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SHO-Time. A user-centric toolkit for Sharing Optimisation.
The document outlines a user-centric toolkit for organizations to optimize their digital presence and communication by focusing on user needs and motivations. It emphasizes the importance of understanding social sharing behavior and adapting to the fragmentation of digital channels in order to enhance engagement and relevance. The author argues that empathy and a deep understanding of users are key to gaining a competitive advantage in a rapidly changing digital landscape.
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SHO-Time. A user-centric toolkit for Sharing Optimisation.
- 1. SHO-TIME! by @gerriesmits 17/03/16 A USER-CENTRICTOOLKIT FOR SHARING OPTIMISATION
- 2. • Ik helporganisaties om meer uit het internet te halen. • Ik ben gepassioneerd door de impact van het ‘digitale’ op producten, op communicatie, op communities, op gedrag,… • Ik doe dat door zo veel mogelijk te vertrekken vanuit gebruikers en hun behoeften. 20 years experience in industries that got disrupted by internet Music Industry TV Print Media Marketing Govern- ment
- 3. I even workedin government
- 4. • Ik helporganisaties om meer uit het internet te halen. • Ik ben gepassioneerd door de impact van het ‘digitale’ op producten, op communicatie, op communities, op gedrag,… • Ik doe dat door zo veel mogelijk te vertrekken vanuit gebruikers en hun behoeften. Now, I help organisations get more out ofthe internet + Comms Marketing Business/ Product Organi- sation Culture
- 5. Some organisations Iworked with/for
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- 7. A story aboutclubbing
- 8. Omni-channel, fragmentation,… There’s somuch we need to do. ACTIONS TOOLS ADVERT CONTENT PURPOSE
- 9. We need some Sharing Optimisation inspired by Faris Yakob ACTIONS TOOLS ADVERT CONTENT PURPOSE inspired by Faris Yakob
- 10. Social and the sharingchallenge 2
- 11. Create For Limited Attention! Createforthe Thumb Swipe! Your competitors on social are not just your industry competitors. They are friends, media companies, brands from other industries.
- 12. You don’t reach anybody Youearn(a fraction of attention from) somebody
- 13. There’s a taxon irrelevance
- 14. Everybody likes abit of Free distribution Viral reach is increasingly important
- 15. Everybody likes the addedvalue of Social Context (recommendation, authenticity,…) Viral reach is increasingly important
- 16. From Pageviews to‘Viral Lift’
- 17. “ “ Matt Stopera, Sr EditorBuzzfeed If something has a 1.5 viral lift and 100,000 views and above, that was worth doing. It’s a failure ifyou have 400,000 views and a 1.1 or 1.2 lift. That’s a flop."
- 18. So yet anotherchallenge Be where people care2.0 Be where people share3.0 Be where people are1.0 >>
- 19.
- 20. The amount ofyearsrunning that CEOs have pointed at technology as the single most important external force shaping their organisations 4 IBM study
- 21. fact Digital makes businessuncertain about relationship with user ?
- 22. Gartner Hype Cycle Chasetechnology? Impossible & tiring fact Peak of inflated expectations Through of Disillusionment Slope of Enlightenment Plateau of Productivity
- 23. The only stableelement in this equation of uncertainty are people !! Human needs and motivations remain pretty constant Technology is volatile and changes rapidly + = ?
- 24. flip Customer Experience HR/ Talent New Products Tech /IT Process Marketing /Comms By putting people in the middle, it becomes easier to identify the impact of ‘digital’ on all aspects of the business. My user-centric framework
- 25.
- 26. !! In 1model Content WHAT Channels WHERE Form HOW User WHO Needs WHY Evaluation DATA
- 27. Who >> Personas +network 4.1 Let’s not just think about personas/ characters in our story. Let’s also look at their network, so we understand the person in a networked context. Strong ties Weak ties
- 28. Why >> Share Needs 4.2 Findout why people would share or pass on a piece of content. What’s in it for them? If people use your product, ie. your content, what job do theywant it to fulfil?
- 29. Why >> Reasons toShare 4.2 Source: Buzzfeed
- 30. Why >> Share Stories 4.2 Ishare this with… …in order to achieve… HELLO, I am … WHO WHY (DIG DEEP!)
- 31. What >> Overlap shareneeds + ourvalue 4.3 Our Mission Our Value Why People Share
- 32. What can WEdo/make/ mean/say so our audience & clients can fulfil their deepest sharing needs?
- 33. What >> Silly example 4.3 CONTENTv01 Alist of training sessions relevant for teachers WHO Headmaster / school directors WHY / SHARING NEED I want to be seen as someone who cares about my teachers. I want to be seen as someone knowledgeable.
- 34. What >> Silly example 4.3 CONTENTv02 Aprintable list of training sessions, with tickboxes for the director to curate and select. “I think this might be something foryou.”
- 35. Where >> Fragmentation isreality 'Dark' social 74% Other SM 7% Facebook 19% Sources of inbound web traffic RadiumOne study 4.4
- 36. Where >> Be wherethey (sh)are 4.4 I share this with …in order to achieve… …via channel… WHO WHY WHERE HELLO, I am …
- 37. How >> Nudge fortheshare 4.5 1. Think about Share statements. What would people say if they forwarded/ shared/talked about this? 2. Are there phrases/words/images which can trigger the sharing need?
- 38. How >> Be wherethey (sh)are 4.5 I share this with …in order to achieve… …via channel… WHO WHY WHERE … by saying these words. HOW HELLO, I am …
- 39.
- 40. Data >> Understand sharingbehaviour 4.6 Focus less on Reach and more on Share ratio. Use your data to understand the Why better. A/B test.
- 41. !! Impact goesdeeper Content Talent ProcessCulture Who Why What Where How Data
- 42. Build this ‘WhyWouldThey Share’ workflow into your editorial/ content processes. Way ofWorking 6 days 4.7
- 43. My audience sharesbecause… Way ofWorking 6 weeks >> Library of Share Needs 4.7 … I want to express pride about my city … I want to be the friend who entertains … I want to be seen as generous … I want my colleagues to do a better job … …
- 44. Number 1 attribute for successin digital world according to business leaders? Empathy study University of South California Skills4.8
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- 47. Companies and organisationsthat really really really understand their users, their motivations & this needs have a competitive advantage in solving today’s complex problems. It’s really not that much about technology. It’s about people, living in an increasingly digital world. My belief
- 48. “If you haveyour face towards the CEO, you have your ass towards the customer.” - Jack Welch, ex-CEO General Electric
- 49. THANK YOU >> gerrie@gerriesmits.com +32491 354 365 @gerriesmits