Socialmarketinglistening 100422105419-phpapp02

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Information about Socialmarketinglistening 100422105419-phpapp02

Published on February 20, 2014

Author: StephenDarori1


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ONE ANSWER... “A social structure powered by the growth of broadband penetration, as well as more robust, easier to use dynamic web technologies which puts creative and communications power in the hands of communities, not institutions.” PAID OWNED EARNED A catalyst of original content and audience exposure. A bespoke or co-opted platform for longer and deeper relationships. A transparent space for conversation, advocacy and word of mouth.

A SIMPLER ANSWER “It’s real people having real conversations about real objects and ideas.”

A CONTROVERSIAL ANSWER? It’s the difference between o Read only and slow o What some organisations are doing o Read/write, responsive and fast o What real people are doing

a digression “What are some organisations doing?”

a digression The Marketing Web: social media as one of many channels in a satellite orbit where its role is one of driving traffic to a series of concentric stages of organisational focused content/technologies. Real people and communities are on the outside.

a digression Organisation focus and the Social Marketing Maturity Lifecycle. 45% Devices 40% 35% Objectives Research 30% Actions Actions Objectives 25% Research 20% 15% Devices Phase I: Trial Phase II: Transition Phase III: Strategic Research 32% 45% 23% Objectives 35% 39% 26% Actions 28% 43% 29% Devices 43% 41% 16% Average 33% 40% 23% Social Media Marketing Benchmark Survey / Fielded Nov 2009, N=2,317

a digression Source: RubyPseudo

“But what are real people doing?”

They are infinitely linked by strong & weak, obvious & unexpected connections. Their networks route around censorship, gaps or blocks. “People’s lives don’t revolve around your brand, they revolve around life.” Source: SharedEgg Mike Arauz

WHICH WILL OFTEN BE DIFFERENT TO YOURS. desire paths. They have their own

Friendship & Engagement Redefined.

Can we challenge 150?

Pre-digital society: Closer, less diverse discussion networks, more geographically clustered? >150 >150 Number of Relationships <150 (Dunbar’s number) Geographical proximity Geographical proximity Digitally-enabled society: More diverse discussion networks, more geographically spread? <150 (Dunbar’s number) >150 Geographical proximity Geographical proximity Sources: Pew Internet And American Life Project, Number of Relationships >150

187 Average number of friends in UK. Source: Facebook, March 2010

Potentially 60 Trust in “sources of information about a company” Friends/Peers 50 40 30 20 10 0 US UK/Fr/Ger BRIC Source: Edelman Trust Barometer

“So if people are having digitally enabled conversations & relationships, how are the doing it?”

How are the conversations powered? Source: Conversation Prism by Brian Sollis & JESS3

Now these tools are mainstream. Source: Universal McCann Social Media Tracker Wave 4, March 2009

Moms with teens said the internet... Helped me become a smarter shopper; product reviews and ratings, blogs and product information has helped me make more informed purchases.. Source: BIGresearch and Resource Interactive, August 2009 Helped me save money through access to easier price comparisons, coupons, and deal alerts.

9% 1 ternet r of in Twitte e hey us are t h w say rs no ce to s s, vi use e er ser oth mselv hers. e or an out th bout ot b ates a dates a upd see up or to 00 8 .3 27 tweets n millio un r nnual a ith an weets w r day pe llion t i of 10 b rate n millio nth by o es a m sers t s upda nd IM U statu M a il A Yahoo 40 ok acebo F a illion m y from a es a d ience. t s upda lus aud statu p illion350 m +65 ults ine ad d onl se ges of A have u who ated 18 -24 or upd r Twitte online s a statu 2% 4% 55 – 64 5% 45 – 54 10% 20% 35 – 44 19% 25 – 34 18 –24 Sources: Pew Internet And American Life Project, Facebook, Yahoo, Pingdom

A new hierachy of needs? Geeking out Messing about Hanging around Source: Living and Learning with New Media Summary of Findings from the Digital Youth Project November 2008 University of Southern California and University of California, Berkeley Tinkering Creating  Self-actualisation Self-expression  Communicating Consuming content 

How active are people? Geeking out Messing about Hanging around Source: Living and Learning with New Media Summary of Findings from the Digital Youth Project November 2008 University of Southern California and University of California, Berkeley Creators Critics  Collectors Joiners  Spectators Inactives 

How active are people?

And increasingly mobile... 91% of mobile phone users go online to socialise compared to only 79% of traditional desktop users. Source: Ruder Finn's Mobile Intent Index f itch of ing sw n’t you do someth do “Why and creen ?” your s ing instead or less b

iPhone + iTouch Users = 8x AOL Users 8 Quarters After Launch ~57MM 60 Mobile Internet Desktop Internet iPhone + iTouch Netscape* Launched 6/07 Launched 12/94 Subscribers (MM) 50 40 Mobile Internet ~25MM NTT docomo i-mode 30 Launched 6/99 20 ~11MM Desktop Internet 10 AOL* v 2.0 Launched 9/94 ~7MM Q1 Q3 Q5 Q7 Q9 Q11 Q13 Q15 Q17 Q19 Quarters Since Launch iPhone + iTouch 187% increase in mobile social network audience for YTD July ‘09. NTT docomo i-mode 18.3 million AOL unique mobile social network users. Netscape 65 million people use Facebook on a mobile device. Source: Mary Meeker, Morgan Stanley, “Economy + Internet Trends”, October 2009; Neilsen Global Mobile – Strategies for Growth Mobile Internet Outpaces Desktop Internet Adoption

a digression of organisations ban social network access at work.

“The majority of the real-time search boom will be in its convergence with another rapidly growing industry, mobile computing. [Offering people] real-time recommendations based on your current location using an application that aggregates information from real-time searches as well as social sites like Yelp and Urban Spoon...... local advertisements and “limited time” discounts on your mobile.”* Social Periphery *Rob Diana

Social Periphery & Mobile Social Networks Local networks of sensors and devices Content & relationships as intelligence Context & Location as filter GPS, location & bespoke sensors RFID & NearField Global Services and Communities Mobile & mixed media applications/tools Communities & forums Social networks Blogs, UGC & niche sites Barcodes, QR codes and markers Dynamic communication based on action and relevance (Ambient awareness/Social Peripheral Vision) Physical objects in intelligent environments Brands as the filter and the enabler. Ideas must be “good enough to share” On is off/Off is on as physical and digital worlds fuse Helping us plan for now and what’s next. by David J. Carr Based on Nokia’s Mobile Gateway & Jyri Engestrom

“So how should we approach Social Marketing, Listening & Understanding?”

Social program development Social program integration (strategy) (operations) Social Social program program management measurement (execution) (analysis)

Social program management (execution) can be in the form of a campaign. Listen Listen to what the target is doing in the real web and social arena Understand Segment target into tribes, give them something to join Engage Create a relevant and interesting Social Object Measure, React & Respond Engage via tribes’ preferred platforms with multiple interfaces Send Tribe 1 Tools, widgets & apps Social networks & personalised content pages Track results and optimise, monitor and triage for react and respond conversations Social networks Use paid for media to additionally stimulate and spread Send Tribe 2 Enable, encourage and optimise for sharing Communities & forums Videos & content Mobile and video sharing sites Online ads, IM & promo links Blogs, UGC & niche sites Tribe 3 Ideas & assets Websites & email As long as it is “good enough to share”.

100 social “agents” who reviewed Ford’s new Fiesta through Twitter, blogs, video, and events 4.3 million YouTube views 500,000+ Flickr views 3 million+ Twitter impression 50,000 interested potential customers, 97% don’t own a Ford currently.

But is even better when used to develop sustainable relationships. Social Program Management Based on Earning Sustainable Relationships Audience Traditional Campaigns Time Time “We will abide by our “Fans First” approach: Listening, Respecting and Celebrating them and THEIR manifestations of THEIR brand. The majority of our efforts will be spent enabling them to comment, upload, create, and consume THEIR own consumer-generated brand-related content while thirty percent will be spent on strategically targeted messaging supporting regional business objectives...Being a Fan, Friend or Follower does not mean that they opted in to have advertising blasted at them.” Michael Donnelly Coca-Cola Group Director, Worldwide Interactive Marketing

So each activity will have a cumulative effect on brand engagement and success metrics. Interpretation/pattern recognition Brand & Conversation audit Tribe development Influencer analysis React/Respond conversations Listen Understand Monitoring & measurement Audience segmentation Social CRM? Social object identification Community management & moderation Online reputation management Social media newsrooms Customer support Engage Conversational campaigns Advocacy & Influencer outreach/Online PR Applications, brand utility & platform development

“What are the tools & techniques?”

Paid & Free Listening Tools. “What are people saying, who are they and where are they saying it & why?”

UNDERSTANDING & SEGMENTATION MAPPING. Audience1 Lorem ipsum Attitudes are more important than demographics. Audience Attitudes Brand Attitudes – Community relationships – Interests and attitudes – Psychological outlook – Positioning and messaging – Life fit and cultural outlook – Brand audience technographics

Listening & Understanding can be used to identify partners & traditional media opportunities,

or fuel open dialogue campaigns,

& gain insight into people’s shared experiences and emotions. Both GOOD & BAD.

a digression nting mme en co ke it ’re ev they ou li her y ause Bec whet not. site t) or your on bled i ena have (&

Listening & Understanding GENERATES INSIGHTS Consumer Brand Culture Behaviour Communication to drive engagement.

“So how should we approach Engagement?”

Only after Listening & Understanding can we decide the depth of engagement. Community. Media. DIFFICULTY Utility.

And only then should we choose our platforms wisely. VISIBILITY Peak of Inflated Expectations Plateau of Productivity Slope of Enlightenment Trough of Disillusionment Technology Trigger TIME Innovators Early Adopters Early Majority Late Majority Laggards Source: Gartner’s Hype Cycle

Because just as Creativity Social Media

Why do people really use social networks? Flirt Teens Adults Promote yourself or your work Make new business contacts Organise an event for a cause Make plans with friends Stay in touch But w conne hat about cting with brand s? 0 10 20 30 40 50 60 70 80 90 100 Sources: Pew Internet And American Life Project, Tara Hunt Make new friends

a digression Gurus sold a future of people worshipping brands by “friending” them and having “conversations”. 15,740 Social m “ninja edia exper ts, “gu s” & “ super Twitte stars” rus”, r (+3.5 on x sinc e May !) out what ab OK, but ing with connect nds? bra

Have you ever followed a brand on Twitter? Yes 25.50% Phew, there it is. Have you ever “friended” a brand on Facebook or MySpace? Yes 40.10% No 74.50% 5 8% 4 e f thos o tioned n nd me h on a w a br researc a who s ter did t n Twi o . brand that Sources: Razorfish Feed ‘09, GigaTweet, Penn State, Performics ntions e and m illion br m illion m r, 150 nth. Twitte er mo day on tions p a en and m br No 59.90%

What is the primary reason you follow a brand on Twitter? 23.5% I am a current customer 43.5% Exclusive deals or offers Other people I know are fans of the brand 6.3% 22.7% Interesting or entertaining content Service, support, or product news What is the primary reason you “friend” a brand? 3.5% I am a current customer Other 32.9% 0.4% Exclusive deals or offers Other people I know are fans of the brand 36.9% 6.2% Interesting or entertaining content Service, support, or product news Other 18 .2% 5.0% 0.7% But why? Offers. So what can we do? Source: Razorfish Feed ‘09

Grounding an engagement approach. BRAND THEIR

Time sensitive offers designed for life-streams. o Integrated into real-time experience with a sense of NOW. o Urgency because traditional marketing campaigns (like TV progs) now can be filtered and time shifted (and even forgotten as our content collection piles up). NB: Facebook have changed the rules...again.

But value needs to be long-term or we create “a community of jaded fans who are only interested in the next coupon”. Peak of interest with a sharp fall. Time sensi sensitive offers d designed for life-streams? fo ? o Integrated into real-time experience with a sense of NOW. real-time i o Urgency because traditional marketing campaigns traditional n be (like TV progs) now can be filtered and time shifted our (and even forgotten as our content collection piles up). NB: Facebook have changed the rules...again. the rules...again. he

includes help with making purchase decisions and rediscovering lost skills so you don’t have to pay someone else to do it.

Mutual long-term value exchange should underpin social relationships and brand engagement. Interpretation/pattern recognition Brand & Conversation audit Tribe development Influencer analysis React/Respond conversations Listen Understand Monitoring & measurement Audience segmentation Social CRM Social object identification Community management & moderation Online reputation management Social media newsrooms Customer support Engage Conversational campaigns Advocacy & Influencer outreach/Online PR Applications, brand utility & platform development

Sales volume Q:Where is the true business value located in social CRM? Media driven contact peaks Media driven contact peaks Media driven contact peaks Social cushioned troughs Social cushioned troughs Social cushioned troughs Media driven contact peaks Traditional RM plus social activity. (social CRM) Traditional RM campaign content push. Q1 Q2 Q3 Q4 Traditional RM peaks in engagement happen in accordance with planned activities; which are each measured for individual success. Social CRM aims to extend the impact of activity and create an uplift in sales throughout the year with increased conversation frequency, relevance and value exchange. A: In reducing depths of the troughs.

Traffic driving initiatives, paid media & distributed content/functionality RM Acquisition Social Spread, Sharing and stimulus Send Google TV advertising, Press & PR MGM e-mail On Pack and OOBE Calls to Action Search optimisation, and bought keywords V.O.D & YouTube channel content Online ads, Facebook ads & links Twitter and real-time search presence Blogger outreach , distributed content Tools, widgets & apps Targeting and conversation monitoring Listen, engage, participate, seed Content & traffic flow Core Web Presence Share Content & traffic flow Communities & forums Direct RM Comms Segmentation R M Pr o e g ra m m &S m eg it y nt e OWNED MEDIA A hub for acquisition, data segmentation and core RM pushes. The hub provides brand control and stronger conversion and retention than co-opted social platforms on their own. It also provides a permanent technology home for eCommerce, contests or customer service. Co r e S o c i a l P l at fo r o mC mm un (Co-opted) OWNED MEDIA Core social platform (now Facebook) and mobile utility functions as the real-time thread that holds the wider digital presence together. Messaging, news, brand interactions, entertainment, and offers are delivered and filtered based on consumers’ social graphs and location context. tio n rsa ve at Hu io n b& Registration form Blogs, UGC & niche sites S o ci a on RM home M ob Send s il e Social networks lm i ed ac EARNED MEDIA +90% of pages have fewer than 10 links pointing to them – making them almost unfindable – actively syndicating/curating content and distributing it through the social graphs of our most influential advocates increases visibility, spread and has a 2-4% higher conversion rate.

HORIZONTALLY activity engagement Pushing

eCOMMERCE? Enable our commercial relationships in the context of their real relationships.

The e-commerce opportunity? Real-time insight. “a clothing retailer could identify a spike in positive chat about a celebrity that is wearing one of their apparel items, and could immediately feature that piece of clothing on their homepage and launch campaigns to a targeted audience interested in that celebrity and lifestyle. This allows the retailer to immediately maximize the new revenue opportunity, and deliver more engaging, relevant content to its customer base.”

Extend o Visible staff involvement in problem resolution. o Reacting and responding to questions and commercial relationships to issues quickly and transparently, #twelpforce: community-enabled 13,000 queries in the first two months. supportive relationships. o Engaging in real human conversations.

a digression “Please hide/remove the customer-service number.” And yet “Our requirement is the reduce calls to the call-centre.” “We want people to self-serve.”

RO U EC CORR T DEPA TO RT E T Tech Support T EN M TO ASS IG N HR M EDIU EM AT RI OP DLER TO RESPOND N IN HA D AP E CEO PR AM N 0800 000 000 Customer Service Marketing @Corp Inquiry/ monitoring Immediate/ auto response & then hand-over aknowledgement DM @Someone Empowered @Someone decision-making, training & investment.

Over a month later the SERP results for “Vodafone & Twitter” are dominated by the news story, not product information. Things happen in real-time but can stick around for a long time.

Practice true customer-centric behaviour, integrated into all business processes, not a silo or a channel, horizontal not vertical... 8 Signs of Customer-centric Behaviour • You send customers to other websites. • You measure how many people refer their friends to you as success (Net Promoter Score). • When budgets get tightened, you tighten operational costs. • Active influencers are adding you as friends on social networks. • You work with your competitors towards better customer experiences for all. • You know you compete for your customers’ attention with everyone. Source: Tara Hunt • Your only customer service policy is to do right by the customer. • Your customers are doing things with your product you never dreamed and are posting videos.

...and throughout the entire consumer decision-making process where different types of influencers will play different roles. Increase in number of brands/solutions being considered. Attention paid to advertising, WOM & online research with information gathering key Start with a shortlist of brands/solutions Active & Passive Loyalty Active Loyalty fuels advocacy but Passive is a larger audience On-going exposure Closure & the moment of decision Consumer builds expectations based on experience to inform their next decision journey Source: McKinsey

Delivered through owned or co-opted platforms for collaboration?

Collaborative Platforms... ...thrive when “reputation (of participants) is a critical component of the service mechanism. The reputation of participants will derive from the quantity (how much, how often) and quality (how useful) of their contributions. Accreditation (of content) is provided by experts and by the community. Recent, relevant content regarded highly by participants with a good reputation becomes the most visible.” Made by Many

Be an advocate of people , so they become advocates of you .

Sample Program Management Activity. KICK-OFF WORKSHOP o Initial kick-off meeting with Client, internal stakeholders and selected digital partners to help build the approach. o Identify key audiences – both brand and product. o Collation of ideas, thoughts and expertise . LISTEN PHASE o Establish relevant brand terms and competitor information to analyse Brand share of voice, sentiment and conversation arenas. o Using SM2, Radian6 and additional free tools identify existing conversations themes around client, competitors and partner activity, key opportunities and media targets. o Additional desk based research.

Sample Program Management Activity. UNDERSTAND PHASE o Analyse Listening phase findings, reports and audits. o From conversations identified in previous phase, establish what influencers and audiences are talking about, run positive/negative assessments, collect consumer/competitor generated content etc. o Develop Tribe segmentation model (using brand and audience attitude information). Who are they? What are they doing? How can we reach them? Identify Influencer personas and potential outreach targets. o Workshop/Presentation of strategy, activity plan proposal and M&E. ENGAGE PHASE o Development of engagement briefs, timing plans and budgets to support brand objectives and drive intent. o Activation of approved ideas and/or collaborative platforms using a staggered approach (in order of brand, product and/ or tribe priorities) Test, Learn, Share, SCALE & REPEAT. o Work with selected partners to create content/build relationships, implement seeding approach and any paid for media.

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