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SEWF Strategies for Social Media
- 1. Cezar Taurion, Technical Evangelist
Strategies for Social Media
Creating a social networking vision for your social enterprise
https://w3-03.ibm.com/marketing/mi/mihome.nsf/pages/Social+Insights
October 18, 2012
© 2010 IBM Corporation
- 3. As coisas acontecem muito rapido no mundo cada vez mais
hiperconectado
© 2010 IBM Corporation
- 9. Quem é esta geração digital?
Usam tecnologias digitais no seu dia a dia e esperam usĂĄ-las no trabalho.
SĂŁo early adopters por natureza.
Entram no mundo online cada vez mais cedo... usam a Internet como
laboratĂłrio social, para testar limites do relacionamento.
Vivem em ritmo cada vez mais acelerado e sĂŁo multitarefas (usam celular,
MP3, PC...tudo ao mesmo tempo!)
© 2010 IBM Corporation
- 10. 10 © 2010 IBM Corporation
- 12. Uma nova famĂlia
A NOVA CASA
O NOVO PAI
A NOVA MĂE
O NOVO FILHO
© 2010 IBM Corporation
- 13. Um novo ambiente de trabalho
A NOVA ORGANIZAĂĂO
O NOVO CHEFE
O NOVO ESCRITĂRIO
A GLOBALIZAĂĂO
© 2010 IBM Corporation
- 14. TUDO EM
TEMPO REAL
TECNOLOGIA
PERVASIVA E
COMPUTAĂĂO
SOCIAL
A SOCIEDADE
CONECTADA
UMA NOVO
UMA NOVA
AMBIENTE DE
GERAĂĂO
TRABALHO © 2010 IBM Corporation
- 15. A Social Network Has Three Requisite Elements That, When
Combined, Deliver Network Value And Can Help Drive Business
Results
friend
friend
3 Elements of Network Value
1. Contributions
friend friend
friend 2. Volume of Interaction
me
3. Number of Participants
friend friend
friend
Successful social media strategies drive these three elements
15
© 2012 IBM Corporation
- 16. In Every Social Network, There Are Participants That Have The
Ability To Influence Decision Makers
New product
announced.
Social strategy $$$
kicks in
$$$
Joe = Influential
Blogger
$$$
Jane = Influential $$$
Blogger
© 2012 IBM Corporation
- 17. Challenge: How To Leverage Social Media Within The Overall
Marketing Plan
The Traditional Four The Social Media Landscape
Pâs of Marketing
VIDEO SHARING MICROBLOGS
WIKIS SOCIAL NETWORKS
(where publicly
available)
SOCIAL MEDIA NEWS
PHOTO SHARING
AGGREGATORS
17 © 2009 IBM Corporation
- 18. The social media marketing cycle, represents a continuous cycle.
1 2
Perform Understand
Listening Competitive
Research Position
10 3
Measure and Hold Action Plan
Harvest Framework
Insights Workshop
9
Empower Your 4
Advocates
Link to Overall
Marketing Strategy
8
Maximize 5
Content Develop Social
Distribution Media Marketing
Plan
7 6
Engage In The Develop Social
Conversations Media Content
18 © 2009 IBM Corporation
- 19. 1. Perform Listening Research
Listening tools allow you to understand
What is currently being said (or not being said)
about your brand in the social media.
Who is talking about your brand.
â Customers
â Industry Influencers
â Partners / Developers
â Students
Where those conversations are taking place.
The tone and impact of those conversation
19 © 2012 IBM Corporation
- 20. 2. Understand Competitive Position
A competitive assessment can uncover social
capabilities and best of breed techniques your
competition is using, but you arenât
âą Understand how, where, and why the
competitor is using the social media.
âą Inventory and assess a competitorâs social
capabilities on their .com site and on the
major social platforms
âą Perform an internal assessment to
understand our strengths and weaknesses
versus our competition.
âą Develop recommendations on how we can
improve our competitive positioning.
20 © 2012 IBM Corporation
- 21. The Action Plan Framework provides an execution roadmap
LISTEN
UNDER-
1. People/Ecosystems: Who & Where Are They?
STAND
ENGAGE
2. Story Involvement: Are We Part of the
PLAN
Conversation?
3. Story Themes/Topics: Most Popular
4. Story Management: Are our key themes present
in discussions and resonating with the
marketplace?
5. Tactical Considerations
Sections of the Recommendations & Goals report
Assess/Benchmark Define Goal Actions/Program Evaluate
Communications
Most 44% of discussion around xxxx Raise % of our Through blog posts and.com sites, help define Change
discussion and related topics is unbranded. branded links that viewpoint to why/how we developed our From
is XX accounts for 15% of conversations offerings, as a reflection of our forward thinking Benchmark
unbranded; conversation, we and XX each to 15% of the view. We can also move the needle here with an
We ranks account for approx. 8%. The conversations active blogging and twitter strategy. And that
third among rest of the conversation is includes having monitor discussions going on
brands divided amongst a highly
p le other blogs, tweets, and discussion forums
discussed divergent array of brands
E xam
21 © 2012 IBM Corporation
- 22. The Action Plan Framework provides an execution roadmap
LISTEN
UNDER-
1. People/Ecosystems: Who & Where Are They?
STAND
ENGAGE
2. Story Involvement: Are We Part of the
PLAN
Conversation?
3. Story Themes/Topics: Most Popular
4. Story Management: Are our key themes present
in discussions and resonating with the
marketplace?
5. Tactical Considerations
Sections of the Recommendations & Goals report
Assess/Benchmark Define Goal Action/Plan Evaluate
Communications
Our mentions âąOur mentions tend to focus around their virtualization and âąBy end of 2Q, double âąExecute on activities recommended
account for data management solutions; our conversation focuses on our share of the above (blog, tweet, comment on
8% of the risk management from an IT standpoint. security conversation influencer blogs, etc.) Establish
overall âąXX is the most discussed brand in the security conversation, to 10%, & move our cadence of social activities.
conversation, with a 5.5% share of that conversation (75% unbranded). brand from 3rd to 2nd in Change
âąLeverage existing our secruity- From
ranking third âąXX is mostly discussed on blogs by tech bloggers, brand rating.
related social initiatives. Benchmark
among the pundits/analysts, XX employees, consumers and IT
âąHold our position as
brands (#1: professionals
p le the most widely
XX, #2: YY)
E xam discussed brand by
these audiences
22 © 2012 IBM Corporation
- 23. 4. A Critical Step Involves Linking The Social Media Plan To The
Overall Marketing Strategy Critical Marketing Linkages
âą Marketing Manager Assigned
âą Set Desired SEO Keywords
âą Key Stories , Themes and Messages
âą Planned Campaigns, Events and
Product Launches
1 2
Perform Understand
Listening Competitive
Research Position
10 3
Measure and Hold Action Plan
Harvest Framework
Insights Workshop
9
Empower
Your 4 Link to Overall
Advocates
Marketing
Strategy
8 Maximize
Content
5 Develop Social
Distribution Media Marketing
Plan
7 Engage In 6 Develop
The Social Media
Conversations Content
23 © 2012 IBM Corporation
- 24. 4. Link Social Strategy to Overall Marketing Strategy
Critical Marketing Linkages
âą Marketing Manager Assigned
âą Set Desired Tag / SEO Keywords
Some Example Objectives Of A
âą Key Stories , Themes and Messages Social Strategy
âą Planned Campaigns, Events and Product Launches
âą Listen and Learn
âą Build Relationships
Understand what you want to accomplish. âą Improve Brand Reputation
âą Content Generation
Support or link to goals in your overall âą Search Engine Optimization
marketing strategy. âą Customer / Partner Support
Gain support from all levels of the âą Idea Generation
organization. âą Promoting Action
âą Drive to Website
The Social Strategy objectives should be
âSMARTâ (specific, measurable, attainable, realistic,
and time-based).
24 © 2012 IBM Corporation
- 25. 5. Step 5: Develop, Launch and Manage The Plan.
1 2
Perform Understand
Listening Competitive
Research Position
10 3
Measure and Hold Action Plan
Harvest Framework
Insights Workshop
9
Empower
Your 4 Link to Overall
Advocates
Marketing
Strategy
8 Maximize
Content
5 Develop Social
Distribution Media Marketing
Plan
7 Engage In 6 Develop
The Social Media
Conversations Content
Offering / Marketing Mgr.
âą Hosts Action Plan Framework Workshop
âą Determines SM objectives and
documents SM marketing plan
âą Develops, launches, and manages SM
plan through entire next cycle
25 © 2012 IBM Corporation
- 26. 6. Develop A Content Inventory and Distribution Plan
Developing a SM Content and Channel
Distribution Plan
âą What content do we have? What do we
need to develop?
âą What channels and social platforms will
we use?
26 © 2009 IBM Corporation
- 27. Determine Social Media Tools and Channels
Tool / Channel Purpose and Strategy
Monitoring Tool Listening to existing conversations. Understanding influencers.
Measurement Tool Analytics, dashboard, benchmark measurements,
Detailed thought leadership content, case studies, links to all
Corporate Website
Social channels.
Collaboration space, customer care, forums, influencer programs,
Community site
idea generation
Corporate Blogs Thought leadership, depth, engagement, linking & guest posts
Employee SME Blogs/Microblogs Thought leadership, depth, engagement, linking
Influencer & Analyst Blogs/Twitter Engage, Influence, Develop brand advocates
Twitter Headlines, engage, sales, solve service issues, competitor insight
Facebook Social, friendly, recruiting, link to community and blog, video
LinkedIn Groups, engagement, networking, recruiting
YouTube Videos, interviews, case studies, brand awareness
SlideShare Content sharing, thought leadership
27 © 2009 IBM Corporation
- 28. Social Media usage history
Spring 2012 Social Media User
Statistics 4
LinkedIn 150M in Spring 2012;
175M users August 2012
3
http://www.searchenginejournal.com/the-growth-of-social-media-an-infographic/32788/
4
http://blog.tweetsmarter.com/social-media/spring-2012-social-media-user-statistics/ © 2009 IBM Corporation
28
- 30. Steps 7-9: The Plan Gets Implemented and We Monitor The
Social Media Conversations in Real-Time.
1 2
Perform Understand
Listening Competitive
Research Position
10 3
Measure and Hold Action Plan
Harvest Framework
Insights Workshop
9
Empower
Your 4 Link to Overall
Advocates
Marketing
Strategy
8 Maximize
Monitor Content
5 Develop Social
Social Media Distribution Media Marketing
Plan
Use Real Time
Dashboard 7 Engage In 6 Develop
Tools The Social Media
Conversations Content
30 © 2012 IBM Corporation
- 31. 7. Engage In Conversations
Social media platforms help facilitate conversations between individuals, not
companies. This step is all about building relationships with target audiences.
People want to have conversations with
company representatives who areâŠ
âą Experts in their area,
âą Passionate about their work ,and
âą Empowered to act on the feedback they receive
from the community..
31 © 2012 IBM Corporation
- 32. 8. Maximize Content Distribution
Based upon your objectives and target audience, there are different social media
spaces in which we recommend they participate.
Key Objectives
â Drive content across networks
â Achieve optimal exposure
â Strive for consistent social
experience.
â Increase participation
32 © 2012 IBM Corporation
- 33. 9. Empower Your Advocates
Advocates are trusted members
(non-employees) of the online
communities who can help you
achieve your social objectives.
Why develop advocates? How to create advocates?
â Build brand loyalists. â Engagement (conversation)
â Empower them to positively â Transparency (visibility)
influence others â Authenticity (honesty, straightforward
behavior)
33 © 2012 IBM Corporation
- 34. 10. Measure and Harvest Insights For Management Review and
For Input Into The Research Plan For The Next Cycle.
Review Cycle
1 2
Perform Understand
Listening Competitive
Research Position
10 3
Measure and Hold Action Plan
Harvest Framework
Insights Workshop
9
Empower
Your 4 Link to Overall
Advocates
Marketing
Strategy
8 Maximize
Content
5 Develop Social
Distribution Media Marketing
Plan
7 Engage In 6 Develop
The Social Media
Conversations Content
34 © 2012 IBM Corporation
- 35. 10. Measure and Harvest Insights
This is perhaps the most important, but also the
most challenging step in the seven step social
media marketing process
Why understand the impact?
â Measure progress.
â Quantify return on investment
â Benchmark against future efforts.
35 © 2012 IBM Corporation
- 37. O CONHECIMENTO E A
CAPACIDADE DE INOVAĂĂO
DENTRO DAS EMPRESAS
UM TESOURO ENTERRADO
© 2012 IBM Corporation
- 39. A MAIOR BARREIRA PARA
INTRODUĂĂO DAS MĂDIAS SOCIAIS
SĂO OS LĂDERES DAS EMPRESAS
âą REPUTAĂĂO DA EMPRESA
âą SEGURANĂA DAS INFORMAĂĂES
âą PRODUTIVIDADE
âSocial Media: Embracing the Opportunities, Averting the Risksâ â EUA - Russel Herder e Ethos Business Law - 438 entrevistas
online realizadas em julho/2009 com executivos de empresas dos EUA
© 2012 IBM Corporation
- 40. 64% DOS CEOS DAS
MAIORES EMPRESAS DO
MUNDO NĂO ESTĂO
PRESENTES NAS MĂDIAS
SOCIAIS
APENAS 12% DOS CEOS
TĂM PERFIL NO
TWITTER OU FACEBOOK
Socializing your CEO: from (un)social to social - Weber Shandwick â pesquisas com os CEOs das 50 maiores empresas do
mundo
© 2012 IBM Corporation
- 41. MAIS DE 50% DAS EMPRESAS
BLOQUEIAM O ACESSO DE
SEUS FUNCIONĂRIOS ĂS
MĂDIAS SOCIAIS
© 2012 IBM Corporation
- 42. A MAIORIA DAS EMPRESAS
AINDA TRATA AS MĂDIAS
SOCIAIS COMO UM
PROBLEMA E RISCO
âą24% DAS EMPRESAS APLICARAM ALGUMA AĂĂO DISCIPLINAR EM
FUNCIONĂRIOS QUE VIOLARAM AS POLĂTICAS DE USO DE BLOGS
âą11% REPORTARAM QUE DEMITIRAM FUNCIONĂRIOS POR TAL
VIOLAĂĂO
Proofpoint - Outbound Email and Data Loss Prevention in Todayâs Enterprise 2010 - 261 empresas entrevistadas com mais
de 1 mil empregados.
© 2012 IBM Corporation
- 43. OS FUNCIONĂRIOS QUE
USAM MĂDIAS SOCIAIS NO
TRABALHO SĂO
9% MAIS PRODUTIVOS
QUE AQUELES QUE NĂO USAM
Fonte: Estudo da Universidade de Melbourne 2009
© 2012 IBM Corporation
- 44. REDES SOCIAIS NAS EMPRESAS:
UM PROCESSO EVOLUTIVO
INFORMAĂĂO E MARKETING
ENGAJAMENTO DOS
FUNCIONĂRIOS
ATENDIMENTO AOS
CLIENTES
DESENVOLVIMENTO
DA FORĂA DE RELACIONAMENTO
TRABALHO COM O MERCADO
INOVAĂĂO COLABORATIVA
© 2012 IBM Corporation
- 45. REDES SOCIAIS NAS EMPRESAS:
UM PROCESSO EVOLUTIVO
AMBIENTE AMBIENTE AMBIENTE
FECHADO CONTROLADO LIVRE
INFORMAĂĂO COLABORAĂĂO
HIERARQUIA COMUNIDADES
© 2012 IBM Corporation
- 46. UM AMBIENTE COLABORATIVO
ATRAVĂS DAS FERRAMENTAS DE
MĂDIAS SOCIAIS...
POTENCIALIZA AS
COMUNIDADES
CRIA NOVOS
RELACIONAMENTOS
CRIA
ILHAS DE COMPETĂNCIA
DESCOBRE
TALENTOS E EXPERTS
IDENTIFICA OS
INFLUENCIADORES
© 2012 IBM Corporation
- 48. Cezar Taurion
ctaurion@br.ibm.com
www.ibm.com/developerworks/blogs/page/ctaurion
@ctaurion
Facebook, Linkedin, BranchOut
Obrigado pela Atenção
, 2012 © 2012 IBM Corporation