Social Media Management - Phase 3 (Build)

© 2015 AZBlue | www.AZblueinc.com
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SOCIAL MEDIA MANAGEMENT SERIES
PHASE 3 – BUILD
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THE EVOLUTIONARY PROCESS
1. Overview – Imagine!
2. Social Management – Phase 1 (Design)
3. Social Management – Phase 2 (Optimize)
– Deliverable: Operational Roadmap
4. Social Management – Phase 3 (Build)
– Deliverable: Operational Management Document
5. Social Management – Phase 4 (Manage)
– Deliverable: User Scenarios
6. Social Management – Phase 5 (Professional Brand-building)
7. Social Management – Phase 6 (Sales)
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OPTIMIZE BUILD MANAGEDESIGN

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THE EVOLUTION OF BRANDS & SOCIAL MEDIA MANAGEMENT
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Social Brand – Highly interactive and
engaged brand uses social media to…
• connect with consumers &
customers by anticipating their
needs (based on previous)
• drive conversation with constant
questions and engaging content
• provide a long-term platform to
inspire advocacy and reward loyalty
• highlight the personality of the
brand thru people & relationships
(vs. corporations)
• connect consumer interaction to
brand KPI’s/ROI
• continuously engages in dialog with
consumers – not afraid to turn the
power of thought to the community
• empower the consumer to speak
• share information and provide
insider access
• continuously understand the
changing landscape of their market,
customer and competitor
• lead rather than follow the market
Social Marketer – Data driven brand
uses social media to…
• create, grow and manage user
communities
• support paid media investment
through content calendars
• measure marketing results thru
actions (clicks, likes, follows,
shares)
• respond to issues that impact
brand perception (Care & PR)
• occasionally start limited
engagement with closed-ended
comments
Social User – Activity-driven brand
uses social media to…
• measure traffic and sentiment
• craft social tactics around user
generated actions (channels, clicks,
sentiment)
• determine success metrics thru
quantitative analysis
• reactively change tactics (rare to no
engagement)
Social Monitoring Tools
Social Center of Excellence
Social Command Center
Profitability/Margin
No Risk/Reward - Safe Low Risk/Reward – Utilitarian High Risk/Reward – Interactive & Intuitive
Human
Technology

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SOCIAL  MANAGEMENT  PLATFORM
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An integration of all Enterprise-wide social media technologies, processes
and resources into a singular, social media management platform to
enhance the performance of the business, exceed KPI’s and maximize ROI
in Social.

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Before we start, a few questions first…

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KEY DECISIONS NEED TO BE MADE BEFORE PROCEEDING…
• What is the function of the Center?
– Lead or Support?
– Issue Resolution or Read & Route?
• How will the SMP operate?
– What is the standard “workflow” of the SMP (who and how are things managed?)
– Will the Center be 7/24, 5/12 or 5/8?
– What time zone will the Center be located?
– If more than one Center, how they interoperate during shared hours?
– What are the hand-off procedures?
– Who “owns” the problem and is measured for completion/ success rates?
– Are personnel full-time, shared or voluntary?
– If shared, where does the budget come from?
– Does the Center have Virtual capabilities?
– What are the Business Continuity Processes required during outages (e.g. weather or physical
damage)?
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DEFINING ISSUES
• How is the Center going to be run? Internal, self-sustaining or as an outsourcing platform
to individual Business Units?
• If the former…
– How will it be funded?
– Who makes up the team?
– Are they full-time or part-time between their day job?
– Do they need to be in the Center or are they remote?
– What are the required skill-sets?
– What are the job titles and compensation plans for career growth?
– Objectives for management?
– What type of training will they receive?
– Does it have a separate, autonomous budget?
– Reporting requirements?
– What is the support process with outside teams e.g. IT, Security, HR and Strategic Partners?
• If the latter…
– Who owns the resolution?
– What are the commitments levels?
– How is it staffed and funded?
– How will it be managed in terms of reporting and objectives?
• What technologies, processes and resources exist today?
• How will they be integrated?
• How will integration be funded?
• Who owns the decision-making process?
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SMP COMPONENTS
• The following are the basic elements of a Social Center:
– Technology – Platform and tools required to purchase or integrate into a fully-meshed,
interactive portal…
• Listening, engagement, measurement, dashboards, internal reporting, CRM, content storage &
administration
– Operations – Organizing & aligning existing internal working processes to work/collaborate
holistically across the brand and strategic partners (AOR, suppliers, resellers etc.)…
• Listening, engaging, prioritization, content routing & creation, approvals, escalations, training & reports
– Resources – Determining the appropriate internal/external players for staffing &
management…
• Skill sets, SME’s, scheduling, reporting structure & management
– Budget – What it costs to build, manage and grow the center based on all of the above.
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ARCHITECTURE

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SMP: TECHNOLOGY (PORTAL)
• Building & integrating a real-time social management platform that
allows for…
– Listening, engagement, content management/publishing, social care,
administrative management & tracking, social CRM data collection, brand
& reputation management, measurement and reporting
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SOCIAL INTERACTION
Social Listening Engagement Platform
SMP – Integrated Suite of “Plug & Play” Technologies & Tools
Social Media Marketing

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SMP: PROCESS (MANAGEMENT)
• The end-to-end Social Management process…
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1 2 3
GATHER FILTER AUTOMATE TRACK
4
MANAGE
6
CLASSIFY
5
• Continuous
collection of
data based upon
preset
parameters
specific to the
brand including
products,
competitors,
business units
and leadership
• Segment data
by content,
post metadata,
author and
channel
• Automated
tagging,
prioritization,
routing &
sentiment
• The integration of
technology,
resources and
management
processes to identify
and manage I/Es that
have an impact on
the brand,
employees,
community or
customers
• Manual
assessment of
I/Es once Alerts
have been
raised to
determine the
validity of the
issue and
confirm it
requires
additional
management
• Decision-making
process to
determine what
Issue/Events
require to
complete the
management
process e.g. tags
(owner) & flags
(level of
severity)
• The process of
resolving the
Issue/ Event
successfully to
completion
• Analysis and
documentation
of the results of
the management
process, the
SMP and the
impacts/value to
the Enterprise
• Using
intelligence
gained during
the process to
enhance
performance
going forward
(technology,
resources &
management)
Issue/Event
(I/E)
Issue/
Event
REPORT
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OPTIMIZE
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• Closed – Resolved
• Closed – Unresolved
• Closed – Continue to Monitor
• Open – Requires Follow-up
• Open – Continue to Monitor
Phase 2 – Issue/Event Resolution
(Process + Resource Driven)
Phase 1 – Issue/Event Identification
(Technology Driven)
SMP

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SMP: RESOURCES (ASSETS)
• The three components of the SMP do not work independently requiring highly
customized integration, to ensure each function (team) enhances the overall operational
success of the platform.
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SMP Rep
(Reports)
SMP Rep
(Care)
SMP Rep
(PR)
SMP Rep
(Marketing)
Platform
Management
Conversation
Routing
Business
Intelligence
Channel
Support
Vendors Agencies
Strategic
Partners
Suppliers
Marketing
Business
Units
Legal
Care
HR
PR
Product
Business
Intelligence
Sales
Security
Finance
Operations
SOCIAL MANAGEMENT TEAM
TECHNOLOGY TEAM
RESOURCE TEAM

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SMP: DEVELOPING THE INTEGRATED LAYERS
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1. Classification Standards (Severity, Priority & Functionality)
2. Conversation Routing Process
3. Workload Management (Management and
distribution of posts as received
4. Event Response & Escalation
5. Center Activity & Coordination (Product or
Press Release) Proactive Planning
6. SME Acceptance & Resolution
7. Response Follow-up
RESOURCES (PEOPLE, ASSETS & BUDGET)
TECHNOLOGY (PLATFORM & TOOLS)
PROCESS (MANAGEMENT)
Level 1 Level 2 Level 3 Level 4 Level 5

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OPERATIONAL WORKFLOW PROCESS

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SMP: DAILY WORKFLOW
• SMP Management starts with the creation of a standardized, step-by-step workflow
process that allows the customer to turn every Issue/Event into a simple, and cost
effective management process
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PHASE 1: ISSUE/EVENT IDENTIFICATION
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1 2 3
GATHER FILTER AUTOMATE
Description on
gathering process &
tools
Description on
filtering process &
tools
Description on
automation process
& tools
Normal-mode Listening Issue/Event-mode Tracking
Issue/E
vent
Description on the
Alert process when a
threshold is crossed
An Issue/Event (I/E) is an occurrence that impacts the Enterprise that
begins, is amplified or can be contained/resolved within social media
channels. An I/E can be any of the following occurrences that that
impact the brand, employees, customers, competitors and the
community:
• social media conversations about a products or
• paid media events (Facebook or advertising)
• man-made events (crime/terrorism/politics)
• natural events (weather, fire)
When a threshold has been crossed
for a predetermined period of time
(e.g. more than 15 minutes) or a
keyword is triggered, Alerts are
issued instructing the SMP Team that
I/E-mode Tracking (manual checking
& verification) begins
SMP

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PHASE 2: ISSUE/EVENT RESOLUTION
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SMPR verifies the I/E
as a trend (vs.
anomaly) through a
series of searches
and cross-checks to
Description of
resources required to
complete this stage
SMPR checks the I/E
to ensure it has been
resolved, met the
guidelines of the
process (e.g. SLA)
and reports final
metrics
Description of
complete this stage
SMPR uses the
business intelligence
gained through the
I/E to enhance the
SMP identification &
resolution processes
for similar events
Description of
complete this stage
Issue/Event-mode Tracking
Issue/
Event
Standard
Non-Standard
TRACK MANAGE REPORT
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OPTIMIZE
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CLASSIFY
5
SMP
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TRACK: VERIFICATION
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4
2
Pre-defined Machine Alerts (see Technology
Guideline Section below)1
Pre-defined Threshold (see Technology
Guideline Section below)
Resources Required:
C
B
TBD
A
TBD
TBD
Management Steps:
D
TBD
TRACK
4
Issue/
Event

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CLASSIFY: STANDARD ISSUE/EVENTS
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5
CLASSIFY
VALUEN
Y
ROUTE
MANAGE
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Level – 5
Level – 4
Level - 3
Standard
C
Pre-defined Management Alerts (see
Technology Guideline Section below)A
Pre-defined Tags & Flags (examples in
Management Guidelines below)
Resources Required:
No further
action
Pre-defined criteria on Standard vs. Non-
standard I/Es based on SMP resourcesB
C
D
E
B
The I/E is evaluated as low severity and/or
manageable in-house (using existing resources)
and is labeled standard
A
Managing the I/E (commitment of resources) is
deemed valuable to the brand to move on
Assign the Tag in the Admin section of the tool
to ensure the appropriate action-owner is
notified
Assign the Flag in the Admin section of the tool
to ensure that the I/E is properly prioritized and
handled based upon pre-set protocols
Route appropriate contacts based upon pre-set
protocols and contact list (see next page)
internally or externally
F
Other steps taken include:
– Management Alerts issued
– Log I/E accordingly to include
timestamps, actions taken
and contacts assigned
Management Steps:

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CLASSIFY: NON-STANDARD ISSUE/EVENTS
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5
Brand
Competitive
Marketing
LEVEL - 3
Corporate
No further
action
Care
Disruptive/
Threat
CLASSIFY
LEVEL - 2
FLAG TAG
VALUEN
Y
ROUTE
5
Non-Standard
MANAGE
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Management Steps:
C
D
E
B
The I/E is evaluated as high-medium severity,
requires support from outside the SMP
(resource commitment) and is labeled non-
standard
A
Managing the I/E (commitment of resources) is
deemed valuable to the brand to move on
Assign the Tag in the Admin section of the tool
to ensure the appropriate action-owner is
notified
Assign the Flag in the Admin section of the tool
to ensure that the I/E is properly prioritized and
handled based upon pre-set protocols
Route appropriate contacts based upon pre-set
protocols and contact list (see next page)
internally or externally
F
Other steps taken include:
– Management Alerts issued
– Log I/E accordingly to include
timestamps, actions taken
and contacts assigned
LEVEL - 1
E
D
Pre-defined Risk/Reward (value) assessment
guidelines and corporate buy-inC
Pre-defined Tags & Flags (examples in
Management Guidelines below)
Pre-set process to obtain Senior Leadership
approvals and Legal approvals where
required/appropriate
Resources Required:
Pre-defined Management Alerts (see
Technology Guideline Section below)A
Pre-defined criteria on Standard vs. Non-
standard I/Es based on SMP resourcesB

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CLASSIFY: ROUTING
• The next phase of the SMPs management responsibility is to route the issue (based on
the set tags & flags) to the appropriate group contact (inside or outside of the SMP)
based upon the predetermined protocols assigned during classification.
– Once the I/E has been classified the following steps are taken to route to the appropriate action owner:
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6
Non-Standard
MANAGE
6
CLASSIFY
5
3
2
Updated Contact List (see example in Resource
Guideline section below)1
Required Administrative rights
Required IT capabilities to complete Routing
task (e.g. Telephone, Email, Skype Account,
Teleconference equipment, Fax etc.)
Resources Required:
ROUTE
5
Standard
5
C
B
SMPR determines the appropriate contact (based on
Tag) from the SMP Contact List (Example provided
in Resource Guidelines Section below)
A
SMPR notifies the contact via pre-set guidelines (e.g.
Email, Telephone, Fax etc.)
SMPR confirms I/E was routed appropriate and
receipt confirmation obtained
D
SMPR logs I/E accordingly to include timestamps,
actions taken and contacts assigned
Management Steps:

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MANAGE: STANDARD ISSUE/EVENTS
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6
6
MANAGE
6
CLASSIFY
5
Engage
C
B
I/E is received and acknowledged
A
The SMPR engages appropriately using the
SMMS/Engagement platform using pre-
approved content
The actions are logged with date, time and
steps taken
Management Steps:
Pre-approved content stored in a Data-vault or
easily accessed online libraryA
Resources Required:
Administrative approval to engage from SMP
Manager (SMPM)B
Notification process set up to alert SMPM that
there are engagements requiring review and
approval prior to release
C
Approval process set up in the tool to review,
edit, approve and release the engagementD
Standard

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MANAGE: NON-STANDARD ISSUE/EVENTS
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6
6
Non-Standard
MANAGE
6
CLASSIFY
5
PRIORITIZE
Escalate
SLA
Follow Up
C
D
E
B
TBD
A
TBD
TBD
TBD
TBD
Management Steps:
C
B
TBD
A
TBD
TBD
Resources Required:

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MANAGE: ENGAGE
• Description
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6
Non-Standard
Engage
C
B
TBD
A
TBD
TBD
Resources Required:
CLASSIFY
5
Standard
C
D
E
B
TBD
A
TBD
TBD
TBD
TBD
Management Steps:
MANAGE
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REPORT: SMP PERFORMANCE RESULTS
• The final stage of the SMPs role in the I/E resolution management process (standard or
non-standard) is to provide the resolution team/lead with progress, status and results of
the issue until cataloged as closed or unresolvable.
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7
Standard
REPORT
6
Non-Standard
MANAGE
6
CLASSIFY
5
• Closed – Resolved
• Closed – Unresolved
• Closed – Continue to Monitor
• Open – Requires Follow-up
• Open – Continue to Monitor
C
B
TBD
A
TBD
TBD
Resources Required:
REPORT
7
C
D
B
Track the issue through the management
process to determine I/E resolvedA
Provide Alerts & Notifications if issue has not
changed
Assess the I/E to determine status and log the
status when completed
Provide a daily, weekly, monthly and quarterly
reports on aggregate results to each group as
needed to measure success.
Management Steps:

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OPTIMIZE: IMPROVING SMP FUNCTIONALITY & RESULTS
• As part of the continuous intelligent learning process, the SMP Team uses the data &
lessons learned from each I/E resolution by incorporating it back into all three
components to improve both performance and ROI.
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8
C
B
TBD
A
TBD
TBD
Resources Required:
OPTIMIZE
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AUTOMATE SMP
C
B
TBD
A
TBD
TBD
Management Steps:

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CLASSIFICATION STANDARDS

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CLASSIFICATION STANDARDS
What
• Create standards in which conversations are managed and assigned based on Severity/
Priority Flags and Functional Tags (e.g. Care vs. PR)
How
• Conversations to be reviewed by overall traffic volumes and broken down into
percentages of totals by:
– Type of severity, priority, ownership (e.g. Care or PR), actionability, time frame requires for
response
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• Conversations are then assigned a Level in which the
following resolution process would take place
– Needs immediate attention and escalation
– Needs resolution in-house (Standard) or by SME Network (Non-Standard)
• KPI’s assigned to manage process
• Conversations are then tagged or assigned into folders
within platform for management and assignment

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FUNCTIONAL FLAGS – DEFINED
• What is the level of impact on the brand and the priority it should be
assigned to resolve?
• Severity levels are assigned from 1-5 (from highest to lowest priority)
and determine a specific protocol to follow, need for resource
assignment and assists in support including escalation, follow up and
executive sponsorship
• Function Flags
– Severity 1 – Very High
– Severity 2 – Medium High
– Severity 3 - Average
– Severity 4 - Low
– Severity 5 – Little to none
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I/E CLASSIFICATION: FLAGGING
• The most important factor in determining next steps is to understand
the severity/necessity or priority of the issue based on both negative
and/or positive impacts:
Extremely high visibility or impact on people, brand or the corporation. Can either be
negative issue (threat or loss) or positive issue (opportunity for Client)
High visibility or impact on people, brand or the corporation. Can either be negative issue
(threat or loss) or positive issue (opportunity for Client)
Medium visibility or impact on people, brand or the corporation. Can either be negative
issue (threat or loss) or positive issue (opportunity for Client)
Low to Medium impact on people, brand or the corporation. Can either be negative issue
(threat or loss) or positive issue (opportunity for Client)
Low to no visibility or impact on people, brand or the corporation. Can either be negative
issue (threat or loss) or positive issue (opportunity for Client)
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LEVEL - 3
LEVEL - 2
LEVEL - 1
LEVEL - 4
LEVEL - 5

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FUNCTIONAL TAGS – DEFINED
• Is the conversation “ACTIONABLE”?
• What is the nature of the conversation which determines which
resource will own and resolve?
• Function Tags
– Products & Services
– Offers
– Account issues or Customer Management
– Advocacy Programs
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I/E CLASSIFICATION: TAGGING
• Which of the following categories does the event align with:
Disruptive Events/Threats – The I/E is specific to a Disruption or Threat to Client employees,
facilities, assets or properties including the SMP and range from outages to
Terrorist/Criminal threats.
Customer Issues – The I/E is specific to a customer problem, concern or opinion (Retention)
Corporate Issues – The I/E is specific to clients Corporate policies (e.g. Regulatory, Earnings,
Leadership issues)
Competitive Issues – The I/E is specific to a clients competitors that provide an opportunity
to drive new business
Marketing Issues – The I/E is specific to a clients marketing efforts (media and/or product)
Brand Trends – The issue/event are specific to a clients products & services (questions,
problems and inquiries – Acquisition)
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Brand
Competitive
Marketing
Corporate
Care
Disruptive/
Threat

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CONVERSATION ROUTING PROCESS
What
• Manage traffic per client Prioritization Classification standards.
How
• Posts are monitored real-time via the Social Media Portal (monitoring platform & tools)
• Conversations are tracked and routed to appropriate folder
• SMP Associate is notified via email that post has been assigned.
• SMP Associate responds:
– Via direct response in Engagement Manager
– Use of pre-written/approved responses in Vault
– Cut and past URL to links
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• SMP Manager is notified and checks response and
approves to release post.
• Reports Manager tracks daily/weekly results and
produces snapshot reports
• Results are measured against KPI’s on monthly basis

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RESPONSE FOLLOW-UP
What
• Tracking resolution and measuring change
How
• Responses are tagged for follow-up by SMP Associate when responding.
• SMP Associate tracks based upon Prioritization assignment (e.g. Level 1 every 2-4 hours;
Level 2 every 4-8 hours etc.)
• If continued conversation is monitored by Social Management (Conversation Routing)
Team post is reassigned back through process and SMP Associate is notified
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RESOURCES

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CENTER ACTIVITY & COORDINATION
What
• Develop an operational plan for resources and day-to-day functionality
How
• Engagement Manager based upon client priority level standards.
• SMP Manager reviews and categorizes as “Standard”
• SRMC Associate receives posts (email notification or system flag) and takes action within
prescribed time period based upon Service Level of Prioritization assignment
• SRMC Associate engages appropriate SME Network Support resource
• SMP Associate completes engagement within allotted time and follows up as appropriate
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WHAT IS THE FUNCTION OF SMP FTES?
• Do-it-all
– Classify and prioritize inbound posts
– Respond directly to posts
– Collect responses from SME network for posting
– Ongoing monitoring and follow up
• Traffic control
– Classify and prioritize inbound posts
– Route to SME network for posting and resolution
– Managing process to ensure SLAs met
• Hybrid
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SMP – BUDGET
• Developing a cost structure that covers building & day-to-day management of the center,
processes and physical elements from power to content
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# SMP Associate[s] x # Hours x $X/HR = $X/Year
# SMP Manager[s] x # Hours x $X/HR = $X/Year
Resources x Unit Costs x $X/YR = $X/Year
Training x # Hours x $X/HR = $X/Year
Technology x 12 Months x $X/YR = $X/Year
Operational Overhead x 12 Months x $X/YR = $X/Year
Services (Optimization) x Fee Cost x $X/YR = $X/Year
Content Development x # Pieces x $X/YR = $X/Year
Total = $X/Year

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WHAT ELSE???
• How many resources are required to perform “Day 1” based upon traffic loads?
– Are there existing resources we can leverage on Day 1?
– Should additional resources be hired to perform this function?
• Who provides back up for support?
• Who has ownership/lead on specific posts?
• What are the hours of the SMP? 5x9, 7x24?
• What are the standards that the Center can measure in terms of daily volumes
(e.g. if the center creates KPI’s to address “X” percentage of Level’s 1-6, do
they have the appropriate resources and escalation processes set up to be
measured to those standards?
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NEXT STEPS…

Social Media Management - Phase 3 (Build)

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