Session 2 - Guest Lecture for the Customer Management 2 Class, Dept of Marketing, University of Strathclyde, April 2011

1. ‘Mastering Social Media’ ‘Social Media Planning Pays’ Guest Workshops: University of Strathclyde Dr. Jim Hamill jim.hamill@energise2-0.com Alan Stevenson alan.stevenson@energise2-0.com April, 2011

2. Session 2 Social Media Strategy Development

3. SM Opportunities and Progress Made Used effectively, social media can deliver real business benefits in five 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) Interest and enthusiasm is growing rapidly Channels are being set up

5. Social Media Development Cycle

6. SM Development Cycle

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

8. Five Key Areas Today’s session will focus on 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

9. Evaluate Your Social Media Landscape

10. Evaluate Your SM Landscape The social media landscape and range of applications available is extremely broad and diverse – too wide The starting point in developing a social media engagement strategy is to monitor and evaluate the social media landscape for your business Social media landscaping will help you decide the best generic strategy to follow i.e. the main channels to use and your depth of engagement in each channel. Avoids the ‘we must use it because it is there’ syndrome

11. Diversity of Social Media

12. Key Questions to Address Applications what social media applications are most relevant to our business? Impact what impact is social media having on our industry, how important has it become? Customers how are our customers using social media? What impact is it having on customer behaviour?

13. Key Questions to Address Conversations what online conversations are taking place relevant to our business; who is saying what about our brand/ industry where on the Internet and how should we respond? Features and characteristics what are the key features and characteristics of social media that you need to understand i.e. social media culture? These questions establish a very strong foundation for social media strategy development and successful implementation

14. Your Generic Social Media Strategy

15. ‘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?

16. www.mashable.com

17. Monitor 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, Topsy More expensive and sophisticated tools such as Radian6, Alterian SM2, Sysomos Heartbeat and Infegy SocialRadar

18. Who is talking about Malta, where online, what are they saying?

19. 238,355 Mentions

20. Peak in Late March

21. Keyword Tag Cloud

22. Sentiment Analysis

23. Sentiment Analysis

24. Where the conversations are

25. Where?

26. Social Media Landscape

27. The Posts

28. Whose talking about the UofS, where online and what are they saying?

29. www.socialmention.com

30. www.topsy.com

31. Internal Analysis: Progress Audit and Evaluate Your ‘Readiness to Engage’

32. Progress Audit Evaluate progress made, benchmarked against agreed criteria: What progress has been made? What social media channels do we already use? What is the level of engagement with each channel? Where are the main areas for future improvement? Benchmarking is a key element of the Internal Audit and should be undertaken at five main levels…..

33. SM Benchmarking Social Media Landscape what progress has been made benchmarked against the opportunities presented by your social media landscape? Generic Strategy the level of progress made benchmarked against your generic social media strategy KPIs what progress has been made benchmarked against agreed KPIs?

34. SM Benchmarking Industry ‘Best Practice’ the level of progress made benchmarked against industry ‘best practice’? How does your current level of SM engagement compare with the industry average? What lessons can be learned from industry ‘leaders’? Strategic Gap Analysis based on the above, what is the ‘Strategic Gap’ that exists between the ‘current’ and ‘ideal’ scenarios; between where you are and where you should be? The ‘Strategic Gap’ provides a very strong basis for future social media strategy development

37. Develop Your Social Media Strategy and Action Plans for ‘Getting There’

38. 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

39. 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……

40. 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

41. Social Media Strategy Map

42. A Practical Example Jacobite Cruises

43. www.jacobitecruises.co.uk

44. www.jacobiteblog.com

45. Social Media Vision Building on existing progress, to leverage the full potential of social media for supporting sustained business growth through establishing a strong online network of high value, high growth potential customers (repeats and referrals) who become ‘brand advocates’ for Jacobite Cruises – engage and energise

47. Build customer loyalty, repeat business, referrals and ‘advocacy’ (quality customer base, quality online network of high value, high growth potential customers, engage and energise)

48. Improve marketing effectiveness/efficiency

49. Achieve internal process efficiencies and cost savings

51. KPIs and Targets Agreed at 3 main levels: Individual Channel Performance – each social media channel provides relevant stats e.g. Facebook Insights, Klout for Twitter Overall Buzz – measured using Social Media Monitoring Tools Business Impact – measured using a ‘hybrid’ approach Relate to the ‘6Is’ Model

52. Customer Segmentation Priority 1 Customers Independent travellers /’walk-up’ customers Day Trippers Tour operators (mainly German, Spanish) Overseas students (Chinese and others) studying in the UK B&B / Accommodation providers

53. Key Social Media Actions & Initiatives Web site Develop a new Jacobite Blog Further development of existing ‘proprietary’ social media channels i.e. facebook, twitter, linkedinetc Proactive participation in ‘external’ forums/groups Medium to longer term- Podcasts/vodcasts; Apps; Location based services; Groupon The use of Web 2.0/Social Media to improve internal process efficiency (cost savings)

54. Channel Action Plans

55. 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. LinkedIn, Facebook, Twitter The Action Plan for each channel should include a clear statement of: The overall objectives for that channel The KPIs to be used Specific targets The key channel actions and initiatives for ‘getting there’

56. Building Successful SM Channels The 4Cs Content Customers Conversations Conversion

57. Action Plan Template

58. Facebook Action Plan

59. Facebook Action Plan

60. Facebook Action Plan

61. Facebook Action Plan

62. Monitor and Measure

63. 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…

64. 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

65. Facebook Insights

66. Facebook Insights

67. 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

68. Merchant City, Glasgow

69. 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?

71. Interaction – actions they take – read, post, comment, reviews, recommendations

72. Intimacy – affection or aversion to the brand ; community sentiments, opinions expressed etc

73. Influence – advocacy, viral forwards, referrals and recommendations, social bookmarking

74. Insight – customer insight

75. Impact – business impactSocial Media Monitoring Tools –Audit, Assess, Impact

76. The ‘6Is’

77. Organization, Resource and People Issues

78. 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. The success of your social media strategy is very much dependent upon appropriate decisions being made in the areas listed below ….. Your ‘Social Media Strategy Document’ should contain a section that covers the following issues…..

79. Organization, Resource and People Roles, responsibilities and resources In-source roles and responsibilities Out-source roles and responsibilities Role of the Social Media champion Social media decision-making and control structures Resource plans Organizational culture and ‘mindset’ Policies and guidelines Social Media Proper Use Policy Social Media Content Guidelines Social Media Channel Guidelines Customer Response Policy and Guidelines Employee Response Policy and Guidelines Legal aspects to the above

80. Thank You Questions

81. Continue the discussion at www.energise2-0.com

82. www.energise2-0.com