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Transcript of Vivaki Social PR Workshop
VivaKi Social PR Workshop
August 15, 2012
2© 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.
Agenda
Overview & Intros
VivaKi Social Strategy
Analysis of Social Networks
Overview of Free Social Tools
Building A Social Strategy & Roadmap
Guidelines, Policies & Best Practices
Closing Remarks and Q&A
LUNCH!!
3
Our Social Media Sherpas
Michael WileyChief Social Media Officer
VivaKi
Michoel Ogince Director, Product & Platform Strategy
Big Fuel
© 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.
4
Who are you?
What is your role and where does social fit in?
Where are you based?
Obligatory Awkward Ice Breaker Question: Mostinteresting or embarrassing person you’re following on Twitter?
Introductions
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VivaKi’s Social Strategy
6
10 years: evolution of social
2004 2005 2006 20082002 2007 2009 2010 20122003
Brands begin shifting considerable resources to social campaigns
LBS & social shopping take hold. Social CRM emerges as a discipline
Enterprises begin organizing around social business imperatives
Brands increasingly name social agencies of record
2011
© 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.
7
Preamble Review
Each VivaKi brand must be a competent guide and resource in Social since Clients are looking for ideas simply and efficiently delivered across paid owned and earned connections Need to understand what will be expected from our Clients
To ensure full suite of expertise is available to each brand we will need to upgrade, share and borrow/buy to fill gaps Need a framework to benchmark and organize our resources and
expertise
All expertise, tools and possible acquisitions will be linked to one of our four large brands or the VNC and we will not be creating a central resource Need clarity for what a small central global VivaKi social team does
relative to the Brands.
© 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.
Theme 1: Growing Budgets, Strategy Deficits
9
Budgets Continue to Increase
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Organizational Indecisiveness Still Reigns
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An Optimal Approach Has Marketing at the Center
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12
Lack of Integration
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13
How We Win (Theme 1)
Become the “go to” counselors for social media by:
Giving our MARKETING clients the strategies they need to articulate a path forward for their companies
Insuring that we produce holistic perspectives and integrated solutions that are social by design
Pairing strategies with executional and operational excellence
Offering deep specialization in core social media platforms and disciplines
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Theme 2: Social Networking is a Global Opportunity
15
Asia-Pacific has three times as many social network users as North America
4 out of 10 live in the Asia-Pacific region
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16
This year, more than 1.4 billion people worldwide will use social networks
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MENA will have highest growth in 2012. Slowest growing: North America
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APAC212.7 million
NORTH AMERICA157.3 million
This year, APAC will pass North America as the region with the most Facebook users
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19
China’s social network audience is big – and getting bigger
With Facebook blocked, Chinese social networks and microblog sites will see strong growth
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20
India and Indonesia will see the fastest user growth this year, each up over 50%
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21
Summary
Number of social network users worldwide: 1.4 billion by the end of 2012.
Largest social networking region: Asia-Pacific, with nearly 616 million users by year’s end.
Country with the most social network users: China, with more than 307 million in 2012, nearly double the number in the US.
Countries where social networking is growing the fastest: India and Indonesia, which will each see 50%+ growth in users this year.
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The Center of the Universe
25
The New Facebook Formula
Timeline offers broader creative canvas as do stories which can feature photos, videos and links.
Page posts drive paid content
Premium ads to appear in desktop and mobile newsfeeds
Reach Generator increases organic content distribution
Facebook “offers” create viral coupon and promotional opps
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26
Implications for Our Clients
Integration of creative, PR, media and customer care functions is an imperative
Social strategy in general and Facebook in particular must be central to communications planning
Community management and editorial calendars are table stakes; Multimedia storytelling and paid/owned/earned content optimization are differentiators
Premium and marketplace strategies must be in synch
Brands must be “Always On” with iterative testing and campaign spikes to enhance engagement
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27
How We Win (Theme 2)
Big picture: Less thinking, more doing
Articulate cohesive Facebook strategies for clients
Talent development: Create Facebook-centric roles that focus on paid owned earned expertise
Brand Architecture and page management
Premium and marketplace ads/Fan acquisition
Content development/storytelling and optimization
Insights, Marketing, Open Graph API expertise
Take advantage of our global footprint to optimize global/regional/local implementations
Leverage our collective spend for our clients’ benefit
Integrate Facebook programs with other paid owned earned efforts© 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.
Theme 3: Innovate and Execute on the Run
29
We Need to Evolve Faster
No excuses approach:
Talent : Bridge talent and expertise gaps by leveraging staff currently serving in adjacent roles
Tools: Establish clear partners for co-developing and delivering core services and to fill system-wide gaps
Collaboration: Leverage Vivaki/Groupe capability across brands rather than reinventing for speed to market
© 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.
30
VivaKi Social Stack
What it is:
A framework that establishes core disciplines
A visual means for assessing capability
A common language
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31
The VivaKi Social Stack
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Data analytics & measurement
Social CRM
Social media planning & buying
Content strategy, development & management
Community management & engagement
Social business strategy, design & planning
Listening, monitoring & reporting
Conversation research & insights
Social commerce
Influence and Advocacy
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How We Win (Part 3)
Leverage the Social Stack to upgrade share borrow; improving collaboration, cross-pollination and vendor management
Surface enterprise-level opportunities so that economies of scale can be realized and best practices can be socialized
Source internally first, build only if necessary; Resist the desire to re-invent or duplicate and build in silos
Re-invent the Vivaki Social Council
Create more training opportunities
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33
Conclusions
Social Networking in general and Facebook in particular can be global business growth drivers
We need to move faster – to scale and transition our talent and expertise to meet demand
Clients are looking for deep specialization – we need to provide it
We need to upgrade, share and borrow
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Analysis of Social Networks
35
About Big Fuel
Pure-play social media agency Hollywood meets Madison Avenue 8 teams Big Fuel Social Labs Clients: Samsung, T-Mobile, Gatorade, SPG
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36
Analysis of Social Networks
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Facebook: Should You Leverage?
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Facebook: Should You Leverage?
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Facebook Insights
Metrics around content (ROI) Two categories of insights:
User: page likes, daily active users, new likes/unlikes, demographics, tab views
Interactions: post likes, comments, impressions, mentions, wall posts
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Twitter: Should You Leverage?
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Twitter: Should You Leverage?
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Google+: Should You Leverage?
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Google+: Should You Leverage?
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YouTube: Should You Leverage?
The world’s second largest search engine
81% of internet users watch online videos
More than just text & still images Success with pro video & amateur Direct viewers to social & .com Built-in analytics
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45
Pinterest: Should You Leverage?
11 million monthly users Demographic: >80% F, affluent
25-44yrs Image/photography heavy brand 40% of all social media driven
purchases
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46
Pinterest: Should You Leverage?
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LinkedIn: Should You Leverage?
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LinkedIn: Should You Leverage?
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Instagram: Should You Leverage?
80 million users 40% of the top 100 brands on Instagram Secret weapon: Mobile Behind the scenes Influencer marketing network Viral through hashtags Customer or employee content curation Measure: Satigr.am
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Instagram: Should You Leverage?
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Tumblr: Should You Leverage? Users: 55% < 34yrs @ 30k per year Secret weapon: Media Social product functionality Fashion brands are a success! Check out Vogue on
Tumblr Media brands: NPR Short-lived, campaign based
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Overview of Free Social Tools
Dad: “Michoel…”
Me: “Yes, dad?”
Dad: “Remember this for life:there is no such thing as a freelunch.
54
The Landscape
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Outline
Social Media Management Systems (SMMS) Facebook Tab Applications Social Listening
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Social Media Management Systems (SMMS)
Publish Content Listen (in and out of house) Measure ROI
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SMMS: Use Cases
Intense Engagement Social Broadcasting
Platform Campaign Marketing
Distributed Brand Presence
Tailored Customizations
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SMMS: Free Tools
HootSuite TweetDeck Buffer App
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SMMS: Free Tools - HootSuite
Multiple networks Scheduled posts Robust analytics Facebook insights Google analytics Twitter profile stats Analytics reports Teams
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60
SMMS: Free Tools - TweetDeck
Multiple networks - limited, single window view
Watch videos in TD
Desktop notifications
Downloadable No analytics
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SMMS: Free Tools - Buffer App
Engagement optimization tool Freemium model Post via:
Buffer website Browser add-ons Buffer plugin Buffer email Analytics
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SMMS: For a Few Dollars…
Advanced analytics Engagement & influence
scoring Top performing posts Follower demographics Advanced monitoring Track relevant keywords Filter by images, news, blogs Competitor & industry tracking Workflow permissioning
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63
Facebook Tab Applications
RSS Feed Twitter YouTube Flickr Static HTML
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64
Social Listening Platform
Analyze conversations Breaking links Trending topics Recent comments Trending people
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65
Thank You!
Twitter: @Twabbi Website: www.mountainclimber.me Email: [email protected]
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Live Demos
Building a Social Strategy & Roadmap
68
Learnings from Altimeter
20 social experts from across VivaKi July 18-19th in San Francisco, CA Intensive two-day workshop on social business
strategy development Led by Altimeter founder and co-author of
bestseller Groundswell, Charlene Li Special appearances/presentations by leading
Altimeter research analysts Jeremiah Owyang and Brian Solis
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69
The Social Strategy Process
Identify Social Objectives
Create A Social Vision
Develop Social Initiatives
Craft A Coherent Strategy Roadmap
Organize for Social Readiness
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© 2012 Altimeter Group
Identify Social PR Goals
71
Examples of Typical Social PR Goals
Increase brand awareness Gain new business leads/identify prospective clients Share thought leadership & unique perspective Elevate brand positioning Attract great talent Promote your best work Expand your global footprint Join the industry conversation Gain insights/feedback on your performance Stay current on competitive landscape
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Prioritize Your Goals
Understand the top strategic objectives
for your organization
• Objectives may differ: Corporate, business unit, departmental, regional, and customer segments.
Identify where and how social can
potentially make a difference
• Understand how social initiatives create value
Align social goals and metrics with
attainment of business goals
• This is HARD but doable!
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73
Prioritize Your GoalsBusiness Goal Business Metric Social Goal Social Metric
Maintain leadership role as home to the best digital talent
Increase retention rate and new digital hires by 20%
Implement employee-centric blog within recruitment site, illustrating why your company is a great place to work
Use page views, engagements and employer reputation to gauge performance.
Diversify client portfolio to include more luxury retailer brands
Increase percentage of luxury retailer clients by 10%
Leverage social channels to share thought leadership on marketplace trends & place greater emphasis behind retail/luxury goods research & news
Track clicks, “likes”, fans, followers retweets and assess analytics to determine how it is translating to business leads.
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74
Activity – 15 minutes
Individually or with a colleague, think about your agency or team’s business goals.
Complete the Aligning Business and Social Goals & Metrics Worksheet by listing no more than five of your agency’s business goals.
Develop social goals and social metrics for each business goal you list.
Be prepared to share your
findings with the group. © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.
© 2012 Altimeter Group
Create A Social Business Vision
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A Strategic Social Business Vision
What is it? A short, engaging and inspiring statement of what your ideal
“customer” relationship will look like in the future.
What’s the value? Focuses on the relationship Provides clarity on where you are headed Inspires people to solve for a compelling future Aligns and guides all aspects of your social business
strategy
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77
Vision Statements
To humanize the company by connecting constituents with Ford employees and
with each other when possible, providing value in the process.
Helping People Around the World Eat and Live Better
To create a better everyday life for the many people.
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78
Criteria for a Good Social Strategy Vision Statement
Short Memorable Aspirational Actionable Consistent with business mission & values
The secret: Don’t over think it.
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Criteria for a Good Social Strategy Vision Statement
Focus on the relationships in the future. Think of the statement as a story that you could tell about
that relationship. Keep centered with values and purpose that drive your
company. These don’t change over time. Reference your Social Goals, but don’t be tied to them. Write a statement that will stand the test of time – and of
technology. Do it quickly – your gut reaction is usually right.
Don’t wordsmith!
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VivaKi Social Vision Statement
To encourage the exploration of ideas that
accelerate our clients’ ability to
connect with people.
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81
Activity – 15 minutes
5 minutes. Individually, write a ONE sentence vision statement. NOTE: This should be a 3-year vision.
10 minutes. In a small group, share your individual statement. You can choose to revise or combine elements of more than one statement.
Be prepared to share your
findings with the group.
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82
The Social Strategy Process
Identify Social Objectives
Create A Social Vision
Develop Social Initiatives
Craft A Coherent Strategy Roadmap
Organize for Social Readiness
© 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.
© 2012 Altimeter Group
Develop Social Business Initiatives
84
Five Categories of Social Business Initiatives
Learn
Dialog
Advocate
Support
Innovate
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85
Five Categories of Social Business Initiatives
Learn
Dialog
Advocate
Support
Innovate
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86
Definition of Learn:
Using social technologies to listen and learn from
customers who are already speaking.
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What Should You Listen For?
Metric InsightBrand Sentiment How the public views your brand
Conversation Drivers Primary factors influencing conversation about your brand
Negative Conversation Drivers (Primary areas of risk)
Most significant topics negatively influencing your brand
Positive Conversation Drivers (Primary areas of opportunity)
Most significant topics positively influencing your brand
Performance Over Time How you compare—from a positive and negative standpoint—against past performance
Performance Compared to Industry Average
How you compare—from a positive and negative standpoint—against competitive set?
Performance Compared to Benchmark
How you compare against performance benchmarks that you have set for yourselves
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Start with basic monitoring tools
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Paid Services Provide Monitoring
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Other Providers:
and more…
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Listening Centers Can Be Basic but Effective
Dell uses Salesforce Radian6 to power its
social media monitoring of over 22K
customer conversations on the
social web.
Gatorade uses Radian6 and IBM to power its
Mission Control Center, which tracks
conversations and provides data
visualizations & dashboards.
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Leverage Local Presence to Listen & Learn
Ritz Carlton property managers are known to
monitor mentions
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Leverage Owned Sites to learn more about your fans/followers
Pay attention to likes, shares, retweets and
audience interactions
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Other Resources for Listening/Learning
Review Sites Q&A Sites Blogs/Other Resources
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Listening Best Practices
Start with the free and inexpensive tools like Google search, Google blog search, Twitter search.
Use terms related to your services, executives, and competitors.
Quickly advance by using brand monitoring software and services.
Don’t scope too tight or too wide. The savvy will focus on pain points –not just brand mentions.
© 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.
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Five Categories of Social Business Initiatives
Learn
Dialog
Advocate
Support
Innovate
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Definition of Dialog
Using social technologies to initiate or
respond to conversations in social channels.
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Social isn’t just another advertising channel…
#notimpressed
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Use social to engage in conversations
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Build trust before a crisis happens…
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And know how to respond
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People Don’t Trust Company Representatives
Academic or expert
Technical expert in the company
A person like yourself
Regular employee
NGO representative
Financial or industry analyst
CEO
Gov't official or regulator
68%
66%
65%
50%
50%
46%
38%
20%
“When forming an opinion of a company, if you heard information about a company from each person, how credible would the information be?”
Percent responding “very credible” or “extremely credible”Source: Edelman Trust Barometer, January 2012
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Have continuous, not episodic, dialog
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Use Author Designations for Personal Touch
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Know How to Respond to Antagonists
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Dialog Best Practices
Have the right mindset: Once you start, customers are expecting you to maintain the conversation.
Like in real life, the same rules of conversation etiquette apply. Be a good listener, considerate, kind, and thoughtful.
As a best practice, first listen to the conversation then add value to existing discussions.
Rely on ongoing findings from brand monitoring to define a “conversation calendar.”
Don’t let antagonists bring down the conversation
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Five Categories of Social Business Initiatives
Learn
Dialog
Advocate
Support
Innovate
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Definition of Advocate
Recruiting an “unpaid army” of highly
engaged fans to promoteyour brand through social technologies
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5-Phase ApproachFormalizing an Advocacy Program
Phase 1: Get Ready Internally
Phase 2: Identify Advocates
Phase 3: Build Relationships
Phase 4: Amplify Voices
Phase 5: Foster Growth
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Identity Advocates
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Employees Advocates for culture, philanthropy, thought
leadership and talent Business Partners
Advocates for industry leadership, joint ventures, groundbreaking work/research, recognitiono E.g. Microsoft, Google, AOL, Facebook
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How To Find and Engage Them
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Create vision and goals Develop policies and guidelines Find the right people
Look at #/quality of followers and fans, marketplace influence and overall content.
Inspire them and give them a voice Help foster passion for your brand; introduce them to interesting things
they may not have been privy to before. Celebrate their willingness to vocalize your brand story.
Incentivize them Thank them for their contributions, whether it be virtually or via small
gifts/perks.
Promote their work Employees: Give them a name by aligning their POV with your brand. Business Partners: Return the favor and help them promote their brand
and their great work.
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How to Amplify Voices
Encourage advocates to form and talk to each other Foster an ongoing dialog
Involve advocates beyond just marketing or support – intake their feedback
Educate advocates at key moments, like during crises
Provide ongoing opportunities, content and platforms, to help amplify advocate voices
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Advocacy Best Practices
Don’t only think of advocacy in terms of short-term needs. Cultivate ongoing relationships with enthusiastic employees and partners.
Put advocates front and center –e.g. acknowledge wherever possible to reward their loyalty – and invite them into the company.
Promote partners as they support you – allow relationship to be mutually beneficial in nature, but not disingenuous.
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Five Categories of Social Business Initiatives
Learn
Dialog
Advocate
Support
Innovate
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Definition of Support
Assisting your customers directly, or by
facilitating peer-to-peer support, via social technologies
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Support best practices
Mindset: Customers complaints are opportunities, not threats.
Caution: As companies accelerate their social support efforts, responding to customers in social channels reinforces the behavior of complaining in public.
Fix the root issues, beyond the customer complaints.
Know when to support customers –and when to shift to private channels.
Plan for long-term integration of social support into traditional support structures.
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Five Categories of Social Business Initiatives
Learn
Dialog
Advocate
Support
Innovate
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Definition of Innovate
Using social technologies to
source and collect customer feedback on current or future
products and services.
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Starbucks involves 50 people around the organization in innovation
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Tens of thousands of customers have submitted, commented, and voted on ideas at My Starbucks Idea.
As of March 2012, more than 200 have been
implemented.
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P&G Looks Outside for Innovation—Consumers, Suppliers and Others
119
“Connect + Develop helps P&G pursue outside ideas, solutions, processes—and even market-
ready products”
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P&G is Making Outside-In Innovation Increasingly Public and Social
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“We are interested in collaborating with innovators in areas such as packaging, design,
distribution, business models, marketing models, consumer research methods, trademark
licensing, technology, and new products or services”
– Bruce Brown, CTO, P&G
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What Can We Do As PR Professionals?
Crowdsource for creative ideas & content Find new ways of communicating Surface compelling stories/achievements to share socially
Become early adopters for new social tech Be change agents for corporate culture & structure Support and help publicize agency innovation efforts,
celebrate contributors: Starcom “Project Greenlight” Initiative The AOL Pool Lane for online video ad models
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Innovate best practices
Look inside and outside of your agency for ideas. Leverage social technologies and train
leadership/employees on their benefits Help socialize innovation efforts internally and
externally (depending on whether or not it can be shared)
Provide frequent updates to ideas implemented, or give general status updates of ideas in the works
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© 2012 Altimeter Group
Craft a Coherent Strategy Roadmap
Strategy Roadmap Process
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With your teams, set aside time to brainstorm potential initiatives. Involve a diverse group of people to get different
perspectives. Use it as an opportunity to build alignment with key
players. Keep centered with your vision statement and clear
understanding of social business goals. Keep strategic with a future time frame, for example,
initiatives for the next three years. Afterward, group similar initiatives together.
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1. Collect/Brainstorm Potential Initiatives
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2. Detail Initiatives & Requirements
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Total Priority Score: Leave blank until scoring is done
Initiative Name __________________________________________Category ______________________Describe the initiative in the following areas, at a high level.
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3. Prioritize initiatives against business value and capabilities
You can’t do everything, so what is most important to do?
Assess and prioritize initiatives against two primary criteria Value to the Organization. The value this initiative will
bring to your company in terms of supporting primary business objectives (e.g., increasing sales and retention, expansion, providing exceptional customer experience)
Capabilities. The overall capability of your company to execute on this initiative where accounting for incumbent technology, labor, skills, as well as company culture and ability to scale
Add additional criteria only if it’s essential to prioritization
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Prioritizing Initiatives with Scoring
Value to the Organization. The value this initiative will bring to your company in terms of supporting primary business objectives (e.g., increasing sales and retention, expansion, providing exceptional customer experience) 1 = provides very little value 3 = provides limited value 5 = provides very strong value to the organization
Capabilities. The overall capability of your company to execute on this initiative where accounting for incumbent technology, labor, skills, as well as company culture and ability to scale 1 = requires many capabilities that your company currently lacks, 3 = requires some capabilities your company lacks and others it
currently has 5 = requires few if any capabilities your company doesn’t already have
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4. Build Your Time-based Roadmap
Using your scoring, assemble an initial timetable for your initiatives.
Don’t try to do too much too quickly! Redo it now from a strategic goal perspective
Are you favoring some goals over others? Understand how some initiatives need to happen first
in order to support future initiatives. Balance out against how you need to get resources
hired/trained and technologies in place.
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Example: 3 Year Roadmap
Example: Social Business Initiatives, by Timeline
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Category InitiativeNow – 6 months
6-12 months
12-18 months
18-24 months
24-30 months
30-36 months
Learn Initiative 1
Dialog Initiative 2Advocate Initiative 3Support Initiative 4Learn Initiative 5
Dialog Initiative 6Support Initiative 7Advocate Initiative 8Innovate Initiative 9Advocate Initiative 10Learn Initiative 11
Dialog Initiative 12
Advocate Initiative 13
Support Initiative 14Innovate Initiative 15Advocate Initiative 16
Support Initiative 17
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5. Determine resources needed
Go through your initiatives and document what is needed and when.
Group similar requirements together so that you can easily see what is needed.
Lay out against when you plan to start each initiative, to provide a timeline for resources.
Do this also in conjunction with a Social Readiness assessment to understand your existing capabilities.
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Example: Staff Timeline
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Position Initiatives SupportedNow – 6 months
6-12 months
12-18 months
18-24 months
24-30 months
30-36 months
Social Strategist Governance: CoE
Community Manager Learn 1, Advocate 3, Support 3
Researcher/ BI Analyst Learn 1, Learn 3, Innovate 2
Listening Manager Learn 2, Learn 4, Support 2, Innovate 1
Social Customer Lead Support 1, Support 2, Innovate 2
Digital Influence/Advocacy Manager
Dialog 1, Dialog 2, Advocate 1, Advocate 2
Content Marketing Manager Dialog 3, Dialog 4
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Example: Technology Timeline
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Technology Initiative 90 days90 - 6
months6-12
months12-18
months18-24
months24-30
months30-36
months
Monitoring Platform All Learn initiatives
ESN Employee engagement
SMMS Content Marketing
Community PlatformSupport and Innovate initiatives
Training Platform Employee engagement Social CRM Support initiatives
Analytics Platform Market research, competitive intelligence
Innovation Gauge Innovate initiatives
Advocacy Platform Advocate initiatives
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The Social Strategy Process
Identify Social Objectives
Create A Social Vision
Develop Social Initiatives
Craft A Coherent Strategy Roadmap
Organize for Social Readiness
Guidelines, Policies and Best Practices
Closing Remarks