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Get Social Or Die!

Transcript of Jeremiah_Owyang_Amplify_presentation

  • 1. 1
    Developing a Social Strategy
    For Amplify
    June 6-10, 2011
    Jeremiah Owyang
    Industry Analyst and Partner

2. Agenda
2
How the World Has Changed
2011: The State of Social Business
Baseline Requirements Needed for Getting Ready Internally
Developing a Social Strategy by Objectives
Final Remarks
3. Agenda
3
How the World Has Changed
2011: The State of Social Business
Baseline Requirements Needed for Getting Ready Internally
Developing a Social Strategy by Objectives
Final Remarks
4. Image by ronni44052 used with Attribution as directed by Creative http://www.flickr.com/photos/ronnie44052/2730239605
How the World has Changed
2011 Altimeter Group
5. Social media are easy to use web publishing tools. As a result anybody can have a voice and be found through simple tools like Google search. This creates a power shift towards those who participate and those that dont must catch up.
6. Over 50% of Facebooks 600M active users log in everyday (February 2011)
Source: Facebook, February 2011
6
7. 7
There are 140 million tweets a day (March 2011)
8. The average user spends 6 hours a month on social networks, 66% more than last year (April 2010)
8
9. Customer trust each other more than they trust brands
Now they can use these tools to connect with each other
Organizations who are not part of this conversation are not relevant
To regain power, organizations must use the same tools customers do
What it means
9
10. Is social media a fad or a trend?
Exercise
11. Is it limited to youth only?
Exercise
12. Agenda
12
How the World Has Changed
2011: The State of Social Business
Baseline Requirements Needed for Getting Ready Internally
Developing a Social Strategy by Objectives
Final Remarks
13. Image by Pieter Musterdused with Attribution as directed by Creative Commons http://www.flickr.com/photos/piet_musterd/1858568495
2011: Current State of Social Business
2011 Altimeter Group
14. We surveyed 140 global corporate social strategists
Career Path of the Corporate Social Strategist
Published November 2010
Download at: http://bit.ly/agreportcareerpath
Independent research report published under the principle of Open Research
14
15. Most programs have existed less than 3 years (Oct 2010)
15
16. 77% of programs are Novice or Intermediate
16
17. Programs mostly report to Marketing or Corporate Communications
17
18. Strategists work with limited budgets averaging just $833,000 for all corporations
18
19. Spending on 12 social business programs still nascent
19
20. 41% of programs are reactive to requests
20
21. ROI measurements are the top internal priority
21
22. Whats the best way to determine a social media budget?
Exercise
23. Agenda
23
How the World Has Changed
2011: The State of Social Business
Baseline Requirements Needed for Getting Ready Internally
Developing a Social Strategy by Objectives
Final Remarks
24. 24
Getting Ready Internally
25. 25
What you will learn:
5 steps to get ready internally.
26. 26
To be successful using social technologies, companies must first prepare and align internalroles, policies, processesand education with their business objectives.Social business is aprofound change that impacts all departments in the organization.
27. Nestle lacked a Defense Strategy during crisis
27
Nestle was under attack by Greenpeace. No matter what, the deck was stacked against them.Lack of mature and trained staff, a process, nor a policy to enforce exacerbated the situation.
28. Southwest Airlines doesnt recognize an Influencer Detractor
28
Southwest Airlines suffered from an attack after a celebrity had a bad customer experience. Had they had Social CRM in place, they may have been able to identify an influencer first.
29. Fragmentation. Without central coordination, efforts will be fragmented and decentralized.
Lack of Efficiency. Costs increase as business units duplicate efforts and resources.
Lack of Accountability. Costs increase as business units deploy without proper guardrails.
Unable to Defend Brand. Without standard policies/processes, AAA will be less prepared for PR crises in social.
Inability to Scale. AAA will not be able to scale efforts to respond to increasing internal/external demands.
The opportunity costs of not getting coordinated
29
30. Disclosure/ethics policy: Company statement defining expectations
Social media policy: Clarity for stakeholders, and reduce risk for employees and company
Community policy: Guidelines for customers and employees
Privacy policy: To protect customers data
1. Policies
30
31. Protect the company and community with external facing policies
31
SeaWorld defines community expectations on its social media properties, e.g. blog.
Walmart published a disclosure policy for its Elevenmoms program.
32. 32
Define expectations for associates with an internal Social Media Policy
Examples of Social Media Guidelines created by Intel and Cisco
33. Education:
New forms of marketing and communication require new skills
Inject fresh thinking and outsider perspectives
Sharing:
What tools are in place to facilitate rapid sharing?
How will different groups use these tools to learnfrom each other?
2. Education and Sharing
33
34. Dell created a Social Media and Community (SMaC) program to train internal stakeholders
34
Dell hosts internal unconferences, called SMaC, and created a social media university. In 9 weeks, it trained 1500 employees face to face on topics like governance, policy, and best practices.
35. Intels CoE empowers employees through education; has certified more than 1000 employees
35
Intel created a Digital IQ, a global initiative to train all employees to become active in social media.
The Buzz, a monthly newsletter for internal Social Media Practitioners (SMPs)
36. Triage: Who should respond to what in near-real time?
Crises response plan: How will you respond as crises arise, even during off hours?
Insights intake: How will customer opinion be gathered and shared internally?
Support: How will social interactions be integrated with customer databases?
3. Processes
36
37. 37
Prepare for social media triage
Take reasonable action to fix issue and let customer know action taken
Negative
Positive
Yes
Yes
No
Assess the message
Evaluate the purpose
Do you want to respond?
Does customer need/deserve more info?
Unhappy Customer?
No Response
Yes
Are the facts correct?
Gently correct the facts
Yes
No
No
No
Can you add value?
DedicatedComplainer?
Are the facts correct?
Yes
Yes
No
No
Yes
Respond in kind & share
Thank the person
Comedian Want-to-Be?
Explain what is being done to correct the issue.
Is the problem being fixed?
Yes
No
Yes
Adapted from the US Air Force Blog Triage
Let post stand and monitor.
38. Situation: A customer is having a bad customer service experience while reporting an ATM card theft.He starts tweeting about it in real time:Someone withdrew my entire checking account balance. Yet the AMP customer service line was rude responding, Yeah right.What should you do?
Exercise #A
39. Situation: The customer records the conversation, and uploads in real time to YouTube.Within 2 hours, it starts to spread on Twitter, and in blogs. What should you do?
Exercise #B
40. Situation: The mainstream press like the Sydney Morning Herald are asking for quotes via Twitter.You see this, what should you do?
Exercise #C
41. 4. Organizational Model
42. DECENTRALIZED

  • Organic growth

43. Authentic 44. Experimental 45. Not coordinated 46. e.g. Sun42
47. CENTRALIZED

  • One department controls all efforts

48. Consistent 49. May not be as authentic 50. e.g. Ford43
51. HUB AND SPOKE

  • One hub sets rules and procedures

52. Business units undertake own efforts 53. Spreads widely around the org 54. Takes time 55. e.g. Red Cross44
56. MULTIPLE HUB AND SPOKE
OR DANDELION

  • Similar to Hub and Spoke but across multiple brands and units

57. e.g. HP45
58. HOLISTIC OR HONEYCOMB

  • Each employee is empowered

59. Unlike Organic, employees are organized 60. e.g. Dell, Zappos46
61. 47
Programs mostly organize into Hub & Spoke and Centralized
62. Key Roles:
Social Strategist
Community Managers
Supporting Roles:
Executives
HR/Associates
Legal
Support
Product
IT
5. Roles
48
63. Who is the Corporate Social Strategist?
49
Scott Monty
Head of Social Media
Ford Motor Co.
@ScottMonty
Manish Mehta
VP, Social Media and Community, Dell
@ManishatDell
Maria Poveromo
Director, Social Media, Adobe
@mariapoveromo
64. Success in their roles comes from being multi-disciplinary and risk-taking
50
65. How do the skills and responsibilities of the role change as the program matures?
Exercise
66. Agenda
52
How the World Has Changed