vivaki social pr workshop

VivaKi Social PR Workshop

August 15, 2012

2© 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.

Agenda

Overview & Intros

VivaKi Social Strategy

Analysis of Social Networks

Overview of Free Social Tools

Building A Social Strategy & Roadmap

Guidelines, Policies & Best Practices

Closing Remarks and Q&A

LUNCH!!

3

Our Social Media Sherpas

Michael WileyChief Social Media Officer

VivaKi

Michoel Ogince Director, Product & Platform Strategy

Big Fuel

© 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.

4

Who are you?

What is your role and where does social fit in?

Where are you based?

Obligatory Awkward Ice Breaker Question: Mostinteresting or embarrassing person you’re following on Twitter?

Introductions


VivaKi’s Social Strategy

6

10 years: evolution of social

2004 2005 2006 20082002 2007 2009 2010 20122003

Brands begin shifting considerable resources to social campaigns

LBS & social shopping take hold. Social CRM emerges as a discipline

Enterprises begin organizing around social business imperatives

Brands increasingly name social agencies of record

2011


7

Preamble Review

Each VivaKi brand must be a competent guide and resource in Social since Clients are looking for ideas simply and efficiently delivered across paid owned and earned connections Need to understand what will be expected from our Clients

To ensure full suite of expertise is available to each brand we will need to upgrade, share and borrow/buy to fill gaps Need a framework to benchmark and organize our resources and

expertise

All expertise, tools and possible acquisitions will be linked to one of our four large brands or the VNC and we will not be creating a central resource Need clarity for what a small central global VivaKi social team does

relative to the Brands.


Theme 1: Growing Budgets, Strategy Deficits

9

Budgets Continue to Increase


10

Organizational Indecisiveness Still Reigns


11

An Optimal Approach Has Marketing at the Center


12

Lack of Integration


13

How We Win (Theme 1)

Become the “go to” counselors for social media by:

Giving our MARKETING clients the strategies they need to articulate a path forward for their companies

Insuring that we produce holistic perspectives and integrated solutions that are social by design

Pairing strategies with executional and operational excellence

Offering deep specialization in core social media platforms and disciplines


Theme 2: Social Networking is a Global Opportunity

15

Asia-Pacific has three times as many social network users as North America

4 out of 10 live in the Asia-Pacific region


16

This year, more than 1.4 billion people worldwide will use social networks


17

MENA will have highest growth in 2012. Slowest growing: North America


18

APAC212.7 million

NORTH AMERICA157.3 million

This year, APAC will pass North America as the region with the most Facebook users


19

China’s social network audience is big – and getting bigger

With Facebook blocked, Chinese social networks and microblog sites will see strong growth


20

India and Indonesia will see the fastest user growth this year, each up over 50%


21

Summary

Number of social network users worldwide: 1.4 billion by the end of 2012.

Largest social networking region: Asia-Pacific, with nearly 616 million users by year’s end.

Country with the most social network users: China, with more than 307 million in 2012, nearly double the number in the US.

Countries where social networking is growing the fastest: India and Indonesia, which will each see 50%+ growth in users this year.


The Center of the Universe

25

The New Facebook Formula

Timeline offers broader creative canvas as do stories which can feature photos, videos and links.

Page posts drive paid content

Premium ads to appear in desktop and mobile newsfeeds

Reach Generator increases organic content distribution

Facebook “offers” create viral coupon and promotional opps


26

Implications for Our Clients

Integration of creative, PR, media and customer care functions is an imperative

Social strategy in general and Facebook in particular must be central to communications planning

Community management and editorial calendars are table stakes; Multimedia storytelling and paid/owned/earned content optimization are differentiators

Premium and marketplace strategies must be in synch

Brands must be “Always On” with iterative testing and campaign spikes to enhance engagement

© 2010. All rights reserved. VivaKi. Proprietary and Confidential.

27

How We Win (Theme 2)

Big picture: Less thinking, more doing

Articulate cohesive Facebook strategies for clients

Talent development: Create Facebook-centric roles that focus on paid owned earned expertise

Brand Architecture and page management

Premium and marketplace ads/Fan acquisition

Content development/storytelling and optimization

Insights, Marketing, Open Graph API expertise

Take advantage of our global footprint to optimize global/regional/local implementations

Leverage our collective spend for our clients’ benefit

Integrate Facebook programs with other paid owned earned efforts© 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.

Theme 3: Innovate and Execute on the Run

29

We Need to Evolve Faster

No excuses approach:

Talent : Bridge talent and expertise gaps by leveraging staff currently serving in adjacent roles

Tools: Establish clear partners for co-developing and delivering core services and to fill system-wide gaps

Collaboration: Leverage Vivaki/Groupe capability across brands rather than reinventing for speed to market


30

VivaKi Social Stack

What it is:

A framework that establishes core disciplines

A visual means for assessing capability

A common language


31

The VivaKi Social Stack


Data analytics & measurement

Social CRM

Social media planning & buying

Content strategy, development & management

Community management & engagement

Social business strategy, design & planning

Listening, monitoring & reporting

Conversation research & insights

Social commerce

Influence and Advocacy

32

How We Win (Part 3)

Leverage the Social Stack to upgrade share borrow; improving collaboration, cross-pollination and vendor management

Surface enterprise-level opportunities so that economies of scale can be realized and best practices can be socialized

Source internally first, build only if necessary; Resist the desire to re-invent or duplicate and build in silos

Re-invent the Vivaki Social Council

Create more training opportunities


33

Conclusions

Social Networking in general and Facebook in particular can be global business growth drivers

We need to move faster – to scale and transition our talent and expertise to meet demand

Clients are looking for deep specialization – we need to provide it

We need to upgrade, share and borrow


35

About Big Fuel

Pure-play social media agency Hollywood meets Madison Avenue 8 teams Big Fuel Social Labs Clients: Samsung, T-Mobile, Gatorade, SPG


36



37

Facebook: Should You Leverage?


38

Facebook: Should You Leverage?


39

Facebook Insights

Metrics around content (ROI) Two categories of insights:

User: page likes, daily active users, new likes/unlikes, demographics, tab views

Interactions: post likes, comments, impressions, mentions, wall posts


40

Twitter: Should You Leverage?


41

Twitter: Should You Leverage?


42

Google+: Should You Leverage?


43

Google+: Should You Leverage?


44

YouTube: Should You Leverage?

The world’s second largest search engine

81% of internet users watch online videos

More than just text & still images Success with pro video & amateur Direct viewers to social & .com Built-in analytics


45

Pinterest: Should You Leverage?

11 million monthly users Demographic: >80% F, affluent

25-44yrs Image/photography heavy brand 40% of all social media driven

purchases


46

Pinterest: Should You Leverage?


47

LinkedIn: Should You Leverage?


48

LinkedIn: Should You Leverage?


49

Instagram: Should You Leverage?

80 million users 40% of the top 100 brands on Instagram Secret weapon: Mobile Behind the scenes Influencer marketing network Viral through hashtags Customer or employee content curation Measure: Satigr.am


50

Instagram: Should You Leverage?


51

Tumblr: Should You Leverage? Users: 55% < 34yrs @ 30k per year Secret weapon: Media Social product functionality Fashion brands are a success! Check out Vogue on

Tumblr Media brands: NPR Short-lived, campaign based


Overview of Free Social Tools

Dad: “Michoel…”

Me: “Yes, dad?”

Dad: “Remember this for life:there is no such thing as a freelunch.

54

The Landscape


55

Outline

Social Media Management Systems (SMMS) Facebook Tab Applications Social Listening


56

Social Media Management Systems (SMMS)

Publish Content Listen (in and out of house) Measure ROI


57

SMMS: Use Cases

Intense Engagement Social Broadcasting

Platform Campaign Marketing

Distributed Brand Presence

Tailored Customizations


58

SMMS: Free Tools

HootSuite TweetDeck Buffer App


59

SMMS: Free Tools - HootSuite

Multiple networks Scheduled posts Robust analytics Facebook insights Google analytics Twitter profile stats Analytics reports Teams


60

SMMS: Free Tools - TweetDeck

Multiple networks - limited, single window view

Watch videos in TD

Desktop notifications

Downloadable No analytics


61

SMMS: Free Tools - Buffer App

Engagement optimization tool Freemium model Post via:

Buffer website Browser add-ons Buffer plugin Buffer email Analytics


62

SMMS: For a Few Dollars…

Advanced analytics Engagement & influence

scoring Top performing posts Follower demographics Advanced monitoring Track relevant keywords Filter by images, news, blogs Competitor & industry tracking Workflow permissioning


63

Facebook Tab Applications

RSS Feed Twitter YouTube Flickr Static HTML


64

Social Listening Platform

Analyze conversations Breaking links Trending topics Recent comments Trending people


65

Thank You!

Twitter: @Twabbi Website: www.mountainclimber.me Email: [email protected]


http://www.mountainclimber.me/

mailto:[email protected]

Live Demos

Building a Social Strategy & Roadmap

68

Learnings from Altimeter

20 social experts from across VivaKi July 18-19th in San Francisco, CA Intensive two-day workshop on social business

strategy development Led by Altimeter founder and co-author of

bestseller Groundswell, Charlene Li Special appearances/presentations by leading

Altimeter research analysts Jeremiah Owyang and Brian Solis


69

The Social Strategy Process

Identify Social Objectives

Create A Social Vision

Develop Social Initiatives

Craft A Coherent Strategy Roadmap

Organize for Social Readiness


© 2012 Altimeter Group

Identify Social PR Goals

71

Examples of Typical Social PR Goals

Increase brand awareness Gain new business leads/identify prospective clients Share thought leadership & unique perspective Elevate brand positioning Attract great talent Promote your best work Expand your global footprint Join the industry conversation Gain insights/feedback on your performance Stay current on competitive landscape


72

Prioritize Your Goals

Understand the top strategic objectives

for your organization

• Objectives may differ: Corporate, business unit, departmental, regional, and customer segments.

Identify where and how social can

potentially make a difference

• Understand how social initiatives create value

Align social goals and metrics with

attainment of business goals

• This is HARD but doable!


73

Prioritize Your GoalsBusiness Goal Business Metric Social Goal Social Metric

Maintain leadership role as home to the best digital talent

Increase retention rate and new digital hires by 20%

Implement employee-centric blog within recruitment site, illustrating why your company is a great place to work

Use page views, engagements and employer reputation to gauge performance.

Diversify client portfolio to include more luxury retailer brands

Increase percentage of luxury retailer clients by 10%

Leverage social channels to share thought leadership on marketplace trends & place greater emphasis behind retail/luxury goods research & news

Track clicks, “likes”, fans, followers retweets and assess analytics to determine how it is translating to business leads.


74

Activity – 15 minutes

Individually or with a colleague, think about your agency or team’s business goals.

Complete the Aligning Business and Social Goals & Metrics Worksheet by listing no more than five of your agency’s business goals.

Develop social goals and social metrics for each business goal you list.

Be prepared to share your

findings with the group. © 2012. All rights reserved. VivaKi & Altimeter. Proprietary and Confidential.


Create A Social Business Vision

76

A Strategic Social Business Vision

What is it? A short, engaging and inspiring statement of what your ideal

“customer” relationship will look like in the future.

What’s the value? Focuses on the relationship Provides clarity on where you are headed Inspires people to solve for a compelling future Aligns and guides all aspects of your social business

strategy


77

Vision Statements

To humanize the company by connecting constituents with Ford employees and

with each other when possible, providing value in the process.

Helping People Around the World Eat and Live Better

To create a better everyday life for the many people.


78

Criteria for a Good Social Strategy Vision Statement

Short Memorable Aspirational Actionable Consistent with business mission & values

The secret: Don’t over think it.


79

Criteria for a Good Social Strategy Vision Statement

Focus on the relationships in the future. Think of the statement as a story that you could tell about

that relationship. Keep centered with values and purpose that drive your

company. These don’t change over time. Reference your Social Goals, but don’t be tied to them. Write a statement that will stand the test of time – and of

technology. Do it quickly – your gut reaction is usually right.

Don’t wordsmith!


80

VivaKi Social Vision Statement

To encourage the exploration of ideas that

accelerate our clients’ ability to

connect with people.


81

Activity – 15 minutes

5 minutes. Individually, write a ONE sentence vision statement. NOTE: This should be a 3-year vision.

10 minutes. In a small group, share your individual statement. You can choose to revise or combine elements of more than one statement.

Be prepared to share your

findings with the group.


82









Develop Social Business Initiatives

84

Five Categories of Social Business Initiatives

Learn

Dialog

Advocate

Support

Innovate


85


Learn

Dialog

Advocate

Support

Innovate


86

Definition of Learn:

Using social technologies to listen and learn from

customers who are already speaking.

87

What Should You Listen For?

Metric InsightBrand Sentiment How the public views your brand

Conversation Drivers Primary factors influencing conversation about your brand

Negative Conversation Drivers (Primary areas of risk)

Most significant topics negatively influencing your brand

Positive Conversation Drivers (Primary areas of opportunity)

Most significant topics positively influencing your brand

Performance Over Time How you compare—from a positive and negative standpoint—against past performance

Performance Compared to Industry Average

How you compare—from a positive and negative standpoint—against competitive set?

Performance Compared to Benchmark

How you compare against performance benchmarks that you have set for yourselves


88

Start with basic monitoring tools


89

Paid Services Provide Monitoring


Other Providers:

and more…


90

Listening Centers Can Be Basic but Effective

Dell uses Salesforce Radian6 to power its

social media monitoring of over 22K

customer conversations on the

social web.

Gatorade uses Radian6 and IBM to power its

Mission Control Center, which tracks

conversations and provides data

visualizations & dashboards.


91

Leverage Local Presence to Listen & Learn

Ritz Carlton property managers are known to

monitor mentions


92

Leverage Owned Sites to learn more about your fans/followers

Pay attention to likes, shares, retweets and

audience interactions


93

Other Resources for Listening/Learning

Review Sites Q&A Sites Blogs/Other Resources


94

Listening Best Practices

Start with the free and inexpensive tools like Google search, Google blog search, Twitter search.

Use terms related to your services, executives, and competitors.

Quickly advance by using brand monitoring software and services.

Don’t scope too tight or too wide. The savvy will focus on pain points –not just brand mentions.


95


Learn

Dialog

Advocate

Support

Innovate


96

Definition of Dialog

Using social technologies to initiate or

respond to conversations in social channels.


97

Social isn’t just another advertising channel…

#notimpressed


98

Use social to engage in conversations


Build trust before a crisis happens…


And know how to respond


101

People Don’t Trust Company Representatives

Academic or expert

Technical expert in the company

A person like yourself

Regular employee

NGO representative

Financial or industry analyst

CEO

Gov't official or regulator

68%

66%

65%

50%

50%

46%

38%

20%

“When forming an opinion of a company, if you heard information about a company from each person, how credible would the information be?”

Percent responding “very credible” or “extremely credible”Source: Edelman Trust Barometer, January 2012


102

Have continuous, not episodic, dialog


103

Use Author Designations for Personal Touch


104

Know How to Respond to Antagonists


105

Dialog Best Practices

Have the right mindset: Once you start, customers are expecting you to maintain the conversation.

Like in real life, the same rules of conversation etiquette apply. Be a good listener, considerate, kind, and thoughtful.

As a best practice, first listen to the conversation then add value to existing discussions.

Rely on ongoing findings from brand monitoring to define a “conversation calendar.”

Don’t let antagonists bring down the conversation


106


Learn

Dialog

Advocate

Support

Innovate


107

Definition of Advocate

Recruiting an “unpaid army” of highly

engaged fans to promoteyour brand through social technologies


108

5-Phase ApproachFormalizing an Advocacy Program

Phase 1: Get Ready Internally

Phase 2: Identify Advocates

Phase 3: Build Relationships

Phase 4: Amplify Voices

Phase 5: Foster Growth


109

Identity Advocates


Employees Advocates for culture, philanthropy, thought

leadership and talent Business Partners

Advocates for industry leadership, joint ventures, groundbreaking work/research, recognitiono E.g. Microsoft, Google, AOL, Facebook

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How To Find and Engage Them


Create vision and goals Develop policies and guidelines Find the right people

Look at #/quality of followers and fans, marketplace influence and overall content.

Inspire them and give them a voice Help foster passion for your brand; introduce them to interesting things

they may not have been privy to before. Celebrate their willingness to vocalize your brand story.

Incentivize them Thank them for their contributions, whether it be virtually or via small

gifts/perks.

Promote their work Employees: Give them a name by aligning their POV with your brand. Business Partners: Return the favor and help them promote their brand

and their great work.

111

How to Amplify Voices

Encourage advocates to form and talk to each other Foster an ongoing dialog

Involve advocates beyond just marketing or support – intake their feedback

Educate advocates at key moments, like during crises

Provide ongoing opportunities, content and platforms, to help amplify advocate voices


112

Advocacy Best Practices

Don’t only think of advocacy in terms of short-term needs. Cultivate ongoing relationships with enthusiastic employees and partners.

Put advocates front and center –e.g. acknowledge wherever possible to reward their loyalty – and invite them into the company.

Promote partners as they support you – allow relationship to be mutually beneficial in nature, but not disingenuous.


113


Learn

Dialog

Advocate

Support

Innovate


114

Definition of Support

Assisting your customers directly, or by

facilitating peer-to-peer support, via social technologies


Support best practices

Mindset: Customers complaints are opportunities, not threats.

Caution: As companies accelerate their social support efforts, responding to customers in social channels reinforces the behavior of complaining in public.

Fix the root issues, beyond the customer complaints.

Know when to support customers –and when to shift to private channels.

Plan for long-term integration of social support into traditional support structures.


116


Learn

Dialog

Advocate

Support

Innovate


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Definition of Innovate

Using social technologies to

source and collect customer feedback on current or future

products and services.


Starbucks involves 50 people around the organization in innovation

118

Tens of thousands of customers have submitted, commented, and voted on ideas at My Starbucks Idea.

As of March 2012, more than 200 have been

implemented.


P&G Looks Outside for Innovation—Consumers, Suppliers and Others

119

“Connect + Develop helps P&G pursue outside ideas, solutions, processes—and even market-

ready products”


P&G is Making Outside-In Innovation Increasingly Public and Social

120

“We are interested in collaborating with innovators in areas such as packaging, design,

distribution, business models, marketing models, consumer research methods, trademark

licensing, technology, and new products or services”

– Bruce Brown, CTO, P&G


121

What Can We Do As PR Professionals?

Crowdsource for creative ideas & content Find new ways of communicating Surface compelling stories/achievements to share socially

Become early adopters for new social tech Be change agents for corporate culture & structure Support and help publicize agency innovation efforts,

celebrate contributors: Starcom “Project Greenlight” Initiative The AOL Pool Lane for online video ad models


Innovate best practices

Look inside and outside of your agency for ideas. Leverage social technologies and train

leadership/employees on their benefits Help socialize innovation efforts internally and

externally (depending on whether or not it can be shared)

Provide frequent updates to ideas implemented, or give general status updates of ideas in the works



Craft a Coherent Strategy Roadmap

Strategy Roadmap Process


With your teams, set aside time to brainstorm potential initiatives. Involve a diverse group of people to get different

perspectives. Use it as an opportunity to build alignment with key

players. Keep centered with your vision statement and clear

understanding of social business goals. Keep strategic with a future time frame, for example,

initiatives for the next three years. Afterward, group similar initiatives together.

125

1. Collect/Brainstorm Potential Initiatives


2. Detail Initiatives & Requirements

126

Total Priority Score: Leave blank until scoring is done

Initiative Name __________________________________________Category ______________________Describe the initiative in the following areas, at a high level.


3. Prioritize initiatives against business value and capabilities

You can’t do everything, so what is most important to do?

Assess and prioritize initiatives against two primary criteria Value to the Organization. The value this initiative will

bring to your company in terms of supporting primary business objectives (e.g., increasing sales and retention, expansion, providing exceptional customer experience)

Capabilities. The overall capability of your company to execute on this initiative where accounting for incumbent technology, labor, skills, as well as company culture and ability to scale

Add additional criteria only if it’s essential to prioritization


Prioritizing Initiatives with Scoring

Value to the Organization. The value this initiative will bring to your company in terms of supporting primary business objectives (e.g., increasing sales and retention, expansion, providing exceptional customer experience) 1 = provides very little value 3 = provides limited value 5 = provides very strong value to the organization

Capabilities. The overall capability of your company to execute on this initiative where accounting for incumbent technology, labor, skills, as well as company culture and ability to scale 1 = requires many capabilities that your company currently lacks, 3 = requires some capabilities your company lacks and others it

currently has 5 = requires few if any capabilities your company doesn’t already have


4. Build Your Time-based Roadmap

Using your scoring, assemble an initial timetable for your initiatives.

Don’t try to do too much too quickly! Redo it now from a strategic goal perspective

Are you favoring some goals over others? Understand how some initiatives need to happen first

in order to support future initiatives. Balance out against how you need to get resources

hired/trained and technologies in place.


Example: 3 Year Roadmap

Example: Social Business Initiatives, by Timeline

130

Category InitiativeNow – 6 months

6-12 months

12-18 months

18-24 months

24-30 months

30-36 months

Learn Initiative 1

Dialog Initiative 2Advocate Initiative 3Support Initiative 4Learn Initiative 5

Dialog Initiative 6Support Initiative 7Advocate Initiative 8Innovate Initiative 9Advocate Initiative 10Learn Initiative 11

Dialog Initiative 12

Advocate Initiative 13

Support Initiative 14Innovate Initiative 15Advocate Initiative 16

Support Initiative 17


5. Determine resources needed

Go through your initiatives and document what is needed and when.

Group similar requirements together so that you can easily see what is needed.

Lay out against when you plan to start each initiative, to provide a timeline for resources.

Do this also in conjunction with a Social Readiness assessment to understand your existing capabilities.


Example: Staff Timeline

132

Position Initiatives SupportedNow – 6 months

6-12 months

12-18 months

18-24 months

24-30 months

30-36 months

Social Strategist Governance: CoE

Community Manager Learn 1, Advocate 3, Support 3

Researcher/ BI Analyst Learn 1, Learn 3, Innovate 2

Listening Manager Learn 2, Learn 4, Support 2, Innovate 1

Social Customer Lead Support 1, Support 2, Innovate 2

Digital Influence/Advocacy Manager

Dialog 1, Dialog 2, Advocate 1, Advocate 2

Content Marketing Manager Dialog 3, Dialog 4


Example: Technology Timeline

133

Technology Initiative 90 days90 - 6

months6-12

months12-18

months18-24

months24-30

months30-36

months

Monitoring Platform All Learn initiatives

ESN Employee engagement

SMMS Content Marketing

Community PlatformSupport and Innovate initiatives

Training Platform Employee engagement Social CRM Support initiatives

Analytics Platform Market research, competitive intelligence

Innovation Gauge Innovate initiatives

Advocacy Platform Advocate initiatives


Guidelines, Policies and Best Practices

Closing Remarks

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