social media management - phase 3 (build)

© 2015 AZBlue | www.AZblueinc.com

AZb

SOCIAL MEDIA MANAGEMENT SERIES

PHASE 3 – BUILD

1


AZb

THE EVOLUTIONARY PROCESS

1. Overview – Imagine!2. Social Management – Phase 1 (Design)3. Social Management – Phase 2 (Optimize)

– Deliverable: Operational Roadmap

4. Social Management – Phase 3 (Build)– Deliverable: Operational Management Document

5. Social Management – Phase 4 (Manage)– Deliverable: User Scenarios

6. Social Management – Phase 5 (Professional Brand-building)7. Social Management – Phase 6 (Sales)

2

OPTIMIZE BUILD MANAGEDESIGN


AZb

THE EVOLUTION OF BRANDS & SOCIAL MEDIA MANAGEMENT

3

Social Brand – Highly interactive and engaged brand uses social media to… • connect with consumers &

customers by anticipating their needs (based on previous)

• drive conversation with constant questions and engaging content

• provide a long-term platform to inspire advocacy and reward loyalty

• highlight the personality of the brand thru people & relationships (vs. corporations)

• connect consumer interaction to brand KPI’s/ROI

• continuously engages in dialog with consumers – not afraid to turn the power of thought to the community

• empower the consumer to speak • share information and provide

insider access• continuously understand the

changing landscape of their market, customer and competitor

• lead rather than follow the market

Social Marketer – Data driven brand uses social media to… • create, grow and manage user

communities• support paid media investment

through content calendars• measure marketing results thru

actions (clicks, likes, follows, shares)

• respond to issues that impact brand perception (Care & PR)

• occasionally start limited engagement with closed-ended comments

Social User – Activity-driven brand uses social media to… • measure traffic and sentiment• craft social tactics around user

generated actions (channels, clicks, sentiment)

• determine success metrics thru quantitative analysis

• reactively change tactics (rare to no engagement)

Social Monitoring Tools

Social Center of Excellence

Social Command Center

Profitability/Margin

No Risk/Reward - Safe Low Risk/Reward – Utilitarian High Risk/Reward – Interactive & Intuitive

Human

Technology


AZb

SOCIAL MANAGEMENT PLATFORM

4

An integration of all Enterprise-wide social media technologies, processes and resources into a singular, social media management platform to

enhance the performance of the business, exceed KPI’s and maximize ROI in Social.


AZb

Before we start, a few questions first…


AZb

KEY DECISIONS NEED TO BE MADE BEFORE PROCEEDING…

• What is the function of the Center? – Lead or Support? – Issue Resolution or Read & Route?

• How will the SMP operate? – What is the standard “workflow” of the SMP (who and how are things managed?)– Will the Center be 7/24, 5/12 or 5/8?– What time zone will the Center be located?– If more than one Center, how they interoperate during shared hours?– What are the hand-off procedures?– Who “owns” the problem and is measured for completion/ success rates?– Are personnel full-time, shared or voluntary?– If shared, where does the budget come from?– Does the Center have Virtual capabilities?– What are the Business Continuity Processes required during outages (e.g. weather or physical

damage)?

6


AZb

DEFINING ISSUES

• How is the Center going to be run? Internal, self-sustaining or as an outsourcing platform to individual Business Units?

• If the former…– How will it be funded?– Who makes up the team?– Are they full-time or part-time between their day job?– Do they need to be in the Center or are they remote?– What are the required skill-sets?– What are the job titles and compensation plans for career growth?– Objectives for management?– What type of training will they receive?– Does it have a separate, autonomous budget?– Reporting requirements?– What is the support process with outside teams e.g. IT, Security, HR and Strategic Partners?

• If the latter…– Who owns the resolution?– What are the commitments levels?– How is it staffed and funded?– How will it be managed in terms of reporting and objectives?

• What technologies, processes and resources exist today?• How will they be integrated?• How will integration be funded?• Who owns the decision-making process?

7


AZb

SMP COMPONENTS

• The following are the basic elements of a Social Center:

– Technology – Platform and tools required to purchase or integrate into a fully-meshed, interactive portal…

• Listening, engagement, measurement, dashboards, internal reporting, CRM, content storage & administration

– Operations – Organizing & aligning existing internal working processes to work/collaborate holistically across the brand and strategic partners (AOR, suppliers, resellers etc.)…

• Listening, engaging, prioritization, content routing & creation, approvals, escalations, training & reports

– Resources – Determining the appropriate internal/external players for staffing & management…

• Skill sets, SME’s, scheduling, reporting structure & management

– Budget – What it costs to build, manage and grow the center based on all of the above.

8


AZb

ARCHITECTURE


AZb

SMP: TECHNOLOGY (PORTAL)

• Building & integrating a real-time social management platform that allows for…– Listening, engagement, content management/publishing, social care,

administrative management & tracking, social CRM data collection, brand & reputation management, measurement and reporting

10

SOCIAL INTERACTION

Social Listening Engagement Platform

SMP – Integrated Suite of “Plug & Play” Technologies & ToolsSocial Media Marketing


AZb

SMP: PROCESS (MANAGEMENT)

• The end-to-end Social Management process…

11

1 2 3

GATHER FILTER AUTOMATE TRACK

4

MANAGE

6

CLASSIFY

5

• Continuous collection of data based upon preset parameters specific to the brand including products, competitors, business units and leadership

• Segment data by content, post metadata, author and channel

•Automated tagging, prioritization, routing & sentiment

• The integration of technology, resources and management processes to identify and manage I/Es that have an impact on the brand, employees, community or customers

•Manual assessment of I/Es once Alerts have been raised to determine the validity of the issue and confirm it requires additional management

•Decision-making process to determine what Issue/Events require to complete the management process e.g. tags (owner) & flags (level of severity)

• The process of resolving the Issue/ Event successfully to completion

•Analysis and documentation of the results of the management process, the SMP and the impacts/value to the Enterprise

•Using intelligence gained during the process to enhance performance going forward (technology, resources & management)

Issue/Event(I/E)

Issue/Event

REPORT

7

OPTIMIZE

8

• Closed – Resolved• Closed – Unresolved• Closed – Continue to Monitor• Open – Requires Follow-up• Open – Continue to Monitor

Phase 2 – Issue/Event Resolution(Process + Resource Driven)

Phase 1 – Issue/Event Identification(Technology Driven)

SMP


AZb

SMP: RESOURCES (ASSETS)

• The three components of the SMP do not work independently requiring highly customized integration, to ensure each function (team) enhances the overall operational success of the platform.

12

SMP Rep(Reports)

SMP Rep(Care)

SMP Rep(PR)

SMP Rep(Marketing)

PlatformManagement

Conversation Routing

Business Intelligence

Channel Support

Vendors AgenciesStrategic Partners

Suppliers

Marketing

BusinessUnits

Legal

Care

HR

PR

Product

Business Intelligence

Sales

Security

Finance

Operations

SOCIAL MANAGEMENT TEAM

TECHNOLOGY TEAM

RESOURCE TEAM


AZb

SMP: DEVELOPING THE INTEGRATED LAYERS

13

1. Classification Standards (Severity, Priority & Functionality)

2. Conversation Routing Process

3. Workload Management (Management and distribution of posts as received

4. Event Response & Escalation

5. Center Activity & Coordination (Product or Press Release) Proactive Planning

6. SME Acceptance & Resolution

7. Response Follow-up

RESOURCES (PEOPLE, ASSETS & BUDGET)

TECHNOLOGY (PLATFORM & TOOLS)

PROCESS (MANAGEMENT)

Level 1 Level 2 Level 3 Level 4 Level 5


AZb

OPERATIONAL WORKFLOW PROCESS


AZb

SMP: DAILY WORKFLOW

• SMP Management starts with the creation of a standardized, step-by-step workflow process that allows the customer to turn every Issue/Event into a simple, and cost effective management process

15


AZb

PHASE 1: ISSUE/EVENT IDENTIFICATION

16

1 2 3

GATHER FILTER AUTOMATE

Description on gathering process & tools

Description on filtering process & tools

Description on automation process & tools

Normal-mode Listening Issue/Event-mode Tracking

Issue/Event

Description on the Alert process when a threshold is crossed

An Issue/Event (I/E) is an occurrence that impacts the Enterprise that begins, is amplified or can be contained/resolved within social media channels. An I/E can be any of the following occurrences that that impact the brand, employees, customers, competitors and the community:• social media conversations about a products or• paid media events (Facebook or advertising)• man-made events (crime/terrorism/politics)• natural events (weather, fire)

When a threshold has been crossed for a predetermined period of time

(e.g. more than 15 minutes) or a keyword is triggered, Alerts are

issued instructing the SMP Team that I/E-mode Tracking (manual checking

& verification) begins

SMP


AZb

PHASE 2: ISSUE/EVENT RESOLUTION

17

SMPR verifies the I/E as a trend (vs. anomaly) through a series of searches and cross-checks to

Description of resources required to complete this stage

SMPR checks the I/E to ensure it has been resolved, met the guidelines of the process (e.g. SLA) and reports final metrics


SMPR uses the business intelligence gained through the I/E to enhance the SMP identification & resolution processes for similar events


Issue/Event-mode Tracking

Issue/ Event

Standard

Non-Standard

TRACK MANAGE REPORT

7

OPTIMIZE

8

CLASSIFY

5

SMP

64


AZb

TRACK: VERIFICATION

18

4

2

Pre-defined Machine Alerts (see Technology Guideline Section below)1

Pre-defined Threshold (see Technology Guideline Section below)

Resources Required:

C

B

TBDA

TBD

TBD

Management Steps:

DTBD

TRACK

4

Issue/ Event


AZb

CLASSIFY: STANDARD ISSUE/EVENTS

19

5

CLASSIFY

VALUEN

Y

ROUTE

MANAGE

65

Level – 5

Level – 4

Level - 3

Standard

C

Pre-defined Management Alerts (see Technology Guideline Section below)A

Pre-defined Tags & Flags (examples in Management Guidelines below)

Resources Required:

No furtheraction

Pre-defined criteria on Standard vs. Non-standard I/Es based on SMP resourcesB

C

D

E

B

The I/E is evaluated as low severity and/or manageable in-house (using existing resources) and is labeled standard

A

Managing the I/E (commitment of resources) is deemed valuable to the brand to move on

Assign the Tag in the Admin section of the tool to ensure the appropriate action-owner is notified

Assign the Flag in the Admin section of the tool to ensure that the I/E is properly prioritized and handled based upon pre-set protocols

Route appropriate contacts based upon pre-set protocols and contact list (see next page) internally or externally

FOther steps taken include:– Management Alerts issued

– Log I/E accordingly to include timestamps, actions taken and contacts assigned

Management Steps:


AZb

CLASSIFY: NON-STANDARD ISSUE/EVENTS

20

5

Brand

Competitive

Marketing

LEVEL - 3

Corporate

No furtheraction

Care

Disruptive/Threat

CLASSIFY

LEVEL - 2

FLAG TAG

VALUEN

Y

ROUTE

5

Non-Standard

MANAGE

6

Management Steps:

C

D

E

B

The I/E is evaluated as high-medium severity, requires support from outside the SMP (resource commitment) and is labeled non-standard

A

Managing the I/E (commitment of resources) is deemed valuable to the brand to move on

Assign the Tag in the Admin section of the tool to ensure the appropriate action-owner is notified

Assign the Flag in the Admin section of the tool to ensure that the I/E is properly prioritized and handled based upon pre-set protocols

Route appropriate contacts based upon pre-set protocols and contact list (see next page) internally or externally

FOther steps taken include:– Management Alerts issued

– Log I/E accordingly to include timestamps, actions taken and contacts assigned

LEVEL - 1

E

D

Pre-defined Risk/Reward (value) assessment guidelines and corporate buy-inC

Pre-defined Tags & Flags (examples in Management Guidelines below)

Pre-set process to obtain Senior Leadership approvals and Legal approvals where required/appropriate

Resources Required:

Pre-defined Management Alerts (see Technology Guideline Section below)A

Pre-defined criteria on Standard vs. Non-standard I/Es based on SMP resourcesB


AZb

CLASSIFY: ROUTING

• The next phase of the SMPs management responsibility is to route the issue (based on the set tags & flags) to the appropriate group contact (inside or outside of the SMP) based upon the predetermined protocols assigned during classification.

– Once the I/E has been classified the following steps are taken to route to the appropriate action owner:

21

6

Non-Standard

MANAGE

6

CLASSIFY

5

3

2

Updated Contact List (see example in Resource Guideline section below) 1

Required Administrative rights

Required IT capabilities to complete Routing task (e.g. Telephone, Email, Skype Account, Teleconference equipment, Fax etc.)

Resources Required:

ROUTE

5

Standard

5

C

B

SMPR determines the appropriate contact (based on Tag) from the SMP Contact List (Example provided in Resource Guidelines Section below)

A

SMPR notifies the contact via pre-set guidelines (e.g. Email, Telephone, Fax etc.)

SMPR confirms I/E was routed appropriate and receipt confirmation obtained

DSMPR logs I/E accordingly to include timestamps, actions taken and contacts assigned

Management Steps:


AZb

MANAGE: STANDARD ISSUE/EVENTS

22

6

6

MANAGE

6

CLASSIFY

5Engage

C

B

I/E is received and acknowledgedA

The SMPR engages appropriately using the SMMS/Engagement platform using pre-approved content

The actions are logged with date, time and steps taken

Management Steps:

Pre-approved content stored in a Data-vault or easily accessed online libraryA

Resources Required:

Administrative approval to engage from SMP Manager (SMPM)B

Notification process set up to alert SMPM that there are engagements requiring review and approval prior to release

C

Approval process set up in the tool to review, edit, approve and release the engagementD

Standard


AZb

MANAGE: NON-STANDARD ISSUE/EVENTS

23

6

6

Non-Standard

MANAGE

6

CLASSIFY

5

PRIORITIZE

Escalate

SLA

Follow Up

C

D

E

B

TBDA

TBD

TBD

TBD

TBD

Management Steps:

C

B

TBDA

TBD

TBD

Resources Required:


AZb

MANAGE: ENGAGE

• Description

24

6

Non-Standard

Engage

C

B

TBDA

TBD

TBD

Resources Required:

CLASSIFY

5Standard

C

D

E

B

TBDA

TBD

TBD

TBD

TBD

Management Steps:

MANAGE

6


AZb

REPORT: SMP PERFORMANCE RESULTS

• The final stage of the SMPs role in the I/E resolution management process (standard or non-standard) is to provide the resolution team/lead with progress, status and results of the issue until cataloged as closed or unresolvable.

25

7

Standard

REPORT

6

Non-Standard

MANAGE

6

CLASSIFY

5

• Closed – Resolved• Closed – Unresolved• Closed – Continue to Monitor• Open – Requires Follow-up• Open – Continue to Monitor

C

B

TBDA

TBD

TBD

Resources Required:

REPORT

7

C

D

B

Track the issue through the management process to determine I/E resolvedA

Provide Alerts & Notifications if issue has not changed

Assess the I/E to determine status and log the status when completed

Provide a daily, weekly, monthly and quarterly reports on aggregate results to each group as needed to measure success.

Management Steps:


AZb

OPTIMIZE: IMPROVING SMP FUNCTIONALITY & RESULTS

• As part of the continuous intelligent learning process, the SMP Team uses the data & lessons learned from each I/E resolution by incorporating it back into all three components to improve both performance and ROI.

26

8

C

B

TBDA

TBD

TBD

Resources Required:

OPTIMIZE

83

AUTOMATE SMP

C

B

TBDA

TBD

TBD

Management Steps:


AZb

CLASSIFICATION STANDARDS


AZb

CLASSIFICATION STANDARDS

What• Create standards in which conversations are managed and assigned based on Severity/

Priority Flags and Functional Tags (e.g. Care vs. PR)

How• Conversations to be reviewed by overall traffic volumes and broken down into

percentages of totals by:– Type of severity, priority, ownership (e.g. Care or PR), actionability, time frame requires for

response

28

• Conversations are then assigned a Level in which the following resolution process would take place– Needs immediate attention and escalation– Needs resolution in-house (Standard) or by SME Network (Non-Standard)

• KPI’s assigned to manage process

• Conversations are then tagged or assigned into folders within platform for management and assignment


AZb

FUNCTIONAL FLAGS – DEFINED

• What is the level of impact on the brand and the priority it should be assigned to resolve?

• Severity levels are assigned from 1-5 (from highest to lowest priority) and determine a specific protocol to follow, need for resource assignment and assists in support including escalation, follow up and executive sponsorship

• Function Flags– Severity 1 – Very High– Severity 2 – Medium High– Severity 3 - Average– Severity 4 - Low– Severity 5 – Little to none

29


AZb

I/E CLASSIFICATION: FLAGGING

• The most important factor in determining next steps is to understand the severity/necessity or priority of the issue based on both negative and/or positive impacts:

Extremely high visibility or impact on people, brand or the corporation. Can either be negative issue (threat or loss) or positive issue (opportunity for Client)

High visibility or impact on people, brand or the corporation. Can either be negative issue (threat or loss) or positive issue (opportunity for Client)

Medium visibility or impact on people, brand or the corporation. Can either be negative issue (threat or loss) or positive issue (opportunity for Client)

Low to Medium impact on people, brand or the corporation. Can either be negative issue (threat or loss) or positive issue (opportunity for Client)

Low to no visibility or impact on people, brand or the corporation. Can either be negative issue (threat or loss) or positive issue (opportunity for Client)

30

LEVEL - 3

LEVEL - 2

LEVEL - 1

LEVEL - 4

LEVEL - 5


AZb

FUNCTIONAL TAGS – DEFINED

• Is the conversation “ACTIONABLE”?• What is the nature of the conversation which determines which

resource will own and resolve?• Function Tags

– Products & Services– Offers– Account issues or Customer Management– Advocacy Programs

31


AZb

I/E CLASSIFICATION: TAGGING

• Which of the following categories does the event align with:Disruptive Events/Threats – The I/E is specific to a Disruption or Threat to Client employees, facilities, assets or properties including the SMP and range from outages to Terrorist/Criminal threats.

Customer Issues – The I/E is specific to a customer problem, concern or opinion (Retention)

Corporate Issues – The I/E is specific to clients Corporate policies (e.g. Regulatory, Earnings, Leadership issues)

Competitive Issues – The I/E is specific to a clients competitors that provide an opportunity to drive new business

Marketing Issues – The I/E is specific to a clients marketing efforts (media and/or product)

Brand Trends – The issue/event are specific to a clients products & services (questions, problems and inquiries – Acquisition)

32

Brand

Competitive

Marketing

Corporate

Care

Disruptive/Threat


AZb

CONVERSATION ROUTING PROCESS

What• Manage traffic per client Prioritization Classification standards.How• Posts are monitored real-time via the Social Media Portal (monitoring platform & tools)• Conversations are tracked and routed to appropriate folder • SMP Associate is notified via email that post has been assigned.• SMP Associate responds:

– Via direct response in Engagement Manager

– Use of pre-written/approved responses in Vault

– Cut and past URL to links

33

• SMP Manager is notified and checks response and approves to release post.

• Reports Manager tracks daily/weekly results and produces snapshot reports

• Results are measured against KPI’s on monthly basis


AZb

RESPONSE FOLLOW-UP

What• Tracking resolution and measuring change

How• Responses are tagged for follow-up by SMP Associate when responding.• SMP Associate tracks based upon Prioritization assignment (e.g. Level 1 every 2-4 hours;

Level 2 every 4-8 hours etc.) • If continued conversation is monitored by Social Management (Conversation Routing)

Team post is reassigned back through process and SMP Associate is notified

34


AZb

RESOURCES


AZb

CENTER ACTIVITY & COORDINATION

What• Develop an operational plan for resources and day-to-day functionality

How• Engagement Manager based upon client priority level standards.• SMP Manager reviews and categorizes as “Standard” • SRMC Associate receives posts (email notification or system flag) and takes action within

prescribed time period based upon Service Level of Prioritization assignment• SRMC Associate engages appropriate SME Network Support resource• SMP Associate completes engagement within allotted time and follows up as appropriate

36


AZb

WHAT IS THE FUNCTION OF SMP FTES?

• Do-it-all– Classify and prioritize inbound posts– Respond directly to posts– Collect responses from SME network for posting– Ongoing monitoring and follow up

• Traffic control– Classify and prioritize inbound posts– Route to SME network for posting and resolution– Managing process to ensure SLAs met

• Hybrid

37


AZb

SMP – BUDGET

• Developing a cost structure that covers building & day-to-day management of the center, processes and physical elements from power to content

38

# SMP Associate[s] x # Hours x $X/HR = $X/Year

# SMP Manager[s] x # Hours x $X/HR = $X/Year

Resources x Unit Costs x $X/YR = $X/Year

Training x # Hours x $X/HR = $X/Year

Technology x 12 Months x $X/YR = $X/Year

Operational Overhead x 12 Months x $X/YR = $X/Year

Services (Optimization) x Fee Cost x $X/YR = $X/Year

Content Development x # Pieces x $X/YR = $X/Year

Total = $X/Year


AZb

WHAT ELSE???

• How many resources are required to perform “Day 1” based upon traffic loads?– Are there existing resources we can leverage on Day 1?– Should additional resources be hired to perform this function?

• Who provides back up for support?• Who has ownership/lead on specific posts?• What are the hours of the SMP? 5x9, 7x24?• What are the standards that the Center can measure in terms of daily volumes

(e.g. if the center creates KPI’s to address “X” percentage of Level’s 1-6, do they have the appropriate resources and escalation processes set up to be measured to those standards?

39


AZb

NEXT STEPS…