global social media governance

Global Social Media Governance

Date: [email protected]

Agenda

Isobar (安索帕) Profile

Why Social Media is important not just for B2C company?

Success Stories (B2C及B2B)

Social Media Governance Approach

About Isobar

Isobar is a full-service digital communications agency that combines digital strategy, creative, media, technology, and measurement to drive brand success in today's technology-driven, consumer-controlled world..

The world’s largest digital network

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Isobar Network Coverage

30 50 2000

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Global Capability & Scale To Leverage Share

Isobar hubs work with clients to draw the most appropriate talent from the network-effectively creating a bespoke client-focused digital team

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Isobar Service Models for Global/International Clients

Flexibility is Key – We adapt our model to suit client organizations

Collaborations for Global Clients

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Global Awards

RECMA No2: Isobar (Aegis Media) with 3663 staff including 55 specialist agencies and

Carat / Vizeum interactive integrated teams.

Isobar was named a Strong Performer in the June 2009 report, “The Forrester Wave: Interactive Marketing Agencies – Web Design Capabilities, Q2 2009.”

Isobar Wins Stevie Award for Work on behalf of adidas

Isobar Wins Two Promo Magazine Interactive Marketing Awards

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Global Partner – A Leader in Social Software: Jive Software

Source: Gartner (June 2010)

Jive has won several large corporate customers

Ex: Nike, CISCO, CSC, SAP, Toshiba, EMC etc,

some of which have multimillion-dollar

investments in its software and services.

Jive is a leader because of its mature product,

solution focus, vision of bridging internal and

external communities, and strong evidence of

market acceptance.

Jive delivers integrated a broad range of social

capabilities that enable it to serve both internal

and external users.

Jive gas integrated social media monitoring

functionality and can connect to content

repositories and enterprise applications ex: ERP,

CRM, Email, Intranet etc.

Agenda





Social Media is Just for Kids?

Social Media is Going Mainstream

Facebook has more than 500 million members, and the fast growing segment are

users over 30 years old.

Nearly three-quarters of baby boomers use a video sharing site, like YouTube,

multiple times every month.

More than four out of five online users are active in either creating, participating

in or reading some form of social content at least once a month

Social Media Doesn’t Apply to B2B?

Word of Mouth Has Always Been Important

– Social Media Makes it Visible

Over 15% of B2B Marketers said they used social media.

Today that number has nearly quadrupled as 57% of B2B marketers are currently

using some form of social media to connect customers, create leads, and tap into

new sources of innovation.

Over 51% of B2B Communicators cited brand building/brand management as the

primary objective for social media adoption.

Social Media is Obscure, Niche Content?

Social Media is a trusted source for many purchase decisions

and product opinions – especially in B2B.

Social Media is Not Worth the Risk?

For Most B2B Brands, the Benefits Far Outweigh the Risks

Social media has became a critical component in building positive relationships.

All of this is built into search results, increasing visibility and promoting thought

leadership to prospective customers.

Top 5 Social Media Trends For The B2B Marketer

• Trend #1: Social media is being used more and more by professionals

for decision making.

• Trend #2: Social media usage has expanded beyond networking and

job search.

• Trend #3: When looking to get ahead, business pros are turning to

“Best Practice Communities.”

• Trend #4: Social media participants expect companies to join the

conversation.

• Trend #5: Business professionals expect authenticity in company social

media participation.

Agenda





By the end of 2009, Dell had sold $3,000,000 worth of computers and generated

$6.5 million in sales from Twitter alone.

Social Media for Sales Increasing

Starbucks global fan pages incorporate great videos, varied content, and has active engagement with the fans.

Social Media for Brand Awareness and Cost ReductionCentral Control Message but content localization

Starbucks has made the 6.5 million Facebook fans are worth the equivalent of a $23.4 million annual media spend.

Social Media for Brand Awareness and Cost ReductionCentral Control Message but content and layout localization

Video

Photo

Fans Info

New Product

Store

Social Media for Maximizing Exposure and Increasing Traffic Central Control Message and layout but content limited opening for local control

To maximize exposure, adidas media on Facebook’s homepage that guarantee an ad reaches 100 percent of its target audience over a 24-hour period.

Video

Photo

Fans Info

New Product

Store

Social Media for Maximizing Exposure and Increasing Traffic Central Control Message and layout but content limited opening for local control

Adidas has achieved successfully on the day of a reach block in 2010, traffic to the Adidas website increased 139 percent.

Social Media for Recruitment, Interaction, Exposure, Traffic, Sales

• More than 95% users requesting serial number, and serial numbers sold out in less than 30mins;

More than 80% conversion rate of in-store buying.

• CITYCAFE Little Angel case create a record of increasing more than NT2,000,000 single-day sales

Fan page: 7-ELEVEN

Page Value :US$ 2,464,020

Value per fans: US$ 6.8 (NT$210)

Fan page: Coca cola

Page Value :US$ 3,623,732

Value per fans: US$ 0.6 (NT$18)

Social Media for Recruitment, Interaction, Exposure, Traffic, Sales

• Over 770,000 Fans, and many high quality UGC showing their brand love.

• The traffic of each product official site increase 200-300%

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Success Story - Philips Lighting: LightCommunity

Challenge

Facilitate sharing and collaboration within the professional

lighting community and with Philips.

Solution

Isobar worked with Philips to define the strategic direction for

the community, design the online experience and build the site

as an educational and interactive forum for designers and

lighting specifiers and installers, as well as for Philips. With its

social media platform, built by Isobar using Jive Social Business

Software, lighting professionals can network with each other,

share their experiences and projects and receive feedback from

others in their field. In addition, Philips can share project ideas

and introduce discussions into the community.

Results

• Engages and inspires the lighting professional through

collaboration.

• Provides a framework flexible enough to let the community

take that collaboration in any creative direction it wants to go.

• Enables Philips to gain insight from participants for ongoing

product development.

URL: http://test.lighting.philips.co.uk/lightcommunity

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Success Story - Toshiba

Challenge

A strategic initiative was launched to create revenue-generating,

value-added programs and services in parallel with continuing

strong product sales.

Solution

The solution powers an online community called Toshiba

eXCHANGE that serves as the dealers’ “go-to” venue and makes

it easy for them to ask questions, exchange information,

connect to experts, and share best practices. It also performs a

critical function as the launching pad for the company’s new

value-added services.

Results

• Improved satisfaction of sales channel.

• Faster and more unified dissemination of information about

new products, services, partners, and strategic initiatives.

• Faster sales cycles and better results.

• More efficient and effective corporate operations.

• Rapid development and adoption.

Agenda




Global Social Media Governance Approach

What is Governance?

Governance is the framework and environment for decision making in an organization. It is sometimes referred to as the leadership strategies of an organization. Governance models define the structures, roles, responsibilities and processes that support the decision making in an organization.

Governance enables fast and appropriate decision-making and implementation management. Areas of global social media governance include policy and guideline for social media content; funding model; strategies, goals and metrics; and overall roles and responsibilities.

The “Three Pillars” of Governance

Lead

ers

hip

Org

aniz

atio

nal

St

ruct

ure

Pro

cess

Man

age

me

nt

Global Social Media Governance

Structure and form of relationships that support decision-making, foster appropriate culture, and build essential skills in order to marshal resources to make things happen

Management of operational

processes to support

Business including

interconnectivity with a

heritage organization or with

alliance partners or potential

customers

Roles, responsibilities and

decision processes of the

Board of Directors and

senior management that

shape strategic vision,

culture, goals, and plans

for action

Four broad areas that together encompass governance issues

Global

Social Media

Governance

Definition of the decision making and funding processes for on-going planning and management of the environment

Decision Making Processes3

Policies and Guidelines for implementation of recommendations and performance monitoring (e.g., site monitoring, brand/image publishing content standards, social media execution principles )

Policies & Guidelines4

Goals & Metrics

Definition of business performance objectives and measures to guide social media administration, policies, and investment decisions.

1

The purpose and the structure of the body that manages and partitions responsibilities for each priority area across the different organizational entities: corporate, geographies, groups, and divisions

Organization Model2

Scope of Social Media Governance

Processes

Policies/Guidelines/Standards

Monitoring and Measurement metrics

Goals and Objectives

Monitoring and Measurement Infrastructure

Scope of Social Media Governance

Goals & Metrics <<Illustration>>

•Critical Success Factor 1• Metrics 1• Metrics 2

Performance measurement is the tracking of critical success factors in order to ensure success of the social media Each critical success factor has a set of metrics

•Critical Success Factor 2• Metrics 1• Metrics 2• Metrics 3




Organization Model

Who is in control of Social Media stuff? What are the best practices?

Central body does not exist or has

minimal decision making authority

Only responsible for overseeing

top-level site and providing basic

navigational links to business units

Each business unit is responsible

for their own social media

governance strategy and structure

Almost no information flow or

interaction between the

autonomous units

Distributed

It’s the model that most companies fear the most – it is hard to monitor or contain

One department controls all

efforts

More “command and control” —

centrally oriented decision making

processes and power structure.

Central body makes the decisions

related to areas such as standards,

policies, and funding

Information flows from central

body to business units

Centralized

The centralized model is the “default setting” for most large companies.

Sets rules, best practices, policies Governance body consist of business

representatives from across business units

Central body is responsible for decisions related to creating a unified image, branding etc.; some degree of standardization

Central body may provide some high-level decisions relating to the flow of information and funding, but most substantive decisions are made at the business unit level

Coordinated

Ex: SunEx: Ford, Adidas

It’s beauty is that it is simple, reason-able and effective. But take more time

Ex: HP, Starbucks

Decision Making Processes <<Illustration>>

Org. Structure Roles and Responsibilities

User

Decision Making Process

Administration

Management

Policies & Guidelines

Social Media

Encyclopedia

Social Media

Guidelines(Global and Local)

Guiding

Principles

Social Media

Content Standard

and Policies

FAQ

1

3

2

4

5

<<Illustration>>

Social Media Governance Maturity

Implementation Approach

Plan Delivery

Collect As-Is Social Media Execution Status and Org.

Define Social Media

Goals and Objectives

Define To-Be Org, Model

Develop Org. Structure

Develop Decision Making

Processes

Define Roles and Responsibilities

2 weeks 8-10 weeks ? weeks

Developing the social media governance occurs in four phases over 3-6 months depending on the organization and scope.

Develop Guideline, Policies,

Standards

Deploy

Develop CSF

and Metrics

Develop and Execute

Deployment Plan

Timeline

Assess Current State Assess Current State Capabilities &

Performance

Define Social Media Goals Objectives, Org. Model To-Be Org. Model

Guideline, Policies, Standards and Metrics Develop Policies and Guideline, metrics

Develop Principle

Decision Making Process

Identify / Agree / Define Role and Responsibility

Processes Review

Project Communications & Management

Report results to Steering Committee and Authority to Proceed

Mobilize Project Team

Week 2 Week 3Week 1Activity Week 5 Week 7 Week 9 Week 11 Week 13

Developing the social media governance occurs in four phases over 3-6 months depending on the organization and scope.

Develop Deployment Plan

Execute Deployment Plan

Deployment Plan and Execution

global social media governance

Documents