More Related Content Similar to Vivaki Social PR Workshop Similar to Vivaki Social PR Workshop (20) More from Michoel Ogince (8) Vivaki Social PR Workshop2. 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!!
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3. Our Social Media Sherpas
Michael Wiley Michoel Ogince
Chief Social Media Officer Director, Product & Platform Strategy
VivaKi Big Fuel
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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?
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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
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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.
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9. Budgets Continue to Increase
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11. An Optimal Approach Has Marketing at the
Center
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12. Lack of Integration
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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
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15. Asia-Pacific has three times as many social
network users as North America
4 out of 10
live in the Asia-
Pacific region
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16. This year, more than 1.4 billion people
worldwide will use social networks
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17. MENA will have highest growth in 2012.
Slowest growing: North America
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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
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19. China’s social network audience is big –
and getting bigger
With Facebook blocked, Chinese social networks and
microblog sites will see strong growth
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20. India and Indonesia will see the fastest
user growth this year, each up over 50%
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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.
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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
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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
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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
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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
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30. VivaKi Social Stack
What it is:
A framework that establishes core disciplines
A visual means for assessing capability
A common language
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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
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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
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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
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
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36. Analysis of Social Networks
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37. Facebook: Should You Leverage?
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38. Facebook: Should You Leverage?
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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
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40. Twitter: Should You Leverage?
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41. Twitter: Should You Leverage?
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42. Google+: Should You Leverage?
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43. Google+: Should You Leverage?
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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
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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
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46. Pinterest: Should You Leverage?
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47. LinkedIn: Should You Leverage?
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48. LinkedIn: Should You Leverage?
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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
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50. Instagram: Should You Leverage?
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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
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54. The Landscape
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55. Outline
Social Media Management Systems (SMMS)
Facebook Tab Applications
Social Listening
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56. Social Media Management Systems (SMMS)
Publish Content
Listen (in and out of house)
Measure ROI
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57. SMMS: Use Cases
Intense Engagement
Social Broadcasting
Platform Campaign Marketing
Distributed Brand Presence
Tailored Customizations
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58. SMMS: Free Tools
HootSuite TweetDeck Buffer App
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59. SMMS: Free Tools - HootSuite
Multiple networks
Scheduled posts
Robust analytics
Facebook insights
Google analytics
Twitter profile stats
Analytics reports
Teams
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60. SMMS: Free Tools - TweetDeck
Multiple networks
- limited, single
window view
Watch videos in
TD
Desktop
notifications
Downloadable
No analytics
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61. SMMS: Free Tools - Buffer App
Engagement optimization tool
Freemium model
Post via:
- Buffer website
- Browser add-ons
- Buffer plugin
- Buffer email
- Analytics
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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
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64. Social Listening Platform
Analyze conversations
Breaking links
Trending topics
Recent comments
Trending people
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65. Thank You!
Twitter: @Twabbi
Website: www.mountainclimber.me
Email: michoelo@bigfuel.com
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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
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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
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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!
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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
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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.
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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
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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.
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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.
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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.
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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.
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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
84. Five Categories of Social Business Initiatives
Dialog
Advocate
Learn
Support
Innovate
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85. Five Categories of Social Business Initiatives
Dialog
Advocate
Learn
Support
Innovate
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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
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88. Start with basic monitoring tools
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89. Paid Services Provide Monitoring
Other Providers:
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and more…
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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.
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91. Leverage Local Presence to Listen & Learn
Ritz Carlton property
managers are known to
monitor mentions
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92. Leverage Owned Sites to learn more about
your fans/followers
Pay attention to
likes, shares,
retweets and
audience
interactions
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93. Other Resources for Listening/Learning
Review Sites Q&A Sites Blogs/Other
Resources
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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
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96. Definition of Dialog
Using social technologies to initiate or
respond to conversations in social channels.
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97. Social isn’t just another advertising
channel…
#notimpressed
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98. Use social to engage in conversations
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99. Build trust before a crisis happens…
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100. And know how to respond
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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
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102. Have continuous, not episodic, dialog
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103. Use Author Designations for Personal Touch
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104. Know How to Respond to Antagonists
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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
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106. Five Categories of Social Business Initiatives
Dialog
Advocate
Learn
Support
Innovate
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107. Definition of Advocate
Recruiting an ―unpaid army‖ of highly
engaged fans to promote
your brand through social technologies
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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
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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
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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.
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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
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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.
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113. Five Categories of Social Business Initiatives
Dialog
Advocate
Learn
Support
Innovate
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114. Definition of Support
Assisting your customers directly, or by
facilitating peer-to-peer
support, via social technologies
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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.
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116. Five Categories of Social Business Initiatives
Dialog
Advocate
Learn
Support
Innovate
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117. Definition of Innovate
Using social technologies to
source and collect customer
feedback on current or future
products and services.
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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.
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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”
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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
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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
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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
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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.
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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
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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
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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
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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.
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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
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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.
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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
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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
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Editor's Notes Blog – have employees participate, enable commenting, etc. Who are you trying to have a dialogue with via social? Think about that relationship. What are you trying to help them achieve? You will see that these vary from being very specific to somewhat vague and aspirational. What value are you providing your audience now and what will you still be providing in the future? 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. 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. GlassDoor is a resource you can use to see what people are saying about your brandTap into Q&As to see what people are askingWe can learn Some companies approach social media as just another advertising channelNo one likes to be messaged to like this. 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 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. Rich Edelman has been blogging weekly since 2004. Need info on Kevin Roberts blog AARP team members listen and respond on Twitter, with author designations (e.g. ^TG)Good tactic for accounts with multiple uses/posters MichaelLazerow – CEO of Buddy Media 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/ “Connect + Develop helps P&G pursue outside ideas, solutions, processes—and even market-ready products—that might meet current or emerging customer needs” – P&G Website50% of product innovations come from outside contributors. 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&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&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&G’s wrinkle problem. http://www.ideaconnection.com/open-innovation-success/Open-Innovation-Solution-to-a-Cotton-Shirts-Wrinkling-00144.html initiative in the following areas, at a high level.