(PPTX) Social Media Strategies - Argentina by Charlene Li

The Power Of Groundbreaking Social Technologies

1

Charlene LiAltimeter GroupTwitter: @charleneliEmail: charlene@altimetergroup.com

2

OUT of CONTROL?

4

5

It’s time to move past experiments6

It’s about RELATIONSHIPS

Strategy Lead Prepare

Agenda8

Strategy Lead Prepare

Agenda9

Strategy Process Stages

Discovery IdeationFormulatio

n & Alignment

Planning Roadmap

10

Strategy Process Stages

Discovery IdeationFormulatio

n & Alignment

Planning Roadmap

Set context • Determine key objectives• Level of strategy (corporate, biz unit, brand)• Identify key metrics• Assess readiness

11

Align social with key strategic goals12

Examine your 2011 goals

Pick ones where social will have an impact

Corporate

Risk manageme

nt

Business unit

Consistency across brands

Brand

Channel focus

Objectives differ by level13

Ask the Right Questions about Value

“We tend to overvalue the things we

can measure, and undervalue the

things we cannot.”

- John Hayes, CMO of American

Express

14

Use appropriate metrics at each level15

Corporate

LOB/Geo Stakeholders

Social Strategist/Community Manager

Business metrics: revenue, CSAT, reputation.

Social media analytics: Insights, share of voice, resonance, WOM.

Engagement metrics: fans, followers, clicks.

Highlight where you are strong, where you need to develop.

Don’t create strategies that you can’t execute.

Demonstrate impact of strategic work. Categories for readiness assessment

Assess your readiness to be social16

• Communication

• Mindset

• Roles

• Stakeholders

• Monitoring

• Reporting

• Customer Profile

• Market Analysis

• Processes

• Organizational Model

• Education

Benchmarking Social Readiness (Before)

17

December 2009

Benchmarking Social Readiness (After)

18

April 2010

Strategy Process Stages - DiscoveryDiscovery

Ideation

Formulation & Alignment

Planning

Roadmap

Collect and prioritize strategic options• Metrics-based value assessment• Prioritize against objectives

19

Impact• How does it

support an objective?

• What metrics matter?

Readiness• Are there

people who can do this?

• Is there budget?

Risks• What are

the risks if we do this?

• What if we don’t?

Priority• Does this

initiative enable other work?

Evaluate each initiative20

Define Your Strategy With Objectives21

LearnDialog

Support

Innovate

How does social media matter to B2B?

Chief stakeholders may not be using social media.• But lieutenants will be.

Social media is impacting how B2B decisions are being made.• Background research• Expertise• Search results impact

Why care about social technologies?

• 62% read user ratings/reviews for business products/services

• 62% visit company profiles on social media sites

• 55% visit company blogs• 51% participate in online business

communities or forums• 49% ask questions on Q&A sites• 29% use Twitter to find or request business-

related information Source: 2009 Business.com Business Social Media Benchmarking Study (n=2,393)

23

People in B2B use social media for work

Use Twitter to find or request business information

Ask questions on Q&A sites

Participate in online business communities or forums

Visit company blogs

Visit company profiles on social media sites

Read user ratings/reviews for business products/services

29%

49%

51%

55%

62%

24

Source: 2009 Business.com Business Social Media Benchmarking Study (n=2,393)

Strategy• Learn

• Dialog

• Support

• Innovate

Lead Prepare

Agenda25

Track brand mentions with basic tools

26

What would happen if every employee could

learn from customers?

Integrate monitoring with workflow27

From Radian 6, to be acquired by Salesforce.com

Other providers

AlterianBrandsEyeBuzzmetrics CymfonySysmosVisible Tech.

No monitoring in place

Tracks brand mentions using basic tools (Google, Twitter)

Centralized monitoring but not actionable in business unites

Deep monitoring to prep & support campaigns

Monitoring & analytics support integrated into everyday workflow

Go beyond basic monitoring to analytics

28

Make course corrections nearly real-time.

Use predictive analytics to anticipate demand.

Shoppers want to be “known”29

I walk into the store

And plans my visit

Store knows it’s me

Give me offers

Community insight platforms30

» Communispace and Passenger offer

online focus groups solutions.

Private communities give better control • Get input from specific communities• Can target specific hard-to-reach communities

But they are hard to create – and maintain• Who needs to be included? Excluded?• Provide non-monetary incentives/rewards for

participating in the community• Deserves and requires dedicated community

manager• Integrate into your company’s support and

innovation process

Pros and cons of private communities

31

Go beyond traditional data to understand your customers

32

Demographic

Geographic

Psychographic

Behavioral

Socialgraphic

1. Where are your customers online?

2. What social information or people do your customers rely on?

3. What is your customers’ social influence? Who trusts them?

4. What are your customers’ social behaviors online?

5. How do your customers use social technologies in the context of your products.

Socialgraphics asks key questions33

Engagement Pyramid34

Curating

Producing

Commenting

Sharing

Watching

Engagement Pyramid - Watching35

Curating

Producing

Commenting

Sharing

Watching

Watch videosRead blog posts

Listen to podcasts

Read tweetsRead discussion

forum posts

Engagement Pyramid - Sharing36

Curating

Producing

Commenting

Sharing

Watching

Share a linkShare photosShare videosWrite a status

updateRetweet

Engagement Pyramid - Commenting37

Curating

Producing

Commenting

Sharing

Watching

Comment on a blog

Write a reviewRate a productParticipate in a

discussion forum@Reply on

Twitter

Engagement Pyramid - Producing38

Curating

Producing

Commenting

Sharing

Watching

Write a blogCreate videos or

podcastsTweet for an

audience

Engagement Pyramid - Curating39

Curating

Producing

Commenting

Sharing

Watching

Moderate a wiki or discussion

forumCurate a

Facebook fan page

Mexico Brazil UKUnited States

Curating <1% <1% <1% <1%

Producing 42.7% 52.7% 21.1% 26.1%

Commenting

56.9% 54.0% 31.9% 34.4%

Sharing 69.8% 79.3% 61.8% 63.0%

Watching 89.8% 89.3% 78.9% 78.1%

Engagement Pyramid Data40

Source: Global Wave Index Wave 2, Trendstream.net, January 2010

41

Conduct research to identify the social behaviors of your

target customer

Also identify:

• Where are they online: Surveys or brand monitoring

• Who do they trust: Surveys

• Who do they influence: Survey or brand monitoring

• How they use these tools in context of your products: Most often surveys.

When you first understand your customers, your marketing efforts will naturally unfold.

Putting socialgraphics to work

Listen and learn from your customers.

Start with basic monitoring tools, but quickly evolve them.

Invest in analytics that matter. Use metrics that are relevant to your business.

Understand the socialgraphics of your customers.

Summary - Learn42

Strategy• Learn

• Dialog

• Support

• Innovate

Lead Prepare

Agenda43

Conversations, not messages

Human, not corporate

Continuous, not episodic

The New Normal44

Blogs establish thought leadership45

CEO Richard Edelman has been blogging consistently since September 2004.

The Central Bank of Brazil shares articles on twitter

46

Pantene Argentina listens to the crowd, connects with the individual

47

Ford targets an influencer, reaches half of Argentina’s Twitter audience

48

Encourage commenting to get into the Facebook news feed

49

B2B can also use Facebook50

• Develop relationships with job candidates, prospects, and current employees

• Insert your content into newsfeed of fans

• B2B is really people to people

51

Also encourage dialog inside the company

ISS connects distributed work-force with social-powered intranet

“Everyone feels more connected. Socialtext is allowing us to work as a team towards our goals

and serve customers more efficiently.”

- Erick Vera, Enterprise Social Media Manager

52

Premier Farnell supports engineers with community, and employees with “OurTube”

53

Give out Flip cameras/smartphones• Set up an internal “OurTube”• Transcribe conversations into emails and posts

Ask people for best practices, reactions, advice, opinion in areas of passion.

Recognize key contributors.

Getting people to share within your company

54

Tivo joined an existing community55

Advocacy – A five-phase approach56

Phase 1: Internal

Readiness

Phase 2: Identify

Advocates

Phase 3:

Build Relations

hips

Phase 4:

Put Advocate

s First

Phase 5:

Foster Growth

Tesco engages influencer blogs57

Blog post series highlights & drives traffic to blogs by

Influencers. Twitter feed encouages engagement too.

Visa’s online video campaign increase card payments 19%

58

Have an authentic conversation with your customers that they want to have.

Engage across and through social communities

Engage off of your Web site. Recruit an army of customer advocates. Respond to your prospects and customers

in real time.

Summary - Dialog59

It’s about RELATIONSHIPS

Strategy• Learn

• Dialog

• Support

• Innovate

Lead Prepare

Agenda61

Telmex provides customer support on Twitter

62

Ritz-Carlton managers monitor Twitter for real-time service

63

Property manager helped

unhappy honeymooners

DellOutlet supports sales with Twitter

64

Movistar’s ‘Social Media Agents’ advance customer support on Twitter

65

Moviestar has specific social

media guidelines and processes in place to facilitate customer service

online.

Brazilian politicians provide campaign support via Twitter

66

Question & Answer sites provide opportunity

for support

67

Q&A encourages dialog too68

iRobot ties discussion boards into customers support

69

iRobot escalates unanswered

questions into support centers

Salesforce.com Service Cloud ties social channels back to customer data

70

Solarwinds’ community is strategic71

Retailer Best Buy has 2,500 employees providing support via Twitter

72

Real-time isn’t fast enough. Integrate “social” support into your

support infrastructure. Scaling support to meet the

groundswell will require that you create your own groundswell.

Summary - Support73

Strategy• Learn

• Dialog

• Support

• Innovate

Lead Prepare

Agenda74

Participate in crowdsourcing to understand how it works.

Create a culture of sharing and collaboration within the company.

Encourage “intrapreneurship”.• 85% of innovations involve optimizing one

parameter.• Use social media to collect and prioritize ideas.

Reduce “power distance” with open leadership and management.

How to encourage innovation75

P&G uses reviews to improve products

76

GE asked for ideas from around the globe

77

Starbucks involves 50 people around the organization in innovation

Over 100 ideas have been

implemented

78

P&G goes outside for innovation

P&G made outside-in

innovation a priority

79

P&G developed technology from diaper research

Reached out to competitor Clorox to form a new joint venture

Helped Glad become Clorox’s second largest brand

Success story: Glad Press’n Seal80

Fiat Mio, the world’s first crowdsourced car

81

Mio by the numbers82

ModCloth has customers merchandise new products

83

FoodExtra connects food consumers and food producers through social

84

Innovating can come from any customer or employee interaction.

Dedicated innovation communities require significant commitment and nurturing.

Extend your firewall to bring customers into your organization.

Summary - Innovating85

Strategy Process StagesDiscovery

Ideation

Formulation & Alignment

Planning

Roadmap

Strategy statement• What you will do• What you won’t

doScenarios development• Implementation roadblocks• Company and leadership implications• Risk identification• Build resilience

86

What’s the Next Big Thing?87

88

89

Identify and prioritizing disruptions that matter

User Experience•Is it easy for people to use?

•Does it enable people to connect in new ways?

Business Model•Does it tap new revenue streams?

•Is it done at a lower cost?

Ecosystem Value•Does it change the flow of value?

•Does it shift power from one player to another?

“How personal relationships, individual opinions, powerful storytelling and social capital are helping brands…become more believable.”

1) Likenomics (credit to Rohit Bhargava)

90

Understand the supply, demand, and thus, value of Likes as social currency

See http://bit.ly/rohit-likenomics for Rohit’s take

http://bit.ly/rohit-likenomics

Likenomics evaluation91

User experience impact - moderate• People with high social currency will enjoy

benefits, richer experiences, receive psychic income.

• People with low social currency will find ways to get it.

Business model impact – moderate• New economics create opportunity for people

who understand Likenomics to leverage gas.• The cost of accessing social currency will

increase, and raise barriers to entry. Ecosystem value impact – none

92

2) Social Search – Beyond Friends to Interests

Social sharing rises as a search ranking signal, esp in the enterprise

Create a social content hub to gain traction

Use microformats to highlight granularity (e.g. hProduct & hReview)

Social Search evaluation93

User experience impact - Moderate• Search becomes more useful, relevant to people.

Business model impact – Moderate• SEO takes on a different dimension, rewards

companies with social currency, personalized experiences.

Ecosystem value impact – Moderate• New power brokers are social data/profile

players who capture activity data and profiles.• Google has little of either.

Social monitoring merges with Web analytics• HOT: Omniture, Coremetrics/IBM, Webtrends

Technology like Hadoop makes it easy for companies to tap “Big Data”• E.g. New York Times making its archives public• Twitter archived by Library of Congress• Facebook Cassandra, Amazon Dynamo, Google

BigTable Data visualization tools make it easy to

digest Balancing privacy and personalization

3) Big Data94

Big Data evaluation95

User experience impact - Low• Most users won’t directly experience Big Data.

Business model impact – High• New businesses and initiatives can be started at

very low cost. Ecosystem value impact – Moderate

• Owners of Big Data repositories can assert control, demand payments for access.

96

4) Game-ification

TurboTax used “games” to encourage sharing and support

97

Social design can enter training, collaboration, support, hiring

Gamification evaluation98

User experience impact – High• Experiences get richer, more engaging

Business model impact – Moderate• Work gets done faster, cheaper.• New organizational structures and cultures

emerge. Ecosystem value impact – Low

• Service providers will remain focused, boutique firms.

99

5) Curation

Curation evaluation100

User experience impact – Moderate• User authority established from better curation,

better content is organized well. Business model impact – Moderate

• Easier for businesses to create their content. Ecosystem value impact – Moderate

• Individuals challenge media and brands as authorities – and publishers that siphon off ad dollars.

User Experience

Business Model

Value Networks

Likenomics Moderate Moderate Low

Social Search

Moderate Moderate Moderate

Big Data Low High Moderate

Gamification

High Moderate Low

Curation Moderate Moderate Moderate

Summary of disruptions101

It’s about RELATIONSHIPS

Strategy• Learn

• Dialog

• Support

• Innovate

Lead Prepare

Agenda103

OUT of CONTROL?

105

106

How to give up control

but still be in command

107

Open Leadership108

Having the confidence and humility to give up the need to be in control,while inspiring commitment from people to accomplish goals

10 elements of openness109

Information Sharing

• Explaining• Updating• Conversing• Open Mic• Crowdsourcing• Platforms

Decision Making

• Centralized• Democratic• Consensus• Distributed

Explaining strategic decisions110

Open book management

Managing leaks

111

Updating with every day stuff

Kohl’s has conversations on Facebook

112

Open Mic: When people contribute113

Crowdsourcing new Walkers flavour114

Open platforms make it easy to partner and share

115

Open architecture Open data access

116

Centralized Democratic

Consensus Distributed

Decision making models

170 employees 100 modules with

“module owners” One person makes

the final decision in each module

Social technologies make distributed decision making possible

117

Manage complex tasks Organizing for speed

65,000 employees 16 Councils,

50 Boards make strategic decisions

Joint leadership of each group

Determine how open you need to be with information to meet your goals

118

Openness audit available at http://bit.ly/opennessaudit

Complete the Openness Audit119

Traits of Open Leaders120

Authenticity Transparency

Transparency as an imperative121

How Best Buy became open and social

122

Best Buy’s First Social Media Experts123

Steve Bendt & Gary Koelling

The Executive Advocate124

Barry Judge CMO of Best Buy

Barry’s first post125

The Premier Black Fiasco126

6.8 million emails sent instead of 1,000 test

Developing Open Leaders

“You can imagine the Chatterati creating as much value as an SVP in the organization by sharing their institutional knowledge and expertise - and we should look at compensation structures with that in mind.”

- Marc Benioff, CEO of Salesforce.com

Strategy• Learn

• Dialog

• Support

• Innovate

Lead Prepare

Agenda129

#1 Create a Culture of Sharing130

#2 Discipline is Needed to Succeed

Can you add value?

Evaluate the

purpose

Respond in kind & share

Thank the person

Unhappy Customer?

DedicatedComplainer

?

Comedian Want-to-

Be?

NegativePositive

Yes No

Do you want to

respond?

No Response

No

Yes

Take reasonable action to fix issue and let customer know action taken

Are the facts

correct?

Gently correct the facts

No

Yes

Are the facts

correct?

Does customer need/deserve

more info?

Yes

Explain what is being done to

correct the issue.

Yes

Is the problem

being fixed?

Yes

Let post stand and monitor.

No

Yes

NoYes

Yes

Assess the message

Adapted from US Air Force Comment Policy

131

Five ways companies organize around social media132

Climb the Social Business Hierarchy of Needs133

Empowerment, Cross-Learning, Measurement

Asset Inventory, Best Practice Sharing,

Center of Excellence

Dedicated Team, Workflow, Crises Preparedness

Objectives, Policies, Education, Access

Holistic, Real-timePredictive

Foundation

Safety

Formation

Enablement

Enlightenment

100% of Advanced companies allow employees to use social media professionally

134

SMPs require constant social media education135

Read the full report, Creative Commons

Open Research Report: Social Business Readiness136

Methodology

• 63 Interviews and briefings with ecosystem contributors

• Survey data from 144 social business programs

• Analysis of 50 social media crises

http://www.web-strategist.com/blog/2011/08/31/report-social-media-crises-on-rise-be-prepared-by-climbing-the-social-business-hierarchy-of-needs/

#3 Ask the Right Questions about Value

“We tend to overvalue the things we

can measure, and undervalue the

things we cannot.”

- John Hayes, CMO of American

Express

137

A Framework For Social Analytics138

+ Value of purchases- Cost of acquisition

____________________

= Customer lifetime value

The new lifetime value calculation

• Percent that refer• Size of their networks• Percent of referred

people who purchase• Value of purchases

• Percent that provide support

• Frequency and value of the support

+ Value of new customers from referrals

+ Value of support+ Value of ideas

+ Value of insights

Spreadsheets for all calculations available at open-leadership.com

35% increase in LTV captured140

Year 1 Year 2 Year 3

Number of customers 10,000 5,000 3,500

Gross profit of purchases $400,000 $200,000 $140,000

Cost of acquisition $150,000 $25,000 $17,500

Net profit $250,000 $175,000 $122,500

Traditional LTV/customer $74.89

Value of referrals $30,000 $45,906 $45,287

Value of insights $10,000 $5,438 $4,080

Value of support $5,438 $8,156 $6,120

Value of ideas $2,000 $1,000 $1,000

Net profit and value $297,438 $235,500 $178,986

Revised LTV per customer $101.48

Fans

Large network

Refers

Doesn’t refer

Small network

Refers

Doesn’t refer

Find more fans with

large networks

Encourage fans to make

more referrals

Make decisions with metrics141

No relationships are perfect

Google’s mantra: “Fail fast, fail

smart”

#4 Prepare for Failure

142

Create

Sandbox

Covenants

143

Structure your risk-taking and failure systems to create resilience

144

1. Conduct pre- and post-mortems.• E.g. Johnson & Johnson after Motrin Moms.

2. Identify the top 5-10 worst case scenarios.• Develop mitigation and contingency plans.• E.g. Ford’s “lost” Fiesta.

3. Build in responsiveness.• E.g. Best Buy’s Black reward card.

4. Prepare yourself for the personal cost of failure.

Audit the last few failures you and your organization experienced.• 25% - what happened.• 25% - what you learned.• 50% - what you will do next.

Keep a failure file. Identify risk-taking training needs. Build failure into your planning and

operating processes. Create support networks for the inevitable

failures.

Action plan to prepare for failure145

It’s about RELATIONSHIPS

Charlene Li

charlene@altimetergroup.com

charleneli.com/blog

Twitter: charleneli

For slides, send an email to

slides@altimetergroup.com

For more information & to buy the

book

visit open-leadership.com

Social Media Strategies - Argentina by Charlene Li

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