1. Operationalizing Social Media:
How to successfully replicate social media practices
around the globe
Todd Wilms
Sr Director, Social Media Audience Marketing
2. Email in 72 hours:
Toddwilms.com
Twitter: @toddmwilms
Personal Blog:
www.Forbes.blogs.com/sap/todd-wilms
3. SAP Customer Facts…
Over 54,000 employees in 128 countries provide . . .
>50% >72%
>86% >70%
of the world’s athletic of the world’s of the world’s of the world’s
footwear provided packages couriered chocolate production beer production
>30 million >2 million >77,000
households use energy people work more automobiles
more responsibly with safely using People manufactured per
Smart Grid solutions Safety solutions day
4. The Social DNA of SAP
• 83,000 fans • 11,500 followers • 36,000 video
• 70,000 followers
• 600% increase views in 2011
• 250k page views in
• 178,000 page YoY in fans
2011
views in 2011
• 110% increase YoY in
fans
SAP Community Network:
2.5M members
20k new per month
4,000 new blog posts per day
5. SAP’s challenge
Making 47 products and 28 industries in 128 countries
successful in the social media world.
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7. Step 2: Develop replicable best practices
Develop THE framework your programs
1. Know yourself,
2. Develop the right goals and objectives,
3. Find your audience (aka social listening),
4. Set the right metrics and set them early,
5. Think “long term” for social,
6. Sell Up and Down into the organization, and
7. Know that “social is not the answer to every question.”
@socialb2p
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10. Results
Metrics Repeatable Anecdotal
1576 Twitter • Blogging Playbook • Interviews with
followers • Listening Playbook NYT, WSJ, Busines
7,500 monthly page sWeek, Forbes, CF
• Content Playbook
views O, etc.
• Two new Pilots
Brand stats (slide • “You are the „video
4) guys‟”
• Lunch and Learn
network
• Personal requests
@socialb2p
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Editor's Notes
(SAP manages 86% of the world’s athletic footware or 70% of the worlds chocolate production or 72% of the worlds beer production . . . Now, when I start think of my company in terms of beer and chocolate, that’s sexy . . .Now, in regards to social media . . .
Not only is our footprint large, as you would expect from a larger global company, but our growth is phenomenal . . .talk to stats . . .Now, this isn't an SAP infomercial . . .But it is important to understand where we are coming from to help explain our team’s role. We were not getting the word out about how SAP is changing and we have 47 products that did not have any discipline on how to approach social media – so, we candidly, had as many failures as we had successes . .
SB: OK, Todd, you have this broken down into 4 key steps on how you all managed this, correct? Audit the company, develop practices, pilot, replicate programs.Listen to every storyEveryone’s input made it into our key learningsEven failures . . . !!(My talk with discuss the audit process. I will make this relatable by talking about how to do this in their org and where it fits into their understanding of social . . . .)
Tweak existing programs with new strategyLaunch new pilotsSergio – this is key for us. Let’s discuss on the call how to interact for this section to tell the pilot story – referencing CFOknowledge.
Prioritize: company objectives, chance of success, resource constraints, etc.Recruit help: Champions ProgramTraining and Documentation: Playbooks
SB: Questions that lead Todd to share anecdotes about results in addition to quantifiable data.We have three ways to talk about results. You saw the big picture data of SAP, but let’s look at this from a more “humanizing the brand” perspective. Our programs yielded playbooks and training programs for us, but it also led to some great results – both in sheer numbers and in anecdotal information. We were recognized at shows as the “guys in the videos” or go requests to teach lunch and learn webinars, we saw an increase in press coverage and now are sought after from NYT, WSJ, BusinessWeek, CFO.com, etc.They key here is we built trust into the market . . . (Todd – please suggest questions or comments I can use to support your narrative)
