Social Media Management - Phase 2 (optimize)

© 2015 AZBlue | www.AZblueinc.com
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SOCIAL MEDIA MANAGEMENT SERIES
PHASE 2 - OPTIMIZE
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THE EVOLUTIONARY PROCESS
1. Overview – Imagine!
2. Social Management – Phase 1 (Design)
3. Social Management – Phase 2 (Optimize)
– Deliverable: Operational Roadmap
4. Social Management – Phase 3 (Build)
– Deliverable: Operational Management Document
5. Social Management – Phase 4 (Manage)
– Deliverable: User Scenarios
6. Social Management – Phase 5 (Professional Brand-building)
7. Social Management – Phase 6 (Sales)
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OPTIMIZE BUILD MANAGEDESIGN

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THE EVOLUTION OF BRANDS & SOCIAL MEDIA MANAGEMENT
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Social Brand – Highly interactive and
engaged brand uses social media to…
• connect with consumers &
customers by anticipating their
needs (based on previous)
• drive conversation with constant
questions and engaging content
• provide a long-term platform to
inspire advocacy and reward loyalty
• highlight the personality of the
brand thru people & relationships
(vs. corporations)
• connect consumer interaction to
brand KPI’s/ROI
• continuously engages in dialog with
consumers – not afraid to turn the
power of thought to the community
• empower the consumer to speak
• share information and provide
insider access
• continuously understand the
changing landscape of their market,
customer and competitor
• lead rather than follow the market
Social Marketer – Data driven brand
uses social media to…
• create, grow and manage user
communities
• support paid media investment
through content calendars
• measure marketing results thru
actions (clicks, likes, follows,
shares)
• respond to issues that impact
brand perception (Care & PR)
• occasionally start limited
engagement with closed-ended
comments
Social User – Activity-driven brand
uses social media to…
• measure traffic and sentiment
• craft social tactics around user
generated actions (channels, clicks,
sentiment)
• determine success metrics thru
quantitative analysis
• reactively change tactics (rare to no
engagement)
Social Monitoring Tools
Social Center of Excellence
Social Command Center
Profitability/Margin
No Risk/Reward - Safe Low Risk/Reward – Utilitarian High Risk/Reward – Interactive & Intuitive
Human
Technology

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SOCIAL  MANAGEMENT  OPTIMIZATION
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Creation of a highly efficient social management platform by a)
determining the long-term needs of the business, b) assessing the current
assets/processes of the business and c) building a roadmap to becoming a
Social Media Center of Excellence

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Getting Started…A Few Questions

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SOCIAL MANAGEMENT OPTIMIZATION
How to get started?
• Create of a cross-organizational working team to develop and enterprise-wide social
media strategy to optimize corporate assets, content, skills & technology investments
What happens first?
• Create a roadmap to determine what the “end state” will look like organizationally,
operationally and objectives to build towards
What happens next?
• Create a series of workshops with the participating groups (vendors & suppliers too) to
understand common needs, obstacles, assets and goals
What else?
• Create a Steering Committee and/or Senior Leadership
Champion to help manage the process remove obstacles
and present needs to the Executive Level/C-Suite
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SOCIAL MANAGEMENT OPTIMIZATION PROCESS
• Issues
• Social Management Workshop
• Organizational Re-alignment
• Social Management Platform[s]
– Social Listening
– Community Management
– Marketing/Content Management
– Social Care
– Social Management Response Center (SMRC)…
– Social Center of Excellence
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OPTIMIZATION 1.0
Organizational Alignment

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SMP Optimization – Organization [re-] alignment
• The process of leading clients through a series of audits, reviews, workshops
and training to provide solutions around:
– Creation of an integrated, consistent approach around social media that combines
and optimizes the use of resources, tools, budget, metrics and tactics across the
Enterprise
– Development of a single set of standards and Best Practices around the Brand that
provides a means to maximize it’s impact within Social Media and ROI
– Delivery of a strategic solution that allows the client to focus their resources on
delivering a highly visible brand experience within Social Media a single approach
and voice.
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THE CHALLENGE TO THE ENTERPRISE
• Structuring for Social Media continues to be a significant challenge for
large corporations. Their current practices spans at least 5 different
groups and no less than 25 employees.
• In order to provide insight into a solution, the following were reviewed:
– Industry Expert insights
– Internal POV documents
– Cross Team Organizational Workshop
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Organizations should look at social media governance as a
way to re-think traditional ownership roles in their
organization. When this type of governance is based on
open discussion and mutual respect instead of turf-
protecting and power grabs, who owns what becomes less
important and who KNOWS what becomes more important.Steve Radick
SM Strategist – Booz Allen

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SOLUTION: HYBRID VERSION OF CROSS-FUNCTIONAL
ORGANIZATION MODEL
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– A Social Management leader [Director Level] to
provide a voice for the board/ council to Senior
Leadership, coordinate and allocate resources as
needed.
– Governance Board/Council
consisting of representatives
from each group to bring
issues, needs, ideas, solutions
and “passion” to the forefront
with a singular focus on
customer.
– Social Management Working
Team to plan, coordinate and
activate cross-team initiatives
and identify issues.
8+ Member Social Management Governance Board
[2 Director Level Members from each Organization}
OCE
Working
Team
MarCom
Working
Team
CorpCom
Working
Team
Legal
Working
Team
BU
Working
Team
Social
Managem
ent
Director

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MOST BRANDS COMPARED TO BEST PRACTICES
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ATTRIBUTE BEST PRACTICE MOST BRANDS RATING
Strategy
Broad active support from impacted groups
with concise cross functional alignment
Multiple Groups , pockets of communication
and collaboration, No collective shared
strategy
Low
Roles/
Organization
Business & Technology Strategist often
centralized with the Org owning P&L. Multiple
“Community Managers” in place with strong
cross functional relationships.
7 Different Organizations with no central
leadership or strategy. Independent needs,
metrics and strategies
Low
Experimentation
Culture
Creation of a safe place to experiment and
learn quickly. A culture that is risk tolerant
Good understanding of the need across
organizations that risk is required but still a
strong fear based undertone
Medium
Process/
Metrics
Elimination of red tape empowering rapid
responses. A single system to keep teams
informed and measuring common metrics
Processes in place in certain areas. Product
ingests Ratings and reviews into official
vendor review processes. Different metrics
and tools utilized
Medium
Corporate
Buy-In
High levels of Executive Buy-in and
encouragement to experiment and drive into
the culture
Pockets of Executive participation, Ninja
Program endorsed, community and social
media not consistently leveraged or
understood at exec levels
Mid-High
SOURCE = “How to Organize Your Company For Social Computing” Forrester June 2009

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The Starting Point – SM Workshop
• In order to get each of the primary users/drivers of Social Management moving
forward, begin by inviting representatives all the primary groups to participate
in…
– Online Survey (SurveyMonkey) to provide anonymous feedback on key
areas of strength and weakness with the management of their Social
Management strategy
– Attend a ½ day workshop to discuss issues and come to general consensus
on those issues and prioritization
– Provide feedback on general recommendations made to Senior Leadership
• General Recommendations
– Create a Social Management Leadership Council
– Social Management Working Teams
– Social Management Leader to act as the voice of the Council
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SOCIAL MANAGEMENT WORKSHOP
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Teams presenting back their ideas and voting on the ones which are most actionable…

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TOP ISSUES & SOLUTIONS
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Detail Insights/POVChallenge Concerns
Leadership – How to
get centralized
leadership across cross-
functional teams
Cross-Team Integration
– How to coordinate
early on in the process
Staffing – How to
establish an approach
with is flexible and
expandable
1. Create a Social Management ‘Council’ which is accountable
2. Create single “oversight” position within the brand to
oversee all Social Media
3. Nominate “Voice” or “Champion” of Social Management
Council
4. Rotate Leadership through departments as needed by
cross-functional initiatives
1. Set Social Media “Editorial Calendar” and create discussion
forum/distribution list (e.g. rework weekly/monthly
meetings)
2. Develop a Centralized Social Management
Framework/Strategy
3. Make distribution list
4. Define Roles & Ownership
5. Think “Blended”
1. Pre-plan and agree on “Tent Pole” teams to handle specific
events
2. Develop Contingency staff/Social Management SWAT
Teams
3. Cross-train teams on Social Media to create a “super staff”
4. Develop Process [e.g. checklist, guidelines] for BUs when
using with Social Media
5. Designate ‘Point-of-Contact’ for common requests
6. Incent employees & external advocates through recognition
1. Need for a single leader to act
as decision-maker, voice of
the brand Social Media and
act as Champion for
organization to senior
leadership
2. Creation of a Governing
Board or Council that
provides equal access and
representation for each
department into SM
1. Need for a coordinated
Working Team that builds,
manages and executes
tactically from a common set
of standards, goals and action
items
2. Better definition of roles and
integrated processes
1. Need for “forward thinking”
proactive planning and
management around
programs to include staffing
and expertise to manage
workload.
• No clear, singular
voice or vision
• No decision-maker
• “Land grab”
• No singular focus on
customer
• Lack of senior
leadership visibility
• One team will not
have 360 ° view
• One organization will
control view,
strategy and
resources
• Conflicting priorities
• Conflicting strategies
• Lack of bandwidth
• “Turf battles”
• Not enough support
or expertise for
specific priorities as
they occur
• No one can say “no”
• No proactive
planning which
causes conflict in
resources and
priorities

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KEY CONSIDERATIONS
• Loss of Control: A common concern was that needs/resources will be re-allocated
towards other more visible programs beyond their own
– Team opted for a rotating leader in order to give their group an opportunity to lead
• Why Would This Work: Social Management is just as unorganized and lacking in
communication as everything else
• Flexibility: How can we operate when budgets and resources are locked in 3 quarters out
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Case study:
Recommendations for a major US telecom provider

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No one thinks their brand’s Social Management
Program is “Best in Class”
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Q1. Please rate your brand’s Social Management program using a 5 point scale where 1 means “Best in Class” and 5 means “Below Average”
Average
Below Average
Above Average
Best in Class

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At best, Leadership is felt to be “aware but
disengaged” in this regard
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Q2 Please rate the awareness of client's Senior Management (VP+) as it relates to the following topics regarding social media.
Slightly unaware
Unaware
Aware/Disengaged
Aware/Engaged
Actively Engaged

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The expectations are low for the brand’s team
collaboration
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Q3 How well does the client use their resources (e.g. people, tools, budgets, best practices) to advance their social media programs?
Almost meets
expectations
Does not meet
expectations
Meets
Exceeds
Actively Engaged

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Session Details

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GETTING STARTED
Leadership
Staffing
Cross-team
Integration
“How to get centralized leadership across
cross-functional teams?”
“How to establish staffing approach which
is flexible and expandable?”
“How to coordinate with each other earlier
in the process?”
** This was done by generating a lot of angles on the issue and then
voting on which one got most to the “heart of the matter”
Issue Top restatement
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• The room as a whole first worked on restating each issue as workable “How
to” questions…

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GROUP A WORK FOR CTI
1. Establish points of contact
• POC in each org to learn about & shape developments @ planning stage
• Have central point-of-entry for short-turn projects so entire team can be briefed
• Educate other teams on responsibilities
2. Panel/Ongoing Survey
• Survey current “pain points” to track progress/contribution effects
3. Early collaboration/Communication
• Mandatory schedule for regular meetings/updates
• Develop a cross-party reporting structure; info-sharing on a consistent basis
• Share base level problems and identify interaction points, foundations
• Share ideas with POC across orgs in early planning phases
4. Centralized Framework
• Establish a central strategic framework of goals for Social Media across orgs
• Set out the goal to be attained by the brand SM groups
• Develop an Enterprise-wide SM strategy to get agreed goals
5. Process for Shared Assets/Bank
• Forums to share case studies
• Take inventory of assets/content
6. Social Innovation Sharing
• Regular meetings to discuss opportunities for SM innovation
7. Urgent Project planning Flexibility
• Anticipate Flexible urgent needs & build contingencies
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GROUP B WORK FOR CTI
1. Clearly define/empower SM governance board
• Clearly define and empower Social Management team
• Streamline communication between groups
• Identify early on all aspects of SM initiatives
• Open opportunity for BU partners to be treated as extended team members
• Create core SM team that brings initiatives & plans back to larger teams
• Have a social media manager/director preside over all SM
2. Rework weekly/monthly meetings and distribution of info across teams
• Cross-team social briefings from the beginning
• Weekly/monthly meetings
• Bring up challenges or requests in our weekly/monthly collaboration meetings
• More contribution from others in weekly extended meetings
• We should distribute shared calendar to expanded group/stakeholders
• Establish distribution list/Consolidate social media distribution list
• Reformat weekly meetings – have other groups involved
• Communicate talking points – allows for faster knowledge exchange
3. Create Social Brief
• Create SM brief for all teams to work from as filter for initiating work
• Establish better accountability
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GROUP C WORK FOR CTI
1. Collaborate on agenda for bi-weekly call
• the brand will foster open collaboration early in the strategic planning process
• Essential for pre-planning for “tent-pole” events
2. Ideation and discussion of corporate rumblings
• Survey current “pain points” to track progress/contribution effects
3. Think as a “blended social person”
• i.e. “If I am the social VP, this is how I’d approach…”
• Social Management alias of task force
4. Define roles and ownership
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GROUP A WORK FOR STAFFING
1. Contingent Staff for Short Term!!!
• Establish & train contingent staff for urgent short-term needs
2. Line item for budgets/media
• Estimate resource budget to address short term contingencies
• Find “invested” partners (media $ for execution volunteers)
3. Up Skilling/Training 101
• Grow overall awareness of importance of SM among employees
• Feed the brand SM outputs to all employees (i.e. Twitter sign-up for all)
• Apply Ninja approach where bodies are needed
• Training/train all employees in SM 101
4. Central point for “alarms” authority
• Establish a central POC to “sound the alarm” and communicate urgent needs
5. Establish discipline timelines
• Being respectful of other’s needs/time
• Learning about other team’s responsibilities & existing bandwidth
6. Social KPI’s and Corp Goals
• Set out how each group will deliver on core strategy within their discipline
• Champion the needs for increased staff to leadership that translates to corporate goals
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GROUP B WORK FOR STAFFING
1. Develop a process to better utilize resources at the BU/Agency
requesters (people outside core team)
• Utilize agency partners more effectively
• Recruit and use marketing partners outside core teams to take on work
• Create process/workflow to quickly ramp-up ninja participation for campaigns or
reactive issues
• Recruiting passionate people as shared resource
• Use BU as extended team member for particular initiative
2. Create and utilize extended partnership to identify common goals
and stakeholders
• Leadership buy-in to sharing resources
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GROUP C WORK FOR STAFFING
1. “Tent-pole” social media team
• Agreement over tent pole events
• Having Social Management committee/task force encompassing all groups
• Cross-functional team comes together to be ‘nimble’ and responsive to events in the market
• Team members will be assigned based on what events are
• Assign key personnel to manage tent pole initiatives
• the brand will foster open collaboration early in the strategic planning process
• Essential for pre-planning for “tent-pole” events
2. Long term planning process
• Consolidate staffing across teams (as it pertains to SM)
• Allow teams to have dedicated ‘social media’ people
• Have role of each SM person spelled out so there is no misunderstanding of needs
• Create steering committee & editorial calendar
3. Short term rapid response
• Use SM engagement tools to target and respond to external posts
• Recruit brand Advocates from customer base to engage in SM efforts
4. Employee/BU involvement
• Make SM participation easy for employees (i.e. not too restrictive)
• Assign team members to manage relationship with key internal partners
• Invite BU participation
• Create agency pool of personnel solely for execution against segments outside tech
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GROUP A WORK FOR LEADERSHIP
1. Council
• Leadership panel
• Accountable social media council
• Establish cross-functional leadership team to coordinate and advise best practices in SM
2. Central Person
• Consider an individual leader versus a “Council” to lead
• Establish a VP of Social Management with cross-org authority
3. Council + Central Person
• Coordinate teams to report successes and educate exec leaders
4. Champion
• Establish sponsor from Dan’s lead team to champion SM effort (in addition to council or VP)
• Hire person responsible for sharing knowledge/programs across groups
5. Central “Knowledge Center”
6. Best Practice – Ninja Training
• Hire for new role
• Train within BU’s (e.g. guiding principles for navigating SM)
• Train executive leaders on what SM ecosystem looks like and how the brand is perceived
7. New Social Organization Focus! Re-Org!
• Have a central, dedicated organization responsible for meeting the goal of having a ‘best-in-class’ SM
program
• Make being ‘best-in-class’ a concrete goal which compensation is based
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GROUP B WORK FOR LEADERSHIP
1. Empowered governance board
• Define what is needed from leadership
• Establish formal governance board and set leader of board
• Assign VP to lead and empower board
2. Need a SM champion as part of, voice of and sponsor of that board
(CEO/Board)
• Consider an individual leader versus a “Council” to lead
• Establish a VP of Social Management w cross-org authority
3. Define a Single SM strategy
4. Define Criteria for Leadership
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GROUP C WORK FOR LEADERSHIP
1. Create new position to oversee all SM
• Get a “social media director”
• Create management-level position to oversee SM efforts
• Appoint VP of SM with responsibility for reporting to Sr. Leadership (has final call)
• Appoint one nominated executive to lead & champion social-cross-functional teams
2. Create steering committee with clear areas of ownership + accountability
• Define “ownership” areas among teams that have “final call” with input from steering
committee
• Teams nominate key point person
• Key constituents will create committee to discuss issues
• Leadership from all areas jointly decide strategy & projects
• Made of “Certified Decision Makers”
3. Rotating inter-departmental leadership
• Leader rotates between departments as needed by cross-functional initiatives
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TOP SOLUTIONS FOR LEADERSHIP
“How to get centralized leadership across cross-
functional teams?”
• Create a Social Management ‘Council’ which is accountable
• Rotate Leadership through departments as needed by cross-functional initiatives
• Create single “oversight” position within the brand to oversee all Social Media
• Nominate “Voice” or “Champion” of Social Management Council
Top voted ideas
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TOP SOLUTIONS FOR CROSS-TEAM INTEGRATION
“How to coordinate early on in the process?”
• Set Social Media “Editorial Calendar” and create discussion forum/distribution
list (e.g. rework weekly/monthly meetings)
• Develop a Centralized Social Management Framework/Strategy
• Make distribution list
• Think “blended”
• Define Roles & Ownership
Top voted ideas
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TOP SOLUTIONS FOR STAFFING
“How to establish an approach with is flexible and expandable?”
• Pre-plan and agree on “Tent Pole” teams to handle specific events
• Develop Contingency staff/Social Management SWAT Teams
– Cross-train teams on Social Media to create a “super staff”
• Develop Process [e.g. checklist, guidelines] for BUs when using with Social
Media
• Designate ‘Point-of-Contact’ for common requests
• Incent employees & external advocates through recognition
Top voted ideas
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CLIENT SELECTED RECOMMENDATION
– A Social Management leader [Director Level] to provide a voice for the board/
council to Senior Leadership, coordinate and allocate resources as needed.
– Governance Board/Council consisting of representatives from each group to bring
issues,
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OCE
Working
Team
MarCom
Working
Team
CorpCom
Working
Team
Legal
Working
Team
BU
Working
Team
Social
Management
Director
– needs, ideas, solutions and “passion” to
the forefront with a singular focus on
customer.
– Social Management Working Team to
plan, coordinate and activate cross-team
initiatives and identify
issues.

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ROLE: THE SOCIAL MANAGEMENT DIRECTOR
• Primary Function: Provide Leadership and a Voice for the Governance
Board and SM Working Team to create a Best-in-Class Social Media
Program.
• Action: Provides a centralized strategic view of Social Media that can
be translated at the organizational level.
– Oversees the Governance Board and provides final “vote” [Decision-maker]
– Brand Social Management Champion & Voice to Senior Leadership
– Overall Brand Social Management Strategy and Vision
– Create and manage the brand Social Management Guidebook to encompass an
overall external and internal Social Management strategy
– A social media roadmap [calendar] to include all events, requirements, resource
needs etc. to coordinate across all organizations
– A core set of KPI’s and measurements to manage the organization to negotiate
resources [staffing, budget] in advance as needed
– Prioritized workload across all organizations
– Capture and share Best Practices to continuously feed back into planning
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Social
Management
Director

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ROLE: THE GOVERNANCE BOARD
• Primary Function: To remove obstacles from the SM Working Team delivery
of the Social Management program by providing resources and support
when requested.
• Action: Meets and discusses overall brand integrated strategy across all
organizations to represent and leverage the diverse knowledge,
experience, resources, expertise and relationships to manage reactive
issues but plan proactively.
– Brand Social Management Champion & Voice to Senior Leadership
– Overall brand Social Management Strategy and Vision
– Create and manage the brand Social Management Guidebook to encompass an overall
external and internal Social Management strategy
– A social media roadmap [calendar] to include all events, requirements, resource needs
etc. to coordinate across all organizations
– A core set of KPI’s and measurements to manage the organization to negotiate
resources [staffing, budget] in advance as needed
– Prioritized workload across all organizations
– Capture and share Best Practices to continuously feed back into planning
– Determines organizational Benchmark Objectives and monthly Management by
Objectives [MBO’s].
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Governance
Board

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ROLE: SOCIAL MANAGEMENT WORKING TEAM
• Primary Function: To identify and provide clarity/prioritization around
obstacles and requirements to drive the Social Management program.
• Action: Focuses on weekly/monthly/quarterly management of overall
marketing planning, activities, events, messaging, trends, issues and
campaigns. as well as identification and clarity
– Create a running monthly quarterly plan of all activities to determine and prioritize
workload, resource needs, upcoming issues to report to Governance Board.
– Articulate issues, requirements and timelines to Governance Board for assistance
and resolution.
– Reports on current outputs and adherence to KPI’s.
– Shares resources, tools as appropriate
– Provides assistance and SME resources as appropriate
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SM
Working
Team

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BENEFITS
• Team Approach to social media coordination across all organizations and function with
centralized leadership and decision-making
• Ability to capitalize on core strengths, passion and creativity of each group vs. one
group/one viewpoint.
• Integrated strategy allows the team to project 360° view of marketplace and combine
resources
• Optimized process that provides ability to utilize resources more efficiently and increase
speed-to-market
• Shift from reactive to proactive management
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HOW IT WORKS…
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OCE
Working
Team
MarCom
Working
Team
CorpCom
Working
Team
Legal
Working
Team
BU
Working
Team
Social
Managem
ent
Director
• Meets Weekly to discuss
calendar and identify needs
& resources
• Meets Bi-Weekly to resolve
issues, implement strategy
and discuss metrics
• Manages overall brand Social Management vision and
strategy. Convenes and oversees Social Management
Governance Board Bi-Weekly and reports progress to
Senior Leadership on a Monthly bases or as
appropriate.

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OPTIMIZATION 1.1
Process

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SMP Optimization – Process
• Identification of how the client works within and across departments:
– How is social used?
– How does the brand engage?
– Is there a singular “brand voice” and who owns that voice?
– Who is listening and raising alerts when issues occur?
– What processes are followed when alerts are raised?
– Who has ownership?
– How are things prioritized and escalated?
– Where does the content come from and who’s budget is responsible for creating it?
– What metrics are being used to measure how things are done?
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Process: Matrix Management
• A starting point to optimizing SMP processes is to categorize within three critical areas
– Existing processes that are required in-place
– Existing processes that need to be changed or removed
– Gaps that need to be fixed
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Required
Not Required
Gap/New
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Listening Engagement Content
Channel
Management
Prioritization
& Escalation
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Reporting

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OPTIMIZATION 1.2
Resources

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SMP Optimization – Resources
• Identification of how the client works within and across departments:
– People:
• What are the specific job titles?
• What are their skill sets?
• Are they dedicated?
• Who do they report to?
– Content
• Who owns it?
• Who creates it?
• Who funds new content development?
– Communities (Branded Channels & Influencers)
• Do they exist now and who manages them?
• Who owns the budget?
• Is there Media investment?
– Metrics & Reporting
• Are there metrics & reports in-place that drive back to performance, objectives & brand KPI’s
• Who owns and produces them? Frequency
• Are they compartmentalized or across the Enterprise? (Can and should they be?)
– Training
• What exists today?
• Is it specific to the performance of the brand within SM?
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Resource: Matrix Management
• A starting point to optimizing SMP resources is to categorize within three critical areas
– Existing resources that are required in-place
– Existing resources that need to be changed or removed
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Required
Not Required
Gap/New
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People Content Communities
Metrics &
Reporting Training

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OPTIMIZATION 1.3
Content

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SMP Optimization – Content
• Identification of what types of content exists today and how is it produced and published
within & across departments as well as to their customers:
– Branded Content (Owned)
– Content Creation (Paid) – Who creates it?
– UGC – Is it used and how is it generated
– Content Types – Text, Video, Photo, Audio?
– Digital – How does the brands online assets perform?
– Mobile – Does the brand have a “solomo” strategy? Does it generate the right engagement?
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Content: Matrix Management
• A starting point to optimizing SMP processes is to audit and categorize within three
critical areas
– Existing content that is high-value
– Existing content that needs to be changed or removed from the process
– Gaps that need to be addressed in terms of creating new content
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Required
Not Required
Gap/New
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Branded Creation UGC
Content
Types Digital
???
???
???
Mobile

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OPTIMIZATION 1.4
Technology

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SMP Optimization – Technology
• Identification of what types of tools & technologies exist today and how are they used
within & across departments as well as their customers:
– Listening/Monitoring
– Engagement
– Content Management
– Channel Management
– Data & Insights
– Reporting
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Technology: Matrix Management
• A starting point to optimizing SMP technology is to perform and extensive audit of what
the brand has invested in/is using currently and then categorize within four critical areas
– Existing tools/technologies that are required in-place (contract or internally developed)
– Existing tools/technologies that need to be changed or removed
– Requirements that must be integrated into the overall Platform to provide across the Enterprise
value
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Required
Not Required
Gap/New
???
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Listening Engagement
Content
Management
Channel
Management
Data &
Insights
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???
Reporting
Integration ??? ??? ??? ??? ??? ???

AZ
NEXT STEPS…

AZ
WHAT’S NEXT?
• Construct a plan to that looks at the results of the optimization process to consolidate
the brands’ assets, resources, processes, budget & technology/tools
• Identify which assets can be re-used and what development or investment needs to
occur to make the SMP work effectively
• Phase 3 – Begin laying out the basic component of the SMP that incorporates all of the
information determined above that will result in highly-efficient, valued SMP.
• Build with a plan that is [short-term] scalable and [long-term] evolutionary to meet the changing needs of
the brand “proactively.”
54

AZ
Strategy without tactics is the slowest route to victory. Tactics without
strategy is the noise before defeat – General Sun Tzu
azurite blue inc. - we are a consulting firm that has the
experience and ability to help clients articulate their needs
with regards to “all things social,” and create an operational
roadmap to get there!
More importantly, we help design strategies that are based upon executable
tactics and tactics that support achievable strategies!
Contact:
Jim Clark – 908-305-8475
jim@azblueinc.com
www.linkedin.com/in/azblue/

Social Media Management - Phase 2 (optimize)

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