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Transcript of Workshop social media Creative Connection
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Social media workshop:Strategy
24 juni 2010Erik Hekman
Dennis RingersmaHarry van Vliet
Thursday, June 24, 2010
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PROGRAMMA• 14.00 - 14.15 : Welkom en inleiding
• 14.15 - 14.45 : Brainstorm 1
• 14.45 - 15.15 : Brainstorm 2
• 15.15 - 15.45 : Brainstorm 3
• 15.45 - 16.00 : Terugkoppeling
Thursday, June 24, 2010
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SOCIAL MEDIA
Creation Aggregation Distribution Consumption
‣ Muziek
‣ Striptekeningen
‣ Sony
‣ Disney
‣ Concerten‣ CD/DVD (retail)‣ Televisie‣ Internet
‣ Tijdschrift‣ DVD
THE MEDIA SUPPLY CHAIN
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‣ Film‣ Muziek‣ Foto’s‣ Tekst
‣ Relaties‣ Links
‣ Video sharing‣ Music sharing‣ Photo sharing‣ Wiki‣ (micro) blogs‣ Document sharing
‣ Social networks‣ Link sharing
‣ Internet‣ Mobiel
‣ Browser‣ Mobiele telefoon‣ Televisie
SOCIAL MEDIA
Creation Aggregation Distribution Consumption
THE MEDIA SUPPLY CHAIN
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TV Print Mobiel Internet Social Media
SOCIAL MEDIAEEN APART MEDIUM?
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TV Print Mobiel Internet
content creatie
2-weg communicatieSocial M
edia
SOCIAL MEDIAMASSALE TOEGANG TOT INTERACTIEVE MEDIA
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It’s messy and
you’re not in
control!
SOCIAL MEDIACONSEQUENTIES MASSALE TOEGANG TOT MEDIA
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Thursday, June 24, 2010
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Business models
Leverage Metrics
SOCIAL MEDIAWEL DEGELIJK STURING
Objectives Instruments Activities ImpactVision
MissionStrategy
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Opdracht: Benoem social media activiteiten.
Bijvoorbeeld: vrienden maken op Facebook, filmpje uploaden op YouTube
BRAINSTORM #1
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Instrument = something that helps you to reach an objective
Branding "Get branding out there"
Co-Create “Involve consumers in the development of products”
Share knowledge and experiences “Share knowledge, experiences and opinions”
Promote “Promotion”Listening in "Tap into the social information space"Dialogue / Talk with "Start a conversation"Recruitment “Recruit employees”Service / Support "Increase customer service"Inform "Provide information"Sales “Making transactions”Word of Mouth “Word of mouth communication”Reputation “Boost reputation”Mobilize "Calls to action"
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INSTRUMENTALGEMENE REGELS VOOR SOCIAL MEDIA
Doʼs• Zorg voor duidelijk(-e) doelstelling(-en) plus
bijbehorende tijd en menskracht• Stel de gebruiker/klant centraal• Benader een aantal medewerkers en/of klanten en
laat hen bepaalde rollen in social media vervullen • Blijf social media polsen en stimuleren
Dontʼs• Social media los van je organisatie zien• Zonder (voor-)onderzoek social media inzetten• Geen testfase en evaluatie van social media
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INSTRUMENT10 GOUDEN REGELS VOOR SOCIAL MEDIA
Projectleider:1. Bepaal de doelstelling:
• communicatief, • marketing, • of business
2. Bepaal de doelgroep3. Onderzoek de doelgroep4. Bepaal de mate van investering5. Stel een team samen, laat controle los (maak duidelijk dat project MAG, zonder steeds terug te koppelen/om goedkeuring te vragen!)
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INSTRUMENT
TEAM:
6. Wees een ambassadeur, luister naar wat de doelgroep wil en gebruikt (Functioneel Ontwerp)7. Kies en lanceer een tool(-s)8. Doe actief mee, bouw geduldig, investeer, verwacht niet directe resultaten9. Blijf luisteren en ambassadeurs rol oppakken10. Evalueer regelmatig
10 GOUDEN REGELS VOOR SOCIAL MEDIA
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INSTRUMENTMOBILIZING
Doʼs• Social media inzet als onderdeel van een
communicatiecampagne: wat is het te bereiken doel? • Wees actueel• Lokaliseer je doelgroep en vlaggendragers, faciliteer
hen• Geef updates, wees transparant
Dontʼs• Als het doel niet haalbaar is dan haakt men af (duur,
omvang, herkenbaarheid van het doel)• Timmer de kanalen niet dicht, maar luister waar het
gesprek plaatsvindt. Verplaatst het gesprek zich, kijk toe, analyseer, en ga evt. mee (maar timmer niet dicht!)
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INSTRUMENTMOBILIZING
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INSTRUMENTRECRUITMENT / SALES
Doʼs• Benut vlaggendragers (intern dan wel extern) en rust
deze uit (tijd, geld, apparatuur)• Biedt diensten op maat aan• Zorg ervoor dat klanten hun vragen vlot en adequaat
beantwoord krijgen (bereikbaarheid)• Betrek je klanten op persoonlijk niveau (persoonlijke
incentives)
Dontʼs• Je klant niet als gelijkwaardige gesprekspartner zien en
met name producten/diensten aanbieden. Nee: de klant heeft jou ook wat te bieden!
• Geld centraal stellen. Social media is vooral SOCIAL. Dit moet het uitgangspunt blijven.
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INSTRUMENTRECRUITMENT / SALES
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INSTRUMENTDIALOGUE
Doʼs• Jij ok-ik ok, oftewel de klant/gebruiker is een
gelijkwaardige gesprekspartner• De digitale doelgroep is dezelfde als de fysieke
doelgroep• Stem de aard van de dialoog (niveau) af op de
doelgroep
Dontʼs• Niet terugkoppelen, niet laten zien wat er met input
gebeurt.• Building your own limonadestand: doe dit niet. Ga kijken
waar het gesprek plaatsvindt, en bevraag deelnemers wat goed voor hen werkt.
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INSTRUMENTDIALOGUE
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INSTRUMENTPROMOTE
Doʼs• Veronica komt naar je toe deze zomer! Zet een digi-
team in, faciliteer hen.• SM is ondersteuning: bouw het in je marketingplan in.• Reputation management is van belang (wat zou BP
moeten doen om zijn reputatie enigszins te kunnen redden?)
• Spreek de waarheid! Wees authentiek!
Dontʼs• Daddy on the Dancefloor• Enkel zenden• Onvoldoende tijd en menskracht inzetten
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INSTRUMENTPROMOTE
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Business models
Leverage Metrics
SOCIAL MEDIA
Objectives Instruments Activities ImpactVision
MissionStrategy
Activities
Leverage
Thursday, June 24, 2010
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Opdracht 2:
Probeer de instrumenten te categoriseren.
1) plot de instrumenten op de kwadranten
2) plot de cases op de kwadranten
BRAINSTORM #2INSTRUMENTEN
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in control
out of control
direct ʻrevenueʼ indirect ʻrevenueʼ
MAPPING
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Instrument = something that helps you to reach an objective
Branding "Get branding out there"
Co-Create “Involve consumers in the development of products”
Share knowledge and experiences “Share knowledge, experiences and opinions”
Promote “Promotion”Listening in "Tap into the social information space"Dialogue / Talk with "Start a conversation"Recruitment “Recruit employees”Service / Support "Increase customer service"Inform "Provide information"Sales “Making transactions”Word of Mouth “Word of mouth communication”Reputation “Boost reputation”Mobilize "Calls to action"
Thursday, June 24, 2010
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in control
out of control
direct ʻrevenueʼ indirect ʻrevenueʼ
MAPPINGWoM
Promote
Reputation
Branding
Sales
Mobilize Experiencesharing
Service
Co-CreateShare
Knowledge
Listening in
Dialogue
Recruit-ment
Inform
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in control
out of control
direct ʻrevenueʼ indirect ʻrevenueʼ
MAPPINGWoM
Promote
Reputation
Branding
Sales
Mobilize Experiencesharing
Service
Co-CreateShare
Knowledge
Listening in
Dialogue
Recruit-ment
Inform
Say Chees GoudaVodkaLG
RabobankThialf
Vrede van Utrecht
“Grote organisatie”
Essent
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Business models
Leverage Metrics
SOCIAL MEDIA
Objectives Instruments Activities ImpactVision
MissionStrategy
Activities
Leverage
Instruments
Thursday, June 24, 2010
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ANALYSE CASESCase Objective Instrument Activity
Say Cheese Gouda Customer Relationship
• Branding• Reputation• Share experiences
Vodka Profit • Promote
LG Profit • Promote
Rabobank Customer Relationship
• Share Information• Dialogue• Service/support
Thialf Innovate • Dialogue
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ANALYSE CASESCase Objective Instrument Activity
Vrede van Utrecht Reach • Promote• Co-Create
“Grote organisatie” Consolidate • Dialogue
Essent Svenergy Growth • Sales• Promote
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Reach "Magnifiy impact and reach"
Innovate “Spur innovation”
Consolidate “Getting business done”
Grow "Maintain or capture greater market share"
Cost reduction
Customer relationship "Build and develop relationships"
Profit
Efficiency "Gain real time access to content"
Objectives = a goal that services the mission of the organisation
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BUSINESS MODELS
} 18
KRKey Resources
KPKey Partners
KAKey Activities
C$ Cost Structure
}19
CSCustomer Segments
CRCustomer Relationships
VPValue Propositions
CHChannels
R$Revenue Streams
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CUSTUMOR SEGMENTS
For whom are we creating value?Who are our most important customers?• Mass Market• Niche market• Segmented (demographics etc)
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VALUE PROPOSITION
What value do we deliver to the customer? What problems are we helping to solve?Which customer needs are we satisfying?
• Performance (computer industry)• Customization• “Getting the job done”
• Cost reduction• Risk reduction• Price
• Convenience• Accessibility
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CHANNELS
Through which channels do we reach our customer?Which ones work best and are most cost-efficient?
• Retail• Internet• Television• Radio
• Crossmedia
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CUSTOMER RELATIONSHIP
How can we build relationships?How can we integrate them?
• Personal assistance• Communities• Automated services• Co-creation
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REVENUE STREAMS
What value is the customer really willing to pay?
• Asset sale• Usage fee• Subscription fee
• Lending/renting/leasing• Licensing• Brokerage fees
• Advertising
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KEY RESOURCES
What Key Resources do our value propositions require?Our distribution channels/relationships/revenue streams?• Physical• Intellectual• Human
• Financial
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KEY ACTIVITIES
What key activities do our value propositions require?Our distribution channels/relationships/revenue streams?• Production• Problem solving• Platform/network
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KEY PARTNERS
Who are our key partners/suppliers?Which key resources are we acquiring from partners?• Optimization and economy of scale• Reduction of risk and uncertainty• Acquisition of particular resources and activities
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COST STRUCTURE
What are the most important costs? Which key resources/activities are most expensive?• Cost-driven• Value-driven
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BUSINESS MODELS
KP
C€
KA
KR
VP CR CS
CH
R€
Customer Segments
Revenue StreamsCost Structure
Key Partners Key Activities
Key Resources
Value Proposition Customer Relationships
Channels
Thursday, June 24, 2010
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BUSINESS MODELSIKWEETWATDITIS
In het kort:Musea hebben moeite met het trekken van bezoekers. Hoe kan social tagging hier een rol in spelen?
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BUSINESS MODELSIKWEETWATDITIS
KP
C€
KA
KR
VP CR CS
CH
Co-creatie
Community
R€
Vindbaarheid
Verrijking
Meer bezoekers ikweetwatditis.nl
Instelling
Flickr.com
Musea
Bezoekers
Experts
Platform
Interviews
Communities
HogeschoolUtrecht
Universiteits-museum Utrecht
Museon
Naturalis
Bestaandecommunities
Collecties
Platform ontwikkeling
Platform ontwikkeling /
onderhoud
BenaderenCommunities
Maatschappelijke betrokkenheidEsteem
ZichtbaarheidKennis
Vermaak
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Reach "Magnifiy impact and reach"
Innovate “Spur innovation”
Customer relationship "Build and develop relationships"
Objectives = a goal that services the mission of the organisation
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BUSINESS MODELSIKWEETWATDITIS
KP
C€
KA
KR
VP CR CS
CH
Co-creatie
Community
ikweetwatditis.nl
MuseaVindbaarheid
Maatschappelijke betrokkenheidEsteem
Bezoekers
R€
Verrijking
Zichtbaarheid
Meer bezoekers
Kennis
Instelling
Flickr.com
Experts
Platform
Interviews
Communities
HogeschoolUtrecht
Universiteits-museum Utrecht
Museon
Naturalis
Bestaandecommunities
Collecties
Platform ontwikkeling
Platform ontwikkeling /
onderhoud
BenaderenCommunities
Vermaak
Thursday, June 24, 2010
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BUSINESS MODELSIKWEETWATDITIS
KP
C€
KA
KR
VP CR CS
CH
Co-creatie
Community
ikweetwatditis.nl
MuseaVindbaarheid
Maatschappelijke betrokkenheidEsteem
Bezoekers
R€
Verrijking
Zichtbaarheid
Meer bezoekers
Kennis
Instelling
Flickr.com
Experts
Platform
Interviews
Communities
HogeschoolUtrecht
Universiteits-museum Utrecht
Museon
Naturalis
Bestaandecommunities
Collecties
Platform ontwikkeling
Platform ontwikkeling /
onderhoud
BenaderenCommunities
Vermaak
Thursday, June 24, 2010
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BUSINESS MODELSIKWEETWATDITIS
KP
C€
KA
KR
VP CR CS
CH
Co-creatie
Community
ikweetwatditis.nl
MuseaVindbaarheid
Maatschappelijke betrokkenheidEsteem
Bezoekers
R€
Verrijking
Zichtbaarheid
Meer bezoekers
Kennis
Instelling
Flickr.com
Experts
Platform
Interviews
Communities
HogeschoolUtrecht
Universiteits-museum Utrecht
Museon
Naturalis
Bestaandecommunities
Collecties
Platform ontwikkeling
Platform ontwikkeling /
onderhoud
BenaderenCommunities
Vermaak
Thursday, June 24, 2010
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Bedenk een business model voor het volgende:
1) “betrek Europa meer bij de burger”
2) “Bavaria komt met een nieuw biertje”
Beiden moeten social media inzetten
BRAINSTORM #3BUSINESS MODELS
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Business models
Leverage Metrics
SOCIAL MEDIA
Objectives Instruments Activities ImpactVision
MissionStrategy
Activities
Leverage
InstrumentsObjectives
Business models
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AFSLUITING
Vragen???
www.crossmedialab.nlThursday, June 24, 2010