asva - social media strategy workshop, 3rd march 2011

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‘Creating the Buzz’

Social Media Strategy WorkshopAssociation of Scottish Visitor Attractions

Dr. Jim Hamill Alan StevensonVincent Hamill

www.energise2-0.com

March, 2011

http://www.energise2-0.com/

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SM Opportunities and Progress Made

• Used effectively, social media can lead to the following business benefits for Visitor Attractions

– Market/customer knowledge & insight through customer feedback and the use of social media monitoring tools

– Low cost brand awareness and reputation management– Increase visitors/repeat visitors– Build strong online community/ quality customer base of high

value, high growth potential customers– Engage and energise– Enhanced customer experience and loyalty– Sales/marketing effectiveness, efficiency and ROI– Operational / internal process efficiency (open source and hosted

apps)

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• Interest and enthusiasm among Visitor Attractions is growing rapidly - channels are being set up

• Visitor Attractions fall into three main groups in terms of progress made– Progressive Adopters – Cautious/ Experimental Adopters– Non Adopters

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• While some good progress is being made, there is a need for a more ‘strategic’ approach

• Clear social media vision and strategy, agreed objectives, KPIs, targets, ROI and on-going performance measurement

• More attention needs to be paid to organization, people, resource issues critical to on-going SM success

Social Media Planning Pays

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Key issues in developing, implementing and managing a

successful social media strategy

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Workshop - Overview

• The key strategic, management and organizational challenges involved in planning, implementing and managing an effective social media strategy

• ‘Social Media Planning Pays’……. SM success requires sound planning and the application of professional project management procedures …. but not paralysis by analysis

• A key objective of the workshop is to ensure that your SM Strategy is fully aligned behind and supportive of your core business/marcoms goals and objectives

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Key Questions To Address

• What social media channels should you engage with and how deep should your level of engagement be?

• How can social media best help you to achieve your overall strategic goals and objectives?

• What resource should you commit to social media?

• What Key Performance Indicators (KPIs) should you use and how can Return on Investment be measured?

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Key Questions To Address

• How open should your organization become?

• What new ‘mindsets’ are required?

• What new skills, knowledge and staff training are required?

• Action plans for successful channel development

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Workshop Overview

1. What is social media? - a recap– Key things to remember; social media in action - examples

2. ‘Social Media Planning Pays’: Key Steps in Developing, Implementing and Managing a Successful Social Media Strategy– The Social Media Development Cycle– External Analysis: Evaluate Your Social Media Landscape– Internal Analysis: Evaluate Your ‘Readiness to Engage’– Develop Your Social Media Strategy and Action Plans – Evaluate Your Social Media Performance and ROI – Organization, People and Resource Issues

3. ‘Getting There’ – Next Steps

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A conversation rather than one-way broadcast

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What is Social Media?

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What is Social Media?

The three main components:

ApplicationsFeatures and characteristics

Business impact

Web 2.0/Social Media

Web 2.0 Applications

Open sourceOnline Applications/ Web ServicesSocial Network SitesSocial Content – Social BookmarkingBlogs or WeblogsWikisPodcasts/ VodcastsVirtual RealitiesMash UpsRSS FeedsMobile Web; Internet TelephonyTwitterCharacteristics

Communities and NetworksOpennessSharingPeeringHosted Services – online applications; the Internet as the platformInteractivitySocial ElementMass CollaborationEmpowermentGlobal

Business Impact

MindsetBusiness IntelligenceCustomer Insight and UnderstandingCustomer InteractionEnhanced Customer Experience –

Rich Internet ApplicationsReputation ManagementSales and Marketing Product Development and R&D e.g.

engage and co-createIT/Software/ApplicationsOperations, Internal Processes and

HRM

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How Big Is It?

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Impact on the sector?

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Key Things to Rememberabout Social Media

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Key Things to Remember

• It’s social– A key feature is online democracy – with content being provided

by the network for the network – represents a fundamental and revolutionary change in online behaviour, expectations and the online customer experience. The end of the ‘read only’ internet

– Conversations are taking place relevant to your business• Power shift

– Social media empowers customers, empowers the network. Recognizing this shift is the cornerstone of future success

– Especially true in information intense industries• Declining effectiveness of traditional approaches

– Does anyone listen to sales/brand messages anymore?

ENERGISE2-0.COMSource: The Future of Advertising, APA, 17/02/09 as published on Slideshare (www.slideshare.com)

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• Pull v push– Consumers/users decide what information they wish to access

• New ‘mindsets’ are required– Marketing as a conversation with your customers/network–

dialogue not broadcasting– But this is something that most of us are not very good at doing.

We prefer ‘telling’ people• SM ‘winners’ and ‘losers’

– ‘Winners’ will be those organisations who fully utilise the interactive power of Web 2.0 technology for engaging with and energising customer and network relationships

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• New performance measures– Requires new performance measures

• Quality of your network• Relationship strength• Ability to leverage

• Social media monitoring tools

• The need for new business/marketing models

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Performance Measurement

Involvement – network/community numbers/quality, time spent, frequency, geography

Interaction – actions they take – read, post, comment, reviews, recommendations

Intimacy – affection or aversion to the brand ; community sentiments, opinions expressed etc

Influence – advocacy, viral forwards, referrals and recommendations, social bookmarking

Insight – customer insight Impact – business impact

Social Media Monitoring Tools –Audit, Assess, Impact

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The ‘6Is’ Approach

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The need for new business/marketing models

– Traditional approach:• Product development – Differentiate – Market and Promote -

Sell

– New model based on: • Communities, networks, openness, peering, sharing,

collaboration, customer empowerment, ‘think and act’ globally

• Engage and energise• ‘Create the Buzz’

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Some examples

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Social Media in Action

Quick Examples

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In a Web 2.0 Era, the Brand Becomes the Customer Experience of the Brand

A quick ‘personal experience’

Dubai Hotel

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From the web site

• This 5-star hotel and residence offers European hospitality with an unmistakable French touch. The hotel consists of 318 beautifully appointed guest rooms/suites, while the residence offers 112 fully furnished and equipped deluxe Studios and 1-3 bedroom apartments.

• The ultimate in comfort, we offer 318 luxuriously elegant rooms and suites.

• Take a trip. Escape. Go and visit somewhere new and see if we are there… Give in to that irresistible wanderlust. Discovering and staying in the most exceptional hotels in the world has become the modern-day Graal, a game, a quest…

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The Customer Experience of the Brand

Tripadvisor

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From Tripadvisor

• It's getting old, the rooms are unappealing and it will never be more than a business hotel

• Being a Sofitel hotel we expected something quite 'flashy' unfortunately we were let down. The rooms, although comfortable and clean, were not of the standard we expected and were definately not what we expected after looking at the photos on the hotel's website.

• Booking my stay via the Sofitel website after a pleasant experience at several other Sofitel locations over the past 2 years with my new job I was looking forward to a 5 star luxury stay after a stressful business trip. My expectations were reasonable, however certainly not met by this hotel.

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Will It Blend? - iPad

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5.7 Million Views

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United Breaks Guitars

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9 Million Views

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Visitor Attraction Case Example

New York Museum of Modern Art

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The Web Site

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Links to RSS Feed, Facebook, Twitter

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RSS Feed

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MoMA on Facebook

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Two way dialogue and engagement

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346,466 twitter followers

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Dialogue not just broadcasting

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MoMA Youtube Channel

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Over 200 Videos

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3,565,427 views, 12,413 subscribers

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12,080 on foursquare

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Dialogue

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MoMA Blog

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Links to other SM channels

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MoMA on flickr – 4,108 images

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MoMA on iTunes

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‘Social Media Planning Pays’

Key Steps in Developing, Implementing and Managing a Successful Social Media Strategy

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Social Media Development Cycle

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SM Development Cycle

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Ten Key Steps

• EVALUATE YOUR SOCIAL MEDIA LANDSCAPE– Applications, impact, customers, conversations, features and

characteristics • AGREE YOUR GENERIC SOCIAL MEDIA STRATEGY

– Channels and depth of engagement• KEY PERFORMANCE INDICATORS

– Measuring success• INTERNAL SOCIAL MEDIA AUDIT

– Progress benchmarking• READINESS TO ENGAGE

– Are you ready to engage?

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Ten Key Steps

• SOCIAL MEDIA STRATEGY DEVELOPMENT– Vision, strategy, objectives, targets, customers, key initiatives

and actions• CHANNEL ACTION PLANS

– “Getting there”• ORGANISATION, RESOURCE AND PEOPLE ISSUES

– The key pillars of social media success• IMPLEMENTATION

– Professional project management for social media success• MONITOR AND MEASURE

– On-going performance measurement

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Each Step is being covered in detail on our blog at www.energise2-0.com

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Five Key Areas

• External Analysis: Evaluate Your Social Media Landscape• Internal Analysis: Evaluate Your ‘Readiness to Engage’• Develop Your Social Media Strategy and Action Plans for

‘Getting There’• Evaluate Your Social Media Performance and ROI• Organization, People and Resource Issues

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External AnalysisEvaluate Your Social Media Landscape

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Evaluate Your SM Landscape

• The social media landscape and range of applications available is extremely broad and diverse – too wide

• The starting point in developing a social media engagement strategy is to monitor and evaluate the social media landscape for your business

• Social media landscaping will help you decide the best generic strategy to follow i.e. the main channels to use and your depth of engagement in each channel. Avoids the ‘we must use it because it is there’ syndrome

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Diversity of Social Media

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Key Questions to Address

• Applications – what social media applications are most relevant to our

business?

• Impact– what impact is social media having on our industry, how

important has it become?

• Customers – how are our customers using social media? What impact is

it having on customer behaviour?

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Key Questions to Address

• Conversations – what online conversations are taking place relevant to our

business; who is saying what about our brand/ industry where on the Internet and how should we respond?

– A wide range of Social Media Monitoring Tools are available (see later)

• Features and characteristics – what are the key features and characteristics of social

media that you need to understand i.e. social media culture?

These questions help you to decide the generic social media strategy to adopt

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Your Generic Social Media Strategy

Generic SM Strategy Matrix

High

Industry Impact

Low

High industry impact/ Low strategic importance

Strategic priority

High industry impact/ High strategic importance

High engagement strategy

Low industry impact/ Low strategic importance

Passive approach

Low industry impact/ High strategic importance

Industry leader

Low High Strategic Importance

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‘Be Customer Led’

Three key questions:

• Who are our customers, who do we wish to engage with?

• Where do we find them ‘hanging out’ on social media?

• How can we best engage and energise them?

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www.mashable.com

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Monitor the Conversations

• Use Social Media Monitoring Tools to monitor online conversations relevant to your brand

• No or low cost tools such as Google Alerts, Yahoo Pipes, Social Mention, IceRocket, Blogscope, Blogpulse and ViralHeat

• More expensive and sophisticated tools such as Radian6, Alterian SM2, Sysomos Heartbeat and Infegy SocialRadar

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An Example

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The Beetles

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Previous Slides on KeyThings to Rememberabout Social Media

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Internal AnalysisProgress Audit and Evaluate Your

‘Readiness to Engage’

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Progress Audit

Evaluate progress made, benchmarked against agreed criteria:

• What progress has been made? What social media channels do we already use? What is the level of engagement with each channel? Where are the main areas for future improvement?

• Benchmarking is a key element of the Internal Audit and should be undertaken at five main levels…..

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SM Benchmarking

• Social Media Landscape– what progress has been made benchmarked against the

opportunities presented by your social media landscape?

• Generic Strategy – the level of progress made benchmarked against your

generic social media strategy

• KPIs– what progress has been made benchmarked against

agreed KPIs?

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SM Benchmarking

• Industry ‘Best Practice’ – the level of progress made benchmarked against industry

‘best practice’? How does your current level of SM engagement compare with the industry average? What lessons can be learned from industry ‘leaders’?

• Strategic Gap Analysis – based on the above, what is the ‘Strategic Gap’ that exists

between the ‘current’ and ‘ideal’ scenarios; between where you are and where you should be? The ‘Strategic Gap’ provides a very strong basis for future social media strategy development

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Readiness to Engage

• Evaluate your readiness to engage with social media

• Social media strengths and weaknesses; the main barriers and obstacles to be overcome

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Readiness to Engage

Strengths Weaknesses

List here the main SM strengths of your organisation e.g. strong brand, quality customer base, customers already active in Social Media etc.

List here the main SM weaknesses of your organisation e.g. limited staff knowledge and understanding, resource issues, organizational mindset, influence/attitude of the IT Dept etc.

Obstacles/Barriers Overcome

Detail the main obstacles and barriers for your organisation.

Indicate how barriers will be overcome, including in-sourcing / out-sourcing options

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Develop Your Social Media Strategy and Action Plans for ‘Getting There’

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Use a Simplified Balanced Scorecard

• Will ensure that the social media actions and initiatives you take are fully aligned with and supportive of your overall business goals and objectives; that KPIs are agreed for monitoring and evaluating social media performance, business impact and ROI; and all key success factors are considered, especially the organization, people and resource aspects critical to successful strategy implementation

• A Scorecard approach can also be very useful for internal and external communications – a simple framework to present social media goals, objectives, key actions and initiatives to colleagues, partners and other stakeholders

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Social Media Balanced Scorecard

• Not ‘paralysis by analysis’. By providing an agreed framework to follow, the Balanced Scorecard considerably speeds up strategy development and implementation

• The steps involved can be captured in a Social Media Strategy Map

• Five key questions to address……

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Social Media Balanced Scorecard

• What is the overall social media vision for your organization?

• What are the key objectives and targets to be achieved?

• Who are your customers?

• Key Actions and Initiatives (including participation in ‘external’ social media channels)

• Organisation, Resource and People Issues

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Social Media Strategy Map

Brief statement of your overall 2.0/Social Media Vision and Mission Strategic Objectives Customer Perspective Internal Management Perspective Organisation Perspective

Strategic Objectives KPIs / Targets

KPIs / Targets KPIs / Targets

KPIs / Targets

Customer Group 1

Customer Group 2

Customer Group 3

Customer Group 4

2.0/Social Media Initiative 1 - Objectives - KPIs - Targets - Actions




Organisation People Resource

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Channel Action Plans

Apply Professional Project Management Procedures to Ensure Successful Social Media

Strategy Implementation

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• Once your Social Media Strategy has been agreed, Action Plans should be developed for each priority SM channel

• Cascade the Balanced Scorecard approach to each priority channel e.g. LinkedIn, Facebook, Twitter, use of ‘External’ SM ‘hubs’

• The Action Plan for each channel should include a clear statement of…….

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The overall objectives for that channel

The KPIs to be used

Specific targets

Customers

Key channel actions/tasks for ‘getting there’

Performance measurement

Organisation and people

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Some Key Decisions

• Channel Set-Up– Design, Layout, Configuration, Profile Content, Use of

Management Apps, Agree Domain • Integration Options

– Web/Blog/Facebook/Twitter/YouTube/Flickr/LinkedIn/TripAdvisor

• Content Plan– Tone and Style, Themes and Messages, Post

Frequency, Sources of Inspiration

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Some Key Decisions

• Customers (Building the Community) – Invitation and Existing Contacts – Marketing on Owned Channels – Marketing on External Channels – Referral and Influencers

• Conversations – Encourage, Response Policy, e-WOM, Cross-fertilise

• Conversions – Enquiries, Sales, Visits, Recommendations

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Some Key Decisions

• Performance Measurement– Tools, Alerts, Reports, Report Frequency

• Organisation and People – Responsibilities (Who), Commitment, Training, Project

Management

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A Successful Channel

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High Engagement

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Two Way Dialogue

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But Then.......

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48% Down on New 'Likes'

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Post Views (-80%); Feedback (-60%)

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Monitor and Measure

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Monitor and Measure

• To ensure that your SM strategy delivers a return on investment, it is important to monitor and evaluate on-going performance benchmarked against agreed objectives, KPIs and targets

• Performance evaluation should be undertaken at three main levels using the ‘6Is’ approach….

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Performance Measurement

Involvement – network/community numbers/quality, time spent, frequency, geography

Interaction – actions they take – read, post, comment, reviews, recommendations

Intimacy – affection or aversion to the brand ; community sentiments, opinions expressed etc

Influence – advocacy, viral forwards, referrals and recommendations, social bookmarking

Insight – customer insight Impact – business impact

Social Media Monitoring Tools –Audit, Assess, Impact

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The ‘6Is’ Approach

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Monitor and Measure

• Individual Channel Performance– the effectiveness/success of each channel benchmarked

against agreed targets for the ‘6Is’ i.e. Involvement, Interaction, Intimacy, Influence, Insight, Impact

– most channels provide easy to access statistics for measuring each ‘I’ to a very high degree of accuracy

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Monitor and Measure

• Wider Social Media Performance

– monthly or quarterly reporting of the overall ‘buzz’ created by your SM activities using appropriate Social Media Monitoring tools

– this will show the impact of your SM activities on others and other channels

– it measures the volume of mentions, trends over time, which channels are driving your buzz, who is taking your message further, through which channels, and what affection or affinity they are showing, and so on

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Merchant City, Glasgow

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Monitor and Measure

• Underlying Business Performance– the performance of each social media channel and the

overall ‘buzz’ created are ‘lead’ rather than ‘lag’ measures– in a social media era, they are the main ‘drivers’ of future

business performance– the final level of performance monitoring, therefore, is

linking your social media activity to overall business goals and objectives e.g. enquiries, sales or customer loyalty. Is social media achieving your ultimate business objectives i.e. ‘lag’ measures?

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Organization, Resource and People Issues

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Organization, Resource and People

• Organisation, resource and people issues sit at the bottom of your SM Balanced Scorecard NOT because they are the least important issues to address. In fact, the exact opposite is true. The success of your social media strategy is very much dependent upon appropriate decisions being made in the areas listed below …..

• Your ‘Social Media Strategy Document’ should contain a section that covers the following issues…..

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Organization, Resource and People

• Roles, responsibilities and resources– In-source roles and responsibilities– Out-source roles and responsibilities– Role of the Social Media champion– Social media decision-making and control structures – Resource plans– Organizational culture and ‘mindset’

• Policies and guidelines– Social Media Proper Use Policy– Social Media Content Guidelines– Social Media Channel Guidelines – Customer Response Policy and Guidelines– Employee Response Policy and Guidelines– Legal aspects to the above

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Next Steps

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An End Note on Social Media Monitoring

Who is talking about you, where online, what are they saying?

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Visit “Edinburgh Castle”

Visit “Kelvingrove”

Visit “Falkirk Wheel”

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Visit “Kelvingrove”

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Bob Dylan

Come gather 'round peopleWherever you roamAnd don’t criticise

What you can't understandYour sons and your daughters

Are beyond your commandYour old road is

Rapidly agin‘Then you better start swimmin’

Or you'll sink like a stoneFor the times they are a-changin’

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Continue the discussion at www.tourism2-0.co.ukwww.energise2-0.com

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Thank You

Questions