Slides 24 to 44 contain a concise summary of the ideas put forward by Don Tapscott in Chapter 8 of his excellent book Macrowikinomics

1. ENERGISE2-0.COM
Universities and
Social Media
Dr Jim Hamill
Alan Stevenson
www.energise2-0.com

2. Blue Sky Thinking
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3. Agenda
• The Social Media Revolution
• Opportunities/Threats:
– Pedagogy
– The 21st Century University
– University Marketing/Networking
• Examples (see blog post www.energise2-0.com)
• ‘Getting There’ – Social Media Planning Pays
But first – what is SM and how big is it
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4. What is
Social Media?
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5. ENERGISE2-0.COM

6. ENERGISE2-0.COM

7. Web 2.0/Social Media
Business Impact Web 2.0 Applications
Mindset Open source
Business Intelligence Online Applications/ Web Services
Customer Insight and Understanding Social Network Sites
Customer Interaction Social Content – Social Bookmarking
Enhanced Customer Experience – Blogs or Weblogs
Rich Internet Applications Wikis
Reputation Management Podcasts/ Vodcasts
Sales and Marketing Virtual Realities
Product Development and R&D e.g. Mash Ups
engage and co-create RSS Feeds
IT/Software/Applications Mobile Web; Internet Telephony
Operations, Internal Processes and Characteristics Twitter
HRM
Communities and Networks
Openness
Sharing
Peering
Hosted Services – online
applications; the Internet as
the platform
Interactivity
Social Element
Mass Collaboration
Empowerment
Global

8. How important has it become?
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9. Social Media Revolution
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10. Key Things to Remember
about Social Media
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11. 1. It’s a Revolution
A fundamental and revolutionary change
in online behaviour, expectations and
the online customer experience.
The end of the ‘read only’ Internet
Content generated by the network for
the network
We are no longer passive consumers of
content/brand messages
Should students be passive consumers of education OR content
developers?
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12. 2. It’s Social
A conversation
not a broadcast
platform
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13. It’s Social
Marketing as a
conversation;
two-way dialogue
Education as a two-way
dialogue
Conversations are already
taking place on the cloud
relevant to your University –
how well are we listening?
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14. Be Social
New ‘mindsets’ are
required to be successful in
social media
‘BE SOCIAL BEFORE
DOING SOCIAL’
How social is
your University?
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15. 3. Power Shift
Social media empowers
customers, empowers the
network
We no longer control the brand
The brand becomes the customer
experience of the brand –
experiences that are widely
shared online
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16. Customer Experience and WOM
How well is your University using SM to enhance the
customer experience, especially at ‘key moments of
truth’?
How strong is your WOM on social media?
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17. 4. Declining Effectiveness
Declining effectiveness of traditional
approaches to sales and marketing
Does anyone listen any more?
We are no longer passive sheep
waiting to be ‘driven’ to web sites
If you treat us like sheep, we will tell you
to ‘flock off’
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18. Advertising – Customer Breakup
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19. 5. The End of Business as Usual
New ‘mindsets’, new business
approaches and new performance
measures are required
NOT a broadcast medium. Its
about listening to and engaging
with customers, partners, your
community, your tribe
This is something we are not very
good at doing. We prefer telling
people how good we are
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20. The End of Business as Usual
‘Winners’ will be those
Universities who fully utilise the
interactive power of Web 2.0
technology for engaging with
and energising customer and
network relationships
How strong is the quality of your online network?
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21. The End of Business as Usual
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22. The End of Business as Usual
• Rise of the social consumer
• Fundamentally different from traditional consumers
• Emphasis is on the shared experiences of those they trust on
social networks rather than corporate driven brand messages
• Expect brands to respond to their socialized questions
• This will require businesses to rethink their traditional
approach to sales, service, marketing and customer
relationship management
• ‘Being Social’ will become the new key to consumer
connection and success
Rise of the social student?
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23. For Universities
Opportunities/Threats
– Pedagogy
– The 21st Century University
– University Marketing/Networking
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24. This is a Book
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25. This is Kindle
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26. In Common?
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27. In Common?
• All produce content
• Own and manage high quality producers
• Products mainly composed of atoms
• Costly to create and distribute
• Products are proprietary and take legal action against
infringement of IP
• Because they create unique content – can charge for this
• But their business is only possible because of scarcity of
quality news, information, knowledge, learning etc
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28. Collapse
• All are in various stages of collapse due to outmoded business
models and the digital revolution
• The collapse will be terminal
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29. Who Will Be Next?
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30. Consider This
• High drop out rates
• High cost of attending
• Escalating student debt
• Mindset
• Declining public funding
• Online alternatives (UofPhoenix 16,000 online MBA
students)
• Market for new graduates – right skills?
• High non-attendance rates for lectures
• Even when they do attend………..
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31. Short Attention Spans
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32. Reinvent
• Is there a need to reinvent the University?
• The response has been to cut costs but the fundamental
approach remains the same
• Is more revolutionary change required?
– Pedagogy
– Modus Operandi
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33. End the University as We Know It
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34. Pedagogy
Toss out the old model of pedagogy
Replace with a new model based on
collaboration
The current model is mainly about
absorbing content, recalling it in exams
The teacher is essential a broadcaster;
a ‘sage on the stage’; a transmitter of
knowledge to an inert audience in a one way linear fashion
This is anachronistic - yesterday you graduated today your
knowledge is obsolete
Because of digital technology what really matters is
the capacity for life long learning
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35. Pedagogy
Focus less on what we learn and
more on how we learn
Ability to think, research, find information,
analyse, synthesis, contextualise and
critically evaluate; to apply research to
solving problems; to collaborate and
communicate
Need new collaborative social media
models of learning that change
the actual pedagogy in more fundamental ways
Active participation in content development and delivery
supported by digital technology
Spend less time lecturing and more time collaborating online
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36. Pedagogy
• Replace teaching with more collaborative approaches to
knowledge development
• Shift from mass production to mass customisation – not one
lecture but 60 lectures of one
• Knowledge of the network/the crowd will always exceed the
‘sage on the stage’
• Students have at their fingertips the most powerful tool ever
for discovery, constructing knowledge, learning etc
This is how the NET GEN want to learn
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37. Advance Tourism
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38. Advance Tourism
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39. www.web2-0cpd.com
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40. www.web2-0cpd.com
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41. Modus Operandi
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42. Modus Operandi
• An entirely new modus operandi is required for how the
content of HE is produced
• The old ‘textbook’ mode is slow and expensive
• Universities, professors etc should contribute to an open
platform of world class educational resources that students
anywhere can access anytime during their life time
• In a highly connected world, universities still operate as
largely autonomous islands of scholarship and learning
• Failure to seize the opportunities of the Internet to break
down the walls that divide institutions, professors and
students
• The 21st century university should be a network and an eco-
system not a tower
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43. Modus Operandi
• Enormous opportunities to create an excellent student
experience by assembling the world’s best learning resources
online
• Allow students to select a customised learning path with
support from a network of instructors and facilitators
• Will require deep structural changes and a new mindset
• A ‘meta university’ – a communally constructed framework of
open materials and platforms
• The web provides the communications infrastructure – need a
global open access library of course materials to support the
infrastructure
• A Global Network for Higher Education
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44. Pie in the Sky?
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45. Implications for Your University
– Things to think about
– ‘Getting There’ – Social Media Planning
Pays
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46. Ensure that you are on the right road
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47. Things to Think About
• Pedagogy and Modus Operandi
• Social Media Landscape Analysis
• Social Media Listening System
• Agree Strategic Objectives, KPIs,
Targets (don’t be technology led)
• Audit, review, evaluate existing progress
benchmarked against strategic objectives. The
‘strategic gap’ provides a strong foundation for future
strategy development
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48. Things to Think About
• Explore collaborative social
media opportunities with key
partners
• Search, join, lurk, participate
in ‘external’ forums/
groups/blogs etc
• Further develop proprietary
social media channels
• Leverage network effects
• Internal use of social media
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49. Be Customer Led
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50. Customers (Internal)
• Social media to support new
pedagogy
• SM for research, collaboration,
publishing, promotion
• SM to improve internal
operations/knowledge sharing
• Internal network(s)
Customers (Potential) Customers (Existing)
• Social Media Listening System to • Use of social media to enhance the
monitor brand mentions student learning experience
• Reputation management • For student support and customer
• Programme marketing and promotion: service
active participation in external ‘places', • Better prepared for market needs
proactive development of own channel • Promote brand advocacy
• Audit/Evaluate performance • Use of social media to build alumni
benchmarked against agreed goals and relationships
objectives
Customers (Partners)
• Build a strong online network of high
value partners (public sector, business,
peers, media etc)
• Leverage ‘1 to 1 to many’ ‘key
influencer’ relationships

51. Four Main Customer Groups
• Customers (Existing)
– Use of social media to enhance the student learning experience
– For student support and customer service, especially at ‘key
moments of truth’
– Better prepared for market needs
– Promote brand advocacy
– Use of social media to build alumni relationships
• Customers (Potential)
– Social Media Listening System to monitor brand mentions
– Reputation management
– Programme marketing and promotion: active participation in
external places, proactive development of own channels
– Audit/evaluate performance benchmarked against agreed goals
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and objectives

52. Four Main Customer Groups
• Customers (Internal)
– Social media to support new pedagogy
– SM for research, collaboration, publishing, promotion
– SM to improve internal operations/knowledge sharing
– Internal network(s)
• Customers (Partners)
– Build a strong online network of high value partners (public
sector, business, peers, media etc)
– Leverage ‘1-to-1-to-many’ ‘key influencer’ relationships
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53. '1-to-1-to-Many' Marketing

54. Social Media
Planning Pays
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55. 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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56. 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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57. 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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58. Social Media Strategy Map
Brief statement of your overall 2.0/Social Media Vision and Mission
Strategic Objectives
Strategic Objectives
KPIs / Targets KPIs / Targets
KPIs / Targets KPIs / Targets
Customer Perspective
Customer Customer Customer Customer
Group 1 Group 2 Group 3 Group 4
Internal Management Perspective
2.0/Social Media 2.0/Social Media 2.0/Social Media 2.0/Social Media
Initiative 1 Initiative 2 Initiative 3 Initiative 4
- Objectives - Objectives - Objectives - Objectives
- KPIs - KPIs - KPIs - KPIs
- Targets - Targets - Targets - Targets
- Actions - Actions - Actions - Actions
Organisation Perspective
Organisation Resource People
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59. Key Questions to Address
• What is the overall social media vision for your University?
• What are the key objectives and targets to be achieved from
social media? Are these fully aligned with and supportive of
your overall business goals and objectives?
• Who are your customers? Where do you find them ‘hanging
out’ on social media? How can you best engage with them?
• What are the main Social Media Actions and Initiatives you
need to take – short, medium and longer term?
• What generic social media strategy should you follow
(number of channels used/ depth of engagement in each
channel)?
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60. Key Questions to Address
• For each priority Social Media Channel, what are your core
objectives for that channel; what KPIs will be used for
measuring on-going channel performance; what are your
targets for each KPI; what key tasks are needed to achieve
these targets?
• Do we have the right organisational ‘culture’ and ‘mindset’ for
Social Media? ‘Be social before doing social! Is the right
organisational and decision-making structure in place?
• Has agreement been reached on resource allocation?
• Who will be responsible for your social media activities? What
balance has been agreed between internal and external roles
and responsibilities?
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61. Key Questions to Address
• Who is the Social Media Champion?
• Do you have agreed Social Media Policies and Guidelines in
place covering ‘Proper Use’, ‘Content Management’,
‘Customer Response Times/Quality’ and ‘Legal’ aspects?
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62. www.energise2-0.com
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63. Thank You
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