The document discusses the challenges of digital governance across Europe and how businesses have responded. It addresses:
1) How social behaviors and trends differ significantly across European borders, making a centralized strategy difficult.
2) Common challenges businesses face in implementing pan-European digital strategies, such as differences in culture, resources, and speed of adoption across markets.
3) How businesses have moved from an "inside-out" approach, with efforts bubbling up from individual markets, to various centralized governance models to better coordinate digital activities across borders.
4) Examples of companies that have developed hub-and-spoke and centralized governance models to manage thousands of projects, websites, and languages for their digital presence
The document discusses considerations for government agencies looking to utilize social networking. It recommends establishing clear usage policies, controlling and organizing social media use to reduce risks, ensuring employee ethics and accuracy of information, updating security awareness training for employees, and considering potential limitations of social networks for certain agency functions or products. Developing their own internal social network is also proposed. The overall aim is to thoughtfully bring social media into government in a way that prioritizes organizational safety and security.
Pr when the public does most of the relating by john bellJohn Bell
The truth is that our definition of “media” has exploded. Our idea of “influencers” has expanded. And effective communications has as much to do with building relationships through conversations and word of mouth as it does with marketing campaigns and message delivery. How do we create effective ommunications programs when peer-to-peer recommendations are the new form of “earned media”?
originally published 2008
Corporate reputation social age by john bellJohn Bell
There are at least five meta-trends that affect how corporations manage their reputations today. More and more companies are getting smart about these
changes, investing in internal education and bringing in partners who are closer to the social media phenomenon to help them evolve not just their
communications or marketing but, often, some of their core business practices.
An introduction to social media for brands, part of a seminar given to clients and fellow agencies in Sept 09. A high level overview of what is social media and how you can use it
Topics include, design trends such as low-poly and flat graphics and how brands can use them effectively, the teenage migration from Facebook to emerging networks like Snapchat and Kik, how brands can incorporate psychology research into conversion campaigns, the rise of information feeds and native advertising.
Online success in 4 steps step 1 visionPresent Media
This document provides guidance on developing an online vision in 4 steps. It defines a vision as having 3 elements: 1) looking 3-5 years ahead, 2) identifying relevant factors for the organization, and 3) defining the role of online. Developing a vision requires analyzing developments, trends, and the organization's policies to identify inputs. These inputs come from analyzing socio-cultural, economic, political, technological, ecological, and demographic factors, as well as trends in the target audience, sector, and online possibilities. The document is intended to help online professionals establish an effective online strategy by first developing a clear online vision.
1) Brands are facing new challenges in marketing due to changes in consumer behavior and the rise of social media. Consumers are more empowered, participatory, and influential online.
2) The traditional agency model of siloed planning and one-way brand messaging is outdated and doesn't align with how consumers now interact with brands through two-way conversations.
3) A hybrid approach combining top-down brand strategies with bottom-up crowd-sourcing and co-creation is needed, with continuous consumer engagement rather than one-off campaigns. This allows brands to tap into consumer insights, ideas, and relationships.
The document discusses considerations for government agencies looking to utilize social networking. It recommends establishing clear usage policies, controlling and organizing social media use to reduce risks, ensuring employee ethics and accuracy of information, updating security awareness training for employees, and considering potential limitations of social networks for certain agency functions or products. Developing their own internal social network is also proposed. The overall aim is to thoughtfully bring social media into government in a way that prioritizes organizational safety and security.
Pr when the public does most of the relating by john bellJohn Bell
The truth is that our definition of “media” has exploded. Our idea of “influencers” has expanded. And effective communications has as much to do with building relationships through conversations and word of mouth as it does with marketing campaigns and message delivery. How do we create effective ommunications programs when peer-to-peer recommendations are the new form of “earned media”?
originally published 2008
Corporate reputation social age by john bellJohn Bell
There are at least five meta-trends that affect how corporations manage their reputations today. More and more companies are getting smart about these
changes, investing in internal education and bringing in partners who are closer to the social media phenomenon to help them evolve not just their
communications or marketing but, often, some of their core business practices.
An introduction to social media for brands, part of a seminar given to clients and fellow agencies in Sept 09. A high level overview of what is social media and how you can use it
Topics include, design trends such as low-poly and flat graphics and how brands can use them effectively, the teenage migration from Facebook to emerging networks like Snapchat and Kik, how brands can incorporate psychology research into conversion campaigns, the rise of information feeds and native advertising.
Online success in 4 steps step 1 visionPresent Media
This document provides guidance on developing an online vision in 4 steps. It defines a vision as having 3 elements: 1) looking 3-5 years ahead, 2) identifying relevant factors for the organization, and 3) defining the role of online. Developing a vision requires analyzing developments, trends, and the organization's policies to identify inputs. These inputs come from analyzing socio-cultural, economic, political, technological, ecological, and demographic factors, as well as trends in the target audience, sector, and online possibilities. The document is intended to help online professionals establish an effective online strategy by first developing a clear online vision.
1) Brands are facing new challenges in marketing due to changes in consumer behavior and the rise of social media. Consumers are more empowered, participatory, and influential online.
2) The traditional agency model of siloed planning and one-way brand messaging is outdated and doesn't align with how consumers now interact with brands through two-way conversations.
3) A hybrid approach combining top-down brand strategies with bottom-up crowd-sourcing and co-creation is needed, with continuous consumer engagement rather than one-off campaigns. This allows brands to tap into consumer insights, ideas, and relationships.
The Death Of Advertising: Omexpo Madrid 2010david cushman
If advertising didn't exist today, would you reinvent it? 90:10's Jamie Burke and David Cushman think too much digital tech and innovation has been focused on making a better message when what we should be doing is making better things.
Is it time to end the insanity of repeating the failed experiment of advertising and to start creating platforms for change.
Social Media in Plastics Additives & Concentrates Market - Presented at AMI ...Eric Albee
Leveraging social media to grow companies in the plastics additives and concentrates market. We are all in an online social world and this is not going to change, only get more intense. We must adapt and adopt strategies to capitalize on this networking opportunity, and fitting it into our overall marketing strategies.
Second Screen Strategy: Planning For (And Against) A Multi-Screen WorldBen Grossman
Today, 90% of media consumption is screen based. In 2014, the number of mobile devices in the world will exceed the global population. By 2018, there will be 1.4 connected mobile devices per person. That means that, as people move through the world, they will increasingly move with at least one other screen in hand (and even more devices on hand).
While the Second Screen revolution may have started with distracted television viewers, today, the multi-screen world demands marketers who know how to plan for it. This presentation breaks down second screen strategy into actionable advice for brands and marketers. These trends in consumer behavior apply to all brands that seek to connect with the people who matter most to them in an increasingly screen-based world. It has been presented at the Nordic Media Summit (Copenhagen) and the Event Marketing Summit (Salt Lake City).
The document introduces a Social Web Manager tool for enterprises. It summarizes that social media is growing rapidly and transforming online experiences. However, enterprises face issues with social media adoption like lack of commitment, best practices and controls. The Social Web Manager features help secure outgoing messages, participate in conversations from one place, measure campaign results, and support multiple brands/campaigns with minimal footprint. Screenshots show monitoring both user-generated and enterprise-published content.
WARNING: Social Media Is In Your WorkplaceJohn Sheridan
Print version of the presentation given to the NL Employers' Council Annual Conference. Is Social Media in the workplace a "bad thing", or is it an inevitable smashing of barriers resulting from old-school thinking?
From SocialMedia404.com
Customers with complaints have vastly greater options for making their case today. Social media platforms like Facebook, YouTube and Twitter, combined with community organization services like Change.org, make it possible for one customer with a problem to start a campaign that leads to change across an entire industry. The incidence of these attacks is growing, and large companies a learning to respect and fear the growing power of activist customers.
This presentation, which was prepared for SugarCRM's SugarCon 2012 conference in San Francisco, previews a forthcoming book by the same name by Paul Gillin and Greg Gianforte.
This document discusses Océ's implementation of Intranet 2.0 tools on a limited budget. It describes how Océ transitioned from many local intranets to a single global intranet. When the financial crisis hit in 2008, the intranet budget was cut to zero. In response, Océ introduced social media tools like blogs, wikis, idea management, and microblogging to engage employees on a limited budget. These efforts boosted creativity, engagement, and collaboration. Océ was able to implement an integrated, cross-media communication strategy and save costs despite budget constraints by leveraging social media.
Following the advent of “digital”, it’s my opinion that the things people think have changed haven’t, but some things have changed that aren’t yet widely understood.
The document outlines 15 effective communications techniques that companies can use to promote their sustainability efforts, such as having clear and up-to-date websites, publishing regular performance data, showcasing stakeholder voices, and using social media authentically to communicate progress on sustainability issues. It also emphasizes the importance of being honest about challenges, partnering with credible organizations, and viewing sustainability as a business opportunity rather than just a response to external pressures.
This presentation provides insights into social media usage based on a survey of over 7,800 consumers across 19 countries. Some key findings include:
- Facebook dominates global social media awareness and usage, while emerging platforms like Instagram and Pinterest show strong growth potential.
- On average, people join 1-3 social networks, with most having accounts on Facebook and one other site.
- Over 7 in 10 internet users belong to at least one social network, with over 1.5 billion people using social media globally.
- Mobile is accelerating social media engagement, with over half of smartphone owners using apps and comparing prices online.
Syncroni is developing a platform that allows seamless synchronization of content across multiple devices like smartphones, tablets, and laptops. It was originally created to help a student named Jonathan who struggled with existing learning platforms. Syncroni aims to improve digital experiences globally by allowing rich content to be easily shared from one device to another without opening different apps. This will help enable online learning, virtual events, collaboration, and social experiences in a more engaging and interactive way. Syncroni believes its platform can transform how people work, learn, and connect worldwide.
This presentation provides insights into social media usage based on a survey of over 7,800 consumers across 19 countries. It finds that:
1) Social networks like Facebook, Twitter, and Google+ are widely used, with over 7 in 10 internet users belonging to at least one. However, people typically only join 1-2 networks.
2) Mobile devices are accelerating social media usage, with over half of internet users having a smartphone and using social apps frequently.
3) While most consumer comments about brands are positive, consumers primarily expect brands on social media to share product info, run promotions, give away prizes, provide news, and allow co-creation projects.
4) Most consumers are willing to help companies
NIRI Capital Social Media and Investor Relations - January 6, 2010Darrell Heaps
Slides from a presentation I gave to the NIRI Capital Area Chapter on Jan 6, 2010. Some of the slides are repetitive from previous presentations. Includes an overview of the recent trends of how social media is being used for investor relations.
The big advertising survey of local government 2014 Deeson Group
The document summarizes the results of a survey of 57 local government organizations in the UK on their use of advertising, particularly through digital channels. It finds that while traditional channels like newspapers and radio still dominate advertising spending, digital channels are growing in importance. Nearly two-thirds are using social media advertising, with Facebook being the most popular platform. Budget is a key barrier to more social media advertising. The survey suggests that culture and knowledge within organizations influences advertising approaches more than organization size. It concludes that local governments will need to increase investment in digital advertising, social media content and teams to remain effective.
IR 2.0 International Benchmark Study / University of LeipzigKristin Koehler
The cross-national IR 2.0 study conducted by the University of Leipzig / Department Communication Management in summer 2011 focused on company-owned investor relations websites as well as Twitter, Facebook, YouTube and SlideShare usage for IR purposes by the 150 largest companies listed in DAX, CAC, FTSE, DJIA and Nikkei. The content analysis revealed usage patterns and identified tools, topics, and intensity of use, dialogical approaches and functions. An engagement index offered the possibility for ranking lists within the indices as well as among the different countries. Additionally, the influence of industrial sectors or sales markets was tested.
NYSE/Q4 Webinar: Social Media & IR Website Best PracticesQ4 Web Systems
In collaboration with the NYSE, on June 26, 2012, Darrell Heaps, CEO of Q4 Web Systems, discussed best practice examples of companies who use their IR website and social media to maximize their online communications efforts.
Listen in and you'll:
1. Discover the most recent trends in online communications.
2. Learn how an integrated approach using the IR website and social media can help expand your reach and attract and influence investors.
3. Find out what tools, channels and tactics should be employed to maximize an integrated approach to online communications.
The document discusses the importance of digital communications and social media for local governments. It defines digital communications and social media, provides examples of how governments are using platforms like Facebook, Twitter and crowdsourcing sites. It also addresses common concerns about using social media, such as losing control and spending too much time without seeing returns, and provides strategies for developing an effective social media presence.
This document discusses 4 technology trends that associations must be aware of:
1) The rise of social media and how it has changed communication. Associations must use social media to engage emerging generations.
2) The increasing importance of mobile apps and location-based services. This could enable new ways for associations to connect and engage members.
3) The growing demand for personalization. Associations will need to personalize their services to meet members' customized needs.
4) Multiple generations in the workplace have varying views on technology that associations must navigate.
Local Gov2.0: Transforming Local Government With Social Media and Web 2.0 Symphony3
A presentation to the Australian Local Government Financial Professionals association on the benefits to local government when social media is correctly implemented. Provides a framework and roadmap for implementation and case studies
The Death Of Advertising: Omexpo Madrid 2010david cushman
If advertising didn't exist today, would you reinvent it? 90:10's Jamie Burke and David Cushman think too much digital tech and innovation has been focused on making a better message when what we should be doing is making better things.
Is it time to end the insanity of repeating the failed experiment of advertising and to start creating platforms for change.
Social Media in Plastics Additives & Concentrates Market - Presented at AMI ...Eric Albee
Leveraging social media to grow companies in the plastics additives and concentrates market. We are all in an online social world and this is not going to change, only get more intense. We must adapt and adopt strategies to capitalize on this networking opportunity, and fitting it into our overall marketing strategies.
Second Screen Strategy: Planning For (And Against) A Multi-Screen WorldBen Grossman
Today, 90% of media consumption is screen based. In 2014, the number of mobile devices in the world will exceed the global population. By 2018, there will be 1.4 connected mobile devices per person. That means that, as people move through the world, they will increasingly move with at least one other screen in hand (and even more devices on hand).
While the Second Screen revolution may have started with distracted television viewers, today, the multi-screen world demands marketers who know how to plan for it. This presentation breaks down second screen strategy into actionable advice for brands and marketers. These trends in consumer behavior apply to all brands that seek to connect with the people who matter most to them in an increasingly screen-based world. It has been presented at the Nordic Media Summit (Copenhagen) and the Event Marketing Summit (Salt Lake City).
The document introduces a Social Web Manager tool for enterprises. It summarizes that social media is growing rapidly and transforming online experiences. However, enterprises face issues with social media adoption like lack of commitment, best practices and controls. The Social Web Manager features help secure outgoing messages, participate in conversations from one place, measure campaign results, and support multiple brands/campaigns with minimal footprint. Screenshots show monitoring both user-generated and enterprise-published content.
WARNING: Social Media Is In Your WorkplaceJohn Sheridan
Print version of the presentation given to the NL Employers' Council Annual Conference. Is Social Media in the workplace a "bad thing", or is it an inevitable smashing of barriers resulting from old-school thinking?
From SocialMedia404.com
Customers with complaints have vastly greater options for making their case today. Social media platforms like Facebook, YouTube and Twitter, combined with community organization services like Change.org, make it possible for one customer with a problem to start a campaign that leads to change across an entire industry. The incidence of these attacks is growing, and large companies a learning to respect and fear the growing power of activist customers.
This presentation, which was prepared for SugarCRM's SugarCon 2012 conference in San Francisco, previews a forthcoming book by the same name by Paul Gillin and Greg Gianforte.
This document discusses Océ's implementation of Intranet 2.0 tools on a limited budget. It describes how Océ transitioned from many local intranets to a single global intranet. When the financial crisis hit in 2008, the intranet budget was cut to zero. In response, Océ introduced social media tools like blogs, wikis, idea management, and microblogging to engage employees on a limited budget. These efforts boosted creativity, engagement, and collaboration. Océ was able to implement an integrated, cross-media communication strategy and save costs despite budget constraints by leveraging social media.
Following the advent of “digital”, it’s my opinion that the things people think have changed haven’t, but some things have changed that aren’t yet widely understood.
The document outlines 15 effective communications techniques that companies can use to promote their sustainability efforts, such as having clear and up-to-date websites, publishing regular performance data, showcasing stakeholder voices, and using social media authentically to communicate progress on sustainability issues. It also emphasizes the importance of being honest about challenges, partnering with credible organizations, and viewing sustainability as a business opportunity rather than just a response to external pressures.
This presentation provides insights into social media usage based on a survey of over 7,800 consumers across 19 countries. Some key findings include:
- Facebook dominates global social media awareness and usage, while emerging platforms like Instagram and Pinterest show strong growth potential.
- On average, people join 1-3 social networks, with most having accounts on Facebook and one other site.
- Over 7 in 10 internet users belong to at least one social network, with over 1.5 billion people using social media globally.
- Mobile is accelerating social media engagement, with over half of smartphone owners using apps and comparing prices online.
Syncroni is developing a platform that allows seamless synchronization of content across multiple devices like smartphones, tablets, and laptops. It was originally created to help a student named Jonathan who struggled with existing learning platforms. Syncroni aims to improve digital experiences globally by allowing rich content to be easily shared from one device to another without opening different apps. This will help enable online learning, virtual events, collaboration, and social experiences in a more engaging and interactive way. Syncroni believes its platform can transform how people work, learn, and connect worldwide.
This presentation provides insights into social media usage based on a survey of over 7,800 consumers across 19 countries. It finds that:
1) Social networks like Facebook, Twitter, and Google+ are widely used, with over 7 in 10 internet users belonging to at least one. However, people typically only join 1-2 networks.
2) Mobile devices are accelerating social media usage, with over half of internet users having a smartphone and using social apps frequently.
3) While most consumer comments about brands are positive, consumers primarily expect brands on social media to share product info, run promotions, give away prizes, provide news, and allow co-creation projects.
4) Most consumers are willing to help companies
NIRI Capital Social Media and Investor Relations - January 6, 2010Darrell Heaps
Slides from a presentation I gave to the NIRI Capital Area Chapter on Jan 6, 2010. Some of the slides are repetitive from previous presentations. Includes an overview of the recent trends of how social media is being used for investor relations.
The big advertising survey of local government 2014 Deeson Group
The document summarizes the results of a survey of 57 local government organizations in the UK on their use of advertising, particularly through digital channels. It finds that while traditional channels like newspapers and radio still dominate advertising spending, digital channels are growing in importance. Nearly two-thirds are using social media advertising, with Facebook being the most popular platform. Budget is a key barrier to more social media advertising. The survey suggests that culture and knowledge within organizations influences advertising approaches more than organization size. It concludes that local governments will need to increase investment in digital advertising, social media content and teams to remain effective.
IR 2.0 International Benchmark Study / University of LeipzigKristin Koehler
The cross-national IR 2.0 study conducted by the University of Leipzig / Department Communication Management in summer 2011 focused on company-owned investor relations websites as well as Twitter, Facebook, YouTube and SlideShare usage for IR purposes by the 150 largest companies listed in DAX, CAC, FTSE, DJIA and Nikkei. The content analysis revealed usage patterns and identified tools, topics, and intensity of use, dialogical approaches and functions. An engagement index offered the possibility for ranking lists within the indices as well as among the different countries. Additionally, the influence of industrial sectors or sales markets was tested.
NYSE/Q4 Webinar: Social Media & IR Website Best PracticesQ4 Web Systems
In collaboration with the NYSE, on June 26, 2012, Darrell Heaps, CEO of Q4 Web Systems, discussed best practice examples of companies who use their IR website and social media to maximize their online communications efforts.
Listen in and you'll:
1. Discover the most recent trends in online communications.
2. Learn how an integrated approach using the IR website and social media can help expand your reach and attract and influence investors.
3. Find out what tools, channels and tactics should be employed to maximize an integrated approach to online communications.
The document discusses the importance of digital communications and social media for local governments. It defines digital communications and social media, provides examples of how governments are using platforms like Facebook, Twitter and crowdsourcing sites. It also addresses common concerns about using social media, such as losing control and spending too much time without seeing returns, and provides strategies for developing an effective social media presence.
This document discusses 4 technology trends that associations must be aware of:
1) The rise of social media and how it has changed communication. Associations must use social media to engage emerging generations.
2) The increasing importance of mobile apps and location-based services. This could enable new ways for associations to connect and engage members.
3) The growing demand for personalization. Associations will need to personalize their services to meet members' customized needs.
4) Multiple generations in the workplace have varying views on technology that associations must navigate.
Local Gov2.0: Transforming Local Government With Social Media and Web 2.0 Symphony3
A presentation to the Australian Local Government Financial Professionals association on the benefits to local government when social media is correctly implemented. Provides a framework and roadmap for implementation and case studies
1) Mary Beth Kemp from Forrester Research presented on how European consumers are adopting social computing and social networks.
2) She discussed how over half of European online users engage in social computing and major brands are using social media.
3) Kemp also analyzed data on how Europeans participate in social media activities like blogging, reviews, social networking, and content creation/consumption across different age groups and countries.
4) She shared best practices for companies to facilitate online communities and engage consumers through social listening, speaking, supporting, and embracing.
This document discusses social media and employer branding trends in 2014 and beyond. It notes that social media is ubiquitous, with over 2 billion users on platforms like Facebook. It also discusses the rise of mobile usage, with over half of internet time now on mobile devices. Regarding employer branding, it emphasizes that the employer brand is defined by content in today's world, and companies must take control of how they are perceived by potential employees through strategic, authentic content marketing across platforms like LinkedIn. It advises developing an employer branding strategy first before selecting channels and platforms to execute it.
The document provides an overview of social media trends and best practices based on a survey of nearly 200 companies. It finds that while most companies see social media as important, only 14% have more than two years of experience with it. Most are just beginning to develop strategies. The document recommends companies develop social media strategies, set clear goals and metrics, allocate resources, and promote social media as part of an integrated marketing experience.
Lithium whitepaper: Hey, Tech! Get Serious About Social Customer EnlistmentLithium
Learn about the current state social for tech and why social customer enlistment is a game-changer. Learn how to get social customers to co-create value with you with
gamification—done right. Get sustainable social strategies from Lithium.
The document discusses social media and why brands should engage with it. It notes that 2/3 of the economy is influenced by personal recommendations and that people trust recommendations from other consumers more than traditional ads. It provides statistics on the growth and reach of various social media platforms. It argues that social media allows brands to better connect with customers and discusses how the company Cloud 9 can help brands professionally manage their social media communications.
Keynote given by Christophe Ginisty, President of IPRA, on Thursday, May 16th 2013 in Doha during the 3rd Regional Conference organized by the Gulf Chapter of the International Public Relations Association.
A Social Media Primer Driving Better Engagement For Your EventsLumen Consulting
Events are by definition social, yet many companies are hesitant or uncertain how to leverage social media in their portfolio. Social media is transforming the way we network and communicate personally and in business. In this interactive session, we'll consider what differentiates this technology trend from other fads and look at the demographics of who is using social media. See how any size organization can use social media to build awareness, foster word of mouth, and deepen attendee engagement.
The document discusses Web 2.0 and social networking. It defines Web 2.0 as the second generation of web services that allow users to collaborate and share information online through social software like blogs and wikis. It discusses key principles of Web 2.0 like harnessing collective intelligence, specialized databases, and software above a single device. It also covers understanding the effects of Web 2.0 by focusing on human traits like reciprocity and herding behavior rather than technology. Finally, it briefly describes different types of online communities like communities of passion, practice, and interest.
The document discusses Web 2.0 and social networking. It defines Web 2.0 as the second generation of web services that allow users to collaborate and share information online through social software like blogs and wikis. It discusses key principles of Web 2.0 like harnessing collective intelligence, specialized databases, and software above a single device. It also covers understanding the effects of Web 2.0 by focusing on human traits like reciprocity and herding behavior rather than technology. Finally, it briefly describes different types of online communities like communities of passion, practice, and interest.
Customer Engagement is now becoming a widely used term within Marketing, but what does it actually mean? This presentation aims to clarify what customer engagement is and reinforce the importance of cross-channel collaboration. It focuses on identifying the challenges faced by organisations striving to achieve this level of engagement and how they can be addressed.
Marketing in High Touch, Fast Paced, Multi Media World: Virginia Franchise Fo...Sally Witzky
Sally Witzky, Founder & Chief Digital Strategist of Traction Group, spoke at the Virginia Franchise Forum on Friday, February 25, 2011. Topic: Digital Marketing in our High-Touch, Fast-Paced, Multi-Media World. Slides are copyright of Traction Group LLC.
Every six months, SapientNitro's Research & Insights team identifies a set of digital trends shaping the marketing landscape.
This is the public version of these trends, which are shared with clients and our 11,000 employees.
From native advertising to shopping-in-increments, this presentation reveals key consumer behavior trends shaping the marketing landscape for Fortune 500 companies.
Similar to Mary Meeker, we attempt to highlight the current state, and point towards a vision of the future.
If you'd like to talk more about these and other insights, feel free to reach out to Hilding Anderson on twitter or LinkedIn.
Thank you.
Listen to David Brudenell, Chief Digital Officer at Universum discuss the results of Universum's latest insight dive into social media. Get tips on how to create a proper platform mix, create data-led, human and purposeful content and do so in a differentiated way.
1) The presenter is Arry Rahmawan, a director of a consulting group and president of an entrepreneurship community for youth.
2) Social media refers to interactions among people who create, share and exchange information in virtual communities and networks.
3) Most internet users are members of at least one social network and awareness of sites like Facebook, Twitter and Google+ is very high. Mobile adoption of social networks is also increasing.
This document discusses the benefits of social media marketing for businesses. It notes that social media allows businesses to directly engage with customers and prospects. It has also caused a shift in power by democratizing publishing and content creation. The document provides tips on taking a social media inventory to understand where a business's target audience spends time online in order to effectively engage them through social media platforms like Facebook, Twitter, and LinkedIn. It emphasizes the importance of identifying which social media sites are most used by a business's target demographic.
The document discusses the findings from the 10th annual State of Community Management report, which surveyed 325 community programs. Key findings include that communities empower individuals and propel engagement, communities transform organizations by advancing complex objectives and enabling thriving ecosystems, and community leadership is unevenly distributed and needs to be better institutionalized within organizations. The report provides recommendations for organizations to better develop, support, and institutionalize their community programs.
What is an RPA CoE? Session 1 – CoE VisionDianaGray10
In the first session, we will review the organization's vision and how this has an impact on the COE Structure.
Topics covered:
• The role of a steering committee
• How do the organization’s priorities determine CoE Structure?
Speaker:
Chris Bolin, Senior Intelligent Automation Architect Anika Systems
Your One-Stop Shop for Python Success: Top 10 US Python Development Providersakankshawande
Simplify your search for a reliable Python development partner! This list presents the top 10 trusted US providers offering comprehensive Python development services, ensuring your project's success from conception to completion.
5th LF Energy Power Grid Model Meet-up SlidesDanBrown980551
5th Power Grid Model Meet-up
It is with great pleasure that we extend to you an invitation to the 5th Power Grid Model Meet-up, scheduled for 6th June 2024. This event will adopt a hybrid format, allowing participants to join us either through an online Mircosoft Teams session or in person at TU/e located at Den Dolech 2, Eindhoven, Netherlands. The meet-up will be hosted by Eindhoven University of Technology (TU/e), a research university specializing in engineering science & technology.
Power Grid Model
The global energy transition is placing new and unprecedented demands on Distribution System Operators (DSOs). Alongside upgrades to grid capacity, processes such as digitization, capacity optimization, and congestion management are becoming vital for delivering reliable services.
Power Grid Model is an open source project from Linux Foundation Energy and provides a calculation engine that is increasingly essential for DSOs. It offers a standards-based foundation enabling real-time power systems analysis, simulations of electrical power grids, and sophisticated what-if analysis. In addition, it enables in-depth studies and analysis of the electrical power grid’s behavior and performance. This comprehensive model incorporates essential factors such as power generation capacity, electrical losses, voltage levels, power flows, and system stability.
Power Grid Model is currently being applied in a wide variety of use cases, including grid planning, expansion, reliability, and congestion studies. It can also help in analyzing the impact of renewable energy integration, assessing the effects of disturbances or faults, and developing strategies for grid control and optimization.
What to expect
For the upcoming meetup we are organizing, we have an exciting lineup of activities planned:
-Insightful presentations covering two practical applications of the Power Grid Model.
-An update on the latest advancements in Power Grid -Model technology during the first and second quarters of 2024.
-An interactive brainstorming session to discuss and propose new feature requests.
-An opportunity to connect with fellow Power Grid Model enthusiasts and users.
zkStudyClub - LatticeFold: A Lattice-based Folding Scheme and its Application...Alex Pruden
Folding is a recent technique for building efficient recursive SNARKs. Several elegant folding protocols have been proposed, such as Nova, Supernova, Hypernova, Protostar, and others. However, all of them rely on an additively homomorphic commitment scheme based on discrete log, and are therefore not post-quantum secure. In this work we present LatticeFold, the first lattice-based folding protocol based on the Module SIS problem. This folding protocol naturally leads to an efficient recursive lattice-based SNARK and an efficient PCD scheme. LatticeFold supports folding low-degree relations, such as R1CS, as well as high-degree relations, such as CCS. The key challenge is to construct a secure folding protocol that works with the Ajtai commitment scheme. The difficulty, is ensuring that extracted witnesses are low norm through many rounds of folding. We present a novel technique using the sumcheck protocol to ensure that extracted witnesses are always low norm no matter how many rounds of folding are used. Our evaluation of the final proof system suggests that it is as performant as Hypernova, while providing post-quantum security.
Paper Link: https://eprint.iacr.org/2024/257
[OReilly Superstream] Occupy the Space: A grassroots guide to engineering (an...Jason Yip
The typical problem in product engineering is not bad strategy, so much as “no strategy”. This leads to confusion, lack of motivation, and incoherent action. The next time you look for a strategy and find an empty space, instead of waiting for it to be filled, I will show you how to fill it in yourself. If you’re wrong, it forces a correction. If you’re right, it helps create focus. I’ll share how I’ve approached this in the past, both what works and lessons for what didn’t work so well.
Skybuffer SAM4U tool for SAP license adoptionTatiana Kojar
Manage and optimize your license adoption and consumption with SAM4U, an SAP free customer software asset management tool.
SAM4U, an SAP complimentary software asset management tool for customers, delivers a detailed and well-structured overview of license inventory and usage with a user-friendly interface. We offer a hosted, cost-effective, and performance-optimized SAM4U setup in the Skybuffer Cloud environment. You retain ownership of the system and data, while we manage the ABAP 7.58 infrastructure, ensuring fixed Total Cost of Ownership (TCO) and exceptional services through the SAP Fiori interface.
Dandelion Hashtable: beyond billion requests per second on a commodity serverAntonios Katsarakis
This slide deck presents DLHT, a concurrent in-memory hashtable. Despite efforts to optimize hashtables, that go as far as sacrificing core functionality, state-of-the-art designs still incur multiple memory accesses per request and block request processing in three cases. First, most hashtables block while waiting for data to be retrieved from memory. Second, open-addressing designs, which represent the current state-of-the-art, either cannot free index slots on deletes or must block all requests to do so. Third, index resizes block every request until all objects are copied to the new index. Defying folklore wisdom, DLHT forgoes open-addressing and adopts a fully-featured and memory-aware closed-addressing design based on bounded cache-line-chaining. This design offers lock-free index operations and deletes that free slots instantly, (2) completes most requests with a single memory access, (3) utilizes software prefetching to hide memory latencies, and (4) employs a novel non-blocking and parallel resizing. In a commodity server and a memory-resident workload, DLHT surpasses 1.6B requests per second and provides 3.5x (12x) the throughput of the state-of-the-art closed-addressing (open-addressing) resizable hashtable on Gets (Deletes).
Conversational agents, or chatbots, are increasingly used to access all sorts of services using natural language. While open-domain chatbots - like ChatGPT - can converse on any topic, task-oriented chatbots - the focus of this paper - are designed for specific tasks, like booking a flight, obtaining customer support, or setting an appointment. Like any other software, task-oriented chatbots need to be properly tested, usually by defining and executing test scenarios (i.e., sequences of user-chatbot interactions). However, there is currently a lack of methods to quantify the completeness and strength of such test scenarios, which can lead to low-quality tests, and hence to buggy chatbots.
To fill this gap, we propose adapting mutation testing (MuT) for task-oriented chatbots. To this end, we introduce a set of mutation operators that emulate faults in chatbot designs, an architecture that enables MuT on chatbots built using heterogeneous technologies, and a practical realisation as an Eclipse plugin. Moreover, we evaluate the applicability, effectiveness and efficiency of our approach on open-source chatbots, with promising results.
Introduction of Cybersecurity with OSS at Code Europe 2024Hiroshi SHIBATA
I develop the Ruby programming language, RubyGems, and Bundler, which are package managers for Ruby. Today, I will introduce how to enhance the security of your application using open-source software (OSS) examples from Ruby and RubyGems.
The first topic is CVE (Common Vulnerabilities and Exposures). I have published CVEs many times. But what exactly is a CVE? I'll provide a basic understanding of CVEs and explain how to detect and handle vulnerabilities in OSS.
Next, let's discuss package managers. Package managers play a critical role in the OSS ecosystem. I'll explain how to manage library dependencies in your application.
I'll share insights into how the Ruby and RubyGems core team works to keep our ecosystem safe. By the end of this talk, you'll have a better understanding of how to safeguard your code.
Generating privacy-protected synthetic data using Secludy and MilvusZilliz
During this demo, the founders of Secludy will demonstrate how their system utilizes Milvus to store and manipulate embeddings for generating privacy-protected synthetic data. Their approach not only maintains the confidentiality of the original data but also enhances the utility and scalability of LLMs under privacy constraints. Attendees, including machine learning engineers, data scientists, and data managers, will witness first-hand how Secludy's integration with Milvus empowers organizations to harness the power of LLMs securely and efficiently.
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
Digital Banking in the Cloud: How Citizens Bank Unlocked Their MainframePrecisely
Inconsistent user experience and siloed data, high costs, and changing customer expectations – Citizens Bank was experiencing these challenges while it was attempting to deliver a superior digital banking experience for its clients. Its core banking applications run on the mainframe and Citizens was using legacy utilities to get the critical mainframe data to feed customer-facing channels, like call centers, web, and mobile. Ultimately, this led to higher operating costs (MIPS), delayed response times, and longer time to market.
Ever-changing customer expectations demand more modern digital experiences, and the bank needed to find a solution that could provide real-time data to its customer channels with low latency and operating costs. Join this session to learn how Citizens is leveraging Precisely to replicate mainframe data to its customer channels and deliver on their “modern digital bank” experiences.
Freshworks Rethinks NoSQL for Rapid Scaling & Cost-EfficiencyScyllaDB
Freshworks creates AI-boosted business software that helps employees work more efficiently and effectively. Managing data across multiple RDBMS and NoSQL databases was already a challenge at their current scale. To prepare for 10X growth, they knew it was time to rethink their database strategy. Learn how they architected a solution that would simplify scaling while keeping costs under control.
12. Social behaviours differ significantly across borders
“A centrally co-ordinated strategy must account for major differences
that
13. European Trends
T rends per region 2010 to 2011
G e rma ny UK It a ly S p a in Fra nc e
Blogs and forums lead Social media usage in Significant increases in Entertainment’ as a France has seen the
the share of media the UK has reached social engagement. motivation for joining a largest percentage
platform yet visits are saturation as growth Percentage of people social network has increase in the
on the decline slows increasing from visiting a social media increased from 14% to proportion of the
72% to 78% in the last website increased 10% 23% over the year population engaged
Visits to social networks year to 57% Social media with social up from 38%
has increased from 14% engagement increased to 51%
to 52% over the last year Many social media Visits to video sharing from 47% to 51%
Uploading photos as an activities such as sites increased 10% Visits by those managing
action has increased from uploading photos, Increases in people Visits by those managing a social profile has
5% to 52% watching video and managing their social a social profile has increased by 12% to 37%
commenting on articles profile increased by 7% to 36% France shows the
has actually declined Consistent with the trend greatest decline in visits
UK’s activities are more towards real-time, visits to a blog, down 8%
skewed towards real-time to blogs and forums is in
activities decline
Entertainment as a
motivator has increased
3% in the last year
28. Identify …
The governance ‘community’
The decisions that need to be made
The contributors
Developing the Governance Model
29. Determine …
The responsibilities of the governance ‘community’
Who the decision makers will be
The process for contribution
Developing the Governance Model
30. Developing the model!
Create digital Governance framework
Policy guidelines
Ongoing training and support for the markets with
a EMEA retained team
Developing the Governance Model
31. How do we do this?
Workshops with central and country input
Questions such as…
Where does product information come from for
digital & social channel management questions?
What happens if a complaint comes in?
Who will be updating channels?
Developing the Governance Model
37. Developing a governance model that’s right for your business
(and sorry, there’s no magic wand!)”
38. A number of models have emerged to
address these challenges
39. No one department One department (like A cross – functional team Everyone in the
manages or coordinates: Corp communications sits in a centralised company uses digital
Similar to Hub and
efforts bubble up from the manages all position and helps various safely and consistently
Spoke but applicable to
edges of the company digital activities markets across all organisations
Multinational companies
where “companies within
companies” act nearly
autonomously from each
other under a common
brand
Which model is most appropriate for your business?
56. Consistent, localisable
corporate website presence in
every country in Europe
- Engaging content
- Up to date product information,
- Localised consumer content
- Interactive toolkit
That SELLS TYRES
The wider challenge
57. Evidence for the need to
change
The story from the markets -
- Lack of visibility
- Disenfranchised markets
- Unavailable content
- Content which knew no
bounds
- Limited budgets & resources
The Issue (1)
58. Evidence for the need to
change
The story from central -
- CMS technology did not support
business requirements
- Lack of resources & and in
house
digital knowledge
The issue (2)
60. Collect the evidence, identify
stakeholders & plan
Interviews with Bridgestone market
offices
Interviews with European
Communications Office
Amaze’s experience with other
pan-European organisations
A new way forward
61. 1. Centralised governance model
2. Dedicated Head of Digital to own the digital strategy &
vision
3. Country Planners to oversee local skills and inter-market
collaboration
4. Make recommendations on more appropriate Web Content
Management technology
5. Develop a service model for content & website technology
support
OurTest the model
6. recommendations & iterate
77. 24% of Europeans are online before
09.00hrs
50% from 09.00-noon
30% at lunchtime
53% from 14-1700hrs
59% from 17-20.00hrs
54% from 20.00-00.00hrs
We are moving towards the ‘Always On’ digital age
78. “86% of US mobile internet
users are using their
devices whilst watching TV ”
Microsoft 2010
Attention partiality is now a fact
79. Fragmentation and the ‘always on’
consumer present brands with
serious challenges
Multi-platform/format content
Attention
Speed
Understanding
Fragmentation
80. “
OK - so we need a website… and a mobile site (which ones
are we going to develop for?). Should we have an app - Apple
or Android or both? Oh, and we’d better have a Facebook
page. And a Twitter one. Should we blog? What about a
YouTube channel? And all those pictures - they should be on
Flickr… I wonder how many people with iPads will want to
access our site? And then there’s that new HTC tablet, that can
83. 86% of Facebook marketers have multiple fan
pages to manage
Social presence growing pains (Source Forrester 2011)
84. More than 46% of companies with 1,000 or more
employees that have a listening platform are already
licensing 5 to 19 individual seats to ensure internal
stakeholders are aware of social
conversations control (Source Forrester 2011)
Decentralisation of
around their brands
85. Nearly 66% of interactive marketers are not currently
measuring their social marketing initiatives, and only 14%
are planning to measure them soon
Increased scrutiny of results (Source Forrester 2011)
86. The Twitter account for Zara, a fashion retailer based in
Spain that generates 68% of its revenues outside of Spain,
contains mostly Spanish-language posts
Incorrectly Targeted Social Content Alienates Your Biggest Fans And Hurts Your
Business
87. In October 2010, McDonald’s used its @McDonalds Twitter
account to post daily updates and promotions for its
Monopoly-themed loyalty game. Again, UK audiences who
saw these Tweets would have found themselves
disappointed; the most
recent McDonald’s Monopoly promotion in Britain had
Promotions and campaigns (Source Forrester 2011)
88. Regulated industries have further reasons to worry about
incorrectly targeted social media
Legal and regulatory considerations (Source Forrester 2011)
89. So how do you take control of
your
social marketing programme?
94. 1. Not all markets are the same – UNDERSTAND THEM
2. Resource and Capability
3. Education – Education - Education
4. C-Level sponsorship
5. A KPI framework
6. One step at a time
So in summary
This talks about why working with Unilever, Coca-cola, Bridgestone in territories such as Australia, Africa its not just about the culture but we can understand and share our expereinces and insights working on other global brands with HTC. It ’ s a constant learning cycle We perform localisation reviews for our clients based on our understanding of the different expectations of markets and their audiences. For example, when delivering for Lexus, we know that to Germany the technical data is one of the most important things to their audience however for Italy it ’s about the image, assets and the look of the product. We adapt our delivery to suit the market’s need.
We perform localisation reviews for our clients based on our understanding of the different expectations of markets and their audiences. For example, when delivering for Lexus, we know that to Germany the technical data is one of the most important things to their audience however for Italy it ’s about the image, assets and the look of the product. We adapt our delivery to suit the market’s need.
We as a business based on our experience have understood the issues, through what we have been through
Resources Organisations are constantly under resourced or have no planning, specific markets we see combining many roles, digital is not one of them. Also we see that centrally there lies no one person responsble for digital, usually that role is spread across various other marketing roles.
“ help me versus set me free” (idea that you have different markets with very different perspectives, some want to be spoon fed, others to be left alone) Resistance comes in to forms, first there sometimes is an attitude to change This is where we see organisations fighting for the right to adopt change, IT vs comms, who owns what, frustration and where responsibility lies, usually stakeholders within organisations want to change they just don ’ t know how to cut through the internal politics
Culture is a huge barrier, what works for one country does not work for others. We also see that from a central perpesctive some organisations may have manifestos from the US or Japan. Cultural might be the market which takes the lead, you have to be sensitive to how you manage around this Use BSEU as an example, in the Japanese culture they do things in a certain way, shy away from contrversy and don ’ t comment in fear of saying the wrong thing
Understanding of the Audience They are all different, one size does not fit all and they have many differences, Don ’ t assume that you understand your audience online in Italy and assume that it will be the same in Germany or Spain.
A centrally coordinated strategy must account for the major differences that exist at a market level… //
Top line trends, German use research and investigation Italy and Spain use for entertainment France close to catch up UK can participate in US social channels very easy (language)
Brand Consistency across for brands is key, what are the key consistent themes, how do we create a central process that supports and give the countries autonomy and flexibility
Looking at the digital generation divide The new pioneers vs the old guard, the old guard makes the decisions with out understanding what technology can do Technology is anything after you were born
Speed Digital is now 24 seven and the rise of real time marketing means we need to act quickly and effectively. Social channels are constantly evolving, Discuss tweet about european trade body
Consistency Autonomy to make changes but at the same time what to ensure consistency
Communication Story of BSEU with social media + New CMS platforms
Collaboration Getting markets to communicate with each other is a tough thing to get working It might be loss of interest because of resource, no single point of contact they can rely on It might even be the fact that the technology doesn ’ t support what they want to do. To ensure collaboration, you need communication across all levels with central becoming the hub of that communication.
The Pan Euro Challenge is
The challenge one dept the ‘ Interactive team ” through to the age of the digitised organisation where digital permeates the organisation
We need to change this model to show how we get them on a roadmap to engagement, need to get
We need to change this model to show how we get them on a roadmap to engagement, need to get
We need to change this model to show how we get them on a roadmap to engagement, need to get
We need to change this model to show how we get them on a roadmap to engagement, need to get
The only way we can look at this is by understanding how the organisation operates what are its strengths and weaknesses Developing a governance model. Overall we are trying to establish what the Governance Framework is. To do this we have to identify who the governance community are – these are the people who follow the governance model – and what are their responsibilities What are the the decisions that need to be made throughout the process and who makes them Who are the people who have to contribute in this process and how do they do it? E.g. Agencies
The only way we can look at this is by understanding how the organisation operates what are its strengths and weaknesses Developing a governance model. Overall we are trying to establish what the Governance Framework is. To do this we have to identify who the governance community are – these are the people who follow the governance model – and what are their responsibilities What are the the decisions that need to be made throughout the process and who makes them Who are the people who have to contribute in this process and how do they do it? E.g. Agencies
Outputs Once the workshops have happened, we can analyse the framework that needs to be put in place. Once the framework is established, the policies and standards that are overseen through governance can be established Use Toyota as the example here!!
Don ’ t thing you know what the answers are going to be before you have done the work The only way we can look at this is by understanding how the organisation operates what are its strenghts and weaknesses Developing a governance model. Overall we are trying to establish what the Governance Framework is. To do this we have to identify who the governance community are – these are the people who follow the governance model – and what are their responsibilities What are the the decisions that need to be made throughout the process and who makes them Who are the people who have to contribute in this process and how do they do it? E.g. Agencies
Understand resourcing issues & workflow constraints Lack of global collaboration Bottle necked learning Use and talk about Bridgestone as an example If you don ’ t create the right toolkits and the right processes which are driven centrally then you will run into problems, people end up giving up and sticking to tried and trusted methods, without engagement within the local markets you don ’ t stand a chance, you need to work with them and get them onboard and then create constant and ongoing dialogue. So in the beginning you need to understand the resourcing issues and workflow constraints and create a model that works for them. Ensure that they are engaged and participate globally Educate and facilitate collaboration within the markets and centrally
Relevant central and local comparisons help local managers sharpen strategy. Uncover new opportunities and partner with similar markets to share resource Deep LOCAL ANALYSIS PROVIDES MANAGERS WITH THE TRIGGERS TO DEVELOP QUESTIONNAIRES THAT SURFACE MARKET INSIGHTS. THESE QUESTIONAIRES AND SURVEYS CAN BE SHARED BETWEEN MARKETS TO INCREASE EFFICIENCIES
SOCIALIZER. A TOOLKIT THAT CAN BE USED THROUGHOUT THE COMPANY FOR SOCIAL SHARING AND LEARNING WHY IS THIS IMPORTANT? PROVIDES A PLATFORM AND FRAMEWORK TO REINFORCE GLOBAL SOCIAL STRATEGY ALLOWS LOCAL USERS TO SURFACE LEARNINGS SHARE BEST PRACTICE ’S AND DECREASE RESOURCES INCONSISTENT REPORTING, VARYING TOOLKITS, DIFFERENT RESEARCH VENDORS, Choose the right tools for the right reasons
PROBABLE SOCIAL SCENARIOS based on real insight CAN SPEAK TO ALL MARKETS AND SERVE AS GUIDLEINES FOR THE IMPLEMENTATION OF SOCIAL INITIATIVES you have to be able to give this context. WHY IS THIS IMPORTANT? ITS SHOWS HOW TO IMPLEMENT THROUGH CONCRETE EXAMPLES SHOW WHAT SHOULD AND SHOULD NOT BE DONE MAKE SMARTER DECISIONS BY CALCULATING IMPACT BEFORE EXECUTION Create further insight better socialisation more relevant information and content back to the business
Pan european businesses have organised themselves along a continuum from centralised through to devolved (and evolved
This we need to talk about IT once had control, big systems unable to adopt to marketing, the fight for autonomy etc
The generation divide how do we bridge this gap
Get the roles defined, who does what and then we get markets to collaborate
Need to get top management to buy into the process, otherwise its an uphill struggle. Ask ourselves how do we get to top management, Top down manifesto to drive through the changes you need
The only way you can do this is by creating an education programme internally, whether working with your agency (knowledge centres) but then create strong processes and policies and then communicate throughout the organisation.
You then can start to build a centre of excellence without locking away vital knowledge, by sharing, educating and understanding ongoing market trends
This can only be for 10 mins
This can only be for 10 mins
½ day goal to get content live Across 41 websites in 31 langauges
Amaze provides a centralised managed services department that acts and responds as an extension of the lexus team We assist with the planning, creation and roll out of websites across all lexus European markets We also work with the markets in determining new functional requirements and turning these into new site features available to all markets
Each market is free to engage with local experts and the model must support that way of working too Communication can be to market agencies or to the markets themselves Amaze ’ s support managers develop relationships with one or more markets Clever use of technology allows all these process to happen relatively independently but also collaboratively
From 18 to 25 countries This wasn ’ t delivered to us, we had to develop this for lexus and didn ’ t happen over night Along the way we have understood how to develop and implement strategy, governance and support models and processes that fir pan – European & global businesses
Multiple markets, territories and regions Multiple product families, passenger tyres, motorcyle tyres, off road, truck Product families marketing indepentantly both centrally and at the market level Their web content management system did not provide the business support required and as a consequence, markets where off to do their own thing with their own agencies In summary, Central had lost control of their digital estate and the markets had lost faith in central ’ s ability to support them
The wider engagement was to bring Bridgestone up to date digitally across all products and markets. Governance was one element. Strong consumer content that is used by local markets as the main instrument for customer engagement
Once the workshops have happened, we can analyse the framework that needs to be put in place. Once the framework is established, the policies and standards that are overseen through governance can be established Use Toyota as the example here!! Lack of visibility Central planning, - Market responsibility Engagement on future projects Disenfranchised markets Unavailable content - product and brand not available centrally - markets had created their own content impacting brand and message Limited budgets & resources
Central Content Management technology did not support business requirements therefore markets had gone their own way Lack of resources and in house digital knowledge meant that each market employed their own agencies Fragmented & Fatigued
Once the workshops have happened, we can analyse the framework that needs to be put in place. Once the framework is established, the policies and standards that are overseen through governance can be established Use Toyota as the example here!!
1. Centralised governance model – close to the client and indentified that this model fitted very well with their centralised corporate structure 2. Dedicated Head of Digital to own the digital strategy & vision 3. Country Planners to oversee local skills and inter-market collaboration 4. Make recommendations on more appropriate technology 5. Develop a service model for content & website technology support 6. Test the model & iterate – no model is perfect from day one, use this opportunity to fine tune the model on one market
At a high level In this example, the central governance model had separate but supportive roles and responsibilities Central Governance – Digital Strategy, Web site roll out management Central Support – get into the mindset of a service provider to address market concerns with lack of support Local Markets offices – responsible for localisation of content, identifying products to be promoted, report on campaigns, and they are still free to have their local agency to fill in skills gaps – but the goal would be for all services to be provided centrally
In Detail Head of Digital Located at European HQ, Brussels Existing employee / New hire / Outsourced – Amaze will be helping Bridgestone with the hire process Champion the online channel on a group level. E.g. Working with senior product, brand and communication specialists to understand their requirements and to advise on web best practise. Creating and overseeing the corporate site strategy and standards. E.g. creative updates , best practise on usability, analytic, SEO, etc. Developing and managing relationships with core web suppliers . E.g. Technical teams, external consultants, etc.
To address limited budgets, they will be combined to provide more services joined up with each other – managed by the Head of Digital Budgets are currently allocate on a per market and product family basis. Money is being spent on projects which are not aligned with each other. The Head of Digital will be responsible for gathering and maintaining central budget for digital spend and then championing the business case to senior management. Planning will be done on an annual basis, broken down into monthly plans and will cover central and local market work Digital activities for all BSEU departments must be gathered into one coherent annual plan, outlining high level requirements and planned activities for the fiscal year. The annual plan must be supported by an estimate ballpark figure for production development, rollout and support for every project. Corporate Website Owner together with senior representative from each product department is required to participate in annual budget planning with BSEU senior management in order to secure sufficient funds for all areas of digital marketing planned for that fiscal year.
Country Planners – to address the lack of visbility from both central and market level The country planners glue together the markets and the Head of Digital. The Country Planners works closely with each market. They get to know the market in detail – knowledge base – act as an escalation point. 1 or more markets per planner. The country planners act as a conduit between markets on digital initiatives for knowledge sharing and possible effort/cost savings The country planners work as a team and report to the Head of Digital. Messaging from the Head of Digital is delivered via the country planners Engaging and communicating to markets on behalf of BSEU Ensuring markets are aware of BSEU future planning and how the plans might affect local plans and budgets. Continuously building a knowledge base about local markets Point of contacts and escalations for markets Funnelling information and requirements from markets back to BSEU digital stakeholders Planning rollouts with markets Coordinating translations (local and central) Planning local content integration with markets Planning training and technical guidance for markets Overlooking and resourcing work to the centralised content team Ensuring brand guidelines are followed on local content
The centralised support team support both central and the markets. First Line Support Analyst & Content administrators – will help with the issue of lack of content and the markets having to create their own Both roles can be existing employees / New hire / Outsources First Line Support interface Problem management Technical support and liaison with Second Line Support User account administration Content administration Rollout and Technical guidance & training to markets and local agencies Technical documentation and knowledge base maintenance
And to finish this section This is the plan for rolling out the goevernance model across all markets. The product families are steadily brought on The cost for the governance roll out is eventually borne from local market budget using a cross charge model for services The central team grows in line with their ability to deliver The support team grows in line with support the markets that use the service
reqw
reqw
Going to introduce 2 key trends that are combining to make digital governance such a business priority
The splinternet and realtime marketing
You wake up and check your email on your bedside iPad — that ’ s one app. During breakfast you browse Facebook, Twitter, and The Guardian — three more apps. On the way to the office, you listen to a podcast on your smartphone. Another app. At work, you scroll through RSS feeds in a reader and have Skype and IM conversations. More apps. At the end of the day, you come home, make dinner while listening to Spotify, play some games on Xbox Live, and watch a movie on Netflix ’ s streaming service. You ’ ve spent the day on the Internet — but not on the Web. And you are not alone.
You wake up and check your email on your bedside iPad — that ’ s one app. During breakfast you browse Facebook, Twitter, and The Guardian — three more apps. On the way to the office, you listen to a podcast on your smartphone. Another app. At work, you scroll through RSS feeds in a reader and have Skype and IM conversations. More apps. At the end of the day, you come home, make dinner while listening to Spotify, play some games on Xbox Live, and watch a movie on Netflix ’ s streaming service. You ’ ve spent the day on the Internet — but not on the Web. And you are not alone.
reqw
Use quote by Steve Rubel Give examples Social media and the always on consumer On the fly insight Real time cross-market collaboration
Multiple platforms – multiple problems Will we have to re-purpose our content for each one? Will we have to tell our story differently in each place? What are we going to say? What devices do our target market use? Where do they live online? When do they go online? Where are they when they connect? What else are they doing?
A pan european marketing suite
Social Media Governance – All of this is from Forrester 2011 Social presence growing pains. According to our August 2010 WebTrack of brands ’ Facebook presences, 86% of Facebook marketers have multiple fan pages to manage.2 Many marketers will add to that roster. These marketers will face challenges: Will those accounts be aligned by product, region, brand, or some other categorization? Who maintains the passwords, and do they need to be changed every time an employee with social media responsibilities departs the organization? And what unique and exciting social experiences can marketers bring their consumers, beyond the simple status update or wall posting?
Decentralization of control. Once the decision is made regarding how an organization ’s social presences will expand, the question of who runs each presence quickly surfaces. An official policy and training program will help, but many marketers lack the plan and resources to ensure that they have a high-level view of all social activities across their companies’ presences. More than 46% of companies with 1,000 or more employees that have a listening platform are already licensing five to 19 individual seats to ensure internal stakeholders are aware of social conversations around their brands.3 .
Increased scrutiny of results. With expanding programs comes increased excitement within the organization — which means that more and more managers will be eager to see the results of the social marketers ’ efforts. Nearly 66% of interactive marketers are not currently measuring their social marketing initiatives, and only 14% are planning to measure them soon, so it’s key to determine how more robust programs will be measured before they’re launched.4 .
Incorrectly Targeted Social Content Alienates Your Biggest Fans And Hurts Your Business The most obvious problem with your audience finding a social media profile intended for another market is that the content will likely be in the wrong language. In most cases this means non-English speakers struggling with English-language content, but the opposite also occurs: For instance, the Twitter account for Zara, a fashion retailer based in Spain that generates 68% of its revenues outside of Spain, contains mostly Spanish-language posts. Regional dialects can also present a challenge; English speakers searching on Facebook must choose between a US-targeted “Nike Football” page (featuring American football) and a UK-targeted “Nike Football” page (featuring soccer). But language is far from the only problem with incorrectly targeted social media content; sending the wrong message to your customers can have a powerful negative impact on your business. Interactive marketers must also ensure that the messages they display to users in different countries conform to local: .
Promotions and campaigns. In October 2010, McDonald ’s used its @McDonalds Twitter account to post daily updates and promotions for its Monopoly-themed loyalty game. Again, UK audiences who saw these Tweets would have found themselves disappointed; the most recent McDonald’s Monopoly promotion in Britain had already run — and ended — five months earlier..
Legal and regulatory considerations. Regulated industries have further reasons to worry about incorrectly targeted social media. Marketers promoting prescription drugs to consumers in the US (where direct-to-consumer marketing is legal) must prevent consumers in other countries (where this type of marketing is typically banned) from accessing this content. Likewise, financial services firms and alcohol and tobacco makers must tailor their marketing efforts to each country ’s unique regulations.
A pan european marketing suite
A pan european marketing suite
1. Centralised governance model – close to the client and indentified that this model fitted very well with their centralised corporate structure 2. Dedicated Head of Digital to own the digital strategy & vision 3. Country Planners to oversee local skills and inter-market collaboration 4. Make recommendations on more appropriate technology 5. Develop a service model for content & website technology support 6. Test the model & iterate – no model is perfect from day one, use this opportunity to fine tune the model on one market