Downloaded 203 times
Uploaded byNick Westergaard
Social Media at Work: How Does Social Media Marketing Get Done — Who, Where & When
This document discusses who performs social media work, where and when it takes place, and how to overcome common obstacles. It explains that social media teams typically include community managers, with some organizations having marketing or digital teams handle social accounts. The work often happens outside of regular hours to align with customer timezones. Challenges include ensuring enough time, the right talent, and overcoming fears about losing control. The key is organizing efficiently, providing training, and helping leadership understand the value of social media.
More Related Content
Similar to Social Media at Work: How Does Social Media Marketing Get Done — Who, Where & When
![[Report] The State of Social Business 2013: The Maturing of Social Media into...](https://cdn.slidesharecdn.com/ss_thumbnails/bd04-131013231549-phpapp02-140906105950-phpapp02-thumbnail.jpg?width=640&height=640&fit=bounds)
Social Media at Work: How Does Social Media Marketing Get Done — Who, Where & When
- 1. nick westergaard |branddrivendigital.com social at workHow Does Social Media Marketing Get Done — Who, Where & When
- 2.
- 3. moving right along Source:youtube.com
- 4. course structure ‣ Strategy— Planning the Work ‣ Execution — Working the Plan ‣ The Big Picture — The Digital Ecosystem
- 6. unpacking the “servingmen” ‣ WHY are we doing this? ‣ WHAT are we doing? ‣ WHEN does this happen? ‣ WHERE does this happen? ‣ WHO does this involve? ‣ HOW do we get it done?
- 7. whois doing thework?
- 8.
- 9.
- 10. social media atwork ‣ Who Does the Work? ‣ Where and When Does This Happen? ‣ A Day in the Life ‣ Overcoming Common Obstacles ‣ Employee Advocacy and Beyond
- 11. Who Is Doingthe Work? 1
- 12. what encompasses ‘who’? ‣People — Knowledge, Skills, Abilities, Behaviors (KSAB) ‣ Organization ‣ Culture
- 13. background of theteam Source: Altimeter Group
- 14. skills of thesocial media team Source: Altimeter Group
- 15. prioritizing skills Source: CommunityManagement Roundtable
- 16. How are employeesspending their time? Source: Social Fresh
- 17. social media jobs& growth Source: Altimeter Group
- 18. the most commonjobs hired for Source: Social Fresh
- 19. new and existingroles – Based on skill Source: Social Fresh
- 20. how is socialmedia organized? Source: Altimeter Group
- 21. how about afootball metaphor? Source: The NOW Revolution
- 22. organization & programmaturity Source: Altimeter Group 1. AD-HOC Inconsistant or no governance across the organization 2. PLANNING Organization begins planning for governance 3. FORMALIZED Governance is formalized in parts of the organization 4. STRATEGIC The organization has consistant, measured governance 5. HOLISTIC Social and broader Digital Governance are the same PEOPLE Get leaders aligned and determine structure No formal organizational model or leadership engagement. Lack of accountability for social Social teams operate in silos, no org design with sporadic leadership engagement Formal social org design in place with leadership commitment in key groups Leadership takes a strategic view of social and support organization-wide aligned teams Leadership alignement extends to integrated digital and socail governance POLICY Codify leader agreements and decisions in policy Inadequate policies result in ad-hoc decision- making and controsl Policies and decision-making consistent in only parts of the organization Policies are formal at the group level with some shared organization-wide Social policies are complete and integrated with related policies acress the organization Social and digital policies and decision-making complete and the same PROCESS Make policy actionable with clear steps and roles Few, if any, processes in place to support exectution of social business practices Some emerging processes exist, but only at the group level Processes in place at the group level, and some common processes in place organization-wide Processes are consistent and complete across the organization and integrated with related processes The organization has a single set of processes that span all of digital, including social PRACTICE Training, playbooks and tools in place to execute Practices are disjoined, ad-hoc and not measured Practices are evolving, and tools that span social plateforma are sought to scale governance Practices formal at the group-level; metrics play a role in but inconsistent adoption across the organization Practices consistent across the organization, with a focus on advanced skills development and measurement Practices in common for both digital and social Altimeter’s Social Business Governance Maturity Map: Map Your Organization’s Maturity Against the Four P’s of Social Business Governance Download Altimeter’s Social Business Governance Report http://pages.altimetergroup.com/social-business-governance-report.html
- 23. skills & programmaturity Source: Community Management Roundtable
- 24. who owns socialmedia? Source: Altimeter Group Mostly ‘Marketing’ … … But ‘Digital’ is Gaining
- 25. raci Staffing ‣ Responsible ‣Accountable ‣ Consulted ‣ Informed
- 26. who shouldn’t beon the team ‣ Interns ‣ Employees based on title alone ‣ Non-believers ‣ The boss’ son/daughter/niece/random millennial I know
- 27. mitch joel You mayplug in a lot of stuff but that doesn’t make you an electrician.” “
- 28. Where and When Does This Happen? 2
- 29. Where = socialmedia space ‣ Need a Purpose — Event vs. On-Going ‣ Type of Space Required ‣ Team Size Needs ‣ Equipment/Tech
- 30. the command centerconcept Photo via Flickr user Robert Raines
- 31. command center considerations ‣Sizzle vs. Steak ‣ Big Promise That You’ll “Be There” (Will You Be?) ‣ Cost — Is It Worth It? ‣ Careful the Command Center Isn’t a One-Off — Ensure It’s Part of a Larger Strategy
- 32. COMPLEX TOOOLS bottom line Notrequired – more on tools in a few weeks
- 33. when does thishappen? rip 9 to 5? Photo via Flickr user Dafne Cholet
- 34. 84%of americans useFacebook in the evening — night time is prime time for social media Source: Edison Research
- 35. 63%of americans checkFacebook before bed Source: Edison Research
- 36. 70%of consumers complainingon social media expect a response Source: Search Engine Watch
- 37. 53%expect that responsein an hour — or Less! Source: Search Engine Watch
- 38. 32%of social mediacomplainers are happy with how fast businesses responded Source: Edison Research
- 39. Where are customerscomplaining? Source: Edison Research
- 40.
- 41. howdo we getthis done in a regular business day?
- 42. A Day inthe Life 3
- 43. WHO? We havean interesting set up where we have a few different community managers. One of our web development team members manages our Twitter account. Our Associate Brand Manager manages our Facebook account. I as the ADMM manages all of the emerging platforms and also oversees strategy for all of the networks. WHERE? Two Ben & Jerry’s digital team members in the United States. Plus our digital agency, Edelman. To help communicate and share information we have an internal social network we use to share best practices and information. WHEN? We sell Ben & Jerry’s from Japan to Australia to England to the United States, so there is always a Ben & Jerry’s that is open, or a store where you can buy our product. Because of this we do a lot of community management outside of our “normal” 9-5 hours. Our community managers tend to check their networks multiple times a day to respond to consumers. WHAT DO YOU LOVE MOST & WHAT’S YOUR BIGGEST OBSTACLE Talking with our fans is always the most fun. Because of our scale the biggest challenge is ensuring consistency across all of our platforms and establishing best practices we can share with one another. Mike Hayes, Digital Marketing Manager
- 44. WHO? Our teamis constantly growing. Hooray! Currently, there are 7 of us reporting to the Communications Team at large. WHERE? Distributed, with the majority of us in New York City (our social center). Still working on a good name for it! WHEN? 24/7 — allowing a few hours for sleep. Just a few. WHAT DO YOU LOVE MOST & WHAT’S YOUR BIGGEST OBSTACLE Communicating directly with consumers, 24/7. The biggest obstacle would have to be applying the great amount of information our team sees on a minute-by-minute basis to other departments, where it can provide insight to influence their decision-making process. Emily Schildt, Director of Consumer Engagement
- 45. WHO? I amthe lead for social media, but our corporate, local-store marketer does a lot to aggregate content and photos. I respond mostly to complaints/concerns/serious customer interaction. He is responsible for the "fun" aspect of our social media in a lot of ways. All social media nonsense reports to marketing. WHERE? I work almost entirely out of the corporate office in Coralville, IA. Our local-store marketer travels all over the midwest and works remotely when he is on the road. WHEN? I listen outside of 9-5. Any content posting done after those hours is typically scheduled posts. Most interactions happen within work hours, as my focus is more on work. I typically only look for serious offenses or PR concerns online on "off-hours" that might need responding. WHAT DO YOU LOVE MOST & WHAT’S YOUR BIGGEST OBSTACLE I love the breaks between "corporate responsibilities" in which I get to interact with customers online. The biggest obstacle for me was leaving a position in the company in which I was solely devoted to online practices and strategies and move to being consumed with all marketing responsibilities. Reid Travis, Director of Marketing Communications
- 46. WHO? Within ourMarketing team we have the eMarketing team, of which I am a member of, along with 8 other individuals. I single-handedly have responsibilities for managing our social media presence. WHERE? The entire Marketing team is in our HQ building, with the exception of our 4 showroom managers who are in other areas of the country. WHEN? I am actively looking for shareable content within the 7-5 work week, with the exception of Pinterest. I usually dedicate an hour here and an hour there to pinning new content on the weekends. I will immediately respond to comments or @ mentions, however. That I certainly don't confine to the typical work week hours. There simply isn't enough time to do all of this during the work week, especially if, like me, you are responsible for other Marketing initiatives outside of social media. WHAT DO YOU LOVE MOST & WHAT’S YOUR BIGGEST OBSTACLE Love most: sharing great comments/success stories that our fans post with the relevant/appropriate member of the HON team. Biggest obstacle: while social media has made tremendous strides in proving itself as a relevant business practice, I still have to work extra hard to prove that my role is a viable, ROI-driven Marketing form. "How does this increase sales?” is a common question that I get that is still difficult to answer concretely. Liz Schulte, eMarketing Specialist
- 47.
- 48. not going anywhere Photovia Flickr user nate steiner
- 49. spend too muchtime … Photo via Flickr user Robert Course-Baker
- 50. social media terrorlevel SEVERE In my bunker hiding from Facebook. LOW We got this covered. Why are you here? GUARDED We use the Facebook. A little bit. ELEVATED A lot of bad things happen with social media, right? HIGH Social media? We don’t want any.
- 51. It Comes downto the 3 Ts ‣ Time ‣ Talent ‣ Terror
- 52. PEOPLE PROBLEMS ‣ Time ‣ Talent ‣Treasure TERROR!
- 53. I don’t wantmy people on Facebook all day!
- 54. Our team doesn’t havetime for this.
- 55. We don’t have theright kind of people …
- 56.
- 57.
- 58. Photo via Flickruser Rob Bouden TALENT: ENGAGEMENT & PEOPLE SKILLS MORE IMPORTANT THAN TECH SKILLS
- 60.
- 61.
- 62. YOUR PEOPLE CAN’TBE A PROBLEM. THEY ARE YOUR BIGGEST ASSET ☝
- 63. answers to the3 ts ‣ Time — Organize Efficiently; Outsource As Needed ‣ Talent — Training & Hiring for Communications ‣ Terror — Helping Leadership Understand the Shift
- 65. TRUST time, talent, &terror are opportunities to build
- 66. Employee Advocacy andBeyond 5
- 67. employee opportunities insocial orgs ‣ Brand ambassadors — encourage a culture of engagement ‣ Internal collaboration via social tools like Slack, Chatter, Yammer ‣ Fostered through sound policy — more on that ahead
- 68.
- 69. mark w. schaefer Cultureis the number one predictor of success. Not budget, not resources.” “
- 70. key take-aways ‣ WHOis dependent on the right people with the right skills organized the right way ‣ WHERE and WHEN requires us to think outside of the box ‣ Your people can’t be your problem, they can be your biggest asset
- 71. Photo via Flickruser bradhoc next up: Measurement
- 73.
- 74. nick@WESTERGAARD.COM Slides at Slideshare.net/nickwestergaard @NickWestergaardon Twitter, Instagram, and more