Organization models for social media - What is a good organization model for a mid size company, implementing a social media engagement strategy? - How one person can make a difference in an SMB organization! Challenge: How can a “social media campaign” actually be successful if the rest of the company does business as usual? Many social media “strategies” are really just some tactical ideas with little impact to the business success. Consultants get fired and careers stale due to some basic lack of understanding. A company with more than 20 people need to think through the organizational implications. Objective This webinar shall give you the foundation and the most important insight to to setup a good organization model to successfully engage with customers, prospects, new customers and partners through social media.

1. Organization models for social media

2. Speaker Introduction Axel Schultze is the founder and president of the Social Media Academy. He is an accomplished entrepreneur and experienced executive in the fields of social media, Software as a Service and global alliance management. He is an author, chaired Groups in industry associations and won the SF Entrepreneur Award in 2008. Axel SchultzePresident XeeSM.com/AxelS

3. Elevate your point of view for the next 50 minutes Get away from the tools, blogs, campaigns and the other noise and elevate your point of view Take off and have a look at the social media world from outer space. Get a holistic view, let’s think business, implications and the consequential development.

4. Let’s start with YOU, ME, all of us When you select a brand or product You read blogs You check forums or online groups You get some feedback in Twitter or other tools You ask friends in your social network When you are “ready to buy” your brand and product decision is pretty much set in stone Most of us ignore advertising Most of us dismiss cold calls Most of us through mail in the waste basket Most of us have spam filters Most of us have changed

5. Now let’s look at our companies The current way of doing business: Buy contact lists, do mail shots From small Google ads to bill boards Augment lead generation with cold calls Qualify, engage, try selling … Compete harder then ever – lower profits than ever Lead flow dried out The previous slide indicated: A brand decision is made before a sales process even began. A huge disconnect between company and market

6. Why social media IS NOT marketing Why it appears so: Because marketing is the only budget an average social media “expert” can tap into. Why it is not: The most asked question: “Has anybody experience with…” The second most searched term: “I have problems with…” Customers want to talk to real people – not to a “campaign” Customers have something important to say and need somebody to listen Customers have a voice that an operations manager should be able to hear

7. Social media is where customers meet customers forexperience, skill development, failure prevention…

8. Social Media Stories / Cases Domino Pizza– Video causing disaster Mattel – Mother’s feedback – Awareness Starbucks – Customer Co-Creation of business Burger King – Attention Deficit – Drop your friends Blend Tec – Video Clip – Awareness Dell – Holistic approach - Revenue LinkSys – customers help customers – support cost Cisco – Partner Engagement Skittles – Lot of noise – but new business? eBags – Product Quality Engagement +30% Salesforce.com – Idea Exchange The larger portion of social media engagement is based on a tactical marketing idea – rather than a customer experience driven holistic business strategy.

9. Social Media A strategic approach

10. A strategic Model Assessing what your customers, partners and the market has to say Analyze your strength and weakness, opportunities and threats Develop a strategy based on your findings Create a plan to execute the strategy Build out an organizational structure that allows you to actually execute the strategy Measure, model and tune your progress and results

11. Most likely corporate social media scenario Company need to be more approachable and provide better touch points for customers and prospects Service response time and quality is not satisfactory – need improvements Product features do not exactly match what customers really want Overly advertised products do not meet expectation Product availability does not match consumer requirements The social media requirements span everything from support, product definition, availability, sales, marketing and business approachability.

12. Developing a social media strategy 10 Questions to ask for forming a profound social media strategy What is the purpose of the engagement? What are the main topics in the eco system? What are the top goals of our customers? What are our partners doing? Which internal groups need to be involved? What benefits can we offer? What will we need to do to achieve our and our customers objectives? How will we leverage our team, partners and other resources? What tools and places are important? How will we measure progress and success? Don’t walk because it is too complex – make it work

13. Cross functional Social Media engagement Product Management Connect with the market, listen to customers, give them part ownership, co-create what they want The most economic way to introduce a new product Support Group Augmenting support forces with engaged customers is more powerful and less costly than an outsourced call center and improves the customer experience Logistics and Procurement Trend analysis through a vast open network - think of the implication to procurement Sales Social selling is theoretically not new – yet with the new tools we see an 5X in productivity increase over traditional outbound sales calls Marketing The biggest change in marketing history – don’t market INTO but WITH your ecosystem

14. What are we talking about

15. Managing a community 180 large farmers in Brazil Over 500 groups and communities 800 US Customers It takes probably 1-3 people in different countriesto properly engage and leverage that ecosystem Over 500 groups from New Holland

16. Social Media Leverage IS Orchestration, big time Managing an ecosystem of thousands of customers and hundreds of partners with hundreds of team mates requires some planning Topics, timelines, sentiments and news need to be covered and at the same time company news, product launches, product updates, technology introductions, organizational changes need to be orchestrated AGAIN: Customer Service, Support, Product Management, Sales, Procurement…

17. STOP !!!! You cannot tweet and chat with your customers without the involvement of sales You cannot discuss topics in a forum without the involvement of your support team You cannot have a product feature dialog without the participation of your product managers You cannot explore trends and demands without the inclusion of your procurement department

18. Social Media An organizational challenge

19. From a vertical to a horizontal structure PAST A small group maybe in marketing focusing on social media “doer” Managing the social media places and spaces and engaging with the communities Posting blog posts, dealing with comments and taking care of the communities The rest of the organization continues with business as usual FUTURE The Social Media Service Team (ComStar™) Works as an internal service team supporting all relevant departments The whole organization develops a more connected approach organically

20. Social Media Growth Phase I A few people blog, tweet, random noise A “strategy” evolves based on some social media marketing ideas Phase II Lack of impact elevates the topic and some major social media campaigns get developed The rest of the company does “business as usual” Phase III Lack of impact – or worst – negative impact brings the engagement to a complete review A cross functional engagement strategy is on the agenda – social media rock stars are questioned A structural shift from isolated blogging and tweeting social media teams – to a social media service group.

21. Social Media Team Responsibility The social media teams may grow and have different objectives, tasks, responsibilities and support different departments Social relationships are like assets and other values and need to be treated that way Like Finance and IT, the Social Media Team will service all aspects of an organization’s ecosystem The core responsibilities include: Initial and ongoing assessment Managing the social media strategy Orchestrating internal and external resources around the demand of the ecosystem Managing and reporting progress and objective achievements

22. Organization Size Social media team considerations for different company sizes: Small business 20-100 employees SMT most likely 1-3 people SMB 100-1,000 employees SMT most likely 3-6 people Enterprise > 1,000 employees Country organizations Product line or brand organizations SMT may grow to 500+ people It’s probably all initiated by one person!

23. Tools Selection – What makes sense for business ONLY IF WE KNOW: What customers want What the objectives are How support needs tobe involved What role PM plays How sales will get engaged How marketing will be involved What our strategy is… THEN WE SELECT THE APPROPRIATE TOOLS AND ENGAGE

24. Reporting – Reporting - Reporting Network size Connection strength Influence Social Capital Sentiment Communication frequency Authority level …

25. Methodical approach versus a “campaign” Objective driven “Creating a better business experience for the respective eco system” Methodical assessment of the social landscape, customers, prospects, influencer, sentiments, brand presence, partners and competitors. Creating a strategy, a media plan, using tools and frameworks to make that possible for an enterprise Developing a strategic social media service organization Result: Turning a company into a well recognized, approachable, and highly competitive organization!

26. Some of the key methodologies (5 out of 7) Four Quadrant Assessment Methodology Customer, Brand, Partner, Competition Hexagon Strategy Framework Goals, Mission, Benefits, Action, Programs, Reporting NCP Model Network – Contribution – Participation ComStar Organization Model A Social Media Service Architecture Advocacy Driven Engagement Model Advocacy is the currency for customer satisfaction and business success

27. The new social media manager Start with an assessment for the eco system you are currently responsible Share it with others and help them do the same Develop a strategy that makes sense for the customers Again work with others and guide and support them Help the respective departments to understand that they need to remain responsible and keep control Develop a position of guidance and support, with ongoing monitoring you help the company to stay on top of things. Build your position on proven methodologies

28. Social Media AcademyLeadership Class

29. The Key Elements Of The Leadership Class Cross functional business approach Social media assessment method Social media strategy framework Functional social media in sales, marketing, support, HR, logistics, product development Tools, places & communities Detailed presence & execution plan Reporting & analytics Budgets, resources, ROI Corporate organization strategy Consulting & team building MethodsModelsFrameworks

30. Leadership Class Details Online Entrance Examination (required) All sessions are instructor lead online classes US Morning Session 08:00 AM (PST) US Evening Session 05:00 PM (PST) EU Session starting 16:00 (BST) London time AU Session starting 10:00 AM Sydney Time Classes are 20 – 25 people max Leadership Class, $3,195 /AU$3,920 / £1,960* Admission at: http://www.socialmedia-academy.com payment: paypal or credit card * = Gold Member

31. Social Media Academy Team Axel Schultze Marita Roebkes John Todor Adrienne Corn Walter Adamson Kevin Mannion

32. Social Media Academy Alumni Xeesm.com/KM Xeesm.com/LaureenEarnest Xeesm.com/MikeDubrall Xeesm.com/NancyChou Xeesm.com/TomSwift Xeesm.com/SusanRice Xeesm.com/CatherineSherwood Xeesm.com/MarkEldridge Xeesm.com/ElsomEldridge Xeesm.com/SteveGasser Xeesm.com/MatthiasBeckman Xeesm.com/MatsonSparling Xeesm.com/WendySoucie Xeesm.com/LisaRobb Xeesm.com/RMarkMoore Xeesm.com/BarbaraDaniels Xeesm.com/SpecialeXeesm.com/LamiaLee Xeesm.com/BoughtyXeesm.com/Walter

33. ThankYou (650) 384-0057 info@socialmedia-academy.com © 2009 Social Media Academy. All rights reserved. This content is protected under the copyright law of the United States. It is prohibited to make full or partial copies or extractions of this documentation without the explicit written approval from the Social Media Academy. All materials contained herein are the property of the Social Media Academy and its faculty and may only be used, by an enrolled student for his or her own educational benefit. Social Media Academy | 228 Hamilton Ave. | Palo Alto, CA 94301 | (650) 384-0057

34. About The Social Media Academy is an education and research institute providing education for business professionals from all industries on how to best apply social media to their respective businesses. The main emphasis is to help business managers and consultant to get a comprehensive education on Social Media, including strategy development, planning, execution, tools, resources ways to report and analyze development and success and help understand the evolutionary changes in our society. As part of the educational development, the Social Media Academy conducts research exploring the ongoing changes in the field and support the continuous learning process as well as monitor ongoing changes in the field. The main course is the institute’s leadership class which focuses on how to plan, implement and engage with social media in all business areas including marketing, sales, product development, service & support, logistics, administration and engineering. The Social Media Academy is based in Palo Alto, California. For more information go to http://www.socialmedia-academy.com