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OPERATIONALIZING SOCIAL MEDIA CASE STUDIES & METHODOLOGY
Zena Weist Vice President, Strategy | Edelman Digital | @zenaweist
#explore
CASE STUDIES WITHOUT A CHAMPION & WITH A 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
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EMBARQ CASE STUDY WITHOUT A SOCIAL MEDIA CHAMPION
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
LISTENING
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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
SOCIAL MEDIA ROADMAP
6 6
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.
Delivering on our Practical Ingenuity brand promise, we will leverage social media with the following strategic pillars:
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Still Have Customers Who Won’t Recommend Embarq
Executives and employees increasingly concerned with negative Customer posts and no Embarq response.
Passion for Customer care drives initiative to ignite with a grass-roots Customer care effort:
– Update/publish the Online Communication policy
– Pool resources from front-line to get in on ground floor to develop a sustainable, no-cost process.
• Discovery
• Assessment
• Recommendations
• Implementation
Integrate Strategy redefined to focus on a Customer care concern.
Customers Likely to Recommend
Customers Definitely Recommend
4Q07
1Q08 2-3Q08
Engaging in online conversations to improve: Customer Experience, Brand Perception & Employee Morale
TYING SOCIAL INTO BUSINESS METRICS
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67% Have taken action as result of seeing technology or electronics-related content on YouTube.
21% Told someone about a product or service
13% Bought a technology or electronics-related product or service
47% Gathered more information about a product or service
2008 YouTube Engagement Study Base: Past 6 Month YouTube Visitors Who Watch Technology or Electronics-Related Videos. 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?
27% Thought more favorably toward a product, brand or service
34% Considered buying a technology product or service
TECHNOLOGY VIDEOS ON YOUTUBE PROMPT ACTION
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Social Media Channel Objectives
– Build brand awareness through engagement
– Increase EMBARQ core services awareness
– Leverage and support EQ online initiatives
Contest Objectives
– Drive traffic to the channel
– Engage customers and prospects with the brand
– Build EQ HSI awareness and preference
OBJECTIVES SYNC WITH BRAND PROMISE
“This is not a campaign, this initiative is a strong extension of our brand promise – practical ingenuity. It’s a practical communication’s vehicle helping us build relationships, continue conversations, and form deeper ties in an innovative format.”
Program Spike | Constant Contact
• Short-term: Contest (HSI focus)
• Long-term: How-to Videos
• Top 10 Customer Service issues (Call Centers, Online Listening)
• Continue to listen, interact, resolve
COMMITMENT TO ENGAGEMENT WITH CONTENT STRATEGY
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Percentile Ranking of Delta ()
Below Average Average Above Average Excellent
Aided Brand Awareness
Online Ad Awareness
Brand Favorability
Sign-Up/Switch Intent^
Recommend Intent^
Message Association
AdIndex Score: Normative Benchmarking of Brand Metric Deltas*
^ NOTE: Metrics benchmarked against Purchase Intent norms * MarketNorms Q3/08 (Category: Telecommunications - Other, Last 3 years Baseline Unadjusted,
N=43 campaigns)
20.0
11.8
0.8
7.4
4.6
7.4
0% 20% 40% 60% 80% 100%
Avg
Delta
4.1
4.5
3.1
2.3
0.6
0.6
EIGHT WEEK BRAND METRICS – OVERALL WEB
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 ~12,000 hrs
– Average rating 3.87 stars
– HSI reduction in call volume/time
EIGHT WEEK METRICS - CHANNEL
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• Patience
• Listen
• Patience
• Pitch & Plea
• Patience
• Test & Learn
• Metrics
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WITHOUT A CHAMPION SHORT LIST
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
H&R BLOCK WITH A CHAMPION
Social Media
Team
Legal HR
Product
Field
Com
IT
Marketing
R&D
CS
REVOLVING HUB & SPOKE MODEL
Our business and our job is about helping people
• Listening audit
• 2 Big ears, 1 brand voice
• Listen, Respond, Resolve, Share
CUSTOMER SERVICE, CONTENT & 100,000 ADVOCATES
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
SOCIAL MEDIA TEAM’S FOCUS
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
SIT AT THE BIG KIDS’ TABLE – KEY PERFORMANCE INDICATORS
David Armano, Edelman 2010. Repurposed with permission by H&R Block.
slidesha.re/blockresponse
H&R BLOCK’S ONLINE RESPONSE PROCESS
WHEN EMPLOYEES GO ROGUE
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• Listen
• 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)?
• Own Up & Come Armed
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WITH A CHAMPION SHORT LIST
SOCIAL BUSINESS METHODOLOGY
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A SOCIAL BRAND REQUIRES BECOMING A SOCIAL BUSINESS
Community Management Customer Service Communications Crowdsourcing
Marketing Campaigns Advocacy
Crisis
SOCIAL BRAND (External)
SOCIAL ENTERPRISE (Internal)
SOCIAL BUSINESS
Training Process
Collaboration Organization Models
Research & Development Policies & Guidelines Knowledge Sharing
Culture
Programs
Infrastructure
Source: David Armano, Edelman 2011, edelmandigital.com
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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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SOCIAL BUSINESS PLANNING DRIVES STRATEGY & EXECUTION
SOCIAL BUSINESS PLANNING (people, process, platforms)
SOCIAL/DIGITAL STRATEGY & PROGRAMS (engagement, content, communication, collaboration, programs)
IMPLEMENTATION & EXECUTION
(deployment, maintenance, measurement, refinement, integration)
Source: David Armano, Edelman 2011, edelmandigital.com
INTERNAL + EXTERNAL INITIATIVES
Customer Service
Sales/Commerce
Market Research
Advertising/Promotions
Public Relations
Internal Communications
Recruiting
MARKETING
FINANCE
SALES
COMMUNICATIONS
HUMAN RESOURCES
Product Development INFORMATION TECHNOLOGY
OPERATIONS
PRODUCT DEVELOPMENT
EXTEND SOCIAL MEDIA BEYOND MARKETING
SOCIAL MEDIA USE DEPARTMENT CORPORATE USAGE %*
88%
48%
40%
96%
<10%
56%
24%
75%
NOT JUST A MARKETING FUNCTION.
Social media impacts the entire organization.
Embrace social media internally and externally and watch your organization grow from the inside out and outside in.
*Source: Booz & Co. and Buddy Media, “Campaigns to Capabilities: Social Media & Marketing”, 2011
UN
REA
LIZE
D
PO
TEN
TIA
L
SOCIAL BUSINESS PLANNING FRAMEWORK
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3 P’s: THE SOCIAL BUSINESS TRIUMVERATE
People
Platforms Process
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A FOUR PRONGED FRAMEWORK
STRATEGY
Vision
Business Objectives
Roadmap
MEASUREMENT
Key Performance
Indicators
Analytics & Methodology
ORG & GOVERNANCE
Organizational Design
Governance & Control
Culture & Leadership
ECOSYSTEM
Audience
Engagement
Risk
PROCESS PLATFORMS
PEOPLE
Source: Edelman Consulting 2011
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• Learning and listening
• Visibility
• Knowledge sharing
Business Intelligence
• Demand generation
• Lead generation
• Conversion
Sales
• Brand awareness
• Engagement data
• Word of mouth
Awareness
• Brand engagement
• Customer loyalty Retention
Bu
sin
ess
Ob
jecti
ves
STR
ATE
GY
ALIGN SOCIAL ACTIVITIES WITH BUSINESS STRATEGY
Source: Edelman Consulting 2011
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CONSTRUCT THE ROADMAP: FROM CRAWLING TO FLYING
CRAWL
• Steering Committee Identified
•Governance models in place
• Internal network deployed
• Listening tools & process in place
• KPI/Measurement Framework Established
• Policy established
• Center of Excellence Identified
• Public Facing Moderation Policy
• Community Coordination
• Content Development
• Controlled Paid Media in Social
• Social Enterprise Architecture Constructed
•Rules Of Engagement
Circulated
• Early Adopter Training Initiated
• Monitoring/Analytics inform policy, process and content
• Community Management Plan Activated
THE BUSINESS ITSELF IS SOCIAL
POLICY, PROCESS, PROCEDURE
• Social properties enhanced
• Voice and tone established
• Influencers identified
• Test & learn pilots launched
• Content Published Across Multiple Properties
• Partners Coordinated & Connected To Internal Lead
• Social CMS Tools & Internal Staffing
Formalized
• Regional Additions to Steering Committee
• Training Rolled Out In Across Entire Organization
• Systems Integrated on Back
End
• Employees, Partners, &
Customers Connected
• Culture of Organization More
Adaptable
• People, Processes & Platform Maturity Well Established
• Influencer Partnerships formed
• Platform Partnerships solidified
• Engagement at scale established
• Coordination Exists Between Social, Owned, Mainstream & Hybrid Properties
• Measurement, KPI’s Formalized & Standardized Across Organization
• Ambassador Programs operating globally
• Employees engaged systematically
• Systems integrated on front end
• All business function integrate social layer
• Product /service innovations result
I N T E R N A L
E X T E R N A L
AD HOC SOCIAL MEDIA TACTICS
WALK PROPERTY MANAGEMENT
RUN ECOSYSTEM ENGAGEMENT
FLY SOCIAL INNOVATION &
INTEGRATION
STR
ATE
GY
Source:
Edelman 2011, edelmandigital.com
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MAP STAKEHOLDERS AND IDENTIFY CONNECTIVE TISSUE
• People who do business with the organization
• Can be split into high-value and new customers Customers or Prospects
• Identifiable people on the payroll Employees
• PR and corporate communication departments as well as company executives
Corporate
• Suppliers, vendors, contractors, alumni Business Partners
• Additional individuals who interact on the social web Social Web
EC
OS
YS
TE
M
Source: Edelman Consulting 2011
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IDENTIFY LEVELS OF ENGAGEMENT AND ALIGN WITH OBJECTIVES
EC
OS
YS
TE
M
• Actively involve the audience (e.g., feedback on branding, new product development)
Co-create
• Listen and respond to the audience Participate
• Share company perspective (e.g., CEO blog) Share
• Analyze conversations to gain insight and discover patterns Discover
• Listen to conversations happening around the organization Monitor Source: Edelman Consulting 2011
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OR
G &
GO
VE
RN
AN
CE
DEFINE ROLES AND RESPONSIBILITIES
• Oversees all digital integration initiatives between traditional, digital and social.
• Sample Title: Chief Digital Officer Leadership
• Focuses on social strategy and integration across designated activities (marketing, customer service, crisis etc.)
• Sample Title: Social Strategist Strategy
• Determines content plans, strategies and deployment of all content through social systems
• Sample Title: Content Strategist Content
• Monitors, and reports stakeholder activity and engages in a variety of social systems
• Sample Title: Community Manager Community
• Analyze key metrics to draw intelligence from social media efforts and report effectiveness (ROI)
• Sample Title: Measurement & Data Analyst Measurement
Source: Edelman Consulting 2011
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OR
G &
GO
VE
RN
AN
CE
REVISE REPORTING STRUCTURES
A multi-departmental
social business committee
accelerates integration
and helps bridge
organizational silos
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ORGANIZATION MODEL: CENTRALIZED
CORPORATE
BRAND / BU BRAND / BU BRAND / BU BRAND / BU
BT
T
D S BT
T
D S BT
T
D S BT
T
D S
KEY BT: BRAND OR BUSINESS UNIT TEAMS T: TRADITIONAL D: DIGITAL S: SOCIAL
Source: Edelman 2011, edelmandigital.com
OR
G &
GO
VE
RN
AN
CE
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ORGANIZATION MODEL: DE-CENTRALIZED
BT
T
D S
KEY BT: BRAND OR BUSINESS UNIT TEAMS T: TRADITIONAL D: DIGITAL S: SOCIAL
BRAND / BU
BT
T
D S
BT
T
D S
BT
T
D S
BT
T
D S
BT
T
D S BRAND / BU
BRAND / BU
BRAND / BU
BRAND / BU
BRAND / BU
Source: Edelman 2011, edelmandigital.com
OR
G &
GO
VE
RN
AN
CE
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ORGANIZATION MODEL: ANTHILL (ORGANIC COORDINATION)
Each employee is
empowered within an
organized framework
Source: Edelman Consulting 2011
OR
G &
GO
VE
RN
AN
CE
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COE (CENTER OF EXCELLENCE)
BRAND
OR BU BRAND
OR BU
BRAND
OR BU
BRAND
OR BU
BRAND
OR BU
BRAND
OR BU
BRAND
OR BU
BRAND
OR BU
BRAND
OR BU
BRAND
OR BU
BRAND
OR BU
BT
T
D S BT
T
D S
BT
T
D S
BT
T
D S
BT
T
D S
BT
T
D S
BT
T
D S
BT
T
D S
BT
T
D S
BT
T
D S
PLANNING & INTEGRATION
STRATEGY
IMPLEMENTATION
BT
T
D S
ORGANIZATION MODEL: COORDINATED (CENTER OF EXCELLENCE)
KEY BT: BRAND OR BUSINESS UNIT TEAMS T: TRADITIONAL D: DIGITAL S: SOCIAL
Source: Edelman 2011, edelmandigital.com
OR
G &
GO
VE
RN
AN
CE
40
CENTER OF EXCELLENCE APPROACH O
RG
&
GO
VE
RN
AN
CE
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ME
AS
UR
EM
EN
T
CONNECT METRICS WITH BUSINESS OBJECTIVES
Business Objective Key Performance Indicator (KPI)
Foster Dialog Engagement Duration
Share of Voice
Brand Advocacy Loyalty (member re-share)
Brand Mentions
Facilitate Support Resolution Rate
Resolution Time
Spur Innovation Topic Trends
Idea Impact
For example: Share of Voice
Brand Mentions/ (Total Mentions (brand + competitors)
=
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
KEY PERFORMANCE INDICATORS ME
AS
UR
EM
EN
T
Becoming a social business is NOT a CAMPAIGN or a CHANNEL
STRATEGY — it is a CONTINUOUS business operations evolution.
Community Management
Customer Service Communications Crowdsourcing
Marketing Campaigns Advocacy
Crisis
SOCIAL BRAND (External)
SOCIAL ENTERPRISE (Internal)
SOCIAL BUSINESS
Training Process
Collaboration Organization Models
Research & Development Policies & Guidelines Knowledge Sharing
Culture
Programs
Infrastructure
Source: David Armano, Edelman 2011,
edelmandigital.com
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Zena Weist | @zenaweist
#explore
edelman.com/trust