taking a strategic approach to social media
Post on 21-Oct-2014
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Presentation given at Social Media Academy's Facebook Conference, 8th December 2010TRANSCRIPT
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The State of Play
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Smell the Hype
The Only Way is Up When was the last time someone made a film about
Rupert Murdoch?
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Answering Every Commercial Problem?
Track sentiment & provide advance warning
Rally supporters & mobilise/inspire internal audience
Engage critics
Facilitate stakeholder involvement in product, policy or service development
Drive SEO performance
Measure effectiveness of/response to other comms
Supercharge customer relations
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Numbers are Compelling
• 70% of companies regularly create value through use of web-based communities
• Using customer communities to solve customer problems costs 10% of traditional call centres
* McKinsey 2010
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Reinventing Democracy?
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Get ready for the backlash
Gartner Hype Cycle
Peak of Inflated Expectations
Trough of Disillusionment
Slope of Enlightenment
Plateau of Productivity
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Changing Patterns of Behaviour & New Expectations
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Supercharged Activism
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Supercharged Consumerism
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Heightened Expectations
• Speed & responsiveness
“The trouble with McDonald’s is it’s too bloody slow”
Instant access, instant response, instant gratification“living life through shortcuts” MTV
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“Amplifying the Volume of Moaning”
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Amplifying the Damage Caused by Internal Moaning
• “Rude, smelly and stupid”
• “Pikey skanks”
• “Chavs” “Poor safety standards”
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Placing a Premium on Judgement
• The crowd isn’t always wise or right
• Mobs of misinformed zealots are no more legitimate when they appear online
• Should you always give people what they say they want?
• Populism is a weakness… whereas taking a stand on unpopular or controversial issues can be a sign of strength
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Being Strategic
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The value of being strategic
• Solving real problems e.g. trust deficit
• Moving up the value chain
Becoming central to your company’s future
Following the serious money
Safeguarding your future
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The danger of staying tactical
• Irrelevance/insignificance
• Senior management disinterest
• Lack of influence
• Low budgets
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Being Strategic
1.Avoid fixation with tech, tactics & trivia
2.Understandsocio-culturalcontext
3.Empathise withorganisation’schallenges
4.Understandmarketingcontext
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Boring is good
"Tools don't get socially interesting until they get technologically boring.“Clay Shirky
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Short-term triumph of the trivial
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Don’t get so carried away by unlimited possibilities of social media
… that you lose sight of real business objectives
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Being Strategic
1.Avoid fixation with tech, tactics & trivia
2.Understandsocio-culturalcontext
3.Empathise withorganisation’schallenges
4.Understandmarketingcontext
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Socio cultural shifts
Trust deficitDeath of deference
+
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Cynicism is our default settingHow much do you trust to do what is right (Informed adults in UK)?
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Authority Dispersed
• “End of the expert”
• Traditional authority figures no longer credible
• Continued rise of ‘regular’ people (employees, friends, peers) as sources of trusted authority
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Socio cultural shifts
Self expression
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Art for Facebook generation
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Socio cultural shifts
Self expression
+
Collective action
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The spirit of collective action
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When self expression meets collective action
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When self expression meets collective action
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Economic altruism
“people like to create & wish to share. A surprising amount of useful, creative or expressive activity is generated without any financial incentive at all”
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Organisation without Organisation
• No permanent office
• No paid employees
• Armed with a sophisticated understanding of new technology& an army of enthusiasts
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Organisation without Organisation
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Loose, informal alliances
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Loose, informal alliances
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Evolution of Crowdsourcing
Customising
Contributing
Creating
Solving
Collaborating
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Collaborative Journalism
“mutualisation” = “getting readers to care about, inform and enhance our coverage” Meg Pickard
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Socio cultural shifts
Self expression
+
Collective action
+
Subversion
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The Age of Subversion
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The Age of Subversion
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Subverting Business
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Powered by new technology
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Being Strategic
1.Avoid fixation with tech, tactics & trivia
2.Understandsocio-culturalcontext
3.Empathise withorganisation’schallenges
4.Understandmarketingcontext
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Social Media Success Built On
• Being responsive
• Being human
• Being open
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Social Media Success Built On
• Being responsive
• Being human
• Being open/transparent
What is typical
Slow & bureaucratic
Faceless
Opaque
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Why many institutions struggle• Not configured to work in real time, in terms of
speed or resources
• Uncomfortable in a world where judgement more important that fixed rules & processes
• Nervous about letting real people on the inside talk to people on the outside … lack of trust
• Don’t like criticism
• Struggle to define what success looks like
• Feel out of control
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Organisational Challenge
Disconnected Organisation
Connected Customer
meets
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Connected Customers
• Expect to be able to scrutinise, debate issues & share ideas
• Expect institutions to be able to respond in real time
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Social media dramatises the disconnection
• Reveals silos• Highlights trust deficit• Underlines structural/
operational weaknesses– Decision making– Speed– Legal constraints
Need to address fundamental structural, organisational & cultural weaknesses
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Ignorance is no excuse
“We would love to go on Facebook and we have been having a discussion around that, but it is uncharted territory” (HSBC Executive)
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… but empathy is needed
• Structures & operational procedures need to be transformed
• Roles need to be re-invented• Business models need to evolve• Legal guidelines need to change
• … all of which will take time
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Being Strategic
1.Avoid fixation with tech, tactics & trivia
2.Understandsocio-culturalcontext
3.Empathise withorganisation’schallenges
4.Understandmarketingcontext
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“People don't want to buy a quarter-inch
drill. They want a quarter-inch hole!”
Theodore Levitt, Harvard Business School
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Clients don’t need a Facebook strategyThey don’t even need a social media strategy
… they need communications strategy… or customer engagement strategy… with social media at its heart
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Being Strategic
1.Avoid fixation with tech, tactics & trivia
2.Understandsocio-culturalcontext
3.Empathise withorganisation’schallenges
4.Understandmarketingcontext
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