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Universities and Social Media

Dr Jim HamillAlan Stevenson

www.energise2-0.com

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Blue Sky Thinking

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Agenda

• The Social Media Revolution• Opportunities/Threats:

– Pedagogy– The 21st Century University– University Marketing/Networking

• Examples (see blog post www.energise2-0.com)• ‘Getting There’ – Social Media Planning Pays

But first – what is SM and how big is it

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What is Social Media?

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Web 2.0/Social Media

Web 2.0 Applications

Open sourceOnline Applications/ Web ServicesSocial Network SitesSocial Content – Social BookmarkingBlogs or WeblogsWikisPodcasts/ VodcastsVirtual RealitiesMash UpsRSS FeedsMobile Web; Internet TelephonyTwitterCharacteristics

Communities and NetworksOpennessSharingPeeringHosted Services – online applications; the Internet as the platformInteractivitySocial ElementMass CollaborationEmpowermentGlobal

Business Impact

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

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How important has it become?

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Social Media Revolution

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Key Things to Rememberabout Social Media

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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

Should students be passive consumers of education OR content developers?

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2. It’s Social

A conversationnot a broadcast platform

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It’s Social

Marketing as a conversation; two-way dialogue

Education as a two-waydialogue

Conversations are already taking place on the cloudrelevant to your University – how well are we listening?

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Be Social

New ‘mindsets’ are required to be successful in social media

‘BE SOCIAL BEFORE DOING SOCIAL’

How social is your University?

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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

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Customer Experience and WOM

How well is your University using SM to enhance the customer experience, especially at ‘key moments of truth’?How strong is your WOM on social media?

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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 web sites

If you treat us like sheep, we will tell youto ‘flock off’

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Advertising – Customer Breakup

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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

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The End of Business as Usual

‘Winners’ will be those Universities who fully utilise the

interactive power of Web 2.0 technology for engaging with and energising customer and

network relationships

How strong is the quality of your online network?

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The End of Business as Usual

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The End of Business as Usual

• Rise of the social consumer• Fundamentally different from traditional consumers• Emphasis is on the shared experiences of those they trust on

social networks rather than corporate driven brand messages• Expect brands to respond to their socialized questions• This will require businesses to rethink their traditional

approach to sales, service, marketing and customer relationship management

• ‘Being Social’ will become the new key to consumer connection and success

Rise of the social student?

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For Universities

Opportunities/Threats

– Pedagogy– The 21st Century University– University Marketing/Networking

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This is a Book

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This is Kindle

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In Common?

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In Common?

• All produce content• Own and manage high quality producers• Products mainly composed of atoms• Costly to create and distribute• Products are proprietary and take legal action against

infringement of IP• Because they create unique content – can charge for this• But their business is only possible because of scarcity of

quality news, information, knowledge, learning etc

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Collapse

• All are in various stages of collapse due to outmoded business models and the digital revolution

• The collapse will be terminal

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Who Will Be Next?

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Consider This

• High drop out rates• High cost of attending• Escalating student debt• Mindset• Declining public funding• Online alternatives (UofPhoenix 16,000 online MBA

students)• Market for new graduates – right skills?• High non-attendance rates for lectures• Even when they do attend………..

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Short Attention Spans

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Reinvent

• Is there a need to reinvent the University?

• The response has been to cut costs but the fundamental approach remains the same

• Is more revolutionary change required?– Pedagogy– Modus Operandi

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End the University as We Know It

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Pedagogy

Toss out the old model of pedagogyReplace with a new model based on collaborationThe current model is mainly about absorbing content, recalling it in exams The teacher is essential a broadcaster; a ‘sage on the stage’; a transmitter of knowledge to an inert audience in a one way linear fashionThis is anachronistic - yesterday you graduated today your knowledge is obsolete

Because of digital technology what really matters is the capacity for life long learning

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Pedagogy

Focus less on what we learn and more on how we learnAbility to think, research, find information, analyse, synthesis, contextualise and critically evaluate; to apply research to solving problems; to collaborate and communicateNeed new collaborative social media models of learning that change the actual pedagogy in more fundamental waysActive participation in content development and delivery supported by digital technologySpend less time lecturing and more time collaborating online

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Pedagogy

• Replace teaching with more collaborative approaches to knowledge development

• Shift from mass production to mass customisation – not one lecture but 60 lectures of one

• Knowledge of the network/the crowd will always exceed the ‘sage on the stage’

• Students have at their fingertips the most powerful tool ever for discovery, constructing knowledge, learning etc

This is how the NET GEN want to learn

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Advance Tourism

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Advance Tourism

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www.web2-0cpd.com

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www.web2-0cpd.com

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Modus Operandi

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Modus Operandi

• An entirely new modus operandi is required for how the content of HE is produced

• The old ‘textbook’ mode is slow and expensive • Universities, professors etc should contribute to an open

platform of world class educational resources that students anywhere can access anytime during their life time

• In a highly connected world, universities still operate as largely autonomous islands of scholarship and learning

• Failure to seize the opportunities of the Internet to break down the walls that divide institutions, professors and students

• The 21st century university should be a network and an eco-system not a tower

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Modus Operandi

• Enormous opportunities to create an excellent student experience by assembling the world’s best learning resources online

• Allow students to select a customised learning path with support from a network of instructors and facilitators

• Will require deep structural changes and a new mindset• A ‘meta university’ – a communally constructed framework of

open materials and platforms• The web provides the communications infrastructure – need a

global open access library of course materials to support the infrastructure

• A Global Network for Higher Education

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Pie in the Sky?

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Implications for Your University

– Things to think about– ‘Getting There’ – Social Media Planning

Pays

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Ensure that you are on the right road

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Things to Think About

• Pedagogy and Modus Operandi• Social Media Landscape Analysis• Social Media Listening System• Agree Strategic Objectives, KPIs, Targets (don’t be technology led)• Audit, review, evaluate existing progress

benchmarked against strategic objectives. The ‘strategic gap’ provides a strong foundation for future strategy development

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Things to Think About

• Explore collaborative social media opportunities with key partners• Search, join, lurk, participate in ‘external’ forums/ groups/blogs etc• Further develop proprietary social media channels• Leverage network effects• Internal use of social media

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Be Customer Led

Customers (Internal)

Customers (Potential) Customers (Existing)

Customers (Partners)

• Build a strong online network of high value partners (public sector, business, peers, media etc)• Leverage ‘1 to 1 to many’ ‘key influencer’ relationships

• Use of social media to enhance the student learning experience• For student support and customer service• Better prepared for market needs• Promote brand advocacy• Use of social media to build alumni relationships

• Social Media Listening System to monitor brand mentions• Reputation management• Programme marketing and promotion: active participation in external ‘places', proactive development of own channel• Audit/Evaluate performance benchmarked against agreed goals and objectives

• Social media to support new pedagogy• SM for research, collaboration, publishing, promotion• SM to improve internal operations/knowledge sharing• Internal network(s)

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Four Main Customer Groups

• Customers (Existing)– Use of social media to enhance the student learning experience– For student support and customer service, especially at ‘key

moments of truth’– Better prepared for market needs– Promote brand advocacy– Use of social media to build alumni relationships

• Customers (Potential)– Social Media Listening System to monitor brand mentions– Reputation management– Programme marketing and promotion: active participation in

external places, proactive development of own channels– Audit/evaluate performance benchmarked against agreed goals

and objectives

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Four Main Customer Groups

• Customers (Internal)– Social media to support new pedagogy– SM for research, collaboration, publishing, promotion– SM to improve internal operations/knowledge sharing– Internal network(s)

• Customers (Partners)– Build a strong online network of high value partners (public

sector, business, peers, media etc)– Leverage ‘1-to-1-to-many’ ‘key influencer’ relationships

'1-to-1-to-Many' Marketing

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Social Media Planning Pays

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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

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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……

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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

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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

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Key Questions to Address

• What is the overall social media vision for your University?• 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)?

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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?

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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?

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Thank You