi nadie las usa y su mantenimiento es ruinoso para los operadores. Además, propone posibles nuevos usos para las cabinas, como puntos de acceso WiFi o carga de vehículos eléctricos.
This document is a collection of articles from various social media experts on creating great social experiences for brands. It includes interviews with practitioners from Whole Foods, U.S. Cellular, and Caterpillar discussing their social media strategies. Other articles provide advice on developing customer loyalty through social interactions, creating engaging content, and measuring the impact of social programs. The document aims to address common questions brands face in expanding their social media presence and building relationships with customers.
The best email marketing campaigns of 2013Digital Pymes
We have selected an EXCELLENT document from campaignmonitor.com
As they say: "After crunching some numbers around email volumes this holiday season, we happened on a trend that won’t come as a surprise to most email marketers: Over the past few years, the average number of campaigns our customers send is growing… but on an aggregate level, engagement is going down."
More info and Dowload link:
http://www.campaignmonitor.com/blog/post/4135/best-email-marketing-campaigns-of-2013
Os seleccionamos desde DigitalPymes un excelente documento puesto a vuestra disposicion por el ICEMD.
Como dicen en su web:
" Dentro de la web de Recursos de Marketing de ICEMD, los artículos de este profesional se han posicionado como contenidos estrella. Verdaderas clases de publicidad digital compartidos mes a mes, y que ahora recopilamos porque estamos seguros que os será de gran utilidad a la hora de ampliar vuestra formación en Economía Digital.
Descarga del ebook
Para descargar el ebook y tener acceso a todos los recursos de Marketing complementarios deberás darte de alta como Miembro ICEMD.
Si aún no lo eres, tendrás la oportunidad de darte de alta en el mismo momento de descargar el ebook.
Como miembro ICEMD tendrás derecho a un mundo de privilegios: whitepapers, artículos, entrevistas, recursos prácticos, bibliografía, entrevistas... además de descuentos y promociones especiales. Y totalmente GRATUITO.
Para descargar el ebook, identifícate como miembro ICEMD o date de alta, pulsa en los links para el ebook:
http://microsites.icemd.com/index.cfm"
El ebook NO SE PUEDE DESCARGAR desde Slideshare, por favor, seguir el link anterior y registraros en el ICEMD. Os lo recomendamos.
En DigitalPymes seleccionamos este documento por su interés:
http://www.digitalpymes.es/
Nota acerca de las presentaciones insertadas: Todas ellas pertenecen a sus autores. DigitalPymes incluye el enlace de descarga directa desde la página del autor y desactiva el enlace desde Slideshare. Nuestro objetivo es la difusión de las presentaciones que seleccionamos.
Importante: Si el autor/autores desean que retiremos la presentación, por favor, mandar un email a web@digitalpymes.es y lo haremos de inmediato.
Este documento describe cómo calcular el retorno de la inversión (ROI) de las campañas de redes sociales. Explica que el ROI mide la rentabilidad comparando los beneficios y costes financieros, no métricas como seguidores o likes. Además, identifica los principales costes como los recursos humanos, la tecnología y otros gastos, y cómo medir los beneficios tangibles e intangibles para determinar el verdadero valor de las redes sociales para un negocio.
Todo lo que necesitas saber para crear una estrategia de Marketing de Contenidos con éxito
El Marketing de Contenidos nació como respuesta a un problema: numerosas empresas intentan clavar su cuchara en el plato de determinados segmentos de población sin ofrecer nada a cambio. Ahora, las empresas han entendido que para que sus mensajes sean escuchados, tienen que aportar valor añadido, y la mejor forma de hacerlo es contando historias que cautiven y enganchen al consumidor.
Este ebook va dirigido a todas las empresas que quieren arrancar con una política de Marketing de Contenidos seria y con objetivos claros consiguiendo nuevos clientes en el medio plazo sin que tengan que pagar por ellos.
Este ebook gratis te va ayudar a aprovechar el potencial del contenido para conseguir clientes en Internet. Con este ebook aprenderás:
¿Qué es el Marketing de Contenidos?
Tipos de contenido y objetivos
Cómo crear un calendario de publicaciones
Identificador del target
Los errores más frecuentes en el Marketing de Contenidos
IMPORTANTE: Para la descarga y más información, visitar la página del autor:
http://marketing.increnta.com/ebook-gratis-5-claves-marketing-contenidos
En DigitalPymes seleccionamos este documento por su interés:
http://www.digitalpymes.es/5-claves-en-el-marketing-de-contenidos
Nota acerca de las presentaciones insertadas: Todas ellas pertenecen a sus autores. DigitalPymes incluye el enlace de descarga directa desde la página del autor y desactiva el enlace desde Slideshare. Nuestro objetivo es la difusión de las presentaciones que seleccionamos.
Importante: Si el autor/autores desean que retiremos la presentación, por favor, mandar un email a web@digitalpymes.es y lo haremos de inmediato.
Guia Definitiva del Mobile Marketing de NetizenDigital Pymes
La Guía Definitiva del Mobile Marketing” te explica cómo tú y tus clientes podéis incorporar el marketing móvil en vuestra estrategia para mejorar la imagen de marca, generar más leads e incrementar las ventas
Desde hace ya unos años el móvil se ha convertido en un elemento imprescindible en nuestras vidas. No nos separamos ni un minuto del el. Peor aun, no sabemos vivir sin el. Sin embargo, las empresas aun no están sacando todo el provecho que podrían de esta situación.
En España la penetración de smartphones es la más alta de Europa (63%), y en el primer trimestre de 2013 se han vendido más smartphones que teléfonos móviles comunes.
Esto no solo significa que la empresas no pueden permitirse ignorar por más tiempo este medio y deben incluirlo en su estrategia de marketing, también significa que el crecimiento de Internet esta vinculado irremediablemente a los dispositivos móviles.
Autores:
http://netizen-online.es
https://twitter.com/netizenonline
http://www.facebook.com/netizenonline
IMPORTANTE: Para la descarga y más información, visitar la página del autor:
http://blog.netizen-online.es/guia-mobile-marketing/
En DigitalPymes seleccionamos este documento por su interés:
http://www.digitalpymes.es/guia-mobile-marketing
Nota acerca de las presentaciones insertadas: Todas ellas pertenecen a sus autores. DigitalPymes incluye el enlace de descarga directa desde la página del autor y desactiva el enlace desde Slideshare. Nuestro objetivo es la difusión de las presentaciones que seleccionamos.
Importante: Si el autor/autores desean que retiremos la presentación, por favor, mandar un email a web@digitalpymes.es y lo haremos de inmediato.
Este libro advierte sobre los peligros de publicar información en redes sociales sin cuidado. Un resumen de los puntos principales:
1. Lo que publiques hoy podría afectar tu futuro profesional, como le ocurrió a Connor Riley quien perdió una oferta de trabajo luego de quejarse públicamente.
2. Las redes sociales pueden causar problemas en las relaciones de pareja debido a los celos que generan el contacto con ex parejas y la ambigüedad de la información.
3. Las redes sociales no son
¿TIENE EL COMMUNITY MANAGER (TAL Y COMO LO CONOCEMOS) LOS DÍAS CONTADOS?Digital Pymes
El documento discute si el rol del Community Manager (CM) tal como se conoce actualmente tiene los días contados. A través de entrevistas a expertos en el área, explora cómo ha evolucionado el rol del CM en España en los últimos 10 años. Los expertos opinan que aunque el CM se ha convertido en un puesto de entrada, la especialización puede ser la esperanza de su supervivencia. Señalan que el CM del futuro deberá tener una visión estratégica del negocio y sacar conclusiones e insights de las comunidades para identificar nuevas oportunidades.
Social Loyalty - El poder para fidelizar clientesDigital Pymes
La participación en medios sociales para la mayoría de las empresas es ya un hecho. Cualquier marca que aún no esté participando en las redes sociales está perdiendo una importante oportunidad de negocio para conectar con los clientes.
Muchas empresas ya tienen una cuenta de Twitter o Facebook. Twitter es el canal primario para comunicarse con el cliente y, en algunos casos, también para la entrega del servicio al cliente. Facebook, en cambio, se utiliza principalmente para crear conciencia de marca.
Sin embargo, muchos usuarios también están discutiendo sus experiencias en muchas más plataformas que deben ser monitorizadas.
El compromiso social tiene que ser un éxito. Para ello, el primer paso es identificar dónde sucede la conversación. El siguiente paso es comprometerse con los clientes para crear una imagen positiva de la marca y, en base a las conversaciones en curso, identificar los defensores de la marca y detractores.
El tercer paso es incentivar a aquellos defensores de la marca o influencers, no sólo recompensarlos por sus transacciones económicas, sino valorarlos por su valor social - es decir, incentivar por sus interacciones sociales.
IMPORTANTE: Para la descarga y más información, visitar la página del autor:
http://www.territoriocreativo.es/etc/2013/05/social-loyalty-el-poder-para-fidelizar-clientes-descargate-el-whitepaper.html
En DigitalPymes seleccionamos este documento por su interés:
http://www.digitalpymes.es/social-loyalty-el-poder-para-fidelizar-clientes
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Importante: Si el autor/autores desean que retiremos la presentación, por favor, mandar un email a web@digitalpymes.es y lo haremos de inmediato.
Marketing y PYMEs: Las Principales Claves de Marketing en la Pequeña y Median...Digital Pymes
Marketing y PYMEs: Las Principales Claves de Marketing en la Pequeña y Mediana Empresa, nace con el objetivo de acercar y mejorar la función de marketing en las pequeñas y medianas empresas. Este libro cuenta con cinco capítulos desarrollados por expertos de referencia en cada una de las áreas de marketing tratadas.
Los autores abordan aspectos tan fundamentales para la pyme, como la fidelización de clientes, la gestión adecuada de nuestras marcas, los procesos de venta del siglo veintiuno, el marketing en el entorno digital y como realizar un buen plan de marketing.
Después de leer Marketing y PYMEs obtendrá una nueva visión empresarial y la suficiente confianza y seguridad, para tomar las decisiones de marketing que requiere la situación actual.
IMPORTANTE: Para la descarga y más información, visitar la página del autor:
http://marketingypymesebook.com/
En DigitalPymes seleccionamos este documento por su interés:
http://www.digitalpymes.es/marketing-y-pymes-las-principales-claves-de-marketing-en-la-pequena-y-mediana-empresa
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Importante: Si el autor/autores desean que retiremos la presentación, por favor, mandar un email a web@digitalpymes.es y lo haremos de inmediato.
Guia Startup - Estrategias para crear empresas onlineDigital Pymes
Desde MAESTROS DEL WEB, una muy interesante web para todos los apasionados del mundo online, os recomendamos la GUIA STARTUP
maestrosdelweb
Como dicen allí:
"Has intentado iniciar una Startup o tienes muchas ideas para crear una empresa en Internet. Entonces esta guía será un útil recurso para alcanzar el éxito en tus proyectos de emprendimiento. Descubre a través de sus 11 capítulos temáticas que te guiarán sobre las oportunidades, retos y estrategias que toda persona debe conocer al momento de emprender.
¿Qué aprenderás con la Guía Startup?
Si tu meta es abrir un restaurante online, vender cohetes por Internet o buscas diversificar la oferta actual de tu empresa. Estoy seguro que obtendrás algún beneficio de la Guía Startup adquiriendo conocimientos sobre el mundo de la inversión de capital riesgo y business angels. Entre las temáticas que abordará la guía para tu aprendizaje y reforzar conocimientos se encuentran:
Definir mejor tu producto.
Llevar una documentación financiera básica.
Crear modelos de negocio sustentables.
Las ventas de tu producto.
Entender el negocio de los inversionistas."
IMPORTANTE: Para la descarga y más información, visitar la página del autor:
http://www.maestrosdelweb.com/editorial/startup-estrategias-empresas-online/
En DigitalPymes seleccionamos este documento por su interés:
http://www.digitalpymes.es/guia-startup-estrategias-para-crear-empresas-online
Nota acerca de las presentaciones insertadas: Todas ellas pertenecen a sus autores. DigitalPymes incluye el enlace de descarga directa desde la página del autor y desactiva el enlace desde Slideshare. Nuestro objetivo es la difusión de las presentaciones que seleccionamos.
Importante: Si el autor/autores desean que retiremos la presentación, por favor, mandar un email a web@digitalpymes.es y lo haremos de inmediato.
Guia Startup - Estrategias para crear empresas online
Buildingasocialmediateam
1. Building A Social Media Team
Where to Start, What to Consider, and How to Get Organized
2. Many companies want to build social media teams. But where to start?
This e-book is a collection of posts that I wrote about building a social me-
dia team. I put the series together to try and help businesses of all sizes
sort out the wheat from the chaff and understand what it takes to really
properly staff and deploy human resources to build and guide social media
efforts.
It’s my hope that this is helpful to you, perhaps even prompting some more
questions and ideas for what you’re already doing. Want to share your feed-
back? Email me or send me a ping on Twitter.
What Do you Mean A Social Media Team?
Let’s assume for a minute that you’re already convinced that social media is
something you need to be integrating into your work. (If you still need con-
vincing on this front, sift through my archives or any of the myriad blogs on
social media out there right now).
When I refer to a team, I mean exactly that. A group of people inside your organization that are tasked with strat-
egizing, executing, and stewarding social media initiatives inside your company.
Those initiatives can be anything from just listening and mining social media conversations for insights about your
brand presence to participating actively through blogs, Twitter, forums, or other social networks to engage with your
customers.
So, Who Should Be Involved?
I’m going to get into specifics about recruiting, skills/attributes and succession planning later on, but for now, suf-
fice it to say that if you’re only considering adding people to your social media team from your communications
department, please stop there, and let’s chat about this for a minute.
3. I know we communication types think that since the word “media ” is involved, it should live exclusively with the
communication department. And I think that’s selling it all very short.
Your customer service, product development, and business development teams really have stakes in this game, and
you ought to consider a cross-disciplinary group that includes people from all of these departments. Why?
The information you glean from social media is going to affect more than the way you talk to your customers. If
you’re really integrating it, it should be affecting the decisions you make about how you help those customers, and
ultimately inform the products and services you provide to them. So my team would have folks from:
• PR and Corporate Communications
• Marketing
• Customer and/or Client Service
• Business Development or Sales
• Brand Management
• Product Development
• Executive Team
If you’ve got multiple people in each department,
select a point person or two for each to help
streamline internal communication, but everyone
needs to be engaged and involved.
Team members are responsible for strategizing and executing the social media initiatives that are relative to their
department function (which sometimes means active social media participation and sometimes implementing inter-
nally), communicating back to the team and management about results and challenges, educating and training in-
ternally about social media initiatives, and finding ways to integrate the learnings from social media into their work.
We’ll dive more into specifics on that later, too.
4. Why Do I Need a Team?
Socially charged communication is changing expectations in
business, both for customers and potential customers alike. It’s
seeping in around and among us. There’s no backwards now.
So given that, you need a social media team because having one
champion in your office forever doesn’t scale. You cannot conceivably
manage a comprehensive and properly integrated social media
presence with one guy (or girl). And done right, social media bleeds
into almost every aspect of the business. That doesn’t mean that
everyone gets on Twitter, but it does mean that what you learn
through social customer engagement can and will inform decisions
and ideas about much of what you do. And the right people need
to be empowered to do something with that information.
To me, building this team is a first step to getting departments to work across borders, but all with the goal of
improving the customer experience, and building a more solid foundation upon which your business can grow and
thrive. It means managing the monolith of social media by integrating it into what you’re already doing, not completely
reinventing the wheel. Dividing and conquering, and building a system of people and tools that make the ultimate
value - consistent and dedicated customer outreach - much easier to manage.
5. Assembling Your Team
When you’re assembling a team of people to head social media efforts, it can be a daunting task. What characteristics
and skills do you look for? What departments/disciplines should be represented? And how do you prepare for the
inevitable turnover? Let’s take these in turn.
Nunchuck Skills, Bow Hunting Skills…
Communication skills might sound obvious, but that’s just the tip of the iceberg, really. Here are a few standout
qualities I’d look for in members of your social media team:
Work Ethic
Social media doesn’t fit neatly into job descriptions, and lots of it you’re going to be sorting out as you go. Seek out
people eager to extend a bit beyond their job description, roll their sleeves up, and dig in amongst and with a team.
This sort of role requires someone who is agile with their projects and can shift gears relatively quickly without losing
their place or getting completely overwhelmed. And it’s helpful if they have an interest in roles and areas of the
company outside of their own.
Diplomacy
You know the people that are great at building bridges: in
meetings, among colleagues, with customers. We might have
called these just “customer service” skills back in the day, but
it’s more than just responding when called. It’s anticipating
needs, and being willing to be truly helpful at a personal level
(sometimes before you’re asked).
6. Team members should also be strong educators, carrying the social media torch back to their teams and departments
and communicating well and often about what the team is up to, and how it affects them. It’s important that they also
know how to build relationships *inside* the company. With their managers, with other departments, with HR, IT, and
with legal. They’ll need them.
Balanced Corporate Perspective
You certainly want to be working with the people that are knowledgeable about their varying disciplines within the
company. But you also want those that aren’t just drinking the company kool-aid, since the packaged corporate speak
won’t play well in social media. (Note: you don’t want the people who are the perpetual naysayers, either).
Look for people who have a positive attitude about your company and your potential but are forward- and independent-
thinking enough to see what could be made better, both within their own roles and globally.
Product/Service Knowledge
No matter their function internally, you need to be assembling people who really understand the inner workings
of your company, or have the relationship skills needed to build alliances and learn quickly. This kind of practical,
functional knowledge is critical so that social media strategies can be approached and employed with company-wide
implications in mind at all times.
And if the people on your team are going to be actively participating and contributing to social media endeavors,
your customers aren’t going to care what department they’re from, they just know they’re part of your company.
Everyone needs to be armed with enough information (or access to the information they don’t have) in order to help
get customers the connections and solutions they need.
Problem Solving and Listening
This might go in the “duh” category. But team members need to be listening to what’s happening inside your company
so they can be effective stewards of that information to your team and to the customers.
Team members also need to listen carefully what your customers are saying - even when they’re not saying it directly
to you - in order to shepherd that information back and determine what to do with those insights to move things
forward. This implies that all the members of the team need to have listening tools at their disposal.
7. Not everyone will have all of these skills. But if you focus on finding people that have a few of them and spread the
love around, you’ll have a well-equipped group of people that will help you launch a sound strategy.
Build Across Borders
You want to assemble a team of people that have certain skill sets, representing as wide a swath of departments as
you can manage. This piece is really important because it ensures that your social media strategy will be built and
executed with as wide a perspective as possible internally. That means understanding the potential benefits, the
potential pitfalls, and opportunities to leverage both across all the different aspects of your business.
In an ideal scenario, you’d have people representing:
* Corporate Comms and Public Relations (this can include agency partners if you have them)
* Marketing
* Brand/Product Management
* Customer/Client Service
* Business Development and Sales
* Human resources
* IT
* Legal and/or Investor Relations
The right mix probably includes people with the right mindset first and foremost (or at least the open mindedness to
consider social media as a promising strategy), and a mix of levels of responsibility. You don’t want all managers or
all executives or all junior staff members. You probably need a couple of upper-level folks to champion the initiatives
up the ladder, and the rest should be people doing and managing the day to day work.
And you need the people at the table to ask the hard questions. This shouldn’t be a fishbowl brigade of all the social
media evangelists, but a mix of people that will allow and encourage healthy discussion with open minds about what
the pros and cons of social media can be for your particular company.
8. Planning for “That Day”
A prevalent issue in social media today is “what happens when we train these people, put them out there on behalf
of the company, and then they leave?”
My flip answer is: and this is different than any other person you recruit and train and they leave because….?
But I understand that the bigger concern is that you set
expectations for “faces” of the company that may or may
not be there someday, and that losing them means that
you’ll lose customer loyalty because they were attached to
the person and not the brand.
This is why it’s so important that you create a *culture*
of social media in your organization, and empower many
different people to be involved in your company efforts.
Then the conversation becomes about “that company really
wants to talk to its customers” as opposed to “that guy is
really their social media guru”.
This really is about starting small, with a cadre of people
that can champion the cause, because ultimately you want
everyone in your organization to function with this mindset. Yes, you’re going to have a few people that stand out and
carry the flag a bit higher than others. Yes, likely at some point they’re going to leave. But if you’re infusing a social
communication mindset a little bit into all of your business functions gradually over time, there’s always going to be
someone eager, willing, and more than capable of taking their place.
In other words, having a company spokesperson is great. But they need to be an indication and representative of an
entire approach, not the approach in and of itself.
9. Team Roles and Responsibilities
So you’ve assembled your social media team, and you’re starting to put the road beneath your feet. Time to start
sorting out who does what, right? Here are some things to consider in regard to roles and responsibilities for your
team and building an approach that will work for your business.
Everyone
Listening
Many a post has been written about the importance of listening and monitoring online. Especially for your brand, but
also for things that are happening in your industry (including what your competitors might be up to). I won’t belabor
all the whys here, but there are a couple of posts over at the Radian6 blog (disclosure: my employer) where David
Alston outlined the top 10 reasons to be monitoring your brand online, then he did another ten. Check those out if
you aren’t already convinced.
When you’ve assembled a team for social media, it’s absolutely critical that everyone involved somehow has access to
the monitoring activity. If you’re using a listening platform, ideally everyone has access to it, but at the very least there
needs to be regular reporting and sharing of information across the team. This is where it all starts, and whether or
not folks are actively participating on social networks, they need to be informed about what’s happening out there.
Education and Evangelism
The social media team is going to be the hub and central resource for your efforts, which means also that it’s up to the
team to be communicating especially well internally about your activities. If you’re just getting started, you’re going
to be the ones charged with making (and maintaining) the business case for social media integration, and everyone
will play a role in articulating the potential benefits and risks for their area of expertise.
From sharing strategies, results and key learnings of your efforts to training folks on the use of new tools, as you move
forward your team is the champion for the cause and responsible for translating social media beyond the tools and
shiny objects and putting it in solid business context. We’ll talk more about what specifically you can be measuring
and reporting on later in this ebook, but you are the standard bearers, the teachers, and the stewards.
10. Backstage: Key Learnings & Insights
All the listening and social media stuff isn’t worth a fig if you don’t use what you learn to somehow improve your
business. Not everyone on your team needs to be actively participating and responding in social media, but they need
to be absorbing the insights of that listening and participation.
So some of your backstage folks might look like this:
Product Development: listen for product improvement ideas, feature requests, competitive offerings
Human Resources: recruiting, culture and company perception (external), competitive hires
Customer Support: FAQs and recurring issues, praise (for understanding what’s working well)
Business Development: market and industry trends, pricing intelligence, competitor positioning
Legal or Compliance: monitor participation to ensure alignment with any regulatory issues
The information comes from listening, but the real meat is in figuring out what’s next for all of these things. In other
words, when you have the insight about what people would like to see from your product, what’s the next step? If
you’ve discovered an untapped market, how do you act on that information? It’s up to you to decide how best to
shuttle information from the front lines through your organization so it gets into the right hands.
The Front Lines: Participating and Engaging
Here we go with actual getting-out-there-and-talking-to-people stuff. You’re going to ask me how many people you
need, and I’m going to give you the dreaded “it depends” answer. It might be as few as one or two if you’re just
getting going and the chatter is mild. If you’re a brand with a significant presence already, you’re already immersed
in social media whether you like it or not, and you’ll likely need 3 or more people actively managing outreach (Dell,
Comcast, and other leading brands have full teams.)
As for managing the risks of what people are saying, I’ve written about a lot of that here, here and here. And there
are several companies - big companies - who have written policies of their own to help manage this kind of thing.
Personal accountability, smart hiring, and common sense count for a lot. I’ve collected a bunch here for you; if they
can do it, so can you.
11. As for roles of people on this front, here are a few basic ideas
to get you started thinking about what might work for your own
organization.
Comms/Community folks:
These folks are often the bridge between company and customer,
and function like a facilitator and connector. This is the role I
take on each day. You might have these people paying attention
to:
• Compliments: Say thanks.
• Complaints: Apologize, and help get them connected with
someone on the support side that can work to resolve their
issue (work with customer service)
• Inquiries: Help provide and connect customers and prospects with information on your company, and work with
the BD team to care for them appropriately
• Media opportunities: Connect with bloggers and journalists to build relationships
BD and Sales:
Your sales team should be engaged and involved in your online efforts, but you may need to do a bit of education
about what’s acceptable in social channels. It’s not for selling. It’s for informing, educating, learning and connecting.
• Leads: listen for “point of need” sales opportunities and make genuine, helpful connections (no pitching, folks).
• Kudos: For example, our reps might connect with their prospects on Twitter after they went through a product
demo
• Inquiries: Working hand in hand with the community and communication folks above to steward these requests
Customer Service:
Probably the most important thing in this area is empowering your customer service team to actually solve problems,
in real time, with the authority to do so. Ritz Carlton hotels are a good example; every employee is empowered to
solve any guest issue at any time that requires $150 or less to remedy. Think about how you can set comprehensive
guidelines for issue resolution and customer rewards so your support team can act as autonomously and effectively
as possible.
12. They’ll be the ones listening for and responding to:
• troubleshooting or technical/product support issues
• customer complaints
• accounting/billing questions (to route to appropriate people)
• compliments and kudos (there’s no such thing as too many people saying thank you)
The Role of Agencies and Consultants
Many companies work with agency partners on a regular basis to manage and implement some of their communications.
If you have PR or communications folks out of house you’re working with, you’ll absolutely want them to be in the loop
about what you’re doing, and even engaging their assistance with strategy (if they’re suited to that role).
But I’d recommend against having your agency do the outreach on your behalf, at least for the long term. They might
be able to act as guideposts and training wheels as you get going. And I think there is immense value in having
trusted, experienced experts on your team to lend their talents and ideas.
But ultimately, you need to own social media outreach inside your own organization and execute it there. The
expectation you’re setting by being present in social media is that people get to interact with the people at your
company. Let your agency and consultative partners help you engineer behind the scenes, but your goal should be to
give your customers what they want: real interactions with you.
Remember...
No matter who is reaching out on behalf of your company, your customers and community aren’t segmenting you by
department and they don’t care about your job titles. They’re looking at you as a unified team that they can count on
to meet their needs. So by all means devise a system that works for you, but ultimately remember that you are ALL
stewards of your company and your brand, and by participating in social media, you’re setting new expectations for
accessibility and availability. And you’re all in it together.
13. Team Toolkit: A Listening Platform
At this point, it’s critical that you equip your team with the tools
that will allow them to integrate social media into their work.
Let’s start right off the bat with some super clear disclosure: I
work for Radian6 as their Director of Community, and I use our
listening platform exclusively for my work. That means that I am
unequivocally biased in favor of our tool and its capabilities for
listening and engagement in social media.
If you can pay for a monitoring solution, it’s the one I’m going to
recommend because I think it’s the best on the market and one of
many reasons I work for them.
Clear enough? Fully disclosed now, are we? So now that that’s out of the way…
Building a Listening Platform
You need some assembly of listening tools in order to monitor the conversation. This to me is probably THE most
important tool in your arsenal, no matter what. If a paid solution is within your reach (ours starts at about $600/
month), please consider investing in one. From an efficiency and streamlining perspective alone, it’s worthwhile, and
can make this part of your process so much more comprehensive.
But if a paid solution is still out of your budget right now, consider building yourself a dashboard of your own that
aggregates RSS feeds from several search tools.
14. I’ve noodled with several methods, and so far, I like NetVibes as an aggregator, pulling in search feeds from:
• Google Alerts (News and Blog Search)
• Twitter Search - separate feeds for different search strings/keywords
• Technorati Blog Search
• TweetBeep - a good backup to capture mentions of your brand on Twitter
• SocialMention.com
• Backtype - search among blog comments
• BoardTracker - search forums and bulletin boards
This method won’t have the ultimate value of paid tools - things like workflow tracking, sentiment analysis, and deep
data analytics and reporting - but you’ll at least be able to aggregate the information to give yourself a starting point
for analysis by hand.
At a basic level, you’ll want to listen for:
• Your brand/company name (don’t forget to look for common misspellings or derivatives of that brand)
• Your competitors
• Stakeholder mentions: If you have people or representatives on your team that are active online, you might be
listening for their specific names
• Industry/Opportunity phrases: if you’re selling insurance, you might look for phrases like “need insurance coverage”
or “shopping for car insurance”
Manpower
Ideally, each person on your team is set up on any listening system you put together. But if that’s not financially or
logistically possible, make your assignments for listening based on the complexity of your team.
For a smaller company without large, independent departments, you can probably have one or two people act as your
information gatherers through your listening tools, and report back to the rest of the team on a regular basis about
what’s happening. (More on that later).
15. For more complex organizations where you’re building a team across departments, it’s ideal to have at least one
person from each department - front line OR backstage - manning the listening posts relative to their area of the
business. If that’s not possible, try to at least have one communications, one or two sales, and one or two customer
service people that can share the responsibility and distribute learnings.
Keeping Tabs
If you’re listening and not yet participating actively on social networks as a company, you can probably have your team
members checking in on sites two or three times a day, just to keep abreast of any emerging issues or time-sensitive
intelligence to report to the team.
If you’re actively participating and engaging with your customers, those plugged into the listening systems need to
be integrating that as continually as possible into their daily work. That means peeking at your dashboard every 30
minutes or so (yes, really), and ideally if you’re using a great tool like Tweetdeck for Twitter participation, you can
have it set up with some redundant searches right in the window so you can catch brand mentions in real time on
your desktop.
Again, paid tools like Radian6 offer capabilities to help with this
part of the process, including the ability to build and implement a
workflow for your engagement efforts right in the platform, track
your responses, and get alerted to new posts in near-real time
through email or IM (so you don’t have to remember to refresh
a dashboard).
I know it sounds like a plug, but I can’t tell you how much these
capabilities make a difference when the volume of mentions about
your brand gets to more than a few a day. When considering
how you scale social media, scaling the listening and workflow
aspects needs to be one of the first things you address. Serious
participation, tracking, and analysis of your social media efforts is
eventually going to require a tool that goes far beyond what you
can build for free.
16. Team Toolkit: Participation
You’ve built a team. You’ve sorted out some roles and responsibilities.
You’ve got a listening tool system in place, and you’ve got a sense of
what you’re going to say. Now it’s time to start participating - in other
words, talking to your customers online, in the places where they
congregate.
For some organizations, getting ready for that may mean a discussion
(or a series of them) with IT and management about dissolving
certain firewall restrictions and/or being able to install applications on
individual desktops. This means laying out your case for social media
participation in compelling and clear terms: “We know our customers are asking for us to be present on these sites
because of X learnings we’ve captured through monitoring. We have selected Y sites as our outposts and Z tools for
internal and external communication because….. Here’s what the time and capital requirements will be for our team
and the expected benefits to our participation….” (You get the idea).
You may need to do some negotiating and addressing of concerns and potential risks and rewards of social media
participation. To help do that, consider the tools you’ll need to make that participation as effective as possible.
Communication Guidelines
While not a technical application, this could be something that really allays the fears of some folks in your organization
about this participation. Check out some examples from other companies here. Even if you don’t need a formal policy,
it can be helpful to outline the philosophy and approach of your company’s social media participation to share with
others that are still learning about this type of communication.
Social Profiles
Depending on the external sites on which you choose to participate, your social media team members will need
profiles and a presence on those sites.
17. As for the whole “corporate vs. personal” profile argument, I’m in the camp that says having a personal presence
either instead of or in addition to a “logo” presence is really critical to making the most of social media. I think the
approach differs a little based on the site:
Twitter: I think each person on the front lines needs an individual profile with a photo (much like the Dell or Comcast
guys do). You can have handles that reflect the corporate presence - BobAtCompany, for example - but do let individual
people have individual accounts. (As for the “who owns your account” stuff, your mileage will vary based on your
company culture and policies. When in doubt, have the discussion first).
If you’re going to use a general logo/corporate presence as a Twitter profile, consider that Twitter is a very person-
to-person medium. You’ll need to think about how you’re planning to use this more generalized presence; at Radian6,
we’re planning to use ours to help further our best practices and educational content, including facilitating backchannel
conversation for webinars and gathering feedback about content our customers would like to see. But the bulk of our
outreach happens through our individual accounts.
Facebook: Facebook Pages are a popular corporate solution, and while I’m not yet totally convinced of their ultimate
value, they’re designed to be built as a logo presence versus a personal one. That’s the nature of these sites, but
think about how you can provide a personalized, human touch to this by really thinking through how you’ll engage
your customers on that page, and how you can help them connect with a real, breathing individual straight from that
page if they’d like to.
Since most people tend to use Facebook as more of a personal communication channel, I’d advise that your team
members interact through the page itself (via the wall or messages). Rather than offering up their personal Facebook
profiles as a link, publish appropriate email addresses or other social network profiles (like Twitter) so customers can
reach out that way.
LinkedIn: Here, my recommendation is that each team member maintain their own individual profile and use that to
participate in areas of the site like Answers, or join groups. Then from a company perspective, you can form a Group
if you like to engage in more company-to-customer and customer-to-customer activities.
18. Forums: The forum culture is such that people really expect to be talking to people. If forums are a viable channel
for your company to be talking to customers, then I think you really need to allow each individual to have their own
presence on the site and communicate with forum members that way.
Blogs: When leaving a comment on a blog, always identify yourself as the individual representing the company. That’s
simple to do: close your comment with your name and your company name. People want to know who they’re hanging
out with. For instance, I sign blog posts:
Amber Naslund
Director of Community, Radian6
@AmberCadabra
Who’s Talking
Deciding who should be participating on which social networks is
a matter of several factors, and your mileage is going to vary. But
here’s some things to think about when you’re determining that.
Interest: The members of your team doing the participating need
to be interested in doing so in the first place. Some people have
a natural affinity for Twitter or Facebook, and that might be the
perfect place for them to engage on behalf of your brand. Check out
whether your team members are using social networks or blogging
in their personal lives, and see where their interests lie.
Expertise: It’s important that the people interacting on the social web for your company have two-fold expertise:
they need to understand the tools they’re using, and they need to be equipped with the right information and skills
in their corporate role to respond and engage in their area of expertise. In other words, if you’re using Twitter for
customer service, you want someone with the right blend of social media savvy, web and tech expertise, and deep
knowledge of your company’s customer service practices.
19. Resources: When I say resources, I mean that your social media team members need to have the ability to integrate
this into their other work (time), as well as access to people and information they may need to fulfill that part of their
role. You’ve got to treat team member social media responsibilities as an integral piece of their job, not a bolt-on
accessory.
Even if you have full-time social media or community team members, scaling your social media strategy is going to
require that more people get involved and immersed. The full-time person can then be a bit of the hub for social
media activity and strategy, and work closely with all of the other members of the team to keep efforts cohesive and
on track.
Home Base
Don’t neglect the importance of making sure that your customers have plenty of clear, applicable reasons to visit your
website. Use your outpost social presence to bring people home to roost and hang out.
It’s not enough for a website to be a static brochure anymore. Your customers want to do things, find things, share
things, participate in things. If you haven’t done so, audit your site for opportunities to enhance that content presence.
Be open minded and creative about the ways you use your site. Invest in making your website a resource and
destination for people, and a conduit to information and interaction with you.
20. Roger, Roger: Team Communication and Reporting
An aspect of social media execution that I think often gets lost in the shuffle is communicating among your internal
team. It’s so very critical to doing this stuff (okay, any business stuff really) well, but it’s like the shoemaker’s kids
having crummy shoes. We forget to take care of our own.
So let’s talk about this in two pieces; the things you’re going to want to communicate about and why, and then a few
tools you ought to consider to help you do that.
The Information Highway
On a daily basis, there’s so much happening across the company that it’s nearly impossible to sort the wheat from the
chaff, and know what your colleagues and compatriots need to know. It’s not the minutia that matters so much as the
things that could potentially affect the way someone else does their job, for better or worse. Especially as it relates
to social media, the intelligence that needs to be shared is the meaty stuff that influences how your team interacts
with your customers and community. Just a few examples:
Sales and Biz Dev:
• New account wins
• Significant account losses
• Sources of new leads
• Upcoming significant pitches/presentations
• Significant decision drivers for prospects/customers
• Goals, both short term and long term
Support and Product Development
• FAQs and recurring issues among customers, including which
are being looked at for implementation
• New product/service updates/schedules
• Testimonials/Use Cases/Feedback
21. Community and Communications
• Share of Voice vs. Competition
• Overall sentiment for the brand
• Media Coverage (traditional and social)
• Testimonials/Use Cases/Feedback
• Upcoming events/speaking engagements
Executive and Management
• New Hires, Promotions, other HR
• Changes to compliance, regulatory or legal issues/policies
• Strategic Planning & Business Goals
• Partnerships and Alliances (and their purposes)
Everyone
• What you need from other team members/expectations
• What other team members are doing that’s valuable (not sunshine blowing, truly meaty feedback)
• Ideas for other team members outside your role
• Cultural issues: the positives that keep you coming to work and the challenges that make your job harder
All in all, this is a guidepost. It’s not meant to be comprehensive, but rather to get you thinking about what might be
important in your company. And I’m not advocating that you churn out dozens of reports and spreadsheets and graphs
and sit around the conference table looking at PowerPoint slides. I’m suggesting that in the format that works for you
and your culture, you need to be talking to each other: regularly and openly. Social media is about communication,
after all. Don’t ignore each other.
22. The Power Tools
Communication really isn’t about the technology, it’s about the intent and the effort. But having some of the right tools
around you can be super valuable. Let’s talk about a few things that are available so you can consider what might
work for you.
Micromedia Platform: With the explosion of Twitter, there’s a strong movement for similar products that are
meant to be used internally. At Radian6, we use Yammer for quick bursts of internal communication, and mostly to
share news like media coverage, interesting links, or sales wins. Another application that serves a similar purpose
is SocialCast, though I can’t speak to it’s capabilities. These tools are helpful for many-to-many communication and
useful for sharing quick bites of information that would otherwise clog people’s email inboxes.
Instant Messaging: When IM arrived, email volume for me dropped dramatically. It’s great for the one-off ping to
someone. The downside is that it’s not captured in an archive (unless you deliberately do so) and it’s only one-to-one
communication, but sometimes, that’s all you need. I’m a fan of Adium, an IM client that integrates all the popular
platforms into one easy to use interface.
CRM and Engagement Tracking: Radian6 has features that allow each
user to respond to and track responses to posts and comments across the
social web, as well as post comments to internal team members about
specific posts so we can talk to each other about how to respond (or how
to disseminate important feedback).
This kind of audit trail is invaluable, because you can not only track what
you’re doing, but report on it later. Whether or not you’re using Radian6,
you’ll want to devise a system for tracking and capturing the interaction
your team members have online.
You’ve also got to have a solid system in place for tracking your customer
and client relationships. Don’t skimp here; if you’re small, find a system
that you can grow into. We use and like Salesforce, but there are literally
dozens on the market, all the way up to enterprise-level (and incredibly
23. complex) software like SAP. It’s pretty straightforward, but you MUST be able to keep track of the path of communication
with, among, and between your customers and prospects, and have it available for everyone to see.
Blogs: Internal company blogs can be a compelling way to disseminate content and information around the enterprise,
but they also take a dedicated effort by the team (read: time and access to information). But they can be a streamlined
way to share information, stories, ideas and challenges, again without cluttering the email system. Since they’re
readable on the reader’s schedule and allow for comments, blogs also serve as a great archive of information and
resources across the company.
Dell and Best Buy have done amazing things with their internal blogs, everything from innovating new product and
service ideas to simply sharing news and successes. Platforms like WordPress are easy to install and integrate into
secure areas of your company website or intranet.
Social Networks: These are going to be overkill for some companies because they take significant human, capital,
and technical resources to make them work well. But companies like IBM, Deloitte, Microsoft and Best Buy have
been leveraging the power of social networking internally for sharing everything from employee-generated ideas to
communication among disparate offices and collaborating on product and service innovations.
There are enterprise providers like Awareness Inc. and Jive’s ClearSpace that offer compelling and robust white-label
social network platforms, but even something like a private network on the Ning platform can be a great starting point
for companies looking to take the next step toward internal and multi-channel social communication.
The Old Fashioned Way: Please, please don’t underestimate the importance of our “old school” tools like the
phone and email, or even the (gasp) in-person meeting. I’m not a big fan of meetings for the sake of them, but with
a purpose and a clear agenda, there’s no substitute for taking time out of your day to get together and communicate
with voice. You can only digest so much in text before you tune out.
But don’t just use your meeting to report in to each other, use it to tackle a particular question or challenge and aim
to come away from the meeting another step closer to the solution. Distance in the way? No worries. That’s why they
invented GoToMeeting and Skype.
24. Social Media Teams In Action: Humana
We’re all clamoring for real live examples of what’s working and what’s
not. Greg Matthews from Humana was kind and generous enough to share
what’s he and his team have been up to over there.
Greg is the Director of Consumer Innovations where he’s focused on using
social media to create different kinds of interactions with consumers, and he blogs at CrumpleItUp.com. What better
cap off to the Social Media Team e-book than to hear - straight from the organization - what’s working for them? Here
it is, in Greg’s own words.
Humana made the decision to step - lightly - into social media last year. But the interesting thing is that it wasn’t
really one decision, but many . . . perhaps dozens of decisions, happening all at about the same time. And when you
think about it, it’s really not all that surprising that in a company of 29,000 people operating a complex business, the
benefits of using social media became obvious to lots of us. Or, at least, too enticing not to try.
For those of you who don’t know our company, we’re one of the bigger health benefits companies out there. Here’s
a pop quiz: How many of you love your health insurance brand? Nobody? OK, how many of you find your health
insurer easy to work with? Ahh, yes. A few more, but still not many. How many of you find the health system easy
to navigate? Crickets again.
Can you imagine why we might want to make a deeper connection with consumers? Why we might want to collaborate
better with doctors and hospitals to make sure that our members get the best care for a reasonable price? To connect
healthy people with programs that will keep them healthy? Then you can imagine why social media started to appear
on everyone’s “solution radar” in 2008.
How it started
For me, it started with a realization that I couldn’t keep telling people that social media was a solution unless I started
actually living it out. So, I started doing the usual stuff - blogging, setting up a facebook page and even a twitter
account. You can read more about it here and here .
25. But things really took a turn when our team got some good press from the social media campaign for freewheelin.
That led to a presentation to Humana’s executive committee, and a directive to create some kind of company-wide
platform that we could use to help bring together Humana’s social media activities into a common place. After having
done some pretty low risk exploration, we figured that the first thing to do would be to lay out a set of principles to
live by - and the Town Square was born.
The Town Square is a concept that says every department in the company can get a “lot” on the town square, and
build whatever kind of building suits their business needs best. It’s the place for Humana to understand, explore and
use social media to take its business forward. It’s not about tools or technology; it’s about a new model for interaction
and collaboration. It’s for our customers, yes, but not JUST our customers. It also applies to the way we work with
doctors, hospitals, pharmaceutical companies, employers, the government and - yes - each other.
The Town Square model
We figured that if we were going to be working in social media, we needed to apply social media principles to the way
we worked. And that means that we weren’t going to be a governance committee. Or an approval board (oxymoron
alert!).
There’s only one rule in the town square . . . but it goes with six fundamental principles. The rule is: We Share. We
share our ideas and plans. We share what’s worked and what hasn’t. We share vendor recommendations. We share
reference materials and resources. The fundamentals are important too, although pretty obvious:
• Authenticity - We’re honest, accurate and thorough. We’re not marketing; we’re having a conversation. We don’t
keep secrets or spin the truth. We’re people, too.
• Active Listening - We’re taking the time to stop talking and just listen. We want to hear what you have to say - even
if it’s negative. When we enter a new space, we’ll listen first before we start talking. We’ll listen for how we can
make your life better or easier. We are changing the way we work based on your needs.
• Going Where They Are - People go to the places and do the things they know, trust and enjoy. You don’t have to
come to us; we’ll come to you. If it’s necessary for you to come to us, we’ll build you a bridge.
• Personal Voice - We will interact with you as people, not as a corporation. I am accountable to you as a person,
not as a corporation. We will use language that you can understand - not just what’s convenient for us.
26. • Learning through Action - Nobody has found the “magic bullet” in enterprise social media. We will try new things.
We realize that we will make mistakes and do things incorrectly, but we will learn as we go. We’ll be honest about
what we’ve learned, and celebrate our smart failures. We’ll get better every time we try.
• Sharing/Open Source - We are adopting a culture of sharing, both inside and outside of Humana. If we can’t share
our successes and failures, we limit our ability to learn. We don’t have to control, but we do have to communicate.
We will create a culture that emphasizes and values collaboration and sharing.
So now that we had a framework, we needed someone to start building around the square. I mentioned before that
there were a whole lot of people who’d begun to work in the space. Our Perfect Service Innovation team was the first
part of the company to work with an internal wiki for knowledge sharing. Our Web/New Media team has launched a
series of videos (over a million views on YouTube - pretty amazing!) And another part of our marketing organization
had launched a real social network for pre-retirees.
Continuing the Town Square metaphor, we needed to find a way to bring together
the right people from around our business to carry the learning forward - we call
it the “Chamber of Commerce.” A group of 17 people - none above the Director
level - from 14 different departments of the company. They are all either currently
engaged in some form of social media or preparing to be.
How we run it
We run it as a radical social media democracy. It’s an un-committee. We don’t
have a charter, and we don’t have rules. We don’t have a P&L and we don’t have a
budget. We don’t have a leader and we don’t have any formal reporting structure.
We even live-tweet our meetings (watch for hashtag #hcoc for Humana’s Chamber
of Commerce).
We’re what a management guru might call a self-managed team. The Chamber
of Commerce itself doesn’t actually do any work or have deliverables … but it does
set up workgroups that people in the team can voluntarily join - and since they’re
all leaders in their organizations, they can also commission others to help. The
Chamber of Commerce meets every 3-4 weeks, and our agenda usually looks like
this:
27. • Updates from last meeting
• 1 member presents an update of their social media work: what is it, how and why did they do it, what have they
learned?
• We incorporate a “voice from outside” to provide expertise
• One or more work-groups present updates
How does it work? It’s amazing. It’s the only team I’ve been on that has nearly 100% attendance at every meeting
- even, as it turns out, when they’re called at the last minute. And you don’t have to look hard to figure out why. It
adds value to people’s jobs. It fuels their passion. And it’s one of the rare groups that actually lives up to the saying
“you get out as much as you put in.”
What it means for Humana
We’ve recognized up-front that this new way of doing business will stretch and redefine the capabilities of every
department in our company. As a group #hcoc will advise:
• HR on Creating a culture of collaboration, and on hiring, training and rewarding people for collaborating and
sharing
• Marketing on having a conversation and building a brand based on collaboration
• IT on issues of security, access development and toolsets
• Legal on IP, compliance, liability and indemnity
I have to admit at this point that this is a new team - we’ve only been meeting since January. We have really tough
issues to tackle, and we all have “day jobs” that keep us busy. And frankly, the biggest threat to the Chamber of
Commerce is biting off more than we can chew. But the value we can bring to our company is this: There are very
few large companies that have really made social media a differentiator for their business. And I can’t really think of
any in health or health care.
We know that health, and the health system, have to change. Humana intends to continue leading that change
through innovation and our focus on consumers. There’s a lot of work to do . . . but luckily we work in a company with
29,000 other people who can help. And that’s what the Chamber of Commerce will be tapping into.
28. Are you ready?
As with anything, building your social media team isn’t going to fit the mold of other companies. It’s going to
be unique to your business, and colored by your goals and objectives, resources, culture, and whatever else
comes along. That’s okay. Again, this is meant to serve as some thought starters so you can build out your own
approach. I’m equipping you with ideas. The execution? That’s up to you.
Social media isn’t going to stay some odd, separate thing that people are trying to figure out. It’s going to wind
its way through the ecosystem of companies, slowly but surely, and become part of the fabric of what we do and
how we do it. Like the internet as a whole. Like email. Like the phone. It’ll just be part of business.
And while you don’t necessarily have an email or a phone “team”, right now, you just might need a social media
team to help ease your company’s transition into it. It’s a stepping stone, and a way to get everyone communicating
regularly and openly about what you’re doing. Lousy communication and a scattershot approach has been the
death knell for more than one social media program.
So now. Go forth, and collaborate. Build that team. Let us know how you do.
29. Amber Naslund is a social media and marketing pro, and the Director of Community for Radian6, where she’s
responsible for client engagement, community building, and helping companies tap the potential of online repu-
tation management, customer engagement, and social media monitoring. She’s spent the last decade or so
raising funds, building brands for companies of all sizes, and messing with all things online.
Amber blogs at altitudebranding.com, focusing on elevating brands through social media and communication,
and keeps her personal blog at Inaccurate Reality.
This content is Amber’s alone, so that means that it doesn’t represent the thoughts, views, opinions or practices
of her employer, friends, family, minions, pets, children, or that annoying neighbor that does the leaf blower
thing at 6 a.m. on Sundays. If you’d like to reach Amber, drop an email.
Amber Naslund
847-302-3471
amber@altitudebranding.com
http://altitudebranding.com
Twitter: @AmberCadabra
LinkedIn: http://www.linkedin.com/in/ambernaslund
30. Special thanks to the folks at Shutterstock who graciously provided a lot of the images in this e-book. Check out
their stuff (really inexpensive royalty-free stock photography) at http://www.shutterstock.com.
You can find Shutterstock images on the cover, and pages 1, 2, 16, 20 and 26.