1. Getting Serious
about Social Marketing
Mike Lewis
VP of Marketing & Sales
Awareness, Inc.
@bostonmike / @awarenessinc
mike.lewis@awarenessnetworks.com
Tuesday, October 5, 2010
2. What you will...
• 5 Most Common Social Media Challenges facing
Enterprises
• Examples of Social Media Success
• Evolving through a social media maturity model
Tuesday, October 5, 2010
3. A Little About Me
• Boston native, New Dad,
Entrepreneur and marketing guy
• Ran marketing & sales at several
start-ups and have used more
than social media alone
• Active blogger, tweeter, and social
media enthusiast
• VP of Marketing at Awareness
Inc.
Tuesday, October 5, 2010
43. Ok
then...
Who
is
producing
your
content?
33%
Anyone
Dedicated Person
67%
Unfortunately, most are doing so
without formal guidelines
Q: Do you have a SM policy?
• 63.6% - NO
• 36.4% - YES
Tuesday, October 5, 2010
44. Policies are critical
• Develop a policy and include in handbooks or manuals
• Be careful as to what you allow/prohibit
• Keep it simple
• Encourage participation
• See: http://www.fastcompany.com/1668368/social-media-policies-the-good-the-bad-and-the-ugly
Tuesday, October 5, 2010
45. #3
Lack of Resources
& Buy-in
Tuesday, October 5, 2010
52. Ford’s Content Factory
• Constantly delivers news about the company’s reinvention
using every available media social channel.
• Press releases paired with video, images, audio whenever
possible
• Everything is shareable, nearly all is tweeted
• Key metrics: retweets, Facebook comments, media
coverage, awareness studies
Principal Value
Demonstration often beats
description “We use whatever channel we
can to spread the message.”
Multimedia conveys -Scott Monty, head of social media
excitement
Bottom-up combined with
top-down for maximum
impact
Social media drives ongoing
engagement via e-mail
Tuesday, October 5, 2010
54. HISTORY Sprinkles Tips... Everywhere
• Tips placed at Historically significant locations around the
country
• Tips are focused on location but serve to promote the TV
show “America: The Story of Us”
• Users automatically entered into a sweepstakes, in which
10 randomly selected users will win prizes each week
from April 25 through June 6
Principal Value
“Teaming up with foursquare for the
Viral Buzz throughout the AMERICA THE STORY OF US
promotion reinforces the HISTORY
series brand's 360 degree approach of
New viewers to history aggressively reaching our viewers in new
channel platforms,"
Chris Moseley, SVP of Marketing for
"America The Story of US" HISTORY.
became the most watched and
highest rated program in the
network's history.
Tuesday, October 5, 2010
56. Ok, we are listening...
But how do we benchmark
where we stand??
Tuesday, October 5, 2010
57. Introducing the
Social Business Accelerator
Tuesday, October 5, 2010
58. It’s a maturity model …
a set of structured levels that describe how well the behaviors,
practices and processes of an organization can reliably and sustainably
produce required outcomes. A maturity model can be used as a
benchmark for comparison and as an aid to understanding. It also
may provide:
A place to start
the benefit of a community’s prior experiences
a common language and a shared vision
a framework for prioritizing actions
a way to define what improvement means for your
organization
Tuesday, October 5, 2010
59. there are 4 key
areas to
investigate to
understand which
stage a company is
at...
Tuesday, October 5, 2010
60. Publishing
How many channels are being published to? Is
the messaging consistent? Are roles established
within each channel to optimize results?
Tuesday, October 5, 2010
61. Participation
Is the enterprise participating in conversations
or are they an observer? Are they even aware
the conversations are taking place?
Tuesday, October 5, 2010
62. Buy-In & Resources
Has management supported social media? Are
their resources in place to support initiatives?
Tuesday, October 5, 2010
63. Measurement
Are activities being measured? Are
measurements aligned with strategy?
Tuesday, October 5, 2010
64. Through this lens,
organizations
generally fall into
one of 4 categories
Tuesday, October 5, 2010
65. !"#$%&$%' ()*+,%$%' -./0$.1$%' 2034.5%6'
Social Business Accelerator
Tuesday, October 5, 2010
66. Social Media Observer
Understand the value SM can offer but are just getting
started. Often engaged in some form of listening
(usually not automated) and generally have a low
engagement level. Not publishing much content
through multiple channels
Tuesday, October 5, 2010
67. Social Marketing Observer
Challenges
• Landscape: Observing but face an overwhelming landscape
• Information Overload: Tons of data & information to process
• Buy-in & Budget: Lack of dedicated budget and executive buy-in
• Lack Strategy: Unclear direction when it comes to organizational Social Media strategy
Recommendations
• Strategy: Define and circulate a strategy that is aligned with the overall strategic marketing objectives
• Listen: Start listening to and learn where people are talking about you and your brands
• Identify Outposts: Select top two or three destinations for your brand
• Create Communities: Create/take ownership of the outposts and start engaging with your audience
Success Criteria
✓ You’ve identified the top channels where people are talking about you
✓ You’ve established outposts in those channels and are starting to engage with your audience
Tuesday, October 5, 2010
68. Social Media Explorer
Understand the SM landscape, but are trying to
be more optimized. Explorers are active
listeners (some automation), somewhat
engaged, and publish some content.
Tuesday, October 5, 2010
69. Social Marketing Explorer
Challenges
• Landscape: Still sorting through a complicated landscape and a large volume of information
• Measurement: No standard measurement & metrics to determine success
• Expansion: Looking to expand current efforts
• Justification: Trying to measure effectiveness to justify budget and get executive buy-in
Recommendations
• Listen: Continue listening to identify new channels and create new outposts and broaden interaction
• KPIs: Create and circulate reports showing reach and effectiveness including foundational Key Performance
Indicators (KPIs) including reach, views, shares, influence, etc
• Content is King: Create editorial calendar
Success Criteria
✓ Expanded social footprint with engagement across channels
✓ Increased internal traction for content and measurement
✓ Foundational KPIs are being tracked
✓ Editorial calendar is in place and driving content
Tuesday, October 5, 2010
70. Social Media Influencer
Influencers have a solid SM presence. Looking
to improve, specifically around metrics and org
issues. Traits include: active listening, excellent
engagement, and content publication across
multiple channels.
Tuesday, October 5, 2010
71. Social Marketing Influencer
Challenges
• Stretched Thin: Resources are getting stretched across channels and activities - too much to do
• Standardization: Manual, disjointed tools and reporting across channels
• Visibility: Increased organizational visibility is bringing increased interest/scrutiny
• Policies: Lack of policies starts becomes apparent when trying to maintain message, voice, and goals
across channels
Recommendations
• Software: Evaluate solutions to automate processes and reporting
• Policies: Create formal policy and roles and get executive buy-in supported by budget commitment
• Centralization: Begin centralizing and coordinating activities across organization and business units
• KPIs: Extend KPIs to map to specific organization goals (such as showing conversions from Social Media
channels to purchasers/subscribers)
Success Criteria
✓ Executive and cross business unit buy-in
✓ Centralization of Social Marketing activities has begun
✓ Metrics/KPIs have become more sophisticated and specific to your organizational objectives
Tuesday, October 5, 2010
72. Social Media Luminary
Luminaries have solid, proven, successful SM
strategies and tactics in place. Traits include
highly automated listening, automated
reporting, excellent engagement, excellent
publication of content across channels.
Tuesday, October 5, 2010
73. Social Marketing Luminary
Challenges
• No more “low hanging fruit” so new efforts require more planning and tighter execution
• As processes become formalized budget justification becomes more involved and rigorous
• As trailblazers, there aren’t always a lot of models to follow in terms of how to proceed
• Scaling activities is becoming difficult without adding lots of staff
Recommendations
✓ Fully automate key Social Marketing processes and reporting to help scaling
✓ Make sure to maintain health of primary outposts while carefully expanding and creating highly-visible
campaigns
Tuesday, October 5, 2010
74. General Publishing Participation Buy-in / Measuring &
Characteristics Channels Level Resources Analysis
“Is social media none (observing) to None to limited
Observer valuable?” limited listening & posting
none to limited none to very limited
Primarily listening;
“Let’s test it on Limited; waiting to limited; pulling data
Explorer a limited basis”
Limited (testing) some posting; Little
see value from destinations
to no engagement
Listening & posting Limited; excited by Lots of data
“LET’S JUMP Multiple (not
Influencer IN!!” strategic)
with some possibilities; support collected; wading
engagement from management through analytics
“We are Full mgt support;
Listening; posting; Strategic data;
strategic and viewed as strategic;
Luminary understand the
Multiple (strategic) responding; multiple
seeking ways to
understand how to
processes in place analyze
value.” improve
Tuesday, October 5, 2010
75. Next Steps
• Extend marketing programs
through social channels
• Content is still king
• Use a multi-channel approach
• Formalize strategy & policies
around objectives
• Measure & improve
(NOTE: Measurement based on
objectives typically helps to
increase buy-in & resources)
Tuesday, October 5, 2010
76. Mike Lewis
VP of Marketing & Sales
Awareness Inc
@bostonmike / @awarenessinc
http://blog.socialepisodes.com
mike.lewis@awarenessnetworks.com
Tuesday, October 5, 2010
