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Rationalizing AT&T and DIRECTV social channel ecosystem, presented by Joy Hays and JD Link

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In their Brands-Only Summit presentation, AT&T's Joy Hays and JD Link share a case study on merging brands' social accounts.

They discuss how they handled a merge with DIRECTV that resulted in new processes for governance and consolidation of all social media accounts for both brands.

Published in: Social Media
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Rationalizing AT&T and DIRECTV social channel ecosystem, presented by Joy Hays and JD Link

  1. 1. SOCIALMEDIA.ORG/SUMMIT2016ORLANDOJANUARY 25–27, 2016 Rationalizing AT&T and DIRECTV social channel ecosystem JOY HAYS & JD LINK AT&T
  2. 2. Rationalizing AT&T and DIRECTV Social Channel Ecosystem Joy Thao P. Hays – Director, Digital and Social Media JD Link – Director, Social Media Operations
  3. 3. 2 Reconcile two social ecosystems into one The Task Optimize AT&T’s social house to be reflective of the new company now & best-in-class by 2020 Assess where AT&T is in today’s social reality
  4. 4. 3 What we found when we Observed
  5. 5. 4 10 largest channels = 87% of all fans; 15M of 19M on Facebook Top 10 Channels Less than 1k followers Key * Paid only presence
  6. 6. 5 2/3rds of open channels actively publish content 3+ months (10/7/14-7/7/15) 1 week - 3 months (7/7/15-10/7/15) 1 week (9/30/15-10/7/15) Daily AT&T (62 channels) DIRECTV (48 channels) 64% of channels are current, publishing within the last week. 20% of channels haven’t published within the last 3 months. = 1 social channel LAST PUBLISHED
  7. 7. 6 To consumers, brands on social look like this.
  8. 8. 7 If you take a closer look, you can find order.
  9. 9. 8 Brand Only Product LeadBrand Lead Scattered And out of this order, you can find consistent ecosystem models.
  10. 10. 9 Brand Product Niche Brand Only Product LeadBrand Lead Scattered With defining characteristics.
  11. 11. 10 Brand Product Niche Brand Only Product LeadBrand Lead Scattered complex complexsimple simple simple Ecosystem Models | Variations Lead Voice Secondary Voice
  12. 12. 11 Brand Product Niche Brand Only Product LeadBrand Lead Scattered complex complexsimple simple simple Ecosystem Models | Suitable for AT&T Lead Voice Secondary Voice XX
  13. 13. 12 Social landscape evolves quickly and presents innovation opportunity Facebook Facebook Facebook YouTube YouTube YouTube Twitter Twitter Twitter Pinterest Pinterest Pinterest Google + Google + Google + Instagram Instagram LinkedIn LinkedIn LinkedIn Snapchat Snapchat Tumblr Combined AT&T/DTV users by social network Active users on each social network 2015 Active users on each social network (Instagram and Snapchat didn’t exist) Q2 2012 Tumblr Tumblr
  14. 14. 13 Channel Scoring Methodology
  15. 15. How large is the channel’s audience? How does it compare to the target/ideal channel size? How does that compare to other AT&T channels and its competitors? Scoring Components 2020 Aligned Which initiative(s) is the channel aligned with? Is it singular or overlapping multiple initiatives? Tier 1 to 8 Size Rank 4th largest xxx,xxx followers On target
  16. 16. Audit Scoring Components 15 Size Content 45% Volume of content Social expert manual evaluation Setting and meeting expectations (consistency) Brand compliance Engagement 45% Responding to direct questions (SME eval and vol.) Reaching out to others (SME eval and vol.) Curating / Sharing / Commenting on others’ content Innovation 10% Content variety Frequency of adopting new things Speed of adopting new things Size of channel (by platform) – current vs ideal Single purpose or multipurposePurpose 2020 Aligned Alignment to company goals for 2020 (short and long- term) Does it align with a 2020 priority? Does it have the potential to align with 2020? 1 (0 – 10K) 2 (10K-30K) 3 (30K-60K) 4 (60K-100K) 5 (100K – 500K) 6 (500K+) Single purpose or multipurpose 5 AWESOME 3 AVERAGE 1 LOW 5 AWESOME 3 AVERAGE 1 LOW 5 AWESOME 3 AVERAGE 1 LOW StepOne Qualifiers (ReasonforBeing) StepTwo CurrentState (Opportunity) 1 (0 – 10K) 2 (10K-30K) 3 (30K-60K) 4 (60K-100K) 5 (100K – 500K) 6 (500K+)
  17. 17. 16 Results
  18. 18. 17 2015 AT&T is brand-led with product-led narrative AudienceDIRECTV Sports YaveoAdWorksSmall Business AT&T Cares Team USA Biz Deals Country Deep Business Care AT&T Indiana Servicio Service BKB The Fighting SeasonOff Camera Billy & Billie Audience Docs Careers Rogue Puerto Rico Schools DIRECTV DevDMGBlimp Developer Program Careers Michigan Ave AT&T Latino Tech Channel Policy Intl. AT&T Deals Policy CA It Can Wait FanZone Tour ThreatTraq Business NicheProductBrand U-verse Partner Exchange AT&T Brand DIRECTV Brand 70% Mobility content Kingdom Good Vibes TV Security Public Policy Live Broadcast ➔ 47 different entities operating channels ➔ 107 channels (49 Twitter, 21 Facebook) ➔ 19.2M total followers Summer Break * * * Paid only presence
  19. 19. 18 U-verse ProductBrand AT&T Deals It Can Wait AT&T Cares Dev. Program Policy Intl. Public Policy AdWorks Partner Exchange DIRECTV Rogue KingdomOff Camera Fighting Season BKB Service Servicio Undeniable Entertainment Mobility Connect to Good CareersBusiness Care Biz Deals Audience Music Niche PassionFunction AT&T Brand Business Business Small Business AT&T Latino AT&T’s 2016 social ecosystem BroadMessageNarrowMessageSpecificMessage Mobility Hyper-local social on 2K+ Facebook, Google+, Foursquare pages Summer Break * * *Paid only presence. **Hello Lab launching February 2016, avatar in development Audience Branded State Poligy Handles*** ** Hello Labs
  20. 20. 19 Where there’s a will, there’s a (hard) way Stakeholders Platforms Operations Challenges Opportunities ➔ Desire to regularly work more closely with other business groups ➔ Desire for messaging & goals to consistently align ➔ Tell one consistent brand story ➔ Advise a centralized community ➔ Guard against merges that would confuse audiences ➔ Collaboration inhibited by resources, priorities, process ➔ Constrained by Measurement, Budget, Regulations ➔ Strengthen community focus & size ➔ Move to brand-led model ➔ Expanded reach for content ➔ Align toward customer vs. internal organizational structure ➔ Pay to play ➔ Loss of audience & content for some migrated communities
  21. 21. Execution and continuity takes discipline Ensure People, Practices, Policies, and Processes are aligned with business strategy and provide resources to support desired outcomes. Social Media Resource Center enables • Continuity: Accounts, Brand, Naming, Hashtags, Legal • Access & Security: Social Tools & Platforms • Compliance: Policies, Standards, Guidelines • Knowledge: Training Videos & Whitepapers • Alignment: COE Hub & Footprint Integration Calendar
  22. 22. 21 Governance model to support the strategy Vision People Objectives Policy Initiatives Process Projects Practice Performance Compliance Strategy Governance Decide Execute Measure
  23. 23. Joy Thao P. Hays Director, Social Media Strategy JD Link Director, Social Media Operations
  24. 24. Learn more about past and upcoming events SOCIALMEDIA.ORG/EVENTS SOCIALMEDIA.ORG/SUMMIT2016ORLANDOJANUARY 25–27, 2016

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