This document discusses social media planning and strategy development for businesses. It provides an overview of key concepts around social media and outlines a balanced scorecard approach to setting objectives, key performance indicators and initiatives. The document emphasizes engaging customers through social listening and conversations. Case studies demonstrate how some companies have successfully leveraged social media for business benefits like increased sales, customer insight and brand awareness.

1. Social Media for Sustained Business Growth Dr. Jim Hamill www.energise2-0.com @drjimhamill 17th October, 2011

2. Agenda Part1 Overview of Social Media The ‘Key Things to Remember’ Social Media in Action: Case Examples Part2 Benchmarking Exercise – for your own company or a company of your own choice Benchmark your current social media activities against accepted ‘best practice’. The resulting ‘Strategic Gap’ i.e. the ‘Gap’ that exists between ‘where you are’ and ‘where you could be’, provides a very strong foundation for future strategy development in this area 2

3. Brief Word on Our Approach ‘Social Media Planning Pays’ 3

4. www.energise2-0.com 4

5. Use a Simplified Balanced Scorecard Will ensure that the social media actions and initiatives you take are fully aligned with and supportive of your overall business goals and objectives; that KPIs are agreed for monitoring and evaluating social media performance, business impact and ROI; and all key success factors are considered, especially the organization, people and resource aspects critical to successful strategy implementation A Scorecard approach can also be very useful for internal and external communications – a simple framework to present social media goals, objectives, key actions and initiatives to colleagues, partners and other stakeholders 5

6. Social Media Balanced Scorecard Not ‘paralysis by analysis’. By providing an agreed framework to follow, the Balanced Scorecard considerably speeds up strategy development and implementation The steps involved can be captured in a Social Media Strategy Map Five key questions to address…… 6

7. Social Media Balanced Scorecard What is the overall social media vision for your organization? What are the key objectives and targets to be achieved? Who are your customers? Key Actions and Initiatives Organisation, Resource and People Issues 7

8. Social Media Strategy Map 8

9. Without Planning…….. 9

10. What is Social Media? 10

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13. Web 2.0/Social Media Web 2.0 Applications Open source Online Applications/ Web Services Social Network Sites Social Content – Social Bookmarking Blogs or Weblogs Wikis Podcasts/ Vodcasts Virtual Realities Mash Ups RSS Feeds Mobile Web; Internet Telephony Twitter Business Impact Mindset Business Intelligence Customer Insight and Understanding Customer Interaction Enhanced Customer Experience – Rich Internet Applications Reputation Management Sales and Marketing Product Development and R&D e.g. engage and co-create IT/Software/Applications Operations, Internal Processes and HRM Characteristics Communities and Networks Openness Sharing Peering Hosted Services – online applications; the Internet as the platform Interactivity Social Element Mass Collaboration Empowerment Global

14. How important has it become? 14

15. Social Media Revolution 15

16. Key Things to Remember about Social Media The Rules of the game have changed 16

17. A conversation not a broadcast platform 17

18. Advertising – Customer Breakup 18

19. Key Things to Remember It’s social A key feature is online democracy – with content being provided by the network for the network – represents a fundamental and revolutionary change in online behaviour, expectations and the online customer experience. The end of the ‘read only’ internet Conversations are already taking place relevant to your company/organisation. Are you listening? Power shift Social media empowers customers, empowers the network. Recognizing this shift is the cornerstone of future success Declining effectiveness of traditional approaches Does anyone listen any more? 19

20. Do You Listen? Source: The Future of Advertising, APA, 17/02/09 as published on Slideshare (www.slideshare.com) 20

21. Do You Listen? 21

22. The Customer Manifesto 22

23. What is Social Media? NOT a broadcast medium. Its about listening to and engaging with customers, partners, your community, your tribe This is something we are not very good at doing. We prefer telling people how good we are 23

24. Key Things to Remember Pull v push Consumers/users decide what information they wish to access New ‘mindsets’ are required Marketing as a conversation with your customers/network– dialogue not broadcasting But this is something that most of us are not very good at doing. We prefer ‘telling’ people SM ‘winners’ and ‘losers’ ‘Winners’ will be those organisations who fully utilise the interactive power of Web 2.0 technology for engaging with and energising customer and network relationships 24

25. Key Things to Remember New performance measures Business success depends on the quality of your customer base; the strength of the relationship you have with quality customers; and your ability to leverage that relationship In a social media era, business success depends on the Quality of your network Relationship strength Ability to leverage Social media monitoring/performance management tools The need for new business/marketing models 25

27. Interaction – actions they take – read, post, comment, reviews, recommendations

28. Intimacy – affection or aversion to the brand ; community sentiments, opinions expressed etc

29. Influence – advocacy, viral forwards, referrals and recommendations, social bookmarking

30. Insight – customer insight

31. Impact– business impactSocial Media Monitoring Tools –Audit, Assess, Impact 26

32. The ‘6Is’ Approach 27

33. Key Things to Remember The need for new business/marketing models Traditional approach: Product development – Differentiate – Market and Promote - Sell New model based on: Communities, networks, openness, peering, sharing, collaboration, customer empowerment, ‘think and act’ globally Engage and energise ‘Create the Buzz’ 28

34. Potential Business Benefits of Social Media 29

35. Business Benefits Market Knowledge Customer Insight and Understanding Customer Interaction Enhanced Customer Experience Business Intelligence Reputation Management 30

36. Business Benefits Improved Sales and Marketing Identify and network with high value, high growth prospects Product Development and R&D e.g. engage and co-create Internal cost savings Improved Operations and Internal Processes Increased ROI 31

37. Potential Business Benefits 5 main areas: Market/Customer Knowledge & Insight Engagement & Reputation Management Enhanced Customer Experience and Loyalty Sales/Marketing Effectiveness, Efficiency and ROI Operations/ Internal Processes (open source and hosted apps) 32

38. Social Media in Action Quick Examples 33

39. In a Web 2.0 Era, the Brand Becomes the Customer Experience of the Brand A quick ‘personal experience’ Dubai Hotel

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46. The ultimate in comfort, we offer 318 luxuriously elegant rooms and suites.

47. Take a trip. Escape. Go and visit somewhere new and see if we are there… Give in to that irresistible wanderlust. Discovering and staying in the most exceptional hotels in the world has become the modern-day Graal, a game, a quest…40

48. The Customer Experience of the Brand Tripadvisor 41

50. Being a Sofitel hotel we expected something quite 'flashy' unfortunately we were let down. The rooms, although comfortable and clean, were not of the standard we expected and were definately not what we expected after looking at the photos on the hotel's website.

51. Booking my stay via the Sofitel website after a pleasant experience at several other Sofitel locations over the past 2 years with my new job I was looking forward to a 5 star luxury stay after a stressful business trip. My expectations were reasonable, however certainly not met by this hotel42

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53. Blendtec 44

54. Will It Blend? - iPad 45

55. 5.7 Million Views 46

56. United Breaks Guitars 47

57. 10.2 Million Views 48

58. Crowdsourced NPD 49

59. 266,555 on Facebook 50

60. 1.6 Million Twitter Followers 51

61. www.skittles.com 52

62. 17,000 Twitter Followers 53

63. Skittles on Facebook 54

64. 19.3 Million ‘Likes’ 55

65. Whole Foods 56

66. Talk To Us 57

67. Social Media Monitoring 58

68. Monitoring the Conversations Use Social Media Monitoring Tools to monitor online conversations relevant to your brand – also for measuring the ‘buzz’ about your brand No or low cost tools such as Google Alerts, Yahoo Pipes, Social Mention, Topsy, IceRocket, Blogscope, Blogpulse and ViralHeat More expensive and sophisticated tools such as Radian6, Alterian SM2, Sysomos Heartbeat and InfegySocialRadar 59

69. Social Media Monitoring 60

70. Innocent Drinks - Limited ‘Buzz’ 61

71. Social Mention 62

72. Social Mention 63

73. Social Mention 64

74. Social Mention 65

75. Social Mention 66

76. Social Mention 67

77. ‘Getting There’ 68

78. ‘Getting There’ Get More Involved Google Alerts, Twitter, Social Media Monitoring Tools Learn more Develop a strategy Implement Monitor 69

79. ‘Be Customer Led’ 70

80. Be Customer Led Who are our customers, community, tribe? Where do they hang out in social media? How can we best engage with and energise them? 71

81. www.mashable.com 72

82. In Summary……..’Social Media Planning Pays’ 73

83. Stop and Reflect Key Questions to Address 74

84. Key Questions to Address Do you need to engage with Social Media? What progress has been made benchmarked against industry ‘best practice’, the potential of social media for your business and, more importantly, against the growing expectations of customers? What are the key objectives and targets to be achieved from social media? Are these fully aligned with and supportive of your overall business goals and objectives? Who are your customers? Where do you find them ‘hanging out’ on social media? How can you best engage with them? 75

85. Key Questions to Address What are the main Social Media Actions and Initiatives you need to take – short, medium and longer term? What generic social media strategy should you follow (number of channels used/ depth of engagement in each channel)? For each priority Social Media Channel, what are your core objectives for that channel; what KPIs will be used for measuring on-going channel performance; what are your targets for each KPI; what key tasks are needed to achieve these targets? 76

86. Key Questions to Address Do we have the right organisational ‘culture’ and ‘mindset’ for Social Media? ‘Be social before doing social! Is the right organisational and decision-making structure in place? Has agreement been reached on resource allocation? Who will be responsible for your social media activities? What balance has been agreed between internal and external roles and responsibilities? Who is the Social Media Champion? Do you have agreed Social Media Policies and Guidelines in place covering ‘Proper Use’, ‘Content Management’, ‘Customer Response Times/Quality’ and ‘Legal’ aspects? 77

87. Thank You Questions www.energise2-0.com 78

88. How You Doing? 79

89. Benchmarking Exercise Benchmark your own company/organisation (or one of your own choice) against the following 10 questions Give yourself a score 1 (poor) – 10 (excellent) Be Honest!!!!! Honest Answers Produce Honest Results!!!!! 80

90. Question 1 How well are you using Social Media Monitoring Tools for listening? Do you have an agreed strategy in place for deriving actionable insights from the online conversations taking place relevant to your business? 81

91. Question 2 Do you have a clear social media vision and strategy? What is it? 82

92. Question 3 Have you documented and communicated the core business objectives to be achieved from Social Media? Have you agreed KPIs (Key Performance Indicators) and targets for each core business objective? 83

93. Question 4 Are your Social Media activities underpinned by a detailed ‘Customer Mapping and Segmentation Analysis’? To what extent are your Social Media activities focused on ‘quality’ customers i.e. high value, high margin, high growth potential customers? Is Social Media in your company driven by the need to build a ‘Quality Customer Base’ i.e. Identify, Acquire, Retain and Grow Quality Customers; or are you wasting valuable time and resource on ‘below zero’ customers (actual and potential)? 84

94. Question 5 Have you agreed the core business objectives, KPIs and targets to be achieved from each priority Social Media Channel? 85

95. Question 6 Are formal procedures in place for monitoring and evaluating Social Media performance and business impact benchmarked against strategic business objectives? 86

96. Question 7 On a scale 1-10, how would you rate the positive business benefits derived from your Social Media activities (1-no or minimal impact; 10 – major positive impact) benchmarked against the full potential 87

97. Question 8 Compared to other companies in your industry, are you a ‘leader’ or ‘laggard’ in your use of Social Media? Do you benchmark your Social Media performance and business impact against industry ‘best practice’, the potential of social media for your business and, more importantly, against the growing expectations of customers? 88

98. Question 9 How well is your company organised and resourced to actively engage with Social Media? Are you a ‘social’ organisation? Are your Social Media activities resourced properly? 89

99. Question 10 Do you have a clear plan in place covering future development of your Social Media activities? 90

100. How did you do? What ‘actionable insight’ did you derive? 91