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Unlocking the Power of Social Media
1. ENERGISE2-0.COM
‘Creating the Buzz’
Unlocking the Potential of
Social Media
Dr. Jim Hamill
jim.hamill@ukonline.co.uk
Alan Stevenson
ast3v3nson@gmail.com
ASVA Conference 12th
November, 2010
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Overview
1. Business benefits and progress made
2. Social Media in Action – Examples
3. Moving forward - “Social Media Planning Pays”
– The key features of social media
– Social Media Development Cycle
– Monitoring the conversations/ measuring the ‘buzz’
1. Visitor Attraction Case Example - MoMA
2. Questions
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SM Opportunities and Progress Made
• Used effectively, social media can lead to the following
business benefits for Visitor Attractions
– Market/Customer Knowledge & Insight through customer
feedback and the use of social media monitoring tools
– Low cost brand awareness and reputation management
– Increase visitors/repeat visitors
– Build strong online community/ quality customer base of high
value, high growth potential customers
– Engage and energise
– Enhanced customer experience and loyalty
– Sales/Marketing Effectiveness, Efficiency and ROI
– Operational / Internal Process efficiency (open source and
hosted apps)
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SM Opportunities and Progress Made
• Interest and enthusiasm among Visitor Attractions is
growing rapidly - channels are being set up
• Scottish Visitor Attractions fall into three main groups in
terms of progress made
– Progressive Adopters
– Cautious/ Experimental Adopters
– Non Adopters
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SM Opportunities and Progress Made
• While some good progress is being made, there is a need for
a more ‘strategic’ approach
• Clear social media vision and strategy, agreed objectives,
KPIs, targets, ROI and on-going performance measurement
• More attention needs to be paid to organization, people,
resource issues critical to on-going SM success
Social Media Planning Pays
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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…
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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.
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Moving Forward
• The key strategic, management and organizational
challenges involved in planning, implementing and
managing successful social media strategies for sustained
business growth
• ‘Social Media Planning Pays’……. SM success requires
sound planning and the application of professional project
management procedures …. but not ‘paralysis by analysis’
• Ensure that your SM Strategy is fully aligned behind and
supportive of your core business goals and objectives
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Social Media Planning Pays
Three main issues:
– The key features of social media
– Social Media Development Cycle
– Monitoring the Conversations
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Key Things to Remember
• It’s social
– A key feature is online democracy – with content being
provided by the network for the network – represents a
fundamental and revolutionary change in online behaviour,
expectations and the online customer experience. The end of
the ‘read only’ internet
• Power shift
– Social media empowers customers, empowers the network.
Recognizing this shift is the cornerstone of future success
• Declining effectiveness of traditional approaches
– Does anyone listen to sales/brand messages anymore?
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Key Things to Remember
• Pull v push
– Consumers/users decide what information they wish to access
• New ‘mindsets’ are required
– Marketing as a conversation with your customers/network–
dialogue not broadcasting
– But this is something that most of us are not very good at doing.
We prefer ‘telling’ people
• SM ‘winners’ and ‘losers’
– ‘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
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Key Things to Remember
• New performance measures
– Requires new performance measures
• Quality of your network
• Relationship strength
• Ability to leverage
• Social media monitoring tools
• Redefines the concept of a web site
• The need for new business/marketing models
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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
Social Media Monitoring Tools –Audit, Assess,
Impact
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Key Things to Remember
The need for new business/marketing models
– Traditional approach:
• Product development – Differentiate – Market and Promote
- Sell
– New model based on:
• Communities, networks, openness, peering, sharing,
collaboration, customer empowerment, ‘think and act’
globally
• Engage and energise
• ‘Create the Buzz’
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Five Key Areas
• External Analysis: Evaluate Your Social Media Landscape
• Internal Analysis: Evaluate Your ‘Readiness to Engage’
• Develop Your Social Media Strategy and Action Plans for
‘Getting There’
• Evaluate Your Social Media Performance and ROI
• Organization, People and Resource Issues
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‘Be Customer Led’
Three key questions:
• Who are our customers, who do we wish to engage with?
• Where do we find them ‘hanging out’ on social media?
• How can we best engage and energise them?
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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
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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……
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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
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Social Media Strategy Map
Brief statement of your overall 2.0/Social Media Vision and Mission
Strategic Objectives
Customer Perspective
Internal Management Perspective
Organisation Perspective
Strategic Objectives
KPIs / Targets
KPIs / Targets KPIs / Targets
KPIs / Targets
Customer
Group 1
Customer
Group 2
Customer
Group 3
Customer
Group 4
2.0/Social Media
Initiative 1
- Objectives
- KPIs
- Targets
- Actions
2.0/Social Media
Initiative 2
- Objectives
- KPIs
- Targets
- Actions
2.0/Social Media
Initiative 3
- Objectives
- KPIs
- Targets
- Actions
2.0/Social Media
Initiative 4
- Objectives
- KPIs
- Targets
- Actions
Organisation PeopleResource
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Organization, Resource and People
• Organisation, 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
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Monitoring the Conversations
• Use Social Media Monitoring Tools to monitor online
conversations relevant to your brand
• No or low cost tools such as Google Alerts, Yahoo Pipes,
Social Mention, IceRocket, Blogscope, Blogpulse and
ViralHeat
• More expensive and sophisticated tools such as Radian6,
Alterian SM2, Sysomos Heartbeat and Infegy SocialRadar
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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 using the ‘4Is’ approach….
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Performance Measures - The ‘4Is’
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
Social Media Monitoring Tools –
Audit, Assess, Impact
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Monitor and Measure
• Individual Channel Performance
– the effectiveness/success of each channel benchmarked
against agreed targets for the ‘4Is’ 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
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Monitor and Measure
• 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
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Monitor and Measure
• 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’ measures?
84. ENERGISE2-0.COM
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’