Six Essential Shifts in Social Media Strategy

Six Important Shifts for

Social Media Strategy Dave Fleet, VP Digital, Edelman

Edelman.com

@davefleet

What’s going wrong?

We’ve gone from this…

!! <Grumble>

…to this.

Shiny objects dominate discussion…

…as do shiny tactics

Basement punditry is prevalent

Fueled by a campfire mentality.

Flickr: usnationalarchives

We’re living in a fishbowl…

Flickr: Christian O. Harris

…while the “#Fail police” circle

Companies are using social like a slot machine

Flickr: ragingwire

1. Social business

2. Objectives

3. Measurement

4. Integration

5. Content

6. Community Management

1. Social Business: Step away from shiny

Let the bees do the buzzing

SO

CIA

L B

US

INE

SS

Stock.schng: unaranja

SO

CIA

L B

US

INE

SS

Change the conversation

• Ask “why”

• GMOOT Business objectives

• Know when to step away

Focus on the less shiny object

SO

CIA

L B

US

INE

SS

The social brand is only half the puzzle

Source: Edelman 2011, edelmandigital.com

Community Management Marketing

Customer Service Communications

Events Campaigns Advocacy

Crisis

SOCIAL BRAND (External)

Programs

SO

CIA

L B

US

INE

SS

Social business enables the social brand





Crisis


SOCIAL BUSINESS (Internal)

Training Process

Collaboration Organization Models

Research & Development Policies & Guidelines Knowledge Sharing

Culture

Programs

Infrastructure

SO

CIA

L B

US

INE

SS

The social company integrates both





Crisis


SOCIAL BUSINESS (Internal)

Training Process

Collaboration Organization Models

Research & Development Policies & Guidelines Knowledge Sharing

Culture

Programs

MEASURABLE OUTCOMES

SO

CIA

L B

US

INE

SS

Infrastructure

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


From social tactics to social business

SO

CIA

L B

US

INE

SS

2. Set better objectives

Stop setting the wrong objectives

Dumb

Specific

Measurable

Achievable

Relevant

Time-bound

Gain 100,000 followers

Increase awareness of the benefits of a

specific attribute among female New Yorkers

aged 25-34 by 20% from June to September

OB

JEC

TIV

ES

Source: Dave Fleet Edelman 2012, edelmandigital.com

The Strategy Pyramid

Business Objectives

Social Media Goals

Program Objectives

Strategy

Tactics

OB

JEC

TIV

ES

Setting better objectives

1.Tie back to business objectives

2.Consider the context

3.Stay above the “how” and “what”

4.Ensure objectives are measurable

3. Measure against objectives

Measurement is a challenge for companies ME

AS

UR

EM

EN

T

Problems with measurement ME

AS

UR

EM

EN

T

1. Focusing on the wrong things

2. Unrealistic over true meanings

3. Made-up numbers

4. Lack of insights focus

Focus on the right things ME

AS

UR

EM

EN

T

Know what the numbers mean ME

AS

UR

EM

EN

T

“Right now you may only reach 16% of your fans each week.”

Declare war on made-up metrics ME

AS

UR

EM

EN

T

“…multipliers are “silly” and should never be applied unless proven to exist in a specific case.” Barcelona Declaration of Research Principles, 2010 http://www.instituteforpr.org/2010/06/the-barcelona-declaration-of-research-principles/

Generate and drive insights ME

AS

UR

EM

EN

T

Strategy Planning Execution Assessment

Measurable objectives

Insight-fueled plans

Course correction Results

measurement

Business Objectives


Generate and drive insights

ABANDONMENT VALLEY MANAGED COMMUNITY

BUILDS ON

EXISTING

COMMUNITY

EQUITY

CONSUMER CONVERSATIONS

ACTIVE

CAMPAIGN

SPIKE

ACTIVE

CAMPAIGN

SPIKE

ME

AS

UR

EM

EN

T

Generate and drive insights

Strategy Planning Execution Assessment

Measurable objectives

Insight-fueled plans

Course correction Results

measurement

Business Objectives

ME

AS

UR

EM

EN

T


We can’t measure in isolation ME

AS

UR

EM

EN

T

Flickr: deartistzwei

4. Integrate and bust silos

There’s a tug-of-war over social media INTE

GR

ATIO

N

Flickr: JoePhilipson

Silos persist, but everyone wants social

marketing public relations

human resources

customer service

product development

“To stand out in a commoditized market, companies must understand what customers truly value. The only way to do that is to break down the traditional, often entrenched, silos and unite resources to focus directly on customer needs." ~Ranjay Gulati, Harvard Business Review

INTE

GR

ATIO

N

Transmedia storytelling CO

NTE

NT

Four approaches to integration INTE

GR

ATIO

N

1.Tactical execution

2.Reporting structures

3.Governance

4.Organizational models

Integrate at the tactical level

1.Co-opt others

2.Pay it forward

3.Think long-term

4.Work broadly

INTE

GR

ATIO

N

Integrate through reporting structures

44

INTE

GR

ATIO

N

YES SOCIAL MEDIA

COMMITTEE

WHICH BRAND?

BRAND X

PILOT PROGRAM

BRAND TEAM

TECHNOLOGY PARTNERS

AGENCY PARTNERS

PLANNING STRATEGY IMPLEMENTATION

INTEGRATION

RESULTS REPORTED

L

M

SOCIAL MEDIA

COMMITTEE

GLOBAL DIGITAL SERVICES

P

B

O

B = BRANDS, P = PARTNERS, O = OPERATIONS

L = LAUNCH M = MEASURE

NO


INTE

GR

ATIO

N

Integrate through governance

Integrate through organization models

46

KEY BT: BRAND OR BUSINESS UNIT TEAMS T: TRADITIONAL D: DIGITAL S: SOCIAL


INTE

GR

ATIO

N

COE

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

5. Create better content

CO

NTE

NT

Don’t just feed the beast

Objectives

Source

Execution

CO

NTE

NT

Consider:

CO

NTE

NT

Consider your content objectives

Source: Timo Elliott

CO

NTE

NT

Stay interesting by curating

Curation Cycle

Identify Frame Collaborate

CO

NTE

NT

Executing your content plan CO

NTE

NT

1. Volume

2. Mix

3. Format

Content volume CO

NTE

NT

Content mix CO

NTE

NT

Content format

Video

Photo C

hart

Animation

Infographic

White Paper

eB

ook

We

bin

ar

FAQ

How-to

Tip sheet

Cover photo

Presentation Podcast

Audio

Case Study Interview

CO

NTE

NT

The 5 C’s of community CO

NTE

NT

6. Engage like a human

Embassies are an established presence where interactions, conversations and participation are

facilitated by one or more Ambassadors

of the brand or organization who manages them.

Embassies are your home away from home

CO

MM

UN

ITY

Envoys are employees, agents or members of the public who are willingly dispatched to “outposts”—properties that are not owned or controlled by the business, brand or organization.

Other peoples’ outposts need envoys

CO

MM

UN

ITY

Even big companies get it wrong

CO

MM

UN

ITY

Balance humanizing brands, with process

1.Embrace the 99%

2.Establish processes to reduce risk

Choir-preaching brands miss the bigger opportunity

Sentiment

Critic Neutral Advocate

CO

MM

UN

ITY

Engagement Framework

Source: David Armano, Edelman 2011, edelmandigital.com

CO

MM

UN

ITY

In summary...

1. Step away from the shiny object 2. Set better objectives 3. Measure against those objectives 4. Integrate and bust open silos 5. Plan and create better content 6. Engage like a human

Thank you Dave Fleet, VP Digital, Edelman

Edelman.com

Dave.Fleet [at] edelman.com | Edelman.com