Community Engagement Best Practices (April 18, 2016)

Community Engagement
Best Practices
April 18, 2016
Cesar Castro
Sr. Director
Adoption & Engagement
ccastro@salesforce.com
Todd Goodykoontz
Director
Communities Cloud Alliances
tgoodykoontz@salesforce.com

Safe Harbor
 Safe harbor statement under the Private Securities Litigation Reform Act of 1995:
 This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or
if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the
forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any
projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies
or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology
developments and customer contracts or use of our services.
 The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for
our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of
growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of any litigation, risks associated with completed
and any possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand,
retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history
reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could
affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for the most recent fiscal year and in our quarterly
report on Form 10-Q for the most recent fiscal quarter. These documents and others containing important disclosures are available on the SEC
Filings section of the Investor Information section of our Web site.
 Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available and may
not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently
available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.

1. How do I get started?
2. I’ve launched and need help.
Less than successful communities frequently follow this progression:
launch excitement disillusionment attritionconfusion
The Challenge

The Opportunity
ADVOCACY
INNOVATION
CROSS-SELL / UP-SELL
earn trust
co-create
extend value
SELF-SERVICE SUPPORT
enlistCustomer
Community
Example
launch

from PUSH to PULL
Pushing messages
Through channels
To target audiences
And drive transactions
Engaging communities
With social experiences
That sustain relationships
And fulfill a shared purpose
Source: M. Bonchek, HBR

Today’s Competition is all About Customer Experience
“Customerexperiencehas
overtakenpriceandproduct
asthekeybranddiﬀerentiator.”
#1
Source: Customers 2020 Report
Price Product Customer
Experience

•  Define Engagement
•  Reward/Recognition Program
•  Develop Users
•  Establish Key Metrics
•  Develop a Reporting Plan
•  Develop a Community Plan
•  Promotion Plan
•  Resources for Community
•  Crawl / Walk / Run
•  Define Purpose
•  Develop Member Journeys
•  Define Use Cases
•  Executive Engagement
Establish Manage
EngageMeasure
Framework

Establish
Establish Manage
EngageMeasure

1 Deﬁne the purpose
2 Develop Member Journeys
3 Deﬁne Use Cases
4 Executive Sponsorship
Key Takeaways – Foundation of Community

What is the purpose?
TO
FOR
WITH
Deﬁne a Shared Purpose* for your community
and the community members.
Move from what the community can do TO the
member to what the community can do WITH
the member.
Communicate this purpose to the community.
Let it become the community mission
statement.
* Source: M. Bonchek, HBR

Shared Purpose example: Patagonia

Understand Your Key Community Members
Who is your community for?
What will bring value to them?
Deﬁne those key roles & make sure you
identify their key activities in community
(e.g. Community Journey Map)

COMMUNITY
SHARED
PURPOSE
COMMUNITY MEMBER
JOURNEY
OPPORTUNITIES
Maintain active social media presence. Use social media as an awareness
/ acquisition engine for hosts (and eventually the Company Host
Community).
Develop best practices around welcoming members to community and
onboarding them (be specific). Invite memvbers to join groups. Create a
Welcome Group for community members to introduce themselves
Create initial set of topics to help community members get started. Pre-
seed all topics with content. Profile pages will be very important to help find experts/collabrators.
Community nav visible on main .com site. Use all available channels
(email, website, etc) to promote community.
Community search should be prominent on landing page. Communicate
the mission statement (shared purpose) on the main community page.
3rd party forums example:
(http://www.fodors.com/search/results.html?search=Company&submit
=)
Develop gamification strategy to reward completion of onboarding
process.
(line of visibility)
Community Journey Mapping

Community Journey Mapping - Onboarding
1. Complete proﬁle
2. Join group(s)
3. Follow individual/topics
4. Upload ﬁle/content
5. Ask question
Get Started
Onboarding Example

USE CASE: Employee
Onboarding
Create repository of
information to help new
hires to learn about the
organization faster.
SIZE OF AFFECTED
GROUP: LARGE
METRICS:
- posts/likes/comments
(first 30 days)
- # groups joined
- Certifications
MANAGER
Joe DiMaggio
EXEC SPONSOR
Don Mattingly
Define Use Cases

Competitive
Benchmarking
Quick Wins
Product
Innovation
Input
Ease of Cultural Implementation
Impact to
Business
EasyDiﬃcult
Low
High
= Examples of social processes; size represents number of employees
Supplier/
Sourcing
Low Hanging Fruit
Product
Training
Social Transformation
Knowledgebase
Employee
Self Service
Avoid Fool’s Gold
Deﬁne and Update Core Use Cases - EXAMPLE
Employee
Onboarding
Regional
Groups

Executive Sponsorship
Executive sponsorship is important
Have a champion as well
Develop communication, awareness plan & provide regular updates

Executive Sponsorship Makes A Difference
Source: The Community Roundtable State of Community Management 2015
100%
58%
Approved Strategy
Resourced Roadmap
Best-in-Class
}
}
63% of communities with approved
strategies lack a resourced roadmap
42% of BIC communities with approved
strategies lack a resourced roadmap
BUDCOMMUNITIES WITH DEDICATED
BUDGETS:
EXECUTIVES WHO APPROVE BUDGET:
BIC communities are more likely to have an approved
strategy – and resources to execute on it.
70%51%
Best-in-ClassAverage
A majority of community programs have dedicated budgets,
a key input to effectively calculating ROI.
13
13
100%
90%
80%
70%
60%
a
c
• D
• D
b
a
• W
th
re
c
Best in class communities (shown below as
Stage 3/4) have a significantly higher % of
executive participation (58%) vs. non-best in
class (31% average)
cess to information and people, and explicit mech-
anisms to provide regular feedback.
Building programs to support leaders is typically
resource intensive and ongoing. However, it is one
of the most effective ways to scale the impact and
value of community management, and it should be
on every community’s roadmap.
RESOURCES:
INFOGRAPHIC: COACHING EXECUTIVES FOR ENGAGEMENT
http://the.cr/socm2014-coaching
CASE STUDY: THE EVOLUTION OF AN ADVOCACY PROGRAM
http://the.cr/advocacy-sf
PREMIUM CONTENT: THE SOCIAL EXECUTIVE TOOLKIT
http://the.cr/SEtoolkit
THECR NETWORK CONTENT: ADVOCACY PROGRAM
RESOURCE BUNDLE (TheCR Network members only)
http://the.cr/advocacy-resbundle
3%
tiered
ocacy
ogram
CEO
pation
ormal
ocacy
ogram
100806040200
Stage 1 Stage 2 Stage 3/4
33%
35%
42%
8%
38%
19%
8%
80%
abling and partnering with champions, we’re able to
erate adoption, navigate change, drive engagement
etter demonstrate how our communities support
usiness.
”Catania, Manager, Internal Social Media, Walgreens
70% of best in class communities have a
dedicated budget vs. 51% for non-best in
class
Over 80 percent of best-in-class communities have their
budgets approved by C- or VP-level executives, suggesting
alignment with strategic corporate objectives.
that give them something of value in return for their contributions – often including access to formal
leaders.
When executives create content, post comments and interact with members, their attention and ex-
ample signal the business value of the community to members and the organization. That said, many
executives are cautious about community. The Community Roundtable’s Social Executive research
suggests targeting executives at varying levels of engagement, understanding their needs and offer-
ing coaching and personalized training to increase their comfort levels and engagement.
Advocacy programs get a lot of attention, and
rightly so, because they correlate to higher rates
of engagement and value. This is due to advocates’
direct contributions and to their powerful peer in-
fluence, which encourages others to contribute in
specific ways. Great advocacy programs do much
more than assign titles and provide badges for in-
dividuals to display. The best advocacy programs
are multi-tiered – addressing a variety of advocate
types and providing advocates with exclusive ac-
cess to information and people, and explicit mech-
anisms to provide regular feedback.
Building programs to support leaders is typically
resource intensive and ongoing. However, it is one
of the most effective ways to scale the impact and
value of community management, and it should be
0%
Any
Executive
Participation
Substantive
Executive
Participation
CEO
Participation
Formal
Advocacy
Program
34%
14%
58%
33%
35%
42%
8%
28%
38%
19%
22%
80%
MATURITY MARKERS BY STAGE:
LEADERSHIP

Managing
Your
Community
Establish Manage
EngageMeasure

1 Have a promotion / awareness plan
2 Have resources to support your community
3 Walk before you run
Key Takeaways – Community Management

Have a promotion/awareness plan at every
phase of growth.
From launch to ongoing management,
always have a promotion/awareness plan.
Use existing promotion channels in your
company (newsletters, website, email, etc.).
If an external/public community, take
advantage of social media

Promotion/awareness - Flexera
http://blogs.ﬂexerasoftware.com/ecm/2015/06/ﬂexera-software-customer-community.html

Have resources to support your community.
Community management and
moderation is important from Day 1
Community management is diﬀerent
than community moderation
Think designated, not dedicated
resources

Have resources to support your community

Have resources to support your community.
Successful communities rely on 3 types of resources:
1)  Core team (active day-to-day management and
moderation of community)
2)  Extended team (employees)
3)  Community (MVPs, volunteers, etc.)

As you scale, do one thing at a time and do it right
Onboard
members
CRAWL
Launch
WALK
Engagement
Reward /
Recognition
Focus on P2P
collaboration
RUN
Build Value
Innovate / co-
create
Enlistment
Begin with
most
important
interactions

Engagement
Establish Manage
EngageMeasure

1 Deﬁne what engagement means for your community
2 Have a reward / recognition plan
3 Develop and nurture members
Key Takeaways - Engagement

Deﬁne what engagement means for your community
Think of a contribution
spectrum, include Business
Processes
What types of contribution are
most important?
What cues will you provide?
Guide people to the most
relevant content

Deﬁne what engagement means for your community
source: https://segment.com

Recognition and Reward Program
Points and leaderboards are important but
not suﬃcient
Celebrate and feature MVPs, experts, and
ordinary members of community
Think intrinsic over extrinsic motivation
(company gifts are great but most habits are
formed based on extrinsic motivators)

Fogg Behavior Model
to learn more: http://www.behaviormodel.org/
From the Salesforce perspective, one of
the more common mistakes made in
communities is they don’t provide
suﬃcient triggers to get members to
perform a certain behavior. They have
the motivation and ability but are
missing a trigger, per BJ Fogg’s model.

Fogg Behavior Model – Examples of Triggers

Develop and nurture users
Deﬁne onboarding program, help new
members onboard successfully
Always welcome new members, give them a
place to introduce themselves
Develop your MVPs but don’t overlook the
casual participant (the “9” in the 90:9:1)
Active community members come in all
types: fans/advocates, helpers, experts,
socializers

Measurement
Establish Manage
EngageMeasure

1 Deﬁne key metrics / KPIs
2 Establish a reporting plan
3 Create a Community Plan
Key Takeaways - Measurement

Measurement — define metrics/KPIs
Define key metrics for success (what’s
important to your community).
Traditional metrics (members, posts,
comments, etc.) matter, but think of
refined measures such as member
attrition, time on site, conversation
depth.
Adoption metrics are different than
engagement.

What to measure
ADOPTION METRICS ENGAGEMENT METRICS
Activated members as % of total members
Contributors as % of total users
Readers (lurkers) as % of activated users
# of groups
# of active groups as % all groups
Proﬁle completeness
Page Views
Visits
Activity Growth
- Posts
- Votes
- Comments
- Groups
- Ideas
- Members
Activity ratio
/ member
/ unit time (month)
/ group

Website Metrics – Page Views, Visits,
Registered members
Activity Growth – Posts, Votes, Comments,
Groups
Quality of Interaction – Time Spent, Return
Visits, Visitor #
Program Growth – Increase Membership, #
MVPs, # User Groups, # User Group
Members
How Success Community Measure Community Success

Reporting — communicate value
Develop a plan to deliver regular reports
to key stakeholders. Don’t overdo it with
data.
Organize metrics in a manner that
makes it easy to understand (traﬃc,
members, content, interaction,
responsiveness).
Survey community members.
Tie data to events where possible.

Plan for success – create a community plan
Every phase of growth requires
planning. A community calendar is an
important part of planning.
Include milestones & events related to
the company and the community. They
could be one-time or recurring.
Stay close to the business, the calendar
should reﬂect this.

Community Management
Canvas
A useful tool to plan your overall community strategy

Community Management Canvas
www.salesforce.com/canvas

PURPOSE JOURNEY (USERS/TOUCH-POINTS)
• Describe the purpose of the community
• What value does it bring to your company/organizations?
• What value does it bring to your employees/partner/customers?
• How can the company and community member create value together?
• Who will participate in the community?
• What is their role?
• What will they do?
• What is their journey?
PROMOTION EXECUTIVE SPONSORSHIP
• What are the options available (internal/external) to promote community?
• How will you promote on main home page?
• If an external customer community, how will you incorporate social media?
• Who are the sponsors? Do they need coaching?
• What is the communication plan for them?
• Will they be involved in approving the community management budget?
Key Metrics/ROI: ADOPTION METRICS Key Metrics/ROI: ENGAGEMENT METRICS Key Metrics/ROI: ROI MEASUREMENT
Sample Metrics:
• Active members as % of total members (last 30 days)
• Contributors as % of total members (last 30 days)
• Readers (lurkers) as % of active users
• # of groups created
• # of active groups as % all groups
• Profile completeness (% of members)
• Page views
• Logins
Sample Metrics (compare month-to-month or quarter-to-quarter):
• post volume per month/quarter
• membership growth per month/quarter
• comments per month/quarter
• groups created per month/quarter
What are the key business outcomes for your company that
the community can influence?
STAFFING RESOURCES ADOPTION/ENGAGEMENT GROWTH OBJECTIVES
• Who will make up the core community team (roles/
responsibilities)?
• Who from the rest of your organization will be involved?
• Will you need volunteers from your community?
• How will you recruit/involve them? What responsibility will
they be given?
• Do you regularly welcome new members and ask them to
introduce themselves?
• What are the 4-5 things members need to do to onboard in
your community?
• What types of member contributions are most important for
your community?
• What content strategy do you have for your community? Is it
mostly company-generated (marketing materials, FAQs, how-
tos, etc.) or user-generated (answers, articles, multimedia,
etc.)?
• How will you communicate these onboarding steps to your
members?
• What are your goals for your community (membership,
activity, solutions, etc.)?
• How will your community support your company/business
unit objectives?
INTERNAL REPORTING PLAN COMMUNITY CALENDAR REWARD/RECOGNITION
• Do you have a plan to regularly share updates on the
community?
• Who (executives, champions, etc.) will receive these
updates?
• What type of data/information will you share?
• How frequently will these reports be created?
• What format will you use to communicate (email, meetings,
etc.)?
• Do you know the upcoming company announcements that
might be important to discuss in your community?
• What community milestones will you expect to achieve in
the next 12 months?
• Do you need a community communication plan for
these milestones (such as new content, home page
announcement, message to members, etc.)?
• Do you plan to introduce new features in the next 12
months?
• Have you defined the rank structure in your community
(points per level, rank name, points per type of
contribution)?
• What type of engagement is most important in your
community and how will you motivate and reward members
for this activity?
• What is your plan to feature top contributors and comapny
experts?
• Do you (or will you) have an MVP program in your
community?
Created by: C Castro (Salesforce), P Venkat (Salesforce), D Spinks (CMX Hub)Section 1
HOW TO USE THIS CANVAS:
Inspired by the Business Model Canvas, we’ve developed this tool to help Community Managers plan their ongoing management of their community. This canvas is divided in
three sections: Section 1 contains some questions you should think about for each element, Section 2 is a blank canvas for you to complete and Section 3 is a sample canvas to
show the kind of information you might want to include.
Questions/Comments? Please contact: ccastro@salesforce.com
PURPOSE JOURNEY (USERS/TOUCH-POINTS)
• Describe the purpose of the community
• What value does it bring to your employees/partner/customers?
• How can the company and community member create value together?
• What are the options available (internal/external) to promote community?

PURPOSE JOURNEY (USERS/TOUCHPOINTS)
• Describe the purpose of the community.
• What value does it bring to your employees/partners/customers?
• How can the company and community members create value together?
• What are the options available (internal/external) to promote the community?
KEY METRICS: ADOPTION KEY METRICS: ENGAGEMENT KEY METRICS: ROI MEASUREMENT
Sample Metrics:
• Active members as a percentage of total members (last 30 days)
• Contributors as a percentage of total members (last 30 days)
• Readers (lurkers) as a percentage of active users
• Number of groups created
• Number of active groups as a percentage all groups
• Profile completeness (a percentage of members)
• Page views
• Logins
• Post volume per month/quarter
• Membership growth per month/quarter
• Comments per month/quarter
• Groups created per month/quarter
• Number of repeat visits
responsibilities)?
• How will you recruit/involve them? What responsibilities will
they be given?
• What are the 4—5 things members need to do to onboard in
your community?
your community?
etc.)?
members?
unit objectives?
community?
updates?
etc.)?
the next 12 months?
months?
contribution)?
for this activity?
• What is your plan to feature top contributors and company
experts?
community?
© Copyright 2015 salesforce.com, inc.Section 1
HOW TO USE THIS CANVAS
Inspired by the Business Model Canvas, we’ve developed this tool to help community managers plan their ongoing management of their communities. This canvas is divided into
two sections: Section 1 contains some questions you should think about for each element and Section 2 is a blank canvas for you to complete.
Questions/Comments? Please contact ccastro@salesforce.com.
responsibilities)?
they be given?
your community?
your community?
etc.)?
members?
unit objectives?
community?
updates?
etc.)?
the next 12 months?
months?
contribution)?
for this activity?
experts?
community?

Sample Metrics:
• Page views
• Logins
responsibilities)?
they be given?
your community?
your community?
etc.)?
members?
unit objectives?
community?
updates?
etc.)?
the next 12 months?
months?
contribution)?
for this activity?
experts?
community?
© Copyright 2015 salesforce.com, inc.Section 1
Sample Metrics:
• Page views
• Logins
responsibilities)?
they be given?
your community?
your community?
etc.)?
members?
unit objectives?
community?
updates?
etc.)?
the next 12 months?
months?
contribution)?
for this activity?
experts?
community?
© Copyright 2015 salesforce.com, inSection 1

RESOURCES
http://www.communityroundtable.com/
http://cmxhub.com/
#esn & #cmgr on Twitter
http://www.feverbee.com/
http://mycmgr.com/

Community Engagement Best Practices (April 18, 2016)

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (20)

Andere mochten auch

Andere mochten auch (12)

Ähnlich wie Community Engagement Best Practices (April 18, 2016)

Ähnlich wie Community Engagement Best Practices (April 18, 2016) (20)

Mehr von Salesforce Partners

Mehr von Salesforce Partners (20)

Kürzlich hochgeladen

Kürzlich hochgeladen (20)

Community Engagement Best Practices (April 18, 2016)