The document discusses the essential considerations for social media marketing, including staffing needs, business processes, key performance indicators (KPIs), and technologies required for effective management. It highlights the rapid growth of social media usage and its impact on customer expectations, emphasizing the importance of companies having a social media presence and engaging with customers. The document also explores various operational models and workflows that brands can adopt to optimize their social media strategies and measure their success.

1. Justin Kistner Sr. Manager of Social Media Marketing 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?

3. That is too much to cover in detail

4. Why do we care?

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

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

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 4 th most popular online activity* * Nielsen, Global Faces & Networked Places, 2009

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 4 th most popular online activity And, it’s growing at 3X the rate of the overall Internet* * Nielsen, Global Faces & Networked Places, 2009

9. It’s changing your customers expectations

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

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

12. You should know it’s not media

13. It’s communication

14. Every department uses communication

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

16. Specifically I’ll discuss Staffing

17. Specifically I’ll discuss Staffing Business Processes

18. Specifically I’ll discuss Staffing Business Processes Technology

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

20. Specifically I’ll discuss Staffing Business Processes Technology Measurement and Decision Making Comes with Examples!

21. Staffing

22. How are the top brands staffed?

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?

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? Mavens High activity, many channels Butterflies Low activity, many channels Selectives High activity, few channels 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

32. Example Structure

33. Example Structure Networkers Indexers 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

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

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

37. Business Processes

38. Operational Models

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

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

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

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

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

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.

45. Common Processes

46. Common Processes Publishing

47. Common Processes Publishing Response

48. Common Processes Publishing Response Outreach

49. Common Processes Publishing Response Outreach Networking

50. Common Processes Publishing Response Outreach Networking Monitoring

51. Common Processes Publishing Response Outreach Networking Monitoring Governance

52. Example Workflow

53. Example Workflow

56. Technology

57. Types of Tools

58. Types of Tools Aggregation Filtering/Sorting NLP Analysis

59. Types of Tools Collection Processing Visualization

60. Types of Tools Contacts Context

61. Types of Tools Delegation Supervision Coordination

62. Types of Tools Editing Storage Delivery

63. Example Configuration

64. Example Configuration

65. Measurement & Decision Making

66. High-Level KPIs

67. High-Level KPIs Mentions

68. High-Level KPIs Mentions Traffic

69. High-Level KPIs Mentions Conversions Traffic

70. High-Level KPIs Mentions Conversions Traffic Leads

71. High-Level KPIs Mentions Conversions Opps Traffic Leads

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

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

74. Channel Health Indicators

75. Channel Health Indicators

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

77. Property Health Indicators

78. Property Health Indicators

79. Example Decision Making

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

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

82. Example Decision Making Mentions Conversions Traffic

83. Thank you!

84. JUSTIN KISTNER @justinkistner http://blogs.webtrends.com/ © 2009 WEBTRENDS INC. ALL RIGHTS RESERVED.