Published on February 26, 2014
SOCIAL MEDIA MANAGEMENT– PHASE 4 MANAGE 2.26.2014 © 2014 AZBlue | www.azblueinc.com azblue
THE EVOLUTIONARY PROCESS 1. Overview – Imagine! 2. Social Management – Phase 1 (Design) 3. Social Management – Phase 2 (Optimize) – Deliverable: Operational Roadmap 4. Social Management – Phase 3 (Build) – Deliverable: Operational Management Document 5. Social Management – Phase 4 (Manage) – Deliverable: User Scenarios 6. Social Management – Phase 5 (Professional Brand-building) 7. Social Management – Phase 6 (Sales) DESIGN 2 © 2014 AZBlue | www.azblueinc.com BUILD OPTIMIZE azblue MANAGE
THE EVOLUTION OF BRANDS & SOCIAL MEDIA MANAGEMENT Human Social Center of Excellence Social Command Center Social Monitoring Tools Social User – Activity-driven brand uses social media to… • measure traffic and sentiment • craft social tactics around user generated actions (channels, clicks, sentiment) • determine success metrics thru quantitative analysis • reactively change tactics (rare to no engagement) No Risk/Reward - Safe Social Marketer – Data driven brand uses social media to… • create, grow and manage user communities • support paid media investment through content calendars • measure marketing results thru actions (clicks, likes, follows, shares) • respond to issues that impact brand perception (Care & PR) • occasionally start limited engagement with closed-ended comments Low Risk/Reward – Utilitarian Social Brand – Highly interactive and engaged brand uses social media to… • connect with consumers & customers by anticipating their needs (based on previous) • drive conversation with constant questions and engaging content • provide a long-term platform to inspire advocacy and reward loyalty • highlight the personality of the brand thru people & relationships (vs. corporations) • connect consumer interaction to brand KPI’s/ROI • continuously engages in dialog with consumers – not afraid to turn the power of thought to the community • empower the consumer to speak • share information and provide insider access • continuously understand the changing landscape of their market, customer and competitor • lead rather than follow the market High Risk/Reward – Interactive & Intuitive Technology Profitability/Margin 3 © 2014 AZBlue | www.azblueinc.com azblue
SOCIAL MANAGEMENT PLATFORM An integration of all Enterprise-wide social media technologies, processes and resources into a singular, social media management platform to enhance the performance of the business, exceed KPI’s and maximize ROI in Social. 4 © 2014 AZBlue | www.azblueinc.com azblue
SOCIAL MEDIA MANAGEMENT – MANAGE • How to begin operations on Day 1 and set up management of the SMP and resources for normal and non-normal operating conditions focused on the following areas: – Staffing – Scheduling – People Management • • • • Coaching MBO’s Training Career Pathing – Business Continuity – Force Majeure Events – Reporting Requirements – Budget Needs (Growth based on Increased Traffic & KPI’s) 5 © 2014 AZBlue | www.azblueinc.com azblue
Before we start, a few questions first… © 2014 AZBlue | www.azblueinc.com azblue
HOW WILL THE SMP OPERATE ON DAY 1? • Irrespective of the functional mode of the SMP (Resolution or Management) the next decision is hours of operation. – – – – – – – – – 7 Will the Center be 7/24, 5/12 or 5/8? What time zone will the Center be located? If more than one Center, how they interoperate during shared hours? What are the hand-off procedures? Who “owns” the problem and is measured for completion/ success rates? Are personnel full-time, shared or voluntary? If shared, where does the budget come from? Does the Center have Virtual capabilities? What are the Business Continuity Processes required during outages (e.g. weather or physical damage)? © 2014 AZBlue | www.azblueinc.com azblue
STAFFING – DAY 1 EXAMPLES • The basic requirements for Day 1 require sufficient resources to: - Listen, Route, Tag & File Posts - Engage with consumers where required by priorities - Develop, find, curate or locate content as needed (FAQ’s, links, text, photos, videos and testimonials) - Create needed dashboards and daily, weekly & monthly reports - Manage the team 2 SMP Associates Engagement Content Development/ SME Reports Manager 2 SMP Associates 1-2 SMP Associates 1 SMP Associate 1 SMP Manager Conversation Routing 8 © 2014 AZBlue | www.azblueinc.com azblue
STAFFING – DAY 2 SCENARIOS • There are two scenarios for consideration: – FTE + Support Resource Availability = # Resources per day X # Posts per day = Total Posts per day – Traffic Load – Total Engage-able Posts per day ÷ Priority Level ÷ KPI Level (e.g. 75% or better) = Total # FTE Required • Total Social Volume/Engage-able Posts – Approximately 75,000 posts per month • Assume 20% are with Sentiment = 15,000 Engage-able Posts per Month • Assume it takes 1 resource 20 minutes to respond to a post • Assume 1 resource works 40 hours per week 9 © 2014 AZBlue | www.azblueinc.com azblue
* SCENARIO 1 – FTE + SUPPORT-BASED • This scenario assumes both dedicated and support resources available each day with the goal of responding to as many posts as possible each day: – – – • With this staffing level approximately: – – 10 3 FTE’s (40 hours per week) 2 CR Specialists (40 hours per week) 10 Part-time Support Resources (40 hours per week) (Combination of Ninjas + SME Network. Goal is to have at leased 400 man hours per week) 1,800 posts per week 7,200 posts per month © 2014 AZBlue | www.azblueinc.com azblue
* SCENARIO 2 – TRAFFIC & KPI BASED • This scenario assumes 15,000 posts per month/3,750 per week with the following Priority Levels & KPI’s: – Levels 1-4 Represent 75% of Traffic (based Posts/Mo POT below) or 11,250 per month/2,813 per week – At KPI’s Target Levels for Response • 100% Response it would require 23 Resources (@3 responses per hour) • 750% Response it would require 17 Resources (@3 responses per hour) • 50% Response it would require 12 Resources (@3 responses per hour) KPI Target Levels for Response Level Posts/Mo Sent/Posts Weekly Day Hr. 100% 75% 50% Priority 1 5% 750 188 38 5 2 1 1 Priority 2 10% 1,500 375 75 9 3 2 2 Priority 3 20% 3,000 750 150 19 6 5 3 Priority 4 40% 6,000 1,500 300 38 12 9 6 Priority 5 20% 3,000 750 150 19 6 5 3 Priority 6 5% 750 188 38 5 2 1 1 11,250 2,813 563 70 23 17 12 75/25 11 © 2014 AZBlue | www.azblueinc.com azblue
SCHEDULING • Center Disruptive Events – – – – 12 Schedules HR or Corporate Issues Weather Long-term Impact/Outages © 2014 AZBlue | www.azblueinc.com azblue
PEOPLE/RESOURCE MANAGEMENT • People Management – – – – 13 Coaching MBO’s Training Career-Pathing © 2014 AZBlue | www.azblueinc.com azblue
REPORTS • Reporting Requirements – – – – 14 Frequency Distribution List Contributors Performance Metrics & Benchmarks – Individual, Center & Enterprise © 2014 AZBlue | www.azblueinc.com azblue
BUDGET • There are four areas to be addressed regarding Budget… 1. Costs of Technology (Platform & Tools) as well as Integration (if required) 2. Cost of resources including staffing & training based on service levels (how many posts per day require response) 3. Cost of support including organizational needs e.g. Legal approvals, product management support and reporting 4. Cost of operations including physical needs of a center from utilities, equipment, redundancy, access & security 15 © 2014 AZBlue | www.azblueinc.com azblue
SMP WORKFLOW GUIDELINES © 2014 AZBlue | www.azblueinc.com azblue
SMP: PROCESS (MANAGEMENT) • The end-to-end Social Management process… Phase 1 – Issue/Event Identification (Technology Driven) Phase 2 – Issue/Event Resolution (Process + Resource Driven) • Manual assessment of I/Es once Alerts have been raised to determine the validity of the issue and confirm it requires additional management 1 2 GATHER 3 FILTER • Continuous • Segment data collection of by content, data based upon post metadata, preset author and parameters channel specific to the brand including products, competitors, business units and leadership 17 4 AUTOMATE SMP • Automated tagging, prioritization, routing & sentiment • The integration of technology, resources and management processes to identify and manage I/Es that have an impact on the brand, employees, community or customers © 2014 AZBlue | www.azblueinc.com • Decision-making • The process of process to resolving the determine what Issue/ Event Issue/Events successfully to require to completion complete the management process e.g. tags (owner) & flags (level of severity) 5 TRACK 6 CLASSIFY MANAGE • Analysis and • Using documentation intelligence of the results of gained during the management the process to process, the enhance SMP and the performance impacts/value to going forward the Enterprise (technology, resources & management) 7 8 REPORT OPTIMIZE Issue/ Event Issue/Event (I/E) azblue • • • • • Closed – Resolved Closed – Unresolved Closed – Continue to Monitor Open – Requires Follow-up Open – Continue to Monitor
SOCIAL TRACKING: THRESHOLDS & ALERTS • The following are specific criteria used to determine the appropriate severity level of each I/E during the Classify phase of the workflow. Level – 1 Level – 2 Level – 3 Level – 4 Level – 5 Very High High Medium Low Very Low/None Total # % Daily/Weekly % Change Total # % Daily/Weekly % Change Total # % Daily/Weekly % Change Total # % Daily/Weekly % Change Total # % Daily/Weekly % Change Sentiment Total # % Daily/Weekly % Change Total # % Daily/Weekly % Change Total # % Daily/Weekly % Change Total # % Daily/Weekly % Change Total # % Daily/Weekly % Change Keywords/ Semantics Kill, Gun, Murder, Terror, Attack, Weapon, Outage, Product-related injury Corporate Scandal, Discrimination, or Product Failure Legal Issues, Media driven (paid or social) Layoff, Fire, Mad, Hate, Angry General Comment Alert 1 Broadcast Email Escalation Calls Alert 2 Broadcast Email Verbal Confirmation Alert 3 Broadcast Email Alert 4 General Email Alert 5 ICB Volume Alerts 18 © 2014 AZBlue | www.azblueinc.com azblue
RESOURCES: STEP 1 – ALERTS • A part of determining Severity Levels is pre-defining what the thresholds are for each. Examples of machine alerts (automated by the platform): Level – 1 Level – 2 Level – 3 Level – 4 Level – 5 Very High High Medium Low Very Low/None Twitter Twitter Twitter Twitter 10-20 tweets to @Customer from customers in an hour. 5-10 tweets to @Customer from customers during the day Negative/Positive keywords used by Influencer with 100+ Followers Negative/Positive keywords used by Influencer with 25+ Followers Facebook Facebook Facebook Facebook Facebook 50+ post on the Client Facebook wall in the span of an hour 20-30 post on the Client Facebook wall in the span of an hour 10-20 mentions on the Client Facebook wall from customers during the day Negative/Positive keywords used by Influencer with 100+ Fans Negative/Positive keywords used by Influencer with 25+ Fans Other Other Other Other Other Key influencer (social/ traditional media) mentions amplify the I/E throughout their channels/graphs 19 Twitter 20+ tweets to @Customer from customers in the span of an hour •Awareness of the issue on .com •1-5 mentions on social/ traditional media sites No mentions of the incident on other social sites Negative/Positive keywords used by Influencer with 100+ Fans Negative/Positive keywords used by Influencer with 25+ Followers © 2014 AZBlue | www.azblueinc.com azblue
RESOURCES: STEP 1 – ALERTS • In tandem with Machine-generated alerts are the SMP team responsibilities in terms of notifications. Examples of management alerts include: Alert 1 Alert 2 Alert 3 Alert 4 Alert 5 1st Alert 1st Alert 1st Alert 1st Alert 1st Alert Broadcast Email to: Broadcast Email to: Broadcast Email to: Individual Email to: ICB Email to: • Titles • Names • Emails • Titles • Names • Emails • Title • Name • Email • Title • Name • Email 2nd Alert 2nd Alert 2nd Alert Escalation Call to: Escalation Call to: ICB Call to: • Titles • Names • Emails • Titles • Names • Emails • Titles • Names • Emails • Title • Name • Telephone Number 3rd Alert Escalation Call to: • Title • Name • Telephone Number • Title • Name • Telephone Number None None None 3rd Alert Escalation Call to: None ICB Broadcast Emails – To predetermined Departmental Contacts (Group Email List) Individual Emails to Specific Contacts Escalation Calls – Predetermined Chain of Command Calling List Individual Calls – Verbal Confirmations 20 © 2014 AZBlue | www.azblueinc.com azblue
I/E CLASSIFICATION: DETERMINING VALUE • The first step in the Categorization Phase is to establish if there is value in moving the issue on through the Triaging process based upon the: Risk – Impact to the brand Reward – Whether or not the situation can be improved/resolved Scope – Exposure of the event (e.g. Influencer level and channel) Scale – Resources/time required to resolve (cost/ROI) No further action • • • • It is not actionable (no clear “ask” or answer) The impact is too small (e.g. individual with low influencer score and reach) Cost (to resolve) outweighs benefit (perceived results) High risk factor (issue has a higher probability of being made worse by addressing publicly N VALUE Y • • • • 21 © 2014 AZBlue | www.azblueinc.com azblue Highly actionable (there is a clear resolution) The impact is extremely high (negativity or influencer level & reach) High benefit/low risk factor (high results can be achieved with minimal investment) Top priority – threat to people, brand or the company
RESOURCES: MANAGEMENT PROTOCOLS • The creation of specific protocols based upon assignments made during classification can speed the management process for the customer. Examples of Management Levels are: Level – 1 Level – 2 Level – 3 Level – 4 Level – 5 Very High High Medium Low Very Low/None Alert – 1 Severity – 1 Escalation – Yes – VP+ Commitment – 1 Hour Follow-Up – SBD Alert – 2 or 3 (ICB) Severity – 3 Escalation – ICB Commitment – 1-2 BD Follow-Up – ICB Alert – 3 or 4 (ICB) Severity – 4 Escalation – None Commitment – None Follow-Up - None Alert – 4 or 5 (ICB) Severity – 5 Escalation – None Commitment – None Follow-Up - None Resolution Resolution Resolution Resolution Resolution 1. Alert 1 protocol immediately 2. Have messages ready to send through all channels 22 Alert – 2 Severity – 2 Escalation – Yes 2nd or Up Commitment – SBD Follow-Up – Within 2 BD 1. Alert 2 within 1-2 hours 2. Monitor and consider responses. 1. Alert 3 within 2-4 hours 2. Monitor and consider responses. 3. Watch, raise awareness 4. Don’t engage immediately. 5. General Engagement by Community Manager with quick info/links where appropriate. 1. Alert 4 within 72 Hours 2. Monitor and consider responses. 3. Group reply/ referral to FAQ or Client website. 1. Alert 5 as appropriate 2. Watch, raise awareness 3. Engage if appropriate/ presents opportunity – a s time/resources allow. © 2014 AZBlue | www.azblueinc.com azblue
RESOURCES: STEPS 2 – SEVERITY LEVELS • The next (and most important) step is to created predetermined definitions of Severity Levels. Examples of Severity Levels (1-5) are: Level – 1 Level – 2 Level – 3 Level – 4 Level – 5 Very High High Medium Low Very Low/None Definition Definition Definition Definition Definition A comment specific to a Client BU/product that has a serious impact on the brand. A comment specific to a Client BU/product that has a high impact on the brand. A comment specific to a Client BU/product that is actionable and requires a resolution A comment specific to a Client BU/product that may or may not require further action A general comment that is has little or no actionability – difficult or impossible to resolve. Profile • • • • Profile Profile Profile • • • • • • • • • • • • • • • • 1% of Issue/Events Top/Premium Value Non-Standard All categories Profile 4% of Issue/Events High Value Non-Standard All categories 10% of Issue/Events Low – Medium Value Standard or NS All categories 15% of Issue/Events Little Value Standard All categories 80% of Issue/Events Little or No Value Standard All categories Examples 23 Examples Examples Examples Examples Is online banking down, Long lines in stores appears to be a system outage?, ATMs aren’t working, Denial of Service. You are wrongly foreclosing on my property, my kids/pets won’t have a place to live, I am dying and you are foreclosing, I am going to the media to tell my story My ATM never works, the Client store employees are rude, the store is dirty/unkempt I hate Client. You don’t care about customers, quit trying to sell me products I don’t need Client stinks! – No reason give so cannot be resolved. © 2014 AZBlue | www.azblueinc.com azblue
I/E CLASSIFICATION: TAGGING • Which of the following categories does the event align with: Disruptive/ Threat Care Corporate Competitive Marketing Brand 24 Disruptive Events/Threats – The I/E is specific to a Disruption or Threat to Client employees, facilities, assets or properties including the SMP and range from outages to Terrorist/Criminal threats. Customer Issues – The I/E is specific to a customer problem, concern or opinion (Retention) Corporate Issues – The I/E is specific to clients Corporate policies (e.g. Regulatory, Earnings, Leadership issues) Competitive Issues – The I/E is specific to a clients competitors that provide an opportunity to drive new business Marketing Issues – The I/E is specific to a clients marketing efforts (media and/or product) Brand Trends – The issue/event are specific to a clients products & services (questions, problems and inquiries – Acquisition) © 2014 AZBlue | www.azblueinc.com azblue
I/E CLASSIFICATION: FLAGGING • The most important factor in determining next steps is to understand the severity/necessity or priority of the issue based on both negative and/or positive impacts: Level - 1 Level - 2 High visibility or impact on people, brand or the corporation. Can either be negative issue (threat or loss) or positive issue (opportunity for Client) Level - 3 Medium visibility or impact on people, brand or the corporation. Can either be negative issue (threat or loss) or positive issue (opportunity for Client) Level - 4 Low to Medium impact on people, brand or the corporation. Can either be negative issue (threat or loss) or positive issue (opportunity for Client) Level - 5 25 Extremely high visibility or impact on people, brand or the corporation. Can either be negative issue (threat or loss) or positive issue (opportunity for Client) Low to no visibility or impact on people, brand or the corporation. Can either be negative issue (threat or loss) or positive issue (opportunity for Client) © 2014 AZBlue | www.azblueinc.com azblue
SMP WORKFLOW: ROUTING & FLOW PATH 1. CRT performs continuous searches on “sentimented” conversations within top communities and around key topics 2. As conversations are found CRT follows the following procedure: • Answers post if appropriate (SL 3-5) • Flags by SL within VI • Tags by Function Neutral Posts • Ignored – or – • Filed and responded to at a later date if appropriate CRT 3. Sends follow Email or Calls if Severity Level warrants escalation or follow up 4. SMP Associate pulls up post and: 5% Severity Level Function Tag • Resolves if SL 4-5 Standard • Sends to SME if unable to resolve SL 4-5 Standard • Sends to SMP Manager for resolution or Escalation if SL 1-3 Nonstandard • Resolves if time allows SL 4 (standard) SMP Rep 5. Monitors for follow up if SL 1-2 6. Engagement as appropriate Load/Filtering 75% Neutral Posts 25% Sentimented Posts (Reports) Social Media Portal 25% Designated Escalation Manager SMP Manager SMP Rep (PR) SMP Rep (Marketing) SMP Rep (Care) RESPONSE SME NETWORK 26 © 2014 AZBlue | www.azblueinc.com azblue 70%
RESOURCES: STEPS 3 & 4 – ESCALATIONS & FOLLOW-UP • The next step is to determine if/when Escalations and Follow-up is required with specific SLA’s for each. Examples of Escalation & Follow-up protocols: Level – 1 Level – 2 Level – 3 Level – 4 Level – 5 Very High High Medium Low Very Low/None Solution Required Solution Required Yes – Within 4 Hours/ SBD Yes – Within 8 Hours/ SBD Escalation* Escalation* Required 1-2 Hours SBD Follow-Up* If Required 4-8 Hours/ NBD Follow-Up* Required 4-8 Hours SBD * From time received 27 Yes 8-16 Hours NBD SBD – Same Business Day © 2014 AZBlue | www.azblueinc.com Solution Required Yes – Within 48 Hours/ 2 BD Escalation* Solution Required Discretion of the SMP Team Escalation* SMP Mgr. Discretion NBD Follow-Up* ICB – Usually 48 Hours/2 BD NBD – Next Business Day azblue Solution Required ICB Escalation* No Follow-Up* No – Check Randomly for Results No Follow-Up* No
SMP WORKFLOW: ESCALATION What • What is the process to escalate including management & sign off How • Posts filed/tagged as Level 1 or 2 (Non-standard) requiring 2 Hour Turnaround) – or – Major Catastrophic Event • SMP Manager contacts Designated/On-Call Escalation Manager to engage Senior Leadership as appropriate for escalation and approvals on strategic direction within 1 Hour of receipt/3 Hour Total turnaround • SMP Manager manages as appropriate (SMP Team or SME Network) Social Media Portal Designated Escalation Manager SMP Manager SMP Rep (Reports) 28 SMP Rep (PR) © 2014 AZBlue | www.azblueinc.com SMP Rep (Marketing) SMP Rep (Care) azblue Senior Leadership
SMP WORKFLOW: ACCEPTANCE & RESOLUTION What • Administration & Approval process How • Engagement Manager based upon client priority level standards. • SMP Manager reviews and categorizes as “Non-Standard” • SMP Associate contacts SME Resource to coordinate & manage response/resolution within prescribed timeframes • SME coordinates the “backend” of resolution process to find necessary resources, content, information etc. • SME resource can either respond directly or provide SMP Associate info (TBD) Social Media Portal SMP Manager SMP Rep (Reports) 29 SMP Rep (PR) © 2014 AZBlue | www.azblueinc.com SMP Rep (Marketing) Resolved by SMP Team Member? • • SMP Rep (Care) azblue Yes – SMP Associate owns to completion No – SMP Associate contacts SME and creates audit trail 1. 2. 3. Email with receipt Telephone call Log entry
RESOURCES: CONTACT LIST • A key tool for the SMP team is to have a complete quick reference contact list that includes escalation contacts, managers as well as other contacts e.g. Security, State Police, HR, Legal, IT and other external partners: Name Title Telephone Email Backup Telephone Name Customer Care Manager 123-3456-7891 John@client.com Name 123-3456-7891 Name PR Manager 123-3456-7891 John@client.com Name 123-3456-7891 Name Marketing Manager 123-3456-7891 John@client.com Name 123-3456-7891 Name IT Manager 123-3456-7891 John@client.com Name 123-3456-7891 Name Security Manager 123-3456-7891 John@client.com Name 123-3456-7891 Name HR Manager 123-3456-7891 John@client.com Name 123-3456-7891 Name Legal Manager 123-3456-7891 John@client.com Name 123-3456-7891 Name 30 Group Product/Sales Manager 123-3456-7891 John@client.com Name 123-3456-7891 © 2014 AZBlue | www.azblueinc.com azblue
SMP CENTER OPERATIONS © 2014 AZBlue | www.azblueinc.com azblue
NON-SOCIAL MEDIA ISSUES – FORCE MAJEURE • Weather events and natural disasters often leave little time for planning or preparing for responses. When appropriate… Severity 1 (No Advance Warning – Long-term Impact): Earthquake, tornado, floods Level – 1 Social media rep attends Disruptive Event Management Team (DEMT) calls for up-to-minute impacts • Social media rep works with appropriate communications, marketing and DEMT reps to provide key messages to pass to the content team • Content team posts updates as requested to ensure customers and team members get updated info about availability or support • Level – 2 • Content team provides feedback to social media rep to address customer comments/questions using input from DEMT, communicators or Marketing Severity 2 (Advance Planning – Short-term Impact): Hurricanes, blizzards, floods • Social media rep attends DEMT calls for up-to-minute impacts • Social media rep works with appropriate communications, marketing and DEMT reps to provide key messages (before the event and after) to pass to the content team • Content team posts updates as requested to ensure customers and team members get updated info about availability or support Severity 3 (Scheduling & Other Issues) Level – 3 Social media rep gets DEMT alert about a potential incident • Social media rep evaluates the impact with the appropriate communications rep • 32 • If needed, content team posts geo-targeted updates as requested to ensure customers get updated info about availability or support © 2014 AZBlue | www.azblueinc.com azblue
SMP REPORTS © 2014 AZBlue | www.azblueinc.com azblue
SMP REPORTS & MEASUREMENT INSIGHTS • Ad-Hoc Reports • Trend Analysis – Ad-hoc report on specific issues that are trending and require resolution • Event Timeline – Event timeline reviewing start and end of events and actions taken and timeframes each step of workflow occurred and was completed. • Resolution Case Study – Detailed version of Timeline report with narrative for Enterprisewide analysis and public sharing • SMP Value Analysis – A comparative analysis of the issues (sentiment) before and after the issue has been resolved to determine the impact of the SMP process on the overall solution 34 © 2014 AZBlue | www.azblueinc.com • SMP Workload Measurements (Benchmarks) • Sentiment Rate – Normal Mode Sentiment Levels to establish Alert Thresholds • Alert Rate – Total Alerts raised • Tracking Rate – Total Posts Tracked/Confirmed • Qualification Rate – Total Posts Qualified by Standard & Non-standard) • Value Rate – Total Posts Accepted & Not Accepted • Categorization Rate – Total Posts Categorized by each Tag (e.g. Care, Brand etc.) • Triage Rate – Total Posts Categorized by each Flag (e.g. Level 1, 2 etc.) • Routing Rate – Total Posts Routed • Escalations Rate – Total Number of Posts Escalated • Follow Up Rate – Total Posts Confirmed & Tracked • Engagement Rate – Total Posts Requiring Engagement • Completion Rate – Total Posts Closed • Non-Completion Rate – Total Posts Still Open azblue • SMP Performance/MBO Metrics Confirmation Ratio - Ratio of posts Tracked & Confirmed vs. Total Alerts = % of the total Qualification Ratio – Ratio of posts qualified as Standard and Non-standard = % of the total Value Ratio – Ratio of posts qualified by each Value Assignment (Work/Don’t Work) = % of the total Categorization Ratio – Ratio of posts qualified by each Tag (e.g. Brand, Customer Care etc.) and expressed as a % of the total Triage Ratio – Ratio of posts qualified by each Flag (Level 1 - 5) = % of the total Routing Ratio – Total Number of Issues Routed by day or Category = % of the total Response Time (Avg.) – Average time per response to a) receipt, b) acknowledgement and c) resolution Escalation Ratio – Total number of posts escalated vs. normal routing and resolution posts expressed as a % of the total. Commitment Ratio – Total number of commitments met (Triage Level) vs. not met Commitment Scorecard – Total number of commitments met (by Priority and SLA) vs. not met expressed by a grade of “Fully Met,” “Partially Met” and “Missed.”
SMP REPORTS & MEASUREMENT INSIGHTS • Ad-Hoc Reports • SMP Workload Measurements (Benchmarks) • SMP Performance/MBO Metrics Completion Ratio – Total number of posts Closed vs. Open = % of the total Completion Scorecard – Grading System/Scorecard – Showing percentages of each of the five categories with A=Close Resolved and F= Open Unresolved First Post Resolution (FPR) – Total number of Issues resolved on first engagement vs. required follow-up = % of the total Resource Utilization – Ratio of Total Hours expressed as a percentage of each of the 5 Post Status’ (e.g. 32 Hours/Closed – Resolved Issues) Resource Productivity – Ratio of Total Expense/Budget expressed as a percentage of each of the 5 Post Status’ (e.g. $57/Closed – Resolved Issues) SMP Productivity – Ratio of Total Hours expressed as a percentage of Total Posts Tracked vs. Resolved (e.g. 32 Hours/Nonstandard Issues or Engagements etc.) SMP ROI – Ratio of Total Expense/Budget expressed as a percentage of Total Posts Tracked vs. Resolved (e.g. $57/Non-standard Issues or Engagements etc.) 35 © 2014 AZBlue | www.azblueinc.com azblue
NEXT STEPS… © 2014 AZBlue | www.azblueinc.com azblue
WHAT’S NEXT? • • 37 Manage and grow the capabilities of the SMP with a plan towards ultimately becoming a world class Social Center of Excellence Start all over again in terms of optimizing the SMP to finds ways to improve! © 2014 AZBlue | www.azblueinc.com azblue
AZURITE BLUE INC. We are a consulting firm that has the experience and ability to help clients articulate their needs with regards to “all things social” from marketing to operational design to management. Our strength is to analyze your need, assess your strengths and create an operational roadmap to get there! Contact: Jim Clark – 908-305-8475 firstname.lastname@example.org www.linkedin.com/in/azblue/ https://www.facebook.com/azblueinc 38 © 2014 AZBlue | www.azblueinc.com azblue
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