Enterprise-wide Social Media Strategy with two Fortune 500 case studies and Edelman Social Business Methodology.

1. OPERATIONALIZING SOCIAL MEDIA
CASE STUDIES & METHODOLOGY
Zena Weist
Vice President, Strategy | Edelman Digital | @zenaweist
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2. CASE STUDIES
WITHOUT A CHAMPION &
WITH A CHAMPION

3. EMBARQ CASE STUDY
WITHOUT A SOCIAL MEDIA CHAMPION
Servicing 3.5M HHs across 18 states
• Home Phone, Local and Long
Distance
• High-Speed Internet
• Satellite TV from DISH Network
• Home Computer & Technical
Support
3

4. LISTENING
In the beginning…
Google Alerts (Yahoo)
Google Blog searches
BlogPulse
DSLReports.com
Technorati
Added…
Collective Intellect
All of the above
Addictomatic
Landed on…
Radian6
All of the above

5. SOCIAL MEDIA ROADMAP
Corporate Social Media Mission:
Develop, implement and cultivate social media strategies with an
evolving tool kit to enhance communications and brand perceptions
among employees, customers, prospects, shareholders and the media –
aka: “stakeholders”. November 17, 2007
5

6. Delivering on our Practical Ingenuity brand promise, we will
leverage social media with the following strategic pillars:
1) EDUCATE: Train to create breadth and depth in our employee base to give them the tools and
opportunity to actively engage in social and emerging media.
2) SEEK & CULTIVATE: New employee talent and corporate resources to better position EQ as a
“thought-leader” in this emerging space while tapping external influencers.
3) INTEGRATE: Listen to and become part of conversations that are media agnostic and evergreen;
ensure all marketing and communication strategies are interwoven to create consistent messaging.
4) RESEARCH: Invest in socmed-specific research to identify emerging trends, shifting EQ from
followers to leaders; monitor brand perceptions to identify opportunities and gaps.
5) MEASURE: Use media appropriate metrics to evaluate performance against best-in-class examples.
6) INNOVATE & EXPERIENTAL: Utilize the socmed opportunity to evolve the brand into one that is
dynamic, interactive and relevant; leverage opportunities via conversations to position the brand for
future growth.
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7. TYING SOCIAL INTO BUSINESS METRICS
Still Have Customers Who Won’t Recommend Embarq
Engaging in online 4Q07
conversations to Executives and employees increasingly concerned with negative Customer
posts and no Embarq response.
improve: Passion for Customer care drives initiative to ignite with a grass-roots Customer
care effort:
– Update/publish the Online Communication policy
Customer Experience, – Pool resources from front-line to get in on ground floor to develop a
sustainable, no-cost process.
Brand Perception & • Discovery
• Assessment
Employee Morale • Recommendations
• Implementation
Integrate Strategy redefined to focus on a Customer care concern.
Customers Likely to Recommend Customers Definitely Recommend
1Q08 2-3Q08
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8. BRAND MARKETING OBJECTIVES
1. Build brand awareness
2. Create a presence in an online community where
customers & prospects are already engaged
• Go where our target is - bring our brand to them
• Promote customer and prospect engagement and
interactivity
• Expand positive sentiment built through online
customer outreach
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9. TECHNOLOGY VIDEOS ON YOUTUBE PROMPT ACTION
67% Have taken action as result of seeing technology or
electronics-related content on YouTube.
47% Gathered more information about
a product or service
34% Considered buying a technology product
or service
27% Thought more favorably toward a product,
brand or service
21% Told someone about a product or service
1) Remember patience: Over 25 internal
13% Bought a technology or electronics-related presentations on what, why, who, how and “from-tos”
product or service
to get to final GO!
2) Third party stats - CEO said this was the “money
2008 YouTube Engagement Study
Base: Past 6 Month YouTube Visitors Who Watch Technology or Electronics-Related Videos.
slide”
Q: Which of these actions, if any, have you taken as a result of seeing a video about technology or electronics content (e.g., videos, user comments or reviews) on YouTube?
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10. OBJECTIVES SYNC WITH BRAND PROMISE
Social Media Channel Objectives Contest Objectives
– Build brand awareness through engagement – Drive traffic to the channel
– Increase EMBARQ core services awareness – Engage customers and prospects with the brand
– Leverage and support EQ online initiatives – Build EQ HSI awareness and preference
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11. COMMITMENT TO ENGAGEMENT WITH CONTENT STRATEGY
Program Spike | Constant Contact
“This is not a campaign, this • Short-term: Contest (HSI focus)
initiative is a strong extension of
• Long-term: How-to Videos
our brand promise – practical
ingenuity. It’s a practical • Top 10 Customer Service issues
(Call Centers, Online Listening)
communication’s vehicle helping
us build relationships, continue • Continue to listen, interact,
conversations, and form deeper resolve
ties in an innovative format.”

12. EIGHT WEEK BRAND METRICS – OVERALL WEB
AdIndex Score: Normative Benchmarking of Brand Metric Deltas*
Below Average Average Above Average Excellent Avg
Delta
Aided Brand Awareness 4.1
20.0
Online Ad Awareness 4.5
11.8
Message Association 3.1
0.8
Brand Favorability
7.4 2.3
Sign-Up/Switch Intent^
4.6 0.6
Recommend Intent^
7.4 0.6
0% 20% 40% 60% 80% 100%
Percentile Ranking of Delta ()
^ NOTE: Metrics benchmarked against Purchase Intent norms
* MarketNorms Q3/08 (Category: Telecommunications - Other, Last 3 years Baseline Unadjusted,
N=43 campaigns)
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13. EIGHT WEEK METRICS - CHANNEL
Channel
– Total video views: >500,000
– Subscribers: 648
– Comments: 148
– Orders: ~3000
Contest
– Contest Videos Submitted: 281
– Votes: 15,500
– Contest: 4200 hrs spent with brand
– More video contest submissions than Kmart national
campaign (w/ a higher media spend)
How-to Videos
– Hours spent with brand ~11,900hrs
– Average rating 3.87 stars
– HSI reduction in call volume/time

14. WITHOUT A CHAMPION SHORT LIST
• Patience, Proactive, Parallel
• What’s It is For Me?
• Test & Learn
• Create A Champion
14 14

15. H&R BLOCK
WITH A CHAMPION
Prepare 1 in 7 US Tax Returns
• Prepared more than 24 million tax
returns worldwide in 2010
• 11,000 Offices – within 5 miles of
most Americans
• Over 100,000 Employees
• Have prepared more than 50
million digital tax returns since ‘94

16. REVOLVING HUB & SPOKE MODEL
CS
Legal HR
Product IT
Social Media
Team
Field
R&D
Com Marketing

17. CUSTOMER SERVICE, CONTENT & 100,000 ADVOCATES
Our business and our job is
about helping people
• Listening audit
• 2:1
• 2 Big ears, 1 brand voice
• Listen, Respond, Resolve, Share

18. SOCIAL MEDIA TEAM’S FOCUS
1:1 Conversation with Focus on Expertise
• GIR Community (Pilot Management)
• Influencer Engagement (Blogger outreach, social site conversation)
Brand Reputation Management
• Monitoring Online Conversation
• Crisis Management Lead for Social Media
• Partnering with CSO Online Response team for online CIR
• Social Media team leads online brand response
• Weekly reports in season
• Ad hoc reporting as deemed necessary
24/7 365 Content Strategy
• Lead HRB online content strategy
Expert tax content, Marketing messaging, Brand communications
Social Subject Matter Experts (Assist with Strategy/Tactics)
• Online Communication Policy (FTC Compliant)
• Marketing (National & Field)
• HR, Legal, Compliance, Ethics
• Product & Client Experience, Innovation

19. SIT AT THE BIG KIDS’ TABLE – KEY PERFORMANCE INDICATORS
Client Resolution Metrics
• Saves
• Resolved Issues (Service Level Agreement)
• Customer Service Survey (measured as a channel)
Cost Avoidance
• Call deflection through Listening (script for Call Centers)
• First Contact Resolution, Reduction in Call Time
Revenue
• Retail Office: Appointments Made/online
• H&R Block At Home Digital Software: Units Sold/online
Social Media Metrics
• Followers, Mentions, RTs, Sentiment, Reach, Likes, Community members

20. H&R BLOCK’S ONLINE RESPONSE PROCESS
David Armano, Edelman 2010. Repurposed with permission by H&R Block.
slidesha.re/blockresponse

21. LISTEN, RESPOND, RESOLVE
• 1:1
• Client Issue Resolution
• Listen, Respond, Resolve, Share
• Call Center Scripting Goes 140-
friendly
• Early Warning System
• Shout-outs & Shares

22. ENGAGE THROUGH EXPERT ADVICE
1:1
Get It Right Community with a
focus on expert-to-peer Q&A
More than 4.6 million people
visited the community, viewing
13.1 million pages and asking
over 157,000 unique tax-related
questions.

23. ENGAGE THROUGH SHARING, BUILD TRUST
1:Many
Get It Right Community Blog
Facebook
Twitter
YouTube
1:3
Content

24. #TIME140 SHOUT-OUT

25. WHEN EMPLOYEES GO ROGUE

26. WITH A CHAMPION SHORT LIST
• Ecosystem Audit
• We Come In Peace
• Align with Business Goals/Metrics
• Partner & Help – We Come In Peace
• Are You REALLY Listening (let’s not call it monitoring)
and Changing Course (Action Listening)?
• Find THE One
• Own Up & Come Armed
26 26

27. SOCIAL BUSINESS
METHODOLOGY

28. A SOCIAL BRAND REQUIRES BECOMING A SOCIAL BUSINESS
Programs
Community Management
Customer Service
Communications
Crowdsourcing
Marketing
Campaigns
Advocacy
Crisis
SOCIAL BRAND SOCIAL BUSINESS SOCIAL ENTERPRISE
(External) (Internal)
Training
Process
Collaboration
Organization Models
Source: David Armano, Research & Development
Edelman 2011, edelmandigital.com Policies & Guidelines
Knowledge Sharing
Culture
Infrastructure
28

29. SOCIAL BUSINESS PLANNING
Social business planning is the blueprint for the
transformation of an organization—bridging the external
with internal, resulting in a more connected way of doing
business which creates shared value for all stakeholders
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30. SOCIAL BUSINESS PLANNING DRIVES STRATEGY & EXECUTION
INTERNAL + EXTERNAL INITIATIVES
SOCIAL BUSINESS PLANNING
(people, process, platforms)
SOCIAL/DIGITAL STRATEGY & PROGRAMS
(engagement, content, communication, collaboration, programs)
Source: David Armano,
Edelman 2011, edelmandigital.com
IMPLEMENTATION & EXECUTION
(deployment, maintenance, measurement, refinement, integration)
30

31. EXTEND SOCIAL MEDIA BEYOND MARKETING
CORPORATE USAGE %* SOCIAL MEDIA USE DEPARTMENT NOT JUST A MARKETING
96% Advertising/Promotions MARKETING
FUNCTION.
88% Public Relations SALES Social media impacts the
75% Customer Service FINANCE
entire organization.
56% Market Research COMMUNICATIONS Embrace social media
internally and externally
48% Sales/Commerce HUMAN RESOURCES
and watch your
40% Product Development INFORMATION TECHNOLOGY organization grow from
UNREALIZED
POTENTIAL
24% Internal Communications OPERATIONS
the inside out and outside
in.
<10% Recruiting PRODUCT DEVELOPMENT
*Source: Booz & Co. and Buddy Media, “Campaigns to Capabilities: Social Media & Marketing”, 2011

32. THE PATH TO BECOMING
A SOCIAL BUSINESS

33. A CONTINUOUS EVOLUTION
ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION
Source: Edelman Consulting 2011
Develop an approach to Define a social business Align the Enact the social media Take a continuous
undertake your social strategy that outlines core organization to fully strategy and engage each “measure and
business endeavor. objectives, roadmap, harness the power major stakeholder group respond” approach
Decide where to start, measurement, process of social permeating through social media. around social media
what the finish line and technology integration. the internal and investments,
looks like and what the external enterprise. optimizing the
Identify, evaluate and
organization is willing to execution model
prioritize stakeholder
commit to get from based on continuous
point A to point B. needs and wants into an stakeholder
overall stakeholder feedback.
engagement plan.

34. STEP 1: ASSESSMENT
ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION
Source: Edelman Consulting 2011
Often two approaches:
1. Wait until you’ve mastered current social media implementations (popular)
2. Galvanize leaders around social needs and begin to add layers of social
engagement now (recommended)

35. STEP 2: STRATEGY
ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION
Source: Edelman Consulting 2011
Utilize pre-built frameworks to organize a clear, actionable plan
Source: Forrester. “Social Business Strategy for CIOs” ,February 2011

36. STEP 3: ORGANIZATION
ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION
Source: Edelman Consulting 2011
Break down functional silos around social media with aligned and
coordinated organizational structures

37. STEP 4: ENGAGEMENT
ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION
Source: Edelman Consulting 2011
Activate social business strategy across various stakeholders
CUSTOMERS
BUSINESS PARTNERS
EMPLOYEES
MEDIA

38. STEP 5: EVALUATION
ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION
Source: Edelman Consulting 2011
Evaluate data, analyze for meaning and adapt with change
adapt gather
disseminate synthesize
evaluate

39. SOCIAL BUSINESS PLANNING
FRAMEWORK

40. 3 P’s: THE SOCIAL BUSINESS TRIUMVERATE
People
Process Platforms
40

41. A FOUR PRONGED FRAMEWORK
STRATEGY
Vision
Business Objectives
Roadmap
ORG & GOVERNANCE MEASUREMENT
Organizational Design PEOPLE Key Performance
Indicators
Governance & Control
PROCESS PLATFORMS
Analytics & Methodology
Culture & Leadership
Source: Edelman Consulting 2011
ECOSYSTEM
Audience
Engagement
Risk
41

42. ALIGN SOCIAL ACTIVITIES WITH BUSINESS STRATEGY
STRATEGY
• Learning and listening
Business
Intelligence • Visibility
• Knowledge sharing
Business Objectives
• Demand generation
Sales • Lead generation
• Conversion
• Brand awareness
Awareness • Engagement data
• Word of mouth
• Brand engagement
Retention
• Customer loyalty Source: Edelman Consulting 2011
42

43. CONSTRUCT THE ROADMAP: FROM CRAWLING TO FLYING
STRATEGY
I • Steering Committee Identified • Social Enterprise Architecture • Partners Coordinated & Connected • Systems Integrated on Back
N • Governance models in place Constructed To Internal Lead End
T • Internal network deployed • Rules Of Engagement • Social CMS Tools & Internal Staffing • Employees, Partners, &
Circulated Formalized
E • Listening tools & process in place Customers Connected
• KPI/Measurement Framework • Early Adopter Training Initiated • Regional Additions to Steering • Culture of Organization More
R
Established • Monitoring/Analytics inform policy, Committee Adaptable
N process and content
• Policy established • Training Rolled Out In Across • People, Processes & Platform
A • Community Management Plan Entire Organization
L • Center of Excellence Identified Maturity Well Established
Activated
CRAWL WALK RUN FLY
POLICY, PROCESS, PROCEDURE PROPERTY MANAGEMENT ECOSYSTEM ENGAGEMENT SOCIAL INNOVATION &
E INTEGRATION
X • Public Facing Moderation Policy • Social properties enhanced • Influencer Partnerships formed
T • Community Coordination • Voice and tone established • Platform Partnerships solidified • Ambassador Programs operating
E globally
• Content Development • Influencers identified • Engagement at scale established
R • Employees engaged systematically
• Controlled Paid Media in Social • Test & learn pilots launched • Coordination Exists Between
N Social, Owned, Mainstream & • Systems integrated on front end
• Content Published Across
A Multiple Properties Hybrid Properties • All business function integrate
• Measurement, KPI’s Formalized & social layer
L Source:
Edelman 2011, edelmandigital.com Standardized Across Organization • Product /service innovations result
AD HOC SOCIAL MEDIA TACTICS THE BUSINESS ITSELF IS SOCIAL
43

44. MAP STAKEHOLDERS AND IDENTIFY CONNECTIVE TISSUE
ECOSYSTEM
• People who do business with the organization
Customers or Prospects
• Can be split into high-value and new customers
Employees • Identifiable people on the payroll
• PR and corporate communication departments as well as
Corporate company executives
Business Partners • Suppliers, vendors, contractors, alumni
Social Web • Additional individuals who interact on the social web
Source: Edelman Consulting 2011
44

45. IDENTIFY LEVELS OF ENGAGEMENT
ECOSYSTEM
AND ALIGN WITH OBJECTIVES
• Actively involve the audience (e.g., feedback on branding, new
Co-create product development)
Participate • Listen and respond to the audience
Share • Share company perspective (e.g., CEO blog)
Discover • Analyze conversations to gain insight and discover patterns
Monitor • Listen to conversations happening around the organization
Source: Edelman Consulting 2011
45

46. DEFINE ROLES AND RESPONSIBILITIES
GOVERNANCE
ORG &
• Oversees all digital integration initiatives between traditional, digital and social.
Leadership • Sample Title: Chief Digital Officer
• Focuses on social strategy and integration across designated activities (marketing,
Strategy customer service, crisis etc.)
• Sample Title: Social Strategist
• Determines content plans, strategies and deployment of all content through social
Content systems
• Sample Title: Content Strategist
• Monitors, and reports stakeholder activity and engages in a variety of social systems
Community • Sample Title: Community Manager
• Analyze key metrics to draw intelligence from social media efforts and report
Measurement effectiveness (ROI)
• Sample Title: Measurement & Data Analyst Source: Edelman Consulting 2011
46

47. REVISE REPORTING STRUCTURES
GOVERNANCE
ORG &
A multi-departmental
social business committee
accelerates integration
and helps bridge
organizational silos
47

48. ORGANIZATION MODEL: CENTRALIZED
GOVERNANCE
ORG &
CORPORATE
BRAND / BU BRAND / BU BRAND / BU BRAND / BU
T T T T
BT BT BT BT
S D S D S D S D
Source: Edelman 2011, edelmandigital.com
KEY
BT: BRAND OR BUSINESS UNIT TEAMS
T: TRADITIONAL
D: DIGITAL
S: SOCIAL
48

49. ORGANIZATION MODEL: DE-CENTRALIZED
GOVERNANCE
ORG &
T T
BT T
BT
S D S D
BRAND / BU BT
S D
BRAND / BU
T BRAND / BU
T BT
S D
BT
S D BRAND / BU T
BT
Source: Edelman 2011, edelmandigital.com
S D
BRAND / BU
BRAND / BU
KEY
BT: BRAND OR BUSINESS UNIT TEAMS
T: TRADITIONAL
D: DIGITAL
S: SOCIAL
49

50. ORGANIZATION MODEL: ANTHILL (ORGANIC COORDINATION)
GOVERNANCE
Source: Edelman Consulting 2011
ORG &
Each employee is
empowered within an
organized framework
50

51. ORGANIZATION MODEL: COORDINATED (CENTER OF EXCELLENCE)
T
T T
BT
GOVERNANCE
S D
BT BT
ORG &
S D BRAND S D
BRAND OR BU BRAND
STRATEGY T
Source: Edelman 2011, edelmandigital.com OR BU OR BU
T BT
BRAND BRAND S D
BT OR BU OR BU
S D
BRAND
COE BRAND
PLANNING & INTEGRATION
T (CENTER OF T
OR BU EXCELLENCE) OR BU
BT BT
S D S D
BRAND BRAND
OR BU OR BU
T T
BRAND BRAND
BT IMPLEMENTATION
KEY OR BU OR BU BT
BT: BRAND OR BUSINESS UNIT TEAMS S D
T S D
T
T: TRADITIONAL
D: DIGITAL BT BT
S: SOCIAL S D S D
51

52. CENTER OF EXCELLENCE APPROACH
GOVERNANCE
ORG &
52

53. CONNECT METRICS WITH BUSINESS OBJECTIVES
MEASUREMENT
Business Objective Key Performance Indicator (KPI)
Engagement Duration
Foster Dialog
Share of Voice
Loyalty (member re-share)
Brand Advocacy
Brand Mentions
Resolution Rate
Facilitate Support
Resolution Time
Topic Trends
Spur Innovation
Idea Impact
For example:
Brand Mentions/
Share of Voice = (Total Mentions (brand + competitors)
53

54. KEY PERFORMANCE INDICATORS
MEASUREMENT
Client Resolution
• Resolved Issues (Service Level Agreement)
• Customer Service Survey (measured as a channel)
Cost Avoidance
• Call deflection through Listening (script for Call Centers)
• First Contact Resolution, Reduction in Call Time
Revenue
• Retail Office: Appointments Made/online
• H&R Block At Home Digital Software: Units Sold/online

55. Programs
Community
Management
Customer Service
Communications
Crowdsourcing
Marketing
Campaigns
Advocacy
Crisis
SOCIAL BRAND SOCIAL BUSINESS SOCIAL
(External) ENTERPRISE
Training (Internal)
Process
Collaboration
Organization Models
Source: David Armano, Research & Development
Edelman 2011,
edelmandigital.com Policies & Guidelines
Knowledge Sharing
Culture
Infrastructure
Becoming a social business is NOT a CAMPAIGN or a CHANNEL
STRATEGY — it is a CONTINUOUS business operations evolution.

56. Zena Weist | @zenaweist
56
#explore