Strathclyde MBA Social Media Class, Bahrain August 2012

1. Social Media:
Strategy and
Management
Dr Jim Hamill
www.energise2-0.com
www.twitter.com/drjimhamill
August, 2012

2. Course Overview
The Social Media Revolution……
• Key issues involved in developing, implementing and
proactively managing an effective social media strategy for
building sustained customer and competitive advantage
• A simplified Balanced Scorecard approach will be used to
ensure that social media actions and initiatives are fully aligned
with and supportive of core business goals and objectives
• A key focus will be the use of agreed KPIs and targets to
measure on-going social media performance and business
impact

3. Learning Outcomes
Subject specific knowledge and skills:
• Opportunities and threats presented by the Social Media
Revolution
• Key issues involved in developing an effective Social Media
Strategy
• Steps involved in successful strategy implementation and
management
• Key social media success factors
• Balanced Scorecard approach to measuring social media
performance and business impact
• Organisation, people and resource issues critical to social media
success
• Practical case examples of social media in action
• Importance of becoming a ‘social business’

4. Learning Outcomes
Cognitive abilities and non-subject specific skills:
• Undertake a social media landscape analysis for your organisation
• Set up a Social Media Listening System
• Develop an agreed Social Media Strategy for your organisation
• Agree the core business objectives, goals and targets to be
achieved
• Identify the key social media actions and initiatives to be
implemented and an ‘Action Plan’ for getting there
• Agree the Key Performance Indicators (KPIs), metrics and
analytics to be used in measuring social media
performance, business impact and ROI
• Ensure that all key success factors have been considered
• Gained experience in participating in an online mutual support and
e-learning community

5. Teaching and Learning Methods
The four main teaching and learning methods used in the class will
be:
• Lectures and related support material
• Open discussion and debate in class
• Group work in developing an agreed Social Media Strategy for
an organisation of your own choice
• Group presentation

6. Questions
If you have any questions, don’t bother asking
because I don’t really care if you have any
questions, what your opinion is or what you
think. If you ask a question I will ignore you
How many companies treat their customers
that way? How ‘social’ is your organisation?

7. A conversation
not a broadcast
presentation

8. Assignment
• The assessment for this class will be a group assignment
involving a class presentation and preparation of a Social Media
Strategy Document for an organisation of the group’s own
choice (Word limit: 3,000 words)
• Students failing to pass the assignment with a mark of 50% or
more will be required to resubmit

9. Agenda
• Understanding the Basics - The Social Media Revolution;
Social Media in Action – Examples; Key Things to Remember
about Social Media; Social Media Listening System
• ‘Getting There’ – Social Media Planning Pays
– Social Media Strategy Development
– Implementation
– Performance Measurement and Business Impact
• From Social Media to Social Business

10. Timetable
Thursday (all day) & Friday (AM)
– ‘Lectures’ and class discussion
Friday (PM) & Saturday (AM)
– Group work
Saturday (PM)
– Group presentations

11. Assignment/Group Work
Groups of 4/5 students
Taking an organisation of
your own choice, evaluate the progress
made in adopting social media.
Your evaluation should cover use of social media
on the organisation’s own web site and the extent of
their involvement in external social media sites.
Make strategic recommendations for improvement

12. Continue the conversation at
www.energise2-0.com

13. www.energise2-0.com

14. Let’s start with a
few questions?

15. Social Media: The State of Play
Where are we in our use of
social media?
What progress has been
made?
Where are we going?

16. Social Media in the Arab World
http://mashable.com/2012/06/08/arab-
world-facebook-twitter/

18. eConsultancy Report

19. % penetration of social media (June 2012)

20. Number and % of Facebook Users

21. No. of New Facebook Users (Jan to June, 2012)

22. What road are we on?

23. Our View on Progress Made
Interest and enthusiasm has grown rapidly
Channels are being set up
But lack of strategic planning leads to
problems down the line - resourcing,
content, customers, performance
measurement, business impact and ROI
A broadcast mentality prevails…….

24. Is there something
fundamentally wrong with our
approach to Social Media?

25. Something Wrong…..
Are we using social media as just another
PR/marketing channel for broadcasting messages AT
customers telling them how good we are?
Is anyone listening
anymore?
Have the rules of business
changed?

26. Be Social
New ‘mindsets’ are
required to be
successful in social
media
‘BE SOCIAL
BEFORE
DOING SOCIAL’

27. Be ‘Customer Led’
Talking WITH rather than
AT your customers is the
core foundation of a
successful social media
strategy
The basis of a good
conversation is
to listen first

28. ‘Social Media Planning Pays’

29. The Social Media
Revolution

32. Web 2.0/Social Media
An Overview
»Applications
»Features and Characteristics
»Implications

33. Business/Marketing 2.0
Impact – Wikibusiness Web 2.0 Applications
Mindset Open source
Business Intelligence Online Applications/ Web Services
Customer Insight and Social/ Prof Network Sites
Understanding Social Content – Social
Customer Interaction Bookmarking
Enhanced Customer Experience Blogs or Weblogs
– Rich Internet Applications Wikis
Reputation Management Characteristics Podcasts/ Vodcasts
Sales and Marketing Virtual Realities
Product Development and R&D Mash Ups
e.g. engage and co-create Communities and RSS Feeds
IT/Software/Applications Networks Mobile Web; Internet Telephony
Operations, Internal Processes Openness Twitter
and HRM Sharing
Peering
Hosted Services – online
applications; the Internet
as the platform
Interactivity
Social Element
Mass Collaboration
Empowerment
Global

34. Social Media in Plain English

35. How important
has it become?

36. The Social Media Revolution

37. Potential Business Benefits
of Social Media

38. Business Benefits
Market Knowledge
Customer Insight and Understanding
Customer Interaction
Enhanced Customer Experience
Business Intelligence
Reputation Management

39. Business Benefits
Improved Sales and Marketing
Identify and network with high value, high growth prospects
Product Development and R&D e.g. engage and co-create
Internal cost savings
Improved Operations and Internal Processes
Increased ROI

40. Potential Business Benefits
5 main areas:
• Market/Customer Knowledge & Insight
• Engagement & Reputation Management
• Enhanced Customer Experience and Loyalty
• Sales/Marketing Effectiveness, Efficiency and ROI
• Operations/ Internal Processes (open source and hosted
apps)

41. Social Media in Action
Quick Examples

42. In a Web 2.0 Era, the Brand Becomes
the Customer Experience of the
Brand
A quick ‘personal experience’
Dubai Hotel

48. From the web site
• This 5-star hotel and residence offers European hospitality
with an unmistakable French touch. The hotel consists of
318 beautifully appointed guest rooms/suites, while the
residence offers 112 fully furnished and equipped deluxe
Studios and 1-3 bedroom apartments.
• The ultimate in comfort, we offer 318 luxuriously elegant
rooms and suites.
• Take a trip. Escape. Go and visit somewhere new and see if
we are there… Give in to that irresistible wanderlust.
Discovering and staying in the most exceptional hotels in the
world has become the modern-day Graal, a game, a quest…

49. The Customer Experience
of the Brand
Tripadvisor

50. From Tripadvisor
• It's getting old, the rooms are unappealing and it will never
be more than a business hotel
• Being a Sofitel hotel we expected something quite 'flashy'
unfortunately we were let down. The rooms, although
comfortable and clean, were not of the standard we
expected and were definately not what we expected after
looking at the photos on the hotel's website.
• Booking my stay via the Sofitel website after a pleasant
experience at several other Sofitel locations over the past 2
years with my new job I was looking forward to a 5 star
luxury stay after a stressful business trip. My expectations
were reasonable, however certainly not met by this hotel

53. United Breaks Guitars

54. Crowdsourced NPD

55. www.skittles.com

56. The rules of the game have changed
The 5 key things to
remember about Social
Media

57. 1. It’s a Revolution
A fundamental and revolutionary change
in online behaviour, expectations and
the online customer experience.
The end of the ‘read only’ internet
Content generated by the network for
the network
We are no longer passive consumers of
content/brand messages

58. 2. It’s Social
A conversation
not a broadcast
platform
Conversations are taking
place relevant to your
brand – are you listening?

59. The Connected Consumer

60. 3. Power Shift
Social media empowers
customers, empowers the network
We no longer control the brand
The brand becomes the customer
experience of the brand –
experiences that are widely
shared online

62. 4. Declining Effectiveness
Declining effectiveness of traditional
approaches to sales and marketing
Does anyone listen any more?
We are no longer passive sheep
waiting to be ‘driven’ to your web site
If you treat us like sheep, we will tell you
to ‘flock off’.

63. Do You Listen?
Source: The Future of Advertising, APA, 17/02/09 as published on Slideshare
(www.slideshare.com)

64. Do You Listen?

65. 5. The End of Business as Usual
New ‘mindsets’, new business
approaches and new performance
measures are required
NOT a broadcast medium. Its
about listening to and engaging
with customers, partners, your
community, your tribe
This is something we are not very
good at doing. We prefer telling
people how good we are

66. The End of Business as Usual
‘Winners’ will be those organisations who fully
utilise the interactive power of Web 2.0
technology for engaging with and energising
customer and network relationships

67. New Performance Measures
• Business success depends on the quality of your customer
base; the strength of the relationship you have with quality
customers; and your ability to leverage that relationship
• In a social media era, business success depends on the
– Quality of your network
– Relationship strength
– Ability to leverage
The 6Is Approach

68. Performance Measurement
 Involvement – network/community numbers/quality, time
spent, frequency, geography
 Interaction – actions they take –
read, post, comment, reviews, recommendations
 Intimacy – affection or aversion to the brand ; community
sentiments, opinions expressed etc
 Influence – advocacy, viral forwards, referrals and
recommendations, social bookmarking
 Insight – customer insight
 Impact – business impact
Social Media Monitoring Tools –
Audit, Assess, Impact

69. The ‘6Is’ Approach
Insight and
Impact
Influence Involvement
Intimacy Interaction

70. Bob Dylan
Come gather 'round people
Wherever you roam
And don’t criticise
What you can't understand
Your sons and your daughters
Are beyond your command
Your old road is
Rapidly agin‘
Then you better start swimmin’
Or you'll sink like a stone
For the times they are a-changin’

71. A note on
Inbound Marketing

72. Inbound Marketing
Spread your content as widely
as possible to get found
Pull people to your
web site, blog etc
Flood your ‘funnel’ with
suspects
Analyse and Convert

73. Inbound Marketing

74. Inbound Marketing

75. What’s wrong with this approach?

76. Drowning in an Sea of Noise

77. Our Response

78. The Customer Manifesto
We are not sales suspects,
prospects or leads. We do not
want to be converted
We are no longer an ‘audience’
We are people. In fact,
‘We Are The People’
We are your customers and
we are King! Social media
empowers us. We control the
Information Age.
Welcome to our world, not yours!

79. The Customer Manifesto
Don’t treat us like passive sheep
waiting to be driven to your web site or blog
Use social media to deliver exceptional
Customer Experiences
That way, we will become brand
advocates and ‘spread the word’ for you
Our network will listen more to us than you

80. Customers are the Revolution

81. ‘Getting There’
Social Media Strategy
Development and
Implementation

82. Practical Advice
and Next Steps to
Avoid the Road to
Nowhere
‘Social Media Planning Pays’

83. ‘Social Media Planning Pays’
Key Steps in Developing, Implementing
and Managing a Successful Social Media
Strategy

84. Social Media
Development Cycle

85. SM Development Cycle

86. Each Step is being covered in detail on our
blog at
www.energise2-0.com

87. Five Key Areas
1. External Analysis: Evaluate Your Social Media Landscape
2. Internal Analysis: Evaluate Your ‘Readiness to Engage’
3. Develop Your Social Media Strategy and Action Plans for
‘Getting There’
4. Evaluate Your Social Media Performance and ROI
5. Organization, People and Resource Issues

88. Social Media Strategy
and Action Plans

89. Use a Simplified Balanced Scorecard
• Will ensure that the social media actions and initiatives you take
are fully aligned with and supportive of your overall business
goals and objectives; that KPIs are agreed for monitoring and
evaluating social media performance, business impact and ROI;
and all key success factors are considered, especially the
organization, people and resource aspects critical to successful
strategy implementation
• A Scorecard approach can also be very useful for internal and
external communications – a simple framework to present social
media goals, objectives, key actions and initiatives to
colleagues, partners and other stakeholders

90. Social Media Balanced Scorecard
• Not ‘paralysis by analysis’. By providing an agreed framework to
follow, the Balanced Scorecard considerably speeds up strategy
development and implementation
• The steps involved can be captured in a Social Media Strategy
Map
• Five key questions to address……

91. Social Media Balanced Scorecard
• What is the overall social media vision for your organization?
• What are the key objectives and targets to be achieved?
• Who are your customers?
• Key Actions and Initiatives
• Organisation, Resource and People Issues

92. Social Media Strategy Map
Brief statement of your overall 2.0/Social Media Vision and Mission
Strategic Objectives
Strategic Objectives
KPIs / Targets KPIs / Targets
KPIs / Targets KPIs / Targets
Customer Perspective
Customer Customer Customer Customer
Group 1 Group 2 Group 3 Group 4
Internal Management Perspective
2.0/Social Media 2.0/Social Media 2.0/Social Media 2.0/Social Media
Initiative 1 Initiative 2 Initiative 3 Initiative 4
- Objectives - Objectives - Objectives - Objectives
- KPIs - KPIs - KPIs - KPIs
- Targets - Targets - Targets - Targets
- Actions - Actions - Actions - Actions
Organisation Perspective
Organisation Resource People

93. Key Questions to Address
• What is the overall social media vision for your organisation?
• What are the key objectives and targets to be achieved from
social media? Are these fully aligned with and supportive of
your overall business goals and objectives?
• Who are your customers? Where do you find them ‘hanging out’
on social media? How can you best engage with them?
• What are the main Social Media Actions and Initiatives you
need to take – short, medium and longer term?
• What generic social media strategy should you follow (number
of channels used/ depth of engagement in each channel)?

94. Key Questions to Address
• For each priority Social Media Channel, what are your core
objectives for that channel; what KPIs will be used for
measuring on-going channel performance; what are your
targets for each KPI; what key tasks are needed to achieve
these targets?
• Do we have the right organisational ‘culture’ and ‘mindset’ for
Social Media? ‘Be social before doing social! 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?

95. Key Questions to Address
• Who is the Social Media Champion?
• Do you have agreed Social Media Policies and Guidelines in
place covering ‘Proper Use’, ‘Content Management’, ‘Customer
Response Times/Quality’ and ‘Legal’ aspects?
• Performance evaluation and business impact

96. Potential Business Benefits
of Social Media

97. Business Benefits
Market Knowledge
Customer Insight and Understanding
Customer Interaction
Enhanced Customer Experience
Business Intelligence
Reputation Management

98. Business Benefits
Improved Sales and Marketing
Identify and network with high value, high growth prospects
Product Development and R&D e.g. engage and co-create
Internal cost savings
Improved Operations and Internal Processes
Increased ROI

99. Potential Business Benefits
5 main areas:
• Market/Customer Knowledge & Insight
• Engagement & Reputation Management
• Enhanced Customer Experience and Loyalty
• Sales/Marketing Effectiveness, Efficiency and ROI
• Operations/ Internal Processes (open source and hosted apps)

100. ‘Be Customer Led’

101. Be Customer Led
• Who are our customers, community, tribe?
• Where do they hang out in social media?
• How can we best use Social Media to deliver
an exceptional customer experience at all
stages of the customer life cycle?

102. www.mashable.com

103. Who Are Your Customers?
• Your Social Media Strategy should be aimed at building
a ‘quality’ customer base i.e. a strong online network of
high value, high growth potential customers providing
your company with a strong foundation for achieving
sustained growth and profitability
• First step:
– Undertake a detailed Customer Mapping and
Segmentation Analysis to identify your ‘Most Valuable’
and ‘Most Growable’ customers (actual and potential)

104. Strategically position your
customers on a Customer Value
Matrix based on
Customer Attractiveness
Probability of Success

105. Customer Value Matrix

106. Strategic Implications

107. Quality Customer Growth Programme

108. Business Benefits of this Approach
• Concentration of effort and resource on `quality’ customers –
your ‘Most Valuable’ and ‘Most Growable’ customers
• Improved value delivery to existing high value customers.
Build learning relationships with them allowing you to better
service their emerging needs and wants through highly
customised and personalised products and services
• Maximise customer retention, loyalty and advocacy; ‘Up’ and
‘Cross’ selling opportunities
• Maximise customer profitability and lifetime value

109. Business Benefits of this Approach
• Acquiring new `quality’ customers becomes easier because
you have got it right for existing customers
• Cost savings and improved marketing/sales efficiency
through targeting limited resources on `quality’ customers
(actual and potential)
• Building sustained customer and competitive advantage
through customer differentiation and brand advocacy
• Erection of loyalty barriers preventing your competitors from
stealing your `best’ customers

110. The Customer Experience
Use Social Media to enhance the
customer experience at all stages of
the Customer Life Cycle

111. Customer Lifecycle

112. Implementation and
Performance Measurement
– Channel Action Plans
– Performance Measurement
– Organisation, Resource, People

113. Channel Action Plans
• Once your Social Media Strategy has been agreed, brief Action
Plans should be developed for each priority SM channel
• Cascade the Balanced Scorecard approach to each priority
channel e.g. Twitter, Blog, Facebook, Linkedin etc
• But not ‘Paralysis by Analysis’
• The Action Plan for each channel should include a clear
statement of…..

114. Channel Action Plans
• Vision
• Channel Objectives
• KPIs and Targets
• Customers
• Key Channel Actions and Initiatives for ‘getting
there
• Organisation, resource and people
• Tools and applications
• Performance measurement
• Do’s and Don’t’s

115. Guidelines for Effective
Social Media Management

116. 1. Channel Vision and Objectives
• Agree the overall vision for each channel
• Agree the main objectives to be achieved? Ensure
that these are closely aligned with and supportive
of your core business objectives? (Link back to
your SM Strategy Document from last week)
• Agree the KPIs and targets to be used in
measuring on-going channel performance

117. KPIs and Targets
The 6Is Approach:
• Involvement – numbers/quality
• Interaction – level of two-way dialogue
• Intimacy – positive/negative sentiments
• Influence – word-of-mouth effect
• Insight – actionable market/customer insight
• Impact – business impact

118. The ‘6Is’ Approach
Insight and
Impact
Influence Involvement
Intimacy Interaction

119. 2. Customers
• Who? Agree the main customers groups for this
channel – link back to your ‘Customer Mapping
Exercise’
• Agree objectives for each customer group e.g. build
brand awareness; engagement; loyalty; relationships;
advocacy
• How will this impact on your Channel Content Strategy?
How can you add value? Be ‘customer led’
• Include ‘Key Influencers’

120. 3. Channel Basics
• Channel/Page Set Up
• Profile Information
• Design
• Basic Layout
• Terminology
• Features/Functions
• Integration

121. 4. Key Success Factors
The ‘4Cs’ approach:
– Content
– Customers
– Conversations
– Conversion

122. Content
• Quality is critical – add value
• Adopt an ‘outside-in’ rather than ‘inside-out’
approach
• Sales messages OK but subtle and in moderation
• Beware of gaffes
• Not just publishing content but also customer
service

123. Content
Develop an agreed Content Plan
– Frequency
– Tone/Theme/Voice
– Topics
– Content Type e.g.
text, infographic, video, podcast etc
– Own/Others Content
– Sources of Inspiration
– Channel Integration/Fit

124. Why People Unfollow

125. Why People Unfollow

126. Customers
Build the Community
– Be strategic – size matters, but ‘who’ is just as
important
– Use existing communications channels
– Use the community building tools of each
channel
– Start by following, engaging then be followed
– Role of ‘Key Influencers’ is critical
– Avoid ‘get follower fast’ schemes

127. Conversation
• Social media is ‘marketing as a conversation’ with
your network. It is not about one way broadcasting
• Actively encourage interaction e.g. blog posts end
with request for comments/feedback; on Twitter
use Reply, RTs often; on Facebook/Linkedin –
participate in groups/forums
• This has time and resource implications

128. Conversion
Agree and measure the main
‘call to actions’ you are aiming for

129. 5. Organisation, People, Resources
• Build the right organisational ‘culture’ and ‘mindset’
for channel success
• Become a social organisation
• Ensure your channels are managed and resourced
properly
• Agree what policies and guidelines are needed

130. 6. Tools and Applications
• A range of Social Media Management Tools are
available. Some are moving into Social CRM
(SCRM) territory…
– Hootsuite
– Tweetdeck (now owned by Twitter)
– Seesmic
– Sprout Social
– Spredfast

131. 7. Monitor and Measure
• To ensure that your SM strategy delivers a return
on investment, it is important to monitor and
evaluate on-going performance benchmarked
against agreed objectives, KPIs and targets
• Performance evaluation should be undertaken at
three main levels…

132. Performance Measurement
Should be undertaken at three main levels:
1. Individual social media channels
2. Overall ‘buzz’
3. Business Impact
Using the 6Is approach

133. Individual Channels
Individual Channel Performance
– the effectiveness/success of each channel
benchmarked against agreed targets for the ‘6Is’ i.e.
Involvement, Interaction, Intimacy and Influence
– most channels provide easy to access statistics for
measuring each ‘I’ to a very high degree of accuracy

134. Social Media ‘Buzz’
Wider Social Media Performance
– monthly or quarterly reporting of the overall ‘buzz’
created by your SM activities using appropriate
Social Media Monitoring tools
– this will show the impact of your SM activities on
others and other channels
– it measures the volume of mentions, trends over
time, which channels are driving your buzz, who is
taking your message further, through which
channels, and what affection or affinity they are
showing, and so on

135. Business Impact
Underlying Business Performance
– the performance of each social media channel and
the overall ‘buzz’ created are ‘lead’ rather than ‘lag’
measures
– in a social media era, they are the main ‘drivers’ of
future business performance
– the final level of performance
monitoring, therefore, is linking your social media
activity to overall business goals and objectives e.g.
enquiries, sales or customer loyalty. Is social media
achieving your ultimate business objectives i.e. ‘lag’

136. Performance Measurement Tools
A range of tools are available at each level:
• Individual Channels – e.g. Facebook Insights; Klout;
Kred
• Overall ‘Buzz’ e.g. Topsy Analytics; Viralheat, other
paid SMM tools
• Business Impact e.g. Google (Social) Analytics; SCRM

137. Organization, Resource and People
Issues
• Organization, resource and people issues sit at the bottom of
your SM Balanced Scorecard NOT because they are the least
important issues to address. In fact, the exact opposite is true.
The success of your social media strategy is very much
dependent upon appropriate decisions being made in the areas
listed:

138. Organization, Resource and People
Issues
• Do we have the right organisational ‘culture’ and ‘mindset’ for
Social Media? ‘Be social before doing social!’ 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?
• Do you have agreed Social Media Policies and Guidelines in
place covering ‘Proper Use’, ‘Content Management’, ‘Customer
Response Times/Quality’ and ‘Legal’ aspects?

139. Social Media Management
Do’s and Dont’s

140. Do’s and Don’t’s
Don’t Be a Showoff
– Your posts should add value to the ‘customer’ – it’s
not about ‘me,me,me’
Don’t Use Poor Grammar or Spelling
– Don’t try to be too cool
Don’t Get Too Personal (business users)
– Keep the conversations warm but professional; it’s
what business users expect and anything else
comes off as creepy

141. Do’s and Don’t’s
Don’t Automate
– It’s OK to schedule posts for specific times but don’t
automate everything. Social media is about
personal/brand engagement not blatant promotion
e.g. don’t automatically DM new twitter followers with
a sales message - it’s seen as spam.
Don’t Leave Air in the Conversation
– Respond as quickly as possible – within hours not
days.
Don’t Overpost
– Don’t flood your followers’ timelines

142. Do’s and Don’t’s
Do Shout Out to Users Who Mention You
– Thank those making favourable comments; be very
careful how you respond to any negative comments
Do Monitor Keywords and Sector Trends
– And respond when appropriate
Do Make an Informative Profile
– It’s the first point of contact so critical. Tell what you
will be posting about
Do Hang Out Where Your Customers Hang Out
– Don’t always expect them to come to you

143. In Summary……..‘Social
Media Planning Pays’

144. Towards Social Business

145. Towards Social Business

146. Thank You
Questions
www.energise2-0.com

147. Social Media
Monitoring/Listening

148. Get Ready to Listen 

149. Why Listen?
Social Media is a conversation
not a broadcast
platform
Conversations are taking
place relevant to your
brand – are you listening?

150. Monitoring the Conversations
• Use Social Media Monitoring Tools to identify where your
customers ‘hang-out’ online and to monitor the conversations
relevant to your brand – also for measuring the ‘buzz’ about
your brand
• No or low cost tools such as Google Alerts, Yahoo Pipes, Social
Mention, Topsy, IceRocket, Blogscope, Blogpulse and ViralHeat
• More expensive and sophisticated tools such as
Radian6, Alterian SM2, Sysomos Heartbeat and Infegy
SocialRadar

151. Social Media Monitoring

152. Collect
Search and Relevance Filters
Platforms and Channels
Process
Events assigned to the Social Graph
Categorisation and Tagging
Analyse
Mention Volume and Importance
Demographics and Timing
Sentiment and Emotion
Actionable Insights
Source: Energise2-0

153. 5 Key Steps to Effective
Social Media Listening
But first the Business Benefits

154. Business Benefits
Listening provides business benefits:
– Market Knowledge and Intelligence. Where your
customers, partners, competitors and staff are hanging out
online.
– Customer Insight and Understanding. What your customers
and their influencers are saying about you or your competitors.
– Identify and network with high value, high growth
prospects. Identifying key posts and follow-up actions.
– Interaction with Key Influencers. Identify influential sources
for incorporation into a wider strategic response.
– Reputation Management. Timely identification of potential
reputation issues.
– Improved Sales and Marketing. New prospects, customer and
market opportunities.

155. 1. What
What conversations do we need to monitor?
– Our own brand
– Product, industry, sector
– Competitors
– Customer segments
– Geography/Location
• Local
• Regional
• National
• International

156. 2. Where
Where are the relevant conversations taking place?
What tools are available to help?

157. Tools are available to help
• No or low cost tools such as…
– Google Alerts, Yahoo Pipes, Social
Mention, Topsy, IceRocket, Blogscope, Blogpulse
and ViralHeat
• More expensive and sophisticated tools such as…
– Salesforce Radian6, Alterian SM2, Sysomos
Heartbeat and Meltwater Buzz

158. 3. Set Up your Listening System
Set up a customised Social Media Listening System to
deliver:
– the right information
– to the right people
– at the right time
– in the right format
But remember…
– Think strategically

159. 4. Ask - So What?
Information is not knowledge
What are the results telling us?
Analyse and develop ‘Actionable Insights’
Is this…
– Something I should share with others?
– A reputation issue?
– A sales opportunity?
– A new network contact or potential influencer?
– An indication of where we should develop?
– A bell-weather on how we are doing?
– An indication of what our customers are feeling?

160. 5. Consider your Response
And finally…
Think seriously about how you will respond?
Are you fully equipped? Skills, Knowledge, Strategy, Plan