becoming a social brand - phase 1 (design)

azblue© 2014 AZBlue | www.azblueinc.com

SOCIAL MEDIA MANAGEMENT – PHASE 1DESIGN

1.22.2014


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)

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OPTIMIZE BUILD MANAGEDESIGN


THE EVOLUTION OF BRANDS & SOCIAL MEDIA MANAGEMENT

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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

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

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)

Social Monitoring Tools

Social Center of Excellence

Social Command Center

Profitability/Margin

No Risk/Reward - Safe Low Risk/Reward – Utilitarian High Risk/Reward – Interactive & Intuitive

Human

Technology


Before we start, a few questions first…


THE TASK: ASSESS WHAT YOU WANT AND HOW TO GET THERE!

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“gray area”

Brand Investments

Brand Strategy, Goals & KPI’s

How to integrate the top layer and bottom layers in a way that allows the Enterprise, as a whole, to

function as one and maximize both investments and results?

All brands have a strategy in place

Most brands have made investments to drive results


SOCIAL MANAGEMENT DESIGN PROCESS

Before anything can be designed, you need to know…• What is the purpose and goal of the SMP?• What is the end-state?• How will it be evaluated/measured?• What does success look like?• Will Leadership see the value of their Investment??• What type of ROI will get them there?• Will this investment enhance the Enterprise as a whole?• How will it create a brand persona?• What the risks? Benefits?• What is the competition doing?• What do you already have in place? Can it be easily [and affordably] integrated?• What is the evolutionary path to achieve effective Social Management?

– Social Listening– Social Community Management– Social Marketing/Content Management– Social Care– Social Management Response Center (SMRC)…– Social Center of Excellence

• Is it scalable, flexible and most importantly…achievable?

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STARTING THE PROCESS BEGINS WITH ASKING…WHAT IS THE PROBLEM THAT NEEDS TO BE SOLVED?

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SMP CREATION: IT STARTS WITH A [BRAND] JOURNEY!

• Before the SMP can be created, the Brand must create a map of what [they envision] happens, what causes it, how it assessed and ultimately how it resolved & measured.

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EfficienciesBest

Practices

SWOT

Trend Identification Resources Solution Timelines Tracking Assessment Measurement OptimizationListening

Negative social trending around brand detected

Confirmation that an issue

exists

Determining the type and priority

of the issue

What is needed to resolve the

problem

What is required to execute a

remedy

Based on severity, when it will be resolved

Determining if the solution is

working

Did the process meet the

objectives.

How well did the process work

What lessons were learned to

improve

Who owns the Issue? What is the next step

Trend or

anomaly?

Alarms

triggered?

Pre-set

threshold?

Impacting

/ Valid?Online? Offline? Positive? Negative? Value? ROI?

Actionable?How

severe?Support?SLA’s?

Resources

used well?

Care

PR

Legal

HR

Marketing

Skills? Budget?

Content? Process?

Engagement?

People?

Change?


THE NEXT DECISION IS UNDERSTANDING…WHAT TYPE OF SOCIAL MANAGEMENT WORKS BEST?

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“VERTICAL” APPROACH TO SOCIAL

• Social media strategies today are often driven reactively by traditional media investments, business unit goals and campaigns built around by quantitative listening insights– Or more simply what was done last year

and/or what the competition is doing now!

• In essence…trends drive results – which drive tactics – which ultimately drives the strategy…

Social listening captures influencer comments

Community Manager reactively responds to

resolve

Issue/Events create trends

Trend insights refocus social tactics

Reactive social tactics have minimal impact due

to budget issues

Resources are committed on a “one-off” basis

Enterprise-wide KPI’s & Objectives adjusted

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Social Strategy is created to meet obtainable results

Tactics

Strategy


“HORIZONTAL” APPROACH TO SOCIAL MANAGEMENT

• The overall brand strategy is set early on with expectations for YE results based on estimates. Although more proactive/forward-thinking than the vertical approach, the process is still “serial” in nature and is difficult to adjust or adapt in real-time.

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Campaigns are launched based on a calendar

KPI’s are adjusted based upon ROI

ActivationVision ResultsInvestment

Investment in assets are made solely based on need, expectations or what is “hot” at the

moment.

The strategy is designed based on expected

results.

Strategy Net Results


AN INTEGRATED APPROACH

• By creating a multi-directional/self-learning process, the brand creates a continuous cycle where vision is driven by what is achievable, measurable and valuable!

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Create a process that executes the strategy in

achievable increments that allow for creating the right

level of momentum and adjustments real-time!

Drive the end-to-end process of to maximize results at the brand level to demonstrate

value AND create high-margin ROI!

Identify what is needs AFTER an internal process of

determining what is already owned & in-place and then invest based on need and

ease of integration!

Imagine what the end-state will look like in terms of

results and value and follow a scalable & adaptive

approach to getting there in achievable steps!

ActivationVision ResultsInvestment

Social listening measures & validates influencer

comments

Community Manager proactively drives

conversation

Issue/Events trends minimized due to SMP

process planning

Trend insights enhance social tactics

Proactive social tactics have maximum impact

supported by SCRM

Resources are available in advance due to SMP

planning

Enterprise-wide KPI’s & Objectives exceeded

Social Strategy is created to corporate goals


THE FOUNDATION: WHAT WILL THIS SMP DO?


THE SMP: CREATING THE RIGHT SOLUTION

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OPTIMIZE

BUILD

MANAGE

DESIGN

Visualize the end-state

Imagine

• What is the purpose of the SMP?• What does success look like?• How will it work?• How will success meet/exceeds the needs of the Customer?

• Who will run it on a day-to-day basis?• What assets do you have?• What assets do you need?• Who are the customers and what are

their needs/expectations?• Will it be scalable to meet short-term

and long-terms needs?

Making it work!

Creating the right platform

• How does it work on Day 1+ ?• Is it running efficiently?• Are the customers happy?• Are they receiving value?• Can it be better?• What needs to be altered/added?• What is the growth plan?• Are the right skill sets in-place?

• What technologies exist now?• Is there a workflow in-place?• How do you integrate existing

investments into the platform?• What/who are the right

complimentary tools & partners• What are the priorities in terms

of Day 1 production?• Who owns the process?• Is it internal, external or matrix

managed?

What does it need to get there?

Ideation

Creation

Activation

• What is in-place today?• What are the brands SWOT?• What current assets are available –

tools, technology, people, training & content?

• What investments have been made?• How are things done now (process)?• Are the KPI’s & Metrics applicable

and measureable?• How is [will] success measured?• What is realistic?


KEY DECISIONS NEED TO BE MADE BEFORE PROCEEDING…

Before you begin to design, you need to start with the basics…• What is the function of the Center?

– Lead or Support? – Issue Resolution or Read & Route?– Self-contained our outsourcing?

• How will the SMP operate? – 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 do 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)?– What is the “workflow” of the SMP (who and how are things managed)?

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DEFINING ISSUES

• How are Issue/Events defined in terms of being Standard vs. Non-Standard?• What are the “trigger points” between automated tracking and manual intervention,

tracking and resolution management?• What are the thresholds for when Alerts are sent (Traffic? Sentiment? Specific

comments/word choices?)• Who receives Alerts once a Threshold is crossed and how often are they sent?• What is the routing process? (Who? How? When?)• What are the business levels used to determine the value of resolving a post or the

impact to ignore?• What are the Tags that are assigned to each Issue/Event to qualify & identify?• What are the Flags that are assigned to determine the level of response needed by:

– Severity– Escalation Requirements & Communications Plan– Follow-Up Requirements– SLA’s

• What are the anticipated Objectives of the Center for Management tracking?• Are there Report requirements from the Center?

– Who receives and is responsible for creating/sending? Frequency?

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WHAT ARE KEY OPERATIONAL PROCESSES?

• Once the definition of the SMP, Priority Levels and Routing processes have been determined – there are various operational processes that need to be taken into consideration to run the day-to-day activities of the Center and its resources. Examples include:– How are conversations directed to SME’s and how is content created, delivered

and/or stored?– When are issues handled online vs. offline and if the latter, how do you bring the

resolution back online?– How does the center coordinate around campaigns/product releases– What is the process for “Major or Catastrophic Events”– What is the role of the SMP Associate and SMP Manager– Examples of Operational Processes:

• Vertical (By Group) or Horizontal (By Need) Prioritization & Assignment• Center Activity & Coordination/SME Acceptance & Resolution• Response Follow-up

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CONVERSATION ASSIGNMENT & FOLLOW-UP?

• What areas within the organization do we need to approach for a formal SME network?• What SMEs are currently in place?• What are the SME requirements?

– How much time will it take?– What are the expectations?

• How do we assign response responsibilities?1) Assignment into a folder within the Social platform2) Email3) Telephone call based upon priority level

• How will responses / content be stored and classified for broader access?• What is the process for follow-up

– Public resolution for conversations taken offline

• What happens if SLAs are not met?

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WHAT ELSE???

• How many resources are required to perform “Day 1” based upon traffic loads?– Are there existing resources we can leverage on Day 1?– Should additional resources be hired to perform this function?

• What are the hours of the SMP? 5x9, 7x24?• What are the standards that the Center can measure in terms of daily volumes (e.g. if the

center creates KPI’s to address “X” percentage of Level’s 1-6, do they have the appropriate resources and escalation processes set up to be measured to those standards?

• What types of reporting and measurement will be available in the following areas?– Social Media Activity – Brand trends– SMP Performance – How the SMP performs in-line with investment and expectations– SMP Objectives – What are the targets to measure Performance against?– Enterprise Value & KPI Measurement – How does the SMP add value and how to measure it?

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DESIGNING FOR SUCCESS


THE FOUNDATION OF SOCIAL BRANDS: A PLATFORM

• The first step in the evolution of becoming a Social Brand, is the creation of a Social Management Platform (SMP).

• A social management platform is a layered integration of:

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Process• Staffing• Management• Workflow• Operations• Escalations• Objectives• Measurement• Reporting• Executive Support

Resources• People• Content• Support• Budget• Training• Physical Assets• Enterprise integration• Communications

Technology• Social Listening Tools &

Dashboards• Command Center Visualizations

Screens• Community Management &

Engagement Platforms• Social Media Marketing Systems• Social Data & Insights (CRM)

RESOURCES

PROCESS

TECHNOLOGY

SMP/SMCC


THE FUNCTION OF THE SMP: E-2-E SOCIAL MANAGEMENT

• The SMP (a.k.a. Command Center) has two distinct roles in the end-to-end social resolution management process, based on how your are structured internally (or defined in the Optimize/Design Process)

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technology management + resources

End-2-End Social Media Management

SocialTracking

Issue/ EventClassification

Issue/ EventManagement

ResolutionTracking

Issue/Event Resolution (Support)Issue/Event Identification (Lead)

Routing & TriageCenter / SMCC

Social Center of

Excellence


E-2-E SOCIAL MANAGEMENT: THE PLATFORM

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Phase 2Issue/Event Resolution

(Process + Resource Driven)

Phase 1Issue/Event Identification

(Technology Driven)

1 2 3

GATHER FILTER AUTOMATE TRACK

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MANAGE

6

CLASSIFY

5

•Continuous

collection of data

based upon

preset

parameters

specific to the

brand including

products,

competitors,

business units

and leadership

• Segment data by

content, post

metadata, author

and channel

• Automated

tagging,

prioritization,

routing &

sentiment

• A physical point where

technology, resources

and processes are

integrated into a layered

platform to identify and

manage Social Issue/

Events that have an

impact on the brand,

employees, community

or customers

•Manual

assessment of

I/Es once Alerts

have been

raised to

determine the

validity of the

issue and

confirm it

requires

additional

management

•Decision-making

process to

determine what

Issue/Events

require to

complete the

management

process e.g. tags

(owner) & flags

(level of severity)

• The process of

resolving the

Issue/ Event

successfully to

completion

• Analysis and

documentation

of the results of

the management

process, the

SMP and the

impacts/value to

the Enterprise

•Using

intelligence

gained during

the process to

enhance

performance

going forward

(technology,

resources &

management)

REPORT

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OPTIMIZE

8

SMP

Issue/ Event


E-2-E SOCIAL MANAGEMENT: OPERATIONAL INTEGRATION

• The three components of the SMP do not work independently requiring highly customized integration, to ensure each function (team) enhances the overall operational success of the platform.

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SOCIAL MANAGEMENT TEAM

SMP Rep(Reports)

SMP Rep(Care)

SMP Rep(PR)

SMP Rep(Marketing)

SMPManager

TECHNOLOGY TEAM

PlatformManagement

Conversation Routing

Business Intelligence

Channel Support

Vendors AgenciesStrategic Partners

Suppliers

RESOURCE TEAM

Marketing

BusinessUnits

Legal

Care

HR

PR

Product

Business Intelligence

Sales

Security

Finance

Operations


NEXT STEPS…


WHAT’S NEXT?

• In addition to the development of SMP Priority Levels and Routing processes there are various operational processes that need to be taken into consideration as well to run the day-to-day activities of the Center and its resources. Examples include:– How are conversations directed to SME and how is content created, delivered and/or stored?– How does the center coordinate around campaigns/product releases– What is the process for “Major or Catastrophic Events”– What is the role of the SMP Associate and SMP Manager– Examples of Operational Processes:

Vertical (By Group) or Horizontal (By Need) Prioritization & Assignment Center Activity & Coordination/SME Acceptance & Resolution Response Follow-up

• Questions– Who provides back up for support?– Who has ownership/lead on specific posts?– Is the SMP a 7x24 Center?

• Before you start to build, the most important next step is to take stock in what assets you currently have, what is important [& sensitive] to your clients and what investments will have the light shown on them as the journey continues.

• Phase 2 – Audit, identify and optimize your current assets including tools, technology, properties, people, capital, content, training, metrics, reports and processes!

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AZURITE BLUE INC.

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We are a consulting firm that has the experience and ability to help clients articulate their needs with regards to “all things social,” and create an

operational roadmap to get there!

Contact: Jim Clark – 908-305-8475

[email protected]

www.linkedin.com/in/azblue/

mailto:[email protected]

http://www.linkedin.com/in/azblue/