Resource Planning for Social Media Marketing - EBriks Infotech

1. Resource Planning Considerations for
Social Media

2. I said I would talk about
• How many people should you hire and what roles should
they have?
• What business processes do you need to manage the
program?
• What are the KPIs you need to look at and how do you
troubleshoot when they are off from goal?
• What technologies do you need and what does it take to get
them in place?
• What specific metrics should you use to validate social
media projects and determine future investment?
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3. That is too much to cover in detail
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4. Why do we care?
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5. Social Media Usage is Exploding
• 3 out of 4 Americans use social technology*
* Forrester, The Growth Of Social Technology Adoption, 2008
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6. Social Media Usage is Exploding
• 3 out of 4 Americans use social technology
• 2/3 of the global internet population visit social networks*
* Nielsen, Global Faces & Networked Places, 2009
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7. Social Media Usage is Exploding
• 3 out of 4 Americans use social technology
• 2/3 of the global internet population visit social networks
• Visiting social sites is ahead of personal email as the 4th
most popular online activity*
* Nielsen, Global Faces & Networked Places, 2009
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8. Social Media Usage is Exploding
• 3 out of 4 Americans use social technology
• 2/3 of the global internet population visit social networks
• Visiting social sites is ahead of personal email as the 4th
most popular online activity
• And, it’s growing at 3X the rate of the overall Internet*
* Nielsen, Global Faces & Networked Places, 2009
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9. It’s changing your customers expectations
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10. 93% OF SOCIAL MEDIA USERS
BELIEVE A COMPANY SHOULD HAVE
A PRESENCE IN SOCIAL MEDIA
CONE, BUSINESS IN SOCIAL MEDIA STUDY, SEPTEMBER 2008
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11. 85% BELIEVE THAT A COMPANY
SHOULD GO FURTHER AND ALSO
INTERACT WITH ITS CUSTOMERS
CONE, BUSINESS IN SOCIAL MEDIA STUDY, SEPTEMBER 2008
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12. You should know it’s not media
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13. It’s communication
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14. Every department uses communication
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15. But, I’m going to focus on marketing
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16. Specifically I’ll discuss
• Staffing
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17. Specifically I’ll discuss
• Staffing
• Business Processes
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18. Specifically I’ll discuss
• Staffing
• Business Processes
• Technology
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19. Specifically I’ll discuss
•
•
•
•
Staffing
Business Processes
Technology
Measurement and Decision Making
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20. Specifically I’ll discuss
•
•
•
•
Staffing
Business Processes
Technology
Measurement and Decision Making
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21. Staffing
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22. How are the top brands staffed?
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23. How are the top brands staffed?
• 11 channels
• 6 people
Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf

24. How are the top brands staffed?
• 11 channels
– 35 Twitter accounts
• 22+ people
Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf and http://www.dell.com/twitter

25. How are the top brands staffed?
• 10 channels
– 6 yr. old community with 1.7
MM users
• 35 people
Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf

26. How are the top brands staffed?
• 9+ channels
• 1,400+ people
Source: http://twitter.com/TWELPFORCE/status/3451116686

27. What return are they seeing?
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28. What return are they seeing?
• Activity x Channels = Engagement
Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf

29. What return are they seeing?
1. Mavens
–
High activity, many channels
2. Butterflies
–
Low activity, many channels
3. Selectives
–
High activity, few channels
4. Wallflowers
–
Low activity, few channels
Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf

30. What return are they seeing?
Source: http://www.engagementdb.com/downloads/ENGAGEMENTdb_Report_2009.pdf

31. Example Structure
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32. Example Structure
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33. Example Structure
Leadership
CMO/VP
Director
Program
Director
Managers
Social
Networking
Social
Indexing
Blogging
Monitoring
Measurement
Networkers
Indexers
Bloggers
Monitors
Analysts
Doers
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34. Example Structure
Leadership
CMO/VP
Director
Program
Director
Managers
Social
Networking
Social
Indexing
Blogging
Monitoring
Measurement
Networkers
Indexers
Bloggers
Monitors
Analysts
Doers
Smaller programs either won’t need this layer or
will have fewer in it
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35. Example Structure
Leadership
CMO/VP
Director
Program
Director
Managers
Social
Networking
Social
Indexing
Blogging
Monitoring
Measurement
Networkers
Indexers
Bloggers
Monitors
Analysts
Doers
You may need more or less people depending
how many channels you’re in.
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36. Example Structure
Leadership
CMO/VP
Director
Program
Director
Managers
Social
Networking
Social
Indexing
Blogging
Monitoring
Measurement
Networkers
Indexers
Bloggers
Monitors
Analysts
Doers
Supporting roles scale with channel staff
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37. Business Processes
37

38. Operational Models
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39. Operational Models
Call Center Model
Dedicated staff exclusively focused on social communication
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40. Operational Models
Call Center Model
Pros
Cons
• Focused staff
• Can be outsourced
• Highly scalable
• Relationship segregation
• Requires additional staff
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41. Operational Models
Hub and Spoke Model
Marketing
Support
Monitoring
Team
Sales
Product
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42. Operational Models
Hub and Spoke Model
Pros
Cons
• Uses existing staff
• Can be a distraction from
key priorities
• Improves the relationship
customers, partners, media, • Response times can be
and others with core staff
slow
• Staff is “plugged in”
• May not be able to support
volume for large brands
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43. Operational Models
• It’s not necessarily about hiring new people, it’s
reconsidering what they’re doing.
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44. Operational Models
• It’s not necessarily about hiring new people, it’s
reconsidering what they’re doing.
• It’s not about eliminating conversation, it’s about generating
more activity. Remember, it’s the Mavens that see financial
performance gains.
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45. Common Processes
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46. Common Processes
• Publishing
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47. Common Processes
• Publishing
• Response
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48. Common Processes
• Publishing
• Response
• Outreach
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49. Common Processes
•
•
•
•
Publishing
Response
Outreach
Networking
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50. Common Processes
•
•
•
•
•
Publishing
Response
Outreach
Networking
Monitoring
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51. Common Processes
•
•
•
•
•
•
Publishing
Response
Outreach
Networking
Monitoring
Governance
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52. Example Workflow
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53. Example Workflow
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56. Technology
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57. Types of Tools
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58. Types of Tools
Monitoring
•
•
•
•
Aggregation
Filtering/Sorting
NLP
Analysis
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59. Types of Tools
• Collection
• Processing
• Visualization
Measurement
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60. Types of Tools
• Contacts
• Context
Relationship
Management
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61. Types of Tools
• Delegation
• Supervision
• Coordination
Workflow
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62. Types of Tools
• Editing
• Storage
• Delivery
Publishing
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63. Example Configuration
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64. Example Configuration
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65. Measurement &
Decision Making
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66. High-Level KPIs

67. High-Level KPIs
Mentions
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68. High-Level KPIs
Mentions
Traffic
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69. High-Level KPIs
Mentions
Traffic
Conversions
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70. High-Level KPIs
Mentions
Traffic
Conversions
Leads
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71. High-Level KPIs
Mentions
Traffic
Conversions
Leads
Opps
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72. High-Level KPIs
Mentions
Traffic
Conversions
Leads
Opps
Sales
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73. High-Level KPIs
Mentions
Traffic
Conversions
Leads
Opps
Sales
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74. Channel Health Indicators
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75. Channel Health Indicators
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76. Channel Health Indicators
• It goes much deeper
– Group behavior
– Social dynamics
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77. Property Health Indicators
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78. Property Health Indicators
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79. Example Decision Making
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80. Example Decision Making
• Measure which messages on which channels deliver value
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81. Example Decision Making
• Measure which messages on which channels deliver value
• Requires an integration between social media monitoring
and analytics to close the loop
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82. Example Decision Making
Mentions
Traffic
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Conversions

83. Thank you!
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