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  1. 1. The Social Media Strategist Building A Successful Program From The Inside OutChristopher Barger, SVP Global Social Media, Voce ConnectRadian6February 9, 2011
  2. 2. Death, Taxes, and…2
  3. 3. Social Media: The Reality3
  4. 4. Organizational Social Media: A Common Mistake4
  5. 5. Organizational Social Media: A Common Mistake5
  6. 6. Organizational Social Media: “Lucky Seven” Essential Elements• An Executive Champion• Clear Lines of Authority• A Social Media Evangelist• Sensible Metrics & Measurement• Partnership with Legal• A Solid Social Media Policy• Employee Education and Training6
  7. 7. The Executive Champion7
  8. 8. The Executive Champion• Has credible authority• Can moderate disputes• Can sell to the C-suite• Can provide or raise budget• Liaison between social & greater strategy• Strong relationship with social media evangelist8
  9. 9. Establishing Consensus: Who “Owns” Social Media? Source: Flickr, “BrandonB”9
  10. 10. Lack of Clarity: Risks “Too Many Cooks In The Kitchen,” John• Inconsistent online Cherry presence and brand personality – Audience confusion• Internal turf wars drain energy, attention and resources• Staff frustration and burnout10
  11. 11. Clear Lines of Authority: Claims to Ownership11
  12. 12. Clear Lines of Authority• “Lead” does not mean “exclusive”• No other business strategy executes independently; social shouldn‟t either• Regular contact and collaboration is necessary for success• Guard actively against development of “box-checking” mentality12
  13. 13. The Evangelist13
  14. 14. The Social Media Evangelist: Internal Keys To The Role• Not just a “social media rock star”• More than just a community manager – Strategist with business focus – Consensus and bridge builder internally• Equally focused on – and adept at – the internal aspect of the job – Can delegate as opportunity to do so arises• Has some experience or seasoning14
  15. 15. The Social Media Evangelist: External Keys To The Role• Actively involved in social networks• Comfortable showing some personality• Rents, doesn‟t own15
  16. 16. Dealbreakers: For The Business• Overemphasis on personal brand• No marketing or PR background• Hasn‟t done homework• Social media-speak• Catch-phrases• Unrelated titles/professional immaturity• Hasn‟t delivered business results16
  17. 17. Dealbreakers: For The Candidate• Lack of clarity in the organization over “who owns social”• No clear champion for social – or for you• Unclear or no commitment of resources• Failure to understand, accept or commit to interaction• Social media is pushed to the kids‟ table17
  18. 18. ROI & Measurement• Define “success” and know what you want to see before you start• Know your zero point• Select the measurement tools that fit your goals• Numbers don‟t mean what you might think they mean – Up to 47% of Twitter accounts are abandoned – 57% of Facebook users hide brand content in their news feeds• Strong measurement against metrics can be merchandised inside the organization Source: eMarketer18
  19. 19. Working With Legal: Why?• Recognize that you have similar goals: the company‟s best interests• Recognize that “the right thing” in social and the company‟s best interests aren‟t always directly parallel – Transparency is not a zero-sum game• There is no longer anything such as “ask forgiveness later”• Opportunity to create your own legal social media „experts‟19
  20. 20. What Legal Brings To The Table• Understanding & informed interpretation of FTC guidelines• Knowledge & informed interpretation of emerging case law• Experienced eye for policy development• Rules and ToC for contests and promotions20
  21. 21. Building Social Media Policies • Why? – Protects organization and employees • Who? – All functions that affect or are affected by social • How? – Sync with established business guidelines – Compromise will be necessary – Policy and “usage guide” are not the same thing21
  22. 22. Good Social Media Policies: Common Elements • A statement that employees are expected to follow organizational ethics guidelines in the social web • Reminders of individual responsibility and liability • Reminder of the need for disclaimers that employees do not speak for the organization • Disclosure of affiliation with the organization when posting • Respect for copyright and fair use laws • Honoring the confidentiality of proprietary or internal information • Prohibitions on hate speech, ethnic slurs, etc. • Privacy and discretion reminders22
  23. 23. Education and Training• Tier 1: The Basics – Review social media policy – Familiarization with tools and platforms, uses – Etiquette guide – Resources for learning – Points of contact within the organization• Tier 2: Advanced for Regular Use – Instruction on how to represent the brand – Case studies – Scenario planning and “war games”23
  24. 24. Education and Training• Tier 3: Everyday Reps – Outside speakers – Conferences and influencer events – Direct experience• Doing the training – Intranet modules – Classroom instruction – both lecture and lab – Ongoing education • Lunch and learn/brown bag sessions • Newsletters and emails • Internal social communities (Yammer, SocialCast, etc.)24
  25. 25. “Immerse and Disperse” • 15+ people did a stint on social media team • Served approximately one year • Moved on to other parts of the business • Result: 20+ “experts,” dozens more at intermediate level25
  26. 26. The Book How to build an organizational social media practice Available at stores, on Amazon.com, on Kindle, and barnesandnoble.com Facebook.com/thesocialmediastrategis t26
  27. 27. THANK YOUchristopher@voceconnect.com Twitter: @cbarger

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