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Kube Networks
1. Digital Marketing/
Social Media Strategy
Meeting 2
Dr Jim Hamill
Alan Stevenson
Vincent Hamill
www.energise2-0.com
12th
December, 2011
2. ENERGISE2-0.COM
Project Background
⢠Digital Marketing/Social Media (DM/SM) Knowledge
Transfer
⢠Digital Marketing/Social Media Strategy
Development and Action Plans for âgetting thereâ
⢠Implementation Support
⢠A six month project plus on-going Mentoring and
Performance Management for a further six months
3. The Approach
⢠Use of a simplified Balanced Scorecard approach to
ensure that future digital marketing/social media
actions and initiatives are fully aligned with and
supportive of core business goals and objectives
5. Performance Driven Approach
⢠All future digital marketing/social media actions and
initiatives should be closely aligned with and
supportive of agreed business goals and objectives
for Kube
⢠Targets and KPIs should be agreed for evaluating on-
going performance and business impact
6. ENERGISE2-0.COM
Agenda for the Day
Based on Meeting 1 agree:
â˘Why? - The overall DM/SM Strategic Vision, Objectives, KPIs,
Targets, Customer Segments
â˘What? - The key DM/SM Actions and Initiatives to be
implemented
----------------------------------------------------------------------------
ThenâŚâŚâŚ.
â˘How? - Action Plan for âGetting Thereâ
â˘Who? - Organisation, People and Resource issues
8. The Vision
⢠To fully leverage emerging online opportunities for building a
âQuality Customer Baseâ â a strong base of âHigh Value, High
Growth, High Margin Customersâ providing Kube with a solid
foundation for achieving sustained growth and profitability
⢠The development and successful implementation of an
integrated and coordinated Digital Marketing/Social Media
Strategy is critical to achieving the companyâs ambitious
growth objectives and establishing Kube as a dominant player
in the Scottish market
⢠This will be achieved by using digital technology to âIdentify,
Acquire, Retain and Grow Quality Customersâ â especially
customers with high annual repeat revenues
10. Strategic Objectives
Increased Sales â contribution of
Digital Marketing/Social Media to
achieving the companyâs stated objective
of increasing turnover by 50% within
18 months
Cost Savings/ Improved ROI
Improved Customer Experience
The Digital Marketing/Social Media Strategy will
support the followingâŚâŚâŚâŚâŚâŚâŚâŚâŚ.
11. Digital Success Drivers
⢠Derive âactionable insightsâ and improved market/customer
knowledge through âsocial media listeningâ and two-way
dialogue
⢠Raise brand awareness and understanding of what Kube do
and the core value proposition
⢠âTell the storyâ and help to educate the market
⢠Build brand visibility, integrity and brand reputation
management
⢠Increase number of resellers (to some extent) but more
importantly to build direct to customer sales
⢠Support the repositioning of Kube as a market leader in
managed services
12. Digital Success Drivers
⢠Build the proposition and support the launch of new cloud
based products and services
⢠Build direct relationships and engagement with key decision-
makers (e.g. CFOs) by-passing the IT blockers (the Dept of
Unbusiness)
⢠Use of Digital/Social Media to deliver high levels of customer
service and to enhance the customer experience at low cost
⢠Increase new customer acquisition for âbread and butterâ
services (calls, lines etc) â low margins but opportunity for
âupâ/âcrossâ selling
⢠Build strong relationships and loyalty with existing high value,
high growth potential customers
13. Digital Success Drivers
⢠Maximise the growth potential of existing customers through
âupâ and âcrossâ selling; development of managed cloud
services
⢠Build a quality online network of high value, high growth
potential customers/partners who become brand advocates
for Kube
⢠âBuild the buzzâ â engage, energise, leverage the power of the
network
⢠Maximise company value through building a quality customer
base and maximising life time value
⢠Maximise marketing effectiveness, efficiency and ROI
⢠Internal cost savings and operational efficiencies
14. KPIs and specific targets should be
agreed for the above and used to
measure on-going business impactâŚâŚ
15. Customer
Segmentation
âŚ.. the key to Digital
Marketing/Social Media
success
Kubeâs emerging DM/SM strategy should focus on
the following customer/market segmentsâŚâŚâŚ
16. Customer Segmentation
⢠The Scottish Market
⢠Existing Customers
⢠New Customers
⢠Partners/Influencers (offline)
⢠Key Social Media Influencers
⢠Internal Customers
17. The Scottish Market
⢠Geographically, the main objective is to establish
Kube as a dominant player in the Scottish market
⢠Focus on key cities Glasgow/West of Scotland;
Edinburgh, Aberdeen, Perth etc
18. Existing Customers
⢠A major priority is to maximise âupâ and âcrossâ selling
opportunities within the existing customer base - 200 to 300
existing customers
⢠Significant growth potential in the top 20/30 existing
customers â already taking the full range of connectivity services but
not âwhat sits on topâ
⢠Generic Strategy â use DM/SM to âbuild strategic
relationshipsâ with this segment - maximising âupâ selling
opportunities
⢠Second tier of 100 companies â potential for âupâ selling more
connectivity services. Generic strategy â âtarget for
developmentâ
⢠Remaining customers â use DM/SM to âselectively developâ/
âservice minimallyâ (reduce customer servicing costs)
19. New Customer Acquisition
âBuild brand awarenessâ and âtarget for developmentâ
the following groups:
â˘Top 300 SMEs in Scotland
â˘Oil and Gas sector
â˘Other industries e.g. accountants, food and drink,
higher/further education etc
Entry point may be fixed line calls?
20. Partners/Influencers (offline)
âBuild brand awarenessâ and âselectively developâ the
following segments:
â˘Resellers (âselectively developâ)
â˘Potential Strategic Partners e.g. suppliers of cloud
services/applications
â˘Niche Suppliers â e.g. Eureka, Data Specialists, Consultants
â˘Influencers â Trade Associations; Chambers/Business Clubs; SE
and the Scottish Government (broadband initiative); Affinity
Associations e.g. Master Bakers, RFC
â˘Strategy â seek joint approaches/collaboration for mutual
benefit e.g. Cloud/Social Media Workshops/Seminars
21. Key Social Media Influencers
Undertake a Social Media
Landscape Analysis to identify
key Social Media Influencers
(see Initiative 1)
Building relationships with
key individuals
Build â1-to-1-to-manyâ word of mouth effect
23. Based on a âCustomer Value Analysisâ
(Customer Attractiveness and Probability of Success)
priority customer groups for Kube are as
followsâŚâŚ.
24. Focus on High Value Customers
The DM/SM strategy for Kube should focus on the following
key objectives (at least short to medium term):
ďźBuild/Strengthen the âStrategic Partnershipâ with â top 20/30
existing customers with significant growth potential
ďźâTarget for Developmentâ â 100 existing customers with good
growth potential
ďźâBuild Brand Awarenessâ/âTarget for Developmentâ â top 300
Scottish SMEs; oil and gas sector; other sectors as agreed
ďźâBuild Brand Awarenessâ/âSelectively Developâ - Resellers;
Potential Strategic Partners; Niche Suppliers; Influencers ;
Affinity Associations e.g. Master Bakers, RFC
25. Key Decision Makers
Within each customer segment â focus on building
relationships with key decision-makers
â˘CFO
â˘IT
â˘Owners
â˘Functional Managers
â˘Staff
â˘Customersâ customers
27. 8 Key Actions and Initiatives
1. Undertake a Social Media Landscape Analysis
2. Build a Social Media Listening System
3. Undertake a strategic web site evaluation and
recommendations for improvement
4. Implement a proactive online (and offline) marketing
strategy to support the site
28. 8 Key Actions and Initiatives
5. Explore collaborative social media opportunities with high
value, high growth potential customers/partners /build
relationships with key influencers
6. Search, join, lurk, participate in âexternalâ forums/
groups/blogs etc
7. Build proprietary social media channels
8. Medium-to-longer term developments â viral campaign,
internal use of social media
30. Social Media Landscape Analysis
⢠Identify the key âhubsâ, forums, groups where
relevant conversations are taking place
⢠Identify where your customers (actual and potential)
are âhanging-outâ
⢠Concentration of effort and resourcesâŚ.
33. Social Media Listening
Search and Relevance Filters
Platforms and Channels
Brand
mentions
Collect
Actionable Insights
competitors
Newproducts@
replies
âI thought it was
greatâŚ
â
Events assigned to the Social Graph
Categorisation and Tagging
Process
Mention Volume and Importance
Demographics and Timing
Sentiment and Emotion
Analyse
#noise
@
clogger
Irrelevant
comments
âhad a terrible
experienceâŚ
â staff
RT: check out
this video
RT: noise to be
ignored
PR: Broadcasting
posts
Irrelevant
channels
M
ore
noise
com
m
ents
Source: Energise2-0
âIâm walking the
dogâŚâ
âX-Factor is
Great..â
34. Set Up a SM Listening System
Set up a Social Media Monitoring/Listening System. Benefits will
include:
ď Market Knowledge and Intelligence - where your customers,
partners, competitors and staff are hanging out online
ď Customer Insight and Understanding - who is saying what relevant to
the Kube brand, where and the sentiments being expressed
ď Identify Networks and Key Influencers with high social media impact
ď A âsource of inspirationâ for blog/twitter/facebook content
ď Reputation Management - timely identification of potential
reputation issues
ď Improved Sales, Marketing and New Product Development through
listening first
ď Improved Performance Monitoring (âbuzzâ measurement â see later)
35. Set Up a SM Listening System
⢠Five key steps involved (see future Action Plan)
⢠At this stage, the key question is to agree the main
conversations you need to monitor
â your own brand
â product, industry, sector
â competitors (e.g. Iomart are moving into the cloud
market; PLC Awards)
â customer segments
â geography/location
â etc
39. Kube Web Site
Key Actions:
ďźWeb site review and evaluation benchmarked against agreed
objectives, customer groups, brand message/positioning etc
ďźFunctional specification for revised site (including site objectives)
ďźâKeep It Simpleâ â Kubeâs web site should be a straightforward static,
product driven/ âAbout Kubeâ site. Rich content, engagement and
interactivity should take place through social media NOT on the web
site
ďźSite to provide online support to existing customers
ďźFollow professional project management procedures at all stages to
ensure âon time, within budgetâ delivery
ďźEnsure clear âcall to actionâ for different customer groups
40. Kube Web Site
Key Actions (contâd):
ďźEnsure prominent links to Kube social media channels (top right
hand side of the site)
ďźEmbed social media feeds to add some additional value to the site
e.g. from the Kube twitter channel; some RSS feeds (âcloudâ news)
ďźContent/message tone/theme to be agreed as part of the functional
specification
ďźTimescale â functional specification by the end of January, 2012; site
live by end of February
42. Web Site Marketing
The updated Kube web site should be supported by a
proactive online (Web 1.0) marketing strategy
Key Actions:
ďźSearch engine optimisation and positioning
ďźLinks strategy
ďźGoogle analytics
ďźeMail communications strategy
ďźetc
44. Collaborative Social Media
Key Action:
ďźDiscuss/explore collaborative social media
opportunities with High Value/High Growth Potential
Customers/Partners
46. Key Influencers
Key Actions:
ďźSearch and identify âkey influencersâ relevant to different
customer segments
ďźDraw up a long list
ďźAgree a short-list of the most strategically important âkey
influencersâ
ďźStart to follow
ďźBuild knowledge and understanding of what makes them âtickâ
ďźStart to build relationships
ďźCultivate/leverage âone to one to manyâ network
effectsâŚâŚ..pto
50. Group/Forum/Blog Participation
Key Actions:
ďźSearch for relevant groups/forums/blogs etc
ďźDraw up a long list
ďźAgree a short-list of the most relevant groups/forums/blogs
ďźJoin
ďźLurk in the spaces for at least a month before posting (listen
and learn the netiquette of the group)
ďźStart to participate BUT DONâT SELF PROMOTE OR SELL
ďźCultivate high value relationships
53. Social Media Channels
⢠Fully develop âproprietaryâ social media channels
⢠The following channels should be fully developed:
ďKube Blog
ďTwitter (company and personal)
ďLinkedin Personal Pages
ďLinkedin Brand/Company Page
ďâYouTubeâ
ďFacebook/Google + should be developed if and when
time/resources allow
54. Social Media Channels
⢠An integrated and coordinated approach should be
adopted to ensure consistency of brand message,
content tone, theme etc across all channels
⢠Action Plans will be developed for each channel
covering the following...........
55. Channel Action Plans
⢠Channel objectives and business benefits
⢠Channel KPIs and targets
⢠Key success factors â the 4Cs
â Customers
â Content
â Conversations
â Conversion
56. Channel Action Plans
⢠Channel Actions
â Channel set-up tasks
â Content Plan (see later)
â Channel management tools to be used
⢠Channel performance measurement and tools to be
used
⢠Organisation, Resources, People, âMindsetâ issues â
proper use âPolicies and Guidelinesâ
57. Channel Set Up Issues
⢠Page Set Up
⢠Profile
⢠Design
⢠Basic Layout
⢠Terminology
⢠Features/Functions
⢠Integration options
58. Content Plan
A template is available for agreeing a Content Plan for
each channel covering:
â˘Frequency of updates
â˘Tone/Theme
â˘Topics
â˘Post Types (update, video, image)
â˘Own/Other Peoples Content (OPC)
â˘Sources of Inspiration
â˘Participation in other native places
â˘Response Policy
â˘Organisation, Resources and People
60. Kube Blog
Will become the main âstory tellingâ
channel for the brand; a key channel
for customer/market âeducationâ
KPIs and targets will include â number/quality of page views per month
(target of 2,500 within six months would be realistic); quality of
feedback/comments made; actionable insight derived; referrals to the web
site; enquiries and engagement; impact of the blog on search engine position
of the main site; impact on brand awareness, visibility, integrity; personalise
the brand; number of email/RSS feed registrations etc
61. Kube Blog
Customers - at least initially, the blog
will focus mainly on existing 20/30 high
growth potential customers; the âTarget for
Development 100â; Scotlandâs top 300 SMEs;
potential partners
âKey Influencersâ should be invited to do guest blogs
Content Policy â 3 to 5 times per week but not all posts need to be
âorganically preparedâ; the Social Media Listening System will identify the
âhotâ topics generating interest; vary the type of content posted e.g. text,
videos, images etc; use the Social Media Listening System as a âsource of
inspirationâ; refer to the very detailed Customer Segmentation Analysis; posts
should be kept short and concise; as well as promoting the brand, blog
content should establish Kube as a âthought leaderâ in âManaged Servicesâ
62. Kube Blog
Build the blog using Wordpress
and âstand aloneâ from the BN
web site
Wordpress provides an easy to use
Content Management System for blog updates
Blog address should be www.kubeblog.com or similar
63. Kube Blog
Wordpress stats provide a useful
snapshot of blog performance
Google Analytics can be embedded to
provide a more detailed performance
Analysis
Important blog management issues need to be decided in terms
of roles and responsibilities
The blog should be closely integrated with all other social media
channels
64. Twitter
Twitter has major potential to be
developed as a key platform for
customer interaction and engagement
Will require a proactive, hands-on approach
and the right âorganisational mindsetâ
KPIs and targets â the performance and impact of the Kube Twitter
channel can be measured to a very high degree of accuracy. KPIs would
include: number/quality of followers; you follow; growth in numbers;
number and type of tweet sent; number/per cent of RTs; reach, influence,
amplification; visits to the web site/blog from Twitter etc. A range of tools
are available to support on-going performance measurement
65. Twitter
A key issue to address is the balance
between âpersonalâ and âKube brandâ
accounts â see recent Twitter brand page
changes
Basic lay-out of the pages
Profile, Messages, Who to Follow, Account
Settings, Search, Design â can be customised
to some extent
Customers - at least initially, the Twitter accounts will focus on the same
customer groups as the Kube blog. A key priority should be to identify and
connect with âKey Influencersâ i.e. those tweeting about âcloudâ issues. Tools
are available for identifying the right type of person to follow but be very
careful in their us
66. Twitter
Content Policy â as for the blog, an agreed
Content Policy should be put in place covering
frequency of posts, topic, tone, theme, type of
tweet (e.g. plain tweet, reply, link, retweet etc)
Some Advice â donât tweet too often or too many
tweets at the same time; your tweets should add value, people will
unfollow if you constantly talk about âYOUâ; balance your tweets
between plain tweets, replies, links, RTs etc; twitter is NOT a broadcast
channel, engage in two-way dialogue â this will require time and effort
and some staff training; be âcustomer ledâ
67. Linkedin
A key issue to address is the balance between
âpersonalâ and âKube brandâ Linkedin profiles
Just very recently, Linkedin have considerably
improved the functionality of their Company
Pages â see - http://learn.linkedin.com/company-pages/ - this
provides interesting opportunities for Kube to establish a strong
brand profile on Linkedin. We are currently exploring the best
way to do this and will revert back with clear recommendations
very soon
Linkedin can also be used to research and identify key
individuals that Kube should connect with
68. You Tube
Initially, YouTube should be set up as a
âsupporting channelâ. In other words, with little
time and effort, a Kube YouTube
Channel could be set up using existing content
e.g. âcloudâ related videos already on Youtube
and anything currently available internally
Where appropriate, some of these videos can be used to provide
embedded content on the other channels â mainly the blog
Medium-to-longer term there is significant potential for using
YouTube to educate the market
69. Initiative 8
Medium Term
Developments
Once a strong Social Media foundation has been established
(Initiatives 1 to 7), the company should explore the potential of
developing and implementing a viral marketing campaign
leveraging on its early success in social media. Also, the
potential for applying SM internally should be explored
71. The Main Obstacle
In our experience, organisational, people and resource issues
become the main barriers to achieving the business benefits to
be derived from a successful Social Media Strategy
If the company is in general agreement with the main thrust of
the recommendations contained in this presentation then a
number of key questions need to be addressedâŚâŚ.
72. Key Organisational Questions
⢠Do we have the right organisational âcultureâ and âmindsetâ
for Social Media? âBe social before doing social!â
⢠Is the right organisational and decision-making structure in
place?
⢠Has agreement been reached on resource allocation?
⢠Who will be responsible for your social media activities?
⢠What balance has been agreed between internal and external
roles and responsibilities?
⢠Who is the Social Media Champion?
⢠Do you have agreed Social Media Policies and Guidelines in
place covering âProper Useâ, âContent Managementâ,
âCustomer Response Times/Qualityâ and âLegalâ aspects?
74. Performance Measurement
To ensure that the Social Media Strategy delivers high ROI,
performance measurement should be undertaken at three main
levels:
â˘Individual social media channels
â˘Overall âbuzzâ
â˘Business Impact
75. Next Steps
ďź Agree Key Objectives, Targets, KPIs, Customer Groups
ďź Agree the Key Initiatives and Actions to be taken
ďź Undertake the Social Media Landscape Analysis
ďź Set up the Social Media Listening System (Requirements
Spec)
ďź Build proprietary channels
ďź Agree Organisational, Resource and People Issues