Selling social media to skeptics final.pptx

A Seven Step Scientific
Method for Selling Social
Media to Skeptics
MarketingProfs PRO Seminar - 2.24.11

Sametz Blackstone Associates

Um… What’s a
Twitter?

3

Oh, right! Facebook!
That’s where I play
Farmville!

4

People actually care
about what you had for
lunch?

5

Can’t we get the intern
to do it?

7

Image: http://www.flickr.com/photos/anderspace/ 8

WHAT’S THE ROI?

9

Image: http://www.flickr.com/photos/offthahook-two/

SCIENCE.

Image: http://www.docstoc.com/docs/33964154/The-Physics-of-Roller-Coasters

Well,
homeostasis,
really.


The property of a
system, either open or
closed, that regulates
its internal
environment and tends
to maintain a stable,
constant condition.

What’s happening…

CHANGE AFTER

BEFORE

Or not.

(denial)

BEFORE

The Stages of
Social Media Acceptance

Energy

Time
Adaptation of
http://www.jobs.ac.uk/career-tools-and-advice/managing-your-career/381/career-crisis-3/
and http://nickisreef.blogspot.com/2010/09/renewal-abs-carnival-blog-post.html

The Stages of

Energy

1. Shock
"There's no chance anyone
cares what you had for
lunch."

Time
Adaptation of

The Stages of

Energy

2. Denial
"Yes, and we all loved acid
wash, too."

1. Shock
lunch."

Time
Adaptation of

The Stages of

Energy

2. Denial
wash, too."

3. Negotiation
"Surely I can tweet from my
rotary phone?"

1. Shock
lunch."

Time
Adaptation of

The Stages of

Energy

2. Denial
wash, too."

3. Negotiation
rotary phone?"

1. Shock
lunch."
4. Depression
Checking in @ "Valley of Tears”

Time
Adaptation of

The Stages of

Energy

2. Denial
wash, too."

3. Negotiation
rotary phone?"

1. Shock 5. Acceptance
"There's no chance anyone "A door closes... but a
cares what you had for Facebook chat window
lunch." opens.”
4. Depression

Time
Adaptation of

The Stages of

Energy

2. Denial
wash, too."

3. Negotiation 6. Experimentation
"Surely I can tweet from my “You always remember your
rotary phone?" first…RT.”

lunch." opens.”
4. Depression

Time
Adaptation of

The Stages of
7. Integration
"Stop by our Facebook page
Energy and tell us what you had for
lunch!"

2. Denial
wash, too."


lunch." opens.”
4. Depression

Time
Adaptation of

The Stages of
Social Media Skepticism
7. Integration
lunch!"

2. Denial
wash, too."


lunch." opens.”
4. Depression

Time
Adaptation of

Figure out:
  Where they are
  How to move them to
the next stage

Be we don’t have to
reinvent the wheel.

Image: http://www.flickr.com/photos/vgm8383/

Or the process.
(That exists, too.)

And it’s
SCIENCE.


Well, the
scientific
method,
really.


0 Define the question
1 Observe
2 Investigate
3 Hypothesize
4 Experiment
5 Analyze
6 Retest

the method

SCIENTISTS
=
SKEPTICS
(always questioning)
© Sametz Blackstone Associates 41

SCIENTISTS
=
SKEPTICS
(always questioning)

Use it in two ways:
  Making your case
  Getting started

Let’s see how.

Image: http://www.flickr.com/photos/wiless/

Um… What’s a
Twitter?

46

How can we best use
social media in our
business?

Is a Facebook page an
effective way for us to
increase awareness of
our new products?

QUESTIONS
REVEAL
(the nature of their)

FEAR

QUESTIONS
REVEAL
WORLD
VIEW

The ROI Pyramid

Role: Metrics: Specific Data (examples)

© 2010 Altimeter Group

Ask, “why?”

Image: http://www.flickr.com/photos/markkeren/

Why do we need to be
on Twitter?


Why do we need to be
on Twitter?

Why?


It's all anyone ever
TALKS about!


It's all anyone ever
TALKS about!

Why?


Well, they are our
competitors. What if
they're making
connections
we aren’t?


Well, they are our
competitors. What if
they're making
connections
we aren’t? Why?


Because we're not
there yet!


Because we're not
there yet!

Why?


Because anywhere
customers are, we
need to be!


Because anywhere
customers are, we
need to be!

Why?


Because we need
more business – right
now.


So you want to know
whether or not we can
use Twitter to
generate new
business?


So you want to know
whether or not we can
use Twitter to
generate new
YES. business?


Answer the question:
  What am I (or they)
trying to figure out
about social media?
  How do I frame it in a
way that resonates?

Example
  Mid-size B2B services firm
  Brand pros:
— 30 years old, well-established
— Strong – and real – thought leadership in primary
practice areas
  Brand cons:
— Shrinking traditional market
— Reputation as conservative, expensive
  New business traditionally through word of mouth
  In social media for two years (blog, Twitter)
— Awareness is up, but not new clients
  Highly social media-skeptical CEO


Could a Web-based
“talk show” help
generate new leads?


1
observe
Listen
Watch

Grow bigger ears –
and eyes.

Paraphrase of Chris Brogan
Image: http://www.flickr.com/photos/rollercoasterphilosophy/

  Run searches for
relevant keywords
  Establish accounts on
the major social
networks
  Document what you
learn

Example: Listening
  Searches for practice-area conversations on
— Blogs
— Twitter
— Facebook
— LinkedIn

  Findings:
— Plenty of potential customers
— Interest / needs focused on two of three practice
areas


Example: Watching
  Searches for and listens to relevant
— Podcasts
— Webinars

  Findings:
— Plenty of podcasts and webinars on one practice
area, very few on second
— Most webinars are 45 minutes – 1 hour and weekly
— Most podcasts are 20-30 minutes, also weekly
— Interactivity mostly limited to hashtag chats on
Twitter
— Several are supported by email newsletters


2
investigate
Scope
Audiences
Content
Resources
Outcomes
Measurement

Scope

Image: http://www.flickr.com/photos/justbcuz/
/

What’s the scope?
  The whole organization?
  A department?
  A specific product?
  An individual?

Example: Scope
  Company decides initial scope would be the two
practice areas customers seem to be looking for
— Heavier focus on “underserved” area, to the extent
content is possible


Audiences

Image: http://www.flickr.com/photos/manyone/ /

  For your scope, which
audience(s) make the
most sense?
  What do they care
about?
  How do they perceive
you?

Example: Audiences
  Mid- to large-sized companies:
— With established social media presence
— Embarking on next phase of operation
— Expressed (or evident) need in one of three main
practice areas
— Interest from or access to C-level executives


Content

Image: http://www.flickr.com/photos/mrbill/

  For your scope and
audience, what’s the
best content?
  What already exists?
  What doesn’t?

Example: Content
  Company can take advantage of pre-existing
relationships with well-known social media figures as
guests
— Could set topics based on person’s area of expertise
or desired area of promotion
  Desired interactivity means content can come from
listeners (and prospective customers)
— Best to “preload” to ensure full agenda
— Opportunity to take “live” questions could
differentiate


Resources

Image: http://www.freepatentsonline.com/6508179-0-large.jpg

  For your scope,
audience, and defined
content, which tools are
most appropriate?
  What resources do you
need?
  How will you get them?

Example: Resources
  Currently under-utilized marketing manager could be
assigned to this as primary project
— If other projects come of his list
  Bi-weekly schedule is more sustainable
  New, interactive platform is on offer – and is
differentiating
  Can tap into social media and professional networks for
guests
  Need to actively seek prospect questions and live
audience
— So, need time to build awareness


Outcomes

Image: http://www.barcelonaphotoblog.com/2007/06/amusement-parks-roller-coaster-panic-at.html

Are you trying to
achieve:
  awareness?
  comprehension?
  participation?
  loyalty?
  support?
(choose one)

Example: Outcomes
  Skeptic = CEO, so this needs to be about
— Money in the door
— How that relates to social media efforts
  Participation is key
— Participation = increased # inquiries (including RFPs)
— Inquiries need to be trackable from social media


Measurement

Image: http://www.flickr.com/photos/ericsbinaryworld/

Goals drive metrics,
metrics drive results

Reputation / Get the
GOALS relationships word out
Sales

METRICS Relationship Engagement
% hearing
scores index

Cost per
Rec’s % believing
customer acq.

Positioning % acting Web analytics

Engagement Sales leads

Marketing mix
modeling

Adapted from K.D. Paine & Partners, kdpaine.com. 99

What do you need to measure?

Impact ROI
(Outputs / outtakes) (Outcomes)

Did sale
s, reven
profits in ue, or
Did your crease?
relations
hips imp Did your
rove? relations
hips
Were yo change?
ur mess
commun ages
icated? Did the r
ight peo
show up ple
Did you ?
exposur get the
e you wa Did audi
nted? e n ce
behavior
change?

Adapted from K.D. Paine & Partners, kdpaine.com. 100

  What does success look
like?
  How will you measure
it?
  How will you tie it to
concrete business
results?

Example: Measurement
  Impacts
— + Blog traffic
— + Blog-to-website clickthroughs
— + Invitations to speak / present
— + Inquiries about appearing on show

  Outcomes
— + Inquiries
— + Sales presentations
— + Lead-to-sales conversions


Feeling scientific
Image: http://www.docstoc.com/docs/33964154/The-Physics-of-Roller-Coasters yet?

For {scope}, {content}
from {sources}, used
across {tools}, will
produce {measured}
{results} with
{audiences}.

Example: Hypothesis
  For our primary and secondary practice areas, we’ll
produce a biweekly web “talk show” featuring our
service providers and guests from our social and
professional networks talking about and taking
questions from prospective and current customers in a
live format that takes advantage of a new, interactive
webinar platform.

The web talk show will increase inquiries from manager-
and C-level staff by 100% (to an average of 2 per week)
and conversions by 50% (to 50% of inquiries).


4
experiment
Design
Execution

Observation ≠
participation.

You have to do it.
Image: http://www.flickr.com/photos/seanettles/ 109

  Outline the steps of
your experiment, with
start and end dates
  Execute your plan,
while documenting
significant events,
impressions, and
ongoing results

Example: Experiment
  Design
— 3-month experiment, 6 episodes
— Determined baselines
— Set editorial calendar
— Designed promotion plan
> Awareness
> Content

  Execution
— Went as anticipated – met deadlines
— Unexpected coverage of experiment in traditional
press


Numbers
Sentiment
Actions

Image: http://www.flickr.com/photos/kiwi2/

  Collect metrics
  Overlay results onto
experiment steps and
significant events
  Note alignments
  Draw a conclusion

Step 1: Establish baselines

8% YoY growth

Before social media After social media

Adapted from Olivier Blanchard, thebrandbuilder.wordpress.com. Used with permission. 115


8% YoY growth 60% YoY growth




Is something happening
here?

8% YoY growth 60% YoY growth



Step 2: Create activity timelines



week 32 week 33 week 34 week 35 week 36


Step 3: Track key metrics

Revenue



Net new customers



positive mentions

negative mentions

Transactional precursors



website visitors

blog-to-website
clickthroughs

blog comments
blog visits

Transactional precursors


Step 4: Overlay all timelines

activities

social data

web data

transactions

loyalty metrics, etc.


Step 5: Look for patterns

impact
impact
uncertain impact
impact

no impact


Step 6: Prove relationships

How was this group touched
by social media?


Example: Analyze
  Results:
— Increased show “attendance” week over week
— Underserved practice area resulted in more inquiries
than primary practice area
— Inquiries up 100%
— Conversions unchanged
— Waiting list for on-air prospects to help
— Blog traffic up
— Website click-throughs virtually unchanged


It takes practice.

Image: http://www.flickr.com/photos/nfalsey/

Hypothesis confirmed?
  Define a new question
and start again

Disproven or
inconclusive?
  Revise hypothesis
  Design new experiment
  Retest

Example: Retest
  Revise hypothesis:
— Tighten focus on underserved practice area
— Add talk show landing page with call to action
— Add supporting newsletter
— Add blog posts to support SEO
— Increase links back to main website from blog
— Etc.


Limitations
  Not necessarily suited to the “dive right in” types
  “Experimental” and “iterative” can be a tough sell
  There needs to be at least a willingness to try
  (or a culture of forgiveness)

Benefits
  Time-tested method
  Can be time-bound – low-commitment
  Documented
  Thus, repeatable
  And measurable
  Shows, rather than tells
  Iterative

Remember that feels
like this.

Identify where your skeptic is
7. Integration
lunch!"

2. Denial
wash, too."


lunch." opens.”
4. Depression

Time
Adaptation of

What to use, with whom, and when
Stage of Acceptance What they need What to use or
highlight
SHOCK Reassurance Whole method

DENIAL Commiseration Incognito method

NEGOTIATION Low-commitment Experimental nature

DEPRESSION Consolation Steps and limited
timeframe

ACCEPTANCE Planning Whole method

EXPERIMENTATION Practice Experimental nature

INTEGRATION You, needing them Success


Who I am
  Tamsen McMahon
  tamsen@sametz.com
  @tamadear

  Sametz Blackstone Associates
  www.sametz.com
  www.sametz.com/roundthesquare
  @sametz

  Brass Tack Thinking
  brasstackthinking.com

Selling social media to skeptics final.pptx

Selling social media to skeptics final.pptx

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Selling social media to skeptics final.pptx