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Social Metrics – Evil and Essential

Presented: June 27, 2012

for

Social Medial Breakfast Waterloo Region

By: Kelly Craft (@krcraft)

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acknowledgements and appreciation

• Let’s give a round of applause to James Howe & the @smbWR volunteers for all that they do to nurture the #socbiz conversation.

• Kudos also to Alan Quarry (@aquarry) and his team for acting as our gracious hosts today. They really understand #custexp

• And thanks to Quarry and @thebauerkitchen for donating the 4 - $50 gift cards you might win today! mmm… Short Rib Gnocchi

• More Practitioner than Preacher, but can sing with the choir

• Lateral, tech-savvy hybrid spanning strategy, design, implementation & analytics

• 10+ years with multi-national vendor for Enterprise Collaboration platform

• Narrative story engineer• Big believer in taking a holistic approach to

business • Silo buster and frequent dinosaur tipper

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the mission – why bother?

• Help organizations learn how to tell more compelling end-to-end stories (narratives)

• Define and refine supporting strategy, delivery methodologies, and frameworks

• Using repeatable methods for measuring success, identifying patterns, and recognizing risks enables agile responses

the challenges

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Core challenges of metrics:Evil = Anything can be measured. Essential = Analysis that turns data into actionable intelligence.

the devil is in the details

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Evil• Biggest evil of all: most orgs don’t bother

to ask customers what they want before planning social strategies.

• Mindless measurement: tracking stats without setting goals.

• Metrics without analysis and action aren’t worth tracking at all.

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Essential

• Customers will measure you by their own set of metrics, which might be far different than your own. Find out what they want.

• Metrics must be tied to business goals, events, and KPIs.

• Metrics are rarely static. You can support dynamic changes by implementing a repeatable process for measurement, analysis, & action.

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THE MISSING LINK

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measurement framework

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conversation mapping Collect social media conversations

•Who? Customers, partners, leads, competitors, industry analysts, advocates

•Where? Create conversation maps & matrix of channels and overlaps.

•What? Examine and identify what is important and relevant to the target audience

•Why? Identify segments by categories and themes

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strategy

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use cases

ROI as KPIs

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metrics

• Metrics are rarely static. Have core benchmarks, but tweak, refine and add as you surface new intelligence

• Segment metrics based on use cases and jobs to be done – not revenue

• Singular metrics aren’t very useful. Metrics should be grouped and compared from multiple pivots. (i.e. channel to channel)

metrics based on events

• Mail campaigns, product launches, sales, conferences, webinars, even things like relocation of an office facility or

• Service disruptions like RIM or Rogers outage • Even a tweet is an event. Especially the

snarky ones. ;)• Events may have additional (tightly and

loosely) related events – Press release, analyst opinion, stock price decrease.

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Cause to correlation

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events > metrics > results• Bonobos. Exclusive sale on Twitter generated 1,200% ROI in 24 hours on

promoted tweet. (Twitter, 2011)• Charles Schwab. Online community drives 56% increase in Gen X customer base

versus year ago. • Honda. Friending Honda campaign increased Facebook fans from 15k to 422k,

generated over 3,500 dealer quote requests.• Kiddicare. 30% reduction in inbound customer communications and first call

resolution increased from 60% to 98% via sCRM solution. (GetSatisfaction, unkn)• Starbucks. 75,000 product and service ideas suggested. (Forrester, 2008)• Virgin America. Exclusive flash sale on Twitter raised the maximum $50,000 in

charitable donations for Stand Up To Cancer. It was also one of the top five sale days ever for the airline. (Twitter, 2011)

• Virgin America. Exclusive flash sale on Twitter drove 25% increase in sign-ups over the previous week to Elevate, Virgin America’s loyalty program. (Twitter, 2011)

Source: http://www.dachisgroup.com/2012/01/social-business-roi-examples/

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repeatable

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resources

• Identify the right people (engagement)• Identify the right people (analysis)• Develop/incorporate processes• Provide adequate training• Collaborate on content

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tools”The right tools are there, but we don’t have the right people. Analysis doesn’t require tools. Tools need to know & be told what they’re looking for.”

Esteban Kolsky

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Technology Selection

 

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let’s do a walk through

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current situation – recent event

• On top of 300 job cuts in March, Rogers eliminating 375 more jobs, citing ‘low profits’. Q1 profits? $305 million

• Challenge: Rogers reports they lost 7,000 cable customers in a highly competitive period (Q1) with Bell's IPTV service.

• UBS analyst Phillip Huang said at that time the loss of subscribers was not a "one-off event'' and he has predicted Rogers will lose 86,000 cable subscribers in 2012.

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Now what?

listen analyze act

• Methodology provides a framework for better identification and extraction of target data sets

• Easier to plan KPIs and set goals• Unify activities across business units & phases

collaboration• Create consistent matrix structured on

event/phase/perspective themes• Analyze data by conversation, author and domain

within each theme/phase• Optimize content (in parallel with traditional non-digital

campaigns)

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I’d like to extend my personal ‘thanks with an cherry on top’ to all of you for joining us this morning, especially for sticking it out and not running for those emergency exits 30 minutes ago!

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Your turn to play Devil’s Advocate.

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