05.Social media strategy


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05.Social media strategy

  1. 1. 1Module 5:Strategy and PlanningBuilding the community
  2. 2. 2Determine where you are today• Level 0: Near-zero use of social media• Level 1: Passive integration• Level 2: Limited integration, some commitment• Level 3: Committed to strategy, integration,training• Level 4: Full turnaround, seamless integration
  3. 3. 3Level 0No social media strategy, planning, training• Management sees social media as time-wasting,unproductive and not aligned to business goals.• All employees are banned from use of social mediaduring office hours.• Employees steal time to view social media feeds viasmartphones or “illegal” access on office PCs.• All communication still relying on traditional means.• Rivals start implementing social media tactics andstart showing results.
  4. 4. 4Level 1: 90 degreesPassive integration• Management allowed access to social media but stillviews social media with suspicion or as a passingfad. Does not see integration as important tobusiness goals.• Employees are allowed to implement social mediatactics on their own, with little or no managementsupport or direction.• A marketing or communications exec maycollaborate with an ad agency or outside consultanton a single project.• An occasional deal struck whereby social mediaelements are introduced in an important event oractivity – product launch, promo or contest.
  5. 5. 5Level 2: 180 degreesLimited commitment, some integration•Management curious about benefits and integrationprocess, but still without a defined strategy,budget, timetable and training process•Employees experiment with social media, sometraining available, social media policy adopted•A social media lead may be appointed at junior levelin some departments•Communication and marketing teams see clearbenefits and integrates social media in planning butstill working in silos•Social media integration starting to be planned inadvance rather than as an afterthought
  6. 6. 6Level 3: 270 degreesCommitment to social mediastrategy, integration and training• Social media integration under implementation.• Appointment of social business-savvy director at boardlevel. Management team have budgetary andmanagerial power for social media integration, anda social media lead for the integration process.• Full commitment to ongoing training required forsocial media integration in production, management,communication, marketing, sales, human resourcesand innovation.• Social media strategy rolled out through cross-functional, multi-department teams.
  7. 7. 7Level 4: 360 degreesFull turnaround, seamless integration• Employees and management not learning aboutsocial media, they are living it. No distinctionamong new or old staff in social media-savviness.• Company transformed into a “social businessengine.”• Processes in place where social media is a primarysource of revenue-generation.• Management decisions flow from a social mediaperspective, all business processes are fullyintegrated with social media platforms and channels.• All internal and external communication is rich withcommunity elements; constant feedback loop;transparent and accountable processes in place.
  8. 8. 8Social media: strategic planning1.Objectives = the broad goals and themeasurable steps to achieve them2.Identify key target audiences, platforms3.Tactics = the activities, apps, tools,channels you will use, including offlineactivities4.Resources: internal, external5.Budget6.Metrics, KPIs, success criteria
  9. 9. 91a. Objectives: Examples• Improve internalcommunication.• Improve externalcommunication withmedia, vendors,suppliers, partners.• Connect and engagewith present customerswhere they are.• Increase customers,generate leads, drivesales.• Reach and educatenew customers.• Build awareness ofproducts and services.• Humanize brand,service, managementteam.• Establish thoughtleadership, becomesubject matter expert,go-to industryspokesperson
  10. 10. 101b. Objectives: SpecificsExample: Improve externalcommunications with the media– Challenges: Media lacks informationabout our products and services, technicalexpertise to cover event– Execution: Set up a closed group to reachspecific reporters to connect informally,educate and inform them about newproducts and services that may result instories in media
  11. 11. 112. Identify key audiences, platforms• Objective: Connect and engage withpresent customers where they are.– Challenge: Unaware of which social networkscustomers are using and what they are saying– Execution:• Run a survey of present customer base• Listen and monitor conversations• Follow product ‘keywords’• Determine content shared in which platforms• Identify critics, rivals• Identify gaps in which you can add value
  12. 12. 12Spectators/WatchersSharersCommentersProducersCuratorsEngagement pyramidSource: Open Leadership, Charlene Li
  13. 13. 13Advocacy: Help the fanbaseFanboy/girls: People whohelp promote your brand orproduct or service onlinebecause they like it.“Help them help you.”Ideas: Blogger/Facebook fan outreachprogramme. Provide content they can use,link, share, mashup, send to others.Eg:videos, widgets, free fun apps, games,prizes for their readers.
  14. 14. 143. Tactics and methods• Choose platform: Blogging, Facebook,Twitter, YouTube• Apps or tools: Free or custom-built• What activities?– Contests, conferences, events, concertsthemed monthly features, video uploads,community activities• Offline activities:– Outreach programmes, tweetups,exclusive giveaways for loyal customers,community gatherings
  15. 15. 153. Tactics: ExamplesPlatform Description ObjectivesInternal blogMultiple individual/groupblogsGauge social media talent:For employees and internsonlyInternal forums Technology discussionsBetter communication, supportfor customersLinkedIn Business networkingEngagement: Makeemployees, partners, suppliersupload profiles, start a groupWiki Collaborative publishingImprove knowledge database– open to employees,partners, customers, studentsFacebook PageShowcasing new products,services, launches, eventsEngagement with advocatesTwitter Microblogging, openEngagement, brandawareness, media relationsYouTube CEO’s speeches, talksPromote CEO thoughtleadership, start conversations
  16. 16. 164. Resources: Internal, external•What can the company handle?•What resources can we dedicate interms of people, tech, etc?•Accept that staff, customers may becritical or negative.•If the company’s culture is top-down,command-and-control, you need tobreak mold by seeking third-partyexpert help.•Third-party may not have shareauthentic voice of company
  17. 17. 17Internal resources: The rollout• Fail fast: People will appreciate transparency. Don’t fearfailures - first time you cock up, try again.• Lobby: Personal motivations matter: eg: if there’s someonewanting a promotion approach them individually. Get themon board and to champion project early so they can claimbenefit later on. It’s all lobbying skills.• Champion: Champions come from all depts. Age is not anissue. Just because someone is young doesn’t mean he/heris innately ‘digital.’• Skeptics: Get some pessimists and skepticson board. Give them the tools, learn fromtheir criticisms.
  18. 18. 18Scenario 2: SWAT team: Get a smallteam sneakily doing something and rack upsome small wins. (This method can backfirethough. Eg: A page that attracts attacks.)4. Resources: scenariosScenario 1: Corporate-wide awarenesstraining: Drum up support for social media, identifytalent, bring in trainers, speakers.Scenario 3: Start small with a fewexternal committed bloggers, socialnetworkers and tweeters and roll outwider if necessary.NOTE: Document successes and failuresand lessons from above.
  19. 19. 195. Budget• Agency costs• Custom-built apps• Web design• Additional internal staff• External freelancers: bloggers,photographers, videographers, designers• Prizes and giveaways• Sponsorship for events
  20. 20. 206. Metrics, KPIs, success criteria• You cannot improve what you don’tmeasure• Quantitative and qualitive metrics• Set up monitoring tools to measuredownloads, views, followers, likes,engagement, sentiment• Don’t be afraid to set high numbers,ambitious goals to grow community• Constantly challenge the team
  21. 21. 21On management buy-inROI: There is no silver bullet to building abusiness case• The 1st question is often ‘How can this make money?’ but itshould be ‘How can we help our customers?’• Evaluate the cost to achieve the same by traditional meansie: print advertising, marketing, support and IT dept costs.• Justification: “If we don’t, our competitors will take marketshare.”• Financial Dept: Give them the numbers.• HR: Talk about staff retention.• IT: Talk about leverage to buy new toys.• Legal: Aim of legal dept is to reduce risk to zero.Businesses work by taking and managing risks.• Executive buy-in will expedite the financial, legal, HR teamsgetting on board.
  22. 22. 22Social media policy: example•Use common sense (don’t piss offyour boss)•Do not post entries that arepersonal attacks or culturallysensitive or religiously offensive•Do not discuss unreleasedproducts and features•Post a standard companydisclaimer on your blog, profilepage and disclose affiliation tocompany or specific projects•If you post all or parts of aninternal email, conceal the namesof the sender and recipients• When expressing an opinion,emphasize that you speak only foryourself, beginning a sentencewith "IMHO"• If you doubt the appropriatenessof a post, ask a peer what theythink and then read it again thenext day as if it were headline in anewspaper.• Do not post too much noise (ie:inane accounts of your boredomwith life)• Respect the platform, be an adult• Keep it friendly, and have fun• Be wary of copyright issuesEG: http://channel9.msdn.com/About/http://womma.org/blogger/readhttp://www.intel.com/sites/sitewide/en_US/social-media.htm
  23. 23. 23Dealing with the trollsSource: Forrester Research
  24. 24. 24Signs that your social media strategy isworking…on their blogs They have interesting things to say about your CEO, yourcompany, products, services and your industry They share and link regularly to interesting ideas, stories andposts from your official accounts They provide glimpses into how you are humanizing yourbrand for them They do not bad-mouth your company or staff (caveat: unlessthere is a lesson worth learning)They seem genuine and honest in theiropinions of your company and its productsAdapted from Boris Epstein, CEO and Founderof BINC
  25. 25. 25Signs that your social media strategy isworking…on Twitter You often find positive tweets about yourcompany Your replies are viewed positively and seemgenuine and authentic Your official account is growing steadily and asa diverse set of followers You keep a healthy balance between personaland professional tweets You engage in discussions related toyour business and seem to be anauthority in your field
  26. 26. 26Signs your community is working…onFacebookCommunity is responding well to your regularupdates with increased Shares and LikesUsers sign up on your Events fastUsers leave comments and show genuineinterest in wanting to engage with brand andadminsStaff on Facebook are enthused and constantlyfinding new content to keep conversations fresh.Fans find updates relevant to their professionand industry
  27. 27. 27Signs that your social media strategy isworking…on LinkedInUsers in your group have complete profilesThey make genuine recommendationsabout peers, managers and colleaguesThey voluntarily answer questionsThey are linking to their employer, blog andother projects of interest.They are participating and getting involveddiscussion in the community.
  28. 28. 28Signs of success… on GoogleWhen company or brand is Googled:1. Leads me to company blog, webpage, microsites, staff orcompany social media pages or other owned media2. Leads to news stories, active discussions and commentaryon social media sites on issues related to company3. Does not lead to something controversial or negative,(unless a lesson to be learnt)When staff are individually Googled:1. Doesn’t come up blank.2. Leads me to their online blog, webpage or social mediaprofiles and company is identified.
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