SlideShare a Scribd company logo
1 of 137
Download to read offline
VivaKi Social PR Workshop
       August 15, 2012
Agenda
                                         Overview & Intros

                                         VivaKi Social Strategy

                                         Analysis of Social Networks

                                         Overview of Free Social Tools

                                         Building A Social Strategy & Roadmap

                                         Guidelines, Policies & Best Practices

                                         Closing Remarks and Q&A

                                         LUNCH!!
         © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   2
Our Social Media Sherpas




         Michael Wiley                                                Michoel Ogince
   Chief Social Media Officer                              Director, Product & Platform Strategy
             VivaKi                                                      Big Fuel

               © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.      3
Introductions


Who are you?

What is your role and where does social fit in?

Where are you based?

Obligatory Awkward Ice Breaker Question: Most
interesting or embarrassing person you’re following on Twitter?




               © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   4
VivaKi’s Social Strategy
10 years: evolution of social

Brands begin shifting            LBS & social                                        Enterprises begin
considerable                     shopping take hold.                                 organizing around
resources to social              Social CRM emerges                                  social business
campaigns                        as a discipline                                     imperatives


                                                                                                   Brands
                                                                                                   increasingly name
                                                                                                   social agencies of
                                                                                                   record




2002    2003    2004         2005             2006            2007            2008            2009      2010 2011 2012


                  © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.                        6
Preamble Review
 Each VivaKi brand must be a competent guide and
  resource in Social since Clients are looking for ideas simply
  and efficiently delivered across paid owned and earned
  connections
 - Need to understand what will be expected from our Clients


 To ensure full suite of expertise is available to each brand
  we will need to upgrade, share and borrow/buy to fill
  gaps
 - Need a framework to benchmark and organize our resources and
   expertise


 All expertise, tools and possible acquisitions will be linked
  to one of our four large brands or the VNC and we will not
  be creating a central resource
 - Need clarity for what a small central global VivaKi social team does
   relative to the Brands.


              © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   7
Theme 1: Growing Budgets, Strategy Deficits
Budgets Continue to Increase




        © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   9
Organizational Indecisiveness Still Reigns




         © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   10
An Optimal Approach Has Marketing at the
Center




         © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   11
Lack of Integration




         © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   12
How We Win (Theme 1)
 Become the “go to” counselors for social media by:

 Giving our MARKETING clients the strategies they need to
  articulate a path forward for their companies

 Insuring that we produce holistic perspectives and integrated
  solutions that are social by design

 Pairing strategies with executional and operational excellence

 Offering deep specialization in core social media platforms and
  disciplines




              © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   13
Theme 2: Social Networking is a Global Opportunity
Asia-Pacific has three times as many social
network users as North America




                                                                                4 out of 10
                                                                               live in the Asia-
                                                                                Pacific region




         © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.            15
This year, more than 1.4 billion people
worldwide will use social networks




         © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   16
MENA will have highest growth in 2012.
Slowest growing: North America




        © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   17
This year, APAC will pass North America as
the region with the most Facebook users

                                                                                         APAC
                                                                            212.7 million




                                                             NORTH AMERICA
                                                                            157.3 million

        © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.          18
China’s social network audience is big –
and getting bigger
 With Facebook blocked, Chinese social networks and
  microblog sites will see strong growth




           © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   19
India and Indonesia will see the fastest
user growth this year, each up over 50%




        © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   20
Summary
 Number of social network users worldwide: 1.4 billion by the
  end of 2012.
 Largest social networking region: Asia-Pacific, with nearly 616
  million users by year’s end.
 Country with the most social network users: China, with more
  than 307 million in 2012, nearly double the number in the US.
 Countries where social networking is growing the fastest:
  India and Indonesia, which will each see 50%+ growth in users this
  year.




              © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   21
The Center of the Universe
Vivaki Social PR Workshop
Vivaki Social PR Workshop
The New Facebook Formula

 Timeline offers broader creative canvas as do stories which can
  feature photos, videos and links.

 Page posts drive paid content

 Premium ads to appear in desktop and mobile newsfeeds

 Reach Generator increases organic content distribution

 Facebook “offers” create viral coupon and promotional opps




              © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   25
Implications for Our Clients
 Integration of creative, PR, media and customer care functions is an
  imperative

 Social strategy in general and Facebook in particular must be
  central to communications planning

 Community management and editorial calendars are table stakes;
  Multimedia storytelling and paid/owned/earned content optimization
  are differentiators

 Premium and marketplace strategies must be in synch

 Brands must be “Always On” with iterative testing and campaign
  spikes to enhance engagement


                 © 2010. All rights reserved. VivaKi. Proprietary and Confidential.   26
How We Win (Theme 2)
 Big picture: Less thinking, more doing

 Articulate cohesive Facebook strategies for clients

 Talent development: Create Facebook-centric roles that focus on paid
  owned earned expertise
         Brand Architecture and page management
         Premium and marketplace ads/Fan acquisition
         Content development/storytelling and optimization
         Insights, Marketing, Open Graph API expertise

 Take advantage of our global footprint to optimize global/regional/local
  implementations

 Leverage our collective spend for our clients’ benefit

 Integrate Facebook programs with other paid owned earned efforts


               © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   27
Theme 3: Innovate and Execute on the Run
We Need to Evolve Faster
No excuses approach:

 Talent : Bridge talent and expertise gaps by leveraging staff
  currently serving in adjacent roles

 Tools: Establish clear partners for co-developing and delivering core
  services and to fill system-wide gaps

 Collaboration: Leverage Vivaki/Groupe capability across brands
  rather than reinventing for speed to market




              © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   29
VivaKi Social Stack
What it is:

 A framework that establishes core disciplines

 A visual means for assessing capability

 A common language




              © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   30
The VivaKi Social Stack
  Data analytics & measurement
  Listening, monitoring & reporting
  Conversation research & insights
  Social CRM
  Social commerce
  Social media planning & buying
  Content strategy, development & management
  Community management & engagement
  Influence and Advocacy
  Social business strategy, design & planning
               © 2012. All rights reserved. VivaKi. Proprietary and Confidential.   31
How We Win (Part 3)
 Leverage the Social Stack to upgrade share borrow; improving
  collaboration, cross-pollination and vendor management

 Surface enterprise-level opportunities so that economies of scale
  can be realized and best practices can be socialized

 Source internally first, build only if necessary; Resist the desire to
  re-invent or duplicate and build in silos

 Re-invent the Vivaki Social Council

 Create more training opportunities




                  © 2010. All rights reserved. VivaKi. Proprietary and Confidential.   32
Conclusions
 Social Networking in general and Facebook in particular can be
  global business growth drivers

 We need to move faster – to scale and transition our talent and
  expertise to meet demand

 Clients are looking for deep specialization – we need to provide it

 We need to upgrade, share and borrow




                 © 2010. All rights reserved. VivaKi. Proprietary and Confidential.   33
Analysis of Social Networks
About Big Fuel
 Pure-play social media agency
 Hollywood meets Madison Avenue
 8 teams
 Big Fuel Social Labs
 Clients: Samsung, T-Mobile, Gatorade, SPG




           © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   35
Analysis of Social Networks




        © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   36
Facebook: Should You Leverage?




        © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   37
Facebook: Should You Leverage?




        © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   38
Facebook Insights
 Metrics around content (ROI)
 Two categories of insights:
 - User: page likes, daily active users, new
   likes/unlikes, demographics, tab views
 - Interactions: post
   likes, comments, impressions, mentions, wall posts




              © 2010. All rights reserved. VivaKi. Proprietary and Confidential.   39
Twitter: Should You Leverage?




        © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   40
Twitter: Should You Leverage?




        © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   41
Google+: Should You Leverage?




        © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   42
Google+: Should You Leverage?




        © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   43
YouTube: Should You Leverage?

 The world’s second largest search
  engine
 81% of internet users watch
  online videos
 More than just text & still images
 Success with pro video & amateur
 Direct viewers to social & .com
 Built-in analytics




            © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   44
Pinterest: Should You Leverage?

 11 million monthly users
 Demographic: >80% F, affluent
  25-44yrs
 Image/photography heavy brand
 40% of all social media driven
  purchases




           © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   45
Pinterest: Should You Leverage?




        © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   46
LinkedIn: Should You Leverage?




        © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   47
LinkedIn: Should You Leverage?




        © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   48
Instagram: Should You Leverage?
   80 million users
   40% of the top 100 brands on Instagram
   Secret weapon: Mobile
   Behind the scenes
   Influencer marketing network
   Viral through hashtags
   Customer or employee content curation
   Measure: Satigr.am




               © 2010. All rights reserved. VivaKi. Proprietary and Confidential.   49
Instagram: Should You Leverage?




         © 2010. All rights reserved. VivaKi. Proprietary and Confidential.   50
Tumblr: Should You Leverage?
 Users: 55% < 34yrs @ 30k per year
 Secret weapon: Media
 Social product functionality
 Fashion brands are a success! Check out Vogue on
  Tumblr
 Media brands: NPR
 Short-lived, campaign based




             © 2010. All rights reserved. VivaKi. Proprietary and Confidential.   51
Overview of Free Social Tools
Dad: “Michoel…”

Me: “Yes, dad?”

Dad: “Remember this for life:
there is no such thing as a free
lunch.
The Landscape




       © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   54
Outline
 Social Media Management Systems (SMMS)
 Facebook Tab Applications
 Social Listening




          © 2010. All rights reserved. VivaKi. Proprietary and Confidential.   55
Social Media Management Systems (SMMS)
 Publish Content
 Listen (in and out of house)
 Measure ROI




          © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   56
SMMS: Use Cases

           Intense Engagement

           Social Broadcasting

           Platform Campaign Marketing

           Distributed Brand Presence

           Tailored Customizations

       © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   57
SMMS: Free Tools




 HootSuite                     TweetDeck                                            Buffer App




        © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.           58
SMMS: Free Tools - HootSuite
   Multiple networks
   Scheduled posts
   Robust analytics
   Facebook insights
   Google analytics
   Twitter profile stats
   Analytics reports
   Teams




                © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   59
SMMS: Free Tools - TweetDeck
 Multiple networks
  - limited, single
  window view
 Watch videos in
  TD
 Desktop
  notifications
 Downloadable
 No analytics




              © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   60
SMMS: Free Tools - Buffer App
 Engagement optimization tool
 Freemium model
 Post via:
 -   Buffer website
 -   Browser add-ons
 -   Buffer plugin
 -   Buffer email
 -   Analytics




               © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   61
SMMS: For a Few Dollars…
 Advanced analytics
 Engagement & influence
  scoring
 Top performing posts
 Follower demographics
 Advanced monitoring
 Track relevant keywords
 Filter by images, news, blogs
 Competitor & industry tracking
 Workflow permissioning




           © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   62
Facebook Tab Applications
 RSS Feed
 Twitter
 YouTube
 Flickr
 Static HTML




          © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   63
Social Listening Platform
 Analyze conversations
 Breaking links
 Trending topics
 Recent comments
 Trending people




          © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   64
Thank You!
 Twitter: @Twabbi
 Website: www.mountainclimber.me
 Email: michoelo@bigfuel.com




         © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   65
Live Demos
Building a Social Strategy & Roadmap
Learnings from Altimeter
 20 social experts from across VivaKi
 July 18-19th in San Francisco, CA
 Intensive two-day workshop on social business
  strategy development
 Led by Altimeter founder and co-author of
  bestseller Groundswell, Charlene Li
 Special appearances/presentations by leading
  Altimeter research analysts Jeremiah Owyang and
  Brian Solis




          © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   68
The Social Strategy Process

        Identify Social Objectives

        Create A Social Vision

        Develop Social Initiatives

        Craft A Coherent Strategy Roadmap

        Organize for Social Readiness

        © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   69
Identify Social PR Goals




© 2012 Altimeter Group
Examples of Typical Social PR Goals
   Increase brand awareness
   Gain new business leads/identify prospective clients
   Share thought leadership & unique perspective
   Elevate brand positioning
   Attract great talent
   Promote your best work
   Expand your global footprint
   Join the industry conversation
   Gain insights/feedback on your performance
   Stay current on competitive landscape




             © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   71
Prioritize Your Goals

 Understand the
                           • Objectives may differ: Corporate,
   top strategic
                             business unit, departmental,
objectives for your
   organization              regional, and customer segments.


                                  Identify where
                                  and how social                          • Understand how social
                                  can potentially                           initiatives create value
                                 make a difference


                                                                                Align social goals
                                                                                                       • This is
                                                                                and metrics with
                                                                                                         HARD but
                                                                                 attainment of
                                                                                 business goals          doable!


                      © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.                72
Prioritize Your Goals
   Business Goal             Business Metric                             Social Goal                       Social Metric
Maintain leadership       Increase retention                     Implement                              Use page views,
role as home to the       rate and new digital                   employee-centric                       engagements and
best digital talent       hires by 20%                           blog within                            employer reputation
                                                                 recruitment site,                      to gauge
                                                                 illustrating why your                  performance.
                                                                 company is a great
                                                                 place to work
Diversify client          Increase percentage                    Leverage social                        Track clicks, “likes”,
portfolio to include      of luxury retailer                     channels to share                      fans, followers
more luxury retailer      clients by 10%                         thought leadership                     retweets and assess
brands                                                           on marketplace                         analytics to
                                                                 trends & place                         determine how it is
                                                                 greater emphasis                       translating to
                                                                 behind retail/luxury                   business leads.
                                                                 goods research &
                                                                 news




                       © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.                            73
Activity – 15 minutes
 Individually or with a colleague, think
  about your agency or team’s business
  goals.

 Complete the Aligning Business and
  Social Goals & Metrics Worksheet by
  listing no more than five of your
  agency’s business goals.

 Develop social goals and social metrics
  for each business goal you list.


 Be prepared                to share your
 findings with the group.

                © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   74
Create A Social
                         Business Vision




© 2012 Altimeter Group
A Strategic Social Business Vision
 What is it?
  A short, engaging and inspiring statement of what your ideal
   ―customer‖ relationship will look like in the future.


 What’s the value?
 -   Focuses on the relationship
 -   Provides clarity on where you are headed
 -   Inspires people to solve for a compelling future
 -   Aligns and guides all aspects of your social business
     strategy




             © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   76
Vision Statements



                                                               To humanize the company by connecting
                                                                constituents with Ford employees and
                                                                        with each other when
                                                               possible, providing value in the process.




                                                                         Helping People Around the
                                                                         World Eat and Live Better




                                                                        To create a better everyday
                                                                         life for the many people.

        © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.                     77
Criteria for a Good Social Strategy Vision
Statement
   Short
   Memorable
   Aspirational
   Actionable
   Consistent with business mission & values




The secret: Don’t over think it.



             © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   78
Criteria for a Good Social Strategy Vision
Statement
 Focus on the relationships in the future.
 Think of the statement as a story that you could tell about
  that relationship.
 Keep centered with values and purpose that drive your
  company. These don’t change over time.
 Reference your Social Goals, but don’t be tied to them.
 Write a statement that will stand the test of time – and of
  technology.
 Do it quickly – your gut reaction is usually right.
 - Don’t wordsmith!




             © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   79
VivaKi Social Vision Statement

To encourage the           exploration                                                     of ideas that

      accelerate                                    our clients’ ability to

  connect with people.



          © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.                   80
Activity – 15 minutes
 5 minutes. Individually, write a ONE
  sentence vision statement.
  NOTE: This should be a 3-year vision.

 10 minutes. In a small group, share
  your individual statement. You can
  choose to revise or combine elements
  of more than one statement.


 Be prepared                 to share your
 findings with the group.



              © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   81
The Social Strategy Process

        Identify Social Objectives

        Create A Social Vision

        Develop Social Initiatives

        Craft A Coherent Strategy Roadmap

        Organize for Social Readiness

        © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   82
Develop Social
                         Business Initiatives




© 2012 Altimeter Group
Five Categories of Social Business Initiatives


                                                                 Dialog

                                                            Advocate
         Learn
                                                              Support

                                                             Innovate

          © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   84
Five Categories of Social Business Initiatives


                                                                 Dialog

                                                            Advocate
         Learn
                                                              Support

                                                             Innovate

          © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   85
Definition of Learn:
Using social technologies to   listen and learn from
    customers who are   already speaking.




                                                       86
What Should You Listen For?

Metric                                     Insight
Brand Sentiment                           How the public views your brand

Conversation Drivers                      Primary factors influencing conversation about your brand

Negative Conversation Drivers             Most significant topics negatively influencing your brand
(Primary areas of risk)
Positive Conversation Drivers             Most significant topics positively influencing your brand
(Primary areas of opportunity)
Performance Over Time                     How you compare—from a positive and negative standpoint—
                                          against past performance
Performance Compared to                   How you compare—from a positive and negative standpoint—
Industry Average                          against competitive set?

Performance Compared                      How you compare against performance benchmarks that you
to Benchmark                              have set for yourselves



                       © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   87
Start with basic monitoring tools




          © 2010. All rights reserved. VivaKi. Proprietary and Confidential.   88
Paid Services Provide Monitoring
                                                                                                            Other Providers:




 © 2010. All rights reserved. VivaKi. Proprietary and Confidential.




                                                                                                              and more…


                           © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.                      89
Listening Centers Can Be Basic but Effective
                                                                                 Gatorade uses Radian6
                                                                                  and IBM to power its
                                                                                    Mission Control
                                                                                  Center, which tracks
                                                                                   conversations and
                                                                                     provides data
                                                                                    visualizations &
                                                                                      dashboards.

   Dell uses Salesforce
   Radian6 to power its
       social media
  monitoring of over 22K
         customer
  conversations on the
        social web.



              © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.             90
Leverage Local Presence to Listen & Learn




 Ritz Carlton property
managers are known to
  monitor mentions




                  © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   91
Leverage Owned Sites to learn more about
your fans/followers




                                                                           Pay attention to
                                                                            likes, shares,
                                                                            retweets and
                                                                               audience
                                                                             interactions



        © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.        92
Other Resources for Listening/Learning

 Review Sites                                Q&A Sites                                       Blogs/Other
                                                                                              Resources




            © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.                 93
Listening Best Practices
 Start with the free and inexpensive tools like Google
  search, Google blog search, Twitter search.
 Use terms related to your services, executives, and
  competitors.
 Quickly advance by using brand monitoring software
  and services.
 Don’t scope too tight or too wide. The savvy will
  focus on pain points –not just brand mentions.




           © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   94
Five Categories of Social Business Initiatives


                                                                 Dialog

                                                            Advocate
         Learn
                                                              Support

                                                             Innovate

          © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   95
Definition of Dialog

    Using social technologies to                                       initiate or
   respond                  to conversations in social channels.




          © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   96
Social isn’t just another advertising
channel…




                                                                                          #notimpressed




         © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.                   97
Use social to engage in conversations




        © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   98
Build trust before a crisis happens…




         © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   99
And know how to respond




        © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   100
People Don’t Trust Company Representatives
         “When forming an opinion of a company, if you heard information about a
          company from each person, how credible would the information be?”


               Academic or expert                                                                              68%

Technical expert in the company                                                                               66%

            A person like yourself                                                                            65%

                 Regular employee                                                                       50%

              NGO representative                                                                        50%

    Financial or industry analyst                                                                     46%

                                         CEO                                                38%

      Gov't official or regulator                                         20%

      Percent responding “very credible” or “extremely credible”
      Source: Edelman Trust Barometer, January 2012
                     © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.                  101
Have continuous, not episodic, dialog




         © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   102
Use Author Designations for Personal Touch




        © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   103
Know How to Respond to Antagonists




        © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   104
Dialog Best Practices
 Have the right mindset: Once you start, customers
  are expecting you to maintain the conversation.
 Like in real life, the same rules of conversation
  etiquette apply. Be a good
  listener, considerate, kind, and thoughtful.
 As a best practice, first listen to the conversation then
  add value to existing discussions.
 Rely on ongoing findings from brand monitoring to
  define a ―conversation calendar.‖
 Don’t let antagonists bring down the conversation




            © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   105
Five Categories of Social Business Initiatives


                                                                 Dialog

                                                            Advocate
         Learn
                                                              Support

                                                             Innovate

          © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   106
Definition of Advocate

   Recruiting an ―unpaid army‖ of                                               highly
  engaged fans to promote
   your brand                 through social technologies




           © 2010. All rights reserved. VivaKi. Proprietary and Confidential.            107
5-Phase Approach
  Formalizing an Advocacy Program




 Phase 1:     Phase 2:                       Phase 3:
                                                                              Phase 4:           Phase 5:
Get Ready     Identify                         Build
                                                                            Amplify Voices    Foster Growth
Internally   Advocates                     Relationships




             © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.               108
Identity Advocates
 Employees
  - Advocates for culture, philanthropy, thought
    leadership and talent
 Business Partners
  - Advocates for industry leadership, joint
    ventures, groundbreaking
    work/research, recognition
    o E.g. Microsoft, Google, AOL, Facebook




           © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   109
How To Find and Engage Them
 Create vision and goals
 Develop policies and guidelines
 Find the right people
  Look at #/quality of followers and fans, marketplace influence and
   overall content.
 Inspire them and give them a voice
  Help foster passion for your brand; introduce them to interesting things
   they may not have been privy to before. Celebrate their willingness to
   vocalize your brand story.
 Incentivize them
  Thank them for their contributions, whether it be virtually or via small
   gifts/perks.
 Promote their work
  Employees: Give them a name by aligning their POV with your brand.
  Business Partners: Return the favor and help them promote their brand
   and their great work.

              © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   110
How to Amplify Voices
 Encourage advocates to form and talk to each other
 Foster an ongoing dialog
  Involve advocates beyond just marketing or support – intake
   their feedback
  Educate advocates at key moments, like during crises
 Provide ongoing opportunities, content and
  platforms, to help amplify advocate voices




            © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   111
Advocacy Best Practices
 Don’t only think of advocacy in terms of short-term
  needs. Cultivate ongoing relationships with
  enthusiastic employees and partners.
 Put advocates front and center –e.g. acknowledge
  wherever possible to reward their loyalty – and invite
  them into the company.
 Promote partners as they support you – allow
  relationship to be mutually beneficial in nature, but
  not disingenuous.




           © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   112
Five Categories of Social Business Initiatives


                                                                 Dialog

                                                            Advocate
         Learn
                                                              Support

                                                             Innovate

          © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   113
Definition of Support

Assisting your customers directly, or by
      facilitating peer-to-peer

     support, via social technologies




          © 2012. All rights reserved. VivaKi. Proprietary and Confidential.   114
Support best practices
 Mindset: Customers complaints are
  opportunities, not threats.
 Caution: As companies accelerate their social
  support efforts, responding to customers in social
  channels reinforces the behavior of complaining
  in public.
 Fix the root issues, beyond the customer
  complaints.
 Know when to support customers –and when to
  shift to private channels.
 Plan for long-term integration of social support
  into traditional support structures.

          © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   115
Five Categories of Social Business Initiatives


                                                                 Dialog

                                                            Advocate
         Learn
                                                              Support

                                                             Innovate

          © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   116
Definition of Innovate

   Using social technologies to
 source and collect customer
   feedback on current or future
  products and services.




         © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   117
Starbucks involves 50 people around the
organization in innovation




                                                          Tens of thousands of customers
                                                                        have
                                                            submitted, commented, and
                                                          voted on ideas at My Starbucks
                                                           Idea. As of March 2012, more
                                                                than 200 have been
                                                                    implemented.


        © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.     118
P&G Looks Outside for Innovation—
Consumers, Suppliers and Others




 “Connect + Develop helps P&G
         pursue outside
ideas, solutions, processes—and
  even market-ready products”




                © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   119
P&G is Making Outside-In Innovation
Increasingly Public and Social




        “We are interested in collaborating with
               innovators in areas such as
        packaging, design, distribution, business
      models, marketing models, consumer research
      methods, trademark licensing, technology, and
                new products or services”
                – Bruce Brown, CTO, P&G

         © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   120
What Can We Do As PR Professionals?
 Crowdsource for creative ideas & content
 - Find new ways of communicating
 - Surface compelling stories/achievements to share socially
 Become early adopters for new social tech
 Be change agents for corporate culture & structure
 Support and help publicize agency innovation
  efforts, celebrate contributors:
 - Starcom ―Project Greenlight‖ Initiative
 - The AOL Pool Lane for online video ad models




              © 2010. All rights reserved. VivaKi. Proprietary and Confidential.   121
Innovate best practices
 Look inside and outside of your agency for ideas.
 Leverage social technologies and train
  leadership/employees on their benefits
 Help socialize innovation efforts internally and
  externally (depending on whether or not it can be
  shared)
 Provide frequent updates to ideas implemented, or
  give general status updates of ideas in the works




           © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   122
Craft a Coherent
                         Strategy Roadmap




© 2012 Altimeter Group
Strategy Roadmap Process




        © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   124
1. Collect/Brainstorm Potential Initiatives
 With your teams, set aside time to brainstorm
  potential initiatives.
  - Involve a diverse group of people to get different
    perspectives.
  - Use it as an opportunity to build alignment with key
    players.
 Keep centered with your vision statement and clear
  understanding of social business goals.
 Keep strategic with a future time frame, for
  example, initiatives for the next three years.
 Afterward, group similar initiatives together.




            © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   125
2. Detail Initiatives & Requirements
Initiative Name __________________________________________
Category ______________________
Describe the initiative in the following areas, at a high level.




Total Priority Score: Leave blank until scoring is done


                   © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   126
3. Prioritize initiatives against business
value and capabilities
 You can’t do everything, so what is most important to
  do?
 Assess and prioritize initiatives against two primary
  criteria
 - Value to the Organization. The value this initiative will
   bring to your company in terms of supporting primary
   business objectives (e.g., increasing sales and
   retention, expansion, providing exceptional customer
   experience)
 - Capabilities. The overall capability of your company to
   execute on this initiative where accounting for incumbent
   technology, labor, skills, as well as company culture and
   ability to scale
 Add additional criteria only if it’s essential to
  prioritization
            © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   127
Prioritizing Initiatives with Scoring
 Value to the Organization. The value this initiative will
  bring to your company in terms of supporting primary
  business objectives (e.g., increasing sales and
  retention, expansion, providing exceptional customer
  experience)
 - 1 = provides very little value
 - 3 = provides limited value
 - 5 = provides very strong value to the organization
 Capabilities. The overall capability of your company to
  execute on this initiative where accounting for incumbent
  technology, labor, skills, as well as company culture and
  ability to scale
 - 1 = requires many capabilities that your company currently lacks,
 - 3 = requires some capabilities your company lacks and others it
   currently has
 - 5 = requires few if any capabilities your company doesn’t already have


              © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   128
4. Build Your Time-based Roadmap
 Using your scoring, assemble an initial timetable for
  your initiatives.
 Don’t try to do too much too quickly!
 Redo it now from a strategic goal perspective
 - Are you favoring some goals over others?
 Understand how some initiatives need to happen first
  in order to support future initiatives.
 Balance out against how you need to get resources
  hired/trained and technologies in place.




           © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   129
Example: 3 Year Roadmap
  Example: Social Business Initiatives,12-18 Timeline
 Category     Initiative
                          Now – 6 6-12    by months months
                           months months months
                                                18-24 24-30                                            30-36
                                                                                                      months
Learn      Initiative 1
Dialog     Initiative 2
Advocate   Initiative 3
Support    Initiative 4
Learn      Initiative 5
Dialog     Initiative 6
Support    Initiative 7
Advocate   Initiative 8
Innovate   Initiative 9
Advocate   Initiative 10
Learn      Initiative 11
Dialog     Initiative 12
Advocate   Initiative 13
Support    Initiative 14
Innovate   Initiative 15
Advocate   Initiative 16
Support    Initiative 17



                     © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.            130
5. Determine resources needed
 Go through your initiatives and document what is
  needed and when.
 Group similar requirements together so that you can
  easily see what is needed.
 Lay out against when you plan to start each initiative,
  to provide a timeline for resources.
 Do this also in conjunction with a Social Readiness
  assessment to understand your existing capabilities.




           © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.   131
Example: Staff Timeline

                                                                    Now – 6 6-12   12-18  18-24  24-30  30-36
         Position                  Initiatives Supported            months months months months months months

Social Strategist            Governance: CoE


Community Manager            Learn 1, Advocate 3, Support 3



Researcher/ BI Analyst       Learn 1, Learn 3, Innovate 2


                             Learn 2, Learn 4, Support 2,
Listening Manager
                             Innovate 1

                             Support 1, Support 2,
Social Customer Lead
                             Innovate 2

Digital Influence/Advocacy Dialog 1, Dialog 2, Advocate 1,
Manager                    Advocate 2

Content Marketing
                             Dialog 3, Dialog 4
Manager




                       © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.           132
Example: Technology Timeline

                                                                   90 - 6        6-12         12-18          18-24    24-30    30-36
      Technology              Initiative            90 days       months        months       months         months   months   months
Monitoring Platform   All Learn initiatives

ESN                   Employee engagement

SMMS                  Content Marketing

                      Support and Innovate
Community Platform
                      initiatives

Training Platform     Employee engagement

Social CRM            Support initiatives

                      Market research,
Analytics Platform
                      competitive intelligence

Innovation Gauge      Innovate initiatives

Advocacy Platform     Advocate initiatives




                           © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.                              133
The Social Strategy Process

        Identify Social Objectives

        Create A Social Vision

        Develop Social Initiatives

        Craft A Coherent Strategy Roadmap

        Organize for Social Readiness

          © 2012. All rights reserved. VivaKi. Proprietary and Confidential.   134
Guidelines, Policies and Best Practices
Closing Remarks
Vivaki Social PR Workshop

More Related Content

Viewers also liked

Info age 2010_financijska_analitika_v1.ppt [compatibility m
Info age 2010_financijska_analitika_v1.ppt [compatibility mInfo age 2010_financijska_analitika_v1.ppt [compatibility m
Info age 2010_financijska_analitika_v1.ppt [compatibility mOracle Hrvatska
 
Save the Children’s Community Case Management Initiative
Save the Children’s Community Case Management InitiativeSave the Children’s Community Case Management Initiative
Save the Children’s Community Case Management Initiativejehill3
 
Mídias sociais 2013 e o que você deve observar
Mídias sociais 2013 e o que você deve observarMídias sociais 2013 e o que você deve observar
Mídias sociais 2013 e o que você deve observarFernando Leroy
 
Zoekmachine Marketing: de basis van SEO en SEA
Zoekmachine Marketing: de basis van SEO en SEAZoekmachine Marketing: de basis van SEO en SEA
Zoekmachine Marketing: de basis van SEO en SEAWieger Waardenburg
 
Linfeng Renaissance Travel Guide
Linfeng Renaissance Travel GuideLinfeng Renaissance Travel Guide
Linfeng Renaissance Travel Guidelinfeng886
 
Cafe0182 - Meer Online Rendement
Cafe0182 - Meer Online RendementCafe0182 - Meer Online Rendement
Cafe0182 - Meer Online RendementWieger Waardenburg
 
Decreto 2147 23_de_diciembre_2016
Decreto 2147 23_de_diciembre_2016Decreto 2147 23_de_diciembre_2016
Decreto 2147 23_de_diciembre_2016danielvt
 
I want my honeymoon cruise
I want my honeymoon cruiseI want my honeymoon cruise
I want my honeymoon cruiseUlacit
 
CanWell Program CPAC Presentation 2010
CanWell Program CPAC Presentation 2010CanWell Program CPAC Presentation 2010
CanWell Program CPAC Presentation 2010serediuk
 

Viewers also liked (20)

Senate Info
Senate InfoSenate Info
Senate Info
 
Drogi Reci Ne
Drogi Reci NeDrogi Reci Ne
Drogi Reci Ne
 
IaaS
IaaSIaaS
IaaS
 
Xmseng
XmsengXmseng
Xmseng
 
Info age 2010_financijska_analitika_v1.ppt [compatibility m
Info age 2010_financijska_analitika_v1.ppt [compatibility mInfo age 2010_financijska_analitika_v1.ppt [compatibility m
Info age 2010_financijska_analitika_v1.ppt [compatibility m
 
Phonics chant version 2
Phonics chant version 2Phonics chant version 2
Phonics chant version 2
 
Save the Children’s Community Case Management Initiative
Save the Children’s Community Case Management InitiativeSave the Children’s Community Case Management Initiative
Save the Children’s Community Case Management Initiative
 
Mídias sociais 2013 e o que você deve observar
Mídias sociais 2013 e o que você deve observarMídias sociais 2013 e o que você deve observar
Mídias sociais 2013 e o que você deve observar
 
Presentazione
PresentazionePresentazione
Presentazione
 
Zoekmachine Marketing: de basis van SEO en SEA
Zoekmachine Marketing: de basis van SEO en SEAZoekmachine Marketing: de basis van SEO en SEA
Zoekmachine Marketing: de basis van SEO en SEA
 
Linfeng Renaissance Travel Guide
Linfeng Renaissance Travel GuideLinfeng Renaissance Travel Guide
Linfeng Renaissance Travel Guide
 
Illinois TIF Closeouts
Illinois TIF CloseoutsIllinois TIF Closeouts
Illinois TIF Closeouts
 
Cafe0182 - Meer Online Rendement
Cafe0182 - Meer Online RendementCafe0182 - Meer Online Rendement
Cafe0182 - Meer Online Rendement
 
8 robotkatt
8 robotkatt8 robotkatt
8 robotkatt
 
Unio
UnioUnio
Unio
 
Kirolak
KirolakKirolak
Kirolak
 
Decreto 2147 23_de_diciembre_2016
Decreto 2147 23_de_diciembre_2016Decreto 2147 23_de_diciembre_2016
Decreto 2147 23_de_diciembre_2016
 
Plants(2)
Plants(2)Plants(2)
Plants(2)
 
I want my honeymoon cruise
I want my honeymoon cruiseI want my honeymoon cruise
I want my honeymoon cruise
 
CanWell Program CPAC Presentation 2010
CanWell Program CPAC Presentation 2010CanWell Program CPAC Presentation 2010
CanWell Program CPAC Presentation 2010
 

Similar to Vivaki Social PR Workshop

Marketing Cloud: Winning Content Strategies Marketing Webinar
Marketing Cloud: Winning Content Strategies Marketing WebinarMarketing Cloud: Winning Content Strategies Marketing Webinar
Marketing Cloud: Winning Content Strategies Marketing WebinarRebecca Lieb
 
Social Media and Enterprise Integration
Social Media and Enterprise IntegrationSocial Media and Enterprise Integration
Social Media and Enterprise IntegrationSiva Krishnajee
 
Simmons Leadership Conf - Charlene Li
Simmons Leadership Conf - Charlene LiSimmons Leadership Conf - Charlene Li
Simmons Leadership Conf - Charlene LiCharlene Li
 
(POMP Forum 2012) Rebecca Lieb: 5 stopenj vsebinskega marketinga
(POMP Forum 2012) Rebecca Lieb: 5 stopenj vsebinskega marketinga(POMP Forum 2012) Rebecca Lieb: 5 stopenj vsebinskega marketinga
(POMP Forum 2012) Rebecca Lieb: 5 stopenj vsebinskega marketingaPM, poslovni mediji
 
Your employees as your brand ambassadors
Your employees as your brand ambassadorsYour employees as your brand ambassadors
Your employees as your brand ambassadorsPetra Neiger
 
Rebalance for Content, The New Marketing Equation
Rebalance for Content, The New Marketing EquationRebalance for Content, The New Marketing Equation
Rebalance for Content, The New Marketing EquationRebecca Lieb
 
Rebecca Lieb content marketing now conf_2012_content marketing research_day1
Rebecca Lieb content marketing now conf_2012_content marketing research_day1Rebecca Lieb content marketing now conf_2012_content marketing research_day1
Rebecca Lieb content marketing now conf_2012_content marketing research_day1dlvr.it
 
Rebalance: How Content Marketing Is Changing the Digital Advertising Ecosyste...
Rebalance: How Content Marketing Is Changing the Digital Advertising Ecosyste...Rebalance: How Content Marketing Is Changing the Digital Advertising Ecosyste...
Rebalance: How Content Marketing Is Changing the Digital Advertising Ecosyste...Rebecca Lieb
 
CSC Social Business Footprint - JiveWorld October 2012
CSC Social Business Footprint - JiveWorld October 2012CSC Social Business Footprint - JiveWorld October 2012
CSC Social Business Footprint - JiveWorld October 2012Claire Flanagan, MBA
 
5 Things B2B Marketers Need to Fear with Social Media
5 Things B2B Marketers Need to Fear with Social Media5 Things B2B Marketers Need to Fear with Social Media
5 Things B2B Marketers Need to Fear with Social MediaMarketBridge
 
Social media and online toolkit connecting and engaging with stakeholders o...
Social media and online toolkit   connecting and engaging with stakeholders o...Social media and online toolkit   connecting and engaging with stakeholders o...
Social media and online toolkit connecting and engaging with stakeholders o...Elton Kuah
 
Social media management_itu_20120418
Social media management_itu_20120418Social media management_itu_20120418
Social media management_itu_20120418Mindjumpers
 
Social media and online toolkit connecting and engaging with stakeholders o...
Social media and online toolkit   connecting and engaging with stakeholders o...Social media and online toolkit   connecting and engaging with stakeholders o...
Social media and online toolkit connecting and engaging with stakeholders o...Elton Kuah
 
Webtrends/Hootsuite Webinar - Scaling Social
Webtrends/Hootsuite Webinar - Scaling SocialWebtrends/Hootsuite Webinar - Scaling Social
Webtrends/Hootsuite Webinar - Scaling SocialMichael Ricci
 

Similar to Vivaki Social PR Workshop (20)

Marketing Cloud: Winning Content Strategies Marketing Webinar
Marketing Cloud: Winning Content Strategies Marketing WebinarMarketing Cloud: Winning Content Strategies Marketing Webinar
Marketing Cloud: Winning Content Strategies Marketing Webinar
 
Social Media and Enterprise Integration
Social Media and Enterprise IntegrationSocial Media and Enterprise Integration
Social Media and Enterprise Integration
 
Simmons Leadership Conf - Charlene Li
Simmons Leadership Conf - Charlene LiSimmons Leadership Conf - Charlene Li
Simmons Leadership Conf - Charlene Li
 
(POMP Forum 2012) Rebecca Lieb: 5 stopenj vsebinskega marketinga
(POMP Forum 2012) Rebecca Lieb: 5 stopenj vsebinskega marketinga(POMP Forum 2012) Rebecca Lieb: 5 stopenj vsebinskega marketinga
(POMP Forum 2012) Rebecca Lieb: 5 stopenj vsebinskega marketinga
 
Your employees as your brand ambassadors
Your employees as your brand ambassadorsYour employees as your brand ambassadors
Your employees as your brand ambassadors
 
Rebalance for Content, The New Marketing Equation
Rebalance for Content, The New Marketing EquationRebalance for Content, The New Marketing Equation
Rebalance for Content, The New Marketing Equation
 
Rebecca Lieb content marketing now conf_2012_content marketing research_day1
Rebecca Lieb content marketing now conf_2012_content marketing research_day1Rebecca Lieb content marketing now conf_2012_content marketing research_day1
Rebecca Lieb content marketing now conf_2012_content marketing research_day1
 
Rebalance: How Content Marketing Is Changing the Digital Advertising Ecosyste...
Rebalance: How Content Marketing Is Changing the Digital Advertising Ecosyste...Rebalance: How Content Marketing Is Changing the Digital Advertising Ecosyste...
Rebalance: How Content Marketing Is Changing the Digital Advertising Ecosyste...
 
Social Media Presentation
Social Media PresentationSocial Media Presentation
Social Media Presentation
 
CSC Social Business Footprint - JiveWorld October 2012
CSC Social Business Footprint - JiveWorld October 2012CSC Social Business Footprint - JiveWorld October 2012
CSC Social Business Footprint - JiveWorld October 2012
 
5 Things B2B Marketers Need to Fear with Social Media
5 Things B2B Marketers Need to Fear with Social Media5 Things B2B Marketers Need to Fear with Social Media
5 Things B2B Marketers Need to Fear with Social Media
 
Social media and online toolkit connecting and engaging with stakeholders o...
Social media and online toolkit   connecting and engaging with stakeholders o...Social media and online toolkit   connecting and engaging with stakeholders o...
Social media and online toolkit connecting and engaging with stakeholders o...
 
Social IRO
Social IRO Social IRO
Social IRO
 
Social Media Marketing Made Simple NCM
Social Media Marketing Made Simple NCMSocial Media Marketing Made Simple NCM
Social Media Marketing Made Simple NCM
 
New Age of Marketwire
New Age of MarketwireNew Age of Marketwire
New Age of Marketwire
 
Social media management_itu_20120418
Social media management_itu_20120418Social media management_itu_20120418
Social media management_itu_20120418
 
Smmms (as of 1 11 13)
Smmms (as of 1 11 13)Smmms (as of 1 11 13)
Smmms (as of 1 11 13)
 
Smmms (as of 2 26-13)
Smmms (as of 2 26-13)Smmms (as of 2 26-13)
Smmms (as of 2 26-13)
 
Social media and online toolkit connecting and engaging with stakeholders o...
Social media and online toolkit   connecting and engaging with stakeholders o...Social media and online toolkit   connecting and engaging with stakeholders o...
Social media and online toolkit connecting and engaging with stakeholders o...
 
Webtrends/Hootsuite Webinar - Scaling Social
Webtrends/Hootsuite Webinar - Scaling SocialWebtrends/Hootsuite Webinar - Scaling Social
Webtrends/Hootsuite Webinar - Scaling Social
 

More from Michoel Ogince

Presentation: 30 Weeks, A Founders Program For Designers
Presentation: 30 Weeks, A Founders Program For DesignersPresentation: 30 Weeks, A Founders Program For Designers
Presentation: 30 Weeks, A Founders Program For DesignersMichoel Ogince
 
Omma Social Presentation '14 NYC
Omma Social Presentation '14 NYCOmma Social Presentation '14 NYC
Omma Social Presentation '14 NYCMichoel Ogince
 
MediaPost's Social Media Insider Summit '14 - Snackable Take Home Lessons
MediaPost's Social Media Insider Summit '14 - Snackable Take Home LessonsMediaPost's Social Media Insider Summit '14 - Snackable Take Home Lessons
MediaPost's Social Media Insider Summit '14 - Snackable Take Home LessonsMichoel Ogince
 
Mobile Photography for Brands - A Case Study
Mobile Photography for Brands - A Case Study Mobile Photography for Brands - A Case Study
Mobile Photography for Brands - A Case Study Michoel Ogince
 
Pivot Conference '13 - Snackable Take Home Lessons
Pivot Conference '13 - Snackable Take Home LessonsPivot Conference '13 - Snackable Take Home Lessons
Pivot Conference '13 - Snackable Take Home LessonsMichoel Ogince
 
Social Media Week 2012 Panel : Beyond Facebook and Twitter
Social Media Week 2012 Panel : Beyond Facebook and TwitterSocial Media Week 2012 Panel : Beyond Facebook and Twitter
Social Media Week 2012 Panel : Beyond Facebook and TwitterMichoel Ogince
 
2012 Social Technology Forecast
2012 Social Technology Forecast2012 Social Technology Forecast
2012 Social Technology ForecastMichoel Ogince
 
Manipulating The Light
Manipulating The LightManipulating The Light
Manipulating The LightMichoel Ogince
 

More from Michoel Ogince (8)

Presentation: 30 Weeks, A Founders Program For Designers
Presentation: 30 Weeks, A Founders Program For DesignersPresentation: 30 Weeks, A Founders Program For Designers
Presentation: 30 Weeks, A Founders Program For Designers
 
Omma Social Presentation '14 NYC
Omma Social Presentation '14 NYCOmma Social Presentation '14 NYC
Omma Social Presentation '14 NYC
 
MediaPost's Social Media Insider Summit '14 - Snackable Take Home Lessons
MediaPost's Social Media Insider Summit '14 - Snackable Take Home LessonsMediaPost's Social Media Insider Summit '14 - Snackable Take Home Lessons
MediaPost's Social Media Insider Summit '14 - Snackable Take Home Lessons
 
Mobile Photography for Brands - A Case Study
Mobile Photography for Brands - A Case Study Mobile Photography for Brands - A Case Study
Mobile Photography for Brands - A Case Study
 
Pivot Conference '13 - Snackable Take Home Lessons
Pivot Conference '13 - Snackable Take Home LessonsPivot Conference '13 - Snackable Take Home Lessons
Pivot Conference '13 - Snackable Take Home Lessons
 
Social Media Week 2012 Panel : Beyond Facebook and Twitter
Social Media Week 2012 Panel : Beyond Facebook and TwitterSocial Media Week 2012 Panel : Beyond Facebook and Twitter
Social Media Week 2012 Panel : Beyond Facebook and Twitter
 
2012 Social Technology Forecast
2012 Social Technology Forecast2012 Social Technology Forecast
2012 Social Technology Forecast
 
Manipulating The Light
Manipulating The LightManipulating The Light
Manipulating The Light
 

Recently uploaded

Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.YounusS2
 
Machine Learning Model Validation (Aijun Zhang 2024).pdf
Machine Learning Model Validation (Aijun Zhang 2024).pdfMachine Learning Model Validation (Aijun Zhang 2024).pdf
Machine Learning Model Validation (Aijun Zhang 2024).pdfAijun Zhang
 
Meet the new FSP 3000 M-Flex800™
Meet the new FSP 3000 M-Flex800™Meet the new FSP 3000 M-Flex800™
Meet the new FSP 3000 M-Flex800™Adtran
 
Building Your Own AI Instance (TBLC AI )
Building Your Own AI Instance (TBLC AI )Building Your Own AI Instance (TBLC AI )
Building Your Own AI Instance (TBLC AI )Brian Pichman
 
COMPUTER 10 Lesson 8 - Building a Website
COMPUTER 10 Lesson 8 - Building a WebsiteCOMPUTER 10 Lesson 8 - Building a Website
COMPUTER 10 Lesson 8 - Building a Websitedgelyza
 
Linked Data in Production: Moving Beyond Ontologies
Linked Data in Production: Moving Beyond OntologiesLinked Data in Production: Moving Beyond Ontologies
Linked Data in Production: Moving Beyond OntologiesDavid Newbury
 
Designing A Time bound resource download URL
Designing A Time bound resource download URLDesigning A Time bound resource download URL
Designing A Time bound resource download URLRuncy Oommen
 
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdfUiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdfDianaGray10
 
UiPath Studio Web workshop series - Day 8
UiPath Studio Web workshop series - Day 8UiPath Studio Web workshop series - Day 8
UiPath Studio Web workshop series - Day 8DianaGray10
 
Videogame localization & technology_ how to enhance the power of translation.pdf
Videogame localization & technology_ how to enhance the power of translation.pdfVideogame localization & technology_ how to enhance the power of translation.pdf
Videogame localization & technology_ how to enhance the power of translation.pdfinfogdgmi
 
Artificial Intelligence & SEO Trends for 2024
Artificial Intelligence & SEO Trends for 2024Artificial Intelligence & SEO Trends for 2024
Artificial Intelligence & SEO Trends for 2024D Cloud Solutions
 
UiPath Studio Web workshop series - Day 7
UiPath Studio Web workshop series - Day 7UiPath Studio Web workshop series - Day 7
UiPath Studio Web workshop series - Day 7DianaGray10
 
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...DianaGray10
 
Introduction to Matsuo Laboratory (ENG).pptx
Introduction to Matsuo Laboratory (ENG).pptxIntroduction to Matsuo Laboratory (ENG).pptx
Introduction to Matsuo Laboratory (ENG).pptxMatsuo Lab
 
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...Will Schroeder
 
UiPath Platform: The Backend Engine Powering Your Automation - Session 1
UiPath Platform: The Backend Engine Powering Your Automation - Session 1UiPath Platform: The Backend Engine Powering Your Automation - Session 1
UiPath Platform: The Backend Engine Powering Your Automation - Session 1DianaGray10
 
UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...
UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...
UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...UbiTrack UK
 
AI Fame Rush Review – Virtual Influencer Creation In Just Minutes
AI Fame Rush Review – Virtual Influencer Creation In Just MinutesAI Fame Rush Review – Virtual Influencer Creation In Just Minutes
AI Fame Rush Review – Virtual Influencer Creation In Just MinutesMd Hossain Ali
 
Computer 10: Lesson 10 - Online Crimes and Hazards
Computer 10: Lesson 10 - Online Crimes and HazardsComputer 10: Lesson 10 - Online Crimes and Hazards
Computer 10: Lesson 10 - Online Crimes and HazardsSeth Reyes
 

Recently uploaded (20)

Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.Basic Building Blocks of Internet of Things.
Basic Building Blocks of Internet of Things.
 
20230104 - machine vision
20230104 - machine vision20230104 - machine vision
20230104 - machine vision
 
Machine Learning Model Validation (Aijun Zhang 2024).pdf
Machine Learning Model Validation (Aijun Zhang 2024).pdfMachine Learning Model Validation (Aijun Zhang 2024).pdf
Machine Learning Model Validation (Aijun Zhang 2024).pdf
 
Meet the new FSP 3000 M-Flex800™
Meet the new FSP 3000 M-Flex800™Meet the new FSP 3000 M-Flex800™
Meet the new FSP 3000 M-Flex800™
 
Building Your Own AI Instance (TBLC AI )
Building Your Own AI Instance (TBLC AI )Building Your Own AI Instance (TBLC AI )
Building Your Own AI Instance (TBLC AI )
 
COMPUTER 10 Lesson 8 - Building a Website
COMPUTER 10 Lesson 8 - Building a WebsiteCOMPUTER 10 Lesson 8 - Building a Website
COMPUTER 10 Lesson 8 - Building a Website
 
Linked Data in Production: Moving Beyond Ontologies
Linked Data in Production: Moving Beyond OntologiesLinked Data in Production: Moving Beyond Ontologies
Linked Data in Production: Moving Beyond Ontologies
 
Designing A Time bound resource download URL
Designing A Time bound resource download URLDesigning A Time bound resource download URL
Designing A Time bound resource download URL
 
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdfUiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
 
UiPath Studio Web workshop series - Day 8
UiPath Studio Web workshop series - Day 8UiPath Studio Web workshop series - Day 8
UiPath Studio Web workshop series - Day 8
 
Videogame localization & technology_ how to enhance the power of translation.pdf
Videogame localization & technology_ how to enhance the power of translation.pdfVideogame localization & technology_ how to enhance the power of translation.pdf
Videogame localization & technology_ how to enhance the power of translation.pdf
 
Artificial Intelligence & SEO Trends for 2024
Artificial Intelligence & SEO Trends for 2024Artificial Intelligence & SEO Trends for 2024
Artificial Intelligence & SEO Trends for 2024
 
UiPath Studio Web workshop series - Day 7
UiPath Studio Web workshop series - Day 7UiPath Studio Web workshop series - Day 7
UiPath Studio Web workshop series - Day 7
 
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
Connector Corner: Extending LLM automation use cases with UiPath GenAI connec...
 
Introduction to Matsuo Laboratory (ENG).pptx
Introduction to Matsuo Laboratory (ENG).pptxIntroduction to Matsuo Laboratory (ENG).pptx
Introduction to Matsuo Laboratory (ENG).pptx
 
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...
 
UiPath Platform: The Backend Engine Powering Your Automation - Session 1
UiPath Platform: The Backend Engine Powering Your Automation - Session 1UiPath Platform: The Backend Engine Powering Your Automation - Session 1
UiPath Platform: The Backend Engine Powering Your Automation - Session 1
 
UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...
UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...
UWB Technology for Enhanced Indoor and Outdoor Positioning in Physiological M...
 
AI Fame Rush Review – Virtual Influencer Creation In Just Minutes
AI Fame Rush Review – Virtual Influencer Creation In Just MinutesAI Fame Rush Review – Virtual Influencer Creation In Just Minutes
AI Fame Rush Review – Virtual Influencer Creation In Just Minutes
 
Computer 10: Lesson 10 - Online Crimes and Hazards
Computer 10: Lesson 10 - Online Crimes and HazardsComputer 10: Lesson 10 - Online Crimes and Hazards
Computer 10: Lesson 10 - Online Crimes and Hazards
 

Vivaki Social PR Workshop

  • 1. VivaKi Social PR Workshop August 15, 2012
  • 2. Agenda Overview & Intros VivaKi Social Strategy Analysis of Social Networks Overview of Free Social Tools Building A Social Strategy & Roadmap Guidelines, Policies & Best Practices Closing Remarks and Q&A LUNCH!! © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 2
  • 3. Our Social Media Sherpas Michael Wiley Michoel Ogince Chief Social Media Officer Director, Product & Platform Strategy VivaKi Big Fuel © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 3
  • 4. Introductions Who are you? What is your role and where does social fit in? Where are you based? Obligatory Awkward Ice Breaker Question: Most interesting or embarrassing person you’re following on Twitter? © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 4
  • 6. 10 years: evolution of social Brands begin shifting LBS & social Enterprises begin considerable shopping take hold. organizing around resources to social Social CRM emerges social business campaigns as a discipline imperatives Brands increasingly name social agencies of record 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 6
  • 7. Preamble Review  Each VivaKi brand must be a competent guide and resource in Social since Clients are looking for ideas simply and efficiently delivered across paid owned and earned connections - Need to understand what will be expected from our Clients  To ensure full suite of expertise is available to each brand we will need to upgrade, share and borrow/buy to fill gaps - Need a framework to benchmark and organize our resources and expertise  All expertise, tools and possible acquisitions will be linked to one of our four large brands or the VNC and we will not be creating a central resource - Need clarity for what a small central global VivaKi social team does relative to the Brands. © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 7
  • 8. Theme 1: Growing Budgets, Strategy Deficits
  • 9. Budgets Continue to Increase © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 9
  • 10. Organizational Indecisiveness Still Reigns © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 10
  • 11. An Optimal Approach Has Marketing at the Center © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 11
  • 12. Lack of Integration © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 12
  • 13. How We Win (Theme 1)  Become the “go to” counselors for social media by:  Giving our MARKETING clients the strategies they need to articulate a path forward for their companies  Insuring that we produce holistic perspectives and integrated solutions that are social by design  Pairing strategies with executional and operational excellence  Offering deep specialization in core social media platforms and disciplines © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 13
  • 14. Theme 2: Social Networking is a Global Opportunity
  • 15. Asia-Pacific has three times as many social network users as North America 4 out of 10 live in the Asia- Pacific region © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 15
  • 16. This year, more than 1.4 billion people worldwide will use social networks © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 16
  • 17. MENA will have highest growth in 2012. Slowest growing: North America © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 17
  • 18. This year, APAC will pass North America as the region with the most Facebook users APAC 212.7 million NORTH AMERICA 157.3 million © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 18
  • 19. China’s social network audience is big – and getting bigger  With Facebook blocked, Chinese social networks and microblog sites will see strong growth © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 19
  • 20. India and Indonesia will see the fastest user growth this year, each up over 50% © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 20
  • 21. Summary  Number of social network users worldwide: 1.4 billion by the end of 2012.  Largest social networking region: Asia-Pacific, with nearly 616 million users by year’s end.  Country with the most social network users: China, with more than 307 million in 2012, nearly double the number in the US.  Countries where social networking is growing the fastest: India and Indonesia, which will each see 50%+ growth in users this year. © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 21
  • 22. The Center of the Universe
  • 25. The New Facebook Formula  Timeline offers broader creative canvas as do stories which can feature photos, videos and links.  Page posts drive paid content  Premium ads to appear in desktop and mobile newsfeeds  Reach Generator increases organic content distribution  Facebook “offers” create viral coupon and promotional opps © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 25
  • 26. Implications for Our Clients  Integration of creative, PR, media and customer care functions is an imperative  Social strategy in general and Facebook in particular must be central to communications planning  Community management and editorial calendars are table stakes; Multimedia storytelling and paid/owned/earned content optimization are differentiators  Premium and marketplace strategies must be in synch  Brands must be “Always On” with iterative testing and campaign spikes to enhance engagement © 2010. All rights reserved. VivaKi. Proprietary and Confidential. 26
  • 27. How We Win (Theme 2)  Big picture: Less thinking, more doing  Articulate cohesive Facebook strategies for clients  Talent development: Create Facebook-centric roles that focus on paid owned earned expertise Brand Architecture and page management Premium and marketplace ads/Fan acquisition Content development/storytelling and optimization Insights, Marketing, Open Graph API expertise  Take advantage of our global footprint to optimize global/regional/local implementations  Leverage our collective spend for our clients’ benefit  Integrate Facebook programs with other paid owned earned efforts © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 27
  • 28. Theme 3: Innovate and Execute on the Run
  • 29. We Need to Evolve Faster No excuses approach:  Talent : Bridge talent and expertise gaps by leveraging staff currently serving in adjacent roles  Tools: Establish clear partners for co-developing and delivering core services and to fill system-wide gaps  Collaboration: Leverage Vivaki/Groupe capability across brands rather than reinventing for speed to market © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 29
  • 30. VivaKi Social Stack What it is:  A framework that establishes core disciplines  A visual means for assessing capability  A common language © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 30
  • 31. The VivaKi Social Stack Data analytics & measurement Listening, monitoring & reporting Conversation research & insights Social CRM Social commerce Social media planning & buying Content strategy, development & management Community management & engagement Influence and Advocacy Social business strategy, design & planning © 2012. All rights reserved. VivaKi. Proprietary and Confidential. 31
  • 32. How We Win (Part 3)  Leverage the Social Stack to upgrade share borrow; improving collaboration, cross-pollination and vendor management  Surface enterprise-level opportunities so that economies of scale can be realized and best practices can be socialized  Source internally first, build only if necessary; Resist the desire to re-invent or duplicate and build in silos  Re-invent the Vivaki Social Council  Create more training opportunities © 2010. All rights reserved. VivaKi. Proprietary and Confidential. 32
  • 33. Conclusions  Social Networking in general and Facebook in particular can be global business growth drivers  We need to move faster – to scale and transition our talent and expertise to meet demand  Clients are looking for deep specialization – we need to provide it  We need to upgrade, share and borrow © 2010. All rights reserved. VivaKi. Proprietary and Confidential. 33
  • 34. Analysis of Social Networks
  • 35. About Big Fuel  Pure-play social media agency  Hollywood meets Madison Avenue  8 teams  Big Fuel Social Labs  Clients: Samsung, T-Mobile, Gatorade, SPG © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 35
  • 36. Analysis of Social Networks © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 36
  • 37. Facebook: Should You Leverage? © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 37
  • 38. Facebook: Should You Leverage? © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 38
  • 39. Facebook Insights  Metrics around content (ROI)  Two categories of insights: - User: page likes, daily active users, new likes/unlikes, demographics, tab views - Interactions: post likes, comments, impressions, mentions, wall posts © 2010. All rights reserved. VivaKi. Proprietary and Confidential. 39
  • 40. Twitter: Should You Leverage? © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 40
  • 41. Twitter: Should You Leverage? © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 41
  • 42. Google+: Should You Leverage? © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 42
  • 43. Google+: Should You Leverage? © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 43
  • 44. YouTube: Should You Leverage?  The world’s second largest search engine  81% of internet users watch online videos  More than just text & still images  Success with pro video & amateur  Direct viewers to social & .com  Built-in analytics © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 44
  • 45. Pinterest: Should You Leverage?  11 million monthly users  Demographic: >80% F, affluent 25-44yrs  Image/photography heavy brand  40% of all social media driven purchases © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 45
  • 46. Pinterest: Should You Leverage? © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 46
  • 47. LinkedIn: Should You Leverage? © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 47
  • 48. LinkedIn: Should You Leverage? © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 48
  • 49. Instagram: Should You Leverage?  80 million users  40% of the top 100 brands on Instagram  Secret weapon: Mobile  Behind the scenes  Influencer marketing network  Viral through hashtags  Customer or employee content curation  Measure: Satigr.am © 2010. All rights reserved. VivaKi. Proprietary and Confidential. 49
  • 50. Instagram: Should You Leverage? © 2010. All rights reserved. VivaKi. Proprietary and Confidential. 50
  • 51. Tumblr: Should You Leverage?  Users: 55% < 34yrs @ 30k per year  Secret weapon: Media  Social product functionality  Fashion brands are a success! Check out Vogue on Tumblr  Media brands: NPR  Short-lived, campaign based © 2010. All rights reserved. VivaKi. Proprietary and Confidential. 51
  • 52. Overview of Free Social Tools
  • 53. Dad: “Michoel…” Me: “Yes, dad?” Dad: “Remember this for life: there is no such thing as a free lunch.
  • 54. The Landscape © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 54
  • 55. Outline  Social Media Management Systems (SMMS)  Facebook Tab Applications  Social Listening © 2010. All rights reserved. VivaKi. Proprietary and Confidential. 55
  • 56. Social Media Management Systems (SMMS)  Publish Content  Listen (in and out of house)  Measure ROI © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 56
  • 57. SMMS: Use Cases  Intense Engagement  Social Broadcasting  Platform Campaign Marketing  Distributed Brand Presence  Tailored Customizations © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 57
  • 58. SMMS: Free Tools HootSuite TweetDeck Buffer App © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 58
  • 59. SMMS: Free Tools - HootSuite  Multiple networks  Scheduled posts  Robust analytics  Facebook insights  Google analytics  Twitter profile stats  Analytics reports  Teams © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 59
  • 60. SMMS: Free Tools - TweetDeck  Multiple networks - limited, single window view  Watch videos in TD  Desktop notifications  Downloadable  No analytics © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 60
  • 61. SMMS: Free Tools - Buffer App  Engagement optimization tool  Freemium model  Post via: - Buffer website - Browser add-ons - Buffer plugin - Buffer email - Analytics © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 61
  • 62. SMMS: For a Few Dollars…  Advanced analytics  Engagement & influence scoring  Top performing posts  Follower demographics  Advanced monitoring  Track relevant keywords  Filter by images, news, blogs  Competitor & industry tracking  Workflow permissioning © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 62
  • 63. Facebook Tab Applications  RSS Feed  Twitter  YouTube  Flickr  Static HTML © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 63
  • 64. Social Listening Platform  Analyze conversations  Breaking links  Trending topics  Recent comments  Trending people © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 64
  • 65. Thank You!  Twitter: @Twabbi  Website: www.mountainclimber.me  Email: michoelo@bigfuel.com © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 65
  • 67. Building a Social Strategy & Roadmap
  • 68. Learnings from Altimeter  20 social experts from across VivaKi  July 18-19th in San Francisco, CA  Intensive two-day workshop on social business strategy development  Led by Altimeter founder and co-author of bestseller Groundswell, Charlene Li  Special appearances/presentations by leading Altimeter research analysts Jeremiah Owyang and Brian Solis © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 68
  • 69. The Social Strategy Process Identify Social Objectives Create A Social Vision Develop Social Initiatives Craft A Coherent Strategy Roadmap Organize for Social Readiness © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 69
  • 70. Identify Social PR Goals © 2012 Altimeter Group
  • 71. Examples of Typical Social PR Goals  Increase brand awareness  Gain new business leads/identify prospective clients  Share thought leadership & unique perspective  Elevate brand positioning  Attract great talent  Promote your best work  Expand your global footprint  Join the industry conversation  Gain insights/feedback on your performance  Stay current on competitive landscape © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 71
  • 72. Prioritize Your Goals Understand the • Objectives may differ: Corporate, top strategic business unit, departmental, objectives for your organization regional, and customer segments. Identify where and how social • Understand how social can potentially initiatives create value make a difference Align social goals • This is and metrics with HARD but attainment of business goals doable! © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 72
  • 73. Prioritize Your Goals Business Goal Business Metric Social Goal Social Metric Maintain leadership Increase retention Implement Use page views, role as home to the rate and new digital employee-centric engagements and best digital talent hires by 20% blog within employer reputation recruitment site, to gauge illustrating why your performance. company is a great place to work Diversify client Increase percentage Leverage social Track clicks, “likes”, portfolio to include of luxury retailer channels to share fans, followers more luxury retailer clients by 10% thought leadership retweets and assess brands on marketplace analytics to trends & place determine how it is greater emphasis translating to behind retail/luxury business leads. goods research & news © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 73
  • 74. Activity – 15 minutes  Individually or with a colleague, think about your agency or team’s business goals.  Complete the Aligning Business and Social Goals & Metrics Worksheet by listing no more than five of your agency’s business goals.  Develop social goals and social metrics for each business goal you list. Be prepared to share your findings with the group. © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 74
  • 75. Create A Social Business Vision © 2012 Altimeter Group
  • 76. A Strategic Social Business Vision  What is it?  A short, engaging and inspiring statement of what your ideal ―customer‖ relationship will look like in the future.  What’s the value? - Focuses on the relationship - Provides clarity on where you are headed - Inspires people to solve for a compelling future - Aligns and guides all aspects of your social business strategy © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 76
  • 77. Vision Statements To humanize the company by connecting constituents with Ford employees and with each other when possible, providing value in the process. Helping People Around the World Eat and Live Better To create a better everyday life for the many people. © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 77
  • 78. Criteria for a Good Social Strategy Vision Statement  Short  Memorable  Aspirational  Actionable  Consistent with business mission & values The secret: Don’t over think it. © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 78
  • 79. Criteria for a Good Social Strategy Vision Statement  Focus on the relationships in the future.  Think of the statement as a story that you could tell about that relationship.  Keep centered with values and purpose that drive your company. These don’t change over time.  Reference your Social Goals, but don’t be tied to them.  Write a statement that will stand the test of time – and of technology.  Do it quickly – your gut reaction is usually right. - Don’t wordsmith! © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 79
  • 80. VivaKi Social Vision Statement To encourage the exploration of ideas that accelerate our clients’ ability to connect with people. © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 80
  • 81. Activity – 15 minutes  5 minutes. Individually, write a ONE sentence vision statement. NOTE: This should be a 3-year vision.  10 minutes. In a small group, share your individual statement. You can choose to revise or combine elements of more than one statement. Be prepared to share your findings with the group. © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 81
  • 82. The Social Strategy Process Identify Social Objectives Create A Social Vision Develop Social Initiatives Craft A Coherent Strategy Roadmap Organize for Social Readiness © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 82
  • 83. Develop Social Business Initiatives © 2012 Altimeter Group
  • 84. Five Categories of Social Business Initiatives Dialog Advocate Learn Support Innovate © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 84
  • 85. Five Categories of Social Business Initiatives Dialog Advocate Learn Support Innovate © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 85
  • 86. Definition of Learn: Using social technologies to listen and learn from customers who are already speaking. 86
  • 87. What Should You Listen For? Metric Insight Brand Sentiment How the public views your brand Conversation Drivers Primary factors influencing conversation about your brand Negative Conversation Drivers Most significant topics negatively influencing your brand (Primary areas of risk) Positive Conversation Drivers Most significant topics positively influencing your brand (Primary areas of opportunity) Performance Over Time How you compare—from a positive and negative standpoint— against past performance Performance Compared to How you compare—from a positive and negative standpoint— Industry Average against competitive set? Performance Compared How you compare against performance benchmarks that you to Benchmark have set for yourselves © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 87
  • 88. Start with basic monitoring tools © 2010. All rights reserved. VivaKi. Proprietary and Confidential. 88
  • 89. Paid Services Provide Monitoring Other Providers: © 2010. All rights reserved. VivaKi. Proprietary and Confidential. and more… © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 89
  • 90. Listening Centers Can Be Basic but Effective Gatorade uses Radian6 and IBM to power its Mission Control Center, which tracks conversations and provides data visualizations & dashboards. Dell uses Salesforce Radian6 to power its social media monitoring of over 22K customer conversations on the social web. © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 90
  • 91. Leverage Local Presence to Listen & Learn Ritz Carlton property managers are known to monitor mentions © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 91
  • 92. Leverage Owned Sites to learn more about your fans/followers Pay attention to likes, shares, retweets and audience interactions © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 92
  • 93. Other Resources for Listening/Learning Review Sites Q&A Sites Blogs/Other Resources © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 93
  • 94. Listening Best Practices  Start with the free and inexpensive tools like Google search, Google blog search, Twitter search.  Use terms related to your services, executives, and competitors.  Quickly advance by using brand monitoring software and services.  Don’t scope too tight or too wide. The savvy will focus on pain points –not just brand mentions. © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 94
  • 95. Five Categories of Social Business Initiatives Dialog Advocate Learn Support Innovate © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 95
  • 96. Definition of Dialog Using social technologies to initiate or respond to conversations in social channels. © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 96
  • 97. Social isn’t just another advertising channel… #notimpressed © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 97
  • 98. Use social to engage in conversations © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 98
  • 99. Build trust before a crisis happens… © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 99
  • 100. And know how to respond © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 100
  • 101. People Don’t Trust Company Representatives “When forming an opinion of a company, if you heard information about a company from each person, how credible would the information be?” Academic or expert 68% Technical expert in the company 66% A person like yourself 65% Regular employee 50% NGO representative 50% Financial or industry analyst 46% CEO 38% Gov't official or regulator 20% Percent responding “very credible” or “extremely credible” Source: Edelman Trust Barometer, January 2012 © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 101
  • 102. Have continuous, not episodic, dialog © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 102
  • 103. Use Author Designations for Personal Touch © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 103
  • 104. Know How to Respond to Antagonists © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 104
  • 105. Dialog Best Practices  Have the right mindset: Once you start, customers are expecting you to maintain the conversation.  Like in real life, the same rules of conversation etiquette apply. Be a good listener, considerate, kind, and thoughtful.  As a best practice, first listen to the conversation then add value to existing discussions.  Rely on ongoing findings from brand monitoring to define a ―conversation calendar.‖  Don’t let antagonists bring down the conversation © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 105
  • 106. Five Categories of Social Business Initiatives Dialog Advocate Learn Support Innovate © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 106
  • 107. Definition of Advocate Recruiting an ―unpaid army‖ of highly engaged fans to promote your brand through social technologies © 2010. All rights reserved. VivaKi. Proprietary and Confidential. 107
  • 108. 5-Phase Approach Formalizing an Advocacy Program Phase 1: Phase 2: Phase 3: Phase 4: Phase 5: Get Ready Identify Build Amplify Voices Foster Growth Internally Advocates Relationships © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 108
  • 109. Identity Advocates  Employees - Advocates for culture, philanthropy, thought leadership and talent  Business Partners - Advocates for industry leadership, joint ventures, groundbreaking work/research, recognition o E.g. Microsoft, Google, AOL, Facebook © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 109
  • 110. How To Find and Engage Them  Create vision and goals  Develop policies and guidelines  Find the right people  Look at #/quality of followers and fans, marketplace influence and overall content.  Inspire them and give them a voice  Help foster passion for your brand; introduce them to interesting things they may not have been privy to before. Celebrate their willingness to vocalize your brand story.  Incentivize them  Thank them for their contributions, whether it be virtually or via small gifts/perks.  Promote their work  Employees: Give them a name by aligning their POV with your brand.  Business Partners: Return the favor and help them promote their brand and their great work. © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 110
  • 111. How to Amplify Voices  Encourage advocates to form and talk to each other  Foster an ongoing dialog  Involve advocates beyond just marketing or support – intake their feedback  Educate advocates at key moments, like during crises  Provide ongoing opportunities, content and platforms, to help amplify advocate voices © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 111
  • 112. Advocacy Best Practices  Don’t only think of advocacy in terms of short-term needs. Cultivate ongoing relationships with enthusiastic employees and partners.  Put advocates front and center –e.g. acknowledge wherever possible to reward their loyalty – and invite them into the company.  Promote partners as they support you – allow relationship to be mutually beneficial in nature, but not disingenuous. © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 112
  • 113. Five Categories of Social Business Initiatives Dialog Advocate Learn Support Innovate © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 113
  • 114. Definition of Support Assisting your customers directly, or by facilitating peer-to-peer support, via social technologies © 2012. All rights reserved. VivaKi. Proprietary and Confidential. 114
  • 115. Support best practices  Mindset: Customers complaints are opportunities, not threats.  Caution: As companies accelerate their social support efforts, responding to customers in social channels reinforces the behavior of complaining in public.  Fix the root issues, beyond the customer complaints.  Know when to support customers –and when to shift to private channels.  Plan for long-term integration of social support into traditional support structures. © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 115
  • 116. Five Categories of Social Business Initiatives Dialog Advocate Learn Support Innovate © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 116
  • 117. Definition of Innovate Using social technologies to source and collect customer feedback on current or future products and services. © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 117
  • 118. Starbucks involves 50 people around the organization in innovation Tens of thousands of customers have submitted, commented, and voted on ideas at My Starbucks Idea. As of March 2012, more than 200 have been implemented. © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 118
  • 119. P&G Looks Outside for Innovation— Consumers, Suppliers and Others “Connect + Develop helps P&G pursue outside ideas, solutions, processes—and even market-ready products” © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 119
  • 120. P&G is Making Outside-In Innovation Increasingly Public and Social “We are interested in collaborating with innovators in areas such as packaging, design, distribution, business models, marketing models, consumer research methods, trademark licensing, technology, and new products or services” – Bruce Brown, CTO, P&G © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 120
  • 121. What Can We Do As PR Professionals?  Crowdsource for creative ideas & content - Find new ways of communicating - Surface compelling stories/achievements to share socially  Become early adopters for new social tech  Be change agents for corporate culture & structure  Support and help publicize agency innovation efforts, celebrate contributors: - Starcom ―Project Greenlight‖ Initiative - The AOL Pool Lane for online video ad models © 2010. All rights reserved. VivaKi. Proprietary and Confidential. 121
  • 122. Innovate best practices  Look inside and outside of your agency for ideas.  Leverage social technologies and train leadership/employees on their benefits  Help socialize innovation efforts internally and externally (depending on whether or not it can be shared)  Provide frequent updates to ideas implemented, or give general status updates of ideas in the works © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 122
  • 123. Craft a Coherent Strategy Roadmap © 2012 Altimeter Group
  • 124. Strategy Roadmap Process © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 124
  • 125. 1. Collect/Brainstorm Potential Initiatives  With your teams, set aside time to brainstorm potential initiatives. - Involve a diverse group of people to get different perspectives. - Use it as an opportunity to build alignment with key players.  Keep centered with your vision statement and clear understanding of social business goals.  Keep strategic with a future time frame, for example, initiatives for the next three years.  Afterward, group similar initiatives together. © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 125
  • 126. 2. Detail Initiatives & Requirements Initiative Name __________________________________________ Category ______________________ Describe the initiative in the following areas, at a high level. Total Priority Score: Leave blank until scoring is done © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 126
  • 127. 3. Prioritize initiatives against business value and capabilities  You can’t do everything, so what is most important to do?  Assess and prioritize initiatives against two primary criteria - Value to the Organization. The value this initiative will bring to your company in terms of supporting primary business objectives (e.g., increasing sales and retention, expansion, providing exceptional customer experience) - Capabilities. The overall capability of your company to execute on this initiative where accounting for incumbent technology, labor, skills, as well as company culture and ability to scale  Add additional criteria only if it’s essential to prioritization © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 127
  • 128. Prioritizing Initiatives with Scoring  Value to the Organization. The value this initiative will bring to your company in terms of supporting primary business objectives (e.g., increasing sales and retention, expansion, providing exceptional customer experience) - 1 = provides very little value - 3 = provides limited value - 5 = provides very strong value to the organization  Capabilities. The overall capability of your company to execute on this initiative where accounting for incumbent technology, labor, skills, as well as company culture and ability to scale - 1 = requires many capabilities that your company currently lacks, - 3 = requires some capabilities your company lacks and others it currently has - 5 = requires few if any capabilities your company doesn’t already have © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 128
  • 129. 4. Build Your Time-based Roadmap  Using your scoring, assemble an initial timetable for your initiatives.  Don’t try to do too much too quickly!  Redo it now from a strategic goal perspective - Are you favoring some goals over others?  Understand how some initiatives need to happen first in order to support future initiatives.  Balance out against how you need to get resources hired/trained and technologies in place. © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 129
  • 130. Example: 3 Year Roadmap  Example: Social Business Initiatives,12-18 Timeline Category Initiative Now – 6 6-12 by months months months months months 18-24 24-30 30-36 months Learn Initiative 1 Dialog Initiative 2 Advocate Initiative 3 Support Initiative 4 Learn Initiative 5 Dialog Initiative 6 Support Initiative 7 Advocate Initiative 8 Innovate Initiative 9 Advocate Initiative 10 Learn Initiative 11 Dialog Initiative 12 Advocate Initiative 13 Support Initiative 14 Innovate Initiative 15 Advocate Initiative 16 Support Initiative 17 © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 130
  • 131. 5. Determine resources needed  Go through your initiatives and document what is needed and when.  Group similar requirements together so that you can easily see what is needed.  Lay out against when you plan to start each initiative, to provide a timeline for resources.  Do this also in conjunction with a Social Readiness assessment to understand your existing capabilities. © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 131
  • 132. Example: Staff Timeline Now – 6 6-12 12-18 18-24 24-30 30-36 Position Initiatives Supported months months months months months months Social Strategist Governance: CoE Community Manager Learn 1, Advocate 3, Support 3 Researcher/ BI Analyst Learn 1, Learn 3, Innovate 2 Learn 2, Learn 4, Support 2, Listening Manager Innovate 1 Support 1, Support 2, Social Customer Lead Innovate 2 Digital Influence/Advocacy Dialog 1, Dialog 2, Advocate 1, Manager Advocate 2 Content Marketing Dialog 3, Dialog 4 Manager © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 132
  • 133. Example: Technology Timeline 90 - 6 6-12 12-18 18-24 24-30 30-36 Technology Initiative 90 days months months months months months months Monitoring Platform All Learn initiatives ESN Employee engagement SMMS Content Marketing Support and Innovate Community Platform initiatives Training Platform Employee engagement Social CRM Support initiatives Market research, Analytics Platform competitive intelligence Innovation Gauge Innovate initiatives Advocacy Platform Advocate initiatives © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential. 133
  • 134. The Social Strategy Process Identify Social Objectives Create A Social Vision Develop Social Initiatives Craft A Coherent Strategy Roadmap Organize for Social Readiness © 2012. All rights reserved. VivaKi. Proprietary and Confidential. 134
  • 135. Guidelines, Policies and Best Practices

Editor's Notes

  1. Blog – have employees participate, enable commenting, etc.
  2. Who are you trying to have a dialogue with via social? Think about that relationship. What are you trying to help them achieve?
  3. You will see that these vary from being very specific to somewhat vague and aspirational.
  4. What value are you providing your audience now and what will you still be providing in the future?
  5. Radian6 enables organizations to become Socially Engaged Enterprises, with the power to understand and gain insights about social media through metrics, measurement, sentiment and analytics reporting. Our social media listening, tracking, monitoring and engagement tools allow organizations to successfully employ a social media strategy and understand the impact the Social Graph and Social CRM have on their success. Radian6 can also provide advice on how to use social media guidelines, best practices, case studies and training for your staff.
  6. http://www.radian6.com/radian6-powers-dells-social-media-listening-command-center/Centralized hubs can be basic but effective. This is NVIDIA’s official social media-monitoring hub, and how we stay plugged into the social web. It also serves as a training center to help NVIDIAns participate in social conversations, using apps like TweetDeck and Spredfast.It also happens to be where Shanee Ben-Zur gets to work every day, keeping an eye on fans’ comments. I take all their feedback and deliver it to the right people here, whether the comments are good, bad or just for fun.The command center boasts eight 22-inch Samsung monitors on a custom wall-mount, powered by two Quadro NVS 450 professional graphics cards. The wall of monitors makes for an impressive display that attracts lots of visitors, including our top execs.  We use watt-stoppers to conserve energy use in the Social Media Command Center when it’s not in use.Whenever we launch a new driver or product, I stay posted at my station to monitor social media traffic, as do others in the customer care and driver teams. When fans have issues, we identify NVIDIA employees who are best suited to help, and mobilize to resolve these issues as quickly as possible. When fans indicate that they like certain features, we try to focus on those in future releases.The Social Media Command Center allows NVIDIA to  address fan feedback quickly. While we may not be able to answer each tweet or forum post directly, fans should know that we’re reading all your comments and we definitely care.
  7. GlassDoor is a resource you can use to see what people are saying about your brandTap into Q&amp;As to see what people are askingWe can learn
  8. Some companies approach social media as just another advertising channelNo one likes to be messaged to like this.
  9. Kohl’s engages in a conversation by asking a question. “What did you get?”Their goal was to engage in a conversation with people. Reference ideas for us
  10. FedEx Response was quick and textbook, but not perceived as authentic. It seemed stiff. Didn’t seem authentic. It also did not link to the original video, but everyone saw it.
  11. Rich Edelman has been blogging weekly since 2004. Need info on Kevin Roberts blog
  12. AARP team members listen and respond on Twitter, with author designations (e.g. ^TG)Good tactic for accounts with multiple uses/posters
  13. MichaelLazerow – CEO of Buddy Media
  14. SOURCE: http://blogs.starbucks.com/blogs/customer/archive/2012/03/30/over-200-ideas-launched.aspxStarbucks has a site where people can make suggestions on how they should improve. The key difference is that the suggestions are public, and people can vote for their favorite suggestions. Here’s an example of automatic ordering. Note that there is a status update here “Under Review”.http://mystarbucksidea.force.com/
  15. “Connect + Develop helps P&amp;G pursue outside ideas, solutions, processes—and even market-ready products—that might meet current or emerging customer needs” – P&amp;G Website50% of product innovations come from outside contributors.
  16. https://secure3.verticali.net/pg-connection-portal/ctx/noauth/PortalHome.doSept 6, 2011 Example of open innovation success: One notable Procter and Gamble problem that was solved by an outside scientist involved a product the company wanted to develop to keep cotton shirts wrinkle-free. P&amp;G could not come with an anti-wrinkle method on its own and so approached a knowledge broker who posted a few details of the dilemma to its network of solvers.From the volume of submissions received a solution was found, though it came from an unusual place, not one that P&amp;G had expected. The answer was sent in from the laboratory of a professor studying polymers related to the semiconductor industry. His idea when applied to garments neatly solved P&amp;G’s wrinkle problem. http://www.ideaconnection.com/open-innovation-success/Open-Innovation-Solution-to-a-Cotton-Shirts-Wrinkling-00144.html
  17. initiative in the following areas, at a high level.