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
10. Gartner Hype Cycle
False Arrival of Productive Engagement
Engagement Intelligence
Dealing with everyone, Dealing with small
all at once groups or individuals
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
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?
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
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?
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
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
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
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
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
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
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
How? Every brand must have one of these
News at ten analogy – can’t plan your conversations in advanceFree from tyranny of the press release
News at ten analogy – can’t plan your conversations in advanceFree from tyranny of the press release