Slides for the Social Media: Strategy and Management class - Strathclyde Business School, May 2012

1. ENERGISE2-0.COM
Social Media:
Strategy and
Management
Dr Jim Hamill
www.energise2-0.com
www.twitter.com/drjimhamill
May, 2012

2. Course Overview
• The Social Media Revolution……
• Key issues involved in developing, implementing and
proactively managing an effective social media strategy for
building sustained customer and competitive advantage
• A simplified Balanced Scorecard approach will be used to
ensure that social media actions and initiatives are fully
aligned with and supportive of core business goals and
objectives
• A key focus will be the use of agreed KPIs and targets to
measure on-going social media performance and business
impact
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3. Learning Outcomes
Subject specific knowledge and skills:
•Opportunities and threats presented by the Social Media Revolution
•Key issues involved in developing an effective Social Media Strategy
•Steps involved in successful strategy implementation and
management
•Key social media success factors
•Balanced Scorecard approach to measuring social media performance
and business impact
•Organisation, people and resource issues critical to social media
success
•Practical case examples of social media in action
•Importance of becoming a ‘social business’
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4. Learning Outcomes
Cognitive abilities and non-subject specific skills:
•Undertake a social media landscape analysis for your organisation
•Set up a Social Media Listening System
•Develop an agreed Social Media Strategy for your organisation
•Agree the core business objectives, goals and targets to be achieved
•Identify the key social media actions and initiatives to be
implemented and an ‘Action Plan’ for getting there
•Agree the Key Performance Indicators (KPIs), metrics and analytics to
be used in measuring social media performance, business impact and
ROI
•Ensure that all key success factors have been considered
•Gained experience in participating in an online mutual support and e-
learning community
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5. Teaching and Learning Methods
The four main teaching and learning methods used in the class
will be:
•Lectures and related support material
•Open discussion and debate in class
•Group work in developing an agreed Social Media Strategy for
an organisation of your own choice
•Proactive participation in an online learning community set up
to support the class
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6. Questions
If you have any questions, don’t bother
asking because I don’t really care if you have
any questions, what your opinion is or what
you think. If you ask a question I will ignore
you
How many companies treat their
customers that way?
How ‘social’ is your organisation?
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7. A conversation
not a broadcast
presentation
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8. Assignment
• The assessment for this class will be a group assignment
involving a class presentation and preparation of a Social
Media Strategy Document for an organisation of the group’s
own choice (Word limit: 3,000 words)
• Students failing to pass the assignment with a mark of 50% or
more will be required to resubmit
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9. Agenda
• Understanding the Basics - The Social Media Revolution;
Social Media in Action – Examples; Key Things to Remember
about Social Media; Social Media Listening System
• ‘Getting There’ – Social Media Planning Pays
– Social Media Strategy Development
– Implementation
– Performance Measurement and Business Impact
• From Social Media to Social Business
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10. Timetable
• Monday/Tuesday
– ‘Lecture’ and class discussion
• Thursday
– Group presentations
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11. Assignment/Group Work
Groups of 4/5 students
Taking an organisation of
your own choice, evaluate the progress
made in adopting social media.
Your evaluation should cover use of social media
on the organisation’s own web site and the extent of their
involvement in external social media sites.
Make strategic recommendations for improvement
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12. Continue the conversation at
www.energise2-0.com
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13. www.energise2-0.com
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14. Let’s start with a
few questions?
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15. Social Media: The State of Play
Where are we in our use of
social media?
What progress has been
made?
Where are we going?
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16. What road are we on?
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17. Our View on Progress Made
Interest and enthusiasm has grown rapidly
Channels are being set up
But lack of strategic planning leads to
problems down the line - resourcing,
content, customers, performance
measurement, business impact and ROI
A broadcast mentality prevails…….
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18. Is there something fundamentally
wrong with our approach to
Social Media?
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19. Something Wrong…..
Are we using social media as just another PR/marketing
channel for broadcasting messages AT customers telling
them how good we are?
Is anyone listening
anymore?
Have the rules of business
changed?
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20. Be Social
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21. Be ‘Customer Led’
Talking WITH rather than
AT your customers is the
core foundation of a
successful social media
strategy
The basis of a good
conversation is
to listen first
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22. ‘Social Media Planning Pays’
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23. The Social Media
Revolution
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26. Web 2.0/Social Media
An Overview
»Applications
»Features and Characteristics
»Implications
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27. Business/Marketing 2.0
Impact – Wikibusiness Web 2.0 Applications
Mindset Open source
Business Intelligence Online Applications/ Web Services
Customer Insight and Understanding Social/ Prof 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

28. Social Media in Plain English
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29. How important
has it become?
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30. The Social Media Revolution
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31. Potential Business Benefits
of Social Media
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32. Business Benefits
• Market Knowledge
• Customer Insight and Understanding
• Customer Interaction
• Enhanced Customer Experience
• Business Intelligence
• Reputation Management
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33. Business Benefits
• Improved Sales and Marketing
• Identify and network with high value, high growth prospects
• Product Development and R&D e.g. engage and co-create
• Internal cost savings
• Improved Operations and Internal Processes
• Increased ROI
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34. Potential Business Benefits
5 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)
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35. Social Media in Action
Quick Examples
(General)
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36. ENERGISE2-0.COM
In a Web 2.0 Era, the Brand Becomes the
Customer Experience of the Brand
A quick ‘personal experience’
Dubai Hotel

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42. From the web site
• This 5-star hotel and residence offers European hospitality with an
unmistakable French touch. The hotel consists of 318 beautifully
appointed guest rooms/suites, while the residence offers 112 fully
furnished and equipped deluxe Studios and 1-3 bedroom
apartments.
• The ultimate in comfort, we offer 318 luxuriously elegant rooms and
suites.
• Take a trip. Escape. Go and visit somewhere new and see if we are
there… Give in to that irresistible wanderlust. Discovering and
staying in the most exceptional hotels in the world has become the
modern-day Graal, a game, a quest…
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43. The Customer Experience
of the Brand
Tripadvisor
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44. From Tripadvisor
• It's getting old, the rooms are unappealing and it will never be more
than a business hotel
• Being a Sofitel hotel we expected something quite 'flashy'
unfortunately we were let down. The rooms, although comfortable
and clean, were not of the standard we expected and were
definately not what we expected after looking at the photos on the
hotel's website.
• Booking my stay via the Sofitel website after a pleasant experience
at several other Sofitel locations over the past 2 years with my new
job I was looking forward to a 5 star luxury stay after a stressful
business trip. My expectations were reasonable, however certainly
not met by this hotel
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47. United Breaks Guitars
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48. Crowdsourced NPD
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49. www.skittles.com
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50. The rules of the game have changed
The 5 key things to remember
about Social Media
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51. 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
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52. 2. It’s Social
A conversation
not a broadcast
platform
Conversations are taking
place relevant to your
brand – are you listening?
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53. The Connected Consumer
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54. 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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55. ENERGISE2-0.COM

56. 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 your web site
If you treat us like sheep, we will tell you
to ‘flock off’.
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57. Do You Listen?
Source: The Future of Advertising, APA, 17/02/09 as published on Slideshare (
www.slideshare.com) ENERGISE2-0.COM

58. Do You Listen?
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59. 5. The End of Business as Usual
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60. The End of Business as Usual
‘Winners’ will be those organisations who fully utilise
the interactive power of Web 2.0 technology for
engaging with and energising customer and
network relationships
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61. New Performance Measures
• Business success depends on the quality of your customer
base; the strength of the relationship you have with quality
customers; and your ability to leverage that relationship
• In a social media era, business success depends on the
– Quality of your network
– Relationship strength
– Ability to leverage
The 6Is Approach
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62. Performance Measurement
 Involvement – network/community numbers/quality, time spent,
frequency, geography
 Interaction – actions they take – read, post, comment, reviews,
recommendations
 Intimacy – affection or aversion to the brand ; community sentiments,
opinions expressed etc
 Influence – advocacy, viral forwards, referrals and recommendations,
social bookmarking
 Insight – customer insight
 Impact – business impact
Social Media Monitoring Tools –Audit, Assess,
Impact
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63. The ‘6Is’ Approach
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64. Bob Dylan
Come gather 'round people
Wherever you roam
And don’t criticise
What you can't understand
Your sons and your daughters
Are beyond your command
Your old road is
Rapidly agin‘
Then you better start swimmin’
Or you'll sink like a stone
For the times they are a-changin’
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65. A note on
Inbound Marketing
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66. Inbound Marketing
Spread your content as widely
as possible to get found
Pull people to your
web site, blog etc
Flood your ‘funnel’ with
suspects
Analyse and Convert
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67. Inbound Marketing
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68. Inbound Marketing
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69. What’s wrong with this approach?
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70. Drowning in an Sea of Noise
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71. Our Response
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72. The Customer Manifesto
We are not sales suspects,
prospects or leads. We do not
want to be converted
We are no longer an ‘audience’
We are people. In fact,
‘We Are The People’
We are your customers and
we are King! Social media
empowers us. We control the
Information Age.
Welcome to our world, not yours! ENERGISE2-0.COM

73. The Customer Manifesto
Don’t treat us like passive sheep
waiting to be driven to your web site or blog
Use social media to deliver exceptional
Customer Experiences
That way, we will become brand
advocates and ‘spread the word’ for you
Our network will listen more to us than you
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74. We are the Children of the Revolution
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75. ‘Getting There’
Social Media Strategy
Development and
Implementation
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76. Practical Advice
and Next Steps to
Avoid the Road to
Nowhere
‘Social Media Planning Pays’
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77. ‘Social Media Planning Pays’
Key Steps in Developing, Implementing and
Managing a Successful Social Media Strategy
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78. Social Media
Development Cycle
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79. SM Development Cycle
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80. Each Step is being covered in detail on our blog at
www.energise2-0.com
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81. 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
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82. Social Media Strategy
and Action Plans
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83. 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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84. 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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85. 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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86. 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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87. Key Questions to Address
• What is the overall social media vision for your organisation?
• 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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88. 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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89. 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?
• Performance evaluation and business impact
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90. Potential Business Benefits
of Social Media
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91. Business Benefits
• Market Knowledge
• Customer Insight and Understanding
• Customer Interaction
• Enhanced Customer Experience
• Business Intelligence
• Reputation Management
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92. Business Benefits
• Improved Sales and Marketing
• Identify and network with high value, high growth prospects
• Product Development and R&D e.g. engage and co-create
• Internal cost savings
• Improved Operations and Internal Processes
• Increased ROI
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93. Potential Business Benefits
5 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)
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94. ‘Be Customer Led’
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95. Be Customer Led
• Who are our customers, community, tribe?
• Where do they hang out in social media?
• How can we best use Social Media to deliver an
exceptional customer experience at all stages of the
customer life cycle?
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96. www.mashable.com
E
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97. Who Are Your Customers?
• Your Social Media Strategy should be aimed at building a
‘quality’ customer base i.e. a strong online network of high
value, high growth potential customers providing your
company with a strong foundation for achieving sustained
growth and profitability
• First step:
– Undertake a detailed Customer Mapping and
Segmentation Analysis to identify your ‘Most Valuable’ and
‘Most Growable’ customers (actual and potential)
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98. Strategically position your customers
on a Customer Value Matrix based on
Customer Attractiveness
Probability of Success
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99. Customer Value Matrix
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100. Strategic Implications
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101. Quality Customer Growth Programme
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102. Business Benefits of this Approach
• Concentration of effort and resource on `quality’ customers – your
‘Most Valuable’ and ‘Most Growable’ customers
• Improved value delivery to existing high value customers. Build
learning relationships with them allowing you to better service their
emerging needs and wants through highly customised and
personalised products and services
• Maximise customer retention, loyalty and advocacy; ‘Up’ and
‘Cross’ selling opportunities
• Maximise customer profitability and lifetime value
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103. Business Benefits of this Approach
• Acquiring new `quality’ customers becomes easier because you
have got it right for existing customers
• Cost savings and improved marketing/sales efficiency through
targeting limited resources on `quality’ customers (actual and
potential)
• Building sustained customer and competitive advantage through
customer differentiation and brand advocacy
• Erection of loyalty barriers preventing your competitors from
stealing your `best’ customers
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104. The Customer Experience
Use Social Media to enhance the
customer experience at all stages of the
Customer Life Cycle
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105. Customer Lifecycle
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106. Implementation and
Performance Measurement
– Channel Action Plans
– Performance Measurement
– Organisation, Resource, People
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107. 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. Twitter, Blog, Facebook, Linkedin etc
• But not ‘Paralysis by Analysis’
• The Action Plan for each channel should include a clear
statement of…..
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108. Channel Action Plans
• Vision
• Channel Objectives
• KPIs and Targets
• Customers
• Key Channel Actions and Initiatives for ‘getting there
• Organisation, resource and people issues
• Tools and applications
• Performance measurement
• Do’s and Don’t’s
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109. Guidelines for Effective
Social Media Management
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110. 1. Channel Vision and Objectives
• Agree the overall vision for each channel
• Agree the main objectives to be achieved? Ensure that
these are closely aligned with and supportive of your
core business objectives? (Link back to your SM Strategy
Document from last week)
• Agree the KPIs and targets to be used in measuring on-
going channel performance
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111. KPIs and Targets
The 6Is Approach:
• Involvement – numbers/quality
• Interaction – level of two-way dialogue
• Intimacy – positive/negative sentiments
• Influence – word-of-mouth effect
• Insight – actionable market/customer insight
• Impact – business impact
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112. The ‘6Is’ Approach
112
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113. 2. Customers
• Who?: Agree the main customers groups for this channel
– link back to your ‘Customer Mapping Exercise’
• Agree objectives for each customer group e.g. build
brand awareness; engagement; loyalty; relationships;
advocacy
• How will this impact on your Channel Content Strategy?
How can you add value? Be ‘customer led’
• Include ‘Key Influencers’
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114. 3. Channel Basics
• Channel/Page Set Up
• Profile Information
• Design
• Basic Layout
• Terminology
• Features/Functions
• Integration
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115. 4. Key Success Factors
The ‘4Cs’ approach:
– Content
– Customers
– Conversations
– Conversion
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116. Content
• Quality is critical – add value
• Adopt an ‘outside-in’ rather than ‘inside-out’ approach
• Sales messages OK but subtle and in moderation
• Beware of gaffes
• Not just publishing content but also customer service
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117. Content
• Develop an agreed Content Plan
– Frequency
– Tone/Theme/Voice
– Topics
– Content Type e.g. text, infographic, video, podcast etc
– Own/Others Content
– Sources of Inspiration
– Channel Integration/Fit
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118. Why People Unfollow
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119. Why People Unfollow
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120. Customers
• Build the Community
– Be strategic – size matters, but ‘who’ is just as
important
– Use existing communications channels
– Use the community building tools of each channel
– Start by following, engaging then be followed
– Role of ‘Key Influencers’ is critical
– Avoid ‘get follower fast’ schemes
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121. Conversation
• Social media is ‘marketing as a conversation’ with your
network. It is not about one way broadcasting
• Actively encourage interaction e.g. blog posts end with
request for comments/feedback; on Twitter use Reply,
RTs often; on Facebook/Linkedin – participate in
groups/forums
• This has time and resource implications
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122. Conversion
Agree and measure the main
‘call to actions’ you are aiming for
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123. 5. Organisation, People, Resources
• Build the right organisational ‘culture’ and ‘mindset’ for
channel success
• Become a social organisation
• Ensure your channels are managed and resourced
properly
• Agree what policies and guidelines are needed
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124. 6. Tools and Applications
• A range of Social Media Management Tools are available.
Some are moving into Social CRM (SCRM) territory…
– Hootsuite
– Tweetdeck (now owned by Twitter)
– Seesmic
– Sprout Social
– Spredfast
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125. 7. 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…
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126. Performance Measurement
Should be undertaken at three main levels:
•Individual social media channels
•Overall ‘buzz’
•Business Impact
Using the 6Is approach
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127. Individual Channels
• Individual Channel Performance
– the effectiveness/success of each channel benchmarked
against agreed targets for the ‘6Is’ 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
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128. Social Media ‘Buzz’
• 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
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129. Business Impact
• 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?
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130. Performance Measurement Tools
A range of tools are available at each level:
•Individual Channels – e.g. Facebook Insights; Klout; Kred
•Overall ‘Buzz’ e.g. Topsy Analytics; Viralheat, other paid
SMM tools
•Business Impact e.g. Google (Social) Analytics; SCRM
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131. Organization, Resource and People Issues
• Organization, 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:
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132. Organization, Resource and People Issues
• 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?
• 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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133. Social Media Management
Do’s and Dont’s
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134. Do’s and Don’t’s
• Don’t Be a Showoff
– Your posts should add value to the ‘customer’ – it’s not
about ‘me,me,me’
• Don’t Use Poor Grammar or Spelling
– Don’t try to be too cool
• Don’t Get Too Personal (business users)
– Keep the conversations warm but professional; it’s what
business users expect and anything else comes off as
creepy
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135. Do’s and Don’t’s
• Don’t Automate
– It’s OK to schedule posts for specific times but don’t
automate everything. Social media is about
personal/brand engagement not blatant promotion e.g.
don’t automatically DM new twitter followers with a sales
message - it’s seen as spam.
• Don’t Leave Air in the Conversation
– Respond as quickly as possible – within hours not days.
• Don’t Overpost
– Don’t flood your followers’ timelines
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136. Do’s and Don’t’s
• Do Shout Out to Users Who Mention You
– Thank those making favourable comments; be very careful
how you respond to any negative comments
• Do Monitor Keywords and Sector Trends
– And respond when appropriate
• Do Make an Informative Profile
– It’s the first point of contact so critical. Tell what you will
be posting about
• Do Hang Out Where Your Customers Hang Out
– Don’t always expect them to come to you
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137. In Summary……..‘Social Media
Planning Pays’
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138. Thank You
Questions
www.energise2-0.com
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139. Social Media
Monitoring/Listening
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140. ENERGISE2-0.COM
Get Ready to Listen 

141. Why Listen?
Social Media is a
conversation
not a broadcast
platform
Conversations are taking
place relevant to your
brand – are you listening?
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142. Monitoring the Conversations
• Use Social Media Monitoring Tools to identify where your
customers ‘hang-out’ online and to monitor the conversations
relevant to your brand – also for measuring the ‘buzz’ about
your brand
• No or low cost tools such as Google Alerts, Yahoo Pipes, Social
Mention, Topsy, IceRocket, Blogscope, Blogpulse and
ViralHeat
• More expensive and sophisticated tools such as Radian6,
Alterian SM2, Sysomos Heartbeat and Infegy SocialRadar
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143. Social Media Monitoring
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144. Social Media Listening
RT s pro New
“ha :c lie duc as
ex d a h rep it w
pe te thi eck @ ts t
rie rrib s v ou co gh
nc ide t mp d
an tions ou ”
e… le staff o eti Br n th t…
“I ea
tor
” s me gr
Collect
Irre Search and Relevance Filters as ting
cha levan ro adc
nn t
Platforms and Channels
P R : B pos t s
els
Process
ing the
“I’m walk “X-Factor is
dog… ” Events assigned to the Social Graph Great..”
Categorisation and Tagging
t M
an c o or e
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Irre me Analyse m no
m is
m en e
co
Mention Volume and Importance o ise ts
RT #n
:n Demographics and Timing
o @
ign ise to Sentiment and Emotion clo
gg
or e be er
d
Actionable Insights
Source: Energise2-0
ENERGISE2-0.COM

145. 5 Key Steps to Effective
Social Media Listening
But first the Business Benefits
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146. Business Benefits
Listening provides business benefits:
– Market Knowledge and Intelligence. Where your customers, partners,
competitors and staff are hanging out online.
– Customer Insight and Understanding. What your customers and their
influencers are saying about you or your competitors.
– Identify and network with high value, high growth prospects.
Identifying key posts and follow-up actions.
– Interaction with Key Influencers. Identify influential sources for
incorporation into a wider strategic response.
– Reputation Management. Timely identification of potential reputation
issues.
– Improved Sales and Marketing. New prospects, customer and market
opportunities.
– Improved Performance Monitoring. Support a 6Is approach.
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147. 1. What
• What conversations do we need to monitor?
– Our own brand
– Product, industry, sector
– Competitors
– Customer segments
– Geography/Location
• Local
• Regional
• National
• International
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148. 2. Where
• Where are the relevant conversations taking place?
• What tools are available to help?
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149. Tools are available to help
• No or low cost tools such as…
– Google Alerts, Yahoo Pipes, Social Mention, Topsy,
IceRocket, Blogscope, Blogpulse and ViralHeat
• More expensive and sophisticated tools such as…
– Salesforce Radian6, Alterian SM2, Sysomos Heartbeat and
Meltwater Buzz
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150. Tools are available to help
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151. Tools are available to help
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152. 3. Set Up your Listening System
• Set up a customised Social Media Listening System to deliver:
– the right information
– to the right people
– at the right time
– in the right format
• But remember…
– Think strategically
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153. 4. Ask - So What?
• Information is not knowledge
• What are the results telling us?
• Analyse and develop ‘Actionable Insights’
• Is this…
– Something I should share with others?
– A reputation issue?
– A sales opportunity?
– A new network contact or potential influencer?
– An indication of where we should develop?
– A bell-weather on how we are doing?
– An indication of what our customers are feeling?
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154. 5. Consider your Response
• And finally…
• Think seriously about how you will respond?
• Are you fully equipped? Skills, Knowledge, Strategy, Plan
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