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WHAT 30 OF THE BEST MINDS IN SOCIAL THINK LARGE BRANDS MUST DO TO SUCCEED IN BEING SOCIAL AT SCALE.
HOW TO
DELIVER
PLAN AND
MEDIA
DEPLOYMENT, PG 2
SOCIAL
A GLOBAL
HOW PREPARED
Dedicated to those who share our mission to help every large enterprise be Social.
Table of Contents
What is Social@Scale?...................................................................................................................................................................................... 1 How to Plan and Deliver a Global Social Media Deployment ................................................................................. 2 The 6 Must Haves For Any Enterprise Social RFP ......................................................................................................... 3 SECTION 1: Its Time to Start Thinking Social@Scale
DAVID MEERMAN SCOTT ........................................................................................................................................................................ 6
The Real-Time Mindset: Dont Use the Word Social
JEFF BULLAS............................................................................................................................................................................................... 31
Why Social@Scale Shouldnt Be Le to the Interns
What is Social@Scale? Combining cutting-edge technology, corporate governance, and a disciplined operational framework, Social@Scale enables brands to engage in a timely and relevant manner with their global audience from a single platform across multiple corporate functions in multiple social channels.
REGIONAL:
1 social media director 2 an analyst
LOCAL:
1 a community manager 2 a social media manager 3 a reporting manager 4 a content manager 5 subject matter experts
3 4
1 2 3 4 5 1 2 Plan to Operate 3
1. Activity plan by role 2. Rules of conduct 3. Activations 4. Sunsetting & Deactivations 5. Best practices
Measure
Social 1. Campaign E ectiveness 2. Audience Engagement 3. Reach Business 1. Response Times 2. Voice of the Customer 3. NPS 4. Attributable eCommerce Revenue
5 Consistently Brand
1. Online social brand style guide for look 2. Detailed guidelines for brand feel
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Cross-Functional Capabilities
Collaboration among multiple functional units Automated & customizable rules, lters, and actions Workow, routing, queues, notications, and escalations
Scalability
Natural Language Processing to manage large message volume Architecture to support volume spikes Multi-country and multi-language deployments
Social Governance 4
RFP
Global user access, permission, approvers, and password management Audit trails, digital asset management, calendaring, templates
Legal
Customized Reporting
Measure engagement, response times, dispersion Connect social activity to business results Integration with existing analytics tools Message categorization at a granular level
2.0
VERSIO
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SECTION 1
international bestselling author of eight books including Real-Time Marketing & PR and Newsjacking. His books have been translated into 30 languages. You can follow David on Twitter @dmscott or at his personal blog, Web Ink Now.
David Meerman Scott is a marketing strategist, advisor to emerging companies, keynote speaker, and an
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David Armano is Editor-in-Chief of EdelmanDigital.com and Edelmans Executive Vice President -- Global
Innovation & Integration. David previously was a founder of the social business consultancy Dachis Group, helping launch the business from stealth mode into the marketplace. He regularly writes industry perspectives for the Harvard Business Review, and co-founded the Allhat event -- billed by SXSW as populated by the most respected voices in digital. You can follow David on Twitter @armano or at his Logic + Emotion blog.
Do you remember webmasters? This was a real title at one point in the corporate world created many years ago to support something we called the website, a digital manifestation of your company. The problem with webmasters was that as generalists who could wear multiple hats -- coding, writing, designing and managing one or more sites -- they as single individuals could not scale. Today, we are rapidly moving toward an era of Social Business@Scale, which loosely translates to an organizations ability to integrate social technology and behavior internally and externally. Why? Because much like digital before it, social promises to empower both consumers and employees alike leading to positive business outcomes for the organizations which gure out how to crack the social code. contd. next page >>
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... much like digital before it, social promises to empower both consumers and employees alike...
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Mitch Joel is President of Twist Image and the author of the best-selling business book, Six Pixels of Separation.
His next book, CTRL ALT DEL - Reboot Your Business (and Yourself ) in a Connected World, will be published in Spring 2013. You can follow Mitch on Twitter @mitchjoel or at his Six Pixels of Separation blog.
Social is the act of making all of the material that a company produces more shareable and ndable.
Social is the act of making all of the material that a company produces more shareable and ndable. When what you do as a business is more shareable and ndable, people will do something very social with it. Theyll share it, comment on it, create content around it and engage with you and your business. If you can master that one little (but vastly important) nuance, you will begin to see what happens when a company becomes social. Then you can make it scale with the right tools, philosophical approach, and more importantly the right people.
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Based in Alabama, Mack Collier is a social media strategist, trainer and speaker who specializes in helping companies better connect with their customers via social media. He is also the founder and moderater of #Blogchat, the largest Twitter Chat on the internet, where thousands of people meet each Sunday night to discuss a di erent blogging topic. His rst business book, Think Like A Rockstar: How to Create Social Media and Marketing Strategies That Turn Customers Into Fans, will be published in 2013. You can follow Mack on Twitter @MackCollier or at his personal blog.
There needs to be mechanisms in place both internally... and externally among the customers that facilitate and encourage the ow of information in both directions.
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Joseph Ja e is Founder & Partner of Evol8tion, LLC, an innovation agency that matches early stage startups with
established brands to partner via mentoring, pilot programs, investment and/or acquisition. In 2009, he launched his rst foray into video in the form of Ja eJuiceTV -- in an e ort to prove once and for all that he does not have a face for radio. You can follow Joseph on Twitter @ja ejuice or at his Ja e Juice blog and audio podcast.
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Michael Brito is a Senior Vice President of Social Business Planning at Edelman Digital. He provides strategic
counsel, guidance, and best practices to several of Edelmans top global tech accounts and is responsible for helping transform their organizations to be more open, collaborative and socially procient -- with the end result of creating shared value with employees, partners and customers. You can follow Michael on Twitter @Britopian or at his Britopian blog.
Problems arise when we dont think about the possible implications that this bright and shiny object called social media can cause.
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Rohit Bhargava Bhargava is Senior Vice President of Global Strategy at Ogilvy and the best selling author of the
new book, Likeonomics, which illustrates why we do business with people we like and how any brand can prot from being more likeable. You can follow Rohit on Twitter @rohitbhargava or at his Inuential Marketing Blog
Here are a few tips for scaling this likeability for your brand:
1. Encourage Humanity: People identify with brands that treat them like real people, so skip the terms and conditions and make it a priority for your people to engage with customers in more meaningful ways.
2. Identify the Creators: In every organization you have people who are passionate about creating content of all sorts. O en they come from areas outside marketing. Conduct an internal search to nd this passion, and you can o en scale your team from within.
People identify with brands that treat them like real people
3. Simplify the Tools: Using platforms to manage social media o er great value, as long as you make sure they are simple enough that anyone in your organization can use them to contribute.
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that fear and youll see people thrive. Fearlessness brings results. Nilofers career began at Apple and she has since been a CEO, run Fortune 500 companies, led successful start-ups, and launched over 100 products that account for $18B in revenues. Shes also written OReillys most successful business book to date, The New How: Creating Business Solutions Through Collaborative Strategy. In her work, she helps organizations close the Air Sandwich, the proverbial gap between strategy and execution. You can follow Nilofer on Twitter @nilofer or at her Yes And No: Sparks For Innovators blog.
Nilofer Merchant inspires fearless cultures. When fear rules, ideas are stied, innovation stagnates. Remove
The #SocialEra has new rules: scale happens by being connected with community.
Scale in the old era meant being big. Thats why we celebrated the 800-Lb Gorilla. But the #SocialEra has new rules and clearly a new truth scale happens by being connected with community. Social@Scale will look more like 800 Gazelles nimbly forming into tribes and being fast/uid/exible to act and engage with the market. This will lead to more than winning, it will lead to thriving organizations.
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Ted Coine is one of the most inuential business leaders online and is recognized on the Forbes list of Top 50 Power Inuencers in Social Media. He is currently writing his third book, about how social media is changing business leadership as we know it. You can follow Ted on Twitter @tedcoine or at his Switch and Shi blog.
If you dont get social integrated throughout your enterprise and infused in your culture ASAP no other advice , will matter.
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A frequent commentator on NPR, David Weinberger is a senior researcher at Harvard Laws Berkman Center for the Internet & Society and Co-Director of the Harvard Library Innovation Lab at Harvard Law School. He also is the author of Too Big to Know, and the co-author of The Cluetrain Manifesto. Under the radar, David also wrote seven years worth of gags for Woody Allens comic strip, but was never asked to make a cameo in any of his movies. You can follow David on Twitter @dweinberger or at his personal blog, Joho.
When businesses try to push their own messages through the Net, it is worse than ine ective - it is o ensive.
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The Internet is Not the Medium: WE are the Medium contd. So what should businesses do?
1. Dont talk unless what you say will improve the conversation. 2. Since hierarchies dont interact well with networks, the people who speak for you on the Net need also to be speaking for themselves as honest-to-God humans with names and faces -- people who put the value of the conversation and the interests of your customers ahead of the narrow interests of your business. Were building something wonderful here. Corrupt it at your peril.
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Shelly Palmer is the host of Fox Televisions Shelly Palmer Digital Living, the author of Overcoming The
Digital Divide: How to Use Social Media and Digital Tools to Reinvent Yourself and Your Career (York House Press 2011) and the founder of Shelly Palmer Digital Leadership, an industry-leading advisory and business development rm. You can follow Shelly on Twitter @shellypalmer or at his Digital Leadership blog.
The capability to interpret and act upon millions of messages in real time is not a thing of the future, it is a necessity of the present.
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Mark Earls is one of the marketing worlds leading experts on human behavior and behavior change. Mark
is the author of Welcome to the Creative Age: Bananas, Business and the Death of Marketing, HERD: How to Change Mass Behavior by Harnessing Our True Nature, and Ill Have What Shes Having. In the last few years, he has advised a wide range of organizations around the world including: Sony Corporation, Greenpeace, Unilever, The School of Life, Channel 4 TV, and the UKs Royal Mail. You can follow Mark on Twitter @herdmeister or at his personal blog.
One of the reasons that these social technologies are being so readily adopted by our consumers and customers is that they feel natural.
One of the reasons that these social technologies are being so readily adopted by our consumers and customers is that they feel natural. They serve to amplify a central part of our humanity: our super social nature. Mass adoption of social tools means that while it may seem simple to think about the consumer, it is very rarely the anymore. A similar misunderstanding of the people thing is visible inside most organizations we imagine corporations are like machines that are improvable and perfectible. Thats why management consultants so like the idea of [re-]engineering businesses. contd. next page >>
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People Are Not Robots; Corporations Are Not Machines Either contd.
But corporations arent machines and thinking about them as if they were misses the point, too. Corporations are built on people like those who live outside and buy its products and services. It is the degree to which you manage to get them to do so successfully which is the source of much contemporary competitive advantage. This is one of the main reasons why the notion of organizational purpose has gained traction at the same time as the social revolution has blossomed. Purpose gives people something to engage with and something to rally around. Whether youre thinking about inside or outside the organization, the social aspect of our humanity is fundamental to any organizations success. It makes things messier, more unpredictable and more prone to cascades of irrationality and enthusiasm than weve been used to. And as too many corporate horror stories attest, it makes businesses much more vulnerable to sustained criticism. Or to be more precise, it reveals how things have long been while we were hiding behind our engineering metaphors. No, the biggest problem doesnt lie with them (customers, employees etc) but with us and our ideas and our default settings.
Organizational purpose has gained traction at the same time as the social revolution has blossomed.
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Renee Blodgett is the founder of Magic Sauce Media, a new media services consultancy focused on viral
marketing, social media, branding, events and PR. For over 20 years, she has helped companies from 12 countries get traction in the market. Renee is also the founder of We Blog the World, an online culture and travel magazine, and regularly blogs at Down the Avenue. She was ranked the #12 Social Media Inuencer on a top 50 list by Forbes earlier this year. You can follow Renee on Twitter @MagicSauceMedia or at her Down The Avenue blog.
Getting rid of the silos so more e cient communication can happen on a regular basis is the key to success. Multi-division enterprises need to focus on one single platform where you can manage the brands voice across all of these channels and smartly curate customized content. This will ensure that not only their customers concerns are heard, but responded to in a way that will foster relationships contributing to their bottom line.
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Augie Ray was most recently the Executive Director of Community and Collaboration at USAA, where he and
his team managed social media programs for marketing and customer care, deployed communities, educated employees and executives on social media trends and created the enterprise social business vision. Augie was previously at Forrester, where he consulted on social media marketing, community and social media management platforms as well as the organizational structure for social. You can follow Augie on Twitter @augieray or at his Experience: The Blog.
Your Job is NOT to Raise Your Own Klout Score: Thinking Beyond Posts, Tweets, Games and Pins
BY AUGIE RAY
Lots of folks seem to feel that the words control and social dont belong together in the same sentence. Thats ridiculous -- large companies cannot simply unleash thousands of employees to launch whatever accounts they wish and maintain them in any manner that feels right, all without rules, tools, guidance and monitoring. The stakes are far too high: Large brands can neither a ord to be the next poster child for social PR blunders, nor can they allow a competitive advantage to slip away over fears of social missteps. It is too easy for a social media professional to get caught up in all the ideas and possibilities of social, but the rst step isnt to think of tweets, posts, games and pins. Instead, Social@Scale begins with more mundane but vital things: Does your industry face any special regulations? Do your employees understand their limits and what actions can get them and the company in trouble? Do your managers understand what is and is not appropriate when disciplining an employee for something posted to a social network? Is your organizations social media policy supported with education and communication to keep it top of mind? Do you have monitoring in place to recognize and act upon legal, compliance and reputation threats? Are policies in place that govern how your brand participates in social media? contd. next page >>
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It can be a costly mistake to allow di erent parts of the company to secure their own listening platforms.
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Too o en, social strategies start in the wrong place--with a focus on a Facebook fan page or Pinterest board.
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Nicknamed The King of Social by Samsung at South by SouthWest, Brett Petersel is constantly connecting people, testing and recommending technology, and always striving to improve the inuence and impact of community. Brett is author of The Complete Idiots Guide to Twitter Marketing, and The Grande Guide to Community Management. You can follow Brett on Twitter @Brett or at BrettPetersel.com.
It only takes one re to rage out of control to damage a brands reputation; large companies need to plan and react faster and smarter.
One platform to rule them all sounds great to me, especially when large companies like Dell, Samsung, Dupont and Cisco already invested in a global solution to manage all their social media e orts. Now, learning about, communicating with and engaging with customers old and new has never been easier.
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ROR, Return on Relationship, a concept he believes is the cornerstone for building an engaged multi-million member database, many of whom are vocal advocates for the brand. He proved the ROR premise with the communities he built as an executive for e.l.f. Cosmetics and OpenSky. His book, Return on Relationship, is due to be released in September. You can follow Ted on Twitter @tedrubin or at his Straight Talk blog.
Ted Rubin is the most followed CMO on Twitter. In March 2009, he started using and evangelizing the term
Shi your approach from Social Marketing to Social Business. The value of Social goes well beyond marketing.
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85 percent of companies surveyed said that employee participation in company social e orts has increased over the last 12 months.
Forward-thinking companies should be scaling social to allow diverse team members to collaborate on complex projects in real time (from anywhere), as well as eliminate bottlenecks that encumber internal processes. More businesses need to tap into the power of social search to gauge sentiment, get a feel for whats happening on a global scale, investigate and interact with vendors, and use that information to innovate faster in a shi ing marketplace. Does it take retooling your organizational systems? -- Yes. Is it painful? Perhaps, but we only resist change because were unable (or unwilling) to visualize the outcome, and those who dont adapt to a changing environment quickly die. The ground may be shi ing beneath our corporate feet, but we cant go back to business as usual and survive. Weve seen social power at work in developing better customer relationships for companies of every shape and size. Its no longer an unknown -- its a proven tool. So now is the time, my friends, to take social out of the marketing box and scale it across ALL business in order to truly maximize return on relationships. Embrace it -- own it -- make it part of your business culture, and Social@Scale will help you thrive.
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Sarah Evans is the Chief Evangelist at Tracky, an open social collaboration platform. She shares her social
media and tech favorites at Sarahs Faves as well as a daily resource for PR professionals called Commentz. Sarah previously worked with a local crisis center to raise more than $161,000 via social media and is a team member of the Guinness Book World Record holding #beatcancer. You can follow Sarah on Twitter @prsarahevans or at SevansStrategy.com.
How to Scale the Social Media Corporate Team at the Enterprise Level
BY SARAH EVANS
CEOs must recognize that the communication cycle the way information originates, spreads and inuences has forever changed. We no longer own our corporate messages assuming we ever did, of course. But this ownership shi has created a new, even more vital need for scaling a social media team at the enterprise level. Think about how social media integrates with your culture (internal and external), but dont overthink it. For now, focus on the short term x and long term strategy. In larger organizations, new initiatives can die a slow death by committee. You dont have time to overthink social and let it become the elephant in the room. For most enterprise-level clients, I recommend implementing a hub-and-spoke model. The corporate social media team serves as the hub with other departments within the organization serving as the spokes. The social media team is empowered by the CEO and, like your PR team, has direct access to key internal positions.
For example, while you may or may not have a customer service representative as part of your corporate social media team, you may have a liaison from that department. This person knows their t within the social media structure and may be routed customer service inquiries on a regular basis. Depending on the organization, these departmental liaisons may have di erent levels of accountability and responsibility to monitor, respond and follow up with social tasks. It doesnt matter what your team in charge of social media is called, as long as you have the right team. The typical makeup of a corporate social media team looks like this: 1. EVP or VP Social Strategy -- This person may oversee all communications e orts with an additional social branch added on. (Some organizations add this to the EVP of Communications or Marketing role). 2. Social and Emerging Media Manager -- This position is responsible for day-to-day social activities and implementation of the overall strategy. This person would also serve as point-of-contact with any creative agencies. contd. next page >>
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How to Scale the Social Media Corporate Team at the Enterprise Level contd.
3. Community Manager -- The online voice and perhaps, the face of your organization. In order to make this a sustainable role, you may want to have multiple people in this role or rotate responsibilities. 4. Social Analyst -- This role is needed to monitor online trends, track analytics, create internal reports and the like. 5. Web Developer and Designer -- This role may be lled by an existing role within an IT team. If you have a large IT team, someone should be appointed to be part of the social team. 6. Content Manager -- Depending on the size of your organization, this may be multiple roles. You need people to produce high-level multimedia content on a regular basis. Its a full-time job. 7. Internal Evangelists -- Employees who love to talk about your organization online (and probably already do). Bring them on as ad hoc members of the team, train them accordingly and empower them to compliment the team. 8. Public Relations and/or Communications Liaison -- This is a member of the PR/marketing department who collaborates with the team to ensure messaging is the same across the organization. A bonus... The platforms you use can make or break you. Its great if you have your corporate model and team in place, but it will be worthless without a clear workow and the right tools in place. You must arm your corporate social media team with the right tools and equipment needed to do their jobs.
Arm your corporate social media team with the right tools and equipment needed to do their jobs.
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Je Bullas is a digital marketing strategist and one of Forbes Top 50 Social Media Power Inuencers. He is also the author of Blogging the Smart Way - How to Create and Market your Blog with Social Media. The Je Bullas.com blog receives over 300,000 hits a month and has 170,000 unique readers. You can follow Je on Twitter @Je Bullas or at his personal blog.
social media marketing does not scale very easily and it requires many resources, skills and processes that until recently were at an adolescent stage of development.
Monitor and measure the data you receive to see what works and what doesnt. contd. next page >>
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Human Business Way. He frequently consults with Fortune 500 companies on the future of business communication including the impact of social networks and mobile technology. Chris is also the co-author of Trust Agents and author of Google+ for Business: How Googles Social Network Changes Everything. You can follow him on Twitter @chrisbrogan or at ChrisBrogan.com.
Chris Brogan is president of Human Business Works, a publishing and media company devoted to promoting the
Add to client relations when you can, from internal resources. It pays o .
2. Customer Service Some companies already have this nailed down. Dell, Comcast and Zappos have built great customer service integrations using social channels. This area seems the most important to scale. Customer service is a tireless experience and requires prompt attention. You need a deep bench. I think Frank at Comcast has 14 people on his team at this point, to give you a sense of it. Of all the social media tasks, this is tied for the most time consuming and most important (client relations is the other). Learning how to scale this might be nuanced and customized, but just knowing this is the hardest part might be enough to get you a little further. contd. next page >>
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Thats how I see it. Again, if youre talking about smaller scale operations, youll have to nd the mix. Ive put it almost in order of importance, from top to bottom. You can shu e it a bit. Is that how you see it?
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Jason Falls is an author, speaker and CEO of Social Media Explorer, a digital marketing agency and information
products company. An award-winning social media strategist and widely read industry pundit, Jason has been noted as a top inuencer in the social technology and marketing space by Forbes, Entrepreneur, Advertising Age and others. He is the co-author of two books: No Bullshit Social Media: The All-Business, No-Hype Guide To Social Media Marketing (2011), and The Rebels Guide To Email Marketing, due in September 2012. You can follow Jason on Twitter @JasonFalls or at SocialMediaExplorer.com.
I like to think of a dialed-in social team like an old school newsroom on deadline.
Having team members that are in tune with a collaborative and nimble environment is helpful. I like to think of a dialed-in social team like an old school newsroom on deadline. As issues arise online, segments of the team swarm into action, responding, routing, discussing opportunities. Yes, this might happen with one social media manager at the corporate level and two assigned local or departmental contacts within the company, but it could also be a war room full of engagement experts in a large enterprise with a high volume of always-on conversations. Your environment includes everything from the so ware you use to the workow built in with compliance and legal to ensure your responses can be as fast and e cient as possible. Southwest Airlines realized responding an hour a er a customer complained about something online was far too long. So at least one member of senior management and one person from the companys legal team is now on-call, 24-7, to respond to social media issues. And last I checked, they were required to respond to any situation that arises in minutes, not hours. contd. next page >>
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You cant scale anything without the tools that empower the personnel to read, react, respond and resolve.
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Jay Baer is co-author of The NOW Revolution and a hype-free social media consultant for 29 of the
Fortune 500. You can follow Jay on Twitter @jaybaer or at his Convince & Convert blog.
Everybody in your company is in marketing, whether they want to be or not. Let the ubiquity and speed of real-time communication empower your sta to act and be helpful, no matter where they are on the organizational chart. Increasingly, social media needs to become a skill, not a job. contd. next page >>
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The 5 Critical Social Media Skills You Need to Disperse contd. Here are ve skills that should be present within as many people in your company as possible:
1. Brand Immersion and Representation Once upon a time, the only people who really needed to get your brand were the ones who built its external facade: marketing, public relations, and corporate communications. Now you need to give everyone some guidelines, but also the freedom to articulate and represent your company in their own authentic way. 2. Success Metrics Although only a small group of employees will likely be responsible for specically measuring the impact of your social media initiatives, the best programs are those that share those metrics with all employees. 3. Listening Having a nger on the pulse of how social media and the activity within it a ects your company, your department, and your industry is a universal responsibility. Soon, it wont be enough to have just a centralized listener and youll need each division and department (and the people within them) to be listening for their own unique purposes. 4. Internal Wiring and Story Harvesting Your company must be able to communicate stories seamlessly whenever opportunities arise. Build great internal communication, and give people the tools to share ideas, experiences, and expertise. 5. Engagement Your social media representatives will do most of the online communication with your customers and prospects but not all. Build education and training programs for those who want to get involved, and help them be part of the e ort.
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Matt Dickman is EVP, Social Business Innovation at Weber Shandwick in Chicago. He is charged with helping
the rms largest clients leverage the power of social media, a ect the internal change needed to do so and guide them through a constantly changing ecosystem. You can follow Matt on Twitter @MattDickman or at his Techno+Culture blog.
People o en ask, Who should own social media? and my response is the business.
People o en ask, Who should own social media? and my response is the business. Without C-level alignment, the business is not empowered and cannot align appropriately. This leads to inghting and a breakdown in communication and worst of all, a gap in the customer experience. contd. next page >>
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Venkatesh Rao, who prefers to be called Venkat, is a technology analyst and marketing consultant who
regularly contributes to Information Week and Forbes. He is also the author of Tempo: Timing, Tactics and Strategy in Narrative-Driven Decision-Making. You can follow Venkat on Twitter @vgr or at his Ribbonfarm blog.
Avoid Fake Relationships: Using Irony and Humor to Engage Contradictory Marketing Realities
BY VENKATESH RAO
To do Social@Scale, we must acknowledge the contradiction underlying the very phrase. Almost by denition, social is the opposite of scale. Many concepts du jour share this contradictory characteristic, including mass customization, mass personalization, and globally local. But Social@Scale is perhaps the toughest member of the family since it involves human relationships to other humans, rather than human relationships to products, markets or geographies. The challenge of social at scale is to reconcile known limits to social dynamics, such as the well-known Dunbar Number (the limit, estimated to be about 150, at which human brains cannot process new relationships individually) and the imperatives of scaling business activities. How does a company of say, 2000 employees, serving a market of perhaps 20,000 individuals, shape its social character without resorting to industrial age models such as hierarchical organizations, lame clones of Tupperware party concepts and so forth?
How does a company of 2000 employees, serving a market of perhaps 20,000 individuals, shape its social character?
This problem itself is not new. Viewed from a marketing perspective, the industrial age solution would be to collect massive amounts of data on the inbound side and crunch the data so e ectively that an employee at a touchpoint moment can behave as though she were a long-time friend of the customer in a continuous relationship. We can even sustain ctional characters for customer support roles and make the process transparent to the customer. On the outbound side, we already see extensions to industrial age models, such as recurring cross-media campaign characters (such as Progressives Flo, Dos Equis Most Interesting Man in the World) to add a touch of manufactured humanity to brands and messages. These could easily evolve into messaging vehicles indistinguishable from reality. contd. next page >>
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Edward Boches is chief innovation o cer and partner at Mullen, an Ad Age A-List agency, and one of
Fast Companys 10 Most Innovative Companies in Advertising & Marketing. During his 30 year tenure, he has helped dene the agencys creative standards, established its public relations group, integrated digital design and production into all of the agencys operations, and launched its growing social inuence practice. You can follow Edward on Twitter @edwardboches or at his Creativity Unbound blog.
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Ann Handley is the Chief Content O cer of MarketingProfs and the co-author of the best-selling Content
Rules: How to Create Killer Blogs, Podcasts, Videos, Ebooks, Webinars (and More) That Engage Customers and Ignite Your Business. You can follow Ann on Twitter @MarketingProfs or at her personal blog.
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Doc Searls is author of The Intention Economy: When Customers Take Charge, published by Harvard Business
Review Press . He is also a senior editor for Linux Journal, the original (and still the leading) Linux publication, and is one of four co-authors of the best-selling The Cluetrain Manifesto. Because Doc is always working on too many things, and will only stop when hes dead, he wants his epitaph to read: He was almost nished. You can follow Doc on Twitter @dsearls or at his personal blog.
Customer loyalty will be a product of mutual respect and concern, rather than of coercion by sellers.
4. Customers will be able to form genuine relationships with sellers, on terms both sides provide, and not just on sellers terms. 5. Customer loyalty will be a product of mutual respect and concern, rather than of coercion by sellers. This means customers will, in e ect, have their own loyalty programs, which will inform and improve those of the sellers. 6. Customers will express their native power either directly, or through fourth parties, which are agents clearly working for customers, rather than for sellers (which is the case for most third parties today). contd. next page >>
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Richard Stacy spent 20 years working in corporate communications and public relations agencies within the
Saatchi & Saatchi / Publicis Groupe. His clients have included Diageo, P&G, IBM, the European Space Agency and the European Commission. For the last six years, he has specialized in social media, helping organizations manage the transition from the world of conventional mass communication into the world where inuence lies in the connections forged in conversations with and between individual customers or consumers. You can follow Richard on Twitter @RichardStacy or at his personal blog and The Hu ngton Post.
The Value of Small Group Conversations: Why a Platform for the Masses is Not the Same Thing as a Mass Platform
BY RICHARD STACY
Understanding scale is very important. Traditional media channels had scale built into them get your message into the channel and there was a guarantee of reaching a certain number of people. Social media doesnt have that guarantee, largely because social media is not a form of media or even a channel. It is better understood as a set of tools or infrastructures. While an infrastructure (such as a mobile network) may have many users, simply using it doesnt guarantee you will reach all (or any) of the users. Because social media doesnt bring scale with it, the scale e ect is something you have to build into your usage. This requirement is further complicated by the fact that social media is usually very ine ective at reaching lots of people the exception being the very rare instance where something goes viral. Facebook became successful because it was a tool designed to allow small groups of people, most of whom already knew each other, to talk amongst themselves. Its success in doing this meant that it became a platform for the masses, but this is not the same thing as being a mass platform.
The scale e ect in social media comes from understanding how to talk to small numbers of people at any given time.
The scale e ect in social media comes from understanding how to talk to small numbers of people at any given time. The benets are generated by the ability to talk to exactly the right people, about exactly the right thing, at exactly the right time. In this instance, right is usually dened by what the customer/consumer wants to know at the point in time when they need to know it a behaviour-based attribute, not a channel-based attribute. Essentially, this is an extension of the customer service function. Customer service, which was previously locked up in email and phone channels, has become liberated and transformed from something you had to do as a business hygiene factor, to something which can become a frontline marketing or reputation tool. contd. next page >>
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Amy Vernon spent 20 years as a professional newspaper journalist before starting her new life as a digital
strategist. Now the general manager of social marketing for New York startup Internet Media Labs, shes also the mother of two young boys, an inaugural inductee of the New Jersey Social Media Hall of Fame and top female submitter of all time on Digg.com. Amy speaks at conferences around the country, including SXSWi, ROFL Con, A liate Summit, and SMX and has blogged for a variety of publications, including VentureBeat, Esquire.com, Network World and The Next Web. You can follow Amy on Twitter @amyvernon or at her Bacon Queen blog.
You wont always gain the love and approval of your audience, but if you respond when they have problems, youll earn their respect.
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SECTION 4
Peter Shankman is the Vice President and Small Business Evangelist at Vocus, and marketing consultant to
global brands including NASA, American Express, Disney and Saudi Aramco. He is the author of two books, Can We Do That?! Outrageous PR Stunts That Work and Why Your Company Needs Them, and Customer Service: New Rules for a Social-Enabled World. Away from his electronic devices, Peter has completed 13 marathons, seven Olympic distance triathlons, two half-Ironman triathlons, and one full Ironman Triathlon. Hes also a B licensed skydiver with over 260 jumps. You can follow Peter on Twitter @petershankman or at his personal blog.
The Great Airport Steak-Out: How Mortons Gets Its Customers to Scale Social for Them.
BY PETER SHANKMAN
Last summer, a er a particularly long day that saw me up at 3 a.m. for a 6 a.m. ight from NYC to Florida, a lunch meeting, then a ight home, I jokingly tweeted to Mortons Steakhouse, asking if theyd be so kind as to meet me at Newark Airport with a Porterhouse Steak when I landed in a few hours. Much to my shock and amazement, they did. The world took notice, with Mortons and my very-muchenjoyed steak garnering attention on The Today Show, the NY Post, and hundreds of other media outlets around the world. Mortons saw a he y increase in business over the following weeks from one social media event that was created, executed, and over in less than four hours. BUT HOW DO YOU SCALE SOMETHING LIKE THAT? ITS NOT POSSIBLE! was the immediate cry of the social media naysayer. And they had a point Surely, Mortons isnt going to get into the habit of delivering a steak to every weary traveler who happens to be hungry upon a long days landing. My reply: Mortons doesnt NEED to scale that. They never would, and they shouldnt. Mortons isnt in the business of delivering steaks to airports. Id even suggest that Mortons isnt in the business (much to the surprise of their owners) of serving steaks. Mortons is in the business of creating amazing customer service experiences. If you look at the comments in the blog post I wrote about the experience, youll nd that those whove dined with Mortons before werent surprised this happened. They all note that Mortons made their own dining experience a great one, whether it was treating a special occasion accordingly, or keeping the restaurant open for someone who found themselves on a delayed ight. Excellent customer service is taught to, and demanded from every Mortons employee from Day One -- and its that which allows social to scale. Forget about scaling social media. Focus on letting your customers do it for you by amazing them each time they interact with you. contd. next page >>
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When every customer is a broadcaster, you dont NEED to scale your social media.
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Thomas Baekdal writes about the ever-changing digital world encompassing social media, marketing, design
and technology. He also helps businesses to understand how these changes a ect their market and capabilities, providing strategic assistance and advice. You can follow Thomas on Twitter @baekdal or at his personal blog.
If you want do social media at scale, you must have a product that people care about following.
Its a great and very successful product that has been on sale since 1968. Many people like it, prefer it over other brands, and recommend it to their friends. But would you go to Facebook and like a page for a washing detergent? Of course not. You might like the product. You might even recommend it to friends. But its not a product that anyone deeply cares about. When you have products like that, spending $3 million to reach 100 million people during the Super Bowl is suddenly a much better deal than hiring 50 brand advocates. Those 50 people would never be able to reach the same volume, because the product is not socially compatible. contd. next page >>
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3. Personalizing Everything -- With social media, being personal, specic and direct is the secret sauce of social success. What you can scale are the tools, the resources, the processes and the workows that these people need to e ciently focus on advocating to the consumers. Of course, there is an even easier way to scale up social media for your enterprise. Focus on creating something people care about, something with a great purpose that isnt Lets optimize our revenue stream for our shareholders. If you make great products for people, based on a purpose that people care about, your social media will scale up all by itself. You might need to give it a push, but the biggest social e ect is what happens outside your page.
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Ready to Scale Your Social Engagement? Heres a quick assessment to help you discover where you stand.
Enterprise Structure For Social Strategy
1. What kind of Corporate Social Team do you have? (check all that apply) C-level executive with Social oversight - 5 Central Social and new technology task force - 4 Dedicated team with one of more FTEs - 3 Enterprise- subject matter experts with social responsibilities - 2 2. What kind of Corporate Social Strategy do you have? Dened, Well Executed - 5 Dened, Not Well Executed -4 Dened, Somewhat Executed -3 Undened -2 3. How is visibility managed across corporate social properties? Full Visibility and Audited -5 Full Visibility-Enterprise-wide -4 Visibility-Business Unit Level -3 Visibility-Team Level -2 No visibility -1 4. How consistent is Social branding with overall branding guidelines? Consistent - 5 Somewhat Consistent -4 Inconsistent -3 We do not have social branding guidelines -1
5. What of the following does your company currently have? (check all that apply) Company-wide social goals - 5 Company-wide training for social - 4 Formal social crisis plan and action log - 3 Procedures for handling social engagement -2 Social HR policies -1
6. For these policies, procedures and how much have they been adopted and enforced internally? Existing, broadly adopted, strictly enforced -5 Existing, broadly adopted, loosely enforced -4 Existing, but not broadly adopted -3 N/A - 0 contd. next page >>
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Ready to Scale Your Social Engagement? cont. Existing Functional Capabilities of Your Social Tools
1. MARKETING Does the Marketing team___________ (3 points for each) Associate every outgoing message with a campaign and keyword(s)? Report on campaign performance across all social networks? Amplify social communications with internal content suggestions? Support multiple social channels? Obtain a universal view of your customer regardless of social network? Build Social Applications for deployment on Web or Social Platforms? 3. CRISIS MANAGEMENT Does the team responsible for Crisis Preparation and Management do any of the following? (2 points for each) Prepare and deploy approved templates for enterprise-wide coordinated response? E ectively collaborate among multiple teams and track resolution of each inbound message? Leverage workows to ensure the appropriate teams review responses to sensitive and highly visible incoming messages Automatically identify key inuencers related to the issue?
2. CUSTOMER SERVICE AND FEEDBACK Does the Customer Service & Feedback group ____________ (2 points for each) Obtain, route, and respond to customer inquiries via Social Feedback Application? Use automatic and manual workow to route and escalate messages? Automatically analyze sentiment, intent, and priority of each social message? Have a process for handing PII and other sensitive information? Categorize and report on incoming issue types
Recruit employees via Social Applications? Monitor compliance with corporate social media policies and guidelines? Activity monitor employee discussion about the corporation online?
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RESULTS
If you scored.
0-39 points
40- 74 points
Your Enterprise is Social@Scale Level 2 Maturity. You may be looking for an enterprise-wide solution.
Recommendation: Review the 6 Must Haves for Every Enterprise Social RFP .
75-100 points
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Sprinklr
www.sprinklr.com