community engagement best practices (april 18, 2016)

Community Engagement Best Practices April 18, 2016

Cesar Castro Sr. Director Adoption & Engagement [email protected]

Todd Goodykoontz Director Communities Cloud Alliances [email protected]

Safe Harbor

 Safe harbor statement under the Private Securities Litigation Reform Act of 1995:

 This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services.

 The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of any litigation, risks associated with completed and any possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for the most recent fiscal year and in our quarterly report on Form 10-Q for the most recent fiscal quarter. These documents and others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Web site.

 Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.

1. How do I get started? 2. I’ve launched and need help.

Less than successful communities frequently follow this progression:

launch excitement disillusionment attrition confusion

The Challenge

The Opportunity

ADVOCACY

INNOVATION

CROSS-SELL / UP-SELL

earn trust

co-create

extend value

SELF-SERVICE SUPPORT

enlist Customer Community Example

launch

from PUSH to PULL

Pushing messages Through channels To target audiences And drive transactions

Engaging communities With social experiences That sustain relationships And fulfill a shared purpose

Source: M. Bonchek, HBR

Today’s Competition is all About Customer Experience

“Customer experience has overtaken price and product as the key brand differentiator.”

#1

Source: Customers 2020 Report

Price Product Customer Experience

•  Define Engagement •  Reward/Recognition Program •  Develop Users

•  Establish Key Metrics •  Develop a Reporting Plan •  Develop a Community Plan

•  Promotion Plan •  Resources for Community •  Crawl / Walk / Run

•  Define Purpose •  Develop Member Journeys •  Define Use Cases •  Executive Engagement

Establish Manage

Engage Measure

Framework

Establish

Establish Manage

Engage Measure

1 Define the purpose

2 Develop Member Journeys

3 Define Use Cases

4 Executive Sponsorship

Key Takeaways – Foundation of Community

What is the purpose?

TO

FOR

WITH Define a Shared Purpose* for your community and the community members. Move from what the community can do TO the member to what the community can do WITH the member. Communicate this purpose to the community. Let it become the community mission statement.

* Source: M. Bonchek, HBR

Shared Purpose example: Patagonia

Understand Your Key Community Members

Who is your community for? What will bring value to them? Define those key roles & make sure you identify their key activities in community (e.g. Community Journey Map)

frontstage

COMMUNITYSHARED

PURPOSE

COMMUNITY MEMBERJOURNEY

OPPORTUNITIES

Maintain active social media presence. Use social media as an awareness/ acquisition engine for hosts (and eventually the Company Host

Community).

Develop best practices around welcoming members to community andonboarding them (be specific). Invite memvbers to join groups. Create a

Welcome Group for community members to introduce themselves

Create initial set of topics to help community members get started. Pre-seed all topics with content. Profile pages will be very important to help find experts/collabrators.

Community nav visible on main .com site. Use all available channels(email, website, etc) to promote community.

Community search should be prominent on landing page. Communicatethe mission statement (shared purpose) on the main community page.

3rd party forums example:(http://www.fodors.com/search/results.html?search=Company&submit

=)

Develop gamification strategy to reward completion of onboardingprocess.

(line of visibility)

Community Journey Mapping

Community Journey Mapping - Onboarding

1. Complete profile 2. Join group(s) 3. Follow individual/topics 4. Upload file/content 5. Ask question

Get Started

Onboarding Example

USE CASE: Employee Onboarding

Create repository of information to help new hires to learn about the organization faster.

SIZE OF AFFECTED GROUP: LARGE

METRICS: - posts/likes/comments (first 30 days) - # groups joined - Certifications

MANAGER Joe DiMaggio

EXEC SPONSOR Don Mattingly

Define Use Cases

Competitive Benchmarking

Quick Wins

Product Innovation

Input

Ease of Cultural Implementation

Impact to Business

Easy Difficult

Low

High

= Examples of social processes; size represents number of employees

Supplier/Sourcing

Low Hanging Fruit

Product Training

Social Transformation

Knowledgebase Employee

Self Service

Avoid Fool’s Gold

Define and Update Core Use Cases - EXAMPLE

Employee Onboarding

Regional Groups

Executive Sponsorship Executive sponsorship is important Have a champion as well Develop communication, awareness plan & provide regular updates

Executive Sponsorship Makes A Difference

Source: The Community Roundtable State of Community Management 2015

STATE OF COMMUNITY MANAGEMENT 23

65%

24%

100%

58%

Approved Strategy

Resourced Roadmap

Approved Strategy

Resourced Roadmap

Average

Best-in-Class

}}

63% of communities with approvedstrategies lack a resourced roadmap

42% of BIC communities with approvedstrategies lack a resourced roadmap

GAP BETWEEN STRATEGY & RESOURCED ROADMAPS:

BUDGET BREAKDOWN:COMMUNITIES WITH DEDICATED BUDGETS:

EXECUTIVES WHO APPROVE BUDGET:

BIC communities are more likely to have an approved strategy – and resources to execute on it.

The biggest elements of community budgets are, not surprisingly, technology and community management resources – BIC communities tend to allocate more of their budgets to community management, but the differences are slight, suggesting maturity is more than where you spend your money.

Over 80 percent of best-in-class communities have their budgets approved by C- or VP-level executives, suggesting alignment with strategic corporate objectives.

70%51%

Best-in-ClassAverage

A majority of community programs have dedicated budgets, a key input to effectively calculating ROI.

32

32

16

94 4 2

Best-in-Class

Average34

26

13

13

54 4

41%

54%

12% 14%10% 11%15% 14%

22%

7%C-Level Senior VP VP Director Other

Average Best-in-Class

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0%

The research suggests community teams should:

• Ensure their community strategy is approved, measureable and regularly reviewed as the community matures.

• Develop a community roadmap.

• Define a discrete community budget, even if it is currently part of a larger one.

• Work to educate stakeholders on the investment required and the rewards expected from a successful community approach.

Best in class communities (shown below as Stage 3/4) have a significantly higher % of executive participation (58%) vs. non-best in class (31% average)

24 THE COMMUNITY ROUNDTABLE

LeadershipLeadership in communities doesn’t necessarily follow traditional hierarchies. Formal leaders, typically the executives of an organization, gain credibility through their formal role as well as their individual approaches and behaviors. Equally important in communities are emergent leaders – individuals who gain credibility due to their expertise, commitment or supportive behaviors. The best communities recognize and reward these leaders through advocacy programs that give them something of value in return for their contributions – often including access to formal leaders.

When executives create content, post comments and interact with members, their attention and ex-ample signal the business value of the community to members and the organization. That said, many executives are cautious about community. The Community Roundtable’s Social Executive research suggests targeting executives at varying levels of engagement, understanding their needs and offer-ing coaching and personalized training to increase their comfort levels and engagement.

Advocacy programs get a lot of attention, and rightly so, because they correlate to higher rates of engagement and value. This is due to advocates’ direct contributions and to their powerful peer in-fluence, which encourages others to contribute in specific ways. Great advocacy programs do much more than assign titles and provide badges for in-dividuals to display. The best advocacy programs are multi-tiered – addressing a variety of advocate types and providing advocates with exclusive ac-cess to information and people, and explicit mech-anisms to provide regular feedback.

Building programs to support leaders is typically resource intensive and ongoing. However, it is one of the most effective ways to scale the impact and value of community management, and it should be on every community’s roadmap.

RESOURCES:

INFOGRAPHIC: COACHING EXECUTIVES FOR ENGAGEMENT http://the.cr/socm2014-coaching

CASE STUDY: THE EVOLUTION OF AN ADVOCACY PROGRAM http://the.cr/advocacy-sf

PREMIUM CONTENT: THE SOCIAL EXECUTIVE TOOLKIT http://the.cr/SEtoolkit

THECR NETWORK CONTENT: ADVOCACY PROGRAM RESOURCE BUNDLE (TheCR Network members only) http://the.cr/advocacy-resbundle

Stage 1 Stage 2 Stage 3 Stage 4

Average Best-in-class

MATURITY SCORE:

0%

3%

AnyExecutive

Participation

SubstantiveExecutive

Participation

Multi-tieredAdvocacy

Program

CEOParticipation

FormalAdvocacy

Program

100806040200

Stage 1 Stage 2 Stage 3/4

34%

14%

58%

33%

35%

42%

8%

28%

38%

19%

8%

22%

80%

MATURITY MARKERS BY STAGE: LEADERSHIP

By enabling and partnering with champions, we’re able to

accelerate adoption, navigate change, drive engagement

and better demonstrate how our communities support

the business.”Chris Catania, Manager, Internal Social Media, Walgreens

“

70% of best in class communities have a dedicated budget vs. 51% for non-best in class

Over 80 percent of best-in-class communities have their budgets approved by C- or VP-level executives, suggesting alignment with strategic corporate objectives.

24 THE COMMUNITY ROUNDTABLE

LeadershipLeadership in communities doesn’t necessarily follow traditional hierarchies. Formal leaders, typically the executives of an organization, gain credibility through their formal role as well as their individual approaches and behaviors. Equally important in communities are emergent leaders – individuals who gain credibility due to their expertise, commitment or supportive behaviors. The best communities recognize and reward these leaders through advocacy programs that give them something of value in return for their contributions – often including access to formal leaders.

When executives create content, post comments and interact with members, their attention and ex-ample signal the business value of the community to members and the organization. That said, many executives are cautious about community. The Community Roundtable’s Social Executive research suggests targeting executives at varying levels of engagement, understanding their needs and offer-ing coaching and personalized training to increase their comfort levels and engagement.

Advocacy programs get a lot of attention, and rightly so, because they correlate to higher rates of engagement and value. This is due to advocates’ direct contributions and to their powerful peer in-fluence, which encourages others to contribute in specific ways. Great advocacy programs do much more than assign titles and provide badges for in-dividuals to display. The best advocacy programs are multi-tiered – addressing a variety of advocate types and providing advocates with exclusive ac-cess to information and people, and explicit mech-anisms to provide regular feedback.

Building programs to support leaders is typically resource intensive and ongoing. However, it is one of the most effective ways to scale the impact and value of community management, and it should be on every community’s roadmap.

RESOURCES:

INFOGRAPHIC: COACHING EXECUTIVES FOR ENGAGEMENT http://the.cr/socm2014-coaching

CASE STUDY: THE EVOLUTION OF AN ADVOCACY PROGRAM http://the.cr/advocacy-sf

PREMIUM CONTENT: THE SOCIAL EXECUTIVE TOOLKIT http://the.cr/SEtoolkit

THECR NETWORK CONTENT: ADVOCACY PROGRAM RESOURCE BUNDLE (TheCR Network members only) http://the.cr/advocacy-resbundle

Stage 1 Stage 2 Stage 3 Stage 4

Average Best-in-class

MATURITY SCORE:

0%

3%

AnyExecutive

Participation

SubstantiveExecutive

Participation

Multi-tieredAdvocacy

Program

CEOParticipation

FormalAdvocacy

Program

100806040200

Stage 1 Stage 2 Stage 3/4

34%

14%

58%

33%

35%

42%

8%

28%

38%

19%

8%

22%

80%

MATURITY MARKERS BY STAGE: LEADERSHIP

By enabling and partnering with champions, we’re able to

accelerate adoption, navigate change, drive engagement

and better demonstrate how our communities support

the business.”Chris Catania, Manager, Internal Social Media, Walgreens

“

Managing Your Community

Establish Manage

Engage Measure

1 Have a promotion / awareness plan

2 Have resources to support your community

3 Walk before you run

Key Takeaways – Community Management

Have a promotion/awareness plan at every phase of growth.

From launch to ongoing management, always have a promotion/awareness plan. Use existing promotion channels in your company (newsletters, website, email, etc.). If an external/public community, take advantage of social media

Promotion/awareness - eWay

Promotion/awareness - Flexera

http://blogs.flexerasoftware.com/ecm/2015/06/flexera-software-customer-community.html

Have resources to support your community.

Community management and moderation is important from Day 1 Community management is different than community moderation Think designated, not dedicated resources

Have resources to support your community

Have resources to support your community.

Successful communities rely on 3 types of resources:

1)  Core team (active day-to-day management and moderation of community)

2)  Extended team (employees) 3)  Community (MVPs, volunteers, etc.)

As you scale, do one thing at a time and do it right

Onboard members

CRAWL Launch

WALK Engagement

Reward / Recognition

Focus on P2P collaboration

RUN Build Value

Innovate / co-create

Enlistment Begin with

most important

interactions

Engagement

Establish Manage

Engage Measure

1 Define what engagement means for your community

2 Have a reward / recognition plan

3 Develop and nurture members

Key Takeaways - Engagement

Define what engagement means for your community

Think of a contribution spectrum, include Business Processes What types of contribution are most important? What cues will you provide? Guide people to the most relevant content

Define what engagement means for your community

source: https://segment.com

Vibrancy

Recognition and Reward Program

Points and leaderboards are important but not sufficient Celebrate and feature MVPs, experts, and ordinary members of community Think intrinsic over extrinsic motivation (company gifts are great but most habits are formed based on extrinsic motivators)

Fogg Behavior Model to learn more: http://www.behaviormodel.org/

From the Salesforce perspective, one of the more common mistakes made in

communities is they don’t provide sufficient triggers to get members to

perform a certain behavior. They have the motivation and ability but are

missing a trigger, per BJ Fogg’s model.

Fogg Behavior Model – Examples of Triggers

Develop and nurture users

Define onboarding program, help new members onboard successfully Always welcome new members, give them a place to introduce themselves Develop your MVPs but don’t overlook the casual participant (the “9” in the 90:9:1) Active community members come in all types: fans/advocates, helpers, experts, socializers

Measurement

Establish Manage

Engage Measure

1 Define key metrics / KPIs

2 Establish a reporting plan

3 Create a Community Plan

Key Takeaways - Measurement

Measurement — define metrics/KPIs

Define key metrics for success (what’s important to your community). Traditional metrics (members, posts, comments, etc.) matter, but think of refined measures such as member attrition, time on site, conversation depth. Adoption metrics are different than engagement.

What to measure

A D O PT IO N M E T R ICS E N GAG E M E N T M E T R ICS

Activated members as % of total members Contributors as % of total users Readers (lurkers) as % of activated users # of groups # of active groups as % all groups Profile completeness Page Views Visits

Activity Growth - Posts - Votes - Comments - Groups - Ideas - Members

Activity ratio / member / unit time (month) / group

Website Metrics – Page Views, Visits, Registered members Activity Growth – Posts, Votes, Comments, Groups Quality of Interaction – Time Spent, Return Visits, Visitor # Program Growth – Increase Membership, # MVPs, # User Groups, # User Group Members

How Success Community Measure Community Success

Reporting — communicate value

Develop a plan to deliver regular reports to key stakeholders. Don’t overdo it with data. Organize metrics in a manner that makes it easy to understand (traffic, members, content, interaction, responsiveness). Survey community members. Tie data to events where possible.

Plan for success – create a community plan

Every phase of growth requires planning. A community calendar is an important part of planning. Include milestones & events related to the company and the community. They could be one-time or recurring. Stay close to the business, the calendar should reflect this.

Community Management Canvas A useful tool to plan your overall community strategy

Community Management Canvas

www.salesforce.com/canvas

Community Management Canvas Community Management Canvas

PURPOSE JOURNEY (USERS/TOUCH-POINTS)

• Describe the purpose of the community• What value does it bring to your company/organizations?• What value does it bring to your employees/partner/customers?• How can the company and community member create value together?

• Who will participate in the community? • What is their role?• What will they do?• What is their journey?

PROMOTION EXECUTIVE SPONSORSHIP

• What are the options available (internal/external) to promote community?• How will you promote on main home page?• If an external customer community, how will you incorporate social media?

• Who are the sponsors? Do they need coaching?• What is the communication plan for them?• Will they be involved in approving the community management budget?

Key Metrics/ROI: ADOPTION METRICS Key Metrics/ROI: ENGAGEMENT METRICS Key Metrics/ROI: ROI MEASUREMENT

Sample Metrics:• Active members as % of total members (last 30 days)• Contributors as % of total members (last 30 days)• Readers (lurkers) as % of active users• # of groups created• # of active groups as % all groups• Profile completeness (% of members)• Page views• Logins

Sample Metrics (compare month-to-month or quarter-to-quarter):• post volume per month/quarter• membership growth per month/quarter• comments per month/quarter• groups created per month/quarter

What are the key business outcomes for your company that the community can influence?

STAFFING RESOURCES ADOPTION/ENGAGEMENT GROWTH OBJECTIVES

• Who will make up the core community team (roles/responsibilities)?

• Who from the rest of your organization will be involved?• Will you need volunteers from your community? • How will you recruit/involve them? What responsibility will

they be given?

• Do you regularly welcome new members and ask them to introduce themselves?

• What are the 4-5 things members need to do to onboard in your community?

• What types of member contributions are most important for your community?

• What content strategy do you have for your community? Is it mostly company-generated (marketing materials, FAQs, how-tos, etc.) or user-generated (answers, articles, multimedia, etc.)?

• How will you communicate these onboarding steps to your members?

• What are your goals for your community (membership, activity, solutions, etc.)?

• How will your community support your company/business unit objectives?

INTERNAL REPORTING PLAN COMMUNITY CALENDAR REWARD/RECOGNITION

• Do you have a plan to regularly share updates on the community?

• Who (executives, champions, etc.) will receive these updates?

• What type of data/information will you share? • How frequently will these reports be created?• What format will you use to communicate (email, meetings,

etc.)?

• Do you know the upcoming company announcements that might be important to discuss in your community?

• What community milestones will you expect to achieve in the next 12 months?

• Do you need a community communication plan for these milestones (such as new content, home page announcement, message to members, etc.)?

• Do you plan to introduce new features in the next 12 months?

• Have you defined the rank structure in your community (points per level, rank name, points per type of contribution)?

• What type of engagement is most important in your community and how will you motivate and reward members for this activity?

• What is your plan to feature top contributors and comapny experts?

• Do you (or will you) have an MVP program in your community?

Created by: C Castro (Salesforce), P Venkat (Salesforce), D Spinks (CMX Hub)Section 1

HOW TO USE THIS CANVAS:Inspired by the Business Model Canvas, we’ve developed this tool to help Community Managers plan their ongoing management of their community. This canvas is divided in three sections: Section 1 contains some questions you should think about for each element, Section 2 is a blank canvas for you to complete and Section 3 is a sample canvas to show the kind of information you might want to include.Questions/Comments? Please contact: [email protected]

PURPOSE JOURNEY (USERS/TOUCH-POINTS)

• Describe the purpose of the community• What value does it bring to your company/organizations?• What value does it bring to your employees/partner/customers?• How can the company and community member create value together?



• What are the options available (internal/external) to promote community?• How will you promote on main home page?• If an external customer community, how will you incorporate social media?



PURPOSE JOURNEY (USERS/TOUCHPOINTS)

• Describe the purpose of the community.• What value does it bring to your company/organizations?• What value does it bring to your employees/partners/customers?• How can the company and community members create value together?



• What are the options available (internal/external) to promote the community?• How will you promote on main home page?• If an external customer community, how will you incorporate social media?


KEY METRICS: ADOPTION KEY METRICS: ENGAGEMENT KEY METRICS: ROI MEASUREMENT

Sample Metrics:• Active members as a percentage of total members (last 30 days)• Contributors as a percentage of total members (last 30 days)• Readers (lurkers) as a percentage of active users• Number of groups created• Number of active groups as a percentage all groups• Profile completeness (a percentage of members)• Page views• Logins

Sample Metrics (compare month-to-month or quarter-to-quarter):• Post volume per month/quarter• Membership growth per month/quarter• Comments per month/quarter• Groups created per month/quarter • Number of repeat visits




• Who from the rest of your organization will be involved?• Will you need volunteers from your community? • How will you recruit/involve them? What responsibilities will

they be given?


• What are the 4—5 things members need to do to onboard in your community?










etc.)?







• What is your plan to feature top contributors and company experts?


© Copyright 2015 salesforce.com, inc.Section 1

HOW TO USE THIS CANVASInspired by the Business Model Canvas, we’ve developed this tool to help community managers plan their ongoing management of their communities. This canvas is divided into two sections: Section 1 contains some questions you should think about for each element and Section 2 is a blank canvas for you to complete.

Questions/Comments? Please contact [email protected].



PURPOSE JOURNEY (USERS/TOUCHPOINTS)

• Describe the purpose of the community.• What value does it bring to your company/organizations?• What value does it bring to your employees/partners/customers?• How can the company and community members create value together?



• What are the options available (internal/external) to promote the community?• How will you promote on main home page?• If an external customer community, how will you incorporate social media?


KEY METRICS: ADOPTION KEY METRICS: ENGAGEMENT KEY METRICS: ROI MEASUREMENT

Sample Metrics:• Active members as a percentage of total members (last 30 days)• Contributors as a percentage of total members (last 30 days)• Readers (lurkers) as a percentage of active users• Number of groups created• Number of active groups as a percentage all groups• Profile completeness (a percentage of members)• Page views• Logins

Sample Metrics (compare month-to-month or quarter-to-quarter):• Post volume per month/quarter• Membership growth per month/quarter• Comments per month/quarter• Groups created per month/quarter • Number of repeat visits




• Who from the rest of your organization will be involved?• Will you need volunteers from your community? • How will you recruit/involve them? What responsibilities will

they be given?


• What are the 4—5 things members need to do to onboard in your community?










etc.)?







• What is your plan to feature top contributors and company experts?


© Copyright 2015 salesforce.com, inc.Section 1

HOW TO USE THIS CANVASInspired by the Business Model Canvas, we’ve developed this tool to help community managers plan their ongoing management of their communities. This canvas is divided into two sections: Section 1 contains some questions you should think about for each element and Section 2 is a blank canvas for you to complete.

Questions/Comments? Please contact [email protected].

Resources

RESOURCES

http://www.communityroundtable.com/

http://cmxhub.com/

#esn & #cmgr on Twitter

http://www.feverbee.com/

http://mycmgr.com/

Salesforce Success Community

thank y u

community engagement best practices (april 18, 2016)

Technology