Social Media Management - Phase 2 (Optimize)

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Social Media Management – Phase 2Optimize

1.22.2014


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)

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OPTIMIZE BUILD MANAGEDESIGN


THE EVOLUTION OF BRANDS & SOCIAL MEDIA MANAGEMENT

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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


SOCIAL MANAGEMENT OPTIMIZATION

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Creation of a highly efficient social management platform by a) determining the long-term needs of the business, b) assessing the current assets/processes of the business and c) building a roadmap to becoming a

Social Media Center of Excellence


WHAT IS SOCIAL MEDIA MANAGEMENT OPTIMIZATION?

• Social Management Optimization is a broader term than what is commonly referred to today by brands and marketers alike, Social Media Optimization (SMO) which is simply the optimization of a website and its content in terms of improving sharing across social media and networking sites.

– Similar to Search Engine Optimization (SEO), SMO is designed to analyze the use of a social media outlets and communities to generate publicity to increase the awareness of a product, brand or event. This occurs by understanding what visitors do within social channels in terms of what they view, like, share, return back, click on and the length of time they engage to learn and increase those actions.

• Social Media “Management” Optimization is a similar process however the goal is to analyze how a brand or Enterprise uses social internally and externally to drive Key Performance Indicators (KPI’s) effectively.

• Where as SMO looks at the Social channels directly, SMMO also looks at:

– Social Management – How the brand is aligned and functions at the Enterprise level (across BU’s). This area is a key component as it looks at how the brand acts externally (public persona) as well as internally (effective use of social technology, assets, resources and budgets)

– Social Technologies – Tools & platforms to manage, monitor, measure, publish & engage

– Social Processes – How is social marketing, insights, activities, care and reputation management resolved

– Social Assets – What are the properties owned by the brand currently and are they effective, utilized properly? What is the process to create and edit assets (content)? Does the brand get value from external partners and suppliers (e.g. Agencies)?

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SMMO – HOW TO BEGIN…

• The process of SMO is a common practice today and this document doesn’t intend to “re-invent the wheel” in that regard. Although SMO is crucial to effectively running social marketing campaigns, it is our belief that real SMMO begins with how the brand acts internally…– How is the Enterprise set up organizationally?– How is it managed across functions & BU’s?– Is there a central decision-maker internally”– Is there a single voice, action and persona seen by the consumer publicly?– Are resources effectively used to manage social?– Are budgets, spend, training and skills sets properly aligned?– Can it be improved?– What’s missing?

• The remainder of this document focuses on Optimizing the Enterprise organizationally to assist in re-inventing brands to think, act and succeed as a singular social brand!

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Getting Started…A Few Questions


SOCIAL MANAGEMENT OPTIMIZATION

How to get started?• Create of a cross-organizational working team to develop and enterprise-wide social

media strategy to optimize corporate assets, content, skills & technology investments

What happens first?• Create a roadmap to determine what the “end state” will look like organizationally,

operationally and objectives to build towards

What happens next?• Create a series of workshops with the participating groups (vendors & suppliers too) to

understand common needs, obstacles, assets and goals

What else?• Create a Steering Committee and/or Senior Leadership

Champion to help manage the process remove obstacles and present needs to the Executive Level/C-Suite

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SOCIAL MANAGEMENT OPTIMIZATION PROCESS

• Issues• Social Management Workshop• Organizational Re-alignment• Social Management Platform[s]

– Social Listening– Community Management– Marketing/Content Management– Social Care– Social Management Response Center (SMRC)…– Social Center of Excellence

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OPTIMIZATION 1.0

Organizational Alignment


SMP Optimization – Organization [re-] alignment

• The process of leading clients through a series of audits, reviews, workshops and training to provide solutions around:– Creation of an integrated, consistent approach around social media that combines

and optimizes the use of resources, tools, budget, metrics and tactics across the Enterprise

– Development of a single set of standards and Best Practices around the Brand that provides a means to maximize it’s impact within Social Media and ROI

– Delivery of a strategic solution that allows the client to focus their resources on delivering a highly visible brand experience within Social Media a single approach and voice.

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THE CHALLENGE TO THE ENTERPRISE

• Structuring for Social Media continues to be a significant challenge for large corporations. Their current practices spans at least 5 different groups and no less than 25 employees.

• In order to provide insight into a solution, the following were reviewed:– Industry Expert insights– Internal POV documents– Cross Team Organizational Workshop

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Organizations should look at social media governance as a way to re-think traditional ownership roles in their

organization. When this type of governance is based on open discussion and mutual respect instead of turf-

protecting and power grabs, who owns what becomes less important and who KNOWS what becomes more important.Steve Radick

SM Strategist – Booz Allen


Who Manages Social Now…?

• The public-facing nature of the customer service makes it more PR than strict customer service, however, CRM tools [e.g. Salesforce] have integrated with Twitter/Facebook in that allows customer service tickets to be created from those interactions.

• There are still some very valid reasons for trying to figure out what department ultimately owns social media.– Large organizations are finding it necessary to create a social media policy for both internal &

external communication. Having a departmental ownership can help guide those policies

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0%

5%

10%

15%

20%

25%

30%

35%


THREE PRIMARY SOCIAL MANAGEMENT APPROACHES

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Centralized (AKA “The Tower”) Has a Social Management strategy, deployment and management from a single group

SOURCE = “How to Organize Your Company For Social Computing” Forrester June 2009

Distributed (AKA “The Tire”) Employees from different organizations adopt different tools without centralized organization

Cross-Functional (AKA “Hub & Spoke”) Team led by a single leader and small team with cross functional representation responsible for strategy and coordinated execution


PROS AND CONS OF EACH

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Distributed = Employees from different organizations adopt different tools without centralized organization

Centralized = Has all Social Management strategy, deployment and management from a single group

Cross Functional (AKA “Hub & Spoke”) = led by a single leader responsible for strategy and coordinated execution with both direct and cross functionally represented teams

Pros Cons Summary

• Actions typically driven by passionate groups

• Group typically have genuine intent

• Disconnects often occur• Different Groups provide multiple messages to a single

Customer unknowingly• Groups often do not share common technology and best

practices and small dispositional differences manifest in inconsistent approaches

Often this orientation is the beginning of a social media movement for most companies. Most frequently develops organically but often lacks sufficient executive endorsement and strategic incorporation to reach full potential

Pros Cons Summary

• Provides cohesive message to the market• Benefits from shared like minded resources and unifying leadership direction

• If centralized in the wrong place that does not understand the two-way nature of the medium it quickly becomes irrelevant

• If not two way and proactive will be criticized by Customers as not “joining the conversation”

• If not tied to the Digital Marketing activities it can become isolated and greatly diminish the ROI

Often a reaction to the disconnects seen in the Distributed model as an organization matures and realizes the need for cohesion in the social media arena

Pros Cons Summary

• Facilitates cross functional stakeholders

• Enables a larger number of resources to engage in social media

• Requires Senior Executive Level Buy-in• Requires cultural agreement across multiple teams

with often differing agendas

The most mature model and often achieved only after first being centralized to initiate cohesive strategy and direction that build s sufficient momentum


SOLUTION: HYBRID VERSION OF CROSS-FUNCTIONAL

ORGANIZATION MODEL

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– A Social Management leader [Director Level] to provide a voice for the board/ council to Senior Leadership, coordinate and allocate resources as needed.

– Governance Board/Council consisting of representatives from each group to bring issues, needs, ideas, solutions and “passion” to the forefront with a singular focus on customer.

– Social Management Working Team to plan, coordinate and activate cross-team initiatives and identify issues.

8+ Member Social Management Governance Board[2 Director Level Members from each Organization}

OCEWorking

Team

MarComWorking

Team

CorpComWorking

Team

LegalWorking

Team

BUWorking

Team

Social Managem

ent Director


MOST BRANDS COMPARED TO BEST PRACTICES

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ATTRIBUTE BEST PRACTICE MOST BRANDS RATING

Strategy

Broad active support from impacted groups with concise cross functional alignment

Multiple Groups , pockets of communication and collaboration, No collective shared strategy

Low

Roles/Organization

Business & Technology Strategist often centralized with the Org owning P&L. Multiple “Community Managers” in place with strong cross functional relationships.

7 Different Organizations with no central leadership or strategy. Independent needs, metrics and strategies

Low

ExperimentationCulture

Creation of a safe place to experiment and learn quickly. A culture that is risk tolerant

Good understanding of the need across organizations that risk is required but still a strong fear based undertone

Medium

Process/Metrics

Elimination of red tape empowering rapid responses. A single system to keep teams informed and measuring common metrics

Processes in place in certain areas. Product ingests Ratings and reviews into official vendor review processes. Different metrics and tools utilized

Medium

Corporate Buy-In

High levels of Executive Buy-in and encouragement to experiment and drive into the culture

Pockets of Executive participation, Ninja Program endorsed, community and social media not consistently leveraged or understood at exec levels

Mid-High

SOURCE = “How to Organize Your Company For Social Computing” Forrester June 2009


The Starting Point – SM Workshop

• In order to get each of the primary users/drivers of Social Management moving forward, begin by inviting representatives all the primary groups to participate in…– Online Survey (SurveyMonkey) to provide anonymous feedback on key

areas of strength and weakness with the management of their Social Management strategy

– Attend a ½ day workshop to discuss issues and come to general consensus on those issues and prioritization

– Provide feedback on general recommendations made to Senior Leadership• General Recommendations

– Create a Social Management Leadership Council– Social Management Working Teams– Social Management Leader to act as the voice of the Council

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KEY INSIGHTS

A composite of enterprise-wide survey’s from their employees says…• Individual organizations struggling to prioritized & manage workload

• Very little top-line view/input into Marketing programs in advance to plan and efficiently utilize resources

• Each organization has a need to have a driving force/champion to move the ball forward with regard to social media programs but have concerns that their needs/resources will be re-allocated towards other more visible programs beyond their control

• There is clear lack of communication between teams. Groups need to involve others early on in the process. One top solution is the introduction of a Social Media editorial calendar which is discussed on a regular basis (e.g. monthly or weekly).

• Because of the lack of communication groups are going off and doing their own thing without consulting with others, development of a central Social Management strategic framework was another top suggestion.

• ‘Leadership’ issues included centralization and allocation of decision-making authority. As there is no central Social Management strategy, there is no guidance. One idea was to create a social media “council” made up of key team members. This council would also be accountable - reporting into senior management.

• Absent of clear Social Management leadership, nominate a single leader of SM who rotates through teams as needed.

• Contingency Staffing - flexible and expandable - to address urgent short-turn needs were very top of mind. Citing the Ninja programs success, many felt assembling best staff is about leveraging passions and activating in areas as needed. The consensus felt pre-planning and creating “tent-pole” teams as a viable option to handling these uncertainties.

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SOCIAL MANAGEMENT WORKSHOP

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Teams presenting back their ideas and voting on the ones which are most actionable…


TOP ISSUES & SOLUTIONS

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Detail Insights/POVChallenge ConcernsLeadership – How to get centralized leadership across cross-functional teams

Cross-Team Integration – How to coordinate early on in the process

Staffing – How to establish an approach with is flexible and expandable

1. Create a Social Management ‘Council’ which is accountable2. Create single “oversight” position within the brand to

oversee all Social Media3. Nominate “Voice” or “Champion” of Social Management

Council4. Rotate Leadership through departments as needed by

cross-functional initiatives

1. Set Social Media “Editorial Calendar” and create discussion forum/distribution list (e.g. rework weekly/monthly meetings)

2. Develop a Centralized Social Management Framework/Strategy

3. Make distribution list

4. Define Roles & Ownership

5. Think “Blended”

1. Pre-plan and agree on “Tent Pole” teams to handle specific events

2. Develop Contingency staff/Social Management SWAT Teams

3. Cross-train teams on Social Media to create a “super staff”

4. Develop Process [e.g. checklist, guidelines] for BUs when using with Social Media

5. Designate ‘Point-of-Contact’ for common requests

6. Incent employees & external advocates through recognition

1. Need for a single leader to act as decision-maker, voice of the brand Social Media and act as Champion for organization to senior leadership

2. Creation of a Governing Board or Council that provides equal access and representation for each department into SM

1. Need for a coordinated Working Team that builds, manages and executes tactically from a common set of standards, goals and action items

2. Better definition of roles and integrated processes

1. Need for “forward thinking”proactive planning and management around programs to include staffing and expertise to manage workload.

• No clear, singular voice or vision

• No decision-maker• “Land grab”• No singular focus on

customer• Lack of senior

leadership visibility• One team will not

have 360 ° view

• One organization will control view, strategy and resources

• Conflicting priorities• Conflicting strategies• Lack of bandwidth• “Turf battles”

• Not enough support or expertise for specific priorities as they occur

• No one can say “no”• No proactive

planning which causes conflict in resources and priorities


KEY CONSIDERATIONS

• Loss of Control: A common concern was that needs/resources will be re-allocated towards other more visible programs beyond their own – Team opted for a rotating leader in order to give their group an opportunity to lead

• Why Would This Work: Social Management is just as unorganized and lacking in communication as everything else

• Flexibility: How can we operate when budgets and resources are locked in 3 quarters out

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Case study:

Recommendations for a major US telecom provider


HOW DO YOU DEFINE A BEST-IN-CLASS SOCIAL MEDIA

PROGRAM?

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“Being open, honest, transparent”

“Create consumer relationships with the company that goes beyond customer/provider”

“leveraging the collective insights from all of the key players in the social space”

“engages a customer on their terms with content of interest and allows for a two way dialogue”

“Openness to try new programs and partners”

Source: verbatim from client survey 2010


No one thinks their brand’s Social Management Program is “Best in Class”

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Q1. Please rate your brand’s Social Management program using a 5 point scale where 1 means “Best in Class” and 5 means “Below Average”

Average

Below Average

Above Average


At best, Leadership is felt to be “aware but disengaged” in this regard

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Q2 Please rate the awareness of client's Senior Management (VP+) as it relates to the following topics regarding social media.

Slightly unaware

Unaware

Aware/Disengaged

Aware/Engaged

Actively Engaged


The expectations are low for the brand’s team collaboration

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Q3 How well does the client use their resources (e.g. people, tools, budgets, best practices) to advance their social media programs?

Almost meetsexpectations

Does not meetexpectations

Meets

Exceeds

Actively Engaged


SURVEY OVERVIEW & INSIGHTS

Overall the following general themes and insights were derived from the survey:

• Overall sentiment of the brand’s Social Management program is above average although a majority of the components were deemed overwhelmingly average.

• The consensus is also that senior leadership is aware of the impact of Social Media however a majority are disengaged with the overall process with some exceptions.

• With regards to Resource utilization, the general opinion is that the brand’s score of “Almost Meets to Meets expectations” with the highest scores for leveraging best practices and the lowest for transparency of external information.

• As expected, the biggest gaps currently are equally divided across staffing, Cross-Team Integration, Budget, Leadership and Processes however when prioritized by each respondent the two recurring issues were leadership [25%] and staffing [22%] were far ahead of any other gap with budget [16%] a distant third.

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Prioritized “Gaps” in the current program

1. Leadership2. Staffing3. Budget4. Cross-team integration

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LEADERSHIP

“The lack of a centralized leader with senior level support means often groups are acting independently with little thought as to overall strategy and coordination of efforts.”

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CROSS-TEAM INTEGRATION

“To be best in class, our brand needs to support with dedicated internal experts that have time to bring forth thought leadership and provide strategic guidance to the agencies.”



BUDGET

“Yes and no support for a program cannot be relegated to the person managing the budget.”

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STAFFING

“While the teams work well together in terms of communicating their distinct initiatives and collaborating where appropriate, we are still working in silo's to set overall social strategy.”



THE WORK SHOP: SESSION TEMPLATE

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1:00pm 4:05pm1:30pm

Ice Breaker

Ground Rules

Define the Gaps

Problem Clarification(Full Group)

“How Might We”statements

Ice Breaker

Break into Teams

(2-3 based on # of attendees)

Reaffirm Task

Headlining ideas to solve selected gaps

in Social media processes.

2:10pm 2:35pm

Approximate timings

Gap 1

Each group gets 30m to develop

solutions to specific ‘gap’

After 10 solutions, group votes on top 2

ideas

Intro/Overview

of Challenge

Top line review of

survey findings

Stimulus Action

BR

EA

K

2:25pm 3:05 pm

Wrap Up

Teams present back top solutions to their gaps.

Discuss.

Next Steps.

End

4:45pm

Gap 2




ideas

Gap 3




ideas

3:35 pm


SESSION OBJECTIVE

• In the time allotted, participants were able to explore 3 of the 4 core issues:

- Leadership

- Staffing

- Cross-team Integration

• The single filter for measuring success was short-term versus long-term actionability.

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Generate ideas against identified gaps, which highlight the necessity of working together smarter; these are headline solutions – not the detailed plans for action.


SUMMARY OF KEY TAKEAWAYS

• There is clear lack of communication between teams. Groups need to involve others early on in the process. One top solution is the introduction of a Social Media editorial calendar which is discussed on a regular basis (e.g. monthly or weekly).

• Because of the lack of communication groups are going off and doing their own thing without consulting with others, development of a centralized Social Management strategic framework was another top suggestion.

• ‘Leadership’ issues included centralization and allocation of decision-making authority. As there is no central Social Management strategy, there is no guidance. One idea was to create a social media “council” made up of key team members. This council would also be accountable - reporting into senior management.

• Absent of clear Social Management leadership, nominate a single leader of SM who rotates through teams as needed.

• Contingency Staffing - flexible and expandable - to address urgent short-turn needs were very top of mind. Citing the Ninja programs success, many felt assembling best staff is about leveraging passions and activating in areas as needed. The consensus felt pre-planning and creating “tent-pole” teams as a viable option to handling these uncertainties.

• Budget, while not discussed specifically, will need to be addressed to carry these ideas forward.

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Session Details


GETTING STARTED

Leadership

Staffing

Cross-team Integration

“How to get centralized leadership across cross-functional teams?”

“How to establish staffing approach which is flexible and expandable?”

“How to coordinate with each other earlier in the process?”

** This was done by generating a lot of angles on the issue and then voting on which one got most to the “heart of the matter”

Issue Top restatement

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• The room as a whole first worked on restating each issue as workable “How to” questions…


GROUP A WORK FOR CTI

1. Establish points of contact• POC in each org to learn about & shape developments @ planning stage• Have central point-of-entry for short-turn projects so entire team can be briefed• Educate other teams on responsibilities

2. Panel/Ongoing Survey• Survey current “pain points” to track progress/contribution effects

3. Early collaboration/Communication• Mandatory schedule for regular meetings/updates• Develop a cross-party reporting structure; info-sharing on a consistent basis• Share base level problems and identify interaction points, foundations• Share ideas with POC across orgs in early planning phases

4. Centralized Framework• Establish a central strategic framework of goals for Social Media across orgs• Set out the goal to be attained by the brand SM groups• Develop an Enterprise-wide SM strategy to get agreed goals

5. Process for Shared Assets/Bank • Forums to share case studies• Take inventory of assets/content

6. Social Innovation Sharing• Regular meetings to discuss opportunities for SM innovation

7. Urgent Project planning Flexibility• Anticipate Flexible urgent needs & build contingencies

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GROUP B WORK FOR CTI

1. Clearly define/empower SM governance board• Clearly define and empower Social Management team• Streamline communication between groups• Identify early on all aspects of SM initiatives• Open opportunity for BU partners to be treated as extended team members• Create core SM team that brings initiatives & plans back to larger teams• Have a social media manager/director preside over all SM

2. Rework weekly/monthly meetings and distribution of info across teams• Cross-team social briefings from the beginning• Weekly/monthly meetings• Bring up challenges or requests in our weekly/monthly collaboration meetings• More contribution from others in weekly extended meetings• We should distribute shared calendar to expanded group/stakeholders• Establish distribution list/Consolidate social media distribution list• Reformat weekly meetings – have other groups involved• Communicate talking points – allows for faster knowledge exchange

3. Create Social Brief• Create SM brief for all teams to work from as filter for initiating work• Establish better accountability

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GROUP C WORK FOR CTI

1. Collaborate on agenda for bi-weekly call• the brand will foster open collaboration early in the strategic planning process• Essential for pre-planning for “tent-pole” events

2. Ideation and discussion of corporate rumblings• Survey current “pain points” to track progress/contribution effects

3. Think as a “blended social person”• i.e. “If I am the social VP, this is how I’d approach…”• Social Management alias of task force

4. Define roles and ownership

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GROUP A WORK FOR STAFFING

1. Contingent Staff for Short Term!!!• Establish & train contingent staff for urgent short-term needs

2. Line item for budgets/media• Estimate resource budget to address short term contingencies• Find “invested” partners (media $ for execution volunteers)

3. Up Skilling/Training 101• Grow overall awareness of importance of SM among employees• Feed the brand SM outputs to all employees (i.e. Twitter sign-up for all)• Apply Ninja approach where bodies are needed• Training/train all employees in SM 101

4. Central point for “alarms” authority• Establish a central POC to “sound the alarm” and communicate urgent needs

5. Establish discipline timelines• Being respectful of other’s needs/time• Learning about other team’s responsibilities & existing bandwidth

6. Social KPI’s and Corp Goals• Set out how each group will deliver on core strategy within their discipline• Champion the needs for increased staff to leadership that translates to corporate goals

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GROUP B WORK FOR STAFFING

1. Develop a process to better utilize resources at the BU/Agency requesters (people outside core team)

• Utilize agency partners more effectively• Recruit and use marketing partners outside core teams to take on work• Create process/workflow to quickly ramp-up ninja participation for campaigns or

reactive issues• Recruiting passionate people as shared resource• Use BU as extended team member for particular initiative

2. Create and utilize extended partnership to identify common goals and stakeholders

• Leadership buy-in to sharing resources

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GROUP C WORK FOR STAFFING

1. “Tent-pole” social media team• Agreement over tent pole events• Having Social Management committee/task force encompassing all groups• Cross-functional team comes together to be ‘nimble’ and responsive to events in the market• Team members will be assigned based on what events are• Assign key personnel to manage tent pole initiatives• the brand will foster open collaboration early in the strategic planning process• Essential for pre-planning for “tent-pole” events

2. Long term planning process• Consolidate staffing across teams (as it pertains to SM)• Allow teams to have dedicated ‘social media’ people• Have role of each SM person spelled out so there is no misunderstanding of needs• Create steering committee & editorial calendar

3. Short term rapid response• Use SM engagement tools to target and respond to external posts• Recruit brand Advocates from customer base to engage in SM efforts

4. Employee/BU involvement• Make SM participation easy for employees (i.e. not too restrictive)• Assign team members to manage relationship with key internal partners• Invite BU participation• Create agency pool of personnel solely for execution against segments outside tech

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GROUP A WORK FOR LEADERSHIP

1. Council• Leadership panel• Accountable social media council• Establish cross-functional leadership team to coordinate and advise best practices in SM

2. Central Person• Consider an individual leader versus a “Council” to lead• Establish a VP of Social Management with cross-org authority

3. Council + Central Person• Coordinate teams to report successes and educate exec leaders

4. Champion• Establish sponsor from Dan’s lead team to champion SM effort (in addition to council or VP)• Hire person responsible for sharing knowledge/programs across groups

5. Central “Knowledge Center”6. Best Practice – Ninja Training

• Hire for new role• Train within BU’s (e.g. guiding principles for navigating SM)• Train executive leaders on what SM ecosystem looks like and how the brand is perceived

7. New Social Organization Focus! Re-Org!• Have a central, dedicated organization responsible for meeting the goal of having a ‘best-in-class’ SM

program• Make being ‘best-in-class’ a concrete goal which compensation is based

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GROUP B WORK FOR LEADERSHIP

1. Empowered governance board• Define what is needed from leadership

• Establish formal governance board and set leader of board

• Assign VP to lead and empower board

2. Need a SM champion as part of, voice of and sponsor of that board (CEO/Board)

• Consider an individual leader versus a “Council” to lead

• Establish a VP of Social Management w cross-org authority

3. Define a Single SM strategy

4. Define Criteria for Leadership

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GROUP C WORK FOR LEADERSHIP

1. Create new position to oversee all SM• Get a “social media director”

• Create management-level position to oversee SM efforts

• Appoint VP of SM with responsibility for reporting to Sr. Leadership (has final call)

• Appoint one nominated executive to lead & champion social-cross-functional teams

2. Create steering committee with clear areas of ownership + accountability• Define “ownership” areas among teams that have “final call” with input from steering

committee

• Teams nominate key point person

• Key constituents will create committee to discuss issues

• Leadership from all areas jointly decide strategy & projects

• Made of “Certified Decision Makers”

3. Rotating inter-departmental leadership• Leader rotates between departments as needed by cross-functional initiatives

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TOP SOLUTIONS FOR LEADERSHIP

“How to get centralized leadership across cross-functional teams?”• Create a Social Management ‘Council’ which is accountable• Rotate Leadership through departments as needed by cross-functional initiatives • Create single “oversight” position within the brand to oversee all Social Media• Nominate “Voice” or “Champion” of Social Management Council

Top voted ideas

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TOP SOLUTIONS FOR CROSS-TEAM INTEGRATION

“How to coordinate early on in the process?”• Set Social Media “Editorial Calendar” and create discussion forum/distribution

list (e.g. rework weekly/monthly meetings)• Develop a Centralized Social Management Framework/Strategy• Make distribution list• Think “blended”• Define Roles & Ownership

Top voted ideas

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TOP SOLUTIONS FOR STAFFING

“How to establish an approach with is flexible and expandable?”

• Pre-plan and agree on “Tent Pole” teams to handle specific events • Develop Contingency staff/Social Management SWAT Teams

– Cross-train teams on Social Media to create a “super staff”

• Develop Process [e.g. checklist, guidelines] for BUs when using with Social Media

• Designate ‘Point-of-Contact’ for common requests• Incent employees & external advocates through recognition

Top voted ideas

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CLIENT SELECTED RECOMMENDATION

– A Social Management leader [Director Level] to provide a voice for the board/ council to Senior Leadership, coordinate and allocate resources as needed.

– Governance Board/Council consisting of representatives from each group to bring issues,

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OCEWorking

Team

MarComWorking

Team

CorpComWorking

Team

LegalWorking

Team

BUWorking

Team

Social Management

Director

– needs, ideas, solutions and “passion” to the forefront with a singular focus on customer.

– Social Management Working Team to plan, coordinate and activate cross-team

initiatives and identify issues.


ROLE: THE SOCIAL MANAGEMENT DIRECTOR

• Primary Function: Provide Leadership and a Voice for the Governance Board and SM Working Team to create a Best-in-Class Social Media Program.

• Action: Provides a centralized strategic view of Social Media that can be translated at the organizational level. – Oversees the Governance Board and provides final “vote” [Decision-maker]– Brand Social Management Champion & Voice to Senior Leadership– Overall Brand Social Management Strategy and Vision– Create and manage the brand Social Management Guidebook to encompass an

overall external and internal Social Management strategy– A social media roadmap [calendar] to include all events, requirements, resource

needs etc. to coordinate across all organizations– A core set of KPI’s and measurements to manage the organization to negotiate

resources [staffing, budget] in advance as needed– Prioritized workload across all organizations– Capture and share Best Practices to continuously feed back into planning

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Social Management

Director


ROLE: THE GOVERNANCE BOARD

• Primary Function: To remove obstacles from the SM Working Team delivery of the Social Management program by providing resources and support when requested.

• Action: Meets and discusses overall brand integrated strategy across all organizations to represent and leverage the diverse knowledge, experience, resources, expertise and relationships to manage reactive issues but plan proactively.

– Brand Social Management Champion & Voice to Senior Leadership– Overall brand Social Management Strategy and Vision– Create and manage the brand Social Management Guidebook to encompass an overall

external and internal Social Management strategy– A social media roadmap [calendar] to include all events, requirements, resource needs

etc. to coordinate across all organizations– A core set of KPI’s and measurements to manage the organization to negotiate

resources [staffing, budget] in advance as needed– Prioritized workload across all organizations– Capture and share Best Practices to continuously feed back into planning– Determines organizational Benchmark Objectives and monthly Management by

Objectives [MBO’s].

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GovernanceBoard


ROLE: SOCIAL MANAGEMENT WORKING TEAM

• Primary Function: To identify and provide clarity/prioritization around obstacles and requirements to drive the Social Management program.

• Action: Focuses on weekly/monthly/quarterly management of overall marketing planning, activities, events, messaging, trends, issues and campaigns. as well as identification and clarity – Create a running monthly quarterly plan of all activities to determine and prioritize

workload, resource needs, upcoming issues to report to Governance Board.

– Articulate issues, requirements and timelines to Governance Board for assistance and resolution.

– Reports on current outputs and adherence to KPI’s.

– Shares resources, tools as appropriate

– Provides assistance and SME resources as appropriate

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SMWorking

Team


BENEFITS

• Team Approach to social media coordination across all organizations and function with centralized leadership and decision-making

• Ability to capitalize on core strengths, passion and creativity of each group vs. one group/one viewpoint.

• Integrated strategy allows the team to project 360° view of marketplace and combine resources

• Optimized process that provides ability to utilize resources more efficiently and increase speed-to-market

• Shift from reactive to proactive management

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HOW IT WORKS…

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OCEWorking

Team

MarComWorking

Team

CorpComWorking

Team

LegalWorking

Team

BUWorking

Team

Social Managem

ent Director

• Meets Weekly to discuss calendar and identify needs & resources

• Meets Bi-Weekly to resolve issues, implement strategy and discuss metrics

• Manages overall brand Social Management vision and strategy. Convenes and oversees Social Management Governance Board Bi-Weekly and reports progress to Senior Leadership on a Monthly bases or as appropriate.


OPTIMIZATION 1.1

Process


SMP Optimization – Process

• Identification of how the client works within and across departments:– How is social used?– How does the brand engage?– Is there a singular “brand voice” and who owns that voice?– Who is listening and raising alerts when issues occur?– What processes are followed when alerts are raised?– Who has ownership?– How are things prioritized and escalated?– Where does the content come from and who’s budget is responsible for creating it?– What metrics are being used to measure how things are done?

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Process: Matrix Management

• A starting point to optimizing SMP processes is to categorize within three critical areas– Existing processes that are required in-place– Existing processes that need to be changed or removed– Gaps that need to be fixed

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Required

Not Required

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Listening Engagement ContentChannel

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Reporting


OPTIMIZATION 1.2

Resources


SMP Optimization – Resources

• Identification of how the client works within and across departments:– People:

• What are the specific job titles? • What are their skill sets?• Are they dedicated?• Who do they report to?

– Content• Who owns it?• Who creates it?• Who funds new content development?

– Communities (Branded Channels & Influencers)• Do they exist now and who manages them?• Who owns the budget?• Is there Media investment?

– Metrics & Reporting• Are there metrics & reports in-place that drive back to performance, objectives & brand KPI’s• Who owns and produces them? Frequency• Are they compartmentalized or across the Enterprise? (Can and should they be?)

– Training• What exists today?• Is it specific to the performance of the brand within SM?

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Resource: Matrix Management

• A starting point to optimizing SMP resources is to categorize within three critical areas– Existing resources that are required in-place– Existing resources that need to be changed or removed– Gaps that need to be fixed

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Required

Not Required

Gap/New

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People Content CommunitiesMetrics & Reporting Training


OPTIMIZATION 1.3

Content


SMP Optimization – Content

• Identification of what types of content exists today and how is it produced and published within & across departments as well as to their customers:– Branded Content (Owned)– Content Creation (Paid) – Who creates it?– UGC – Is it used and how is it generated– Content Types – Text, Video, Photo, Audio?– Digital – How does the brands online assets perform?– Mobile – Does the brand have a “solomo” strategy? Does it generate the right engagement?

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Content: Matrix Management

• A starting point to optimizing SMP processes is to audit and categorize within three critical areas– Existing content that is high-value– Existing content that needs to be changed or removed from the process– Gaps that need to be addressed in terms of creating new content

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Required

Not Required

Gap/New

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Types Digital

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Mobile


OPTIMIZATION 1.4

Technology


SMP Optimization – Technology

• Identification of what types of tools & technologies exist today and how are they used within & across departments as well as their customers:– Listening/Monitoring– Engagement– Content Management– Channel Management– Data & Insights– Reporting

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Technology: Matrix Management

• A starting point to optimizing SMP technology is to perform and extensive audit of what the brand has invested in/is using currently and then categorize within four critical areas– Existing tools/technologies that are required in-place (contract or internally developed)– Existing tools/technologies that need to be changed or removed– Gaps that need to be fixed– Requirements that must be integrated into the overall Platform to provide across the Enterprise

value

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Not Required

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Listening EngagementContent

ManagementChannel

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Insights

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Integration ??? ??? ??? ??? ??? ???


NEXT STEPS…


WHAT’S NEXT?

• Construct a plan to that looks at the results of the optimization process to consolidate the brands’ assets, resources, processes, budget & technology/tools

• Identify which assets can be re-used and what development or investment needs to occur to make the SMP work effectively

• Phase 3 – Begin laying out the basic component of the SMP that incorporates all of the information determined above that will result in highly-efficient, valued SMP.

• Build with a plan that is [short-term] scalable and [long-term] evolutionary to meet the changing needs of the brand “proactively.”

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AZURITE BLUE INC.

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We are a consulting firm that has the experience and ability to help clients articulate their needs with regards to “all things social” from marketing to operational design to management. Our strength is to analyze your need,

assess your strengths and create an operational roadmap to get there!

Contact: Jim Clark – 908-305-8475

[email protected]

www.linkedin.com/in/azblue/

https://www.facebook.com/azblueinc

mailto:[email protected]

http://www.linkedin.com/in/azblue/

https://www.facebook.com/azblueinc

Social Media Management - Phase 2 (Optimize)

Social Media

Transcript of Social Media Management - Phase 2 (Optimize)