strathclyde mba social media class, bahrain august 2012
DESCRIPTION
Strathclyde MBA Social Media Class, Bahrain August 2012TRANSCRIPT
Social Media: Strategy and Management
Dr Jim Hamillwww.energise2-0.comwww.twitter.com/drjimhamillAugust, 2012
Course Overview
The Social Media Revolution……
• Key issues involved in developing, implementing and proactively managing an effective social media strategy for building sustained customer and competitive advantage
• A simplified Balanced Scorecard approach will be used to ensure that social media actions and initiatives are fully aligned with and supportive of core business goals and objectives
• A key focus will be the use of agreed KPIs and targets to measure on-going social media performance and business impact
Learning Outcomes
Subject specific knowledge and skills: • Opportunities and threats presented by the Social Media
Revolution• Key issues involved in developing an effective Social Media
Strategy• Steps involved in successful strategy implementation and
management• Key social media success factors• Balanced Scorecard approach to measuring social media
performance and business impact• Organisation, people and resource issues critical to social media
success• Practical case examples of social media in action• Importance of becoming a ‘social business’
Learning Outcomes
Cognitive abilities and non-subject specific skills:• Undertake a social media landscape analysis for your organisation• Set up a Social Media Listening System• Develop an agreed Social Media Strategy for your organisation• Agree the core business objectives, goals and targets to be
achieved• Identify the key social media actions and initiatives to be
implemented and an ‘Action Plan’ for getting there• Agree the Key Performance Indicators (KPIs), metrics and
analytics to be used in measuring social media performance, business impact and ROI
• Ensure that all key success factors have been considered• Gained experience in participating in an online mutual support and
e-learning community
Teaching and Learning Methods
The four main teaching and learning methods used in the class will be:
• Lectures and related support material• Open discussion and debate in class• Group work in developing an agreed Social Media Strategy for
an organisation of your own choice• Group presentation
Questions
If you have any questions, don’t bother asking because I don’t really care if you have any questions, what your opinion is or what you think. If you ask a question I will ignore you
How many companies treat their customers that way? How ‘social’ is your organisation?
A conversationnot a broadcast
presentation
Assignment
• The assessment for this class will be a group assignment involving a class presentation and preparation of a Social Media Strategy Document for an organisation of the group’s own choice (Word limit: 3,000 words)
• Students failing to pass the assignment with a mark of 50% or
more will be required to resubmit
Agenda
• Understanding the Basics - The Social Media Revolution; Social Media in Action – Examples; Key Things to Remember about Social Media; Social Media Listening System
• ‘Getting There’ – Social Media Planning Pays– Social Media Strategy Development– Implementation– Performance Measurement and Business Impact
• From Social Media to Social Business
Timetable
Thursday (all day) & Friday (AM)– ‘Lectures’ and class discussion
Friday (PM) & Saturday (AM)– Group work
Saturday (PM)– Group presentations
Assignment/Group Work
Groups of 4/5 students
Taking an organisation of your own choice, evaluate the progress made in adopting social media. Your evaluation should cover use of social mediaon the organisation’s own web site and the extent of their involvement in external social media sites.
Make strategic recommendations for improvement
Let’s start with a few questions?
Social Media: The State of Play
Where are we in our use of social media?
What progress has been made?
Where are we going?
Social Media in the Arab World
http://mashable.com/2012/06/08/arab-world-facebook-twitter
/
eConsultancy Report
% penetration of social media (June 2012)
Number and % of Facebook Users
No. of New Facebook Users (Jan to June, 2012)
What road are we on?
Our View on Progress Made
Interest and enthusiasm has grown rapidly
Channels are being set up
But lack of strategic planning leads to problems down the line - resourcing, content, customers, performance measurement, business impact and ROI
A broadcast mentality prevails…….
Is there something fundamentally wrong with our
approach to Social Media?
Something Wrong…..
Are we using social media as just another PR/marketing channel for broadcasting messages AT customers telling them how good we are?
Is anyone listening anymore?
Have the rules of businesschanged?
Be Social
New ‘mindsets’ are required to be successful in social media
‘BE SOCIAL BEFORE
DOING SOCIAL’
Be ‘Customer Led’
Talking WITH rather than AT your customers is the core foundation of a successful social media strategy
The basis of a good conversation is to listen first
‘Social Media Planning Pays’
The Social Media Revolution
Web 2.0/Social Media
An Overview
»Applications»Features and Characteristics»Implications
Business/Marketing 2.0Web 2.0 Applications
Open sourceOnline Applications/ Web ServicesSocial/ Prof Network SitesSocial Content – Social BookmarkingBlogs or WeblogsWikisPodcasts/ VodcastsVirtual RealitiesMash UpsRSS FeedsMobile Web; Internet TelephonyTwitter
Characteristics
Communities and NetworksOpennessSharingPeeringHosted Services – online applications; the Internet as the platformInteractivitySocial ElementMass CollaborationEmpowermentGlobal
Impact – Wikibusiness
MindsetBusiness IntelligenceCustomer Insight and
UnderstandingCustomer InteractionEnhanced Customer Experience
– Rich Internet ApplicationsReputation ManagementSales and Marketing Product Development and R&D
e.g. engage and co-createIT/Software/ApplicationsOperations, Internal Processes
and HRM
Social Media in Plain English
How important has it become?
The Social Media Revolution
Potential Business Benefits of Social Media
Business Benefits
Market Knowledge
Customer Insight and Understanding
Customer Interaction
Enhanced Customer Experience
Business Intelligence
Reputation Management
Business Benefits
Improved Sales and Marketing
Identify and network with high value, high growth prospects
Product Development and R&D e.g. engage and co-create
Internal cost savings
Improved Operations and Internal Processes
Increased ROI
Potential Business Benefits
5 main areas:
• Market/Customer Knowledge & Insight
• Engagement & Reputation Management
• Enhanced Customer Experience and Loyalty
• Sales/Marketing Effectiveness, Efficiency and ROI
• Operations/ Internal Processes (open source and hosted apps)
Social Media in ActionQuick Examples
In a Web 2.0 Era, the Brand Becomes the Customer Experience of the
Brand
A quick ‘personal experience’
Dubai Hotel
From the web site
• This 5-star hotel and residence offers European hospitality with an unmistakable French touch. The hotel consists of 318 beautifully appointed guest rooms/suites, while the residence offers 112 fully furnished and equipped deluxe Studios and 1-3 bedroom apartments.
• The ultimate in comfort, we offer 318 luxuriously elegant rooms and suites.
• Take a trip. Escape. Go and visit somewhere new and see if we are there… Give in to that irresistible wanderlust. Discovering and staying in the most exceptional hotels in the world has become the modern-day Graal, a game, a quest…
The Customer Experience of the Brand
Tripadvisor
From Tripadvisor
• It's getting old, the rooms are unappealing and it will never be more than a business hotel
• Being a Sofitel hotel we expected something quite 'flashy' unfortunately we were let down. The rooms, although comfortable and clean, were not of the standard we expected and were definately not what we expected after looking at the photos on the hotel's website.
• Booking my stay via the Sofitel website after a pleasant experience at several other Sofitel locations over the past 2 years with my new job I was looking forward to a 5 star luxury stay after a stressful business trip. My expectations were reasonable, however certainly not met by this hotel
United Breaks Guitars
Crowdsourced NPD
The rules of the game have changed
The 5 key things to remember about Social
Media
1. It’s a Revolution
A fundamental and revolutionary changein online behaviour, expectations and the online customer experience. The end of the ‘read only’ internet
Content generated by the network for the network
We are no longer passive consumers of content/brand messages
2. It’s Social
A conversation not a broadcast platform
Conversations are taking place relevant to your brand – are you listening?
The Connected Consumer
3. Power Shift
Social media empowers customers, empowers the network
We no longer control the brand The brand becomes the customer
experience of the brand – experiences that are widely
shared online
4. Declining Effectiveness
Declining effectiveness of traditional approaches to sales and marketing Does anyone listen any more?
We are no longer passive sheep waiting to be ‘driven’ to your web site
If you treat us like sheep, we will tell youto ‘flock off’.
Do You Listen?
Source: The Future of Advertising, APA, 17/02/09 as published on Slideshare (www.slideshare.com)
Do You Listen?
5. The End of Business as Usual
New ‘mindsets’, new business approaches and new performance measures are required
NOT a broadcast medium. Its about listening to and engaging with customers, partners, your community, your tribe
This is something we are not very good at doing. We prefer telling people how good we are
The End of Business as Usual
‘Winners’ will be those organisations who fully utilise the interactive power of Web 2.0
technology for engaging with and energising customer and network relationships
New Performance Measures
• Business success depends on the quality of your customer base; the strength of the relationship you have with quality customers; and your ability to leverage that relationship
• In a social media era, business success depends on the
– Quality of your network– Relationship strength– Ability to leverage
The 6Is Approach
Performance Measurement
Involvement – network/community numbers/quality, time spent, frequency, geography
Interaction – actions they take – read, post, comment, reviews, recommendations
Intimacy – affection or aversion to the brand ; community sentiments, opinions expressed etc
Influence – advocacy, viral forwards, referrals and recommendations, social bookmarking
Insight – customer insight Impact – business impact
Social Media Monitoring Tools –Audit, Assess, Impact
The ‘6Is’ Approach
Insight and Impact
Involvement
InteractionIntimacy
Influence
Bob DylanCome gather 'round people
Wherever you roamAnd don’t criticise
What you can't understandYour sons and your daughters
Are beyond your commandYour old road is
Rapidly agin‘Then you better start swimmin’
Or you'll sink like a stoneFor the times they are a-changin’
A note on Inbound Marketing
Inbound Marketing
Spread your content as widely as possible to get found
Pull people to your web site, blog etc
Flood your ‘funnel’ with suspects
Analyse and Convert
Inbound Marketing
Inbound Marketing
What’s wrong with this approach?
Drowning in an Sea of Noise
Our Response
The Customer Manifesto
We are not sales suspects, prospects or leads. We do not want to be converted
We are no longer an ‘audience’We are people. In fact, ‘We Are The People’
We are your customers and we are King! Social media empowers us. We control the Information Age.
Welcome to our world, not yours!
The Customer Manifesto
Don’t treat us like passive sheep waiting to be driven to your web site or blog
Use social media to deliver exceptional Customer Experiences
That way, we will become brand advocates and ‘spread the word’ for you
Our network will listen more to us than you
Customers are the Revolution
‘Getting There’
Social Media Strategy Development and Implementation
Practical Adviceand Next Steps to Avoid the Road to Nowhere
‘Social Media Planning Pays’
‘Social Media Planning Pays’
Key Steps in Developing, Implementing and Managing a Successful Social Media
Strategy
Social Media Development Cycle
SM Development Cycle
Five Key Areas
1. External Analysis: Evaluate Your Social Media Landscape
2. Internal Analysis: Evaluate Your ‘Readiness to Engage’
3. Develop Your Social Media Strategy and Action Plans for ‘Getting There’
4. Evaluate Your Social Media Performance and ROI
5. Organization, People and Resource Issues
Social Media Strategy and Action Plans
Use a Simplified Balanced Scorecard
• Will ensure that the social media actions and initiatives you take are fully aligned with and supportive of your overall business goals and objectives; that KPIs are agreed for monitoring and evaluating social media performance, business impact and ROI; and all key success factors are considered, especially the organization, people and resource aspects critical to successful strategy implementation
• A Scorecard approach can also be very useful for internal and external communications – a simple framework to present social media goals, objectives, key actions and initiatives to colleagues, partners and other stakeholders
Social Media Balanced Scorecard
• Not ‘paralysis by analysis’. By providing an agreed framework to follow, the Balanced Scorecard considerably speeds up strategy development and implementation
• The steps involved can be captured in a Social Media Strategy Map
• Five key questions to address……
Social Media Balanced Scorecard
• What is the overall social media vision for your organization?
• What are the key objectives and targets to be achieved?
• Who are your customers?
• Key Actions and Initiatives
• Organisation, Resource and People Issues
Social Media Strategy Map
Brief statement of your overall 2.0/Social Media Vision and Mission Strategic Objectives Customer Perspective Internal Management Perspective Organisation Perspective
Strategic Objectives KPIs / Targets
KPIs / Targets KPIs / Targets
KPIs / Targets
Customer Group 1
Customer Group 2
Customer Group 3
Customer Group 4
2.0/Social Media Initiative 1 - Objectives - KPIs - Targets - Actions
2.0/Social Media Initiative 2 - Objectives - KPIs - Targets - Actions
2.0/Social Media Initiative 3 - Objectives - KPIs - Targets - Actions
2.0/Social Media Initiative 4 - Objectives - KPIs - Targets - Actions
Organisation People Resource
Key Questions to Address
• What is the overall social media vision for your organisation?• What are the key objectives and targets to be achieved from
social media? Are these fully aligned with and supportive of your overall business goals and objectives?
• Who are your customers? Where do you find them ‘hanging out’ on social media? How can you best engage with them?
• What are the main Social Media Actions and Initiatives you need to take – short, medium and longer term?
• What generic social media strategy should you follow (number of channels used/ depth of engagement in each channel)?
Key Questions to Address
• For each priority Social Media Channel, what are your core objectives for that channel; what KPIs will be used for measuring on-going channel performance; what are your targets for each KPI; what key tasks are needed to achieve these targets?
• Do we have the right organisational ‘culture’ and ‘mindset’ for Social Media? ‘Be social before doing social! Is the right organisational and decision-making structure in place?
• Has agreement been reached on resource allocation?• Who will be responsible for your social media activities? What
balance has been agreed between internal and external roles and responsibilities?
Key Questions to Address
• Who is the Social Media Champion?• Do you have agreed Social Media Policies and Guidelines in
place covering ‘Proper Use’, ‘Content Management’, ‘Customer Response Times/Quality’ and ‘Legal’ aspects?
• Performance evaluation and business impact
Potential Business Benefits of Social Media
Business Benefits
Market Knowledge
Customer Insight and Understanding
Customer Interaction
Enhanced Customer Experience
Business Intelligence
Reputation Management
Business Benefits
Improved Sales and Marketing
Identify and network with high value, high growth prospects
Product Development and R&D e.g. engage and co-create
Internal cost savings
Improved Operations and Internal Processes
Increased ROI
Potential Business Benefits
5 main areas:
• Market/Customer Knowledge & Insight• Engagement & Reputation Management• Enhanced Customer Experience and Loyalty• Sales/Marketing Effectiveness, Efficiency and ROI• Operations/ Internal Processes (open source and hosted apps)
‘Be Customer Led’
Be Customer Led
• Who are our customers, community, tribe?
• Where do they hang out in social media?
• How can we best use Social Media to deliver an exceptional customer experience at all stages of the customer life cycle?
Who Are Your Customers?
• Your Social Media Strategy should be aimed at building a ‘quality’ customer base i.e. a strong online network of high value, high growth potential customers providing your company with a strong foundation for achieving sustained growth and profitability
• First step:– Undertake a detailed Customer Mapping and
Segmentation Analysis to identify your ‘Most Valuable’ and ‘Most Growable’ customers (actual and potential)
Strategically position your customers on a Customer Value
Matrix based on
Customer AttractivenessProbability of Success
Customer Value Matrix
Strategic Implications
Quality Customer Growth Programme
Business Benefits of this Approach
• Concentration of effort and resource on `quality’ customers – your ‘Most Valuable’ and ‘Most Growable’ customers
• Improved value delivery to existing high value customers. Build learning relationships with them allowing you to better service their emerging needs and wants through highly customised and personalised products and services
• Maximise customer retention, loyalty and advocacy; ‘Up’ and ‘Cross’ selling opportunities
• Maximise customer profitability and lifetime value
Business Benefits of this Approach
• Acquiring new `quality’ customers becomes easier because you have got it right for existing customers
• Cost savings and improved marketing/sales efficiency through targeting limited resources on `quality’ customers (actual and potential)
• Building sustained customer and competitive advantage through customer differentiation and brand advocacy
• Erection of loyalty barriers preventing your competitors from stealing your `best’ customers
The Customer Experience
Use Social Media to enhance the customer experience at all stages of
the Customer Life Cycle
Customer Lifecycle
Implementation and Performance Measurement
– Channel Action Plans– Performance Measurement– Organisation, Resource, People
Channel Action Plans
• Once your Social Media Strategy has been agreed, brief Action Plans should be developed for each priority SM channel
• Cascade the Balanced Scorecard approach to each priority channel e.g. Twitter, Blog, Facebook, Linkedin etc
• But not ‘Paralysis by Analysis’
• The Action Plan for each channel should include a clear statement of…..
Channel Action Plans
• Vision• Channel Objectives• KPIs and Targets• Customers• Key Channel Actions and Initiatives for ‘getting
there• Organisation, resource and people • Tools and applications• Performance measurement• Do’s and Don’t’s
Guidelines for Effective Social Media Management
1. Channel Vision and Objectives
• Agree the overall vision for each channel
• Agree the main objectives to be achieved? Ensure that these are closely aligned with and supportive of your core business objectives? (Link back to your SM Strategy Document from last week)
• Agree the KPIs and targets to be used in measuring on-going channel performance
KPIs and Targets
The 6Is Approach:• Involvement – numbers/quality• Interaction – level of two-way dialogue• Intimacy – positive/negative sentiments• Influence – word-of-mouth effect
• Insight – actionable market/customer insight• Impact – business impact
The ‘6Is’ Approach
Insight and Impact
Involvement
InteractionIntimacy
Influence
2. Customers
• Who? Agree the main customers groups for this channel – link back to your ‘Customer Mapping Exercise’
• Agree objectives for each customer group e.g. build brand awareness; engagement; loyalty; relationships; advocacy
• How will this impact on your Channel Content Strategy? How can you add value? Be ‘customer led’
• Include ‘Key Influencers’
3. Channel Basics
• Channel/Page Set Up • Profile Information• Design• Basic Layout• Terminology• Features/Functions• Integration
4. Key Success Factors
The ‘4Cs’ approach:
– Content– Customers– Conversations– Conversion
Content
• Quality is critical – add value
• Adopt an ‘outside-in’ rather than ‘inside-out’ approach
• Sales messages OK but subtle and in moderation
• Beware of gaffes
• Not just publishing content but also customer service
Content
Develop an agreed Content Plan– Frequency– Tone/Theme/Voice– Topics– Content Type e.g. text, infographic, video,
podcast etc– Own/Others Content– Sources of Inspiration– Channel Integration/Fit
Why People Unfollow
Why People Unfollow
Customers
Build the Community– Be strategic – size matters, but ‘who’ is just as
important– Use existing communications channels– Use the community building tools of each
channel– Start by following, engaging then be followed– Role of ‘Key Influencers’ is critical– Avoid ‘get follower fast’ schemes
Conversation
• Social media is ‘marketing as a conversation’ with your network. It is not about one way broadcasting
• Actively encourage interaction e.g. blog posts end with request for comments/feedback; on Twitter use Reply, RTs often; on Facebook/Linkedin – participate in groups/forums
• This has time and resource implications
Conversion
Agree and measure the main ‘call to actions’ you are aiming for
5. Organisation, People, Resources
• Build the right organisational ‘culture’ and ‘mindset’ for channel success
• Become a social organisation
• Ensure your channels are managed and resourced properly
• Agree what policies and guidelines are needed
6. Tools and Applications
• A range of Social Media Management Tools are available. Some are moving into Social CRM (SCRM) territory…– Hootsuite– Tweetdeck (now owned by Twitter)– Seesmic– Sprout Social– Spredfast
7. Monitor and Measure
• To ensure that your SM strategy delivers a return on investment, it is important to monitor and evaluate on-going performance benchmarked against agreed objectives, KPIs and targets
• Performance evaluation should be undertaken at three main levels…
Performance Measurement
Should be undertaken at three main levels:
1. Individual social media channels
2. Overall ‘buzz’
3. Business Impact
Using the 6Is approach
Individual Channels
Individual Channel Performance– the effectiveness/success of each channel
benchmarked against agreed targets for the ‘6Is’ i.e. Involvement, Interaction, Intimacy and Influence
– most channels provide easy to access statistics for measuring each ‘I’ to a very high degree of accuracy
Social Media ‘Buzz’
Wider Social Media Performance
– monthly or quarterly reporting of the overall ‘buzz’ created by your SM activities using appropriate Social Media Monitoring tools
– this will show the impact of your SM activities on others and other channels
– it measures the volume of mentions, trends over time, which channels are driving your buzz, who is taking your message further, through which channels, and what affection or affinity they are showing, and so on
Business Impact
Underlying Business Performance– the performance of each social media channel and
the overall ‘buzz’ created are ‘lead’ rather than ‘lag’ measures
– in a social media era, they are the main ‘drivers’ of future business performance
– the final level of performance monitoring, therefore, is linking your social media activity to overall business goals and objectives e.g. enquiries, sales or customer loyalty. Is social media achieving your ultimate business objectives i.e. ‘lag’ measures?
Performance Measurement Tools
A range of tools are available at each level:
• Individual Channels – e.g. Facebook Insights; Klout; Kred
• Overall ‘Buzz’ e.g. Topsy Analytics; Viralheat, other paid SMM tools
• Business Impact e.g. Google (Social) Analytics; SCRM
Organization, Resource and People Issues
• Organization, resource and people issues sit at the bottom of your SM Balanced Scorecard NOT because they are the least important issues to address. In fact, the exact opposite is true. The success of your social media strategy is very much dependent upon appropriate decisions being made in the areas listed:
Organization, Resource and People Issues
• Do we have the right organisational ‘culture’ and ‘mindset’ for Social Media? ‘Be social before doing social!’ Is the right organisational and decision-making structure in place?
• Has agreement been reached on resource allocation?
• Who will be responsible for your social media activities?
• Do you have agreed Social Media Policies and Guidelines in place covering ‘Proper Use’, ‘Content Management’, ‘Customer Response Times/Quality’ and ‘Legal’ aspects?
Social Media Management Do’s and Dont’s
Do’s and Don’t’s
Don’t Be a Showoff– Your posts should add value to the ‘customer’ – it’s
not about ‘me,me,me’
Don’t Use Poor Grammar or Spelling– Don’t try to be too cool
Don’t Get Too Personal (business users)– Keep the conversations warm but professional; it’s
what business users expect and anything else comes off as creepy
Do’s and Don’t’s
Don’t Automate– It’s OK to schedule posts for specific times but don’t
automate everything. Social media is about personal/brand engagement not blatant promotion e.g. don’t automatically DM new twitter followers with a sales message - it’s seen as spam.
Don’t Leave Air in the Conversation– Respond as quickly as possible – within hours not
days.Don’t Overpost
– Don’t flood your followers’ timelines
Do’s and Don’t’s
Do Shout Out to Users Who Mention You– Thank those making favourable comments; be very
careful how you respond to any negative commentsDo Monitor Keywords and Sector Trends
– And respond when appropriateDo Make an Informative Profile
– It’s the first point of contact so critical. Tell what you will be posting about
Do Hang Out Where Your Customers Hang Out– Don’t always expect them to come to you
In Summary……..‘Social Media Planning Pays’
Towards Social Business
Towards Social Business
Social Media Monitoring/Listening
Get Ready to Listen
Why Listen?
Social Media is a conversationnot a broadcast platform
Conversations are taking place relevant to your brand – are you listening?
Monitoring the Conversations
• Use Social Media Monitoring Tools to identify where your customers ‘hang-out’ online and to monitor the conversations relevant to your brand – also for measuring the ‘buzz’ about your brand
• No or low cost tools such as Google Alerts, Yahoo Pipes, Social Mention, Topsy, IceRocket, Blogscope, Blogpulse and ViralHeat
• More expensive and sophisticated tools such as Radian6, Alterian SM2, Sysomos Heartbeat and Infegy SocialRadar
Social Media Monitoring
Search and Relevance FiltersPlatforms and Channels
Brand m
entions
Collect
Actionable Insights
competitors
New products
@replies
“I thought it
was
great…
”
Events assigned to the Social GraphCategorisation and Tagging
Process
Mention Volume and ImportanceDemographics and Timing
Sentiment and Emotion
Analyse
#noise
@clogger
Irrelevant
comments
“had a terrible
experience…” staff
RT: check out this video
RT: noise to be ignored
PR: Broadcasting
postsIrrelevant
channels
More noise
comments
Source: Energise2-0
“I’m walking the
dog…”“X-Factor is
Great..”
5 Key Steps to Effective Social Media Listening
But first the Business Benefits
Business Benefits
Listening provides business benefits: – Market Knowledge and Intelligence. Where your customers,
partners, competitors and staff are hanging out online. – Customer Insight and Understanding. What your customers
and their influencers are saying about you or your competitors. – Identify and network with high value, high growth
prospects. Identifying key posts and follow-up actions. – Interaction with Key Influencers. Identify influential sources
for incorporation into a wider strategic response. – Reputation Management. Timely identification of potential
reputation issues. – Improved Sales and Marketing. New prospects, customer
and market opportunities. – Improved Performance Monitoring. Support a 6Is approach.
1. What
What conversations do we need to monitor?
– Our own brand– Product, industry, sector– Competitors– Customer segments– Geography/Location
• Local• Regional• National• International
2. Where
Where are the relevant conversations taking place?
What tools are available to help?
Tools are available to help
• No or low cost tools such as…– Google Alerts, Yahoo Pipes, Social Mention, Topsy,
IceRocket, Blogscope, Blogpulse and ViralHeat
• More expensive and sophisticated tools such as…– Salesforce Radian6, Alterian SM2, Sysomos
Heartbeat and Meltwater Buzz
3. Set Up your Listening System
Set up a customised Social Media Listening System to deliver:– the right information – to the right people – at the right time – in the right format
But remember…– Think strategically
4. Ask - So What?
Information is not knowledgeWhat are the results telling us?Analyse and develop ‘Actionable Insights’ Is this…
– Something I should share with others?– A reputation issue?– A sales opportunity?– A new network contact or potential influencer?– An indication of where we should develop?– A bell-weather on how we are doing?– An indication of what our customers are feeling?
5. Consider your Response
And finally…Think seriously about how you will respond?Are you fully equipped? Skills, Knowledge, Strategy, Plan