Resource Planning for Social Media Marketing - EBriks Infotech

1. Resource Planning Considerations for
Social Media

2. I said I would talk about
• How many people should you hire and what roles should
they have?
• What business processes do you need to manage the
program?
• What are the KPIs you need to look at and how do you
troubleshoot when they are off from goal?
• What technologies do you need and what does it take to get
them in place?
• What specific metrics should you use to validate social
media projects and determine future investment?
2

3. That is too much to cover in detail
3

4. 4
Why do we care?

5. Social Media Usage is Exploding
• 3 out of 4 Americans use social technology*
5
* Forrester, The Growth Of Social Technology Adoption, 2008

6. Social Media Usage is Exploding
• 3 out of 4 Americans use social technology
• 2/3 of the global internet population visit social networks*
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* Nielsen, Global Faces & Networked Places, 2009

7. Social Media Usage is Exploding
• 3 out of 4 Americans use social technology
• 2/3 of the global internet population visit social networks
• Visiting social sites is ahead of personal email as the 4th
most popular online activity*
7
* Nielsen, Global Faces & Networked Places, 2009

8. Social Media Usage is Exploding
• 3 out of 4 Americans use social technology
• 2/3 of the global internet population visit social networks
• Visiting social sites is ahead of personal email as the 4th
most popular online activity
• And, it’s growing at 3X the rate of the overall Internet*
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* Nielsen, Global Faces & Networked Places, 2009

9. It’s changing your customers expectations
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10. 93% OF SOCIAL MEDIA USERS
BELIEVE A COMPANY SHOULD HAVE
A PRESENCE IN SOCIAL MEDIA
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CONE, BUSINESS IN SOCIAL MEDIA STUDY, SEPTEMBER 2008

11. 85% BELIEVE THAT A COMPANY
SHOULD GO FURTHER AND ALSO
INTERACT WITH ITS CUSTOMERS
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CONE, BUSINESS IN SOCIAL MEDIA STUDY, SEPTEMBER 2008

12. You should know it’s not media
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13. 13
It’s communication

14. Every department uses communication
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15. But, I’m going to focus on marketing
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16. Specifically I’ll discuss
• Staffing
16

17. Specifically I’ll discuss
• Staffing
• Business Processes
17

18. Specifically I’ll discuss
• Staffing
• Business Processes
• Technology
18

19. Specifically I’ll discuss
• Staffing
• Business Processes
• Technology
• Measurement and Decision Making
19

20. Specifically I’ll discuss
• Staffing
• Business Processes
• Technology
• Measurement and Decision Making
20

21. 21
Staffing

22. How are the top brands staffed?
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23. How are the top brands staffed?
• 11 channels
• 6 people
Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf

24. How are the top brands staffed?
• 11 channels
–35 Twitter accounts
• 22+ people
Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf and http://www.dell.com/twitter

25. How are the top brands staffed?
• 10 channels
– 6 yr. old community with 1.7
MM users
• 35 people
Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf

26. How are the top brands staffed?
• 9+ channels
• 1,400+ people
Source: http://twitter.com/TWELPFORCE/status/3451116686

27. What return are they seeing?
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28. What return are they seeing?
• Activity x Channels = Engagement
Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf

29. What return are they seeing?
1. Mavens
– High activity, many channels
2. Butterflies
– Low activity, many channels
3. Selectives
– High activity, few channels
4. Wallflowers
– Low activity, few channels
Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf

30. What return are they seeing?
Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf

31. Example Structure
31

32. Example Structure
32

33. Example Structure
33
Doers
Managers
Director
Leadership CMO/VP
Program
Director
Social
Networking
Social
Indexing
Blogging Monitoring Measurement
Networkers Indexers Bloggers Monitors Analysts

34. Example Structure
34
Doers
Managers
Director
Leadership CMO/VP
Program
Director
Social
Networking
Social
Indexing
Blogging Monitoring Measurement
Networkers Indexers Bloggers Monitors Analysts
Smaller programs either won’t need this layer or
will have fewer in it

35. Example Structure
35
Doers
Managers
Director
Leadership CMO/VP
Program
Director
Social
Networking
Social
Indexing
Blogging Monitoring Measurement
Networkers Indexers Bloggers Monitors Analysts
You may need more or less people depending
how many channels you’re in.

36. Example Structure
36
Doers
Managers
Director
Leadership CMO/VP
Program
Director
Social
Networking
Social
Indexing
Blogging Monitoring Measurement
Networkers Indexers Bloggers Monitors Analysts
Supporting roles scale with channel staff

37. 37
Business Processes

38. Operational Models
38

39. Operational Models
39
Call Center Model
Dedicated staff exclusively focused on social communication

40. Operational Models
40
Call Center Model
Pros Cons
• Focused staff
• Can be outsourced
• Highly scalable
• Relationship segregation
• Requires additional staff

41. Operational Models
41
Hub and Spoke Model
Monitoring
Team
Marketing Support
Sales Product

42. Operational Models
42
Hub and Spoke Model
Pros Cons
• Uses existing staff
• Improves the relationship
customers, partners, media,
and others with core staff
• Staff is “plugged in”
• Can be a distraction from
key priorities
• Response times can be
slow
• May not be able to support
volume for large brands

43. Operational Models
• It’s not necessarily about hiring new people, it’s
reconsidering what they’re doing.
43

44. Operational Models
• It’s not necessarily about hiring new people, it’s
reconsidering what they’re doing.
• It’s not about eliminating conversation, it’s about generating
more activity. Remember, it’s the Mavens that see financial
performance gains.
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45. Common Processes
45

46. Common Processes
• Publishing
46

47. Common Processes
• Publishing
• Response
47

48. Common Processes
• Publishing
• Response
• Outreach
48

49. Common Processes
• Publishing
• Response
• Outreach
• Networking
49

50. Common Processes
• Publishing
• Response
• Outreach
• Networking
• Monitoring
50

51. Common Processes
• Publishing
• Response
• Outreach
• Networking
• Monitoring
• Governance
51

52. Example Workflow
52

53. Example Workflow
53

56. 56
Technology

57. Types of Tools
57

58. Types of Tools
Monitoring
• Aggregation
• Filtering/Sorting
• NLP
• Analysis
58

59. Types of Tools
Measurement
• Collection
• Processing
• Visualization
59

60. Types of Tools
Relationship
Management
• Contacts
• Context
60

61. Types of Tools
Workflow
• Delegation
• Supervision
• Coordination
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62. Types of Tools
Publishing
• Editing
• Storage
• Delivery
62

63. Example Configuration
63

64. Example Configuration
64

65. 65
Measurement &
Decision Making

66. High-Level KPIs

67. High-Level KPIs
Mentions
67

68. High-Level KPIs
68
Mentions
Traffic

69. High-Level KPIs
69
Mentions
Conversions
Traffic

70. High-Level KPIs
70
Mentions
Conversions
Traffic
Leads

71. High-Level KPIs
71
Mentions
Conversions
Opps
Traffic
Leads

72. High-Level KPIs
72
Mentions
Conversions
Opps
Traffic
Leads
Sales

73. High-Level KPIs
73
Mentions
Conversions
Opps
Traffic
Leads
Sales

74. Channel Health Indicators
74

75. Channel Health Indicators
75

76. Channel Health Indicators
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• It goes much deeper
– Group behavior
– Social dynamics

77. Property Health Indicators
77

78. Property Health Indicators
78

79. Example Decision Making
79

80. Example Decision Making
• Measure which messages on which channels deliver value
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81. Example Decision Making
• Measure which messages on which channels deliver value
• Requires an integration between social media monitoring
and analytics to close the loop
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82. Example Decision Making
82
Mentions ConversionsTraffic

83. Thank you!
83