The document outlines plans for developing a digital marketing and social media strategy for Kube. It discusses conducting a social media landscape analysis and setting up a social media listening system. It proposes 8 key initiatives, including evaluating Kube's website and developing proprietary social media channels like a blog, Twitter, LinkedIn, and YouTube. Performance will be measured using key performance indicators and targets aligned with Kube's business objectives.

1. Digital Marketing/
Social Media Strategy
Meeting 2
Dr Jim Hamill
Alan Stevenson
Vincent Hamill
www.energise2-0.com
12th
December, 2011

2. ENERGISE2-0.COM
Project Background
• Digital Marketing/Social Media (DM/SM) Knowledge
Transfer
• Digital Marketing/Social Media Strategy
Development and Action Plans for ‘getting there’
• Implementation Support
• A six month project plus on-going Mentoring and
Performance Management for a further six months

3. The Approach
• Use of a simplified Balanced Scorecard approach to
ensure that future digital marketing/social media
actions and initiatives are fully aligned with and
supportive of core business goals and objectives

4. Scorecard Approach
• DM/SM Vision
• Objectives, Key Performance Indicators (KPIs) and
Targets
• Customer Segmentation
• Key Actions and Initiatives
• Organisation, People, Resource Issues
• Performance Measurement

5. Performance Driven Approach
• All future digital marketing/social media actions and
initiatives should be closely aligned with and
supportive of agreed business goals and objectives
for Kube
• Targets and KPIs should be agreed for evaluating on-
going performance and business impact

6. ENERGISE2-0.COM
Agenda for the Day
Based on Meeting 1 agree:
•Why? - The overall DM/SM Strategic Vision, Objectives, KPIs,
Targets, Customer Segments
•What? - The key DM/SM Actions and Initiatives to be
implemented
----------------------------------------------------------------------------
Then……….
•How? - Action Plan for ‘Getting There’
•Who? - Organisation, People and Resource issues

7. The Digital
Marketing/
Social Media
Vision

8. The Vision
• To fully leverage emerging online opportunities for building a
‘Quality Customer Base’ – a strong base of ‘High Value, High
Growth, High Margin Customers’ providing Kube with a solid
foundation for achieving sustained growth and profitability
• The development and successful implementation of an
integrated and coordinated Digital Marketing/Social Media
Strategy is critical to achieving the company’s ambitious
growth objectives and establishing Kube as a dominant player
in the Scottish market
• This will be achieved by using digital technology to ‘Identify,
Acquire, Retain and Grow Quality Customers’ – especially
customers with high annual repeat revenues

9. Business Objectives,
KPIs and Targets

10. Strategic Objectives
Increased Sales – contribution of
Digital Marketing/Social Media to
achieving the company’s stated objective
of increasing turnover by 50% within
18 months
Cost Savings/ Improved ROI
Improved Customer Experience
The Digital Marketing/Social Media Strategy will
support the following……………………….

11. Digital Success Drivers
• Derive ‘actionable insights’ and improved market/customer
knowledge through ‘social media listening’ and two-way
dialogue
• Raise brand awareness and understanding of what Kube do
and the core value proposition
• ‘Tell the story’ and help to educate the market
• Build brand visibility, integrity and brand reputation
management
• Increase number of resellers (to some extent) but more
importantly to build direct to customer sales
• Support the repositioning of Kube as a market leader in
managed services

12. Digital Success Drivers
• Build the proposition and support the launch of new cloud
based products and services
• Build direct relationships and engagement with key decision-
makers (e.g. CFOs) by-passing the IT blockers (the Dept of
Unbusiness)
• Use of Digital/Social Media to deliver high levels of customer
service and to enhance the customer experience at low cost
• Increase new customer acquisition for ‘bread and butter’
services (calls, lines etc) – low margins but opportunity for
‘up’/‘cross’ selling
• Build strong relationships and loyalty with existing high value,
high growth potential customers

13. Digital Success Drivers
• Maximise the growth potential of existing customers through
‘up’ and ‘cross’ selling; development of managed cloud
services
• Build a quality online network of high value, high growth
potential customers/partners who become brand advocates
for Kube
• ‘Build the buzz’ – engage, energise, leverage the power of the
network
• Maximise company value through building a quality customer
base and maximising life time value
• Maximise marketing effectiveness, efficiency and ROI
• Internal cost savings and operational efficiencies

14. KPIs and specific targets should be
agreed for the above and used to
measure on-going business impact……

15. Customer
Segmentation
….. the key to Digital
Marketing/Social Media
success
Kube’s emerging DM/SM strategy should focus on
the following customer/market segments………

16. Customer Segmentation
• The Scottish Market
• Existing Customers
• New Customers
• Partners/Influencers (offline)
• Key Social Media Influencers
• Internal Customers

17. The Scottish Market
• Geographically, the main objective is to establish
Kube as a dominant player in the Scottish market
• Focus on key cities Glasgow/West of Scotland;
Edinburgh, Aberdeen, Perth etc

18. Existing Customers
• A major priority is to maximise ‘up’ and ‘cross’ selling
opportunities within the existing customer base - 200 to 300
existing customers
• Significant growth potential in the top 20/30 existing
customers – already taking the full range of connectivity services but
not ‘what sits on top’
• Generic Strategy – use DM/SM to ‘build strategic
relationships’ with this segment - maximising ‘up’ selling
opportunities
• Second tier of 100 companies – potential for ‘up’ selling more
connectivity services. Generic strategy – ‘target for
development’
• Remaining customers – use DM/SM to ‘selectively develop’/
‘service minimally’ (reduce customer servicing costs)

19. New Customer Acquisition
‘Build brand awareness’ and ‘target for development’
the following groups:
•Top 300 SMEs in Scotland
•Oil and Gas sector
•Other industries e.g. accountants, food and drink,
higher/further education etc
Entry point may be fixed line calls?

20. Partners/Influencers (offline)
‘Build brand awareness’ and ‘selectively develop’ the
following segments:
•Resellers (‘selectively develop’)
•Potential Strategic Partners e.g. suppliers of cloud
services/applications
•Niche Suppliers – e.g. Eureka, Data Specialists, Consultants
•Influencers – Trade Associations; Chambers/Business Clubs; SE
and the Scottish Government (broadband initiative); Affinity
Associations e.g. Master Bakers, RFC
•Strategy – seek joint approaches/collaboration for mutual
benefit e.g. Cloud/Social Media Workshops/Seminars

21. Key Social Media Influencers
Undertake a Social Media
Landscape Analysis to identify
key Social Media Influencers
(see Initiative 1)
Building relationships with
key individuals
Build ‘1-to-1-to-many’ word of mouth effect

22. Internal Customers
Internal Customers
– Use of social media for customer service and
feedback
– Use of social media to improve internal
processes?

23. Based on a ‘Customer Value Analysis’
(Customer Attractiveness and Probability of Success)
priority customer groups for Kube are as
follows…….

24. Focus on High Value Customers
The DM/SM strategy for Kube should focus on the following
key objectives (at least short to medium term):
Build/Strengthen the ‘Strategic Partnership’ with – top 20/30
existing customers with significant growth potential
‘Target for Development’ – 100 existing customers with good
growth potential
‘Build Brand Awareness’/‘Target for Development’ – top 300
Scottish SMEs; oil and gas sector; other sectors as agreed
‘Build Brand Awareness’/‘Selectively Develop’ - Resellers;
Potential Strategic Partners; Niche Suppliers; Influencers ;
Affinity Associations e.g. Master Bakers, RFC

25. Key Decision Makers
Within each customer segment – focus on building
relationships with key decision-makers
•CFO
•IT
•Owners
•Functional Managers
•Staff
•Customers’ customers

26. 8 Key Social
Media Actions
and Initiatives
to implement…….

27. 8 Key Actions and Initiatives
1. Undertake a Social Media Landscape Analysis
2. Build a Social Media Listening System
3. Undertake a strategic web site evaluation and
recommendations for improvement
4. Implement a proactive online (and offline) marketing
strategy to support the site

28. 8 Key Actions and Initiatives
5. Explore collaborative social media opportunities with high
value, high growth potential customers/partners /build
relationships with key influencers
6. Search, join, lurk, participate in ‘external’ forums/
groups/blogs etc
7. Build proprietary social media channels
8. Medium-to-longer term developments – viral campaign,
internal use of social media

29. Initiative 1
Social Media
Landscape
Analysis

30. Social Media Landscape Analysis
• Identify the key ‘hubs’, forums, groups where
relevant conversations are taking place
• Identify where your customers (actual and potential)
are ‘hanging-out’
• Concentration of effort and resources….

31. Initiative 2
Social Media
Listening System

32. Set Up a SM Listening System

33. Social Media Listening
Search and Relevance Filters
Platforms and Channels
Brand
mentions
Collect
Actionable Insights
competitors
Newproducts@
replies
“I thought it was
great…
”
Events assigned to the Social Graph
Categorisation and Tagging
Process
Mention Volume and Importance
Demographics and Timing
Sentiment and Emotion
Analyse
#noise
@
clogger
Irrelevant
comments
“had a terrible
experience…
” staff
RT: check out
this video
RT: noise to be
ignored
PR: Broadcasting
posts
Irrelevant
channels
M
ore
noise
com
m
ents
Source: Energise2-0
“I’m walking the
dog…”
“X-Factor is
Great..”

34. Set Up a SM Listening System
Set up a Social Media Monitoring/Listening System. Benefits will
include:
 Market Knowledge and Intelligence - where your customers,
partners, competitors and staff are hanging out online
 Customer Insight and Understanding - who is saying what relevant to
the Kube brand, where and the sentiments being expressed
 Identify Networks and Key Influencers with high social media impact
 A ‘source of inspiration’ for blog/twitter/facebook content
 Reputation Management - timely identification of potential
reputation issues
 Improved Sales, Marketing and New Product Development through
listening first
 Improved Performance Monitoring (‘buzz’ measurement – see later)

35. Set Up a SM Listening System
• Five key steps involved (see future Action Plan)
• At this stage, the key question is to agree the main
conversations you need to monitor
– your own brand
– product, industry, sector
– competitors (e.g. Iomart are moving into the cloud
market; PLC Awards)
– customer segments
– geography/location
– etc

36. A Prototype for Organic Foods

37. A Prototype for Organic Foods

38. Initiative 3
Strategic
Web Site
Evaluation and
Recommended Improvements

39. Kube Web Site
Key Actions:
Web site review and evaluation benchmarked against agreed
objectives, customer groups, brand message/positioning etc
Functional specification for revised site (including site objectives)
‘Keep It Simple’ – Kube’s web site should be a straightforward static,
product driven/ ‘About Kube’ site. Rich content, engagement and
interactivity should take place through social media NOT on the web
site
Site to provide online support to existing customers
Follow professional project management procedures at all stages to
ensure ‘on time, within budget’ delivery
Ensure clear ‘call to action’ for different customer groups

40. Kube Web Site
Key Actions (cont’d):
Ensure prominent links to Kube social media channels (top right
hand side of the site)
Embed social media feeds to add some additional value to the site
e.g. from the Kube twitter channel; some RSS feeds (‘cloud’ news)
Content/message tone/theme to be agreed as part of the functional
specification
Timescale – functional specification by the end of January, 2012; site
live by end of February

41. Initiative 4
Proactive
Web Site
Marketing

42. Web Site Marketing
The updated Kube web site should be supported by a
proactive online (Web 1.0) marketing strategy
Key Actions:
Search engine optimisation and positioning
Links strategy
Google analytics
eMail communications strategy
etc

43. Initiative 5
Explore Collaborative
Opportunities

44. Collaborative Social Media
Key Action:
Discuss/explore collaborative social media
opportunities with High Value/High Growth Potential
Customers/Partners

45. Initiative 5 (b)
Build Relationships
with ‘Key Influencers’

46. Key Influencers
Key Actions:
Search and identify ‘key influencers’ relevant to different
customer segments
Draw up a long list
Agree a short-list of the most strategically important ‘key
influencers’
Start to follow
Build knowledge and understanding of what makes them ‘tick’
Start to build relationships
Cultivate/leverage ‘one to one to many’ network
effects……..pto

47. '1-to-1-to-Many' Marketing

48. Key Influencers
• The Social Media Landscape Analysis will identified
the key influencers

49. Initiative 6
Group/Forum/
External Blog
Participation

50. Group/Forum/Blog Participation
Key Actions:
Search for relevant groups/forums/blogs etc
Draw up a long list
Agree a short-list of the most relevant groups/forums/blogs
Join
Lurk in the spaces for at least a month before posting (listen
and learn the netiquette of the group)
Start to participate BUT DON’T SELF PROMOTE OR SELL
Cultivate high value relationships

51. Group/Forum Participation
• The Social Media Landscape Analysis will identified
the main groups/forums etc

52. Initiative 7
Develop
Proprietary
Social Media Channels

53. Social Media Channels
• Fully develop ‘proprietary’ social media channels
• The following channels should be fully developed:
Kube Blog
Twitter (company and personal)
Linkedin Personal Pages
Linkedin Brand/Company Page
‘YouTube’
Facebook/Google + should be developed if and when
time/resources allow

54. Social Media Channels
• An integrated and coordinated approach should be
adopted to ensure consistency of brand message,
content tone, theme etc across all channels
• Action Plans will be developed for each channel
covering the following...........

55. Channel Action Plans
• Channel objectives and business benefits
• Channel KPIs and targets
• Key success factors – the 4Cs
– Customers
– Content
– Conversations
– Conversion

56. Channel Action Plans
• Channel Actions
– Channel set-up tasks
– Content Plan (see later)
– Channel management tools to be used
• Channel performance measurement and tools to be
used
• Organisation, Resources, People, ‘Mindset’ issues –
proper use ‘Policies and Guidelines’

57. Channel Set Up Issues
• Page Set Up
• Profile
• Design
• Basic Layout
• Terminology
• Features/Functions
• Integration options

58. Content Plan
A template is available for agreeing a Content Plan for
each channel covering:
•Frequency of updates
•Tone/Theme
•Topics
•Post Types (update, video, image)
•Own/Other Peoples Content (OPC)
•Sources of Inspiration
•Participation in other native places
•Response Policy
•Organisation, Resources and People

59. A brief word on each channel……..

60. Kube Blog
Will become the main ‘story telling’
channel for the brand; a key channel
for customer/market ‘education’
KPIs and targets will include – number/quality of page views per month
(target of 2,500 within six months would be realistic); quality of
feedback/comments made; actionable insight derived; referrals to the web
site; enquiries and engagement; impact of the blog on search engine position
of the main site; impact on brand awareness, visibility, integrity; personalise
the brand; number of email/RSS feed registrations etc

61. Kube Blog
Customers - at least initially, the blog
will focus mainly on existing 20/30 high
growth potential customers; the ‘Target for
Development 100’; Scotland’s top 300 SMEs;
potential partners
‘Key Influencers’ should be invited to do guest blogs
Content Policy – 3 to 5 times per week but not all posts need to be
‘organically prepared’; the Social Media Listening System will identify the
‘hot’ topics generating interest; vary the type of content posted e.g. text,
videos, images etc; use the Social Media Listening System as a ‘source of
inspiration’; refer to the very detailed Customer Segmentation Analysis; posts
should be kept short and concise; as well as promoting the brand, blog
content should establish Kube as a ‘thought leader’ in ‘Managed Services’

62. Kube Blog
Build the blog using Wordpress
and ‘stand alone’ from the BN
web site
Wordpress provides an easy to use
Content Management System for blog updates
Blog address should be www.kubeblog.com or similar

63. Kube Blog
Wordpress stats provide a useful
snapshot of blog performance
Google Analytics can be embedded to
provide a more detailed performance
Analysis
Important blog management issues need to be decided in terms
of roles and responsibilities
The blog should be closely integrated with all other social media
channels

64. Twitter
Twitter has major potential to be
developed as a key platform for
customer interaction and engagement
Will require a proactive, hands-on approach
and the right ‘organisational mindset’
KPIs and targets – the performance and impact of the Kube Twitter
channel can be measured to a very high degree of accuracy. KPIs would
include: number/quality of followers; you follow; growth in numbers;
number and type of tweet sent; number/per cent of RTs; reach, influence,
amplification; visits to the web site/blog from Twitter etc. A range of tools
are available to support on-going performance measurement

65. Twitter
A key issue to address is the balance
between ‘personal’ and ‘Kube brand’
accounts – see recent Twitter brand page
changes
Basic lay-out of the pages
Profile, Messages, Who to Follow, Account
Settings, Search, Design – can be customised
to some extent
Customers - at least initially, the Twitter accounts will focus on the same
customer groups as the Kube blog. A key priority should be to identify and
connect with ‘Key Influencers’ i.e. those tweeting about ‘cloud’ issues. Tools
are available for identifying the right type of person to follow but be very
careful in their us

66. Twitter
Content Policy – as for the blog, an agreed
Content Policy should be put in place covering
frequency of posts, topic, tone, theme, type of
tweet (e.g. plain tweet, reply, link, retweet etc)
Some Advice – don’t tweet too often or too many
tweets at the same time; your tweets should add value, people will
unfollow if you constantly talk about ‘YOU’; balance your tweets
between plain tweets, replies, links, RTs etc; twitter is NOT a broadcast
channel, engage in two-way dialogue – this will require time and effort
and some staff training; be ‘customer led’

67. Linkedin
A key issue to address is the balance between
‘personal’ and ‘Kube brand’ Linkedin profiles
Just very recently, Linkedin have considerably
improved the functionality of their Company
Pages – see - http://learn.linkedin.com/company-pages/ - this
provides interesting opportunities for Kube to establish a strong
brand profile on Linkedin. We are currently exploring the best
way to do this and will revert back with clear recommendations
very soon
Linkedin can also be used to research and identify key
individuals that Kube should connect with

68. You Tube
Initially, YouTube should be set up as a
‘supporting channel’. In other words, with little
time and effort, a Kube YouTube
Channel could be set up using existing content
e.g. ‘cloud’ related videos already on Youtube
and anything currently available internally
Where appropriate, some of these videos can be used to provide
embedded content on the other channels – mainly the blog
Medium-to-longer term there is significant potential for using
YouTube to educate the market

69. Initiative 8
Medium Term
Developments
Once a strong Social Media foundation has been established
(Initiatives 1 to 7), the company should explore the potential of
developing and implementing a viral marketing campaign
leveraging on its early success in social media. Also, the
potential for applying SM internally should be explored

70. Organisation, People,
Resource Issues

71. The Main Obstacle
In our experience, organisational, people and resource issues
become the main barriers to achieving the business benefits to
be derived from a successful Social Media Strategy
If the company is in general agreement with the main thrust of
the recommendations contained in this presentation then a
number of key questions need to be addressed…….

72. Key Organisational Questions
• Do we have the right organisational ‘culture’ and ‘mindset’
for Social Media? ‘Be social before doing social!’
• Is the right organisational and decision-making structure in
place?
• Has agreement been reached on resource allocation?
• Who will be responsible for your social media activities?
• What balance has been agreed between internal and external
roles and responsibilities?
• Who is the Social Media Champion?
• Do you have agreed Social Media Policies and Guidelines in
place covering ‘Proper Use’, ‘Content Management’,
‘Customer Response Times/Quality’ and ‘Legal’ aspects?

73. Performance Measurement
and Business Impact

74. Performance Measurement
To ensure that the Social Media Strategy delivers high ROI,
performance measurement should be undertaken at three main
levels:
•Individual social media channels
•Overall ‘buzz’
•Business Impact

75. Next Steps
 Agree Key Objectives, Targets, KPIs, Customer Groups
 Agree the Key Initiatives and Actions to be taken
 Undertake the Social Media Landscape Analysis
 Set up the Social Media Listening System (Requirements
Spec)
 Build proprietary channels
 Agree Organisational, Resource and People Issues

76. Thank You