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Forget Facebook
  #FFBook12

   Manchester
14 November 2012
Agenda

9.45 – 10.15    Discussion: issues and challenges
10.15 – 11.15   Presentation: understanding social media as a business
                process
11.15 – 11.30   Coffee
11.30 – 12.00   Case study: Preston City Council
12.00 – 12.30   Q&A / discussion
12.30 – 1.30    Lunch
1.30 – 1.45     Presentation: objectives – what should they be?
1.45 – 2.30     Workshop: setting objectives
2.30 – 2.45     Presentation: a brief look at infrastructure and monitoring
2.45 – 3.00     Presentation: the importance of people
3.00 – 3.45     Workshop: creating a people and operational plan
3.45 – 4.30     Discussion: what to do tomorrow
Take away

• A “light-bulb moment”
• A recognition that social media is very
  different from a traditional communications
  (digital) approach
• A desire (and ability) to get started on some
  simple, practical things
Loose the chip
Quick group discussion:
• Share experiences to date with social
  media
• Identify the main challenges
• Report back
Social media: it’s not a
tools based problem
YouTube

Slideshare                                 LinkedIn
                                Facebook


             Flickr
                      Twitter
Social media: it’s a
knowledge based
problem
Gartner Hype Cycle
Gartner Hype Cycle


   False    Arrival of Productive Engagement
Engagement Intelligence




Dealing with everyone,      Dealing with small
      all at once          groups or individuals
Its different
Traditional media             Social media
Trying to make the   Using an approach
new space work to    that is adapted to
   the old rules       the new space
What is the role of traditional media?
Problem: social media does not
 have scale (engine) built into it




Social media is really an infrastructure
            or set of tools
Social media doesn’t do big numbers




               It does
                small
               groups
Q: What was Facebook designed to do?
A: Help geeks get
girlfriends
Possible solutions
 Devise ways to add     Create new approaches
scale to social media   that don’t rely on scale


Incentivising ‘Likes’    Responding to small
Maximising followers     groups, based on what
Creating ‘engagement’    they want to say to you
                         (not what you want to
                         say to them)
Forget Facebook
Tell me:
• Its just another
                          1. Denial         Don’t tell me:
                                      • It’s a media citizens
  media channel I can
                                        can use to reach me
  use to reach my
                                        (to which I have to
  audiences
                                        respond)
• My existing content
                                      • I am going to have
  and campaigns can
                                        to start from scratch
  easily move into this
                                        and go back to
  space
                                        school
2. New is often difficult
3. The power of vested interest
 Power to the people?




                        Power to the share price
So – what should we do?

             Things




                        Processes


  The old space:           The new space:
output = piece of     output = form of behaviour
 communication
Traditional media     Social media



 Channel and          Behaviour
   message          identification
identification      and response
  challenge           challenge
Two citizen spaces
Part of the crowd      Individual citizen
The Big ROI / Scale problem

          Where is the ROI in
          investing my (expensive)
          time in speaking to this
          individual?

          Where can I create a scale
          effect when only talking
          to individuals?
Value of contact



Its not about influence
  It is about relevance
Introducing the Super Citizen
Introducing the Super Citizen
KachWachi saves Logitech
$150,000 in call deflection costs
per year
The rules for Super Citizens
They are not ‘Ambassadors’
because they are not
representative
They are not ‘Evangelists’
because the communities they
want to be a part of comprise
people who are also like them

Their value is not in spreading
information, it is in helping you
manage your business
• Customer service
• Google endorsement
The rules for Super Citizens
They are not volunteers, you
identify them via their
behaviour

Your role is to create an
environment within which
their interest can be activated

Your call centre is not this
environment
Introducing the Important Citizen
 • Saying something supportive
 • Saying something critical
 • Asking a question (for which your
   organisation is the answer)
 • Indicating a willingness to help you
These people live in Google space
9 out of these top
10 sites is either a
blog or social site
The most popular post on my blog
Where does it live?
We like what you do
                               CONVERSATION
We don’t like what you do


Who are you, what do you do    CONTENT

Here’s how to make it better   COMMUNITY
The Big ROI / Scale problem

          Where is the ROI in
          investing my (expensive)
          time in speaking to this
          individual?

          Where can I create a scale
          effect when only talking
          to individuals?
Value of contact



Quality of engagement
Forget Facebook
Customer service has broken out of prison
Value of contact



 Quality of engagement
Intelligence / community
        engagement
  The expectation of
       listening
First: start listening
Next: acknowledge that
listening is taking place
Finally: resource (decentralise) a
response process
Implications: people are the key asset


                          Corporate DJ




 Listening
                               Specialist
 Conversing
                               High volume
 Generating information
Implications: prioritisation
• You don’t have to speak to everyone
• You can afford to be very specific about
  – Audience
  – Subject
• You should be very specific about an
  objective
  – Defined in terms of what you want to achieve
Forget Facebook
Implications: decentralisation


Communications becomes a
training,facilitation or
   editorial function
    (not a production
        function)
Example: @twelpforce
What does a strategy look like?

                Objectives


                             Infrastructure
  People Plan
                                  Plan

                Operation
                  Plan
                  Content
                 Response
Forget Facebook
Carl Holloway
Preston City Council
Forget Facebook
Forget Facebook
Forget Facebook
Forget Facebook
Forget Facebook
Forget Facebook
Forget Facebook
The Workshop
Communications team

• Issues
  – Dominance of local press (bottleneck /
    stranglehold)
  – City Centre Redevelopment – key subject
  – Ending the culture of the press release
Contact Centre

• Issues
  1. Council Tax
  2. Benefits
  3. Cleansing
     •     Missed bins
     •     Changes to bin collection schedule
     •     Seasonal queries
Leisure Centres

• Issues
  – 2000 calls per month going unanswered
  – Lack of ability to communicate real-time issues
    (e.g cancellation of classes)
Discussion / questions
Forget Facebook
Defining objectives



 Channel and         Behaviour
   message         identification
identification     and response
  challenge          challenge
Two citizen spaces
     Part of the crowd          Individual citizen




Ability to reach the whole
                             Ability to respond to
target group with generic
                             individual citizens or
        information
                               specific situations
Defining objectives
Address overall         Linked to specific
corporate image and     operational issues
reputation              Solved via the design
                        and implementation
Solved via production   of business processes
of communications       Have clearly
outputs (channel and    identifiable metrics
message strategies)     (usually linked to
                        measurable shifts in
                        behaviours)
Example: Vodafone
• Vodafone identified a long-
  term need to hire 40 specialist
  technicians (in an area not
  conventionally associated with
  mobile telecoms). A £1.5
  million budget was allocated
  (advertising and agency fees)
• Objective: To hire at least 50%
  via direct recruitment (via
  social channels), thus saving
  agency costs
Example: Vodafone
• Process – train existing
  employees on social
  networking and publication
  techniques – to raise the
  profile of Vodafone’s expertise
  and participation in this space.
  Note: they did not publish the
  availability of jobs
• Result: 80% of the hires made
  via direct recruitment, saving
  approx. £1.3 million
Example: Air Traffic Control
• To ensure that X organisation’s views on
  the benefits and practical considerations
  associated with airspace liberalisation are
  visible and accessible within the digital
  spaces likely to be frequented by relevant
  government officials
• To demonstrate X organisation’s
  operational expertise, using the roll-out of
  the (X project) as a content and
  conversational focus point
• To provide the ability for X organisation to
  contribute to the debate about other
  industry issues (beyond X subject) and to
  establish a presence in other spaces if it
  wishes
You can’t have single,
  overarching social
  media objectives
Supporting traditional communications



Traditional (mass)    Making that process
 communications         more efficient
     process
Social media is your campaign
          dashboard




It can help you steer a campaign,
  rather than power a campaign
Communications team objectives

• Issues
  – Dominance of local press (bottleneck / stranglehold)
  – City Centre Redevelopment – key subject
  – Ending the culture of the press release
• Objectives
  – Ability to make a greater range of relevant
    information more accessible
  – Establish Comms team as knowledge and guidance
    centre
  – Establish the “expectation of listening” – re
    Redevelopment (business and public)
Contact Centre Objectives

• Issues
  – Cleansing = major issue generating calls to Contact
    Centre
• Objectives
  – Reduce inbound enquiry re disruptions to bin
    collection
  – To provide real time information to Cleansing
    Department about bin collection issues
  – To allow Cleansing Department to be seen to be more
    responsive to citizens
Leisure Centres Objectives

• Issues
  – 2000 calls per month going unanswered
  – Lack of ability to communicate real-time issues
    (e.g cancellation of classes)
• Objectives
  – Reduce volume of in-coming calls
  – Make it easier for customers to ‘self-inform’
Objective setting workshop

   •   Back into groups
   •   Select one organisation
   •   Define a set of objectives
   •   Present back / discuss
A brief look at infrastructure
            Conversation space




    Social News                  Monitoring
                     Content &
        Hub          Response
                      Process

                   Hosted or
                   supported
                  communities
A brief look at infrastructure
        Conversation space




                        Monitoring
It all begins with listening
Insert Whos Talkin screen shot
Forget Facebook
Forget Facebook
Forget Facebook
Can’t be done via black box
A brief look at infrastructure
        Conversation space




                          Monitoring
              Content &
              Response
               Process
What is our content strategy?




Content is not necessarily something
you can plan in advance
Content is better understood as a
process
What is our information strategy?



 Responding
 Publishing ‘traditional’ content

 Targeting Google space
What are the
questions your
audiences are going
to be asking?

What spaces should
we responding to (e.g.
HDTV problem)?
Tagging and categorisation
• How will your
  content be
  categorised
• What will be the
  conversations /
  tags
A brief look at infrastructure
            Conversation space




    Social News               Monitoring
                  Content &
        Hub       Response
                   Process
Creating a social news hub

What we are doing   What we do
Creating a social news hub

              • Will use Wordpress
              • Is a ‘socially optimised’
                publishing platform
              • Incredibly easy to update
              • Very easy to link and
                share content in other
                outposts
              • Very cheap and easy to
                make
Forget Facebook
Forget Facebook
A brief look at infrastructure
            Conversation space




    Social News                  Monitoring
                     Content &
        Hub          Response
                      Process

                   Hosted or
                   supported
                  communities
How to use Facebook




What the organisation
wants to say
                          What the consumer /
                          citizens wants to say
How to use Twitter



      X
 #whatever
 #FFBook12
People are the key asset

                   Corporate DJ
                   (key role)



Listening
                   Specialist
Conversing
                   High volume
Creating content
People plan
Who are the people            What will their roles
that will need to be          and functions be?
involved?                     • Monitoring
• Relevant experts            • Conversation
• The corporate DJ              response
• Supervisors /               • Content creation
   moderators

             What activation and
             support processes are
             required?
             • Training / motivation
             • Technical support
             • Creative guidance
                                                      99
Operation plan

Timing                      Actions
Phase 1 (within 2 weeks)    Objective: To have started monitoring and mapping the
                            space and to have engaged and trained a core group.
                            Activities
                            • Appoint and brief Corporate DJ and core team
                            • Train Corporate DJ on using a monitoring dashboard
                            • Hold introductory training session

Phase 2 (within 2 months)   Objective: To have set-up a content publishing system
                            and be testing its usage.
                            Activities:
                            • Create a technical content hub and set of outposts
                            • Hold content / hub training session with core team
Operation plan

Timing                      Actions
Phase 3 (within 4 months)   Objective: To have the core group actively participating
                            in conversation and the creation of content
                            Activities:
                            • On-going support from Corporate DJ
                            • Formal review to assess impact and determine any
                                changes required
KPIs                        • Increased visibility within specified specialist Google
                              search terms
                            • Increase in ‘inbound engagement’ (requests for
                              information / opinion or commentary on content
                              from purchase influencers)
The Preston Central Comms Plan
• Creation of monitoring dashboard

• Design and activation of social media newsroom (including creation
  of tagging and category plan)

• Engagement and training of City Centre Redevelopment team

• Briefing on the strategy / process to other departments

• Engagement of potential content producers (from Departments)
  and training for political parties / individual councillors)

• Launch of Your Preston Your Say facilities (Twitter identity and tag
  plus LinkedIn Group)
People / operational plan
       workshop
  • Back into groups
  • Map out a basic people and
    operational plan
  • Present back / discuss
Discussion: what to do tomorrow?

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Forget Facebook

  • 1. Forget Facebook #FFBook12 Manchester 14 November 2012
  • 2. Agenda 9.45 – 10.15 Discussion: issues and challenges 10.15 – 11.15 Presentation: understanding social media as a business process 11.15 – 11.30 Coffee 11.30 – 12.00 Case study: Preston City Council 12.00 – 12.30 Q&A / discussion 12.30 – 1.30 Lunch 1.30 – 1.45 Presentation: objectives – what should they be? 1.45 – 2.30 Workshop: setting objectives 2.30 – 2.45 Presentation: a brief look at infrastructure and monitoring 2.45 – 3.00 Presentation: the importance of people 3.00 – 3.45 Workshop: creating a people and operational plan 3.45 – 4.30 Discussion: what to do tomorrow
  • 3. Take away • A “light-bulb moment” • A recognition that social media is very different from a traditional communications (digital) approach • A desire (and ability) to get started on some simple, practical things
  • 5. Quick group discussion: • Share experiences to date with social media • Identify the main challenges • Report back
  • 6. Social media: it’s not a tools based problem
  • 7. YouTube Slideshare LinkedIn Facebook Flickr Twitter
  • 8. Social media: it’s a knowledge based problem
  • 10. Gartner Hype Cycle False Arrival of Productive Engagement Engagement Intelligence Dealing with everyone, Dealing with small all at once groups or individuals
  • 12. Trying to make the Using an approach new space work to that is adapted to the old rules the new space
  • 13. What is the role of traditional media?
  • 14. Problem: social media does not have scale (engine) built into it Social media is really an infrastructure or set of tools
  • 15. Social media doesn’t do big numbers It does small groups
  • 16. Q: What was Facebook designed to do? A: Help geeks get girlfriends
  • 17. Possible solutions Devise ways to add Create new approaches scale to social media that don’t rely on scale Incentivising ‘Likes’ Responding to small Maximising followers groups, based on what Creating ‘engagement’ they want to say to you (not what you want to say to them)
  • 19. Tell me: • Its just another 1. Denial Don’t tell me: • It’s a media citizens media channel I can can use to reach me use to reach my (to which I have to audiences respond) • My existing content • I am going to have and campaigns can to start from scratch easily move into this and go back to space school
  • 20. 2. New is often difficult
  • 21. 3. The power of vested interest Power to the people? Power to the share price
  • 22. So – what should we do? Things Processes The old space: The new space: output = piece of output = form of behaviour communication
  • 23. Traditional media Social media Channel and Behaviour message identification identification and response challenge challenge
  • 24. Two citizen spaces Part of the crowd Individual citizen
  • 25. The Big ROI / Scale problem Where is the ROI in investing my (expensive) time in speaking to this individual? Where can I create a scale effect when only talking to individuals?
  • 26. Value of contact Its not about influence It is about relevance
  • 28. Introducing the Super Citizen KachWachi saves Logitech $150,000 in call deflection costs per year
  • 29. The rules for Super Citizens They are not ‘Ambassadors’ because they are not representative They are not ‘Evangelists’ because the communities they want to be a part of comprise people who are also like them Their value is not in spreading information, it is in helping you manage your business • Customer service • Google endorsement
  • 30. The rules for Super Citizens They are not volunteers, you identify them via their behaviour Your role is to create an environment within which their interest can be activated Your call centre is not this environment
  • 31. Introducing the Important Citizen • Saying something supportive • Saying something critical • Asking a question (for which your organisation is the answer) • Indicating a willingness to help you
  • 32. These people live in Google space
  • 33. 9 out of these top 10 sites is either a blog or social site
  • 34. The most popular post on my blog
  • 35. Where does it live?
  • 36. We like what you do CONVERSATION We don’t like what you do Who are you, what do you do CONTENT Here’s how to make it better COMMUNITY
  • 37. The Big ROI / Scale problem Where is the ROI in investing my (expensive) time in speaking to this individual? Where can I create a scale effect when only talking to individuals?
  • 38. Value of contact Quality of engagement
  • 40. Customer service has broken out of prison
  • 41. Value of contact Quality of engagement Intelligence / community engagement The expectation of listening
  • 42. First: start listening Next: acknowledge that listening is taking place Finally: resource (decentralise) a response process
  • 43. Implications: people are the key asset Corporate DJ Listening Specialist Conversing High volume Generating information
  • 44. Implications: prioritisation • You don’t have to speak to everyone • You can afford to be very specific about – Audience – Subject • You should be very specific about an objective – Defined in terms of what you want to achieve
  • 46. Implications: decentralisation Communications becomes a training,facilitation or editorial function (not a production function)
  • 48. What does a strategy look like? Objectives Infrastructure People Plan Plan Operation Plan Content Response
  • 59. Communications team • Issues – Dominance of local press (bottleneck / stranglehold) – City Centre Redevelopment – key subject – Ending the culture of the press release
  • 60. Contact Centre • Issues 1. Council Tax 2. Benefits 3. Cleansing • Missed bins • Changes to bin collection schedule • Seasonal queries
  • 61. Leisure Centres • Issues – 2000 calls per month going unanswered – Lack of ability to communicate real-time issues (e.g cancellation of classes)
  • 64. Defining objectives Channel and Behaviour message identification identification and response challenge challenge
  • 65. Two citizen spaces Part of the crowd Individual citizen Ability to reach the whole Ability to respond to target group with generic individual citizens or information specific situations
  • 66. Defining objectives Address overall Linked to specific corporate image and operational issues reputation Solved via the design and implementation Solved via production of business processes of communications Have clearly outputs (channel and identifiable metrics message strategies) (usually linked to measurable shifts in behaviours)
  • 67. Example: Vodafone • Vodafone identified a long- term need to hire 40 specialist technicians (in an area not conventionally associated with mobile telecoms). A £1.5 million budget was allocated (advertising and agency fees) • Objective: To hire at least 50% via direct recruitment (via social channels), thus saving agency costs
  • 68. Example: Vodafone • Process – train existing employees on social networking and publication techniques – to raise the profile of Vodafone’s expertise and participation in this space. Note: they did not publish the availability of jobs • Result: 80% of the hires made via direct recruitment, saving approx. £1.3 million
  • 69. Example: Air Traffic Control • To ensure that X organisation’s views on the benefits and practical considerations associated with airspace liberalisation are visible and accessible within the digital spaces likely to be frequented by relevant government officials • To demonstrate X organisation’s operational expertise, using the roll-out of the (X project) as a content and conversational focus point • To provide the ability for X organisation to contribute to the debate about other industry issues (beyond X subject) and to establish a presence in other spaces if it wishes
  • 70. You can’t have single, overarching social media objectives
  • 71. Supporting traditional communications Traditional (mass) Making that process communications more efficient process
  • 72. Social media is your campaign dashboard It can help you steer a campaign, rather than power a campaign
  • 73. Communications team objectives • Issues – Dominance of local press (bottleneck / stranglehold) – City Centre Redevelopment – key subject – Ending the culture of the press release • Objectives – Ability to make a greater range of relevant information more accessible – Establish Comms team as knowledge and guidance centre – Establish the “expectation of listening” – re Redevelopment (business and public)
  • 74. Contact Centre Objectives • Issues – Cleansing = major issue generating calls to Contact Centre • Objectives – Reduce inbound enquiry re disruptions to bin collection – To provide real time information to Cleansing Department about bin collection issues – To allow Cleansing Department to be seen to be more responsive to citizens
  • 75. Leisure Centres Objectives • Issues – 2000 calls per month going unanswered – Lack of ability to communicate real-time issues (e.g cancellation of classes) • Objectives – Reduce volume of in-coming calls – Make it easier for customers to ‘self-inform’
  • 76. Objective setting workshop • Back into groups • Select one organisation • Define a set of objectives • Present back / discuss
  • 77. A brief look at infrastructure Conversation space Social News Monitoring Content & Hub Response Process Hosted or supported communities
  • 78. A brief look at infrastructure Conversation space Monitoring
  • 79. It all begins with listening
  • 80. Insert Whos Talkin screen shot
  • 84. Can’t be done via black box
  • 85. A brief look at infrastructure Conversation space Monitoring Content & Response Process
  • 86. What is our content strategy? Content is not necessarily something you can plan in advance Content is better understood as a process
  • 87. What is our information strategy? Responding Publishing ‘traditional’ content Targeting Google space
  • 88. What are the questions your audiences are going to be asking? What spaces should we responding to (e.g. HDTV problem)?
  • 89. Tagging and categorisation • How will your content be categorised • What will be the conversations / tags
  • 90. A brief look at infrastructure Conversation space Social News Monitoring Content & Hub Response Process
  • 91. Creating a social news hub What we are doing What we do
  • 92. Creating a social news hub • Will use Wordpress • Is a ‘socially optimised’ publishing platform • Incredibly easy to update • Very easy to link and share content in other outposts • Very cheap and easy to make
  • 95. A brief look at infrastructure Conversation space Social News Monitoring Content & Hub Response Process Hosted or supported communities
  • 96. How to use Facebook What the organisation wants to say What the consumer / citizens wants to say
  • 97. How to use Twitter X #whatever #FFBook12
  • 98. People are the key asset Corporate DJ (key role) Listening Specialist Conversing High volume Creating content
  • 99. People plan Who are the people What will their roles that will need to be and functions be? involved? • Monitoring • Relevant experts • Conversation • The corporate DJ response • Supervisors / • Content creation moderators What activation and support processes are required? • Training / motivation • Technical support • Creative guidance 99
  • 100. Operation plan Timing Actions Phase 1 (within 2 weeks) Objective: To have started monitoring and mapping the space and to have engaged and trained a core group. Activities • Appoint and brief Corporate DJ and core team • Train Corporate DJ on using a monitoring dashboard • Hold introductory training session Phase 2 (within 2 months) Objective: To have set-up a content publishing system and be testing its usage. Activities: • Create a technical content hub and set of outposts • Hold content / hub training session with core team
  • 101. Operation plan Timing Actions Phase 3 (within 4 months) Objective: To have the core group actively participating in conversation and the creation of content Activities: • On-going support from Corporate DJ • Formal review to assess impact and determine any changes required KPIs • Increased visibility within specified specialist Google search terms • Increase in ‘inbound engagement’ (requests for information / opinion or commentary on content from purchase influencers)
  • 102. The Preston Central Comms Plan • Creation of monitoring dashboard • Design and activation of social media newsroom (including creation of tagging and category plan) • Engagement and training of City Centre Redevelopment team • Briefing on the strategy / process to other departments • Engagement of potential content producers (from Departments) and training for political parties / individual councillors) • Launch of Your Preston Your Say facilities (Twitter identity and tag plus LinkedIn Group)
  • 103. People / operational plan workshop • Back into groups • Map out a basic people and operational plan • Present back / discuss
  • 104. Discussion: what to do tomorrow?

Hinweis der Redaktion

  1. Five major differences – first social media is not a commodity.It seems there is now an article of faith – what I call the blessed trinity of media
  2. Creating necessary scale effects when only dealing with small groups – what it is all about. Could talk for ages about that, but don’t have time. Suffice to say that companies basically doing one of two things – either trying, and failing, to Do viral or talking to small groups of people but about the wrong thing – but think that because they are doing it in Facebook that is OK
  3. How? Every brand must have one of these
  4. News at ten analogy – can’t plan your conversations in advanceFree from tyranny of the press release
  5. News at ten analogy – can’t plan your conversations in advanceFree from tyranny of the press release