Presentation by Dave Fleet at BlogWorld & New Media Expo New York 2012. We’ve reached a critical point in the evolution of social media as a business tool. Gone are the days when the GMOOT (Get Me One Of Those) approach will get you anywhere – simply having a Twitter account, or a Facebook Page, isn’t enough. We’re at the point of social media saturation, and something’s got to give. This presentation examines six essential shifts that companies need to make in their approach to social media, from a shift towards social business, to better content planning, to improved measurement and more.

1. Six Important Shifts for
Social Media Strategy
Dave Fleet, VP Digital, Edelman
Edelman.com

2. @davefleet

4. What’s going wrong?

5. We’ve gone from this…

6. …to this.
!! <Grumble>

7. Shiny objects dominate discussion…

8. …as do shiny tactics

9. Basement punditry is prevalent

10. Fueled by a campfire mentality.
Flickr: usnationalarchives

11. We’re living in a fishbowl…
Flickr: Christian O. Harris

12. …while the “#Fail police” circle

13. Companies are using social like a slot machine
Flickr: ragingwire

15. 1. Social business
2. Objectives
3. Measurement
4. Integration
5. Content
6. Community Management

16. 1. Social Business: Step away from shiny

17. SOCIAL BUSINESS
Let the bees do the buzzing
Stock.schng: unaranja

18. SOCIAL BUSINESS
Change the conversation
• Ask “why”
• GMOOT  Business objectives
• Know when to step away

19. SOCIAL BUSINESS
Focus on the less shiny object

20. SOCIAL BUSINESS
The social brand is only half the puzzle
Programs
Community Management
Marketing
Customer Service
Communications
Events
Campaigns
Advocacy
Crisis
SOCIAL BRAND
(External)
Source:
Edelman 2011, edelmandigital.com

21. SOCIAL BUSINESS
Social business enables the social brand
Programs
Community Management
Marketing
Customer Service
Communications
Events
Campaigns
Advocacy
Crisis
SOCIAL BRAND SOCIAL BUSINESS
(External) (Internal)
Training
Process
Collaboration
Organization Models
Research & Development
Source:
Edelman 2011, edelmandigital.com
Policies & Guidelines
Knowledge Sharing
Culture
Infrastructure

22. SOCIAL BUSINESS
The social company integrates both
Programs
Community Management
Marketing
Customer Service
Communications
Events
Campaigns
Advocacy
Crisis
SOCIAL BRAND MEASURABLE OUTCOMES SOCIAL BUSINESS
(External) (Internal)
Training
Process
Collaboration
Organization Models
Research & Development
Source:
Edelman 2011, edelmandigital.com
Policies & Guidelines
Knowledge Sharing
Culture
Infrastructure

23. SOCIAL BUSINESS
From social tactics to social business
I • Steering Committee Identified • Social Enterprise Architecture • Partners Coordinated & Connected • Systems Integrated on Back End
N • Governance models in place Constructed To Internal Lead • Employees, Partners, &
T • Internal network deployed • Rules Of Engagement Circulated • Social CMS Tools & Internal Staffing Customers Connected
E • Listening tools & process in place • Early Adopter Training Initiated Formalized • Culture of Organization More
R • KPI/Measurement Framework • Monitoring/Analytics inform policy, • Regional Additions to Steering Adaptable
Established process and content Committee
N • People, Processes & Platform
• Policy established • Community Management Plan • Training Rolled Out In Across Maturity Well Established
A Activated Entire Organization
L • Center of Excellence Identified
CRAWL WALK RUN FLY
POLICY, PROCESS, PROCEDURE PROPERTY MANAGEMENT ECOSYSTEM ENGAGEMENT SOCIAL INNOVATION &
E INTEGRATION
X • Public Facing Moderation Policy • Social properties enhanced • Influencer Partnerships formed
T • Community Coordination • Voice and tone established • Platform Partnerships solidified • Ambassador Programs operating
E globally
• Content Development • Influencers identified • Engagement at scale established
R • Employees engaged systematically
• Controlled Paid Media in Social • Test & learn pilots launched • Coordination Exists Between
N Social, Owned, Mainstream & • Systems integrated on front end
• Content Published Across
A Multiple Properties Hybrid Properties • All business function integrate
Source: • Measurement, KPI’s Formalized & social layer
L
Edelman 2011, edelmandigital.com Standardized Across Organization • Product /service innovations result
AD HOC SOCIAL MEDIA TACTICS THE BUSINESS ITSELF IS SOCIAL

24. 2. Set better objectives

25. Stop setting the wrong objectives
OBJECTIVES
Specific
Measurable
Dumb Achievable
Relevant
Time-bound
Increase awareness of the benefits of a
Gain 100,000 followers specific attribute among female New Yorkers
aged 25-34 by 20% from June to September

26. The Strategy Pyramid
OBJECTIVES
Business
Objectives
Social Media
Goals
Program
Objectives
Strategy
Source: Dave Fleet
Edelman 2012, edelmandigital.com
Tactics

27. Setting better objectives
1.Tie back to business objectives
2.Consider the context
3.Stay above the “how” and “what”
4.Ensure objectives are measurable

28. 3. Measure against objectives

29. Measurement is a challenge for companies
MEASUREMENT

30. Problems with measurement
MEASUREMENT
1. Focusing on the wrong things
2. Unrealistic over true meanings
3. Made-up numbers
4. Lack of insights focus

31. Focus on the right things
MEASUREMENT

32. Know what the numbers mean
MEASUREMENT
“Right now you may
only reach 16% of your
fans each week.”

33. Declare war on made-up metrics
MEASUREMENT
“…multipliers are “silly” and should never be
applied unless proven to exist in a specific
case.” Barcelona Declaration of Research Principles, 2010
http://www.instituteforpr.org/2010/06/the-barcelona-declaration-of-research-principles/

34. Generate and drive insights
MEASUREMENT
Business Objectives
Measurable Insight-fueled Results
Course correction
objectives plans measurement
Strategy Planning Execution Assessment
Source: Dave Fleet
Edelman 2012, edelmandigital.com

35. Generate and drive insights
MEASUREMENT
BUILDS ON
EXISTING
COMMUNITY
EQUITY
ACTIVE ACTIVE
CAMPAIGN CAMPAIGN
SPIKE SPIKE
ABANDONMENT VALLEY
MANAGED COMMUNITY
CONSUMER CONVERSATIONS

36. Generate and drive insights
MEASUREMENT
Business Objectives
Measurable Insight-fueled Results
Course correction
objectives plans measurement
Strategy Planning Execution Assessment
Source: Dave Fleet
Edelman 2012, edelmandigital.com

37. We can’t measure in isolation
MEASUREMENT
Flickr: deartistzwei

38. 4. Integrate and bust silos

39. There’s a tug-of-war over social media
INTEGRATION
Flickr: JoePhilipson

40. Silos persist, but everyone wants social
INTEGRATION
marketing public human customer product
relations resources service development
“To stand out in a commoditized market, companies must understand what
customers truly value. The only way to do that is to break down the traditional,
often entrenched, silos and unite resources to focus directly on customer needs."
~Ranjay Gulati, Harvard Business Review

41. Transmedia storytelling
CONTENT

42. Four approaches to integration
INTEGRATION
1.Tactical execution
2.Reporting structures
3.Governance
4.Organizational models

43. Integrate at the tactical level
INTEGRATION
1.Co-opt others
2.Pay it forward
3.Think long-term
4.Work broadly

44. Integrate through reporting structures
INTEGRATION
44

45. Integrate through governance
INTEGRATION
INTEGRATION
B
GLOBAL DIGITAL SOCIAL P B = BRANDS, P = PARTNERS, O = OPERATIONS
SERVICES MEDIA
COMMITTEE
O
AGENCY
PARTNERS
SOCIAL YES L
WHICH BRAND PILOT RESULTS
MEDIA BRAND TEAM
BRAND? X PROGRAM REPORTED
COMMITTEE NO M
Source: Edelman 2011, edelmandigital.com
L = LAUNCH
TECHNOLOGY M = MEASURE
PARTNERS
PLANNING STRATEGY IMPLEMENTATION

46. Integrate through organization models
INTEGRATION
T
T T
BT
S D
BT BT
S D BRAND S D
STRATEGY BRAND OR BU BRAND T
Source: Edelman 2011, edelmandigital.com OR BU OR BU
T BT
BRAND BRAND S D
BT OR BU OR BU
S D
PLANNING &
T
BRAND COE BRAND
INTEGRATION
T
OR BU OR BU
BT BT
S D S D
BRAND BRAND
OR BU OR BU
T T
KEY BRAND BRAND
BT OR BU OR BU IMPLEMENTATION
BT: BRAND OR BUSINESS UNIT TEAMS BT
S D S D
T: TRADITIONAL T T
D: DIGITAL
S: SOCIAL BT BT
S D S D
46

47. 5. Create better content

48. Don’t just feed the beast
CONTENT

49. Consider:
CONTENT
Objectives
Source
Execution

50. Consider your content objectives
CONTENT

51. Stay interesting by curating
CONTENT
Source: Timo Elliott

52. Curation Cycle
CONTENT
Identify Frame Collaborate

53. Executing your content plan
CONTENT
1. Volume
2. Mix
3. Format

54. Content volume
CONTENT

55. Content mix
CONTENT

56. Content format
CONTENT
Animation
Video
Webinar
White Paper How-to
Audio
eBook
Chart
FAQ
Photo Podcast Tip sheet Presentation Interview
Infographic Cover photo Case Study

57. The 5 C’s of community
CONTENT

58. 6. Engage like a human

59. Embassies are your home away from home
COMMUNITY
Embassies are an
established presence
where interactions,
conversations and
participation are
facilitated by one or
more Ambassadors
of the brand or
organization who
manages them.

60. Other peoples’ outposts need envoys
COMMUNITY
Envoys are employees,
agents or members of
the public who are
willingly dispatched to
“outposts”—
properties that are not
owned or controlled
by the business, brand
or organization.

61. Even big companies get it wrong
COMMUNITY

62. Balance humanizing brands, with process
1.Embrace the 99%
2.Establish processes to
reduce risk

63. Choir-preaching brands miss the bigger opportunity
COMMUNITY
Critic Neutral Advocate
Sentiment

64. Engagement Framework
COMMUNITY
Source: David Armano,
Edelman 2011, edelmandigital.com

65. In summary...
1. Step away from the shiny object
2. Set better objectives
3. Measure against those objectives
4. Integrate and bust open silos
5. Plan and create better content
6. Engage like a human

66. Thank you
Dave Fleet, VP Digital, Edelman
Dave.Fleet [at] edelman.com | Edelman.com
Edelman.com