SEWF Strategies for Social Media
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Transcript of SEWF Strategies for Social Media
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© 2010 IBM Corporation
October 18, 2012
Strategies for Social MediaCreating a social networking vision for your social enterprise
https://w3-03.ibm.com/marketing/mi/mihome.nsf/pages/Social+Insights
Cezar Taurion, Technical Evangelist
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© 2010 IBM Corporation
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© 2010 IBM Corporation
As coisas acontecem muito rapido no mundo cada vez mais hiperconectado
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© 2010 IBM Corporation
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© 2010 IBM Corporation
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© 2010 IBM Corporation
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© 2010 IBM Corporation
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© 2010 IBM Corporation
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© 2010 IBM Corporation
Quem é esta geração digital?
� Usam tecnologias digitais no seu dia a dia e esperam usá-las no trabalho. São early adopters por natureza.
� Entram no mundo online cada vez mais cedo... usam a Internet comolaboratório social, para testar limites do relacionamento.
�Vivem em ritmo cada vez mais acelerado e são multitarefas (usam celular, MP3, PC...tudo ao mesmo tempo!)
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© 2010 IBM Corporation10
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© 2010 IBM Corporation
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© 2010 IBM Corporation
Uma nova família
A NOVA CASA
O NOVO PAI
A NOVA MÃE
O NOVO FILHO
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© 2010 IBM Corporation
Um novo ambiente de trabalho
A NOVA ORGANIZAÇÃOO NOVO CHEFEO NOVO ESCRITÓRIOA GLOBALIZAÇÃO
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© 2010 IBM Corporation
A SOCIEDADE CONECTADA
TECNOLOGIAPERVASIVA E COMPUTAÇÃO SOCIAL
UMA NOVO AMBIENTE DE TRABALHO
TUDO EM TEMPO REAL
UMA NOVA GERAÇÃO
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© 2012 IBM Corporation
A Social Network Has Three Requisite Elements That, When Combined, Deliver Network Value And Can Help Drive Business Results
15
friend
friend
friend
friendfriend friend
friend
friend
me
2. Volume of Interaction
3. Number of Participants
3 Elements of Network Value
1. Contributions
Successful social media strategies drive these three elements
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© 2012 IBM Corporation
New product announced.
Social strategy kicks in
Joe = Influential Blogger
$$$
In Every Social Network, There Are Participants That Have The Ability To Influence Decision Makers
Jane = Influential Blogger
$$$
$$$
$$$
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© 2009 IBM Corporation
Challenge: How To Leverage Social Media Within The Overall Marketing Plan
17
The Traditional Four P’s of Marketing
SOCIAL NETWORKS
(where publicly
available)
WIKIS
PHOTO SHARING
MICROBLOGSVIDEO SHARING
SOCIAL MEDIA NEWS
AGGREGATORS
The Social Media Landscape
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© 2009 IBM Corporation18
The social media marketing cycle, represents a continuous cycle.
1 2
4
5
67
8
9
10Measure and
Harvest Insights
Empower Your Advocates
Maximize Content
Distribution
Engage In The Conversations
Develop Social Media Content
Develop Social Media Marketing
Plan
Link to Overall Marketing Strategy
Understand Competitive
Position
Perform Listening Research
3Hold Action Plan
Framework Workshop
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© 2012 IBM Corporation19
1. Perform Listening Research
Listening tools allow you to understand
� What is currently being said (or not being said) about your brand in the social media.
� Who is talking about your brand.– Customers– Industry Influencers– Partners / Developers– Students
� Where those conversations are taking place.
� The tone and impact of those conversation
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© 2012 IBM Corporation20
2. Understand Competitive Position
• Understand how, where, and why the competitor is using the social media.
• Inventory and assess a competitor’s social capabilities on their .com site and on the major social platforms
• Perform an internal assessment to understand our strengths and weaknesses versus our competition.
• Develop recommendations on how we can improve our competitive positioning.
A competitive assessment can uncover social capabilities and best of breed techniques your
competition is using, but you aren’t
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© 2012 IBM Corporation21
The Action Plan Framework provides an execution roadmap
1. People/Ecosystems: Who & Where Are They?
2. Story Involvement: Are We Part of the Conversation?
3. Story Themes/Topics: Most Popular
4. Story Management: Are our key themes present in discussions and resonating with the marketplace?
5. Tactical Considerations
Assess/Benchmark Define Goal Actions/Program Evaluate
Communications
Most discussion is unbranded; We ranks third among brands discussed
44% of discussion around xxxxand related topics is unbranded. XX accounts for 15% of conversation, we and XX each account for approx. 8%. The rest of the conversation is divided amongst a highly divergent array of brands
Raise % of our branded conversations to 15% of the conversations
Through blog posts and.com sites, help define links that viewpoint to why/how we developed our offerings, as a reflection of our forward thinking view. We can also move the needle here with an active blogging and twitter strategy. And that includes having monitor discussions going on other blogs, tweets, and discussion forums
Change From
Benchmark
Example
LISTEN
UNDER-
STAND
PLAN
ENGAGE
Sections of the Recommendations & Goals report
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© 2012 IBM Corporation
Assess/Benchmark Define Goal Action/Plan Evaluate
Communications
Our mentions account for 8% of the overall conversation, ranking third among the brands (#1: XX, #2: YY)
•Our mentions tend to focus around their virtualization and data management solutions; our conversation focuses on risk management from an IT standpoint.•XX is the most discussed brand in the security conversation, with a 5.5% share of that conversation (75% unbranded).•XX is mostly discussed on blogs by tech bloggers, pundits/analysts, XX employees, consumers and IT professionals
•By end of 2Q, double our share of the security conversation to 10%, & move our brand from 3rd to 2nd in brand rating.
•Hold our position as the most widely discussed brand by these audiences
•Execute on activities recommended above (blog, tweet, comment on influencer blogs, etc.) Establish cadence of social activities.
•Leverage existing our secruity-related social initiatives.
Change From
Benchmark
22
The Action Plan Framework provides an execution roadmap
1. People/Ecosystems: Who & Where Are They?
2. Story Involvement: Are We Part of the Conversation?
3. Story Themes/Topics: Most Popular
4. Story Management: Are our key themes present in discussions and resonating with the marketplace?
5. Tactical Considerations
Sections of the Recommendations & Goals report
Example
LISTEN
UNDER-
STAND
PLAN
ENGAGE
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© 2012 IBM Corporation23
4. A Critical Step Involves Linking The Social Media Plan To The Overall Marketing Strategy
Critical Marketing Linkages• Marketing Manager Assigned• Set Desired SEO Keywords• Key Stories , Themes and Messages• Planned Campaigns, Events and Product Launches
1 2
4
5
67
8
9
10Measure and
Harvest Insights
Empower Your
Advocates
Maximize Content
Distribution
Engage In The
Conversations
Develop Social Media
Content
Develop Social Media Marketing
Plan
Link to Overall Marketing Strategy
Understand Competitive
Position
Perform Listening Research
3Hold Action Plan
Framework Workshop
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© 2012 IBM Corporation24
4. Link Social Strategy to Overall Marketing Strategy
� Understand what you want to accomplish.
� Support or link to goals in your overall marketing strategy.
� Gain support from all levels of the organization.
� The Social Strategy objectives should be “SMART” (specific, measurable, attainable, realistic, and time-based).
Some Example Objectives Of A Social Strategy
• Listen and Learn
• Build Relationships
• Improve Brand Reputation
• Content Generation
• Search Engine Optimization
• Customer / Partner Support
• Idea Generation
• Promoting Action
• Drive to Website
Critical Marketing Linkages• Marketing Manager Assigned• Set Desired Tag / SEO Keywords• Key Stories , Themes and Messages• Planned Campaigns, Events and Product Launches
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© 2012 IBM Corporation25
5. Step 5: Develop, Launch and Manage The Plan.
Offering / Marketing Mgr.• Hosts Action Plan Framework Workshop• Determines SM objectives and documents SM marketing plan• Develops, launches, and manages SM plan through entire next cycle
1 2
4
5
67
8
9
10Measure and
Harvest Insights
Empower Your
Advocates
Maximize Content
Distribution
Engage In The
Conversations
Develop Social Media
Content
Develop Social Media Marketing
Plan
Link to Overall Marketing Strategy
Understand Competitive
Position
Perform Listening Research
3Hold Action Plan
Framework Workshop
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© 2009 IBM Corporation
6. Develop A Content Inventory and Distribution Plan
26
Developing a SM Content and Channel Distribution Plan
• What content do we have? What do we need to develop?
• What channels and social platforms will we use?
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© 2009 IBM Corporation
Determine Social Media Tools and Channels
27
Tool / Channel Purpose and Strategy
Monitoring Tool Listening to existing conversations. Understanding influencers.
Measurement Tool Analytics, dashboard, benchmark measurements,
Corporate WebsiteDetailed thought leadership content, case studies, links to all Social channels.
Community siteCollaboration space, customer care, forums, influencer programs,idea generation
Corporate Blogs Thought leadership, depth, engagement, linking & guest posts
Employee SME Blogs/Microblogs Thought leadership, depth, engagement, linking
Influencer & Analyst Blogs/Twitter Engage, Influence, Develop brand advocates
Twitter Headlines, engage, sales, solve service issues, competitor insight
Facebook Social, friendly, recruiting, link to community and blog, video
LinkedIn Groups, engagement, networking, recruiting
YouTube Videos, interviews, case studies, brand awareness
SlideShare Content sharing, thought leadership
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© 2009 IBM Corporation
28
Social Media usage history
3 http://www.searchenginejournal.com/the-growth-of-social-media-an-infographic/32788/4 http://blog.tweetsmarter.com/social-media/spring-2012-social-media-user-statistics/
Spring 2012 Social Media User Statistics 4
LinkedIn 150M in Spring 2012; 175M users August 2012
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© 2009 IBM Corporation
Social Platforms
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© 2012 IBM Corporation30
Steps 7-9: The Plan Gets Implemented and We Monitor The Social Media Conversations in Real-Time.
Monitor Social MediaUse Real Time Dashboard Tools
1 2
4
5
67
8
9
10Measure and
Harvest Insights
Empower Your
Advocates
Maximize Content
Distribution
Engage In The
Conversations
Develop Social Media
Content
Develop Social Media Marketing
Plan
Link to Overall Marketing Strategy
Understand Competitive
Position
Perform Listening Research
3Hold Action Plan
Framework Workshop
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© 2012 IBM Corporation31
7. Engage In Conversations
Social media platforms help facilitate conversations between individuals, not companies. This step is all about building relationships with target audiences.
People want to have conversations with company representatives who are…
• Experts in their area,
• Passionate about their work ,and
• Empowered to act on the feedback they receive from the community..
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© 2012 IBM Corporation32
8. Maximize Content Distribution
Key Objectives
– Drive content across networks
– Achieve optimal exposure
– Strive for consistent social experience.
– Increase participation
Based upon your objectives and target audience, there are different social media spaces in which we recommend they participate.
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© 2012 IBM Corporation33
9. Empower Your Advocates
Why develop advocates?
– Build brand loyalists.
– Empower them to positively influence others
Advocates are trusted members (non-employees) of the online communities who can help you achieve your social objectives.
How to create advocates?
– Engagement (conversation)
– Transparency (visibility)
– Authenticity (honesty, straightforward behavior)
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© 2012 IBM Corporation34
10. Measure and Harvest Insights For Management Review and For Input Into The Research Plan For The Next Cycle.
Review Cycle
1 2
4
5
67
8
9
10Measure and
Harvest Insights
Empower Your
Advocates
Maximize Content
Distribution
Engage In The
Conversations
Develop Social Media
Content
Develop Social Media Marketing
Plan
Link to Overall Marketing Strategy
Understand Competitive
Position
Perform Listening Research
3Hold Action Plan
Framework Workshop
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© 2012 IBM Corporation35
10. Measure and Harvest Insights
Why understand the impact?– Measure progress.– Quantify return on investment– Benchmark against future efforts.
This is perhaps the most important, but also the most challenging step in the seven step social
media marketing process
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© 2012 IBM Corporation
NA ERA DIGITAL, TODOS NÓS SOMOS
PRODUTORES DE CONTEÚDO
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© 2012 IBM Corporation
O CONHECIMENTO E A CAPACIDADE DE INOVAÇÃO
DENTRO DAS EMPRESAS
UM TESOURO ENTERRADO
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© 2012 IBM Corporation
MÍDIAS SOCIAIS NAS EMPRESAS
UMA JORNADA
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© 2012 IBM Corporation
A MAIOR BARREIRA PARA INTRODUÇÃO DAS MÍDIAS SOCIAIS SÃO OS LÍDERES DAS EMPRESAS
• REPUTAÇÃO DA EMPRESA• SEGURANÇA DAS INFORMAÇÕES• PRODUTIVIDADE
“Social Media: Embracing the Opportunities, Averting the Risks” – EUA - Russel Herder e Ethos Business Law - 438 entrevistas
online realizadas em julho/2009 com executivos de empresas dos EUA
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© 2012 IBM Corporation
64% DOS CEOS DAS MAIORES EMPRESAS DO MUNDO NÃO ESTÃOPRESENTES NAS MÍDIAS SOCIAIS
Socializing your CEO: from (un)social to social - Weber Shandwick – pesquisas com os CEOs das 50 maiores empresas do
mundo
APENAS 12% DOS CEOSTÊM PERFIL NO
TWITTER OU FACEBOOK
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MAIS DE 50% DAS EMPRESAS BLOQUEIAM O ACESSO DE SEUS FUNCIONÁRIOS ÀS MÍDIAS SOCIAIS
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• 24% DAS EMPRESAS APLICARAM ALGUMA AÇÃO DISCIPLINAR EM FUNCIONÁRIOS QUE VIOLARAM AS POLÍTICAS DE USO DE BLOGS
• 11% REPORTARAM QUE DEMITIRAM FUNCIONÁRIOS POR TAL VIOLAÇÃO
A MAIORIA DAS EMPRESASAINDA TRATA AS MÍDIAS
SOCIAIS COMO UM PROBLEMA E RISCO
Proofpoint - Outbound Email and Data Loss Prevention in Today’s Enterprise 2010 - 261 empresas entrevistadas com mais
de 1 mil empregados.
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OS FUNCIONÁRIOS QUE USAM MÍDIAS SOCIAIS NO TRABALHO SÃO 9% MAIS PRODUTIVOSQUE AQUELES QUE NÃO USAM
Fonte: Estudo da Universidade de Melbourne 2009
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© 2012 IBM Corporation
REDES SOCIAIS NAS EMPRESAS: UM PROCESSO EVOLUTIVO
INFORMAINFORMAÇÇÃO E ÃO E ENGAJAMENTO DOS ENGAJAMENTO DOS
FUNCIONFUNCIONÁÁRIOSRIOSATENDIMENTO AOS ATENDIMENTO AOS
CLIENTESCLIENTES
DESENVOLVIMENTO DESENVOLVIMENTO DA FORDA FORÇÇA DE A DE TRABALHOTRABALHO
RELACIONAMENTO RELACIONAMENTO COM O MERCADOCOM O MERCADO
INOVAÇÃO COLABORATIVA
MARKETINGMARKETING
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© 2012 IBM Corporation
INFORMAINFORMAÇÇÃOÃO
HIERARQUIAHIERARQUIA
COLABORACOLABORAÇÇÃOÃO
COMUNIDADESCOMUNIDADES
AMBIENTE FECHADO
AMBIENTE CONTROLADO
AMBIENTE LIVRE
REDES SOCIAIS NAS EMPRESAS: UM PROCESSO EVOLUTIVO
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© 2012 IBM Corporation
UM AMBIENTE COLABORATIVO ATRAVÉS DAS FERRAMENTAS DE MÍDIAS SOCIAIS...
POTENCIALIZA ASCOMUNIDADES
CRIA NOVOS RELACIONAMENTOS
CRIA ILHAS DE COMPETÊNCIA
DESCOBRETALENTOS E EXPERTS
IDENTIFICA OS INFLUENCIADORES
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© 2012 IBM Corporation
Futuro se torna passado rapidamente!
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© 2012 IBM Corporation, 2012
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