CLEAR Training: Social Media Strategy
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CLEAR Training: Social Media Strategy
- 1. Social Media Strategy Map Beth Kanter, Beth’s Blog
- 2. Jane’s Office Meet Jane
- 3. She’s worked in the field for a very long time
- 4. And her tools have changed over the years
- 7. Stories that tug at the heart strings
- 10. http://www.flickr.com/photos/johnjoh/376275220/ Meet Phil Manage her staff
- 11. http://www.flickr.com/photos/commitforlife/ Phil’s desk is here
- 14. Facebook Jane needs to Blog be here .. Flickr http://www.flickr.com/photos/kino-eye/
- 15. If our organization owned our social media strategy ..
- 17. Jane needs a map
- 18. The marketing and outreach department
- 19. Phil needs a map too
- 20. A social media strategy map helps your organization think through objectives, audience, content, strat egy, tools, and measurement to support your organization’s communications and Internet strategy.
- 21. Let’s go step-by-step •Objectives •Target Audience •Integration •Culture Change •Capacity •Tools and Tactics •Measurement •Experiment
- 22. Objective •What do you want to accomplish? •How does a social media strategy support your communications objective?
- 23. To draw political attention to ongoing genocide in Darfur by delivering 1 million postcards to be sent to Obama within his first 100 days in office
- 24. Audience •Who must you reach with your social media efforts to meet your objective? Why this target group? •Is this a target group identified in your organization’s communications plan? •What do they know or believe about your organization or issue? What will resonate with them? •What key points do you want to make with your audience?
- 25. What are they doing online?
- 27. What research do you need?
- 28. Doing Research Through Social Media Channels
- 31. Twitter Search
- 32. One Way Homebase email Web Site search engine ads Audience Objective Social Listening Conversation Connecting Integration with Internet Strategy
- 33. 1/3 Web Presence 1/3 One Way 1/3 Social
- 34. The Tower and The Cloud Flickr photos by jamesjordan
- 35. Assess organizational culture and has strategies to address fears, concerns, and other barriers to adoption
- 36. Common Concerns Loss of control over their branding and marketing messages Dealing with negative comments Addressing personality versus organizational voice (trusting employees) Fear of failure Perception of wasted of time and resources Suffering from information overload already, this will cause more
- 37. Can employees participate on organization time? Should there be an oversight committee? Should the organization indicate what employees do with their personal use of social media? Should employees disclose or hide their organizational affiliation? Discussion on possible scenarios and resulting decisions
- 38. Blog Policy
- 41. Capacity: Staff, Time, Expertise
- 42. 9:00 • Google Analytics 9:30 • RSS 10:00 • Content Creation 11:00 • Social Networking Source: Tweeting 9-5 The Daily Routine of a Slightly Insane Social Media Manger
- 43. Staff
- 44. Empowering supporters without loosing control …
- 45. Measurement Broader use of hard web metrics – users, time spent, comments, bookmark, outbound links, engagement …combined with digital ethnographic insights http://neilperkin.typepad.com/only_dead_fish/2008/04/blended-measure.html
- 46. 6. Uses the right metrics to understand what is and what isn’t working Well, mayb e not dead
- 47. Engagement Create Metrics Critic Comment 5 Collect Click
- 50. 7. Launches small pilots and reiterates and understands how to fail in the right way “We spend more time figuring out whether something is a good idea than we would have just trying it.quot; - Clay Shirky
- 51. Crowdsourcing the Institution’s Strategic Vision
- 53. The Steps •Objectives •Target Audience •Integration •Culture Change •Capacity •Tools and Tactics •Measurement •Experiment
- 54. Thank You! Beth’s Blog http://beth.typepad.com Have a blog post topic idea? beth@bethkanter.org
Editor's Notes
- http://www.flickr.com/photos/jamesjordan/2751393381/http://www.flickr.com/photos/mkrigsman/3428179614/http://beth.typepad.com/beths_blog/2009/05/mark-pesce-at-cua09-think-like-a-cloud-make-a-storm-kill-the-tower.htmlMark PesceCloud: Used to describe how we're all more closely connected through social networks like Twitter, Facebook, and etc. And how our connectedness is resulting in new collective behavior that can't be controlled. The same sort of engine which powers Wikipedia can be put to work across a number of different “platforms”. The power of sharing allows individuals to come together in great “clouds” of activity, and allows them to focus their activity around a single task. It’s happening all over the social webThe cloud results from the \"human condition of hyperconnection.\" Always on Pesce points out that this condition leads to observational learning from watching other people's behaviors online. Behaviors can be replicated quickly and communities of interest can form around particular topics, or \"clouds\" potential. This is very different from the way most nonprofits work – which more hierarchal - control the message, command and controlWe’re not making a value judgment about one mode of working or the other. The problem is that the Cloud and the Tower are not compatible. Now, one isn’t going to be replaced by the other.The challenge for organizations that want to be successful in using social media – requires understanding when to work like a Tower and when to work like a cloudBut nonprofits need to focus on the interfaces that connect the hierarchy to the cloudIn the 21st century we now have two oppositional methods of organization: the hierarchy and the cloud. Each of them carry with them their own costs and their own strengths. Neither has yet proven to be wholly better than the other. One could make an argument that both have their own roles into the future, and that we’ll be spending a lot of time learning which works best in a given situation. What we have already learned is that these organizational types are mostly incompatible: unless very specific steps are taken, the cloud overpowers the hierarchy, or the hierarchy dissipates the cloud. We need to think about the interfaces that can connect one to the other. That’s the area that all organizations – and very specifically, non-profit organizations – will be working through in the coming years. Learning how to harness the power of the cloud will mark the difference between a modest success and overwhelming one. Yet working with the cloud will present organizational challenges of an unprecedented order. There is no way that any hierarchy can work with a cloud without becoming fundamentally changed by the experience.
- The remedy – education, discussion, policyLooks at the opportunity costs if they don’t participateConsider the worse case scenarios and have a policy that addresses
- http://www.mindomo.com/view.htm?m=5d005d7f82ae13f1a4e7ae756afe900a.flickr.com/photos/axis/1892931/Can employees participate on organization time?Should there be an oversight committee?Should the organization indicate what employees do with their personal use of social media?Should employees disclose or hide their organizational affiliation?Discussion on possible scenarios and resulting decisions
- Over the past five years (http://www.thespohrsaremultiplying.com/), The March of Dimes has used social media to nurture its online community, Share Your Story (http://www.shareyourstory.org). It is one of the better examples of how nonprofits can use social media to empower supporters without having to control it. A few weeks ago, the March of Dimes supporters came out in droves for a networked memorial service for a toddler named Maddie (http://www.thespohrsaremultiplying.com/). The community raised tens of thousands of dollars for the March of Dimes in Maddie's memory as well as covering the funeral costs for the family. The organization did little to stage this event. The organization has embraced openness and inspired their stakeholders to feel empowered enough to take action on their own.http://beth.typepad.com/beths_blog/2009/04/march-for-maddie-a-networked-memorial-service.html