The document outlines an agenda and materials for a workshop on social media strategy. It includes discussions on understanding social media as a business process, case studies, and workshops on setting objectives, infrastructure, people plans, and next steps. Key points covered include:
- Social media is a knowledge and process problem, not just a tools problem. It requires a different approach than traditional media.
- Objectives for social media should be specific and measurable, focused on behaviors rather than outputs. Examples of effective objectives are provided.
- Infrastructure involves setting up conversation spaces, content hubs, monitoring, and supporting communities.
- People are the most important asset. Roles, training, and support processes need to
Vlerick hr seminar social media 25 nov 2011__finalJurgen Moenaert
Social Media in Recruiting - Personal perspective of a (semi-)believer
--> Presented by Jurgen Moenaert, Head of Recruiting Deloitte Belgium @ Vlerick HR Alumni Seminar, 25 Nov 2011
DCLA meet CIDA: Collective Intelligence Deliberation Analytics Simon Buckingham Shum
DCLA14: 2nd International Workshop on Discourse-Centric Learning Analyticsat LAK14: http://dcla14.wordpress.com
Abstract: This discussion paper builds a bridge between Discourse-Centric Learning Analytics (DCLA), whose focus tends to be on student discourse in formal educational contexts, and research and practice in Collective Intelligence Deliberation Analytics (CIDA), which seeks to scaffold quality deliberation in teams/collectives devising solutions to complex problems. CIDA research aims to equip networked communities with deliberation platforms capable of hosting large scale, reflective conversations, and actively feeding back to participants and moderators the ‘vital signs’ of the community and the state of its deliberations. CIDA tends to focus not on formal educational communities, although many would consider themselves learning communities in the broader sense, as they recognize the need to pool collective intelligence in order to understand, and co-evolve solutions to, complex dilemmas. We propose that the context and rationale behind CIDA efforts, and emerging CIDA implementations, contribute a research and technology stream to the DCLA community. The argument is twofold: (i) The context of CIDA work connects with the growing recognition in educational thinking that students from school age upwards should be given the opportunities to engage in authentic learning challenges, wrestling with problems and engaging in practices increasingly close to the complexity they will confront when they graduate. (ii) In the contexts of both DCLA and CIDA, different kinds of users need feedback on the state of the debate, and the quality of the conversation: the students and educators served by DCLA are mirrored by the citizens and facilitators served by CIDA. In principle, therefore, a fruitful dialogue could unfold between DCLA/CIDA researchers and practitioners, in order to better understand common and distinctive requirements.
A worksheet that museums and other memory or cultural organizations can use to help them plan their Social Media communications strategey. This worksheet accompanied the "Being There: Museums and Social Media" presentation given by Rose Sherman to the Association of Midwest Museums and Minnesota Association of Museums conference in September 2009. #AMM09
Vlerick hr seminar social media 25 nov 2011__finalJurgen Moenaert
Social Media in Recruiting - Personal perspective of a (semi-)believer
--> Presented by Jurgen Moenaert, Head of Recruiting Deloitte Belgium @ Vlerick HR Alumni Seminar, 25 Nov 2011
DCLA meet CIDA: Collective Intelligence Deliberation Analytics Simon Buckingham Shum
DCLA14: 2nd International Workshop on Discourse-Centric Learning Analyticsat LAK14: http://dcla14.wordpress.com
Abstract: This discussion paper builds a bridge between Discourse-Centric Learning Analytics (DCLA), whose focus tends to be on student discourse in formal educational contexts, and research and practice in Collective Intelligence Deliberation Analytics (CIDA), which seeks to scaffold quality deliberation in teams/collectives devising solutions to complex problems. CIDA research aims to equip networked communities with deliberation platforms capable of hosting large scale, reflective conversations, and actively feeding back to participants and moderators the ‘vital signs’ of the community and the state of its deliberations. CIDA tends to focus not on formal educational communities, although many would consider themselves learning communities in the broader sense, as they recognize the need to pool collective intelligence in order to understand, and co-evolve solutions to, complex dilemmas. We propose that the context and rationale behind CIDA efforts, and emerging CIDA implementations, contribute a research and technology stream to the DCLA community. The argument is twofold: (i) The context of CIDA work connects with the growing recognition in educational thinking that students from school age upwards should be given the opportunities to engage in authentic learning challenges, wrestling with problems and engaging in practices increasingly close to the complexity they will confront when they graduate. (ii) In the contexts of both DCLA and CIDA, different kinds of users need feedback on the state of the debate, and the quality of the conversation: the students and educators served by DCLA are mirrored by the citizens and facilitators served by CIDA. In principle, therefore, a fruitful dialogue could unfold between DCLA/CIDA researchers and practitioners, in order to better understand common and distinctive requirements.
A worksheet that museums and other memory or cultural organizations can use to help them plan their Social Media communications strategey. This worksheet accompanied the "Being There: Museums and Social Media" presentation given by Rose Sherman to the Association of Midwest Museums and Minnesota Association of Museums conference in September 2009. #AMM09
Conversation Channels Insight Into Action!4Good.org
To lead operations — let alone innovate — amid frequent restructurings, program changes, and retirements, nonprofit leaders know they must quickly capitalize on hidden know-how. That is, know-how that lives inside the teams, processes and people that comprise their organizations and networks. However, too often managers ignore knowledge gaps, or they focus only on “capturing” and “managing” knowledge, and fail to put it to work. By reducing knowledge transfer to pages, emails, and tweets, they lose valuable context and leave constituencies floating in a sea of information.
Knowledge Jam, the subject Sharing Hidden Know-How (Jossey-Bass/Wiley, 2011) puts conversation into the center of knowledge-transfer. In this facilitated process, knowledge-seekers and knowledge-originators draw out context and reasoning so that they can apply that knowledge quickly. Learn how and when to plan and lead a Knowledge Jam to capitalize on your organization’s fleeting knowledge.
Was Jesus a branding expert? Did Paul reposition the church’s brand to attract Gentiles? Does your church have a brand?
If you think your brand is just a logo, a tagline, a website, a facebook fan page and some brochures, you’re only looking at some of the clothes your brand is wearing.
In his presentation, “Ministry Branding”, Charles revealed a way to see what’s at the intersection of what the Bible says about the church’s mission and the skills, desires and personality of your congregation. The real power of branding comes from standing for biblical truths in a way that is relevant to your congregation, your community and the world.
Creating and Implementing National Green Plans: Netherlands Case StudyElizabeth Baker
Follow the Netherlands ground-breaking environmental policy from its start in the early 90's to the goal of total environmental recovery by 2015 as told by one of the policy's architects.
Learn how New Zealand protects its natural heritage, manages its bountiful resources, encourages business, and integrates indigenous beliefs into a national environmental program based on minimal legislation and watershed orientation.
Green Sustainability Plans: an introduction to their international sucessElizabeth Baker
Huey D. Johnson awards Mike Taugher first ever Truth in Environmental Reporting Award; describes the history of environmentalism from Ancient Rome and China forward; describes proven, decades-long success of Green Plans as solution for environmental management including the causes of climate change.
The Resource Renewal Institute facilitates the creation, development and implementation of practical strategies to solve the entire complex environmental problem by addressing it comprehensively. We are an incubator of transformational ideas designed to challenge and change the piecemeal way our resources are currently managed and protected.
Conversation Channels Insight Into Action!4Good.org
To lead operations — let alone innovate — amid frequent restructurings, program changes, and retirements, nonprofit leaders know they must quickly capitalize on hidden know-how. That is, know-how that lives inside the teams, processes and people that comprise their organizations and networks. However, too often managers ignore knowledge gaps, or they focus only on “capturing” and “managing” knowledge, and fail to put it to work. By reducing knowledge transfer to pages, emails, and tweets, they lose valuable context and leave constituencies floating in a sea of information.
Knowledge Jam, the subject Sharing Hidden Know-How (Jossey-Bass/Wiley, 2011) puts conversation into the center of knowledge-transfer. In this facilitated process, knowledge-seekers and knowledge-originators draw out context and reasoning so that they can apply that knowledge quickly. Learn how and when to plan and lead a Knowledge Jam to capitalize on your organization’s fleeting knowledge.
Was Jesus a branding expert? Did Paul reposition the church’s brand to attract Gentiles? Does your church have a brand?
If you think your brand is just a logo, a tagline, a website, a facebook fan page and some brochures, you’re only looking at some of the clothes your brand is wearing.
In his presentation, “Ministry Branding”, Charles revealed a way to see what’s at the intersection of what the Bible says about the church’s mission and the skills, desires and personality of your congregation. The real power of branding comes from standing for biblical truths in a way that is relevant to your congregation, your community and the world.
Creating and Implementing National Green Plans: Netherlands Case StudyElizabeth Baker
Follow the Netherlands ground-breaking environmental policy from its start in the early 90's to the goal of total environmental recovery by 2015 as told by one of the policy's architects.
Learn how New Zealand protects its natural heritage, manages its bountiful resources, encourages business, and integrates indigenous beliefs into a national environmental program based on minimal legislation and watershed orientation.
Green Sustainability Plans: an introduction to their international sucessElizabeth Baker
Huey D. Johnson awards Mike Taugher first ever Truth in Environmental Reporting Award; describes the history of environmentalism from Ancient Rome and China forward; describes proven, decades-long success of Green Plans as solution for environmental management including the causes of climate change.
The Resource Renewal Institute facilitates the creation, development and implementation of practical strategies to solve the entire complex environmental problem by addressing it comprehensively. We are an incubator of transformational ideas designed to challenge and change the piecemeal way our resources are currently managed and protected.
Chorus america social media step by stepDevon Smith
Chorus America 2011pre- conference seminar. Social Media Step by Step (for beginners). Creating a social media strategic plan, Facebook, Twitter, YouTube, Tools to monitor & measure social media.
Stakeholder engagement with social media Poonam Sagar
Leverage on social media to engage with your stakeholders. A presentation at the PR Society of Indonesia 2011 conference in dec, 2011.
Additional slides with video content have been removed.
Slides from the Social Media Workshop delivered on behalf of Thornbury Volunteer Centre for community groups in South Gloucestershire on 12th September 2013.
Richard Stacy's presentation at in-cosmetics Paris, 13/04/10Richard Stacy
Presentation on social media given at in-cosmetics Paris, on 13 April, 2010. Posted here for those at the presentation who want to download it. Won't make a huge amount of sense to anyone else, since it is designed to be presented, rather than viewed.
A presentation I gave at Kreative magazine's Digital PR conference - Budapest 26 November 2008.
A sort-of written version of this is available here: http://tinyurl.com/bwxh3j
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
2. Agenda
9.45 – 10.15 Discussion: issues and challenges
10.15 – 11.15 Presentation: understanding social media as a business
process
11.15 – 11.30 Coffee
11.30 – 12.00 Case study: Preston City Council
12.00 – 12.30 Q&A / discussion
12.30 – 1.30 Lunch
1.30 – 1.45 Presentation: objectives – what should they be?
1.45 – 2.30 Workshop: setting objectives
2.30 – 2.45 Presentation: a brief look at infrastructure and monitoring
2.45 – 3.00 Presentation: the importance of people
3.00 – 3.45 Workshop: creating a people and operational plan
3.45 – 4.30 Discussion: what to do tomorrow
3. Take away
• A “light-bulb moment”
• A recognition that social media is very
different from a traditional communications
(digital) approach
• A desire (and ability) to get started on some
simple, practical things
10. Gartner Hype Cycle
False Arrival of Productive Engagement
Engagement Intelligence
Dealing with everyone, Dealing with small
all at once groups or individuals
16. Q: What was Facebook designed to do?
A: Help geeks get
girlfriends
17. Possible solutions
Devise ways to add Create new approaches
scale to social media that don’t rely on scale
Incentivising ‘Likes’ Responding to small
Maximising followers groups, based on what
Creating ‘engagement’ they want to say to you
(not what you want to
say to them)
18.
19. Tell me:
• Its just another
1. Denial Don’t tell me:
• It’s a media citizens
media channel I can
can use to reach me
use to reach my
(to which I have to
audiences
respond)
• My existing content
• I am going to have
and campaigns can
to start from scratch
easily move into this
and go back to
space
school
25. The Big ROI / Scale problem
Where is the ROI in
investing my (expensive)
time in speaking to this
individual?
Where can I create a scale
effect when only talking
to individuals?
28. Introducing the Super Citizen
KachWachi saves Logitech
$150,000 in call deflection costs
per year
29. The rules for Super Citizens
They are not ‘Ambassadors’
because they are not
representative
They are not ‘Evangelists’
because the communities they
want to be a part of comprise
people who are also like them
Their value is not in spreading
information, it is in helping you
manage your business
• Customer service
• Google endorsement
30. The rules for Super Citizens
They are not volunteers, you
identify them via their
behaviour
Your role is to create an
environment within which
their interest can be activated
Your call centre is not this
environment
31. Introducing the Important Citizen
• Saying something supportive
• Saying something critical
• Asking a question (for which your
organisation is the answer)
• Indicating a willingness to help you
36. We like what you do
CONVERSATION
We don’t like what you do
Who are you, what do you do CONTENT
Here’s how to make it better COMMUNITY
37. The Big ROI / Scale problem
Where is the ROI in
investing my (expensive)
time in speaking to this
individual?
Where can I create a scale
effect when only talking
to individuals?
41. Value of contact
Quality of engagement
Intelligence / community
engagement
The expectation of
listening
42. First: start listening
Next: acknowledge that
listening is taking place
Finally: resource (decentralise) a
response process
43. Implications: people are the key asset
Corporate DJ
Listening
Specialist
Conversing
High volume
Generating information
44. Implications: prioritisation
• You don’t have to speak to everyone
• You can afford to be very specific about
– Audience
– Subject
• You should be very specific about an
objective
– Defined in terms of what you want to achieve
59. Communications team
• Issues
– Dominance of local press (bottleneck /
stranglehold)
– City Centre Redevelopment – key subject
– Ending the culture of the press release
60. Contact Centre
• Issues
1. Council Tax
2. Benefits
3. Cleansing
• Missed bins
• Changes to bin collection schedule
• Seasonal queries
61. Leisure Centres
• Issues
– 2000 calls per month going unanswered
– Lack of ability to communicate real-time issues
(e.g cancellation of classes)
64. Defining objectives
Channel and Behaviour
message identification
identification and response
challenge challenge
65. Two citizen spaces
Part of the crowd Individual citizen
Ability to reach the whole
Ability to respond to
target group with generic
individual citizens or
information
specific situations
66. Defining objectives
Address overall Linked to specific
corporate image and operational issues
reputation Solved via the design
and implementation
Solved via production of business processes
of communications Have clearly
outputs (channel and identifiable metrics
message strategies) (usually linked to
measurable shifts in
behaviours)
67. Example: Vodafone
• Vodafone identified a long-
term need to hire 40 specialist
technicians (in an area not
conventionally associated with
mobile telecoms). A £1.5
million budget was allocated
(advertising and agency fees)
• Objective: To hire at least 50%
via direct recruitment (via
social channels), thus saving
agency costs
68. Example: Vodafone
• Process – train existing
employees on social
networking and publication
techniques – to raise the
profile of Vodafone’s expertise
and participation in this space.
Note: they did not publish the
availability of jobs
• Result: 80% of the hires made
via direct recruitment, saving
approx. £1.3 million
69. Example: Air Traffic Control
• To ensure that X organisation’s views on
the benefits and practical considerations
associated with airspace liberalisation are
visible and accessible within the digital
spaces likely to be frequented by relevant
government officials
• To demonstrate X organisation’s
operational expertise, using the roll-out of
the (X project) as a content and
conversational focus point
• To provide the ability for X organisation to
contribute to the debate about other
industry issues (beyond X subject) and to
establish a presence in other spaces if it
wishes
70. You can’t have single,
overarching social
media objectives
72. Social media is your campaign
dashboard
It can help you steer a campaign,
rather than power a campaign
73. Communications team objectives
• Issues
– Dominance of local press (bottleneck / stranglehold)
– City Centre Redevelopment – key subject
– Ending the culture of the press release
• Objectives
– Ability to make a greater range of relevant
information more accessible
– Establish Comms team as knowledge and guidance
centre
– Establish the “expectation of listening” – re
Redevelopment (business and public)
74. Contact Centre Objectives
• Issues
– Cleansing = major issue generating calls to Contact
Centre
• Objectives
– Reduce inbound enquiry re disruptions to bin
collection
– To provide real time information to Cleansing
Department about bin collection issues
– To allow Cleansing Department to be seen to be more
responsive to citizens
75. Leisure Centres Objectives
• Issues
– 2000 calls per month going unanswered
– Lack of ability to communicate real-time issues
(e.g cancellation of classes)
• Objectives
– Reduce volume of in-coming calls
– Make it easier for customers to ‘self-inform’
76. Objective setting workshop
• Back into groups
• Select one organisation
• Define a set of objectives
• Present back / discuss
77. A brief look at infrastructure
Conversation space
Social News Monitoring
Content &
Hub Response
Process
Hosted or
supported
communities
78. A brief look at infrastructure
Conversation space
Monitoring
92. Creating a social news hub
• Will use Wordpress
• Is a ‘socially optimised’
publishing platform
• Incredibly easy to update
• Very easy to link and
share content in other
outposts
• Very cheap and easy to
make
93.
94.
95. A brief look at infrastructure
Conversation space
Social News Monitoring
Content &
Hub Response
Process
Hosted or
supported
communities
96. How to use Facebook
What the organisation
wants to say
What the consumer /
citizens wants to say
98. People are the key asset
Corporate DJ
(key role)
Listening
Specialist
Conversing
High volume
Creating content
99. People plan
Who are the people What will their roles
that will need to be and functions be?
involved? • Monitoring
• Relevant experts • Conversation
• The corporate DJ response
• Supervisors / • Content creation
moderators
What activation and
support processes are
required?
• Training / motivation
• Technical support
• Creative guidance
99
100. Operation plan
Timing Actions
Phase 1 (within 2 weeks) Objective: To have started monitoring and mapping the
space and to have engaged and trained a core group.
Activities
• Appoint and brief Corporate DJ and core team
• Train Corporate DJ on using a monitoring dashboard
• Hold introductory training session
Phase 2 (within 2 months) Objective: To have set-up a content publishing system
and be testing its usage.
Activities:
• Create a technical content hub and set of outposts
• Hold content / hub training session with core team
101. Operation plan
Timing Actions
Phase 3 (within 4 months) Objective: To have the core group actively participating
in conversation and the creation of content
Activities:
• On-going support from Corporate DJ
• Formal review to assess impact and determine any
changes required
KPIs • Increased visibility within specified specialist Google
search terms
• Increase in ‘inbound engagement’ (requests for
information / opinion or commentary on content
from purchase influencers)
102. The Preston Central Comms Plan
• Creation of monitoring dashboard
• Design and activation of social media newsroom (including creation
of tagging and category plan)
• Engagement and training of City Centre Redevelopment team
• Briefing on the strategy / process to other departments
• Engagement of potential content producers (from Departments)
and training for political parties / individual councillors)
• Launch of Your Preston Your Say facilities (Twitter identity and tag
plus LinkedIn Group)
103. People / operational plan
workshop
• Back into groups
• Map out a basic people and
operational plan
• Present back / discuss
Five major differences – first social media is not a commodity.It seems there is now an article of faith – what I call the blessed trinity of media
Creating necessary scale effects when only dealing with small groups – what it is all about. Could talk for ages about that, but don’t have time. Suffice to say that companies basically doing one of two things – either trying, and failing, to Do viral or talking to small groups of people but about the wrong thing – but think that because they are doing it in Facebook that is OK
How? Every brand must have one of these
News at ten analogy – can’t plan your conversations in advanceFree from tyranny of the press release
News at ten analogy – can’t plan your conversations in advanceFree from tyranny of the press release