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Building Team Culture And Strategy In Socialmedia
Activities Based On Inbound Marketing
Novembre 27th#eurolis 2015
A new cultural cluster
In the heart of the capital, dedicated to culture and artistic practices
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South Wing● The conservatory – 2450 m²
North Wing● The Youth Point● The library – 1050 m²● La Place – Hip Hop cultural center – 1400 m²● House of amators cultural practices – 1000 m²
6000 M²
The lower balcony
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© Patrick Berger et Jacques Anziutti Architectes / L’autre Image
The public library
Estimated opening : March 2016
Capucine Liébeaux, médiathèque de la Canopée la fontaine
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Bibliothèque Louise Michel
© Julien Devriendt – EPN des Ulis, bibliothèque François Mitterrand
Issues
Searching for an horizontal relationship between librarians and customers
Contribute to knowledge sharing between customers, individual creativity development through collaborative uses
Turn the library into a living place, for sharing andmediating resources, seeking appropriation.
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The public
Neighbours and families
Deaf people
People passing through Les Halles district
Millenials
Future customers of the Canopée public services
Every day, 750 000 people pass through
Les Halles
Some districts of the center of Paris double their population
in daytime
The spaces
1050 m² ‐ 3 spaces for the public
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© BRM mobiliers
Opening from Tuesday to Sunday42 hours a week (important in France ;‐) )
The « warm » place
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Bibliothèque Louise Michel
The spaces
❖ Computers
❖Workshops
❖ Screenings
❖ Debates
❖Empathy
❖friendliness
❖Warm environmentlike home
❖Mobilier modulable
© BRM mobiliers
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Romain Gaillard, médiathèque de la Canopée la fontaine
The « cool » place
❖Mobile librarian for advice
❖Furniture as in a bookshop
❖Scenic view on Saint‐Eustache church and the Mandela garden
❖Relaxing place dedicated to reading and resting in a peaceful and serene environment
The space
13Cyrille Jaouan – médiathèque d’Aulnay‐sous‐Bois
Bibliothèque Louise Michel
Place for children and families
❖ From toddlers to teenagers
❖ Families are invited to go everywhere
❖ Mobile librarians
The spaces
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The collection
Documentary policy
Practical life
Hobbies
Understanding the world
Topical booksNo classics in
prints
Active mediationthrough social networks
and in the library
A collection calibratedaccording to customers’ needs and requests
❖ 11 500 youth documents
❖ 7 000 mangas and comic books
❖ 800 fictions for teenagers
❖ 6 000 fictions for adults
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Main collections
37 500documents
❖« urban culture » stock (3 000 books, CDs, DVDs) ❖« digital culture » stock (600 documents)❖« World of the deaf » stock❖TV series, video games
The collection
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© Julien Devriendt – EPN des Ulis, bibliothèque François Mitterrand Cyrille Jaouan – médiathèque d’Aulnay‐sous‐Bois
Services
Innovative offers
Co‐creation 3D printers, vinyl cutter, 3D pens
Digital ressourcesTablet computers in free access and activities, music terminal, Pearltrees
Digital activities Robotics, computer programming
Accessibility for deaf people Collections, services, activities, communication
Participation
How ?
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Customers are at the center of the project, we want to give them the meansto build with us the library that suits them !!
❖Focus on customer services
❖Empathy with the public
Evolution of the cultural practices
• Smartphone use:
=>80% Grand Palais visitors in Paris have smartphones
=>Half of them share their experience online
Evolution of the cultural practices
"L'Extimité" (Serge Tisseron)
• Express privacy• Staging your private
life, your likes, opinions...
• Interact with unknown people, create new kind of sociabilities
• Emphasize self-esteem
Evolution of the cultural practices
• Individuation (François Dubet in sociology and Jung philosophy)
• Institutions loose their influence in transmitting values for individuals benefit, opposed to peers
• Individual realizes the importance of its distinction
• Deforming focus on individuals values
Le déclin de l’institution
Evolution of cultural practices
Libraries are a weakened institution
• All institutions are weakened by individuation process
• Cultural legitimacy is sometimes questioned due to a gap between libraryservices and society needs, social changes and paces of life
• People are looking for a horizontal relationship (we like, we comment, weshare) instead of the traditionnal vertical relationship with the professionalwho knew (or believed to know) what was good for customers
• IT allow people with computer and fast internet access not to use the library anymore as a resource center for information search, fiction...
Evolution of cultural practices
Internet to a development of a universe of advice, of recommendation, of serendipity
⇒Evolution of choice sources (friends, press and nowalgorithms)
⇒« Infobesity », multiplication of information accessibility and channels
⇒Recommendation : 1 Internet user on 2 buys a cultural good because of recommendations
⇒80% of European people want to be oriented for their readingsupon their favourite authors or books
⇒People seek for selection help, personal advice, content curation
JG24
What can we do ?
• Are libraries doomed in a few years ? Whatkind of strategies can we implement to takeover ? How can we show our skills ?
Pain points :
• Avoid becoming utilitarian places
• Avoid becoming places attented for social andcultural reproduction motives
• Avoid bringing low value services with old-fashioned mediation
Why a benchmark ?
• Sharing and recommandation culture should beorganic for librarians
• Not passing on the customers practices
• Necessity to compare and identify the socialmedia networks
JG31
JG32
Folie 29
JG31 "recommandation" : promoting/praisingJustine Gaillard; 19.11.2015
JG32 donner plus d'homogénéiter aux slides en utilisant toujours le même pattern (verbes en ing ou base verbale) à chaque début de phraseJustine Gaillard; 19.11.2015
Why a benchmark ?
• Community management: a central activity forthe future library
• Mobile, connected, fond of news and tips andlots of different public in the center of Paris
• Create new kind of mediation and relationshipwith customers and partners
• Communication project: control our e-identityand our bad e-reputation in 2013
JG34
Why a benchmark ?
• Alongside with meetings with futurecustomers, community management must beused to :
• Explain who is the team ?
• Explain what we want to build ? (why, what,how)
• Tailor the library project according to aparticipative logic
Why a benchmark ?Inventory• Diversified experiences for the first librarians in
socialmedia
Pitfalls to avoid:
• Not questionning our practices and vision of socialnetworks and creating without thinking a Facebookand a Twitter account
• Not discerning signing up and active participation insocial networks
• Missing the networks where our customers are
• Not finding interesting networks for the uses we wantto create with the public
Why a benchmark ?InventorySocial media evolve very quickly:• Foursquare was THE booming social network in 2012 and lost its interest one year after
• Facebook which was over‐used by teenagers until 2013 has becoming a network for adults and sometimes families and is not as popular as before for teenagers
• Booming of Instagram in 2013‐14
• Increasing phenomenon of booktubers since 2014
Management goals
• Create and share in june 2013 our first team project
• Make the team aware of the necessity of a professional use of social networks
• 5 people among the first 6 recruits and 1 colleague fromanother prefiguration, former community manager
Management goals
• Acquiring good shared practices and a common vision
• In socialmedia, bad practices come very quickly by lack of knowledge or « bad good will »
• Discover interesting use by academic or public libraries
• Acquiring technical technics and specific vocabulary (lead, reach, edge rank...)
JG40
Folie 35
JG40 Harmoniser les titres
Tjs commencer par la même nature de mots : que des noms ou que des verbes ?
c'est généralement mon style mais tu n'es pas obligé d'adhérer :)Justine Gaillard; 19.11.2015
Management goals• Initiating a new way to transversely work as a team
• 3 sections (adults, childhood and families, creativedevelopment)
• Semi‐permanent project‐groups with a project leader whois not necessarily a section boss
• Developing agents’ creativity and skills, enhancing the intellectual challenge
• Reassuring with a simple organization chart
MethodologyNetworks typology• The Facebook-like
• The Twitter-like
• Pictures and videos sharing
• Music
• Pin and curation
• Literary networks
• Aggregators
• Unclassifiable ones
MethodologyCriterions1. What kind of public ? What kind of uses ?
2. What kind of use for a public library ?
3. What kind of interaction can we build ? Image of the network and conditions of using
4. What are the most outstanding elements of each network ?
5. Interesting contents produced by other libraries
6. Killing criterion
⇒ 15 criterions with 2 positive or negative points
⇒ Each librarian studies one kind of network with pre‐determinedcriterions and gives to each platform a mark from – 30 to + 30
JG44
The benchmark findings
● 2013 (40 networks): http://b14‐sigbermes.apps.paris.fr/userfiles/file/Bibliographies/reseaux‐sociaux‐bibliotheques/reseaux‐sociaux‐bibliotheques.html
2014 (50 networks) : http://b14‐sigbermes.apps.paris.fr/userfiles/file/Bibliographies/reseaux‐sociaux‐bibliotheques/reseaux‐sociaux‐bibliotheques.pdf
A competitive benchmark in 2014
● Competitive benchmark : comparing how libraries use a network
● Study of the practices and confrontation with Facebook analytics (engagement rate) of those libraries
● 2014 for Facebook● Lighter study in 2015 for Twitter
A competitive benchmark in 2014
Why those differences ?
‐ Publication type: pictures have a more important native reach
‐ Novelty and tone: not reproducing descending communication
‐ Teams involvement: the more people are involved the better it is; depends whether community management is a secondary activity or not
‐ regularity : 1 or 2 posts per day with a good timing and regular rendez‐vous
=> White book « Social media in libraries »
http://bibliotheques‐de‐pret.paris.fr/userfiles/file/Nouveautes/Canopee/livre‐blanc.pdf
• Monitoring public opinion on your library and aswering, commenting, showing this way you are connected and by means, creating more interactions
A competitive benchmark in 2014
A competitive benchmark in 2014
• Necessity of interaction• Conversation, mention,
react to good and bad comments, thank
• Turn bad comments into assets
Why publishing on social media networks ?
Bringing values to fans
Gratefulness
Gain
Shares, interactionsCommenting, valorizingHuman relationships
Valorizing the librarians
Valorizing the customers
Avoid : speaking only of yourself
The key role of the community manager
• Publishes on social networks and manage fan communities
• Contributes to build the service’s image
• develops social and editorial strategies
Inbound marketing : new technics for the public service
Overcomes old marketing Making customer come to you instead of massively seeking himContent strategy brings gainDeals with and experience and interactions
Inbound marketing : new technics for the public service
Inbound marketing is connected with the rise of social networks and social media, and the rejection of traditional outbound marketing technics by a more and more occupied population who has the means and will to control the origins of what they are face with
Inbound marketing : new technics for the public service
« Outbound » :- descendant- disrupt- Identical information- persuasion- Source of anxiety
« Inbound » :- interaction- Customer comes to
the service- Trust between
customers and the service
- Brings gains- Delights or educates
Inbound marketing : new technics for the public service
Means :- Contents production (white books,
bibliographies, ebooks, podcasts…)- Blog publishing, sharing on social networks,
going viral- Graphic contents, pictures, infographics- Custom contents, concrete, achieved and
visible services, online or in the library
Inbound marketing : new technics for the public service
Means :- web responsive, sober-minded and welcoming
website- Community management on social networks- reporting (clics and their origins)- Analytics tools from social networks or links
shortener (goo.gl ou bit.ly)
Inbound marketing : new technics for the public service
• Means : rethinking welcome spaces in libraries to create conviviality, proximity and a service full of empathy
Inbound marketing : new technics for the public service
Create an identity for the library using storytelling technicsWhat are the agents values ?How to illustrate their skills, the gain they bring ?Showing the backoffice with humourTo listen and to serve = empathy Content strategy
Inbound marketing : new technics for the public service
Positioning the library as an expert service in customer advice
=> Content strategy‐ Balance produced and curating contents‐ Guest producers and blogging ?‐ Short or long contents ?‐ Fun or educative ? (lolcats or biographies ?)
Inbound marketing : new technics for the public service
=> Social strategy workout- On which social networks are the
customers we want to serve ?- Who publishes ? On which rythm ?- How do we interact ? Who answers ?- What do we publish ? With which tone ?=> editorial policy
Inbound marketing : new technics for the public service
Some storytelling...
• http://mediathequeducarresaintlazare.wordpress.com/2013/04/16/lequipe-sagrandit/
• https://www.youtube.com/watch?v=X-Tw0o_01M8
• https://biblouisemichel.wordpress.com/category/lequipe/https://www.youtube.com/watch?v=uMT2kQcC8yo
Explain and evangelize
• http://mediathequeducarresaintlazare.wordpress.com/2014/04/25/des-robots-lego-en-bibliotheque/
• https://bibliothequecanopee.wordpress.com/2015/09/23/une-imprimante-3d-mais-quest-ce-que-ca-vient-faire-dans-une-bibliotheque/
Some fun
• https://www.facebook.com/pages/M%C3%A9diath%C3%A8que-Fran%C3%A7oise-Sagan/1038593872833936
• https://bibliothequecanopee.wordpress.com/2015/10/08/limpression-3d-sauce-canopee-recette/
Editorial policy work out
• A social strategy relies on 4 pillars:‐ librarians' desire to interact with people and to express empathy for them
‐ our competence to curate and create contents that offer gain for people
‐ a necessary personal use ‐ a professional monitoring on social media marketing to prevent being outed off from practices
Editorial policy work out
• 8 month process, from march 2014 to january 2015
• A few failures : bad recruitement of the first community manager, the second one leaves for another job, nobody on the job for a few months...
• A 13‐pages document with a specific editorial policy for each network
• Recycling the productions and cross canal strategy
• Opening of the accounts only in june 2015 (political demand)
Editorial policy work out
● a blog and a orange and blue newsletter ● Orange: dynamism, creativity● Blue: security, reliability● Lexical field of the lab and workshop for the blog ● No alias ; risk to fail the goal of valorizing the library name and controlling its communication
‐ create interest and curiosity for the library project
‐ give indications on what we are working on in prefiguration
‐ interact with specialized people on the main aspects of the project
‐ create ambassadors
‐ create a culture of accessibility among the team
Editorial policy work outBefore the opening
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‐ offering eventually new services
‐ promoting recommandation on the collection and curation of content
‐ lead nurturing, visits and loans
‐ dynamizing activities and enriching their content
After the opening
Editorial policy work out
What is our storytelling ?
Accessibility for deaf people
Empathy
Go towards people
Be able to curate content, reflect and offer it
A library for everyone
Innovation but not too technical
Modernity
Editorial policy work out
Main editorial policies
• Our story: blog, YouTube => Facebook, Twitter
• Ideas and selections: blog => Facebook, Twitter
• Curation (neighbourhood and pro) : Scoop.it, Twitter+Pearltrees => Twitter
• Publish pictures : Facebook, Instagram, Flickr=> Twitter
• Publish historical pictures: Pinterest => Twitter
• Publish street art pictures : Instagram => Twitter
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Twitter account
Flickr albums
Pinterest pinboards
Facebook page
Pics on Instagram
Pearltrees And digital cultures
Professeional monitoring on scoop.it
Our channel
Our blog
Community management
Editorial policy work out
Marketing automation
Program and watch with Hootsuite
Automation from the blog and Instagram to Twitter with Sociallymap
Forthcoming test of Overgraph
Editorial policy work outInform the librarians :
Every 2 weeks of the future publications
Monthly reporting of the best publications
What works well
• Our blog: more than 2 500 views in October
• YouTube: more than 6 000 views
• Instagram: 200 followers
• Twitter: 650 followers and good engagement rate
• Productions recycling
Improvements and projects⇒ Humanizing Facebook and
expanding involment on it
⇒ Creating more exchanges on Twitter (lists making)
⇒ Publishing more often on Pinterest
⇒ More publishers on Instagram
⇒ Opening a Facebook group to share contents created by the users in the library
⇒ Opening specific accounts on urban culture
⇒ From storytelling to personnalized contents production
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© Patrick Berger et Jacques Anziutti Architectes / L’autre Image
See you soon !
Romain Gaillardchief [email protected]@paris.fr