The document discusses considerations for resource planning for social media. It addresses key questions around staffing, business processes, technology, and metrics. For staffing, it suggests examining how top brands structure their teams, which can include roles like networkers, indexers, bloggers, monitors and analysts. For business processes, it outlines operational models like call center and hub-and-spoke models and common processes like publishing, response, outreach, networking and monitoring. It also provides an example workflow. For technology, it discusses types of tools needed for aggregation, filtering, analysis, visualization, contacts, context, delegation, storage and delivery. It provides an example configuration and emphasizes the need for integration between social media monitoring and analytics. For

1. Resource Planning Considerations for
Social Media

2. I said I would talk about
• How many people should you hire and what roles should
they have?
• What business processes do you need to manage the
program?
• What are the KPIs you need to look at and how do you
troubleshoot when they are off from goal?
• What technologies do you need and what does it take to get
them in place?
• What specific metrics should you use to validate social
media projects and determine future investment?
2

3. That is too much to cover in detail
3

4. Why do we care?
4

5. Social Media Usage is Exploding
• 3 out of 4 Americans use social technology*
* Forrester, The Growth Of Social Technology Adoption, 2008
5

6. Social Media Usage is Exploding
• 3 out of 4 Americans use social technology
• 2/3 of the global internet population visit social networks*
* Nielsen, Global Faces & Networked Places, 2009
6

7. Social Media Usage is Exploding
• 3 out of 4 Americans use social technology
• 2/3 of the global internet population visit social networks
• Visiting social sites is ahead of personal email as the 4th
most popular online activity*
* Nielsen, Global Faces & Networked Places, 2009
7

8. Social Media Usage is Exploding
• 3 out of 4 Americans use social technology
• 2/3 of the global internet population visit social networks
• Visiting social sites is ahead of personal email as the 4th
most popular online activity
• And, it’s growing at 3X the rate of the overall Internet*
* Nielsen, Global Faces & Networked Places, 2009
8

9. It’s changing your customers expectations
9

10. 93% OF SOCIAL MEDIA USERS
BELIEVE A COMPANY SHOULD HAVE
A PRESENCE IN SOCIAL MEDIA
CONE, BUSINESS IN SOCIAL MEDIA STUDY, SEPTEMBER 2008
10

11. 85% BELIEVE THAT A COMPANY
SHOULD GO FURTHER AND ALSO
INTERACT WITH ITS CUSTOMERS
CONE, BUSINESS IN SOCIAL MEDIA STUDY, SEPTEMBER 2008
11

12. You should know it’s not media
12

13. It’s communication
13

14. Every department uses communication
14

15. But, I’m going to focus on marketing
15

16. Specifically I’ll discuss
• Staffing
16

17. Specifically I’ll discuss
• Staffing
• Business Processes
17

18. Specifically I’ll discuss
• Staffing
• Business Processes
• Technology
18

19. Specifically I’ll discuss
•
•
•
•
Staffing
Business Processes
Technology
Measurement and Decision Making
19

20. Specifically I’ll discuss
•
•
•
•
Staffing
Business Processes
Technology
ith
Measurement and Decision Makings!
s we
me pl
Co am
Ex
20

21. Staffing
21

22. How are the top brands staffed?
22

23. How are the top brands staffed?
• 11 channels
• 6 people
Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf

24. How are the top brands staffed?
• 11 channels
– 35 Twitter accounts
• 22+ people
Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf and http://www.dell.com/twitter

25. How are the top brands staffed?
• 10 channels
– 6 yr. old community with 1.7
MM users
• 35 people
Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf

26. How are the top brands staffed?
• 9+ channels
• 1,400+ people
Source: http://twitter.com/TWELPFORCE/status/3451116686

27. What return are they seeing?
27

28. What return are they seeing?
• Activity x Channels = Engagement
Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf

29. What return are they seeing?
1. Mavens
–
High activity, many channels
1. Butterflies
–
Low activity, many channels
1. Selectives
–
High activity, few channels
1. Wallflowers
–
Low activity, few channels
Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf

30. What return are they seeing?
Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf

31. Example Structure
31

32. Example Structure
32

33. Example Structure
Networkers
Indexers
33
Bloggers
Monitors
Analysts

34. Example Structure
Networkers
Indexers
Bloggers
Monitors
Analysts
Smaller programs either won’t need this layer or
will have fewer in it
34

35. Example Structure
Networkers
Indexers
Bloggers
Monitors
Analysts
You may need more or less people depending
how many channels you’re in.
35

36. Example Structure
Networkers
Indexers
Bloggers
Monitors
Supporting roles scale with channel staff
36
Analysts

37. Business Processes
37

38. Operational Models
38

39. Operational Models
Call Center Model
Dedicated staff exclusively focused on social communication
39

40. Operational Models
Call Center Model
Pros
• Focused staff
• Can be outsourced
• Highly scalable
Cons
• Relationship segregation
• Requires additional staff
40

41. Operational Models
Hub and Spoke Model
Marketing
Support
Monitoring
Team
Sales
Product
41

42. Operational Models
Hub and Spoke Model
Pros
Cons
• Uses existing staff
• Can be a distraction from
key priorities
• Improves the relationship
customers, partners, media, • Response times can be
and others with core staff
slow
• Staff is “plugged in”
• May not be able to support
volume for large brands
42

43. Operational Models
• It’s not necessarily about hiring new people, it’s
reconsidering what they’re doing.
43

44. Operational Models
• It’s not necessarily about hiring new people, it’s
reconsidering what they’re doing.
• It’s not about eliminating conversation, it’s about generating
more activity. Remember, it’s the Mavens that see financial
performance gains.
44

45. Common Processes
45

46. Common Processes
• Publishing
46

47. Common Processes
• Publishing
• Response
47

48. Common Processes
• Publishing
• Response
• Outreach
48

49. Common Processes
•
•
•
•
Publishing
Response
Outreach
Networking
49

50. Common Processes
•
•
•
•
•
Publishing
Response
Outreach
Networking
Monitoring
50

51. Common Processes
•
•
•
•
•
•
Publishing
Response
Outreach
Networking
Monitoring
Governance
51

52. Example Workflow
52

53. Example Workflow
53

56. Technology
56

57. Types of Tools
57

58. Types of Tools
•
•
•
•
Aggregation
Filtering/Sorting
NLP
Analysis
58

59. Types of Tools
• Collection
• Processing
• Visualization
59

60. Types of Tools
• Contacts
• Context
60

61. Types of Tools
• Delegation
• Supervision
• Coordination
61

62. Types of Tools
• Editing
• Storage
• Delivery
62

63. Example Configuration
63

64. Example Configuration
64

65. Measurement &
Decision Making
65

66. High-Level KPIs

67. High-Level KPIs
Mentions
67

68. High-Level KPIs
Mentions
Traffic
68

69. High-Level KPIs
Mentions
Traffic
Conversions
69

70. High-Level KPIs
Mentions
Traffic
Conversions
Leads
70

71. High-Level KPIs
Mentions
Traffic
Conversions
Leads
Opps
71

72. High-Level KPIs
Mentions
Traffic
Conversions
Leads
Opps
Sales
72

73. High-Level KPIs
Mentions
Traffic
Conversions
Leads
Opps
Sales
73

74. Channel Health Indicators
74

75. Channel Health Indicators
75

76. Channel Health Indicators
• It goes much deeper
– Group behavior
– Social dynamics
76

77. Property Health Indicators
77

78. Property Health Indicators
78

79. Example Decision Making
79

80. Example Decision Making
• Measure which messages on which channels deliver value
80

81. Example Decision Making
• Measure which messages on which channels deliver value
• Requires an integration between social media monitoring
and analytics to close the loop
81

82. Example Decision Making
Mentions
Traffic
82
Conversions

83. Thank you!
83