Operationalizing Social Media

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

http://slidesha.re/blockresponse



WHEN EMPLOYEES GO ROGUE

http://www.youtube.com/watch?v=1OW4U1XRvyg

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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


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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


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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


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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

37

ORGANIZATION MODEL: DE-CENTRALIZED

BT

T

D S


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


OR

G &

GO

VE

RN

AN

CE

38

ORGANIZATION MODEL: ANTHILL (ORGANIC COORDINATION)

Each employee is

empowered within an

organized framework


OR

G &

GO

VE

RN

AN

CE

39

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)



OR

G &

GO

VE

RN

AN

CE

40

CENTER OF EXCELLENCE APPROACH O

RG

&

GO

VE

RN

AN

CE

41

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

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http://www.edelman.com/trust

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