Social Media Management - Phase 1 (Design)

© 2015 AZBlue | www.AZblueinc.com
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SOCIAL MEDIA MANAGEMENT SERIES
PHASE 1 - DESIGN
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THE EVOLUTIONARY PROCESS
1. Overview – Imagine!
2. Social Management – Phase 1 (Design)
3. Social Management – Phase 2 (Optimize)
– Deliverable: Operational Roadmap
4. Social Management – Phase 3 (Build)
– Deliverable: Operational Management Document
5. Social Management – Phase 4 (Manage)
– Deliverable: User Scenarios
6. Social Management – Phase 5 (Professional Brand-building)
7. Social Management – Phase 6 (Sales)
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OPTIMIZE BUILD MANAGEDESIGN

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THE EVOLUTION OF BRANDS & SOCIAL MEDIA MANAGEMENT
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Social Brand – Highly interactive and
engaged brand uses social media to…
• connect with consumers &
customers by anticipating their
needs (based on previous)
• drive conversation with constant
questions and engaging content
• provide a long-term platform to
inspire advocacy and reward loyalty
• highlight the personality of the
brand thru people & relationships
(vs. corporations)
• connect consumer interaction to
brand KPI’s/ROI
• continuously engages in dialog with
consumers – not afraid to turn the
power of thought to the community
• empower the consumer to speak
• share information and provide
insider access
• continuously understand the
changing landscape of their market,
customer and competitor
• lead rather than follow the market
Social Marketer – Data driven brand
uses social media to…
• create, grow and manage user
communities
• support paid media investment
through content calendars
• measure marketing results thru
actions (clicks, likes, follows,
shares)
• respond to issues that impact
brand perception (Care & PR)
• occasionally start limited
engagement with closed-ended
comments
Social User – Activity-driven brand
uses social media to…
• measure traffic and sentiment
• craft social tactics around user
generated actions (channels, clicks,
sentiment)
• determine success metrics thru
quantitative analysis
• reactively change tactics (rare to no
engagement)
Social Monitoring Tools
Social Center of Excellence
Social Command Center
Profitability/Margin
No Risk/Reward - Safe Low Risk/Reward – Utilitarian High Risk/Reward – Interactive & Intuitive
Human
Technology

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Before we start, a few questions first…

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THE TASK: ASSESS WHAT YOU WANT AND HOW TO GET THERE!
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“gray area”
Brand Investments
Brand Strategy, Goals & KPI’s
How to integrate the top layer and bottom layers in
a way that allows the Enterprise, as a whole, to
function as one and maximize both investments and
results?
All brands have a
strategy in place
Most brands have
made investments
to drive results

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SOCIAL MANAGEMENT DESIGN PROCESS
Before anything can be designed, you need to know…
• What is the purpose and goal of the SMP?
• What is the end-state?
• How will it be evaluated/measured?
• What does success look like?
• Will Leadership see the value of their Investment??
• What type of ROI will get them there?
• Will this investment enhance the Enterprise as a whole?
• How will it create a brand persona?
• What the risks? Benefits?
• What is the competition doing?
• What do you already have in place? Can it be easily [and affordably] integrated?
• What is the evolutionary path to achieve effective Social Management?
– Social Listening
– Social Community Management
– Social Marketing/Content Management
– Social Care
– Social Management Response Center (SMRC)…
– Social Center of Excellence
• Is it scalable, flexible and most importantly…achievable?
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STARTING THE PROCESS BEGINS WITH ASKING…
WHAT IS THE PROBLEM THAT NEEDS TO BE SOLVED?
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SMP CREATION: IT STARTS WITH A [BRAND] JOURNEY!
• Before the SMP can be created, the Brand must create a map of what [they envision]
happens, what causes it, how it assessed and ultimately how it resolved & measured.
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Efficiencies
Best
Practices
SWOT
Trend Identification Resources Solution Timelines Tracking Assessment Measurement OptimizationListening
Negative social
trending around
brand detected
Confirmation
that an issue
exists
Determining the
type and priority
of the issue
What is needed
to resolve the
problem
What is required
to execute a
remedy
Based on
severity, when it
will be resolved
Determining if
the solution is
working
Did the process
meet the
objectives.
How well did the
process work
What lessons
were learned to
improve
Who owns the
Issue? What is
the next step
Trend or
anomaly?
Alarms
triggered?
Pre-set
threshold?
Impacting
/ Valid?
Online? Offline? Positive? Negative? Value? ROI?
Actionable?
How
severe?
Support?SLA’s?
Resources
used well?
Care
PR
Legal
HR
Marketing
Skills? Budget?
Content? Process?
Engagement?
People?
Change?

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THE NEXT DECISION IS UNDERSTANDING…
WHAT TYPE OF SOCIAL MANAGEMENT WORKS BEST?
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“VERTICAL” APPROACH TO SOCIAL
• Social media strategies today are often
driven reactively by traditional media
investments, business unit goals and
campaigns built around by quantitative
listening insights
– Or more simply what was done last year
and/or what the competition is doing
now!
• In essence…trends drive results – which
drive tactics – which ultimately drives
the strategy…
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Social listening captures
influencer comments
Community Manager
reactively responds to
resolve
Issue/Events create trends
Trend insights refocus
social tactics
Reactive social tactics
have minimal impact due
to budget issues
Resources are committed
on a “one-off” basis
Enterprise-wide KPI’s &
Objectives adjusted
Social Strategy is created
to meet obtainable results
Tactics
Strategy

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“HORIZONTAL” APPROACH TO SOCIAL MANAGEMENT
• The overall brand strategy is set early on with expectations for YE
results based on estimates. Although more proactive/forward-
thinking than the vertical approach, the process is still “serial” in
nature and is difficult to adjust or adapt in real-time.
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Campaigns are launched
based on a calendar
KPI’s are adjusted based
upon ROI
ActivationVision ResultsInvestment
Investment in assets are
made solely based on
need, expectations or
what is “hot” at the
moment.
The strategy is designed
based on expected
results.
Strategy Net Results

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AN INTEGRATED APPROACH
• By creating a multi-directional/self-learning process, the brand
creates a continuous cycle where vision is driven by what is
achievable, measurable and valuable!
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Create a process that
executes the strategy in
achievable increments that
allow for creating the right
level of momentum and
adjustments real-time!
Drive the end-to-end process
of to maximize results at the
brand level to demonstrate
value AND create high-
margin ROI!
Identify what is needs AFTER
an internal process of
determining what is already
owned & in-place and then
invest based on need and
ease of integration!
Imagine what the end-state
will look like in terms of
results and value and follow
a scalable & adaptive
approach to getting there in
achievable steps!
ActivationVision ResultsInvestment
Social listening measures
& validates influencer
comments
Community Manager
proactively drives
conversation
Issue/Events trends
minimized due to SMP
process planning
Trend insights enhance
social tactics
Proactive social tactics
have maximum impact
supported by SCRM
Resources are available in
advance due to SMP
planning
Enterprise-wide KPI’s &
Objectives exceeded
Social Strategy is created
to corporate goals

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THE FOUNDATION: WHAT WILL THIS SMP DO?

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THE SMP: CREATING THE RIGHT SOLUTION
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OPTIMIZE
BUILD
MANAGE
DESIGN
Visualize the end-state
Imagine
• What is the purpose of the SMP?
• What does success look like?
• How will it work?
• How will success meet/exceeds the needs of the Customer?
• Who will run it on a day-to-day basis?
• What assets do you have?
• What assets do you need?
• Who are the customers and what are
their needs/expectations?
• Will it be scalable to meet short-term
and long-terms needs?
Making it work!
Creating the right platform
• How does it work on Day 1+ ?
• Is it running efficiently?
• Are the customers happy?
• Are they receiving value?
• Can it be better?
• What needs to be altered/added?
• What is the growth plan?
• Are the right skill sets in-place?
• What technologies exist now?
• Is there a workflow in-place?
• How do you integrate existing
investments into the platform?
• What/who are the right
complimentary tools & partners
• What are the priorities in terms
of Day 1 production?
• Who owns the process?
• Is it internal, external or matrix
managed?
What does it need to get there?
Ideation
Creation
Activation
• What is in-place today?
• What are the brands SWOT?
• What current assets are available –
tools, technology, people, training &
content?
• What investments have been made?
• How are things done now (process)?
• Are the KPI’s & Metrics applicable
and measureable?
• How is [will] success measured?
• What is realistic?

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KEY DECISIONS NEED TO BE MADE BEFORE PROCEEDING…
Before you begin to design, you need to start with the basics…
• What is the function of the Center?
– Lead or Support?
– Issue Resolution or Read & Route?
– Self-contained our outsourcing?
• How will the SMP operate?
– Will the Center be 7/24, 5/12 or 5/8?
– What time zone will the Center be located?
– If more than one Center, how do they interoperate during shared hours?
– What are the hand-off procedures?
– Who “owns” the problem and is measured for completion/ success rates?
– Are personnel full-time, shared or voluntary?
– If shared, where does the budget come from?
– Does the Center have Virtual capabilities?
– What are the Business Continuity Processes required during outages (e.g. weather or physical
damage)?
– What is the “workflow” of the SMP (who and how are things managed)?
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DEFINING ISSUES
• How are Issue/Events defined in terms of being Standard vs. Non-Standard?
• What are the “trigger points” between automated tracking and manual intervention,
tracking and resolution management?
• What are the thresholds for when Alerts are sent (Traffic? Sentiment? Specific
comments/word choices?)
• Who receives Alerts once a Threshold is crossed and how often are they sent?
• What is the routing process? (Who? How? When?)
• What are the business levels used to determine the value of resolving a post or the
impact to ignore?
• What are the Tags that are assigned to each Issue/Event to qualify & identify?
• What are the Flags that are assigned to determine the level of response needed by:
– Severity
– Escalation Requirements & Communications Plan
– Follow-Up Requirements
– SLA’s
• What are the anticipated Objectives of the Center for Management tracking?
• Are there Report requirements from the Center?
– Who receives and is responsible for creating/sending? Frequency?
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WHAT ARE KEY OPERATIONAL PROCESSES?
• Once the definition of the SMP, Priority Levels and Routing processes have been
determined – there are various operational processes that need to be taken into
consideration to run the day-to-day activities of the Center and its resources. Examples
include:
– How are conversations directed to SME’s and how is content created, delivered
and/or stored?
– When are issues handled online vs. offline and if the latter, how do you bring the
resolution back online?
– How does the center coordinate around campaigns/product releases
– What is the process for “Major or Catastrophic Events”
– What is the role of the SMP Associate and SMP Manager
– Examples of Operational Processes:
• Vertical (By Group) or Horizontal (By Need) Prioritization & Assignment
• Center Activity & Coordination/SME Acceptance & Resolution
• Response Follow-up
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CONVERSATION ASSIGNMENT & FOLLOW-UP?
• What areas within the organization do we need to approach for a formal SME network?
• What SMEs are currently in place?
• What are the SME requirements?
– How much time will it take?
– What are the expectations?
• How do we assign response responsibilities?
1) Assignment into a folder within the Social platform
2) Email
3) Telephone call based upon priority level
• How will responses / content be stored and classified for broader access?
• What is the process for follow-up
– Public resolution for conversations taken offline
• What happens if SLAs are not met?
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WHAT ELSE???
• How many resources are required to perform “Day 1” based upon traffic loads?
– Are there existing resources we can leverage on Day 1?
– Should additional resources be hired to perform this function?
• What are the hours of the SMP? 5x9, 7x24?
• What are the standards that the Center can measure in terms of daily volumes (e.g. if the
center creates KPI’s to address “X” percentage of Level’s 1-6, do they have the
appropriate resources and escalation processes set up to be measured to those
standards?
• What types of reporting and measurement will be available in the following areas?
– Social Media Activity – Brand trends
– SMP Performance – How the SMP performs in-line with investment and expectations
– SMP Objectives – What are the targets to measure Performance against?
– Enterprise Value & KPI Measurement – How does the SMP add value and how to measure it?
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DESIGNING FOR SUCCESS

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THE FOUNDATION OF SOCIAL BRANDS: A PLATFORM
• The first step in the evolution of becoming a Social Brand, is the creation of a Social
Management Platform (SMP).
• A social management platform is a layered integration of:
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Process
• Staffing
• Management
• Workflow
• Operations
• Escalations
• Objectives
• Measurement
• Reporting
• Executive Support
Resources
• People
• Content
• Support
• Budget
• Training
• Physical Assets
• Enterprise integration
• Communications
Technology
• Social Listening Tools &
Dashboards
• Command Center Visualizations
Screens
• Community Management &
Engagement Platforms
• Social Media Marketing Systems
• Social Data & Insights (CRM)
RESOURCES
PROCESS
TECHNOLOGY
SMP/SMCC

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THE FUNCTION OF THE SMP: E-2-E SOCIAL MANAGEMENT
• The SMP (a.k.a. Command Center) has two distinct roles in the end-to-end social
resolution management process, based on how your are structured internally (or defined
in the Optimize/Design Process)
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technology management + resources
End-2-End Social Media Management
Social
Tracking
Issue/ Event
Classification
Issue/ Event
Management
Resolution
Tracking
Issue/Event Resolution (Support)Issue/Event Identification (Lead)
Routing & Triage
Center / SMCC
Social
Center of
Excellence

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E-2-E SOCIAL MANAGEMENT: THE PLATFORM
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Phase 2
Issue/Event Resolution
(Process + Resource Driven)
Phase 1
Issue/Event Identification
(Technology Driven)
1 2 3
GATHER FILTER AUTOMATE TRACK
4
MANAGE
6
CLASSIFY
5
• Continuous
collection of data
based upon
preset
parameters
specific to the
brand including
products,
competitors,
business units
and leadership
• Segment data by
content, post
metadata, author
and channel
• Automated
tagging,
prioritization,
routing &
sentiment
• A physical point where
technology, resources
and processes are
integrated into a layered
platform to identify and
manage Social Issue/
Events that have an
impact on the brand,
employees, community
or customers
• Manual
assessment of
I/Es once Alerts
have been
raised to
determine the
validity of the
issue and
confirm it
requires
additional
management
• Decision-making
process to
determine what
Issue/Events
require to
complete the
management
process e.g. tags
(owner) & flags
(level of severity)
• The process of
resolving the
Issue/ Event
successfully to
completion
• Analysis and
documentation
of the results of
the management
process, the
SMP and the
impacts/value to
the Enterprise
• Using
intelligence
gained during
the process to
enhance
performance
going forward
(technology,
resources &
management)
REPORT
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OPTIMIZE
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SMP
Issue/
Event

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E-2-E SOCIAL MANAGEMENT: OPERATIONAL INTEGRATION
• The three components of the SMP do not work independently requiring highly
customized integration, to ensure each function (team) enhances the overall operational
success of the platform.
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SOCIAL MANAGEMENT TEAM
SMP Rep
(Reports)
SMP Rep
(Care)
SMP Rep
(PR)
SMP Rep
(Marketing)
SMP
Manager
TECHNOLOGY TEAM
Platform
Management
Conversation
Routing
Business
Intelligence
Channel
Support
Vendors Agencies
Strategic
Partners
Suppliers
RESOURCE TEAM
Marketing
Business
Units
Legal
Care
HR
PR
Product
Business
Intelligence
Sales
Security
Finance
Operations

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NEXT STEPS…

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WHAT’S NEXT?
• In addition to the development of SMP Priority Levels and Routing processes there are
various operational processes that need to be taken into consideration as well to run the
day-to-day activities of the Center and its resources. Examples include:
– How are conversations directed to SME and how is content created, delivered and/or stored?
– How does the center coordinate around campaigns/product releases
– What is the process for “Major or Catastrophic Events”
– What is the role of the SMP Associate and SMP Manager
– Examples of Operational Processes:
 Vertical (By Group) or Horizontal (By Need) Prioritization & Assignment
 Center Activity & Coordination/SME Acceptance & Resolution
 Response Follow-up
• Questions
– Who provides back up for support?
– Who has ownership/lead on specific posts?
– Is the SMP a 7x24 Center?
• Before you start to build, the most important next step is to take stock in what assets
you currently have, what is important [& sensitive] to your clients and what investments
will have the light shown on them as the journey continues.
• Phase 2 – Audit, identify and optimize your current assets including tools, technology,
properties, people, capital, content, training, metrics, reports and processes!
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Strategy without tactics is the slowest route to victory. Tactics without
strategy is the noise before defeat – General Sun Tzu
azurite blue inc. - we are a consulting firm that has the
experience and ability to help clients articulate their needs
with regards to “all things social,” and create an operational
roadmap to get there!
More importantly, we help design strategies that are based upon executable
tactics and tactics that support achievable strategies!
Contact:
Jim Clark – 908-305-8475
jim@azblueinc.com
www.linkedin.com/in/azblue/

Social Media Management - Phase 1 (Design)

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