kinship social media command center expertise
TRANSCRIPT
Social Media Command Center
Strategy, Experience, Trends
March 2015
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Contents
Our Point of View
Our Social Media Command Centre Experience
Our Clients
Additional Content
• SMCC Roadmap
• International Trends
OP
ERA
TIO
NA
LEX
CEL
LEN
CE
INTERNAL(employees)
EXTERNAL (customer, partners, media)
THE SOCIAL BUSINESS
PRODUCT FEEDBACK
CUSTOMER SUPPORTCOLLABORATION
PRODUCT INNOVATION
SOC
IAL
BR
AN
D
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Our Point of ViewSMCC Must Align with Whole Social Business Objectives
SMCC
SMCC Part of Digital Transformation Journey
Being represented as a global and well integrated organisation on the internet via a single global social presence across the
business
Being promoted as a well integrated, global organisation via a consolidated digital presence that connects with
customers and suppliers
Social Media Command
Centre Governance Program
• Single strategy framework
• Architecture, Technologies,
and Analytics centrally
implemented
• Social assets governance
• Integrated into operational
processes
• Process based execution
• Managed content
Online Reputation
Management
Cause Marketing
Protect
Promote
Divisional Customer
SupportConnect
Connect staff, supply-
chain, customers and
their customers
Organisational-wide
customer support
inclusive of C-level
Targeted promotionOwned & Earned
Marketing
Crisis Management Proactive Protection
Increase advocacy
Integrated &
consolidated
transactional SCRM
capability
Incorporate Big Data
into sales
Establish Enhance Evolve
Transact
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Our Social Media Command Centre
Experience
We Operate Our Own For-Profit SMCCGlobal Customers
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We Build SMCCs for Others
BIDV Vice Manager of Retail Banking
Department and SMCC Project Ms Lê
Vũ Diễm Hằng (Ms Catty Hang)
highlights the key reason KINSHIP
outplaced other competitors to win this
bid:
“More than anything, we do believe that
SMCC and social media is not about a
fabulous and high-tech fad. Compared
to other vendors who mostly focus on
providing technology solutions,
KINSHIP’s competency in strategic
social media was seen as what we
need for this very early stage.”
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We Augment the SMCCs of Others
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• Social Analytics Reports
• Brand and Market Insights
• Social Media Services to Partners
• Engagement Centres & Pop-Ups
• Special Purpose Monitoring – Crisis
and Activism
We Provide Social Rallying Points & Pop-Ups
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Gartner Symposium - Orlando
• We choose tools selectively
• Keep abreast of developments
• Use the tools actively
Sole agents for:
• Hootsuite (ANZ)
• Zimbra (APAC)
• Insideview (ANZ)
• Mutualmind (ANZ)
However we remain tool agnostic.
We Are Expert in Social Technologies
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We Have Robust MethodologiesBuilding and Linking SMCC Strategy to the Business
1. Phase 1 Assessment & Discovery
• Phase 1.1 Social Media
Assessment
• Phase 1.2 Discovery – Business
Requirements
2. Phase 2 Functional Specification of
SMCC
3. Phase 3 Technical Selection and
SMCC Design
4. Phase 4 Implementation Plan
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Phase 1 Assessment &
Discovery
Phase 2 Functional
Specification
Phase 3 Technical
Selection & SMCC Design
Phase 4 Implementation
Plan
We Know How To Integrate WorkflowsDesigning Workflows and Escalation Procedures
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We Keep Abreast of Leading AnalyticsSocial Personality Profile Index by IBM Watson
In terms of content marketing, people with a
higher self-transcendence value may exhibit an
interest in reading articles about the
environment, whereas people with a higher self-
enhancement value may have an interest in
reading articles about work.
A customer making positive social mentions
about the brand who scores high on modesty,
openness, and friendliness may be more likely to
spread information and be a reliable and credible
brand ambassador.
KINSHIP clients include
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About KINSHIP digital
Being present in social and learning – social business intelligence.
KINSHIP digital integrates the social media with the enterprise, focused on
business strategy and leveraging strengths and cultures of specific social
platforms to enhance brand engagement and value, and to improve the value
exchange.
• Our vision is that our clients should have the optimum social architecture to
support their business objectives:
• Flowing awareness, information & engagement bi-directionally;
• Facilitating the most effective social footprint of their people;
• Fully enabling social selling;
• Optimally using the full value of social business intelligence;
• Building brand value, brand resilience and brand equity.
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Social Media Command Centre Roadmap
What is a Social Media Command Centre?
A Command Center is a physical space where Companies coordinate to listen and engage their citizens or market in social channels to achieve business use cases in marketing
engagement, customer care, risk management [crisis management / ORM], or operational efficiency of
coordination and contact center deflection.
Jeremiah OwyangAltimiter Group@jowyang
@Michae1Green
SMCC Organisational Options
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SMCC Roadmap - 4 to 6 years
Stage 1COMMUNITY
Engage & Support
Build Brand Presence
Stage 2STRATEGY
Centre of Excellence
Strong Internal
Communities
Stage 3INSIGHT &
ACTION
Insights & Innovation
Data Analytics
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In our experience social technologies, and social media, and social data analytics evolve through the three stages above.
SM Monitoring Maturity AssessmentOrganisation scored on 8 elements
The eight integrated elements reflect capability and culture:
1. Assess & Align
2. Prevent & Promote
3. Context & Culture
4. Organize & Oversee
5. Monitor & Measure
6. Engage & Resolve
7. Inform & Integrate
8. Detect & Discern
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The Social Ecosystem
ParticipatingListening, establishing reputation(I’m one of you)
ManagedListening, supporting, building reputation, marketing
OwnedListening, supporting, building relationships, collaborating
External Communities
Closed Network
Internal Communities
Example: customer communities
Example: channels, members
Example: Intranets, communities of practice
Wikis
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International Trends in SMCC
Trends in SMCC International Practices
The three biggest trends internationally in social media command centres are:
1. They are becoming more integrated with business units – more integrated into
marketing, the contact centre, customer insights, product development and more
employees are expecting to be able to interact with customers in social media and to
use social media to attract and retain customers e.g. NAB
2. Teams are focusing on discovering content which is highly relevant to the brand and
its audience and “amplifying” this content in social media e.g. finding content that really
interests their customers and potential customers.
3. Advanced social data analytics and “cognitive intelligence” is being applied to social
data and this is starting to be linked to internal customer insights and business
intelligence data and new customer lead generation
e.g. IBM Engagement Centre
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1. International Trends – NABBusiness Customer Acquisition
NAB uses social analysis as part of marketing to new business customers:
• To demonstrate their understanding of the customer’s industry
• To throw up some insights into the customer’s business
• To give some insights which might surprise the customer
• To demonstrate that NAB is innovative.
Demand from NAB business bankers
exceeds the current capacity of the
NAB SMCC and they are outsourcing
this to KINSHIP.
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2. Citi Social Media Marketing
By promoting pop stars Citi amplified marketing message and earned new customers.
By forming relationships with music artists and performing venues, Citi is able to offer
its card members access to concert tickets via Facebook before they go on sale, which
earns major social buzz—especially when they involve popular bands.
Results
1. Improving brand reputation among target audience;
2. Amplification of brand messages; and
3. Acquisition of new customers.
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3. Future Evolution to Centre of Excellence
As social media matures within an organisation and the SMCC matures they migrate to a
Social Media Centre of Excellence:
1. The SMCC then focuses on operations and special projects.
2. Business functions and departments become social media capable.
The CoE focuses on:
• Overall company social media strategy
• Standards and governance
• Social media competence and adoption
• Innovation
• Technology and standards
• Agency management and contracts.
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X
STRATEGY & USE CASE DEFINITION EXECUTION MEASUREMENT
Mark
eti
ng
& O
rgan
isati
on
al R
ead
iness
Training
Policies
Technology
Content Plan So
cia
lIn
teg
rati
on
Measu
rem
en
t F
ram
ew
ork
& R
ep
ort
ingCampaigns &
Initiatives
General
Community
Management
Paid, Owned
and Earned
Media
Customer
Support
Competitor,
Market &
Campaign
Reporting
Maturity Model
(CMM)
Benchmarking
Customer
Management
Insights
PR and
Corporate
Communications
(ORM)
Customer
Support
Marketing &
Product/Service
Operations
Ecosystem
(Partners,
Influencers
Industry)
Engagement
Digital Media Center of Excellence
Repeatable Framework for Use Cases
Sales and
Revenue
Generation
The Social Media Centre of ExcellenceTraining, Policies, Technology, Content Plan, Culture
Quick “1-Click” Social Rallying Points
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