Social Media Governance
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Presentation on Social Media Governance held @SocialMediaWeekBerlin on 27th September 2012
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Social Media Governance
- 1. Social Media Governance @donelmo | #SMW12 | Social Media Governance
- 2. Agenda Social Media Governance @donelmo | #SMW12 | Social Media Governance
- 3. Agenda Social Media Governance About me What to expect? Disciplines affected by Social Media Organizational models Executing Social Media Governance Job profiles and recruitment @donelmo | #SMW12 | Social Media Governance
- 4. Agenda Social Media Governance About me @donelmo | #SMW12 | Social Media Governance
- 5. About me @donelmo | #SMW12 | Social Media Governance
- 6. Agenda > 600.0 00 User Ben Elle rmann • Project M a • Editor in C nager • Communi hief ty Mana ger Facebook 2002 heute @donelmo | #SMW12 | Social Media Governance
- 7. About me Ben Ellerman n Senior Konzep tioner Social Media 8 Lo cations 4.500 Empl oyees @donelmo | #SMW12 | Social Media Governance
- 8. About me Our portfolio Analysis - Digital Status Quo Social Media Monitoring Listen Analysis User Experience Employee survey Company‘s image Analyze Customer perspective Digital Readiness Strategy - Digital Quo Vadis Digital strategy Design Strategy Channel convergence Collaboration Change Implement Technology Trainings Production - Customer Centric Digital Enterprise Active dialog Engage Production Passive dialog Storytelling Definition of KPIs Affect Performance measurement Innovation @donelmo | #SMW12 | Social Media Governance
- 9. About me Our portfolio Analysis - Digital Status Quo Social Media Monitoring Listen User Experience Employee survey Company‘s image Analyze Customer perspective Digital Readiness Strategy - Digital Quo Vadis Digital strategy Design Channel convergence Collaboration Change Implement Technology Trainings Production - Customer Centric Digital Enterprise Active dialog Engage Passive dialog Storytelling Definition of KPIs Affect Performance measurement Innovation @donelmo | #SMW12 | Social Media Governance
- 10. About me Interes senvertretung Sei t 20 08 70 Mitg lie der SMs und CMs @donelmo | #SMW12 | Social Media Governance
- 11. Agenda Social Media Governance @donelmo | #SMW12 | Social Media Governance
- 12. Agenda Social Media Governance What to expect? @donelmo | #SMW12 | Social Media Governance
- 13. What to expect @donelmo | #SMW12 | Social Media Governance
- 14. What to expect @donelmo | #SMW12 | Social Media Governance
- 15. What to expect how different disciplines can work together the big picture not about instruments, technologies, operative stuff not even about strategy about meta-strategy, the thing before the strategy @donelmo | #SMW12 | Social Media Governance
- 16. Social Media Governance @donelmo | #SMW12 | Social Media Governance
- 17. Social Media Governance Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 18. Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 19. Disciplines affected by Social Media Marketing Customer Care BI Internal HR PR Communication @donelmo | #SMW12 | Social Media Governance
- 20. Disciplines affected by Social Media Marketing @donelmo | #SMW12 | Social Media Governance
- 21. Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 22. Disciplines affected by Social Media discipline that took the first steps @donelmo | #SMW12 | Social Media Governance
- 23. Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 24. Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 25. Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 26. Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 27. Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 28. Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 29. Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 30. Disciplines affected by Social Media no megaphone for advertising messages @donelmo | #SMW12 | Social Media Governance
- 31. Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 32. Disciplines affected by Social Media but instrument for establishing brand relationships @donelmo | #SMW12 | Social Media Governance
- 33. Disciplines affected by Social Media PR @donelmo | #SMW12 | Social Media Governance
- 34. Disciplines affected by Social Media PR @donelmo | #SMW12 | Social Media Governance
- 35. Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 36. Disciplines affected by Social Media pr just behind marketing @donelmo | #SMW12 | Social Media Governance
- 37. Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 38. Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 39. Disciplines affected by Social Media finally a suitable term real relations with the public fewer with journalists @donelmo | #SMW12 | Social Media Governance
- 40. Disciplines affected by Social Media BI @donelmo | #SMW12 | Social Media Governance
- 41. Disciplines affected by Social Media BI @donelmo | #SMW12 | Social Media Governance
- 42. Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 43. Disciplines affected by Social Media Social CRM Social Media Monitoring Data Mining Big Data Insights Business Intelligence @donelmo | #SMW12 | Social Media Governance
- 44. Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 45. Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 46. Disciplines affected by Social Media technology engine, manpower steering from simple sentiment indication to complex analytics collecting data, generating data @donelmo | #SMW12 | Social Media Governance
- 47. Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 48. Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 49. Disciplines affected by Social Media wisdom by MicroStrategy @donelmo | #SMW12 | Social Media Governance
- 50. Disciplines affected by Social Media HR @donelmo | #SMW12 | Social Media Governance
- 51. Disciplines affected by Social Media HR @donelmo | #SMW12 | Social Media Governance
- 52. Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 53. Disciplines affected by Social Media Employer Branding & Recruitment @donelmo | #SMW12 | Social Media Governance
- 54. Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 55. Disciplines affected by Social Media rich on information @donelmo | #SMW12 | Social Media Governance
- 56. Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 57. Disciplines affected by Social Media hard to create a bubble @donelmo | #SMW12 | Social Media Governance
- 58. Disciplines affected by Social Media hard to create a bubble @donelmo | #SMW12 | Social Media Governance
- 59. Disciplines affected by Social Media Internal Communication @donelmo | #SMW12 | Social Media Governance
- 60. Disciplines affected by Social Media Internal Communication @donelmo | #SMW12 | Social Media Governance
- 61. Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 62. Disciplines affected by Social Media Enterprise 2.0 @donelmo | #SMW12 | Social Media Governance
- 63. Disciplines affected by Social Media Customer Care @donelmo | #SMW12 | Social Media Governance
- 64. Disciplines affected by Social Media Customer Care @donelmo | #SMW12 | Social Media Governance
- 65. Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 66. Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 67. Disciplines affected by Social Media 250 188 246 million active facebook users 125 in europe 63 Q2 2010 Q3 2010 Q4 2010 Q1 2011 Q2 2011 0 Q3 2011 Q4 2011 Q1 2012 Q2 2012 active Facebook users in europe @donelmo | #SMW12 | Social Media Governance
- 68. Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 69. Disciplines affected by Social Media 20 million people with profile in network 43 % of internet users have a profile 42 % of the networkers have more than one account the average networker spents 54 minutes within networks per day german social media landscape @donelmo | #SMW12 | Social Media Governance
- 70. Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 71. Disciplines affected by Social Media @donelmo | #SMW12 | Social Media Governance
- 72. Disciplines affected by Social Media Dialog 2.0 @donelmo | #SMW12 | Social Media Governance
- 73. Social Media Governance @donelmo | #SMW12 | Social Media Governance
- 74. Social Media Governance Organizational models @donelmo | #SMW12 | Social Media Governance
- 75. Organizational models @donelmo | #SMW12 | Social Media Governance
- 76. Organizational models Chaotic @donelmo | #SMW12 | Social Media Governance
- 77. Organizational models @donelmo | #SMW12 | Social Media Governance
- 78. Organizational models @donelmo | #SMW12 | Social Media Governance
- 79. Organizational models Decentralized @donelmo | #SMW12 | Social Media Governance
- 80. Organizational models @donelmo | #SMW12 | Social Media Governance
- 81. Organizational models Centralized @donelmo | #SMW12 | Social Media Governance
- 82. Organizational models @donelmo | #SMW12 | Social Media Governance
- 83. Organizational models Hub and Spoke @donelmo | #SMW12 | Social Media Governance
- 84. Organizational models Dandelion @donelmo | #SMW12 | Social Media Governance
- 85. Organizational models Dandelion @donelmo | #SMW12 | Social Media Governance
- 86. Organizational models Hub and Spoke @donelmo | #SMW12 | Social Media Governance
- 87. Social Media Governance @donelmo | #SMW12 | Social Media Governance
- 88. Social Media Governance Executing Social Media Governance @donelmo | #SMW12 | Social Media Governance
- 89. Executing Social Media Governance @donelmo | #SMW12 | Social Media Governance
- 90. Executing Social Media Governance BI Marketing PR Customer Internal Care Communication @donelmo | #SMW12 | Social Media Governance
- 91. Executing Social Media Governance BI Marketing PR Customer Internal Care Communication Social Media Government @donelmo | #SMW12 | Social Media Governance
- 92. Executing Social Media Governance BI Marketing PR Customer Internal CEO Care Communication Social Media Government Social Media @donelmo | #SMW12 | Social Media Governance
- 93. Executing Social Media Governance BI Marketing PR Customer Internal CEO Care Communication Social Media Government Social Media Strategies @donelmo | #SMW12 | Social Media Governance
- 94. Executing Social Media Governance BI Marketing PR Customer Internal CEO Care Communication Social Media Government Social Media Strategies Providing Data @donelmo | #SMW12 | Social Media Governance
- 95. Executing Social Media Governance BI Marketing PR Customer Internal CEO Care Communication Social Media Government Social Media Strategies Providing Producing Data Content @donelmo | #SMW12 | Social Media Governance
- 96. Executing Social Media Governance BI Marketing PR Customer Internal CEO Care Communication Social Media Government Social Media Strategies Providing Producing Data Content Multiplying through specific channels @donelmo | #SMW12 | Social Media Governance
- 97. Executing Social Media Governance BI Marketing PR Customer Internal CEO Care Communication Social Media Government Social Media Strategies Providing Producing Crisis Data Content Communi cation Multiplying through specific channels @donelmo | #SMW12 | Social Media Governance
- 98. Executing Social Media Governance BI Marketing PR Customer Internal CEO Care Communication Social Media Government Social Media Strategies Providing Producing Crisis Dialog 2.0 Data Content Communi cation Multiplying through specific channels @donelmo | #SMW12 | Social Media Governance
- 99. Executing Social Media Governance BI Marketing PR Customer Internal CEO Care Communication Social Media Government Social Media Strategies Providing Producing Crisis Dialog 2.0 Data Content Communi cation Multiplying through specific channels @donelmo | #SMW12 | Social Media Governance
- 100. Executing Social Media Governance BI Marketing PR Customer Internal CEO Care Communication Social Media Government Social Media Strategies Providing Producing Crisis Dialog 2.0 Enterprise 2.0 Data Content Communi cation Multiplying through specific channels @donelmo | #SMW12 | Social Media Governance
- 101. Executing Social Media Governance IT BI Marketing PR Customer Internal CEO Care Communication Social Media Government Social Media Strategies Providing Producing Crisis Dialog 2.0 Enterprise 2.0 Data Content Communi cation Multiplying through specific channels @donelmo | #SMW12 | Social Media Governance
- 102. Executing Social Media Governance IT BI Marketing PR Customer Internal CEO Care Communication Social Media Government Social Media Strategies Providing Producing Crisis Dialog 2.0 Enterprise 2.0 Data Content Communi cation Multiplying through specific channels @donelmo | #SMW12 | Social Media Governance
- 103. Executing Social Media Governance IT BI Marketing PR Customer Internal CEO Care Communication Social Media Government Social Media Strategies Providing Producing Crisis Dialog 2.0 Enterprise 2.0 Data Content Communi cation Multiplying through specific channels @donelmo | #SMW12 | Social Media Governance
- 104. Executing Social Media Governance @donelmo | #SMW12 | Social Media Governance
- 105. Executing Social Media Governance 4 benefits of content @donelmo | #SMW12 | Social Media Governance
- 106. Executing Social Media Governance save money save time entertain educate & inform 4 benefits of content @donelmo | #SMW12 | Social Media Governance
- 107. Executing Social Media Governance @donelmo | #SMW12 | Social Media Governance
- 108. Executing Social Media Governance change of content @donelmo | #SMW12 | Social Media Governance
- 109. Executing Social Media Governance Homebase @donelmo | #SMW12 | Social Media Governance
- 110. Executing Social Media Governance Blog Homebase @donelmo | #SMW12 | Social Media Governance
- 111. Executing Social Media Governance @donelmo | #SMW12 | Social Media Governance
- 112. Executing Social Media Governance @donelmo | #SMW12 | Social Media Governance
- 113. Executing Social Media Governance challenge II @donelmo | #SMW12 | Social Media Governance
- 114. Executing Social Media Governance @donelmo | #SMW12 | Social Media Governance
- 115. Executing Social Media Governance challenge II @donelmo | #SMW12 | Social Media Governance
- 116. Executing Social Media Governance @donelmo | #SMW12 | Social Media Governance
- 117. Executing Social Media Governance 1. Only 23 % of customers have a relationship with a brand @donelmo | #SMW12 | Social Media Governance
- 118. Executing Social Media Governance 1. Only 23 % of customers have a relationship with a brand 2. No correlation between interaction and customer being sticky @donelmo | #SMW12 | Social Media Governance
- 119. Executing Social Media Governance 1. Only 23 % of customers have a relationship with a brand 2. No correlation between interaction and customer being sticky 3. Interaction doesn‘t build relationships, shared values do Havard Business Review @donelmo | #SMW12 | Social Media Governance
- 120. Executing Social Media Governance @donelmo | #SMW12 | Social Media Governance
- 121. Executing Social Media Governance conducting a dialog over a real issue is a relationship @donelmo | #SMW12 | Social Media Governance
- 122. Executing Social Media Governance @donelmo | #SMW12 | Social Media Governance
- 123. Executing Social Media Governance dialog 2.0 is visible @donelmo | #SMW12 | Social Media Governance
- 124. Executing Social Media Governance @donelmo | #SMW12 | Social Media Governance
- 125. Executing Social Media Governance dialog is the new marketing @donelmo | #SMW12 | Social Media Governance
- 126. Executing Social Media Governance @donelmo | #SMW12 | Social Media Governance
- 127. Executing Social Media Governance Content Marketing @donelmo | #SMW12 | Social Media Governance
- 128. Executing Social Media Governance Content Marketing @donelmo | #SMW12 | Social Media Governance
- 129. Executing Social Media Governance Dialog 2.0 Content Marketing @donelmo | #SMW12 | Social Media Governance
- 130. Job profiles and recruitment Social Media Governance @donelmo | #SMW12 | Social Media Governance
- 131. Job profiles and recruitment Social Media Governance Job profiles and recruitment @donelmo | #SMW12 | Social Media Governance
- 132. Job profiles and recruitment Anforderungsprofile an Social Media Berufsbilder Skala 1 Grundkenntnisse nach Anleitung 2 Anwendung von Grundkenntnissen 3 Selbstständige Anwendung 4 Selbstständige Anwendung weiterführender Kenntnisse 5 Selbstständiges Erarbeiten/Generieren von Anwendungskenntnissen Kategorie/ Junior Community Manager Senior Community Manager Junior Social Media Manager Senior Social Media Manager Social Media Consultant/ Berufsbilder Konzeptioner/Specialist Tätigkeitsbereich • Betreut eine oder mehrere • Leitet den Betrieb einer oder • Arbeitet an der Entwicklung von • Erstellt die Social Media • Kreiert strategische Konzepte für ein Communities operativ mehrerer Communities verschiedensten Social Web Strategie im Einklang mit den oder mehrere Unternehmen auf Basis •Moderiert Foren, Kommentare, • Führt einen oder mehrere Juniors Aktivitäten eines Unternehmen mit Unternehmenszielen der Unternehmensziele Nutzerinteraktion • Entwickelt seine Communities und führt sie (selbstständig) •Führt die Junior Social Media und • Führt Bestandsaufnahmen und • Interagiert mit den Nutzern strategisch weiter operativ aus ggf. Community Manager Bedarfsprüfungen durch •Behält seine Community im • Vertritt die Communities im • Fertigt Reportings und • Verantwortet die Entwicklung Text • Wählt Agenturen und Dienstleister Auge und kennt sie eigenen Unternehmen und Auswertungen nach vorgegebenen und koordiniert die Ausführung aus und kann deren Arbeit beurteilen •Erkennt Entwicklungen und gibt gegenüber Externen Schemata an sämtlicher Social Media Aktivitäten • Gibt realistische SMART-Ziele vor sie weiter • Erfasst die Entwicklung seiner • Veröffentlicht Inhalte auf eines Unternehmens •Gibt Anregungen für Communities und kann sie verschiedenen Plattformen • Erstellt Reportingstrukturen und Weiterentwicklung interpretieren • Wirkt unterstützend bei der Monitoring-Konzepte • Ist die Rampensau/die Mutter Abstimmung mit anderen • Sichert die Qualität von Inhalten der Community Fachbereichen (wie Marketing, PR • Fungiert als Schnittstelle zu den und HR) anderen Fachbereichen des Unternehmens Fach- & •Rechtschreibsicherheit (3) •Rechtschreibsicherheit (5) •Rechtschreibsicherheit (3) •Rechtschreibsicherheit (5) •Rechtschreibsicherheit (3) Methodenkompete •Ausdrucksweise (3) •Ausdrucksweise (5) •Ausdrucksweise (3) •Ausdrucksweise (5) •Ausdrucksweise (4) nz •Organisationstalent (2) •Organisationstalent (5) •Organisationstalent (3) •Organisationstalent (5) •Organisationstalent (5) •Themenspezifisches Wissen (3) •Themenspezifisches Wissen (4) •Themenspezifisches Wissen (3) •Themenspezifisches Wissen (4) •Themenspezifisches Wissen (5) •Allgemeinwissen (3) •Allgemeinwissen (4) •Allgemeinwissen (3) •Allgemeinwissen (4) •Allgemeinwissen (4) •Webaffinität (4) •Webaffinität (5) •Webaffinität (4) •Webaffinität (5) •Webaffinität (5) •MS Office (2) •MS Office (3) •MS Office (3) •MS Office (4) •MS Office (4) •CMS (2) •CRM (2) •CRM (1) •CRM (3) •CRM (4) •Webtechnologien (2) •CMS (4) •CMS (3) •CMS (4) •CMS (3) •Usability / Userexperience (1) •Webtechnologien (3) •Webtechnologien (3) •Webtechnologien (4) •Webtechnologien (4) •Juristische Kenntnisse (2) •Usability / Userexperience (4) •Usability / Userexperience (2) •Usability / Userexperience (4) •Usability / Userexperience (4) •Content generieren (3) •Softwarespezifikation (2) •Softwarespezifikation (1) •Softwarespezifikation (3) •Softwarespezifikation (4) •Recherche (3) •Juristische Kenntnisse (3) •Juristische Kenntnisse (2) •Juristische Kenntnisse (3) •Juristische Kenntnisse (3) •Online Marketing (1) •Content generieren (4) •Content generieren (3) •Content generieren (5) •Content generieren (2) •Facebook (3) •Wireframing (3) •Wireframing (1) •Wireframing (3) •Wireframing (4) •Twitter (3) •Recherche (5) •Recherche (4) •Recherche (4) •Recherche (5) •Webanalyse (Reporting, •SEO (2) •SEO (2) •SEO (3) •SEO (2) Monitoring) (2) •SEM (2) •SEM (2) •SEM (3) •SEM (2) •KPIs verfolgen (3) •Online Marketing (2) •Online Marketing (2) •Online Marketing (3) •Online Marketing (2) •Eventmanagement (3) •Facebook (4) •Facebook (4) •Facebook (5) •Facebook (3) •Krisenkommunikation (3) •Twitter (4) •Twitter (4) •Twitter (5) •Twitter (3) •Urteilsfähigkeit (4) •Präsentationstechniken (4) •Präsentationstechniken (2) •Präsentationstechniken (4) •Präsentationstechniken (5) •Moderation (4) •Webanalyse (Reporting, •Webanalyse (Reporting, •Webanalyse (Reporting, •Webanalyse (Reporting, Monitoring) Monitoring) (4) Monitoring) (3) Monitoring) (4) (3) •KPIs verfolgen (3) •KPIs verfolgen (3) •KPIs verfolgen (3) •Wissensmanagement (1) •Eventmanagement (4) •Eventmanagement (2) •Eventmanagement (1) •Krisenkommunikation (2) •Wissensmanagement (4) •Wissensmanagement (1) •Wissensmanagement (4) •Virales Marketing (2) •Krisenkommunikation (5) • Krisenkommunikation (3) •Krisenkommunikation (4) •Urteilsfähigkeit (4) •Virales Marketing (2) •Virales Marketing (2) •Virales Marketing (3) •Moderation (5) •Urteilsfähigkeit (5) •Urteilsfähigkeit (4) •Urteilsfähigkeit (5) •Moderation (5) •Moderation (3) •Moderation (4) Kunden- & •Gespür für Trends (2) •Gespür für Trends (4) •Gespür für Trends (3) •Gespür für Trends (4) •Gespür für Trends (5) Marktorientierung •Kunden spezifisch bedienen •Kunden spezifisch bedienen •Kunden spezifisch bedienen •Webtechnologien (2) •Webtechnologien (3) (Tonalität) (3) (Tonalität) (5) (Tonalität) (3) •Kunden spezifisch bedienen •Kunden spezifisch bedienen •Instinkt & Gespür (3) •Instinkt & Gespür (4) •Instinkt & Gespür (3) (Tonalität) (5) (Tonalität) /5) •Extrovertiertheit (3) •Extrovertiertheit (4) •Extrovertiertheit (3) •Instinkt & Gespür (5) •Instinkt & Gespür (5) •(Rampensau)Intuition (3) •(Rampensau)Intuition (4) •(Rampensau)Intuition (3) •Extrovertiertheit (4) •Extrovertiertheit (4) •Schnelle Auffassungsgabe (3) •Schnelle Auffassungsgabe (4) •Schnelle Auffassungsgabe (4) •(Rampensau)Intuition (4) •(Rampensau)Intuition (4) •Zielgruppen erkennen (2) •Zielgruppen erkennen (4) •Zielgruppen erkennen (3) •Schnelle Auffassungsgabe (5) •Schnelle Auffassungsgabe (5) •Zielgruppen erkennen (5) •Zielgruppen erkennen (5) Strategische •Produktentwicklung (1) •Produktentwicklung (3) • Produktentwicklung (2) • Produktentwicklung (4) • Produktentwicklung (5) Orientierung •Konzeptionelles Denken (2) •Konzeptionelles Denken (3) •Konzeptionelles Denken (2) •Konzeptionelles Denken (4) •Konzeptionelles Denken (5) •Instinkt & Gespür(1) •KPIs definieren (4) •Instinkt & Gespür (2) •KPIs definieren (4) •KPIs definieren (5) •Intuition (1) •Instinkt & Gespür (3) •Intuition (2) •Instinkt & Gespür (4) •Instinkt & Gespür (4) •Intuition (3) •Intuition (4) •Intuition (4) •Zielgruppen definieren (3) •Zielgruppen definieren (4) •Zielgruppen definieren (5) Veränderungskom • Offenheit (4) • Offenheit (5) • Offenheit (4) • Offenheit (5) • Offenheit (4) petenz • Durchsetzungsvermögen (3) • Durchsetzungsvermögen (4) • Durchsetzungsvermögen (3) • Durchsetzungsvermögen (4) • Durchsetzungsvermögen (5) • Flexibilität (5) • Flexibilität (5) • Flexibilität (5) • Flexibilität (5) • Flexibilität (4) Zusammenarbeit • Empathie (4) • Empathie (5) • Empathie (4) • Empathie (5) • Empathie (3) • Dickes Fell (hohe • Dickes Fell (hohe • Dickes Fell (hohe • Dickes Fell (hohe • Dickes Fell (hohe Frustrationstoleranz) (5) Frustrationstoleranz) (5) Frustrationstoleranz) (5) Frustrationstoleranz) (5) Frustrationstoleranz) (3) • Gelassenheit (4) • Gelassenheit (5) • Gelassenheit (4) • Gelassenheit (5) • Gelassenheit (3) Dialog 2.0 • Loyalität (4) • Loyalität (5) • Loyalität (4) • Loyalität (5) • Durchsetzungsvermögen (2) • Durchsetzungsvermögen (3) • Durchsetzungsvermögen (4) • Durchsetzungsvermögen (3) • Durchsetzungsvermögen (4) • Motivation (3) • Teamfähigkeit (3) • Teamfähigkeit (4) • Teamfähigkeit (3) • Teamfähigkeit (4) • Diplomatisches Geschick (5) • Motivation (4) • Motivation (5) • Motivation (4) • Motivation (5) • Diplomatisches Geschick (2) • Diplomatisches Geschick (3) • Diplomatisches Geschick (2) • Diplomatisches Geschick (4) Qualitäts- & • Stressresistenz (4) • Stressresistenz (5) • Stressresistenz (4) • Stressresistenz (5) • Stressresistenz (3) Zielorientierung (Mitarbeiter)Entwic 4 5 4 5 4 klung / Lernbereitschaft Führung • Führungskompetenz (4) • Führungskompetenz (4) • Urteilsfähigkeit (4) • Urteilsfähigkeit (4) • Motivation (5) • Motivation (5) • Diplomatisches Geschick (5) • Diplomatisches Geschick (5) @donelmo | #SMW12 | Social Media Governance
- 133. Berufsbilder Job profiles and recruitment Skala 1 Grundkenntnisse nach Anleitung 2 Anwendung von Grundkenntnissen 3 Selbstständige Anwendung 4 Selbstständige Anwendung weiterführender Kenntnisse 5 Selbstständiges Erarbeiten/Generieren von Anwendungskenntnissen Kategorie/ Junior Community Manager Senior Community Manager Junior Social Media Manager Senior Social Media Manager Social Media Consultant/ Berufsbilder Konzeptioner/Specialist Tätigkeitsbereich • Betreut eine oder mehrere • Leitet den Betrieb einer oder • Arbeitet an der Entwicklung von • Erstellt die Social Media • Kreiert strategische Konzepte für ein Communities operativ mehrerer Communities verschiedensten Social Web Strategie im Einklang mit den oder mehrere Unternehmen auf Basis •Moderiert Foren, Kommentare, • Führt einen oder mehrere Juniors Aktivitäten eines Unternehmen mit Unternehmenszielen der Unternehmensziele Nutzerinteraktion • Entwickelt seine Communities und führt sie (selbstständig) •Führt die Junior Social Media und • Führt Bestandsaufnahmen und • Interagiert mit den Nutzern strategisch weiter operativ aus ggf. Community Manager Bedarfsprüfungen durch •Behält seine Community im • Vertritt die Communities im • Fertigt Reportings und • Verantwortet die Entwicklung Text • Wählt Agenturen und Dienstleister Auge und kennt sie eigenen Unternehmen und Auswertungen nach vorgegebenen und koordiniert die Ausführung aus und kann deren Arbeit beurteilen •Erkennt Entwicklungen und gibt gegenüber Externen Schemata an sämtlicher Social Media Aktivitäten • Gibt realistische SMART-Ziele vor sie weiter • Erfasst die Entwicklung seiner • Veröffentlicht Inhalte auf eines Unternehmens •Gibt Anregungen für Communities und kann sie verschiedenen Plattformen • Erstellt Reportingstrukturen und Weiterentwicklung interpretieren • Wirkt unterstützend bei der Monitoring-Konzepte • Ist die Rampensau/die Mutter Abstimmung mit anderen • Sichert die Qualität von Inhalten der Community Fachbereichen (wie Marketing, PR • Fungiert als Schnittstelle zu den und HR) anderen Fachbereichen des Unternehmens Fach- & •Rechtschreibsicherheit (3) •Rechtschreibsicherheit (5) •Rechtschreibsicherheit (3) •Rechtschreibsicherheit (5) •Rechtschreibsicherheit (3) Methodenkompete •Ausdrucksweise (3) •Ausdrucksweise (5) •Ausdrucksweise (3) •Ausdrucksweise (5) •Ausdrucksweise (4) nz •Organisationstalent (2) •Organisationstalent (5) •Organisationstalent (3) •Organisationstalent (5) •Organisationstalent (5) •Themenspezifisches Wissen (3) •Themenspezifisches Wissen (4) •Themenspezifisches Wissen (3) •Themenspezifisches Wissen (4) •Themenspezifisches Wissen (5) •Allgemeinwissen (3) •Allgemeinwissen (4) •Allgemeinwissen (3) •Allgemeinwissen (4) •Allgemeinwissen (4) •Webaffinität (4) •Webaffinität (5) •Webaffinität (4) •Webaffinität (5) •Webaffinität (5) •MS Office (2) •MS Office (3) •MS Office (3) •MS Office (4) •MS Office (4) •CMS (2) •CRM (2) •CRM (1) •CRM (3) •CRM (4) •Webtechnologien (2) •CMS (4) •CMS (3) •CMS (4) •CMS (3) •Usability / Userexperience (1) •Webtechnologien (3) •Webtechnologien (3) •Webtechnologien (4) •Webtechnologien (4) •Juristische Kenntnisse (2) •Usability / Userexperience (4) •Usability / Userexperience (2) •Usability / Userexperience (4) •Usability / Userexperience (4) •Content generieren (3) •Softwarespezifikation (2) •Softwarespezifikation (1) •Softwarespezifikation (3) •Softwarespezifikation (4) •Recherche (3) •Juristische Kenntnisse (3) •Juristische Kenntnisse (2) •Juristische Kenntnisse (3) •Juristische Kenntnisse (3) •Online Marketing (1) •Content generieren (4) •Content generieren (3) •Content generieren (5) •Content generieren (2) Dialog 2.0 •Facebook (3) •Wireframing (3) •Wireframing (1) •Wireframing (3) •Wireframing (4) •Twitter (3) •Recherche (5) •Recherche (4) •Recherche (4) •Recherche (5) •Webanalyse (Reporting, •SEO (2) •SEO (2) •SEO (3) •SEO (2) Monitoring) (2) •SEM (2) •SEM (2) •SEM (3) •SEM (2) •KPIs verfolgen (3) •Online Marketing (2) •Online Marketing (2) •Online Marketing (3) •Online Marketing (2) •Eventmanagement (3) •Facebook (4) •Facebook (4) •Facebook (5) •Facebook (3) •Krisenkommunikation (3) •Twitter (4) •Twitter (4) •Twitter (5) •Twitter (3) •Urteilsfähigkeit (4) •Präsentationstechniken (4) •Präsentationstechniken (2) •Präsentationstechniken (4) •Präsentationstechniken (5) •Moderation (4) •Webanalyse (Reporting, •Webanalyse (Reporting, •Webanalyse (Reporting, •Webanalyse (Reporting, Monitoring) Monitoring) (4) Monitoring) (3) Monitoring) (4) (3) •KPIs verfolgen (3) •Eventmanagement (4) •KPIs verfolgen (3) •Eventmanagement (2) •KPIs verfolgen (3) •Eventmanagement (1) @donelmo | #SMW12 | Social Media •Wissensmanagement (1) •Krisenkommunikation (2) •Wissensmanagement (4) •Krisenkommunikation (5) •Wissensmanagement (1) • Krisenkommunikation (3) •Wissensmanagement (4) •Krisenkommunikation (4) Governance•Virales Marketing (2) •Urteilsfähigkeit (4)
- 134. Berufsbilder Job profiles and recruitment Skala 1 Grundkenntnisse nach Anleitung 2 Anwendung von Grundkenntnissen 3 Selbstständige Anwendung 4 Selbstständige Anwendung weiterführender Kenntnisse 5 Selbstständiges Erarbeiten/Generieren von Anwendungskenntnissen Kategorie/ Junior Community Manager Senior Community Manager Junior Social Media Manager Senior Social Media Manager Social Media Consultant/ Berufsbilder Konzeptioner/Specialist Tätigkeitsbereich • Betreut eine oder mehrere • Leitet den Betrieb einer oder • Arbeitet an der Entwicklung von • Erstellt die Social Media • Kreiert strategische Konzepte für ein Communities operativ mehrerer Communities verschiedensten Social Web Strategie im Einklang mit den oder mehrere Unternehmen auf Basis •Moderiert Foren, Kommentare, • Führt einen oder mehrere Juniors Aktivitäten eines Unternehmen mit Unternehmenszielen der Unternehmensziele Nutzerinteraktion • Entwickelt seine Communities und führt sie (selbstständig) •Führt die Junior Social Media und • Führt Bestandsaufnahmen und • Interagiert mit den Nutzern strategisch weiter operativ aus ggf. Community Manager Bedarfsprüfungen durch •Behält seine Community im • Vertritt die Communities im • Fertigt Reportings und • Verantwortet die Entwicklung Text • Wählt Agenturen und Dienstleister Auge und kennt sie eigenen Unternehmen und Auswertungen nach vorgegebenen und koordiniert die Ausführung aus und kann deren Arbeit beurteilen •Erkennt Entwicklungen und gibt gegenüber Externen Schemata an sämtlicher Social Media Aktivitäten • Gibt realistische SMART-Ziele vor sie weiter • Erfasst die Entwicklung seiner • Veröffentlicht Inhalte auf eines Unternehmens •Gibt Anregungen für Communities und kann sie verschiedenen Plattformen • Erstellt Reportingstrukturen und Weiterentwicklung interpretieren • Wirkt unterstützend bei der Monitoring-Konzepte • Ist die Rampensau/die Mutter Abstimmung mit anderen • Sichert die Qualität von Inhalten der Community Fachbereichen (wie Marketing, PR • Fungiert als Schnittstelle zu den und HR) anderen Fachbereichen des Unternehmens Fach- & •Rechtschreibsicherheit (3) •Rechtschreibsicherheit (5) •Rechtschreibsicherheit (3) •Rechtschreibsicherheit (5) •Rechtschreibsicherheit (3) Methodenkompete •Ausdrucksweise (3) •Ausdrucksweise (5) •Ausdrucksweise (3) •Ausdrucksweise (5) •Ausdrucksweise (4) nz •Organisationstalent (2) •Organisationstalent (5) •Organisationstalent (3) •Organisationstalent (5) •Organisationstalent (5) •Themenspezifisches Wissen (3) •Themenspezifisches Wissen (4) •Themenspezifisches Wissen (3) •Themenspezifisches Wissen (4) •Themenspezifisches Wissen (5) •Allgemeinwissen (3) •Allgemeinwissen (4) •Allgemeinwissen (3) •Allgemeinwissen (4) •Allgemeinwissen (4) •Webaffinität (4) •Webaffinität (5) •Webaffinität (4) •Webaffinität (5) •Webaffinität (5) •MS Office (2) •MS Office (3) •MS Office (3) •MS Office (4) •MS Office (4) •CMS (2) •CRM (2) •CRM (1) •CRM (3) •CRM (4) •Webtechnologien (2) •CMS (4) •CMS (3) •CMS (4) •CMS (3) •Usability / Userexperience (1) •Webtechnologien (3) •Webtechnologien (3) •Webtechnologien (4) •Webtechnologien (4) •Juristische Kenntnisse (2) •Usability / Userexperience (4) •Usability / Userexperience (2) •Usability / Userexperience (4) •Usability / Userexperience (4) •Content generieren (3) •Softwarespezifikation (2) •Softwarespezifikation (1) •Softwarespezifikation (3) •Softwarespezifikation (4) •Recherche (3) •Juristische Kenntnisse (3) •Juristische Kenntnisse (2) •Juristische Kenntnisse (3) •Juristische Kenntnisse (3) •Online Marketing (1) •Content generieren (4) •Content generieren (3) •Content generieren (5) •Content generieren (2) Dialog 2.0 •Facebook (3) •Wireframing (3) •Wireframing (1) •Wireframing (3) •Wireframing (4) •Twitter (3) •Recherche (5) •Recherche (4) •Recherche (4) •Recherche (5) •Webanalyse (Reporting, •SEO (2) •SEO (2) •SEO (3) •SEO (2) Monitoring) (2) •SEM (2) •SEM (2) •SEM (3) •SEM (2) •KPIs verfolgen (3) •Online Marketing (2) •Online Marketing (2) •Online Marketing (3) •Online Marketing (2) •Eventmanagement (3) •Facebook (4) •Facebook (4) •Facebook (5) •Facebook (3) •Krisenkommunikation (3) •Twitter (4) •Twitter (4) •Twitter (5) •Twitter (3) •Urteilsfähigkeit (4) •Präsentationstechniken (4) •Präsentationstechniken (2) •Präsentationstechniken (4) •Präsentationstechniken (5) •Moderation (4) •Webanalyse (Reporting, •Webanalyse (Reporting, •Webanalyse (Reporting, •Webanalyse (Reporting, Monitoring) Monitoring) (4) Monitoring) (3) Monitoring) (4) (3) •KPIs verfolgen (3) •Eventmanagement (4) •KPIs verfolgen (3) •Eventmanagement (2) •KPIs verfolgen (3) •Eventmanagement (1) @donelmo | #SMW12 | Social Media •Wissensmanagement (1) •Krisenkommunikation (2) •Wissensmanagement (4) •Krisenkommunikation (5) •Wissensmanagement (1) • Krisenkommunikation (3) •Wissensmanagement (4) •Krisenkommunikation (4) Governance•Virales Marketing (2) •Urteilsfähigkeit (4)
- 135. Fach- & Methodenkompete •Ausdrucksweise (3) •Ausdrucksweise (5) •Ausdrucksweise (3) •Ausdrucksweise (5) Job profiles and recruitment nz •Organisationstalent (2) •Organisationstalent (5) •Organisationstalent (3) •Organisationstalent (5) •Themenspezifisches Wissen (3) •Themenspezifisches Wissen (4) •Themenspezifisches Wissen (3) •Themenspezifisches Wissen (4) •Allgemeinwissen (3) •Allgemeinwissen (4) •Allgemeinwissen (3) •Allgemeinwissen (4) •Webaffinität (4) •Webaffinität (5) •Webaffinität (4) •Webaffinität (5) •MS Office (2) •MS Office (3) •MS Office (3) •MS Office (4) •CMS (2) •CRM (2) •CRM (1) •CRM (3) •Webtechnologien (2) •CMS (4) •CMS (3) •CMS (4) •Usability / Userexperience (1) •Webtechnologien (3) •Webtechnologien (3) •Webtechnologien (4) •Juristische Kenntnisse (2) •Usability / Userexperience (4) •Usability / Userexperience (2) •Usability / Userexperience (4) •Content generieren (3) •Softwarespezifikation (2) •Softwarespezifikation (1) •Softwarespezifikation (3) •Recherche (3) •Juristische Kenntnisse (3) •Juristische Kenntnisse (2) •Juristische Kenntnisse (3) •Online Marketing (1) •Content generieren (4) •Content generieren (3) •Content generieren (5) •Facebook (3) •Wireframing (3) •Wireframing (1) •Wireframing (3) •Twitter (3) •Recherche (5) •Recherche (4) •Recherche (4) •Webanalyse (Reporting, •SEO (2) •SEO (2) •SEO (3) Monitoring) (2) •SEM (2) •SEM (2) •SEM (3) •KPIs verfolgen (3) •Online Marketing (2) •Online Marketing (2) •Online Marketing (3) •Eventmanagement (3) •Facebook (4) •Facebook (4) •Facebook (5) •Krisenkommunikation (3) •Twitter (4) •Twitter (4) •Twitter (5) •Urteilsfähigkeit (4) •Präsentationstechniken (4) •Präsentationstechniken (2) •Präsentationstechniken (4) •Moderation (4) •Webanalyse (Reporting, •Webanalyse (Reporting, •Webanalyse (Reporting, Monitoring) (4) Monitoring) (3) Monitoring) (4) •KPIs verfolgen (3) •KPIs verfolgen (3) •KPIs verfolgen (3) •Eventmanagement (4) •Eventmanagement (2) •Eventmanagement (1) •Wissensmanagement (4) •Wissensmanagement (1) •Wissensmanagement (4) •Krisenkommunikation (5) • Krisenkommunikation (3) •Krisenkommunikation (4) •Virales Marketing (2) •Virales Marketing (2) •Virales Marketing (3) •Urteilsfähigkeit (5) •Urteilsfähigkeit (4) •Urteilsfähigkeit (5) •Moderation (5) •Moderation (3) •Moderation (4) Kunden- & •Gespür für Trends (2) •Gespür für Trends (4) •Gespür für Trends (3) •Gespür für Trends (4) Marktorientierung •Kunden spezifisch bedienen •Kunden spezifisch bedienen •Kunden spezifisch bedienen •Webtechnologien (2) (Tonalität) (3) (Tonalität) (5) (Tonalität) (3) •Kunden spezifisch bedienen •Instinkt & Gespür (3) •Instinkt & Gespür (4) •Instinkt & Gespür (3) (Tonalität) (5) •Extrovertiertheit (3) •Extrovertiertheit (4) •Extrovertiertheit (3) •Instinkt & Gespür (5) •(Rampensau)Intuition (3) •(Rampensau)Intuition (4) •(Rampensau)Intuition (3) •Extrovertiertheit (4) •Schnelle Auffassungsgabe (3) •Schnelle Auffassungsgabe (4) •Schnelle Auffassungsgabe (4) •(Rampensau)Intuition (4) •Zielgruppen erkennen (2) •Zielgruppen erkennen (4) •Zielgruppen erkennen (3) •Schnelle Auffassungsgabe (5) •Zielgruppen erkennen (5) Strategische •Produktentwicklung (1) •Produktentwicklung (3) • Produktentwicklung (2) • Produktentwicklung (4) Orientierung •Konzeptionelles Denken (2) •Konzeptionelles Denken (3) •Konzeptionelles Denken (2) •Konzeptionelles Denken (4) •Instinkt & Gespür(1) •KPIs definieren (4) •Instinkt & Gespür (2) •KPIs definieren (4) •Intuition (1) •Instinkt & Gespür (3) •Intuition (2) •Instinkt & Gespür (4) •Intuition (3) •Intuition (4) •Zielgruppen definieren (3) •Zielgruppen definieren (4) Veränderungskom • Offenheit (4) • Offenheit (5) • Offenheit (4) • Offenheit (5) petenz • Durchsetzungsvermögen (3) • Durchsetzungsvermögen (4) • Durchsetzungsvermögen (3) • Durchsetzungsvermögen (4) • Flexibilität (5) • Flexibilität (5) • Flexibilität (5) • Flexibilität (5) Zusammenarbeit • Empathie (4) • Empathie (5) • Empathie (4) • Empathie (5) • Dickes Fell (hohe • Dickes Fell (hohe • Dickes Fell (hohe • Dickes Fell (hohe Frustrationstoleranz) (5) Frustrationstoleranz) (5) Frustrationstoleranz) (5) Frustrationstoleranz) (5) • Gelassenheit (4) • Gelassenheit (5) • Gelassenheit (4) • Gelassenheit (5) • Loyalität (4) • Loyalität (5) • Loyalität (4) • Loyalität (5) • Durchsetzungsvermögen (3) • Durchsetzungsvermögen (4) • Durchsetzungsvermögen (3) • Durchsetzungsvermögen (4) • Teamfähigkeit (3) • Teamfähigkeit (4) • Teamfähigkeit (3) • Teamfähigkeit (4) Dialog 2.0 Qualitäts- & • Motivation (4) • Diplomatisches Geschick (2) • Stressresistenz (4) • Motivation (5) • Diplomatisches Geschick (3) • Stressresistenz (5) • Motivation (4) • Diplomatisches Geschick (2) • Stressresistenz (4) • Motivation (5) • Diplomatisches Geschick (4) • Stressresistenz (5) Zielorientierung (Mitarbeiter)Entwic 4 5 4 5 klung / Lernbereitschaft Führung • Führungskompetenz (4) • Führungskompetenz (4) @donelmo | #SMW12 | Social Media • Urteilsfähigkeit (4) • Urteilsfähigkeit (4) • Motivation (5) • Motivation (5) Governance • Diplomatisches Geschick (5) • Diplomatisches Geschick (5)
Hinweis der Redaktion
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- - native speakers?\n
- - native speakers?\n
- - native speakers?\n
- - native speakers?\n
- - native speakers?\n
- - native speakers?\n
- - native speakers?\n
- - native speakers?\n
- - native speakers?\n
- - native speakers?\n
- - native speakers?\n
- - native speakers?\n
- - native speakers?\n
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- - after university first job social media\n- strong regional plattform, almost 10 years old, top 20 sites, then facebook, great team today\n- crossmedia magazin\n- small agency, subsidiary of big regional newspaper\n- concept, setting and execution of online mag\n- strategy and operation of the plattform as community manager\n
- - biggest owner-operated customer care enterprise in germany\n- don‘t know us, but for sure have allready spoken to us\n- 4.500 mitarbeiter\n- almost 20 years\n- quality orientied\n- not just calls, but every service around it\n- own consulting subsidiary\n- social media?\n- now it‘s getting digital\n
- - working title buw digital\n- combines spirit and competence of extraordinary company with digital generation\n- 20 years experience in dialog\n- now supplemented with digital professionals \n- to deliver digital service for our customers\n- telling this so spread our message a bit, but primary to highlight my perspective to social media/digital\n
- - working title buw digital\n- combines spirit and competence of extraordinary company with digital generation\n- 20 years experience in dialog\n- now supplemented with digital professionals \n- to deliver digital service for our customers\n- telling this so spread our message a bit, but primary to highlight my perspective to social media/digital\n
- - working title buw digital\n- combines spirit and competence of extraordinary company with digital generation\n- 20 years experience in dialog\n- now supplemented with digital professionals \n- to deliver digital service for our customers\n- telling this so spread our message a bit, but primary to highlight my perspective to social media/digital\n
- - since 2008\n- only CMs in the beginning\n- the guys that are operating communities like xing, stayblue, wer kennt wen, qype, gute frage...\n- new subtitle: ...for digital communication and social media\n- for social media professionals\n- shift because of transition within the branche, a lot of members changed job from CM to SM, Consultant etc. \n- join us @ bvcm.org\n
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- - my favorite webcartoon about social media\n- shows how corporation often handle social media\n- uninformed ceo gets the feeling that he needs somebody there\n- strange job offer\n- hiring\n- puhhh...challenge completed, we‘re doing this social media thing now\n- but! Social Media is more then just one other thing, corporation have to do now\n- no new discipline you can build up, BUT new facet for bunch of existing discilines\n
- - Social Media Governance is about the process of making this work\nPresentation will be: \n- about how different disciplines can work together and use social media for their purpose\n- the big picture\n- not about instruments, technologies, operative stuff\n- not even about strategy\n- about meta-strategy, the thing before the strategy\n\n
- - Social Media Governance is about the process of making this work\nPresentation will be: \n- about how different disciplines can work together and use social media for their purpose\n- the big picture\n- not about instruments, technologies, operative stuff\n- not even about strategy\n- about meta-strategy, the thing before the strategy\n\n
- - Social Media Governance is about the process of making this work\nPresentation will be: \n- about how different disciplines can work together and use social media for their purpose\n- the big picture\n- not about instruments, technologies, operative stuff\n- not even about strategy\n- about meta-strategy, the thing before the strategy\n\n
- - Social Media Governance is about the process of making this work\nPresentation will be: \n- about how different disciplines can work together and use social media for their purpose\n- the big picture\n- not about instruments, technologies, operative stuff\n- not even about strategy\n- about meta-strategy, the thing before the strategy\n\n
- - Social Media Governance is about the process of making this work\nPresentation will be: \n- about how different disciplines can work together and use social media for their purpose\n- the big picture\n- not about instruments, technologies, operative stuff\n- not even about strategy\n- about meta-strategy, the thing before the strategy\n\n
- - let‘s have a look an what disciplines we‘re talking about\n
- - 6 most common are Marketing, PR, Business Intelligence, Human Ressources, Internal Communication and Customer Care\n- there might be more\n- it might be, that to them will be reffered differently\n- use these 6 as basis to make my points\n
- - 6 most common are Marketing, PR, Business Intelligence, Human Ressources, Internal Communication and Customer Care\n- there might be more\n- it might be, that to them will be reffered differently\n- use these 6 as basis to make my points\n
- - 6 most common are Marketing, PR, Business Intelligence, Human Ressources, Internal Communication and Customer Care\n- there might be more\n- it might be, that to them will be reffered differently\n- use these 6 as basis to make my points\n
- - 6 most common are Marketing, PR, Business Intelligence, Human Ressources, Internal Communication and Customer Care\n- there might be more\n- it might be, that to them will be reffered differently\n- use these 6 as basis to make my points\n
- - 6 most common are Marketing, PR, Business Intelligence, Human Ressources, Internal Communication and Customer Care\n- there might be more\n- it might be, that to them will be reffered differently\n- use these 6 as basis to make my points\n
- - 6 most common are Marketing, PR, Business Intelligence, Human Ressources, Internal Communication and Customer Care\n- there might be more\n- it might be, that to them will be reffered differently\n- use these 6 as basis to make my points\n
- - 6 most common are Marketing, PR, Business Intelligence, Human Ressources, Internal Communication and Customer Care\n- there might be more\n- it might be, that to them will be reffered differently\n- use these 6 as basis to make my points\n
- - 6 most common are Marketing, PR, Business Intelligence, Human Ressources, Internal Communication and Customer Care\n- there might be more\n- it might be, that to them will be reffered differently\n- use these 6 as basis to make my points\n
- - 6 most common are Marketing, PR, Business Intelligence, Human Ressources, Internal Communication and Customer Care\n- there might be more\n- it might be, that to them will be reffered differently\n- use these 6 as basis to make my points\n
- - 6 most common are Marketing, PR, Business Intelligence, Human Ressources, Internal Communication and Customer Care\n- there might be more\n- it might be, that to them will be reffered differently\n- use these 6 as basis to make my points\n
- - 6 most common are Marketing, PR, Business Intelligence, Human Ressources, Internal Communication and Customer Care\n- there might be more\n- it might be, that to them will be reffered differently\n- use these 6 as basis to make my points\n
- - 6 most common are Marketing, PR, Business Intelligence, Human Ressources, Internal Communication and Customer Care\n- there might be more\n- it might be, that to them will be reffered differently\n- use these 6 as basis to make my points\n
- - First disciplines that discovered potential within SM\n- first steps, first mover\n
- - At the beginning was display advertisement \n- Not very innovative at all (except new targeting possibilities)\n- nothing that satisfies the medium Social Media\n- we did that about 6 years, there were quite some changes in involved advertisement networks \n- designation of the recipient or the content part of advertisement didn‘t really changed\n
- - At the beginning was display advertisement \n- Not very innovative at all (except new targeting possibilities)\n- nothing that satisfies the medium Social Media\n- we did that about 6 years, there were quite some changes in involved advertisement networks \n- designation of the recipient or the content part of advertisement didn‘t really changed\n
- - At the beginning was display advertisement \n- Not very innovative at all (except new targeting possibilities)\n- nothing that satisfies the medium Social Media\n- we did that about 6 years, there were quite some changes in involved advertisement networks \n- designation of the recipient or the content part of advertisement didn‘t really changed\n
- - At the beginning was display advertisement \n- Not very innovative at all (except new targeting possibilities)\n- nothing that satisfies the medium Social Media\n- we did that about 6 years, there were quite some changes in involved advertisement networks \n- designation of the recipient or the content part of advertisement didn‘t really changed\n
- - no panic, not expecting u to read that\n- part of the SMK 2010/11 and a presentation I held at the dmexco 2010\n- explains what happened next -> tailored concepts\n- collaboration of CM and Sales -> advertisement solutions that fit the medium\n- adressment at eye level\n- then called implementierung...\n
- - what it looked like\n- granny‘s toilet paper\n
- - pretty much the same, as Facebook Fanpages that we all know very well\n
- - pretty much the same, as Facebook Fanpages that we all know very well\n
- - pretty much the same, as Facebook Fanpages that we all know very well\n
- - pretty much the same, as Facebook Fanpages that we all know very well\n
- - pretty much the same, as Facebook Fanpages that we all know very well\n
- - pretty much the same, as Facebook Fanpages that we all know very well\n
- - pretty much the same, as Facebook Fanpages that we all know very well\n
- - pretty much the same, as Facebook Fanpages that we all know very well\n
- - most companies that are allready doing social media marketing learned that channel social media is no megaphone for advertising messages\n
- - most companies that are allready doing social media marketing learned that channel social media is no megaphone for advertising messages\n
- - most companies that are allready doing social media marketing learned that channel social media is no megaphone for advertising messages\n
- - but an instrument for establishing interaction and consumer brand relationships\n- AND hell, isn‘t this what you want to have?\n- we‘ll get to that later\n\n
- - but an instrument for establishing interaction and consumer brand relationships\n- AND hell, isn‘t this what you want to have?\n- we‘ll get to that later\n\n
- \n
- - Obviously only the 2nd discipline who discorvered SM, because of the display advertisement phase within Marketing Departments\n- which makes it no lesser important\n
- - Today the discipline adresses more and more people and fewer and fewer media institutions (some call it micro PR, I don't think that's necessary) \n- Social Media made the term "Public Relations" suitable.\n- before that change, term journalist relations, would have fitted better\n- This change is not only a possibility, but a necessity. Why? Because the media landscape is changing as well as the recipients change\n- influencing journalists is no longer enough, convincing the public...that's the PR task\n
- - Today the discipline adresses more and more people and fewer and fewer media institutions (some call it micro PR, I don't think that's necessary) \n- Social Media made the term "Public Relations" suitable.\n- before that change, term journalist relations, would have fitted better\n- This change is not only a possibility, but a necessity. Why? Because the media landscape is changing as well as the recipients change\n- influencing journalists is no longer enough, convincing the public...that's the PR task\n
- - Today the discipline adresses more and more people and fewer and fewer media institutions (some call it micro PR, I don't think that's necessary) \n- Social Media made the term "Public Relations" suitable.\n- before that change, term journalist relations, would have fitted better\n- This change is not only a possibility, but a necessity. Why? Because the media landscape is changing as well as the recipients change\n- influencing journalists is no longer enough, convincing the public...that's the PR task\n
- - Today the discipline adresses more and more people and fewer and fewer media institutions (some call it micro PR, I don't think that's necessary) \n- Social Media made the term "Public Relations" suitable.\n- before that change, term journalist relations, would have fitted better\n- This change is not only a possibility, but a necessity. Why? Because the media landscape is changing as well as the recipients change\n- influencing journalists is no longer enough, convincing the public...that's the PR task\n
- - Today the discipline adresses more and more people and fewer and fewer media institutions (some call it micro PR, I don't think that's necessary) \n- Social Media made the term "Public Relations" suitable.\n- before that change, term journalist relations, would have fitted better\n- This change is not only a possibility, but a necessity. Why? Because the media landscape is changing as well as the recipients change\n- influencing journalists is no longer enough, convincing the public...that's the PR task\n
- \n
- - summing up the hole set of topics around: social crm, data mining, big data, social media monitoring & insights\n- technology driven discipline that emerged into SM after Marketing and PR \n
- - summing up the hole set of topics around: social crm, data mining, big data, social media monitoring & insights\n- technology driven discipline that emerged into SM after Marketing and PR \n
- - summing up the hole set of topics around: social crm, data mining, big data, social media monitoring & insights\n- technology driven discipline that emerged into SM after Marketing and PR \n
- - summing up the hole set of topics around: social crm, data mining, big data, social media monitoring & insights\n- technology driven discipline that emerged into SM after Marketing and PR \n
- - summing up the hole set of topics around: social crm, data mining, big data, social media monitoring & insights\n- technology driven discipline that emerged into SM after Marketing and PR \n
- - summing up the hole set of topics around: social crm, data mining, big data, social media monitoring & insights\n- technology driven discipline that emerged into SM after Marketing and PR \n
- - video shows real time analytics with attensity pipeline. keyword: apple, 24h, 576.000\n- technology engine, manpower steering...that sounds very general\n- took me some time to explore the role the treatment of the generated data plays\n- quite an effort to deliver data, that is understood by different target groups\n- very rudimental in the beginning, today it‘s amazing what is possible (video)\n- not enought to simply collect data, that‘s allready there, but build up sollutions \n
- - video shows real time analytics with attensity pipeline. keyword: apple, 24h, 576.000\n- technology engine, manpower steering...that sounds very general\n- took me some time to explore the role the treatment of the generated data plays\n- quite an effort to deliver data, that is understood by different target groups\n- very rudimental in the beginning, today it‘s amazing what is possible (video)\n- not enought to simply collect data, that‘s allready there, but build up sollutions \n
- - video shows real time analytics with attensity pipeline. keyword: apple, 24h, 576.000\n- technology engine, manpower steering...that sounds very general\n- took me some time to explore the role the treatment of the generated data plays\n- quite an effort to deliver data, that is understood by different target groups\n- very rudimental in the beginning, today it‘s amazing what is possible (video)\n- not enought to simply collect data, that‘s allready there, but build up sollutions \n
- - video shows real time analytics with attensity pipeline. keyword: apple, 24h, 576.000\n- technology engine, manpower steering...that sounds very general\n- took me some time to explore the role the treatment of the generated data plays\n- quite an effort to deliver data, that is understood by different target groups\n- very rudimental in the beginning, today it‘s amazing what is possible (video)\n- not enought to simply collect data, that‘s allready there, but build up sollutions \n
- - sollution called wisdom by microstrategy (u can download it for free)\n- system that can be used for individual apps, that have some sort of value for the user, and collect the data for the corp\n- based on facebook graph\n
- - sollution called wisdom by microstrategy (u can download it for free)\n- system that can be used for individual apps, that have some sort of value for the user, and collect the data for the corp\n- based on facebook graph\n
- \n
- \n
- \n
- - SM in Employer Branding & Recruitment developed parallel to Marketing\n- employer brand\n
- - significance for HR is even higher, as for marketing\n- topic is extreme rich on informationen\n- and it‘s about trust, generated trust can be transfered via network effects very well\n\n
- - not only a chance, but a requirement\n- corporations that show no transperency, which is done with social media, will get left behind\n- have to be authentic\n- no chance to dissimulate and acting \n- created soap bubbles will burst\n\n\n
- - not only a chance, but a requirement\n- corporations that show no transperency, which is done with social media, will get left behind\n- have to be authentic\n- no chance to dissimulate and acting \n- created soap bubbles will burst\n\n\n
- \n
- - end of email or quantitative change of email\n- countries like indonesia and india even skip emails\n- enterprise 2.0 sollutions are specific intern social networks with intelligent information architectures that foster succesful collaboration\n- project related data\n- no more CC , pain in the arse\n- many companies are setting this up ATM\n
- \n
- - customer care is not just a telephone thing any more\n- after email, customer care is going social media \n
- - why?\n- because the people are there\n
- - why?\n- because the people are there\n
- - why?\n- because the people are there\n
- - but customer care in social media spheres is not only convenient because the people are there\n
- - but customer care in social media spheres is not only convenient because the people are there\n
- - but customer care in social media spheres is not only convenient because the people are there\n
- - but customer care in social media spheres is not only convenient because the people are there\n
- - but customer care in social media spheres is not only convenient because the people are there\n
- - W\n- ...but because the manner of the dialog itself\n- it‘s asynchronous\n- that fit our daily routines pretty well\n- we‘re multitaskers\n- you place a request at a facebook website, or within a twitter channel\n- continue your work\n- receive an answer, so it‘s not only asynchronous like email, or good old letter, but fast\n- expectation of the customer is speed\n- today SLA very short\n- \n
- - we refer to ist as Dialog 2.0\n
- - the way how the disciplines can work together\n
- - every employee is in charge for his or her own SM Activity\n- good thing: full integration of employees in the process, authetic\n- bad things: neither steerable, nor strategic, motivation must be their, different positions\n-> only works for SM affine small companies\n
- - every employee is in charge for his or her own SM Activity\n- good thing: full integration of employees in the process, authetic\n- bad things: neither steerable, nor strategic, motivation must be their, different positions\n-> only works for SM affine small companies\n
- - every employee is in charge for his or her own SM Activity\n- good thing: full integration of employees in the process, authetic\n- bad things: neither steerable, nor strategic, motivation must be their, different positions\n-> only works for SM affine small companies\n
- - every employee is in charge for his or her own SM Activity\n- good thing: full integration of employees in the process, authetic\n- bad things: neither steerable, nor strategic, motivation must be their, different positions\n-> only works for SM affine small companies\n
- - every employee is in charge for his or her own SM Activity\n- good thing: full integration of employees in the process, authetic\n- bad things: neither steerable, nor strategic, motivation must be their, different positions\n-> only works for SM affine small companies\n
- - every employee is in charge for his or her own SM Activity\n- good thing: full integration of employees in the process, authetic\n- bad things: neither steerable, nor strategic, motivation must be their, different positions\n-> only works for SM affine small companies\n
- - every employee is in charge for his or her own SM Activity\n- good thing: full integration of employees in the process, authetic\n- bad things: neither steerable, nor strategic, motivation must be their, different positions\n-> only works for SM affine small companies\n
- - every employee is in charge for his or her own SM Activity\n- good thing: full integration of employees in the process, authetic\n- bad things: neither steerable, nor strategic, motivation must be their, different positions\n-> only works for SM affine small companies\n
- - every employee is in charge for his or her own SM Activity\n- good thing: full integration of employees in the process, authetic\n- bad things: neither steerable, nor strategic, motivation must be their, different positions\n-> only works for SM affine small companies\n
- - every employee is in charge for his or her own SM Activity\n- good thing: full integration of employees in the process, authetic\n- bad things: neither steerable, nor strategic, motivation must be their, different positions\n-> only works for SM affine small companies\n
- - every employee is in charge for his or her own SM Activity\n- good thing: full integration of employees in the process, authetic\n- bad things: neither steerable, nor strategic, motivation must be their, different positions\n-> only works for SM affine small companies\n
- - every employee is in charge for his or her own SM Activity\n- good thing: full integration of employees in the process, authetic\n- bad things: neither steerable, nor strategic, motivation must be their, different positions\n-> only works for SM affine small companies\n
- - every employee is in charge for his or her own SM Activity\n- good thing: full integration of employees in the process, authetic\n- bad things: neither steerable, nor strategic, motivation must be their, different positions\n-> only works for SM affine small companies\n
- - every employee is in charge for his or her own SM Activity\n- good thing: full integration of employees in the process, authetic\n- bad things: neither steerable, nor strategic, motivation must be their, different positions\n-> only works for SM affine small companies\n
- - every employee is in charge for his or her own SM Activity\n- good thing: full integration of employees in the process, authetic\n- bad things: neither steerable, nor strategic, motivation must be their, different positions\n-> only works for SM affine small companies\n
- - every employee is in charge for his or her own SM Activity\n- good thing: full integration of employees in the process, authetic\n- bad things: neither steerable, nor strategic, motivation must be their, different positions\n-> only works for SM affine small companies\n
- - every employee is in charge for his or her own SM Activity\n- good thing: full integration of employees in the process, authetic\n- bad things: neither steerable, nor strategic, motivation must be their, different positions\n-> only works for SM affine small companies\n
- - every employee is in charge for his or her own SM Activity\n- good thing: full integration of employees in the process, authetic\n- bad things: neither steerable, nor strategic, motivation must be their, different positions\n-> only works for SM affine small companies\n
- - every employee is in charge for his or her own SM Activity\n- good thing: full integration of employees in the process, authetic\n- bad things: neither steerable, nor strategic, motivation must be their, different positions\n-> only works for SM affine small companies\n
- - every employee is in charge for his or her own SM Activity\n- good thing: full integration of employees in the process, authetic\n- bad things: neither steerable, nor strategic, motivation must be their, different positions\n-> only works for SM affine small companies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - employees from different disciplines started SM engagement \n- bigger players and smaller players that coordinate with the others\n- something organic, also means authentic -> doesn‘t has to be bad\n- can be professionalized with guidelines and experts\n- challenge is to guarentee that there is some sort of coherence (stick to values etc.) for the company\n- good thing: employees created the „solution“ and are fully integrated\n- bad thing: very hard to execute focussed strategies\n
- - one department^ takes care of every activity within a SM context\n- in most cases the marketing or PR\n- good thing: no complex coordination between different diciplines doing SM and good consistency because of that\n- bad thing: employees aren‘t necessarily doing the things they can do best, you‘re possibly putting tank drivers into fighter jets...\n
- - one department^ takes care of every activity within a SM context\n- in most cases the marketing or PR\n- good thing: no complex coordination between different diciplines doing SM and good consistency because of that\n- bad thing: employees aren‘t necessarily doing the things they can do best, you‘re possibly putting tank drivers into fighter jets...\n
- - one department^ takes care of every activity within a SM context\n- in most cases the marketing or PR\n- good thing: no complex coordination between different diciplines doing SM and good consistency because of that\n- bad thing: employees aren‘t necessarily doing the things they can do best, you‘re possibly putting tank drivers into fighter jets...\n
- - one department^ takes care of every activity within a SM context\n- in most cases the marketing or PR\n- good thing: no complex coordination between different diciplines doing SM and good consistency because of that\n- bad thing: employees aren‘t necessarily doing the things they can do best, you‘re possibly putting tank drivers into fighter jets...\n
- - one department^ takes care of every activity within a SM context\n- in most cases the marketing or PR\n- good thing: no complex coordination between different diciplines doing SM and good consistency because of that\n- bad thing: employees aren‘t necessarily doing the things they can do best, you‘re possibly putting tank drivers into fighter jets...\n
- - one department^ takes care of every activity within a SM context\n- in most cases the marketing or PR\n- good thing: no complex coordination between different diciplines doing SM and good consistency because of that\n- bad thing: employees aren‘t necessarily doing the things they can do best, you‘re possibly putting tank drivers into fighter jets...\n
- - one department^ takes care of every activity within a SM context\n- in most cases the marketing or PR\n- good thing: no complex coordination between different diciplines doing SM and good consistency because of that\n- bad thing: employees aren‘t necessarily doing the things they can do best, you‘re possibly putting tank drivers into fighter jets...\n
- - one department^ takes care of every activity within a SM context\n- in most cases the marketing or PR\n- good thing: no complex coordination between different diciplines doing SM and good consistency because of that\n- bad thing: employees aren‘t necessarily doing the things they can do best, you‘re possibly putting tank drivers into fighter jets...\n
- - one department^ takes care of every activity within a SM context\n- in most cases the marketing or PR\n- good thing: no complex coordination between different diciplines doing SM and good consistency because of that\n- bad thing: employees aren‘t necessarily doing the things they can do best, you‘re possibly putting tank drivers into fighter jets...\n
- - one department^ takes care of every activity within a SM context\n- in most cases the marketing or PR\n- good thing: no complex coordination between different diciplines doing SM and good consistency because of that\n- bad thing: employees aren‘t necessarily doing the things they can do best, you‘re possibly putting tank drivers into fighter jets...\n
- - one department^ takes care of every activity within a SM context\n- in most cases the marketing or PR\n- good thing: no complex coordination between different diciplines doing SM and good consistency because of that\n- bad thing: employees aren‘t necessarily doing the things they can do best, you‘re possibly putting tank drivers into fighter jets...\n
- - one department^ takes care of every activity within a SM context\n- in most cases the marketing or PR\n- good thing: no complex coordination between different diciplines doing SM and good consistency because of that\n- bad thing: employees aren‘t necessarily doing the things they can do best, you‘re possibly putting tank drivers into fighter jets...\n
- - one department^ takes care of every activity within a SM context\n- in most cases the marketing or PR\n- good thing: no complex coordination between different diciplines doing SM and good consistency because of that\n- bad thing: employees aren‘t necessarily doing the things they can do best, you‘re possibly putting tank drivers into fighter jets...\n
- - one department^ takes care of every activity within a SM context\n- in most cases the marketing or PR\n- good thing: no complex coordination between different diciplines doing SM and good consistency because of that\n- bad thing: employees aren‘t necessarily doing the things they can do best, you‘re possibly putting tank drivers into fighter jets...\n
- - combines centralized and decentralized organizational models\n- SM is located as self-sustained unit (like own discipline, or at least own team)\n- provides goals, rules, guidelines, processes\n- other departments execute their themselfes\n- good thing: combines expert knowledge from social media with expert knowledge from other departments\n- bad thing: takes time, who is responsible for succes or defeat, demands lot of staff, \n\n
- - combines centralized and decentralized organizational models\n- SM is located as self-sustained unit (like own discipline, or at least own team)\n- provides goals, rules, guidelines, processes\n- other departments execute their themselfes\n- good thing: combines expert knowledge from social media with expert knowledge from other departments\n- bad thing: takes time, who is responsible for succes or defeat, demands lot of staff, \n\n
- - combines centralized and decentralized organizational models\n- SM is located as self-sustained unit (like own discipline, or at least own team)\n- provides goals, rules, guidelines, processes\n- other departments execute their themselfes\n- good thing: combines expert knowledge from social media with expert knowledge from other departments\n- bad thing: takes time, who is responsible for succes or defeat, demands lot of staff, \n\n
- - combines centralized and decentralized organizational models\n- SM is located as self-sustained unit (like own discipline, or at least own team)\n- provides goals, rules, guidelines, processes\n- other departments execute their themselfes\n- good thing: combines expert knowledge from social media with expert knowledge from other departments\n- bad thing: takes time, who is responsible for succes or defeat, demands lot of staff, \n\n
- - combines centralized and decentralized organizational models\n- SM is located as self-sustained unit (like own discipline, or at least own team)\n- provides goals, rules, guidelines, processes\n- other departments execute their themselfes\n- good thing: combines expert knowledge from social media with expert knowledge from other departments\n- bad thing: takes time, who is responsible for succes or defeat, demands lot of staff, \n\n
- - combines centralized and decentralized organizational models\n- SM is located as self-sustained unit (like own discipline, or at least own team)\n- provides goals, rules, guidelines, processes\n- other departments execute their themselfes\n- good thing: combines expert knowledge from social media with expert knowledge from other departments\n- bad thing: takes time, who is responsible for succes or defeat, demands lot of staff, \n\n
- - combines centralized and decentralized organizational models\n- SM is located as self-sustained unit (like own discipline, or at least own team)\n- provides goals, rules, guidelines, processes\n- other departments execute their themselfes\n- good thing: combines expert knowledge from social media with expert knowledge from other departments\n- bad thing: takes time, who is responsible for succes or defeat, demands lot of staff, \n\n
- - combines centralized and decentralized organizational models\n- SM is located as self-sustained unit (like own discipline, or at least own team)\n- provides goals, rules, guidelines, processes\n- other departments execute their themselfes\n- good thing: combines expert knowledge from social media with expert knowledge from other departments\n- bad thing: takes time, who is responsible for succes or defeat, demands lot of staff, \n\n
- - combines centralized and decentralized organizational models\n- SM is located as self-sustained unit (like own discipline, or at least own team)\n- provides goals, rules, guidelines, processes\n- other departments execute their themselfes\n- good thing: combines expert knowledge from social media with expert knowledge from other departments\n- bad thing: takes time, who is responsible for succes or defeat, demands lot of staff, \n\n
- - combines centralized and decentralized organizational models\n- SM is located as self-sustained unit (like own discipline, or at least own team)\n- provides goals, rules, guidelines, processes\n- other departments execute their themselfes\n- good thing: combines expert knowledge from social media with expert knowledge from other departments\n- bad thing: takes time, who is responsible for succes or defeat, demands lot of staff, \n\n
- - combines centralized and decentralized organizational models\n- SM is located as self-sustained unit (like own discipline, or at least own team)\n- provides goals, rules, guidelines, processes\n- other departments execute their themselfes\n- good thing: combines expert knowledge from social media with expert knowledge from other departments\n- bad thing: takes time, who is responsible for succes or defeat, demands lot of staff, \n\n
- - combines centralized and decentralized organizational models\n- SM is located as self-sustained unit (like own discipline, or at least own team)\n- provides goals, rules, guidelines, processes\n- other departments execute their themselfes\n- good thing: combines expert knowledge from social media with expert knowledge from other departments\n- bad thing: takes time, who is responsible for succes or defeat, demands lot of staff, \n\n
- - combines centralized and decentralized organizational models\n- SM is located as self-sustained unit (like own discipline, or at least own team)\n- provides goals, rules, guidelines, processes\n- other departments execute their themselfes\n- good thing: combines expert knowledge from social media with expert knowledge from other departments\n- bad thing: takes time, who is responsible for succes or defeat, demands lot of staff, \n\n
- - combines centralized and decentralized organizational models\n- SM is located as self-sustained unit (like own discipline, or at least own team)\n- provides goals, rules, guidelines, processes\n- other departments execute their themselfes\n- good thing: combines expert knowledge from social media with expert knowledge from other departments\n- bad thing: takes time, who is responsible for succes or defeat, demands lot of staff, \n\n
- - for company groups\n\n
- - for company groups\n\n
- - for company groups\n\n
- - for company groups\n\n
- - for company groups\n\n
- - for company groups\n\n
- - for company groups\n\n
- - for company groups\n\n
- - for company groups\n\n
- - for company groups\n\n
- - for company groups\n\n
- - for company groups\n\n
- - for company groups\n\n
- - for company groups\n\n
- - for company groups\n\n
- - for company groups\n\n
- \n- I want to take up the cudgels for this model and have a deeper look at the workflow\n- In my understanding this is not just working for big companies\n\n
- \n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - I want to be more specific and draft a picture of how the change process for the integration of social media could look like\n- Therefore we should focus on the roles of the disciplines. I'm focussing on the roles in connection with social media. \n- How do they work together?\n- First Step should be the Organizational Process of Social Media Government. diciplines should send their head, in addition the CEO should be there, as well as the social media expert(s)\n- goal of this process: determination of goal and meta-strategie for collective execution\n- process differs on two dimensions:\n1. size of the company, which has direct impact on the size of the social media (department) or maybe just one head\n2. grade of digitalisation and the branch, which has direct impact on the complexity of the following process\n- then each discipline should figure out their individual strategy in the defined framework \n- social media supports the strategy building\n- then follows the execution, which is held very general here\n- BI is in continious interaction with every other discipline, they get requierement for insights that they deliver\n- two step for marketing and PR, you might refer to it as Content Marketing (a term I personally find disgusting), I say it is the creation of cotent followed by the multiplikation \n- crisis communication is even within SM Channels a PR task, even though they should be well coordinated with the customer care and their dialog 2.0\n- enterprise 2.0 is not a isolated communication and collaboration solution, but an important module in the process of a succesfull sm governance, can introduce SM to employees that don‘t know that\n- assistance of Social Media OR individual hiring of social media specialists for very specific purposes\n- one last remark here: i didn‘t list IT here, because it‘s mostly connected with BI or about software development -> but they`re doing services for all other disciples and I‘ll get to this a little later\n- now wanna outline or emphasize key process that is a key example for the necessity of SM Government: Content and Dialog\n- two thoughts\n
- - first thought\n- content is a term that covers quite a spectrum\n- guess it comes down to 4 possible benefits for the audience \n- marketing and pr efforts come down to at least one of them\n- there might be products and brands (Lovebrands and FMCGs) that are for thereselfs so sexy, that product or service does the task, but in general that‘s not the case\n- while social media came up with some new potential for entertainment approaches, the possibilities and requirements for the delivery of the other content with the three other benefits are even higher\n\n\n
- - first thought\n- content is a term that covers quite a spectrum\n- guess it comes down to 4 possible benefits for the audience \n- marketing and pr efforts come down to at least one of them\n- there might be products and brands (Lovebrands and FMCGs) that are for thereselfs so sexy, that product or service does the task, but in general that‘s not the case\n- while social media came up with some new potential for entertainment approaches, the possibilities and requirements for the delivery of the other content with the three other benefits are even higher\n\n\n
- - first thought\n- content is a term that covers quite a spectrum\n- guess it comes down to 4 possible benefits for the audience \n- marketing and pr efforts come down to at least one of them\n- there might be products and brands (Lovebrands and FMCGs) that are for thereselfs so sexy, that product or service does the task, but in general that‘s not the case\n- while social media came up with some new potential for entertainment approaches, the possibilities and requirements for the delivery of the other content with the three other benefits are even higher\n\n\n
- - first thought\n- content is a term that covers quite a spectrum\n- guess it comes down to 4 possible benefits for the audience \n- marketing and pr efforts come down to at least one of them\n- there might be products and brands (Lovebrands and FMCGs) that are for thereselfs so sexy, that product or service does the task, but in general that‘s not the case\n- while social media came up with some new potential for entertainment approaches, the possibilities and requirements for the delivery of the other content with the three other benefits are even higher\n\n\n
- - first thought\n- content is a term that covers quite a spectrum\n- guess it comes down to 4 possible benefits for the audience \n- marketing and pr efforts come down to at least one of them\n- there might be products and brands (Lovebrands and FMCGs) that are for thereselfs so sexy, that product or service does the task, but in general that‘s not the case\n- while social media came up with some new potential for entertainment approaches, the possibilities and requirements for the delivery of the other content with the three other benefits are even higher\n\n\n
- - in times of a pull content dominance, corporations need a blog\n- provide a face, that is based on facts and opinions\n- put knowledge on the line and not just specs of product and service\n
- - then multiply your content via SM-Channels, via opinion leaders, newsgroups, etc.\n- and maybe advertise for it\n\n
- - then multiply your content via SM-Channels, via opinion leaders, newsgroups, etc.\n- and maybe advertise for it\n\n
- - then multiply your content via SM-Channels, via opinion leaders, newsgroups, etc.\n- and maybe advertise for it\n\n
- - then multiply your content via SM-Channels, via opinion leaders, newsgroups, etc.\n- and maybe advertise for it\n\n
- - then multiply your content via SM-Channels, via opinion leaders, newsgroups, etc.\n- and maybe advertise for it\n\n
- - then multiply your content via SM-Channels, via opinion leaders, newsgroups, etc.\n- and maybe advertise for it\n\n
- - then multiply your content via SM-Channels, via opinion leaders, newsgroups, etc.\n- and maybe advertise for it\n\n
- - W\n- there are two challenges for this task\n- Challenge 1: There is only a thin line between the betrayal of secrets and boringness\n- hard to identify it\n- for the betrayal side, you need a strong support and understanding at management level\n
- - challenge II: you need experts\n- remember the figure?\n- this is why you need governance\n- it‘s simply not enough anymore to get some things written up by the people who can write\n- you want the experts\n- you need the management support to get the expert guys talking (that are the guys who can‘t write very well usually)\n\n
- - they need time to produce content that is informing\n- they need the backup from the management to use the ressource of time to support the marketing and the pr in the blog\n- shift of ressources\n- not enought to build up capacities in communicational departments, but hold ressources avaible at other faculties\n
- - second thought is based on these findings of a study conducted by the havard business review\n- you remember my question regarding the interaction and the relationship the marketing seeks in social media\n- truth is most people don‘t have relationships with brands, but with their familys, friends and partners\n- truth is interaction is not equivalent with relationships, you have to build them with shared values\n
- - second thought is based on these findings of a study conducted by the havard business review\n- you remember my question regarding the interaction and the relationship the marketing seeks in social media\n- truth is most people don‘t have relationships with brands, but with their familys, friends and partners\n- truth is interaction is not equivalent with relationships, you have to build them with shared values\n
- - second thought is based on these findings of a study conducted by the havard business review\n- you remember my question regarding the interaction and the relationship the marketing seeks in social media\n- truth is most people don‘t have relationships with brands, but with their familys, friends and partners\n- truth is interaction is not equivalent with relationships, you have to build them with shared values\n
- - second thought is based on these findings of a study conducted by the havard business review\n- you remember my question regarding the interaction and the relationship the marketing seeks in social media\n- truth is most people don‘t have relationships with brands, but with their familys, friends and partners\n- truth is interaction is not equivalent with relationships, you have to build them with shared values\n
- - might be a little philosophical and I told you earlier, that I‘ve a dialog position\n- but...if you‘re having a dialog with a customer care employee of a brand over a real issue that is important for you, then this allready is a real relationship that you‘ll remember\n- service paradaxon\n
- - DIALOG 2.0 is visible\n- WHICH MAKES SERVICE CONTENT FOR EVERYBODY!\n
- \n
- - under this circumstances, the marketing thought should not be made out of content and content multiplication to a hundert %\n\n
- - under this circumstances, the marketing thought should not be made out of content and content multiplication to a hundert %\n\n
- - under this circumstances, the marketing thought should not be made out of content and content multiplication to a hundert %\n\n
- - but contain a big portion of dialog 2.0\n- which not means, that the dialog should be carried out by the marketing department right now\n- there are competences in marketing that benefit customer care in the execution\n- there are budgets that has to be shifted\n- there is awareness training to be done\n
- - but contain a big portion of dialog 2.0\n- which not means, that the dialog should be carried out by the marketing department right now\n- there are competences in marketing that benefit customer care in the execution\n- there are budgets that has to be shifted\n- there is awareness training to be done\n
- \n
- - focus group, experience, monitoring of job offerings, discussion only\n- 5 job kategories with short description\n- junior senior distinction is equivalent with more operative/more strategic and non leadership/leadership\n- dedicated attributes within 8 Kategories\n- Beispiele vorlesen\n- values from 1 to 5\n
- - focus group, experience, monitoring of job offerings, discussion only\n- 5 job kategories with short description\n- junior senior distinction is equivalent with more operative/more strategic and non leadership/leadership\n- dedicated attributes within 8 Kategories\n- Beispiele vorlesen\n- values from 1 to 5\n
- - focus group, experience, monitoring of job offerings, discussion only\n- 5 job kategories with short description\n- junior senior distinction is equivalent with more operative/more strategic and non leadership/leadership\n- dedicated attributes within 8 Kategories\n- Beispiele vorlesen\n- values from 1 to 5\n
- - focus group, experience, monitoring of job offerings, discussion only\n- 5 job kategories with short description\n- junior senior distinction is equivalent with more operative/more strategic and non leadership/leadership\n- dedicated attributes within 8 Kategories\n- Beispiele vorlesen\n- values from 1 to 5\n
- - focus group, experience, monitoring of job offerings, discussion only\n- 5 job kategories with short description\n- junior senior distinction is equivalent with more operative/more strategic and non leadership/leadership\n- dedicated attributes within 8 Kategories\n- Beispiele vorlesen\n- values from 1 to 5\n
- - focus group, experience, monitoring of job offerings, discussion only\n- 5 job kategories with short description\n- junior senior distinction is equivalent with more operative/more strategic and non leadership/leadership\n- dedicated attributes within 8 Kategories\n- Beispiele vorlesen\n- values from 1 to 5\n
- - focus group, experience, monitoring of job offerings, discussion only\n- 5 job kategories with short description\n- junior senior distinction is equivalent with more operative/more strategic and non leadership/leadership\n- dedicated attributes within 8 Kategories\n- Beispiele vorlesen\n- values from 1 to 5\n
- - focus group, experience, monitoring of job offerings, discussion only\n- 5 job kategories with short description\n- junior senior distinction is equivalent with more operative/more strategic and non leadership/leadership\n- dedicated attributes within 8 Kategories\n- Beispiele vorlesen\n- values from 1 to 5\n
- - focus group, experience, monitoring of job offerings, discussion only\n- 5 job kategories with short description\n- junior senior distinction is equivalent with more operative/more strategic and non leadership/leadership\n- dedicated attributes within 8 Kategories\n- Beispiele vorlesen\n- values from 1 to 5\n
- - focus group, experience, monitoring of job offerings, discussion only\n- 5 job kategories with short description\n- junior senior distinction is equivalent with more operative/more strategic and non leadership/leadership\n- dedicated attributes within 8 Kategories\n- Beispiele vorlesen\n- values from 1 to 5\n
- - focus group, experience, monitoring of job offerings, discussion only\n- 5 job kategories with short description\n- junior senior distinction is equivalent with more operative/more strategic and non leadership/leadership\n- dedicated attributes within 8 Kategories\n- Beispiele vorlesen\n- values from 1 to 5\n
- - focus group, experience, monitoring of job offerings, discussion only\n- 5 job kategories with short description\n- junior senior distinction is equivalent with more operative/more strategic and non leadership/leadership\n- dedicated attributes within 8 Kategories\n- Beispiele vorlesen\n- values from 1 to 5\n
- - focus group, experience, monitoring of job offerings, discussion only\n- 5 job kategories with short description\n- junior senior distinction is equivalent with more operative/more strategic and non leadership/leadership\n- dedicated attributes within 8 Kategories\n- Beispiele vorlesen\n- values from 1 to 5\n
- - focus group, experience, monitoring of job offerings, discussion only\n- 5 job kategories with short description\n- junior senior distinction is equivalent with more operative/more strategic and non leadership/leadership\n- dedicated attributes within 8 Kategories\n- Beispiele vorlesen\n- values from 1 to 5\n
- - CM is aktive communicator and content producer\n- operating one ore more communities\n- is monitoring, interacting and watching his/her community\n- in german the senior is the RAMPENSAU\n- SM is creating and executing Social Web Activities\n- coordinates sm strategy\n- monitoring, quality management\n- CONS is creating strategic concepts for one or more companies on company goals\n- cariies out appraisals and checks the needs of the company\n- is steering external agencies\n- sets SMART KPIs\n\n- companies should have that clear, before they start SM, or when they want to do it better and more structured now\n- helps to answer make or buy question (especially for the consultant)\n\n
- - CM is aktive communicator and content producer\n- operating one ore more communities\n- is monitoring, interacting and watching his/her community\n- in german the senior is the RAMPENSAU\n- SM is creating and executing Social Web Activities\n- coordinates sm strategy\n- monitoring, quality management\n- CONS is creating strategic concepts for one or more companies on company goals\n- cariies out appraisals and checks the needs of the company\n- is steering external agencies\n- sets SMART KPIs\n\n- companies should have that clear, before they start SM, or when they want to do it better and more structured now\n- helps to answer make or buy question (especially for the consultant)\n\n
- - CM is aktive communicator and content producer\n- operating one ore more communities\n- is monitoring, interacting and watching his/her community\n- in german the senior is the RAMPENSAU\n- SM is creating and executing Social Web Activities\n- coordinates sm strategy\n- monitoring, quality management\n- CONS is creating strategic concepts for one or more companies on company goals\n- cariies out appraisals and checks the needs of the company\n- is steering external agencies\n- sets SMART KPIs\n\n- companies should have that clear, before they start SM, or when they want to do it better and more structured now\n- helps to answer make or buy question (especially for the consultant)\n\n
- - CM is aktive communicator and content producer\n- operating one ore more communities\n- is monitoring, interacting and watching his/her community\n- in german the senior is the RAMPENSAU\n- SM is creating and executing Social Web Activities\n- coordinates sm strategy\n- monitoring, quality management\n- CONS is creating strategic concepts for one or more companies on company goals\n- cariies out appraisals and checks the needs of the company\n- is steering external agencies\n- sets SMART KPIs\n\n- companies should have that clear, before they start SM, or when they want to do it better and more structured now\n- helps to answer make or buy question (especially for the consultant)\n\n
- - CM is aktive communicator and content producer\n- operating one ore more communities\n- is monitoring, interacting and watching his/her community\n- in german the senior is the RAMPENSAU\n- SM is creating and executing Social Web Activities\n- coordinates sm strategy\n- monitoring, quality management\n- CONS is creating strategic concepts for one or more companies on company goals\n- cariies out appraisals and checks the needs of the company\n- is steering external agencies\n- sets SMART KPIs\n\n- companies should have that clear, before they start SM, or when they want to do it better and more structured now\n- helps to answer make or buy question (especially for the consultant)\n\n
- - CM is aktive communicator and content producer\n- operating one ore more communities\n- is monitoring, interacting and watching his/her community\n- in german the senior is the RAMPENSAU\n- SM is creating and executing Social Web Activities\n- coordinates sm strategy\n- monitoring, quality management\n- CONS is creating strategic concepts for one or more companies on company goals\n- cariies out appraisals and checks the needs of the company\n- is steering external agencies\n- sets SMART KPIs\n\n- companies should have that clear, before they start SM, or when they want to do it better and more structured now\n- helps to answer make or buy question (especially for the consultant)\n\n
- - CM is aktive communicator and content producer\n- operating one ore more communities\n- is monitoring, interacting and watching his/her community\n- in german the senior is the RAMPENSAU\n- SM is creating and executing Social Web Activities\n- coordinates sm strategy\n- monitoring, quality management\n- CONS is creating strategic concepts for one or more companies on company goals\n- cariies out appraisals and checks the needs of the company\n- is steering external agencies\n- sets SMART KPIs\n\n- companies should have that clear, before they start SM, or when they want to do it better and more structured now\n- helps to answer make or buy question (especially for the consultant)\n\n
- - CM is aktive communicator and content producer\n- operating one ore more communities\n- is monitoring, interacting and watching his/her community\n- in german the senior is the RAMPENSAU\n- SM is creating and executing Social Web Activities\n- coordinates sm strategy\n- monitoring, quality management\n- CONS is creating strategic concepts for one or more companies on company goals\n- cariies out appraisals and checks the needs of the company\n- is steering external agencies\n- sets SMART KPIs\n\n- companies should have that clear, before they start SM, or when they want to do it better and more structured now\n- helps to answer make or buy question (especially for the consultant)\n\n
- - CM is aktive communicator and content producer\n- operating one ore more communities\n- is monitoring, interacting and watching his/her community\n- in german the senior is the RAMPENSAU\n- SM is creating and executing Social Web Activities\n- coordinates sm strategy\n- monitoring, quality management\n- CONS is creating strategic concepts for one or more companies on company goals\n- cariies out appraisals and checks the needs of the company\n- is steering external agencies\n- sets SMART KPIs\n\n- companies should have that clear, before they start SM, or when they want to do it better and more structured now\n- helps to answer make or buy question (especially for the consultant)\n\n
- - CM is aktive communicator and content producer\n- operating one ore more communities\n- is monitoring, interacting and watching his/her community\n- in german the senior is the RAMPENSAU\n- SM is creating and executing Social Web Activities\n- coordinates sm strategy\n- monitoring, quality management\n- CONS is creating strategic concepts for one or more companies on company goals\n- cariies out appraisals and checks the needs of the company\n- is steering external agencies\n- sets SMART KPIs\n\n- companies should have that clear, before they start SM, or when they want to do it better and more structured now\n- helps to answer make or buy question (especially for the consultant)\n\n
- - CM is aktive communicator and content producer\n- operating one ore more communities\n- is monitoring, interacting and watching his/her community\n- in german the senior is the RAMPENSAU\n- SM is creating and executing Social Web Activities\n- coordinates sm strategy\n- monitoring, quality management\n- CONS is creating strategic concepts for one or more companies on company goals\n- cariies out appraisals and checks the needs of the company\n- is steering external agencies\n- sets SMART KPIs\n\n- companies should have that clear, before they start SM, or when they want to do it better and more structured now\n- helps to answer make or buy question (especially for the consultant)\n\n
- - CM is aktive communicator and content producer\n- operating one ore more communities\n- is monitoring, interacting and watching his/her community\n- in german the senior is the RAMPENSAU\n- SM is creating and executing Social Web Activities\n- coordinates sm strategy\n- monitoring, quality management\n- CONS is creating strategic concepts for one or more companies on company goals\n- cariies out appraisals and checks the needs of the company\n- is steering external agencies\n- sets SMART KPIs\n\n- companies should have that clear, before they start SM, or when they want to do it better and more structured now\n- helps to answer make or buy question (especially for the consultant)\n\n
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