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SEWF Strategies for Social Media
Cezar Taurion discusses strategies for using social media effectively. He outlines three key elements needed for a social network to deliver value: contributions, volume of interaction, and number of participants. Successful strategies drive these elements. Social media must be integrated into the overall marketing plan. A listening and competitive research phase is important to understand conversations and positioning. Goals and an action plan framework provide execution guidance.
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SEWF Strategies for Social Media
- 1. Cezar Taurion, TechnicalEvangelist Strategies for Social Media Creating a social networking vision for your social enterprise https://w3-03.ibm.com/marketing/mi/mihome.nsf/pages/Social+Insights October 18, 2012 © 2010 IBM Corporation
- 2. © 2010 IBMCorporation
- 3. As coisas acontecemmuito rapido no mundo cada vez mais hiperconectado © 2010 IBM Corporation
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- 5. © 2010 IBMCorporation
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- 8. © 2010 IBMCorporation
- 9. Quem é estageração digital? Usam tecnologias digitais no seu dia a dia e esperam usá-las no trabalho. São early adopters por natureza. Entram no mundo online cada vez mais cedo... usam a Internet como laboratório social, para testar limites do relacionamento. Vivem em ritmo cada vez mais acelerado e são multitarefas (usam celular, MP3, PC...tudo ao mesmo tempo!) © 2010 IBM Corporation
- 10. 10 © 2010 IBM Corporation
- 11. © 2010 IBMCorporation
- 12. Uma nova família A NOVA CASA O NOVO PAI A NOVA MÃE O NOVO FILHO © 2010 IBM Corporation
- 13. Um novo ambientede trabalho A NOVA ORGANIZAÇÃO O NOVO CHEFE O NOVO ESCRITÓRIO A GLOBALIZAÇÃO © 2010 IBM Corporation
- 14. TUDO EM TEMPO REAL TECNOLOGIA PERVASIVA E COMPUTAÇÃO SOCIAL A SOCIEDADE CONECTADA UMA NOVO UMA NOVA AMBIENTE DE GERAÇÃO TRABALHO © 2010 IBM Corporation
- 15. A Social NetworkHas Three Requisite Elements That, When Combined, Deliver Network Value And Can Help Drive Business Results friend friend 3 Elements of Network Value 1. Contributions friend friend friend 2. Volume of Interaction me 3. Number of Participants friend friend friend Successful social media strategies drive these three elements 15 © 2012 IBM Corporation
- 16. In Every SocialNetwork, There Are Participants That Have The Ability To Influence Decision Makers New product announced. Social strategy $$$ kicks in $$$ Joe = Influential Blogger $$$ Jane = Influential $$$ Blogger © 2012 IBM Corporation
- 17. Challenge: How ToLeverage Social Media Within The Overall Marketing Plan The Traditional Four The Social Media Landscape P’s of Marketing VIDEO SHARING MICROBLOGS WIKIS SOCIAL NETWORKS (where publicly available) SOCIAL MEDIA NEWS PHOTO SHARING AGGREGATORS 17 © 2009 IBM Corporation
- 18. The social mediamarketing cycle, represents a continuous cycle. 1 2 Perform Understand Listening Competitive Research Position 10 3 Measure and Hold Action Plan Harvest Framework Insights Workshop 9 Empower Your 4 Advocates Link to Overall Marketing Strategy 8 Maximize 5 Content Develop Social Distribution Media Marketing Plan 7 6 Engage In The Develop Social Conversations Media Content 18 © 2009 IBM Corporation
- 19. 1. Perform ListeningResearch Listening tools allow you to understand What is currently being said (or not being said) about your brand in the social media. Who is talking about your brand. – Customers – Industry Influencers – Partners / Developers – Students Where those conversations are taking place. The tone and impact of those conversation 19 © 2012 IBM Corporation
- 20. 2. Understand CompetitivePosition A competitive assessment can uncover social capabilities and best of breed techniques your competition is using, but you aren’t • Understand how, where, and why the competitor is using the social media. • Inventory and assess a competitor’s social capabilities on their .com site and on the major social platforms • Perform an internal assessment to understand our strengths and weaknesses versus our competition. • Develop recommendations on how we can improve our competitive positioning. 20 © 2012 IBM Corporation
- 21. The Action PlanFramework provides an execution roadmap LISTEN UNDER- 1. People/Ecosystems: Who & Where Are They? STAND ENGAGE 2. Story Involvement: Are We Part of the PLAN Conversation? 3. Story Themes/Topics: Most Popular 4. Story Management: Are our key themes present in discussions and resonating with the marketplace? 5. Tactical Considerations Sections of the Recommendations & Goals report Assess/Benchmark Define Goal Actions/Program Evaluate Communications Most 44% of discussion around xxxx Raise % of our Through blog posts and.com sites, help define Change discussion and related topics is unbranded. branded links that viewpoint to why/how we developed our From is XX accounts for 15% of conversations offerings, as a reflection of our forward thinking Benchmark unbranded; conversation, we and XX each to 15% of the view. We can also move the needle here with an We ranks account for approx. 8%. The conversations active blogging and twitter strategy. And that third among rest of the conversation is includes having monitor discussions going on brands divided amongst a highly p le other blogs, tweets, and discussion forums discussed divergent array of brands E xam 21 © 2012 IBM Corporation
- 22. The Action PlanFramework provides an execution roadmap LISTEN UNDER- 1. People/Ecosystems: Who & Where Are They? STAND ENGAGE 2. Story Involvement: Are We Part of the PLAN Conversation? 3. Story Themes/Topics: Most Popular 4. Story Management: Are our key themes present in discussions and resonating with the marketplace? 5. Tactical Considerations Sections of the Recommendations & Goals report Assess/Benchmark Define Goal Action/Plan Evaluate Communications Our mentions •Our mentions tend to focus around their virtualization and •By end of 2Q, double •Execute on activities recommended account for data management solutions; our conversation focuses on our share of the above (blog, tweet, comment on 8% of the risk management from an IT standpoint. security conversation influencer blogs, etc.) Establish overall •XX is the most discussed brand in the security conversation, to 10%, & move our cadence of social activities. conversation, with a 5.5% share of that conversation (75% unbranded). brand from 3rd to 2nd in Change •Leverage existing our secruity- From ranking third •XX is mostly discussed on blogs by tech bloggers, brand rating. related social initiatives. Benchmark among the pundits/analysts, XX employees, consumers and IT •Hold our position as brands (#1: professionals p le the most widely XX, #2: YY) E xam discussed brand by these audiences 22 © 2012 IBM Corporation
- 23. 4. A CriticalStep Involves Linking The Social Media Plan To The Overall Marketing Strategy Critical Marketing Linkages • Marketing Manager Assigned • Set Desired SEO Keywords • Key Stories , Themes and Messages • Planned Campaigns, Events and Product Launches 1 2 Perform Understand Listening Competitive Research Position 10 3 Measure and Hold Action Plan Harvest Framework Insights Workshop 9 Empower Your 4 Link to Overall Advocates Marketing Strategy 8 Maximize Content 5 Develop Social Distribution Media Marketing Plan 7 Engage In 6 Develop The Social Media Conversations Content 23 © 2012 IBM Corporation
- 24. 4. Link SocialStrategy to Overall Marketing Strategy Critical Marketing Linkages • Marketing Manager Assigned • Set Desired Tag / SEO Keywords Some Example Objectives Of A • Key Stories , Themes and Messages Social Strategy • Planned Campaigns, Events and Product Launches • Listen and Learn • Build Relationships Understand what you want to accomplish. • Improve Brand Reputation • Content Generation Support or link to goals in your overall • Search Engine Optimization marketing strategy. • Customer / Partner Support Gain support from all levels of the • Idea Generation organization. • Promoting Action • Drive to Website The Social Strategy objectives should be “SMART” (specific, measurable, attainable, realistic, and time-based). 24 © 2012 IBM Corporation
- 25. 5. Step 5:Develop, Launch and Manage The Plan. 1 2 Perform Understand Listening Competitive Research Position 10 3 Measure and Hold Action Plan Harvest Framework Insights Workshop 9 Empower Your 4 Link to Overall Advocates Marketing Strategy 8 Maximize Content 5 Develop Social Distribution Media Marketing Plan 7 Engage In 6 Develop The Social Media Conversations Content Offering / Marketing Mgr. • Hosts Action Plan Framework Workshop • Determines SM objectives and documents SM marketing plan • Develops, launches, and manages SM plan through entire next cycle 25 © 2012 IBM Corporation
- 26. 6. Develop AContent Inventory and Distribution Plan Developing a SM Content and Channel Distribution Plan • What content do we have? What do we need to develop? • What channels and social platforms will we use? 26 © 2009 IBM Corporation
- 27. Determine Social MediaTools and Channels Tool / Channel Purpose and Strategy Monitoring Tool Listening to existing conversations. Understanding influencers. Measurement Tool Analytics, dashboard, benchmark measurements, Detailed thought leadership content, case studies, links to all Corporate Website Social channels. Collaboration space, customer care, forums, influencer programs, Community site idea generation Corporate Blogs Thought leadership, depth, engagement, linking & guest posts Employee SME Blogs/Microblogs Thought leadership, depth, engagement, linking Influencer & Analyst Blogs/Twitter Engage, Influence, Develop brand advocates Twitter Headlines, engage, sales, solve service issues, competitor insight Facebook Social, friendly, recruiting, link to community and blog, video LinkedIn Groups, engagement, networking, recruiting YouTube Videos, interviews, case studies, brand awareness SlideShare Content sharing, thought leadership 27 © 2009 IBM Corporation
- 28. Social Media usagehistory Spring 2012 Social Media User Statistics 4 LinkedIn 150M in Spring 2012; 175M users August 2012 3 http://www.searchenginejournal.com/the-growth-of-social-media-an-infographic/32788/ 4 http://blog.tweetsmarter.com/social-media/spring-2012-social-media-user-statistics/ © 2009 IBM Corporation 28
- 29. Social Platforms © 2009 IBM Corporation
- 30. Steps 7-9: ThePlan Gets Implemented and We Monitor The Social Media Conversations in Real-Time. 1 2 Perform Understand Listening Competitive Research Position 10 3 Measure and Hold Action Plan Harvest Framework Insights Workshop 9 Empower Your 4 Link to Overall Advocates Marketing Strategy 8 Maximize Monitor Content 5 Develop Social Social Media Distribution Media Marketing Plan Use Real Time Dashboard 7 Engage In 6 Develop Tools The Social Media Conversations Content 30 © 2012 IBM Corporation
- 31. 7. Engage InConversations Social media platforms help facilitate conversations between individuals, not companies. This step is all about building relationships with target audiences. People want to have conversations with company representatives who are… • Experts in their area, • Passionate about their work ,and • Empowered to act on the feedback they receive from the community.. 31 © 2012 IBM Corporation
- 32. 8. Maximize ContentDistribution Based upon your objectives and target audience, there are different social media spaces in which we recommend they participate. Key Objectives – Drive content across networks – Achieve optimal exposure – Strive for consistent social experience. – Increase participation 32 © 2012 IBM Corporation
- 33. 9. Empower YourAdvocates Advocates are trusted members (non-employees) of the online communities who can help you achieve your social objectives. Why develop advocates? How to create advocates? – Build brand loyalists. – Engagement (conversation) – Empower them to positively – Transparency (visibility) influence others – Authenticity (honesty, straightforward behavior) 33 © 2012 IBM Corporation
- 34. 10. Measure andHarvest Insights For Management Review and For Input Into The Research Plan For The Next Cycle. Review Cycle 1 2 Perform Understand Listening Competitive Research Position 10 3 Measure and Hold Action Plan Harvest Framework Insights Workshop 9 Empower Your 4 Link to Overall Advocates Marketing Strategy 8 Maximize Content 5 Develop Social Distribution Media Marketing Plan 7 Engage In 6 Develop The Social Media Conversations Content 34 © 2012 IBM Corporation
- 35. 10. Measure andHarvest Insights This is perhaps the most important, but also the most challenging step in the seven step social media marketing process Why understand the impact? – Measure progress. – Quantify return on investment – Benchmark against future efforts. 35 © 2012 IBM Corporation
- 36. NA ERA DIGITAL, TODOSNÓS SOMOS PRODUTORES DE CONTEÚDO © 2012 IBM Corporation
- 37. O CONHECIMENTO EA CAPACIDADE DE INOVAÇÃO DENTRO DAS EMPRESAS UM TESOURO ENTERRADO © 2012 IBM Corporation
- 38. MÍDIAS SOCIAIS NASEMPRESAS UMA JORNADA © 2012 IBM Corporation
- 39. A MAIOR BARREIRAPARA INTRODUÇÃO DAS MÍDIAS SOCIAIS SÃO OS LÍDERES DAS EMPRESAS • REPUTAÇÃO DA EMPRESA • SEGURANÇA DAS INFORMAÇÕES • PRODUTIVIDADE “Social Media: Embracing the Opportunities, Averting the Risks” – EUA - Russel Herder e Ethos Business Law - 438 entrevistas online realizadas em julho/2009 com executivos de empresas dos EUA © 2012 IBM Corporation
- 40. 64% DOS CEOSDAS MAIORES EMPRESAS DO MUNDO NÃO ESTÃO PRESENTES NAS MÍDIAS SOCIAIS APENAS 12% DOS CEOS TÊM PERFIL NO TWITTER OU FACEBOOK Socializing your CEO: from (un)social to social - Weber Shandwick – pesquisas com os CEOs das 50 maiores empresas do mundo © 2012 IBM Corporation
- 41. MAIS DE 50%DAS EMPRESAS BLOQUEIAM O ACESSO DE SEUS FUNCIONÁRIOS ÀS MÍDIAS SOCIAIS © 2012 IBM Corporation
- 42. A MAIORIA DASEMPRESAS AINDA TRATA AS MÍDIAS SOCIAIS COMO UM PROBLEMA E RISCO •24% DAS EMPRESAS APLICARAM ALGUMA AÇÃO DISCIPLINAR EM FUNCIONÁRIOS QUE VIOLARAM AS POLÍTICAS DE USO DE BLOGS •11% REPORTARAM QUE DEMITIRAM FUNCIONÁRIOS POR TAL VIOLAÇÃO Proofpoint - Outbound Email and Data Loss Prevention in Today’s Enterprise 2010 - 261 empresas entrevistadas com mais de 1 mil empregados. © 2012 IBM Corporation
- 43. OS FUNCIONÁRIOS QUE USAM MÍDIAS SOCIAIS NO TRABALHO SÃO 9% MAIS PRODUTIVOS QUE AQUELES QUE NÃO USAM Fonte: Estudo da Universidade de Melbourne 2009 © 2012 IBM Corporation
- 44. REDES SOCIAIS NASEMPRESAS: UM PROCESSO EVOLUTIVO INFORMAÇÃO E MARKETING ENGAJAMENTO DOS FUNCIONÁRIOS ATENDIMENTO AOS CLIENTES DESENVOLVIMENTO DA FORÇA DE RELACIONAMENTO TRABALHO COM O MERCADO INOVAÇÃO COLABORATIVA © 2012 IBM Corporation
- 45. REDES SOCIAIS NASEMPRESAS: UM PROCESSO EVOLUTIVO AMBIENTE AMBIENTE AMBIENTE FECHADO CONTROLADO LIVRE INFORMAÇÃO COLABORAÇÃO HIERARQUIA COMUNIDADES © 2012 IBM Corporation
- 46. UM AMBIENTE COLABORATIVO ATRAVÉSDAS FERRAMENTAS DE MÍDIAS SOCIAIS... POTENCIALIZA AS COMUNIDADES CRIA NOVOS RELACIONAMENTOS CRIA ILHAS DE COMPETÊNCIA DESCOBRE TALENTOS E EXPERTS IDENTIFICA OS INFLUENCIADORES © 2012 IBM Corporation
- 47. Futuro se tornapassado rapidamente! © 2012 IBM Corporation
- 48. Cezar Taurion [email protected] www.ibm.com/developerworks/blogs/page/ctaurion @ctaurion Facebook, Linkedin, BranchOut Obrigado pela Atenção , 2012 © 2012 IBM Corporation