Community Manager 6 (2012)

A Different Look at Community Management ................................................................................ 1

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Community Relations 2.0 ................................................................................................................ 6

Qype ......................................................... 7

State of the Media: The Social Media Report: Q3 2011 ................................................................ 10

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A Different Look at Community Management : Amber Naslund : June 14, 2010 : http://www.radian6.com/blog/2010/06/a-different-look-at-community-management/ : , - , , , , ,

Community management isnt what it used to be. Once upon a time, managing a community meant hanging out in an online location be it a forum or a chat room and moderating chat. Approving comments. Handling some support issues. Dealing with trolls, helping people with questions. That kind of thing. But community management, at least the way we approach it, isnt just online issues management and discussion moderation anymore. Its a far more fundamental business role, one that ties together responsibilities from a number of different places, both online and off. Folks are sometimes surprised to learn about how large our team is, or how its structured, mostly because theyre thinking of community management as its always been. But weve got it threaded into our organization a little differently, based on what we think community management should be about in todays business. Lets take a look at some of the touchpoints. Online Engagement This is the area you probably think of first when you think about community management in todays world. Doing the listening and monitoring, and getting involved in discussions online in the form of responding to mentions or questions, routing support requests, managing a Facebook page, anything directly related to helping manage your brand online. But thats not where online engagement ends. Community involvement also entails contribution of content, initiation of discussion around interesting issues, and more general presence and participation online (not always about your business, or even business at all). Were all listening for broader topics within the industry and adding our voices and expertise to the discussion when we can. Here, its about being invested in and part of the community that youre seeking to connect to in more ways than just being the online host or hostess for your brand. Business Development Make no mistake, community management is part of the lead cultivation process. In addition to our presence online, we attend plenty of events in our industry as well as those that are focused on communications, marketing, and PR in the agency and corporate worlds. Were there sometimes as sponsors, sometimes as speakers, and sometimes just as attendees. Were there to meet our customers and prospects in person, learn about the issues that theyre discussing and dealing with, and build relationships face to face. And while the goal isnt always and singly lead generation, its an important indicator of the impact and value of our presence at these events. Occasionally, were also asked to assist in the sales process with some subject matter expertise, like sharing some social media best practices or knowledge we have to help frame a listening strategy for prospects. Sometimes our customers need a little insight or input on whats cooking in the social media industry, and we can add a bit of our perspective to their work and tag team with our account managers to help them frame out the big picture. Internal Communication & Collaboration In our business, community is what we call a bridge role. We bridge communication from the community into our organization: sharing product feedback with our product team, trends and industry insights with our executive team, helping get sales and support inquiries to the right place

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for response from those teams, offering input about needs and overall social media challenges that our customer markets are wrestling with. Were also in a unique role internally, working closely with all of our departments as if they were our internal customers. We help take the executive vision and translate that into content and communication materials that can help our sales and support folks. We work with our training team to offer social media subject matter expertise for both internal and customer training. We stay connected with product, marketing, support, sales, and management to be sure that our outreach strategy lines up with each departments objectives, and were even shepherding a project to set up an internal social network to share information and communicate more openly inside our own walls. Content Creation Case studies. Blog posts. Whitepapers and ebooks. Webinars. Were the central hub for our content strategy, and other than specific product marketing stuff, its created from within our department. Were listening internally to what our sales folks need to help illustrate the importance of social media as a whole, listening specifically, and how Radian6 fits into the picture. Were tackling the questions and topics that our customers are interested in related to social media, even if its not just about listening. We also work with our PR firm to develop ideas for thought leadership contributions to media properties, interview and speaking opportunities, and other initiatives along with our product marketing team. Our whole purpose is to make community a central resource for information and intelligence that can help people do their jobs better, whether its our own companys content, or contributing to external sources. Were the B2B content marketing epicenter of our company. Measurement and Reporting Our group keeps track of our own engagement dashboard, monitoring our own online communication activity. But we also look at trends among our competition. We look at our Share of Conversation, we look at lead generation through community efforts, we look at the engagement around our content and event participation. We look at sentiment trends around our brand, what percentage of our activity is around support issues (and what they are). For more detail on what we measure and why, have a look at this post. We share that information internally with our teams and management so they can get a snapshot of how the community team is contributing to the bigger picture, and where we can change, adjust, or do things better to have even more impact. Our Stance To us, this role is a hybrid discipline a mix of sales and customer service and communication and is really silo agnostic, functioning as a hub for many different disciplines inside the company. Online engagement is part of the role, but so too is the integration of that online world with offline efforts, business strategy, and even the culture of our organization. Our vision of community professionals is that of spokespeople, communicators, networkers, brand ambassadors, and representatives of their community all wrapped into one. We believe its a role businesses should take seriously, and hire and incorporate community professionals that have a broad set of business and interpersonal skills. Its not just the online forum moderators of yesterday. The folks over at the Community Roundtable (were a member) put together an interesting report earlier this year on the State of Community Management. Its worth a read, as it reflects a lot of the realities today (to the good and to the challenging) as well as a glimpse at what tomorrow might look like. And at Radian6, we put together an e-book on Building and Sustaining Brand Communities that gives our take on what these roles and functions look like inside an organization.

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: (Rob Howard). Telligent : 21 2010 : http://www.redactor.in.ua/media_new/670.html : , , , . .

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? . : , , , . , , ( ), , . , , , , . (Rob Howard). Telligent. (msug.vn.ua/blogs/akrakovetsky).

Community Relations 2.0 : Gerald C. Kane, Robert G. Fichman, John Gallaugher, John Glaser / Harvard Business Review : #1(40), - 2009/10 : http://hbr.org/2009/11/community-relations-20/ar/1; http://www.idea-magazine.com.ua/archive/11378/prognose/11391.html; : - , . - , . .

In 2003, Boston University Medical Campus (BUMC) announced plans to build an advanced high-security laboratory to study virulent biological agents. Stakeholders expected the lab to conduct groundbreaking research leading to public health and counterterrorism advances that would combat weaponized versions of Ebola, tularemia, anthrax, and other lethal diseases. At first, the project was widely hailed as a boon to national security, to the regions standing as a biotech leader, and to Bostons economy.

And then suddenly the tide turned. Known officially as the National Emerging Infectious Diseases Laboratories, the facility was sited near BUMC at the junction of Bostons residential South End and Roxbury neighborhoods. The more residents heard about the kinds of substances their new neighbor would handle, the less eager they were to have the building in their midst. How secure would it be? What if something got out? Wouldnt the lab be a high-profile target for terrorists? If it was as safe as proponents claimed, why couldnt it be built in an affluent suburb like Brookline, Newton, or Wellesley?

In no small part, online activism drove powerful community opposition. A single-issue website, stopthebiolab.org, quickly galvanized a community of staunch resistance. Established organizations devoted to the environment, public health, and social justice (the Conservation Law Foundation, the Massachusetts Nurses Association, and Boston Mobilization, among others) used their websites to amplify the message. Lawsuits were filed, and in no time the lab went from slam dunk to slog. The facilitys opening has been delayed by a federal court order for further environmental safety studies. Research may never be permitted on the most dangerous substances the lab was built to study.

Businesses and other institutions have long practiced community outreach to nurture positive, cooperative relationships between themselves and the public. Before the internet, firms had far more time to methodically monitor and respond to community activity. With the rise of social media, that luxury has vanished, leaving a community-management vacuum in dire need of fresh skills, adaptive tactics, and a coherent strategy. In fact, in todays hyperconnected world, a companys community has few geographical barriers; it comprises all customers and interested

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parties, not just local neighbors. This article, based on our research examining social media engagement at more than two dozen firms, describes the changes wrought by social media platforms and shows how your company can make the most of this brave new world.

Whats Different About New Communities?

IT-enabled collaborative tools such as social networks, wikis, and blogs greatly increase a communitys speed of formation and magnify its impact and reach. New communities come together and disperse quickly and are often led by different people at different moments. And mobile interfaces keep groups on the alert, ready to drum up information or break into action.

Communities vary widely in their purpose and membershipand in their tone, which can range from friendly and collaborative to ardently hostile. The importance of sorting out which is whichand then deciding whether and how to engagemakes the discipline of managing them a delicate and highly strategic internal capability.

Many of the social media communities we cite come from the health care industry, where participation is robust and influential. A report from Manhattan Research suggests that more than 60 million Americans are consumers of health 2.0 resources. They read or contribute to blogs, wikis, social networks, and other peer-produced efforts, using Google as the de facto starting point. The lessons we extract here apply to online communities in other knowledge-driven fields, such as law ( Divorce360 ), finance ( Wikinvest , Marketocracy ), publishing ( Wikipedia , the Huffington Post ), and R&D ( InnoCentive , IdeaStorm ).

With social media, weve moved beyond the era of stand-alone, static webpages. Todays communities actively post and vet information. Users increasingly treat these venues as their first stop in gathering data and forming an opinion. A recent Pew study found that nearly 40% of Americans say they have doubted a medical professionals opinion or diagnosis because it conflicted with information theyd found online. If users put that much faith in what they learn on the internet, what will they be willing to believe if members of a social media forum start trashing your organization? And are you prepared to handle it when it happens?

Qype : 9 , 2011 : http://www.towave.ru/pub/sara-drinkvoter-iz-qype-ob-upravlenii-soobshchestvami.html : Qype, , , , , .

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