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This document discusses operationalizing social media for businesses. It provides case studies of companies with and without a social media champion. It outlines methodologies for developing a social media roadmap, tying social metrics to business goals, and best practices for community management. The document recommends taking a holistic social business approach by aligning social activities with strategy, mapping stakeholders, and revising organizational structures.
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- 1. OPERATIONALIZING SOCIAL MEDIA CASESTUDIES & METHODOLOGY Zena Weist Vice President, Strategy | Edelman Digital | @zenaweist #explore
- 2. CASE STUDIES WITHOUT ACHAMPION & WITH A CHAMPION
- 3. EMBARQ CASE STUDY WITHOUT A SOCIAL MEDIA CHAMPION Servicing 3.5M HHs across 18 states • Home Phone, Local and Long Distance • High-Speed Internet • Satellite TV from DISH Network • Home Computer & Technical Support 3
- 4. LISTENING In the beginning… Google Alerts (Yahoo) Google Blog searches BlogPulse DSLReports.com Technorati Added… Collective Intellect All of the above Addictomatic Landed on… Radian6 All of the above
- 5. SOCIAL MEDIA ROADMAP Corporate Social Media Mission: Develop, implement and cultivate social media strategies with an evolving tool kit to enhance communications and brand perceptions among employees, customers, prospects, shareholders and the media – aka: “stakeholders”. November 17, 2007 5
- 6. Delivering on ourPractical Ingenuity brand promise, we will leverage social media with the following strategic pillars: 1) EDUCATE: Train to create breadth and depth in our employee base to give them the tools and opportunity to actively engage in social and emerging media. 2) SEEK & CULTIVATE: New employee talent and corporate resources to better position EQ as a “thought-leader” in this emerging space while tapping external influencers. 3) INTEGRATE: Listen to and become part of conversations that are media agnostic and evergreen; ensure all marketing and communication strategies are interwoven to create consistent messaging. 4) RESEARCH: Invest in socmed-specific research to identify emerging trends, shifting EQ from followers to leaders; monitor brand perceptions to identify opportunities and gaps. 5) MEASURE: Use media appropriate metrics to evaluate performance against best-in-class examples. 6) INNOVATE & EXPERIENTAL: Utilize the socmed opportunity to evolve the brand into one that is dynamic, interactive and relevant; leverage opportunities via conversations to position the brand for future growth. 66
- 7. TYING SOCIAL INTOBUSINESS METRICS Still Have Customers Who Won’t Recommend Embarq Engaging in online 4Q07 conversations to Executives and employees increasingly concerned with negative Customer posts and no Embarq response. improve: Passion for Customer care drives initiative to ignite with a grass-roots Customer care effort: – Update/publish the Online Communication policy Customer Experience, – Pool resources from front-line to get in on ground floor to develop a sustainable, no-cost process. Brand Perception & • Discovery • Assessment Employee Morale • Recommendations • Implementation Integrate Strategy redefined to focus on a Customer care concern. Customers Likely to Recommend Customers Definitely Recommend 1Q08 2-3Q08 7
- 8. TECHNOLOGY VIDEOS ONYOUTUBE PROMPT ACTION 67% Have taken action as result of seeing technology or electronics-related content on YouTube. 47% Gathered more information about a product or service 34% Considered buying a technology product or service 27% Thought more favorably toward a product, brand or service 21% Told someone about a product or service 13% Bought a technology or electronics-related product or service 2008 YouTube Engagement Study Base: Past 6 Month YouTube Visitors Who Watch Technology or Electronics-Related Videos. Q: Which of these actions, if any, have you taken as a result of seeing a video about technology or electronics content (e.g., videos, user comments or reviews) on YouTube? 8
- 9. OBJECTIVES SYNC WITHBRAND PROMISE Social Media Channel Objectives Contest Objectives – Build brand awareness through engagement – Drive traffic to the channel – Increase EMBARQ core services awareness – Engage customers and prospects with the brand – Leverage and support EQ online initiatives – Build EQ HSI awareness and preference 9
- 10. COMMITMENT TO ENGAGEMENTWITH CONTENT STRATEGY Program Spike | Constant Contact “This is not a campaign, this • Short-term: Contest (HSI focus) initiative is a strong extension of • Long-term: How-to Videos our brand promise – practical ingenuity. It’s a practical • Top 10 Customer Service issues (Call Centers, Online Listening) communication’s vehicle helping us build relationships, continue • Continue to listen, interact, conversations, and form deeper resolve ties in an innovative format.”
- 11. EIGHT WEEK BRANDMETRICS – OVERALL WEB AdIndex Score: Normative Benchmarking of Brand Metric Deltas* Below Average Average Above Average Excellent Avg Delta Aided Brand Awareness 4.1 20.0 Online Ad Awareness 4.5 11.8 Message Association 3.1 0.8 Brand Favorability 7.4 2.3 Sign-Up/Switch Intent^ 4.6 0.6 Recommend Intent^ 7.4 0.6 0% 20% 40% 60% 80% 100% Percentile Ranking of Delta () ^ NOTE: Metrics benchmarked against Purchase Intent norms * MarketNorms Q3/08 (Category: Telecommunications - Other, Last 3 years Baseline Unadjusted, N=43 campaigns) 11
- 12. EIGHT WEEK METRICS- CHANNEL Channel – Total video views: >500,000 – Subscribers: 648 – Comments: 148 – Orders: ~3000 Contest – Contest Videos Submitted: 281 – Votes: 15,500 – Contest: 4200 hrs spent with brand – More video contest submissions than Kmart national campaign (w/ a higher media spend) How-to Videos – Hours spent with brand ~12,000 hrs – Average rating 3.87 stars – HSI reduction in call volume/time
- 13. WITHOUT A CHAMPIONSHORT LIST • Patience • Listen • Patience • Pitch & Plea • Patience • Test & Learn • Metrics 13 13
- 14. H&R BLOCK WITH ACHAMPION Prepare 1 in 7 US Tax Returns • Prepared more than 24 million tax returns worldwide in 2010 • 11,000 Offices – within 5 miles of most Americans • Over 100,000 Employees • Have prepared more than 50 million digital tax returns since ‘94
- 15. REVOLVING HUB &SPOKE MODEL CS Legal HR Product IT Social Media Team Field R&D Com Marketing
- 16. CUSTOMER SERVICE, CONTENT& 100,000 ADVOCATES Our business and our job is about helping people • Listening audit • 2 Big ears, 1 brand voice • Listen, Respond, Resolve, Share
- 17. SOCIAL MEDIA TEAM’SFOCUS 1:1 Conversation with Focus on Expertise • GIR Community (Pilot Management) • Influencer Engagement (Blogger outreach, social site conversation) Brand Reputation Management • Monitoring Online Conversation • Crisis Management Lead for Social Media • Partnering with CSO Online Response team for online CIR • Social Media team leads online brand response • Weekly reports in season • Ad hoc reporting as deemed necessary 24/7 365 Content Strategy • Lead HRB online content strategy Expert tax content, Marketing messaging, Brand communications Social Subject Matter Experts (Assist with Strategy/Tactics) • Online Communication Policy (FTC Compliant) • Marketing (National & Field) • HR, Legal, Compliance, Ethics • Product & Client Experience, Innovation
- 18. SIT AT THEBIG KIDS’ TABLE – KEY PERFORMANCE INDICATORS Client Resolution Metrics • Saves • Resolved Issues (Service Level Agreement) • Customer Service Survey (measured as a channel) Cost Avoidance • Call deflection through Listening (script for Call Centers) • First Contact Resolution, Reduction in Call Time Revenue • Retail Office: Appointments Made/online • H&R Block At Home Digital Software: Units Sold/online Social Media Metrics • Followers, Mentions, RTs, Sentiment, Reach, Likes, Community members
- 19. H&R BLOCK’S ONLINERESPONSE PROCESS David Armano, Edelman 2010. Repurposed with permission by H&R Block. slidesha.re/blockresponse
- 20. WHEN EMPLOYEES GOROGUE
- 21. WITH A CHAMPIONSHORT LIST • Listen • Align with Business Goals/Metrics • Partner & Help – We Come In Peace • Are You REALLY Listening (let’s not call it monitoring) and Changing Course (Action Listening)? • Own Up & Come Armed 21 21
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- 23. A SOCIAL BRANDREQUIRES BECOMING A SOCIAL BUSINESS Programs Community Management Customer Service Communications Crowdsourcing Marketing Campaigns Advocacy Crisis SOCIAL BRAND SOCIAL BUSINESS SOCIAL ENTERPRISE (External) (Internal) Training Process Collaboration Organization Models Source: David Armano, Research & Development Edelman 2011, edelmandigital.com Policies & Guidelines Knowledge Sharing Culture Infrastructure 23
- 24. SOCIAL BUSINESS PLANNING Social business planning is the blueprint for the transformation of an organization—bridging the external with internal, resulting in a more connected way of doing business which creates shared value for all stakeholders 24
- 25. SOCIAL BUSINESS PLANNINGDRIVES STRATEGY & EXECUTION INTERNAL + EXTERNAL INITIATIVES SOCIAL BUSINESS PLANNING (people, process, platforms) SOCIAL/DIGITAL STRATEGY & PROGRAMS (engagement, content, communication, collaboration, programs) Source: David Armano, Edelman 2011, edelmandigital.com IMPLEMENTATION & EXECUTION (deployment, maintenance, measurement, refinement, integration) 25
- 26. EXTEND SOCIAL MEDIABEYOND MARKETING CORPORATE USAGE %* SOCIAL MEDIA USE DEPARTMENT NOT JUST A MARKETING 96% Advertising/Promotions MARKETING FUNCTION. 88% Public Relations SALES Social media impacts the 75% Customer Service FINANCE entire organization. 56% Market Research COMMUNICATIONS Embrace social media internally and externally 48% Sales/Commerce HUMAN RESOURCES and watch your 40% Product Development INFORMATION TECHNOLOGY organization grow from UNREALIZED POTENTIAL 24% Internal Communications OPERATIONS the inside out and outside in. <10% Recruiting PRODUCT DEVELOPMENT *Source: Booz & Co. and Buddy Media, “Campaigns to Capabilities: Social Media & Marketing”, 2011
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- 28. 3 P’s: THESOCIAL BUSINESS TRIUMVERATE People Process Platforms 28
- 29. A FOUR PRONGEDFRAMEWORK STRATEGY Vision Business Objectives Roadmap ORG & GOVERNANCE MEASUREMENT Organizational Design PEOPLE Key Performance Indicators Governance & Control PROCESS PLATFORMS Analytics & Methodology Culture & Leadership Source: Edelman Consulting 2011 ECOSYSTEM Audience Engagement Risk 29
- 30. ALIGN SOCIAL ACTIVITIESWITH BUSINESS STRATEGY STRATEGY • Learning and listening Business Intelligence • Visibility • Knowledge sharing Business Objectives • Demand generation Sales • Lead generation • Conversion • Brand awareness Awareness • Engagement data • Word of mouth • Brand engagement Retention • Customer loyalty Source: Edelman Consulting 2011 30
- 31. CONSTRUCT THE ROADMAP:FROM CRAWLING TO FLYING STRATEGY I • Steering Committee Identified • Social Enterprise Architecture • Partners Coordinated & Connected • Systems Integrated on Back N • Governance models in place Constructed To Internal Lead End T • Internal network deployed • Rules Of Engagement • Social CMS Tools & Internal Staffing • Employees, Partners, & Circulated Formalized E • Listening tools & process in place Customers Connected • KPI/Measurement Framework • Early Adopter Training Initiated • Regional Additions to Steering • Culture of Organization More R Established • Monitoring/Analytics inform policy, Committee Adaptable N process and content • Policy established • Training Rolled Out In Across • People, Processes & Platform A • Community Management Plan Entire Organization L • Center of Excellence Identified Maturity Well Established Activated CRAWL WALK RUN FLY POLICY, PROCESS, PROCEDURE PROPERTY MANAGEMENT ECOSYSTEM ENGAGEMENT SOCIAL INNOVATION & E INTEGRATION X • Public Facing Moderation Policy • Social properties enhanced • Influencer Partnerships formed T • Community Coordination • Voice and tone established • Platform Partnerships solidified • Ambassador Programs operating E globally • Content Development • Influencers identified • Engagement at scale established R • Employees engaged systematically • Controlled Paid Media in Social • Test & learn pilots launched • Coordination Exists Between N Social, Owned, Mainstream & • Systems integrated on front end • Content Published Across A Multiple Properties Hybrid Properties • All business function integrate • Measurement, KPI’s Formalized & social layer L Source: Edelman 2011, edelmandigital.com Standardized Across Organization • Product /service innovations result AD HOC SOCIAL MEDIA TACTICS THE BUSINESS ITSELF IS SOCIAL 31
- 32. MAP STAKEHOLDERS ANDIDENTIFY CONNECTIVE TISSUE ECOSYSTEM • People who do business with the organization Customers or Prospects • Can be split into high-value and new customers Employees • Identifiable people on the payroll • PR and corporate communication departments as well as Corporate company executives Business Partners • Suppliers, vendors, contractors, alumni Social Web • Additional individuals who interact on the social web Source: Edelman Consulting 2011 32
- 33. IDENTIFY LEVELS OFENGAGEMENT ECOSYSTEM AND ALIGN WITH OBJECTIVES • Actively involve the audience (e.g., feedback on branding, new Co-create product development) Participate • Listen and respond to the audience Share • Share company perspective (e.g., CEO blog) Discover • Analyze conversations to gain insight and discover patterns Monitor • Listen to conversations happening around the organization Source: Edelman Consulting 2011 33
- 34. DEFINE ROLES ANDRESPONSIBILITIES GOVERNANCE ORG & • Oversees all digital integration initiatives between traditional, digital and social. Leadership • Sample Title: Chief Digital Officer • Focuses on social strategy and integration across designated activities (marketing, Strategy customer service, crisis etc.) • Sample Title: Social Strategist • Determines content plans, strategies and deployment of all content through social Content systems • Sample Title: Content Strategist • Monitors, and reports stakeholder activity and engages in a variety of social systems Community • Sample Title: Community Manager • Analyze key metrics to draw intelligence from social media efforts and report Measurement effectiveness (ROI) • Sample Title: Measurement & Data Analyst Source: Edelman Consulting 2011 34
- 35. REVISE REPORTING STRUCTURES GOVERNANCE ORG & A multi-departmental social business committee accelerates integration and helps bridge organizational silos 35
- 36. ORGANIZATION MODEL: CENTRALIZED GOVERNANCE ORG & CORPORATE BRAND / BU BRAND / BU BRAND / BU BRAND / BU T T T T BT BT BT BT S D S D S D S D Source: Edelman 2011, edelmandigital.com KEY BT: BRAND OR BUSINESS UNIT TEAMS T: TRADITIONAL D: DIGITAL S: SOCIAL 36
- 37. ORGANIZATION MODEL: DE-CENTRALIZED GOVERNANCE ORG & T T BT T BT S D S D BRAND / BU BT S D BRAND / BU T BRAND / BU T BT S D BT S D BRAND / BU T BT Source: Edelman 2011, edelmandigital.com S D BRAND / BU BRAND / BU KEY BT: BRAND OR BUSINESS UNIT TEAMS T: TRADITIONAL D: DIGITAL S: SOCIAL 37
- 38. ORGANIZATION MODEL: ANTHILL(ORGANIC COORDINATION) GOVERNANCE Source: Edelman Consulting 2011 ORG & Each employee is empowered within an organized framework 38
- 39. ORGANIZATION MODEL: COORDINATED(CENTER OF EXCELLENCE) T T T BT GOVERNANCE S D BT BT ORG & S D BRAND S D BRAND OR BU BRAND STRATEGY T Source: Edelman 2011, edelmandigital.com OR BU OR BU T BT BRAND BRAND S D BT OR BU OR BU S D BRAND COE BRAND PLANNING & INTEGRATION T (CENTER OF T OR BU EXCELLENCE) OR BU BT BT S D S D BRAND BRAND OR BU OR BU T T BRAND BRAND BT IMPLEMENTATION KEY OR BU OR BU BT BT: BRAND OR BUSINESS UNIT TEAMS S D T S D T T: TRADITIONAL D: DIGITAL BT BT S: SOCIAL S D S D 39
- 40. CENTER OF EXCELLENCEAPPROACH GOVERNANCE ORG & 40
- 41. CONNECT METRICS WITHBUSINESS OBJECTIVES MEASUREMENT Business Objective Key Performance Indicator (KPI) Engagement Duration Foster Dialog Share of Voice Loyalty (member re-share) Brand Advocacy Brand Mentions Resolution Rate Facilitate Support Resolution Time Topic Trends Spur Innovation Idea Impact For example: Brand Mentions/ Share of Voice = (Total Mentions (brand + competitors) 41
- 42. KEY PERFORMANCE INDICATORS MEASUREMENT Client Resolution Metrics • Saves • Resolved Issues (Service Level Agreement) • Customer Service Survey (measured as a channel) Cost Avoidance • Call deflection through Listening (script for Call Centers) • First Contact Resolution, Reduction in Call Time Revenue • Retail Office: Appointments Made/online • H&R Block At Home Digital Software: Units Sold/online
- 43. Programs Community Management Customer Service Communications Crowdsourcing Marketing Campaigns Advocacy Crisis SOCIAL BRAND SOCIAL BUSINESS SOCIAL ENTERPRISE (External) (Internal) Training Process Collaboration Organization Models Source: David Armano, Research & Development Edelman 2011, edelmandigital.com Policies & Guidelines Knowledge Sharing Culture Infrastructure Becoming a social business is NOT a CAMPAIGN or a CHANNEL STRATEGY — it is a CONTINUOUS business operations evolution.
- 45. Zena Weist |@zenaweist edelman.com/trust 45 #explore