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Strathclyde MBA Social Media Class, Bahrain August 2012
The document provides an overview of a course on social media strategy and management. It outlines the course objectives which include developing a social media strategy aligned with business goals, implementing initiatives to achieve objectives, and measuring social media performance and impact. It details learning outcomes, teaching methods such as lectures and group work, assignments, schedules, and addresses questions from participants.
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Strathclyde MBA Social Media Class, Bahrain August 2012
- 1. Social Media: Strategy and Management DrJim Hamill www.energise2-0.com www.twitter.com/drjimhamill August, 2012
- 2. Course Overview The SocialMedia Revolution…… • Key issues involved in developing, implementing and proactively managing an effective social media strategy for building sustained customer and competitive advantage • A simplified Balanced Scorecard approach will be used to ensure that social media actions and initiatives are fully aligned with and supportive of core business goals and objectives • A key focus will be the use of agreed KPIs and targets to measure on-going social media performance and business impact
- 3. Learning Outcomes Subject specificknowledge and skills: • Opportunities and threats presented by the Social Media Revolution • Key issues involved in developing an effective Social Media Strategy • Steps involved in successful strategy implementation and management • Key social media success factors • Balanced Scorecard approach to measuring social media performance and business impact • Organisation, people and resource issues critical to social media success • Practical case examples of social media in action • Importance of becoming a ‘social business’
- 4. Learning Outcomes Cognitive abilitiesand non-subject specific skills: • Undertake a social media landscape analysis for your organisation • Set up a Social Media Listening System • Develop an agreed Social Media Strategy for your organisation • Agree the core business objectives, goals and targets to be achieved • Identify the key social media actions and initiatives to be implemented and an ‘Action Plan’ for getting there • Agree the Key Performance Indicators (KPIs), metrics and analytics to be used in measuring social media performance, business impact and ROI • Ensure that all key success factors have been considered • Gained experience in participating in an online mutual support and e-learning community
- 5. Teaching and LearningMethods The four main teaching and learning methods used in the class will be: • Lectures and related support material • Open discussion and debate in class • Group work in developing an agreed Social Media Strategy for an organisation of your own choice • Group presentation
- 6. Questions If you haveany questions, don’t bother asking because I don’t really care if you have any questions, what your opinion is or what you think. If you ask a question I will ignore you How many companies treat their customers that way? How ‘social’ is your organisation?
- 7. A conversation not abroadcast presentation
- 8. Assignment • The assessmentfor this class will be a group assignment involving a class presentation and preparation of a Social Media Strategy Document for an organisation of the group’s own choice (Word limit: 3,000 words) • Students failing to pass the assignment with a mark of 50% or more will be required to resubmit
- 9. Agenda • Understanding theBasics - The Social Media Revolution; Social Media in Action – Examples; Key Things to Remember about Social Media; Social Media Listening System • ‘Getting There’ – Social Media Planning Pays – Social Media Strategy Development – Implementation – Performance Measurement and Business Impact • From Social Media to Social Business
- 10. Timetable Thursday (all day)& Friday (AM) – ‘Lectures’ and class discussion Friday (PM) & Saturday (AM) – Group work Saturday (PM) – Group presentations
- 11. Assignment/Group Work Groups of4/5 students Taking an organisation of your own choice, evaluate the progress made in adopting social media. Your evaluation should cover use of social media on the organisation’s own web site and the extent of their involvement in external social media sites. Make strategic recommendations for improvement
- 12. Continue the conversationat www.energise2-0.com
- 13.
- 14. Let’s start witha few questions?
- 15. Social Media: TheState of Play Where are we in our use of social media? What progress has been made? Where are we going?
- 16. Social Media inthe Arab World http://mashable.com/2012/06/08/arab- world-facebook-twitter/
- 18.
- 19. % penetration ofsocial media (June 2012)
- 20. Number and %of Facebook Users
- 21. No. of NewFacebook Users (Jan to June, 2012)
- 22. What road arewe on?
- 23. Our View onProgress Made Interest and enthusiasm has grown rapidly Channels are being set up But lack of strategic planning leads to problems down the line - resourcing, content, customers, performance measurement, business impact and ROI A broadcast mentality prevails…….
- 24. Is there something fundamentallywrong with our approach to Social Media?
- 25. Something Wrong….. Are weusing social media as just another PR/marketing channel for broadcasting messages AT customers telling them how good we are? Is anyone listening anymore? Have the rules of business changed?
- 26. Be Social New ‘mindsets’are required to be successful in social media ‘BE SOCIAL BEFORE DOING SOCIAL’
- 27. Be ‘Customer Led’ TalkingWITH rather than AT your customers is the core foundation of a successful social media strategy The basis of a good conversation is to listen first
- 28.
- 29. The Social Media Revolution
- 32. Web 2.0/Social Media An Overview »Applications »Features and Characteristics »Implications
- 33. Business/Marketing 2.0 Impact –Wikibusiness Web 2.0 Applications Mindset Open source Business Intelligence Online Applications/ Web Services Customer Insight and Social/ Prof Network Sites Understanding Social Content – Social Customer Interaction Bookmarking Enhanced Customer Experience Blogs or Weblogs – Rich Internet Applications Wikis Reputation Management Characteristics Podcasts/ Vodcasts Sales and Marketing Virtual Realities Product Development and R&D Mash Ups e.g. engage and co-create Communities and RSS Feeds IT/Software/Applications Networks Mobile Web; Internet Telephony Operations, Internal Processes Openness Twitter and HRM Sharing Peering Hosted Services – online applications; the Internet as the platform Interactivity Social Element Mass Collaboration Empowerment Global
- 34. Social Media inPlain English
- 35. How important has itbecome?
- 36. The Social MediaRevolution
- 37. Potential Business Benefits of Social Media
- 38. Business Benefits Market Knowledge CustomerInsight and Understanding Customer Interaction Enhanced Customer Experience Business Intelligence Reputation Management
- 39. Business Benefits Improved Salesand 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
- 40. Potential Business Benefits 5main 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)
- 41. Social Media inAction Quick Examples
- 42. In a Web2.0 Era, the Brand Becomes the Customer Experience of the Brand A quick ‘personal experience’ Dubai Hotel
- 48. From the website • This 5-star hotel and residence offers European hospitality with an unmistakable French touch. The hotel consists of 318 beautifully appointed guest rooms/suites, while the residence offers 112 fully furnished and equipped deluxe Studios and 1-3 bedroom apartments. • The ultimate in comfort, we offer 318 luxuriously elegant rooms and suites. • 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…
- 49. The Customer Experience of the Brand Tripadvisor
- 50. From Tripadvisor • It'sgetting old, the rooms are unappealing and it will never be more than a business hotel • 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. • 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 hotel
- 53.
- 54.
- 55.
- 56. The rules ofthe game have changed The 5 key things to remember about Social Media
- 57. 1. It’s aRevolution A fundamental and revolutionary change in online behaviour, expectations and the online customer experience. The end of the ‘read only’ internet Content generated by the network for the network We are no longer passive consumers of content/brand messages
- 58. 2. It’s Social Aconversation not a broadcast platform Conversations are taking place relevant to your brand – are you listening?
- 59.
- 60. 3. Power Shift Socialmedia empowers customers, empowers the network We no longer control the brand The brand becomes the customer experience of the brand – experiences that are widely shared online
- 62. 4. Declining Effectiveness Decliningeffectiveness of traditional approaches to sales and marketing Does anyone listen any more? We are no longer passive sheep waiting to be ‘driven’ to your web site If you treat us like sheep, we will tell you to ‘flock off’.
- 63. Do You Listen? Source:The Future of Advertising, APA, 17/02/09 as published on Slideshare (www.slideshare.com)
- 64.
- 65. 5. The Endof Business as Usual New ‘mindsets’, new business approaches and new performance measures are required 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
- 66. The End ofBusiness as Usual ‘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
- 67. 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 The 6Is Approach
- 68. Performance Measurement Involvement – network/community numbers/quality, time spent, frequency, geography Interaction – actions they take – read, post, comment, reviews, recommendations Intimacy – affection or aversion to the brand ; community sentiments, opinions expressed etc Influence – advocacy, viral forwards, referrals and recommendations, social bookmarking Insight – customer insight Impact – business impact Social Media Monitoring Tools – Audit, Assess, Impact
- 69. The ‘6Is’ Approach Insight and Impact Influence Involvement Intimacy Interaction
- 70. Bob Dylan Come gather 'round people Wherever you roam And don’t criticise What you can't understand Your sons and your daughters Are beyond your command Your old road is Rapidly agin‘ Then you better start swimmin’ Or you'll sink like a stone For the times they are a-changin’
- 71. A note on InboundMarketing
- 72. Inbound Marketing Spread your content as widely as possible to get found Pull people to your web site, blog etc Flood your ‘funnel’ with suspects Analyse and Convert
- 73.
- 74.
- 75. What’s wrong withthis approach?
- 76. Drowning in anSea of Noise
- 77.
- 78. The Customer Manifesto Weare not sales suspects, prospects or leads. We do not want to be converted We are no longer an ‘audience’ We are people. In fact, ‘We Are The People’ We are your customers and we are King! Social media empowers us. We control the Information Age. Welcome to our world, not yours!
- 79. The Customer Manifesto Don’ttreat us like passive sheep waiting to be driven to your web site or blog Use social media to deliver exceptional Customer Experiences That way, we will become brand advocates and ‘spread the word’ for you Our network will listen more to us than you
- 80. Customers are theRevolution
- 81. ‘Getting There’ Social MediaStrategy Development and Implementation
- 82. Practical Advice and NextSteps to Avoid the Road to Nowhere ‘Social Media Planning Pays’
- 83. ‘Social Media PlanningPays’ Key Steps in Developing, Implementing and Managing a Successful Social Media Strategy
- 84.
- 85.
- 86. Each Step isbeing covered in detail on our blog at www.energise2-0.com
- 87. Five Key Areas 1.External Analysis: Evaluate Your Social Media Landscape 2. Internal Analysis: Evaluate Your ‘Readiness to Engage’ 3. Develop Your Social Media Strategy and Action Plans for ‘Getting There’ 4. Evaluate Your Social Media Performance and ROI 5. Organization, People and Resource Issues
- 88. Social Media Strategy and Action Plans
- 89. Use a SimplifiedBalanced 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
- 90. Social Media BalancedScorecard • 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……
- 91. Social Media BalancedScorecard • 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
- 92. Social Media StrategyMap Brief statement of your overall 2.0/Social Media Vision and Mission Strategic Objectives Strategic Objectives KPIs / Targets KPIs / Targets KPIs / Targets KPIs / Targets Customer Perspective Customer Customer Customer Customer Group 1 Group 2 Group 3 Group 4 Internal Management Perspective 2.0/Social Media 2.0/Social Media 2.0/Social Media 2.0/Social Media Initiative 1 Initiative 2 Initiative 3 Initiative 4 - Objectives - Objectives - Objectives - Objectives - KPIs - KPIs - KPIs - KPIs - Targets - Targets - Targets - Targets - Actions - Actions - Actions - Actions Organisation Perspective Organisation Resource People
- 93. Key Questions toAddress • What is the overall social media vision for your organisation? • 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? • 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)?
- 94. Key Questions toAddress • 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? • 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?
- 95. Key Questions toAddress • 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? • Performance evaluation and business impact
- 96. Potential Business Benefits of Social Media
- 97. Business Benefits Market Knowledge CustomerInsight and Understanding Customer Interaction Enhanced Customer Experience Business Intelligence Reputation Management
- 98. Business Benefits Improved Salesand 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
- 99. Potential Business Benefits 5main 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)
- 100.
- 101. Be Customer Led •Who are our customers, community, tribe? • Where do they hang out in social media? • How can we best use Social Media to deliver an exceptional customer experience at all stages of the customer life cycle?
- 102.
- 103. Who Are YourCustomers? • Your Social Media Strategy should be aimed at building a ‘quality’ customer base i.e. a strong online network of high value, high growth potential customers providing your company with a strong foundation for achieving sustained growth and profitability • First step: – Undertake a detailed Customer Mapping and Segmentation Analysis to identify your ‘Most Valuable’ and ‘Most Growable’ customers (actual and potential)
- 104. Strategically position your customerson a Customer Value Matrix based on Customer Attractiveness Probability of Success
- 105.
- 106.
- 107. Quality Customer GrowthProgramme
- 108. Business Benefits ofthis Approach • Concentration of effort and resource on `quality’ customers – your ‘Most Valuable’ and ‘Most Growable’ customers • Improved value delivery to existing high value customers. Build learning relationships with them allowing you to better service their emerging needs and wants through highly customised and personalised products and services • Maximise customer retention, loyalty and advocacy; ‘Up’ and ‘Cross’ selling opportunities • Maximise customer profitability and lifetime value
- 109. Business Benefits ofthis Approach • Acquiring new `quality’ customers becomes easier because you have got it right for existing customers • Cost savings and improved marketing/sales efficiency through targeting limited resources on `quality’ customers (actual and potential) • Building sustained customer and competitive advantage through customer differentiation and brand advocacy • Erection of loyalty barriers preventing your competitors from stealing your `best’ customers
- 110. The Customer Experience Use Social Media to enhance the customer experience at all stages of the Customer Life Cycle
- 111.
- 112. Implementation and PerformanceMeasurement – Channel Action Plans – Performance Measurement – Organisation, Resource, People
- 113. Channel Action Plans •Once your Social Media Strategy has been agreed, brief Action Plans should be developed for each priority SM channel • Cascade the Balanced Scorecard approach to each priority channel e.g. Twitter, Blog, Facebook, Linkedin etc • But not ‘Paralysis by Analysis’ • The Action Plan for each channel should include a clear statement of…..
- 114. Channel Action Plans • Vision • Channel Objectives • KPIs and Targets • Customers • Key Channel Actions and Initiatives for ‘getting there • Organisation, resource and people • Tools and applications • Performance measurement • Do’s and Don’t’s
- 115. Guidelines for Effective SocialMedia Management
- 116. 1. Channel Visionand Objectives • Agree the overall vision for each channel • Agree the main objectives to be achieved? Ensure that these are closely aligned with and supportive of your core business objectives? (Link back to your SM Strategy Document from last week) • Agree the KPIs and targets to be used in measuring on-going channel performance
- 117. KPIs and Targets The6Is Approach: • Involvement – numbers/quality • Interaction – level of two-way dialogue • Intimacy – positive/negative sentiments • Influence – word-of-mouth effect • Insight – actionable market/customer insight • Impact – business impact
- 118. The ‘6Is’ Approach Insight and Impact Influence Involvement Intimacy Interaction
- 119. 2. Customers • Who?Agree the main customers groups for this channel – link back to your ‘Customer Mapping Exercise’ • Agree objectives for each customer group e.g. build brand awareness; engagement; loyalty; relationships; advocacy • How will this impact on your Channel Content Strategy? How can you add value? Be ‘customer led’ • Include ‘Key Influencers’
- 120. 3. Channel Basics • Channel/Page Set Up • Profile Information • Design • Basic Layout • Terminology • Features/Functions • Integration
- 121. 4. Key SuccessFactors The ‘4Cs’ approach: – Content – Customers – Conversations – Conversion
- 122. Content • Quality iscritical – add value • Adopt an ‘outside-in’ rather than ‘inside-out’ approach • Sales messages OK but subtle and in moderation • Beware of gaffes • Not just publishing content but also customer service
- 123. Content Develop an agreedContent Plan – Frequency – Tone/Theme/Voice – Topics – Content Type e.g. text, infographic, video, podcast etc – Own/Others Content – Sources of Inspiration – Channel Integration/Fit
- 124.
- 125.
- 126. Customers Build the Community – Be strategic – size matters, but ‘who’ is just as important – Use existing communications channels – Use the community building tools of each channel – Start by following, engaging then be followed – Role of ‘Key Influencers’ is critical – Avoid ‘get follower fast’ schemes
- 127. Conversation • Social mediais ‘marketing as a conversation’ with your network. It is not about one way broadcasting • Actively encourage interaction e.g. blog posts end with request for comments/feedback; on Twitter use Reply, RTs often; on Facebook/Linkedin – participate in groups/forums • This has time and resource implications
- 128. Conversion Agree and measure the main ‘call to actions’ you are aiming for
- 129. 5. Organisation, People,Resources • Build the right organisational ‘culture’ and ‘mindset’ for channel success • Become a social organisation • Ensure your channels are managed and resourced properly • Agree what policies and guidelines are needed
- 130. 6. Tools andApplications • A range of Social Media Management Tools are available. Some are moving into Social CRM (SCRM) territory… – Hootsuite – Tweetdeck (now owned by Twitter) – Seesmic – Sprout Social – Spredfast
- 131. 7. Monitor andMeasure • To ensure that your SM strategy delivers a return on investment, it is important to monitor and evaluate on-going performance benchmarked against agreed objectives, KPIs and targets • Performance evaluation should be undertaken at three main levels…
- 132. Performance Measurement Should beundertaken at three main levels: 1. Individual social media channels 2. Overall ‘buzz’ 3. Business Impact Using the 6Is approach
- 133. Individual Channels Individual ChannelPerformance – the effectiveness/success of each channel benchmarked against agreed targets for the ‘6Is’ i.e. Involvement, Interaction, Intimacy and Influence – most channels provide easy to access statistics for measuring each ‘I’ to a very high degree of accuracy
- 134. Social Media ‘Buzz’ WiderSocial Media Performance – monthly or quarterly reporting of the overall ‘buzz’ created by your SM activities using appropriate Social Media Monitoring tools – this will show the impact of your SM activities on others and other channels – it measures the volume of mentions, trends over time, which channels are driving your buzz, who is taking your message further, through which channels, and what affection or affinity they are showing, and so on
- 135. Business Impact Underlying BusinessPerformance – the performance of each social media channel and the overall ‘buzz’ created are ‘lead’ rather than ‘lag’ measures – in a social media era, they are the main ‘drivers’ of future business performance – the final level of performance monitoring, therefore, is linking your social media activity to overall business goals and objectives e.g. enquiries, sales or customer loyalty. Is social media achieving your ultimate business objectives i.e. ‘lag’
- 136. Performance Measurement Tools Arange of tools are available at each level: • Individual Channels – e.g. Facebook Insights; Klout; Kred • Overall ‘Buzz’ e.g. Topsy Analytics; Viralheat, other paid SMM tools • Business Impact e.g. Google (Social) Analytics; SCRM
- 137. Organization, Resource andPeople Issues • Organization, resource and people issues sit at the bottom of your SM Balanced Scorecard NOT because they are the least important issues to address. In fact, the exact opposite is true. The success of your social media strategy is very much dependent upon appropriate decisions being made in the areas listed:
- 138. Organization, Resource andPeople Issues • 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? • Do you have agreed Social Media Policies and Guidelines in place covering ‘Proper Use’, ‘Content Management’, ‘Customer Response Times/Quality’ and ‘Legal’ aspects?
- 139. Social Media Management Do’sand Dont’s
- 140. Do’s and Don’t’s Don’tBe a Showoff – Your posts should add value to the ‘customer’ – it’s not about ‘me,me,me’ Don’t Use Poor Grammar or Spelling – Don’t try to be too cool Don’t Get Too Personal (business users) – Keep the conversations warm but professional; it’s what business users expect and anything else comes off as creepy
- 141. Do’s and Don’t’s Don’tAutomate – It’s OK to schedule posts for specific times but don’t automate everything. Social media is about personal/brand engagement not blatant promotion e.g. don’t automatically DM new twitter followers with a sales message - it’s seen as spam. Don’t Leave Air in the Conversation – Respond as quickly as possible – within hours not days. Don’t Overpost – Don’t flood your followers’ timelines
- 142. Do’s and Don’t’s DoShout Out to Users Who Mention You – Thank those making favourable comments; be very careful how you respond to any negative comments Do Monitor Keywords and Sector Trends – And respond when appropriate Do Make an Informative Profile – It’s the first point of contact so critical. Tell what you will be posting about Do Hang Out Where Your Customers Hang Out – Don’t always expect them to come to you
- 143. In Summary……..‘Social Media Planning Pays’
- 144.
- 145.
- 146. Thank You Questions www.energise2-0.com
- 147.
- 148. Get Ready toListen
- 149. Why Listen? Social Mediais a conversation not a broadcast platform Conversations are taking place relevant to your brand – are you listening?
- 150. Monitoring the Conversations •Use Social Media Monitoring Tools to identify where your customers ‘hang-out’ online and to monitor the 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 Infegy SocialRadar
- 151.
- 152. Collect Search and Relevance Filters Platforms and Channels Process Events assigned to the Social Graph Categorisation and Tagging Analyse Mention Volume and Importance Demographics and Timing Sentiment and Emotion Actionable Insights Source: Energise2-0
- 153. 5 Key Stepsto Effective Social Media Listening But first the Business Benefits
- 154. Business Benefits Listening providesbusiness benefits: – Market Knowledge and Intelligence. Where your customers, partners, competitors and staff are hanging out online. – Customer Insight and Understanding. What your customers and their influencers are saying about you or your competitors. – Identify and network with high value, high growth prospects. Identifying key posts and follow-up actions. – Interaction with Key Influencers. Identify influential sources for incorporation into a wider strategic response. – Reputation Management. Timely identification of potential reputation issues. – Improved Sales and Marketing. New prospects, customer and market opportunities.
- 155. 1. What What conversationsdo we need to monitor? – Our own brand – Product, industry, sector – Competitors – Customer segments – Geography/Location • Local • Regional • National • International
- 156. 2. Where Where arethe relevant conversations taking place? What tools are available to help?
- 157. Tools are availableto help • 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… – Salesforce Radian6, Alterian SM2, Sysomos Heartbeat and Meltwater Buzz
- 158. 3. Set Upyour Listening System Set up a customised Social Media Listening System to deliver: – the right information – to the right people – at the right time – in the right format But remember… – Think strategically
- 159. 4. Ask -So What? Information is not knowledge What are the results telling us? Analyse and develop ‘Actionable Insights’ Is this… – Something I should share with others? – A reputation issue? – A sales opportunity? – A new network contact or potential influencer? – An indication of where we should develop? – A bell-weather on how we are doing? – An indication of what our customers are feeling?
- 160. 5. Consider yourResponse And finally… Think seriously about how you will respond? Are you fully equipped? Skills, Knowledge, Strategy, Plan
Editor's Notes
- #39 Market Knowledge: Competitors, Suppliers, Buyers, Influencers; Google insight, Google Alerts will provide a view on most companies within an industry. Also, there are a range of blogs and networks where amateurs and professionals will share their knowledge of a market. Customer Insight and Understanding: Listening to customers and prospects through the range of channels they inhabit; comments on YouTube, Networks where they ‘hang out’ Customer Interaction: the tools exist to not only listen and observe but also to discuss and converseBusiness Intelligence: media monitoring, alerts and related analysis tools provide a great source of structured Business Intelligence. You need not pay £600/month for the privilege, SocialMention and Google Alerts can keep you informed where you need to be. Reputation Management: one of the key aspects of web 2.0 is that it is Real Time. You can see and respond to comments as they arise and often, where the response is efficient and effective, create a positive effect. Consider, the Ethiopian Growers that challenged the coffee used by Starbucks in a video posted on YouTube. This video was viewed by 10,000 people. The CEO posted a response within 24 hours on YouTube, the response was viewed by several million.
- #40 We believe there is a strong correlation between positive word of mouth, online buzz and sales and marketing. Needless to say there are now numerous means of getting your message out there, growing followers (through sites like Twitter, and energising your customer base). Web 2.0 is immediate and direct. The example I like to use is of a safety harness company based in Edinburgh who considered using a traditional approach to International Sales and Marketing – find an agent, find prospects, etc. An alternative approach we suggested, used LinkedIn to find the Health And Safety Director of the largest Construction Project in the world. Now it is not a leap to suggest filming the harness on YouTube and sending an email with a link saying you are in Saudi Arabia and would he like to meet up. Numerous examples of customer insight and feedback leading to product improvement. Many car companies use Second Life to test their designs. A site called eBags sends out the latest designs to their top raters on the site. Internal cost savings. No 10 Downing Street example…Improved Operations and internal processes. There are applications for literally anything – wikis that compete with licenced intranets, email freeware that is better than Outlook, hosted network sites for £20/month that would cost £thousands to replicate. Increased Return on Investment. The holy grail or the achiles heal of Web 2.0. How do you make money from this thing…there is a growing level of evidence to suggest that it works.
- #98 Market Knowledge: Competitors, Suppliers, Buyers, Influencers; Google insight, Google Alerts will provide a view on most companies within an industry. Also, there are a range of blogs and networks where amateurs and professionals will share their knowledge of a market. Customer Insight and Understanding: Listening to customers and prospects through the range of channels they inhabit; comments on YouTube, Networks where they ‘hang out’ Customer Interaction: the tools exist to not only listen and observe but also to discuss and converseBusiness Intelligence: media monitoring, alerts and related analysis tools provide a great source of structured Business Intelligence. You need not pay £600/month for the privilege, SocialMention and Google Alerts can keep you informed where you need to be. Reputation Management: one of the key aspects of web 2.0 is that it is Real Time. You can see and respond to comments as they arise and often, where the response is efficient and effective, create a positive effect. Consider, the Ethiopian Growers that challenged the coffee used by Starbucks in a video posted on YouTube. This video was viewed by 10,000 people. The CEO posted a response within 24 hours on YouTube, the response was viewed by several million.
- #99 We believe there is a strong correlation between positive word of mouth, online buzz and sales and marketing. Needless to say there are now numerous means of getting your message out there, growing followers (through sites like Twitter, and energising your customer base). Web 2.0 is immediate and direct. The example I like to use is of a safety harness company based in Edinburgh who considered using a traditional approach to International Sales and Marketing – find an agent, find prospects, etc. An alternative approach we suggested, used LinkedIn to find the Health And Safety Director of the largest Construction Project in the world. Now it is not a leap to suggest filming the harness on YouTube and sending an email with a link saying you are in Saudi Arabia and would he like to meet up. Numerous examples of customer insight and feedback leading to product improvement. Many car companies use Second Life to test their designs. A site called eBags sends out the latest designs to their top raters on the site. Internal cost savings. No 10 Downing Street example…Improved Operations and internal processes. There are applications for literally anything – wikis that compete with licenced intranets, email freeware that is better than Outlook, hosted network sites for £20/month that would cost £thousands to replicate. Increased Return on Investment. The holy grail or the achiles heal of Web 2.0. How do you make money from this thing…there is a growing level of evidence to suggest that it works.