Posted by Jen Williams
Marketing trends change with the industry on a semi-regular basis. Depending on what’s technologically new or improved, marketing tactics adjust with those changes and affect the way businesses interact.
Harris Interactive, an information gathering group for surveys, polls and web marketing analysis applications, recently conducted an in-depth study that gave the following:
87% of online adults use social media
17% of adults ages 18-34 use social media 6-10 hours per week
22% use social media <1 hour per week>
With the landscape of social media quickly changing, the trends to watch in 2011 are an indication of the direction that it is headed.
The 4 major trends include:
1. Direct Marketing
Once considered a defunct mode of marketing, it is set to make a big comeback. Establishing and following up on leads the old-fashioned way but by using newer methods (email, social networking, etc.) is going to change the face of this familiar friend.
2. Tracking Social Metrics
Since businesses need to know if their methods are working, there will be more concentration on utilizing tools and analytical data to determine the success in these areas. Companies are becoming more concerned with how well their efforts are working getting quality results rather than simply performing an application for the sake of it.
3. Shifting Marketing Strategies
Businesses will begin focusing more on the social impact of their businesses. There will be more tactical to strategic marketing methods so as to concentrate more on measuring social media and marketing. With this will come a likely increase in developing customer care teams that focus solely on social networking tasks.
4. Video Marketing
The concept of video marketing will make its debut. Video marketing is believed to be a huge SEO marketing tactic, therefore platforms like YouTube, Flickr and other video or image social sites will get more attention as a marketing method.
About the Author: Jen Williams is a guest author for Pronet Advertising.
Tuesday, December 21, 2010
8 Tips for Embrace Change in Social Media
by Susanne Vara
1. Know that EVERYONE is not Engaging in Social Media. It is our world but it is a small majority of the people. I know it seems crazy but not all of your customers or potential customers are tweeting, liking or connecting. Social media is a medium just like tv, radio, print and an open door of a brick and mortar shop.
2. Listen. Listening in social media is almost an over used term but yet there is so much to listen to as we continue to grow in this community. Listening is learning and learning for a business is a constant. With social media there are more channels to pay attention to but there are so many more listening stations afforded that we employ to make listening easier.
3. Create One Message. Social media is still advertising as much as people do not want to admit it. You are there representing a company, your own company or as an individual. The one message gets you noticed. Yes your profile as does mine mentions other interests but we talk to them about the interest which is one part of us which is still one message. A little guilt by association which is good as it focuses in on the one message.
4. Create Conversations. This seems hard but it is so easy. We all look to talk to the leader and forget about the other people who are there. The leader is leading, no doubt about that, but they are still learning and accepting this change of being involved in social media. But, the leader is wanting to have us talk to each other to generate new thoughts and show them their works create conversation.
5. Overcome Fear. The fear of posting is what prohibits us from accepting change and embracing social media. Oh no, so many will see what PI am saying or we question is this the right thing to say? I talk with clients and colleagues about this frequently. My response is always be you. We like you. When you try and be someone else, you are always you at some point, if you try and emulate someone else, we know. In social media we feel we have to conform to the group but in real life do we always do this? No, we don’t.
6. Leave Your Ego at the Door. As much as fear comes into play so does ego. Get a little boost in traffic, responses, or comments and whoa, we see expert coming. It is funny as with social media we see expert, guru, ninja, etc but yet with a heart surgeon we see credentials. There is no ego, just performance. In social media change is almost everyday with new technology or something new to learn but yet we see experts. How can you be an expert on something without performing?
7. Social Media is Not a Strategy. Social media is a medium and not a strategy. It is a part of an overall marketing plan that is a part of the strategy but it is not a strategy by itself. This is a big part of embracing the change of social media. Social media is a different means of advertising just as TV was when commercials hit the airwaves. People talked then and with social media they are still talking but this time they can talk to the brand.
8. Be Responsive. This is big. Responsive is more than thanking for a retweet, responding to an update, responding to a comment. Embracing the change that social media affords us is taking the time to see if the person who retweeted our article has a blog that we may enjoy, see what they are tweeting to see if we should follow them, responding with a comment to someone else whom has commented in addition to or in replace of commenting to the author (and of course seeing if they have blog too).
Embracing change is more than finding more time to be apart of something that you are unsure of. It encompasses overcoming fear which leads to being responsive but yet a leader in creating the conversation. Physical fear is real and sometimes emotional fear is real too but emotional fear is so many times driven by the failure or unsure voice within us. Social media is change as we are all still learning from each other. It is a new way to market that is so incredibly powerful when we stop chasing and be there with giving more than we get. Accept the change and learn from it to grow you and also your business. We all do well when we talk to others as we see a new perspective.
http://socialmediatoday.com/suzannevara/209650/8-tips-embracing-change-social-media
Friday, December 17, 2010
The Lonely Information Architect
Sometimes it's easier to do everything yourself instead of collaborating, isn't it? If you're an information architect, there are some compelling reasons to call all the shots:
- The project starts with you, so you get to make all the initial decisions yourself. No one else on the project has that liberty.
- You have firm start and end dates, after which you can move on to other work. Think of all the projects you could get through!
- Everyone is looking to you as the specialist, which means you should be able to come up with the right answers and not involve others. Plus, you save your co-workers time by not involving them in all the initial project meetings.
But wait, isn't this sounding a little too good to be true? Or maybe you're thinking it seems pretty risky! You'd be right in either case.
The fallout from making IA decisions in a vacuum can be further reaching than you might suspect. The truth is that collaboration, solicited or not, is bound to happen once your work is sent to design. Quality designers won't just regurgitate your wireframes, they'll interpret them; furthermore, in the process of explaining your wireframes to the designer you'll no doubt come up with new ideas or improvements.
Now you're in a tricky situation, because changing an approved wireframe increases scope creep, and moving forward with the already approved wireframes would lead to what you now realize is a subpar solution. It will be a stressful moment for the whole team, but not as stressful as it happening during development.
That's just one example of a whole host of issues that can crop up later in a project when there's tunnel vision early on. Let's look at some ways to prevent this and ensure you have great products.
Share Discovery Information
After the first few stakeholder and customer interviews, take the time to run some thoughts by your team. Their questions will help you identify holes in your own understanding, and shape your ongoing research. Different members can be involved at different levels, but everyone from the content strategist to the developer needs to understand the whys behind the project before they start their work.
Talk It Through
Contact a few colleagues who are either on your project or in your field, and meet with them as you work through interface and experience decisions. Remember: your job is not to have all the answers, but to ask the right questions. The answers to those questions lead you to the right solutions. As you explain a crippling problem to a colleague, you might just have an “Aha!” moment that gets you past your block.
Practice Makes Perfect
Consider making your big reveal before you actually make your big reveal. Practicing for your stuffed animals is handy, but presenting to your team is even better. Concepts or explanations that sound great in your head may be less eloquent coming out of your mouth. If you thought through the big picture and philosophy that has driven your decisions, your presentation will be compelling and make sense. If you are unprepared or your decisions are haphazard, you'll end up dragging your client and team through a mire of tedious details until their eyes cross. You might even resort to convoluted industry lingo! If you've collaborated all along, by the time your actual presentation comes around any member of your team should be able to give it (but you still need to!).
All these generous people lend you their time and brain power, so make sure you return the favor. The client will sense the consistency and unity of your team, and their testimonial will show it.
You can leave a comment on the blog entry:
 | The Lonely Information Architect by Emily Smith |
Thursday, December 16, 2010
9 Killer Tips for Location-Based Marketing
Shane Snow of Mashable
http://mashable.com/2010/03/15/location-based-marketing/
1. Learn the Platforms
First of all, you need to understand how the technology works. Generally, people use lo-so apps on their phones to “check in” whenever they go places. Global Positioning Satellites (GPS) locate the users and determine what “venue” they might be at, giving them options to select a location or create a new listing. These “check ins” allow their friends to know where they are now, or where they frequently go. Some services allow users to leave location-based tips for friends to discover later, and several involve social competitions, or the ability to unlock digital badges, stickers, and prizes. Businesses can announce specials or promotions through these apps, so when users “check in,” they receive notifications of nearby deals.
Item one on your to-do list should be to become familiar with the prevailing platforms. Foursquare, Gowalla, Loopt, Brightkite, and Google Latitude are the most talked about in general, though others exist, and popularity varies by geography (e.g. Foursquare reigns supreme in New York City, and Loopt has a lot of clout in Silicon Valley). Other platforms to be aware of include Yelp and Facebook, which are just now dabbling in lo-so. Sign up for all of these, and download the apps to your phone if you can, so you can become familiar with how someone would use each one. Most of the networks have iPhone, Android, and BlackBerry apps, and all of them allow you to “check in” via desktop and mobile web browsers.
2. Determine Your Goals
Before you can optimize your business for lo-social networking, you need to step back and determine what you want to accomplish.
- Are you hoping to increase foot traffic to your store?
- Do you want to sell more of a particular item?
- Do you want more patrons at certain times of day?
- Do you want to promote a specific product?
- Are you looking for new customer acquisition?
- Repeat customers?
You may say, “I want all of those,” but to be effective, you need to set specific objectives. These will determine your approach to the entire process. Luckily, if you need to change things around to fit new objectives in the future, the cost of doing so is very small.
One goal that should be on every business’s list is to be easily findable on every network, which brings us to number three:
3. Establish Your Presence
Make sure that your business is listed on each network. Then make sure the address, phone, and details are correct and current. Don’t assume that users have added everything correctly. On some networks, once a venue is there, it’s stuck. Others let you edit. Don’t be afraid to contact the network itself to ask them for help if you can’t fix your venue listing. Gowalla’s Jonathan Carroll says, “We receive dozens of e-mails a day from businesses around the world asking for additions or tweaks to their Gowalla locations, and we’re happy to help out with them.”
It’s also a good idea to put up notices or stickers (on the door, order counter, or table centerpieces, for example) announcing “We’re on Foursquare” or “Find us on Yelp.” This will remind people to “check in” and spread the word about you.
4. Customize
Different networks have different options for customization, but it’s important that you do as much as you can to build out your listing. Add your website. Integrate with your other social networking accounts, like Twitter. Features are constantly being added to each network, but great customizations you can try right now include the following:
On Foursquare: Create to-do lists for users to explore around your area. And if possible, work with Foursquare to create a custom badge for your venue or event.
On Gowalla: Ask for a custom icon for your location, rather than the generic one for your category. Examples:Shake Shack, NYC, Austin Java, and Coop Ale Works.
5. Implement Compelling Promotions
Lo-social networks allow you to run promos to increase engagement and get people into your store. Foursquare’s Tristan Walker says, “Any type of in-store promotion you can conceive we want to make it so Foursquare can run it.” Many businesses offer specials like “check in 10 times and get a free appetizer” on all the major lo-so networks. Establish well-conceived promotions based on your goals, then evaluate the results. The biggest mistake you can make is to do this sloppily or half-heartedly.
Carroll cites Lift Cafe as a good example. “They offer 10% off every purchase when you check in on Gowalla, which they include in their description and also as a reminder in the success screen after check-in.”
“[What] we’ve seen across all channels again and again is that what works is a good local offer,” says Loopt CEO Sam Altman. Businesses with offers that cater to people “making that gametime decision” when they’re out and about do the best. “Offer value to the customer so it doesn’t feel like an ad,” he advises.
Shelley Bernstein, Chief of Technology for the Brooklyn Museum, talks about how the institution uses Foursquare to create a multi-faceted campaign and experience for museum goers.
“We knew that many people coming here wanted to know more about the local neighborhood, which is something Foursquare does well. We asked our staff for their opinion of the best stuff in the neighborhood … and left tips at all these venues for Foursquare users to find. Second, we added a promo for our mayor to reward the people who are consistently identifying themselves with us. Third, Foursquare has given us a badge which unlocks after three visits, and this helps reward our community for coming in the doors.
“All of these things together help create a total presence on the platform that works well for the Foursquare community, the Brooklyn Museum visitor, and the local merchants in our neighborhood.”"
Common promotions across various networks include the following:
- Raffles (e.g. “Every person who checks in gets a chance to win an iPod.”)
- Specials for the user who checks in most often. This is a staple of Foursquare promos for a lot of venues (e.g. “Top user/mayor gets the first drink free every time he/she comes in.”)
- First check in specials (e.g. “Get 30% off your order when you check in for the first time.”)
- Digital punch cards (e.g. “Check in 5 times, get a free coffee.”)
Tips for developing effective promotions:
- Advertise particular incentives, rather than your business in general (“20% off between 2 and 4pm;” “Buy one burger, get one free;” etc.).
- On platforms that allow you create your own banner ads (such as Loopt), include your address and opening hours in the ad itself, when possible.
- Be creative. For example, Incase, the bag and protective case maker, recently ran a promo with Gowalla to put virtual versions of its products into the app to be collected and traded. Carroll remarks, “The result has been phenomenal: Thousands upon thousands of their virtual items have been distributed in Gowalla to an audience who could benefit from their products, but many of whom had not previously heard of Incase.”
6. Engage With Your Customers
It would be a mistake to use Twitter as a one-way corporate megaphone, never interacting with your audience. That’s a quick route to an audience of zero. One of the most effective uses of social media is personal engagement and relationship building with your audience. The same goes for lo-so networks.
7. Track Everything
Foursquare just released a slick analytics dashboard for venues to track their stats. Other networks have metrics you can view as well, and they’ll certainly be releasing better and better tools. From data you can study online to qualitative observations at your own store, it’s important to keep track of everything so you can learn what promotions work with your audience. Be aware, though, that your ROI may not be directly measurable, and aside from increased sales, you’re working for brand exposure and increased awareness of your business.
8. Be Prepared to Adapt
Location-based social network technology may be the newest and grooviest incarnation of social media, but it certainly won’t be the last. And in a year it won’t look exactly like it does today. Be prepared to adapt your methods when features change, as new tools emerge, and as you review your own promotional results. Again, keep your objectives in mind, and be ready to keep up with new technology.
9. Avoid Common Pitfalls
In talking with representatives from the major lo-so networks, several common mistakes came up. Here are a few things you should try to avoid:
- Don’t leave fake reviews or tips. They’re easy to spot, and you’ll lose all on- and off-line credibility immediately when people catch on.
- Don’t throw up poorly designed ads. “A badly designed banner ad performs so much worse than … a good one,” Altman says. “It’s an insane difference.”
- Don’t forget to monitor activity. Carroll points out, “Chances are if someone has a gripe or praise with their check-in, it’s a real-time thing: The patron is probably still there … so the business has a chance to make the experience even better.”
Friday, December 10, 2010
Ten Online Project Management Mistakes to Avoid
Mistake #10: Export data from the old system and re-import it directly into the new one, then expect everything to magically improve.
Instead, clean house (project-wise and process-wise) during implementation. Get rid of old or unnecessary project data. Delete superfluous steps from project templates. Audit, then put in place best-processes -- now is the time to make a change if change is needed!
Mistake #9: Don't bother loading project data into the system before asking for product feedback.
Instead, make sure there's no "blank page" problem during team intros. In other words, people should see project data that they relate to when they first log in. It sets them up to be able to visualize using the tool every day for their own work, and to ask the most important questions about features they need or want.
Mistake #8: Instill a fear of "messing things up" in team members.
Instead, to help team members get the most out of any new tool, nominate a “tool guru” who is tasked with learning the ins and outs of the system. Then “how-to?”questions can be answered internally, speeding up the learning curve for the rest of the team. Encourage trial-and-error learning. Let people click around and see what the tool can do. If they hit a roadblock, they can ping the tool guru, or browse the support section. Be proactive, for example don't wait until everyone has free time to attend a training session before giving them access – it will only slow down adoption.
Mistake # 7: Leave existing processes and workflow status quo as is.
Instead, take this opportunity to define up front who has permission to perform different actions in the tool. Audit old (or create new) processes to answer questions such as: Who will add/create new projects and tasks? Who will prioritize within the greater plan? Also, consider having weekly meetings to go over priorities. Use a projector for large meetings to facilitate discussions and dialogue through the tool.
Mistake #6: Trust no one.
Instead, promote values of openness, transparency, communication, and most important of all, ownership. If a project team is the "family," then the project software is "home." Healthy families communicate, share the same dinner table, pick up after themselves, and leave generous numbers of post-it notes for each other. The same holds true for project teams. The more they collaborate, update, and respect each other's priorities, the more effective and efficient they, and their managers, become.
Mistake #5: Rely on the software to solve resource management problems.
Instead, accept that offline process for resource management and allocation must still take place. At its core, project management is a social problem, not a technical one. In a team with shared resources, the tool can't make those critical decisions. However, a great project management tool can facilitate discussions and more informed decisions about priorities and work assignments.
Mistake #4: Use other or complimentary systems the “same old way.”
Instead, leverage the full feature-set (at no extra cost!) to eliminate (or reduce) the need to spend time in other tools. For example, if the new project management tool includes a micro-blogging feature, try to encourage team members to use that in lieu of email. Or, get rid of that old time tracking system and use the one that comes with the new project management software. Ditto for document sharing, wikis, bug trackers, client extranets, and more. Besides cutting costs, it will keep team members engaged in the tool, ensuring the most accurate project information at any given time.
Mistake #3: Find one way to use project management software and stick with it.
Instead, think of the rollout as an "Agile implementation" that gets better over time. This is especially true if moving from a more lightweight tool like Basecamp or Excel to a purpose-built project management application such as LiquidPlanner. Experiment with structure and process, and then identify areas for optimization.
Mistake #2: Copy and paste data from the new project management software into a Microsoft Word team meeting agenda.
Instead, display project software on a projector in meetings so everyone's on the same page. Not only does it reinforce the idea that the newly created, “shared workspace” is the central place to go for project information, but it allows updates and decisions to be made in real time.
Mistake #1: Let team members make updates "if they feel like it."
Instead, hold each person accountable for making frequent updates to their tasks. Let's face it – businesses move forward only when projects get done. Think the CIO will accept having out of date financial information? Not gonna happen. Team productivity is directly proportionate to revenue opportunities. Make sure everyone understands that having reliable project data is critical to running the business. At the same time, offer support and guidance on the fastest and easiest way to make updates.
From ITBusinessEdge
http://www.itbusinessedge.com/slideshows/show.aspx?c=85702
Instead, clean house (project-wise and process-wise) during implementation. Get rid of old or unnecessary project data. Delete superfluous steps from project templates. Audit, then put in place best-processes -- now is the time to make a change if change is needed!
Mistake #9: Don't bother loading project data into the system before asking for product feedback.
Instead, make sure there's no "blank page" problem during team intros. In other words, people should see project data that they relate to when they first log in. It sets them up to be able to visualize using the tool every day for their own work, and to ask the most important questions about features they need or want.
Mistake #8: Instill a fear of "messing things up" in team members.
Instead, to help team members get the most out of any new tool, nominate a “tool guru” who is tasked with learning the ins and outs of the system. Then “how-to?”questions can be answered internally, speeding up the learning curve for the rest of the team. Encourage trial-and-error learning. Let people click around and see what the tool can do. If they hit a roadblock, they can ping the tool guru, or browse the support section. Be proactive, for example don't wait until everyone has free time to attend a training session before giving them access – it will only slow down adoption.
Mistake # 7: Leave existing processes and workflow status quo as is.
Instead, take this opportunity to define up front who has permission to perform different actions in the tool. Audit old (or create new) processes to answer questions such as: Who will add/create new projects and tasks? Who will prioritize within the greater plan? Also, consider having weekly meetings to go over priorities. Use a projector for large meetings to facilitate discussions and dialogue through the tool.
Mistake #6: Trust no one.
Instead, promote values of openness, transparency, communication, and most important of all, ownership. If a project team is the "family," then the project software is "home." Healthy families communicate, share the same dinner table, pick up after themselves, and leave generous numbers of post-it notes for each other. The same holds true for project teams. The more they collaborate, update, and respect each other's priorities, the more effective and efficient they, and their managers, become.
Mistake #5: Rely on the software to solve resource management problems.
Instead, accept that offline process for resource management and allocation must still take place. At its core, project management is a social problem, not a technical one. In a team with shared resources, the tool can't make those critical decisions. However, a great project management tool can facilitate discussions and more informed decisions about priorities and work assignments.
Mistake #4: Use other or complimentary systems the “same old way.”
Instead, leverage the full feature-set (at no extra cost!) to eliminate (or reduce) the need to spend time in other tools. For example, if the new project management tool includes a micro-blogging feature, try to encourage team members to use that in lieu of email. Or, get rid of that old time tracking system and use the one that comes with the new project management software. Ditto for document sharing, wikis, bug trackers, client extranets, and more. Besides cutting costs, it will keep team members engaged in the tool, ensuring the most accurate project information at any given time.
Mistake #3: Find one way to use project management software and stick with it.
Instead, think of the rollout as an "Agile implementation" that gets better over time. This is especially true if moving from a more lightweight tool like Basecamp or Excel to a purpose-built project management application such as LiquidPlanner. Experiment with structure and process, and then identify areas for optimization.
Mistake #2: Copy and paste data from the new project management software into a Microsoft Word team meeting agenda.
Instead, display project software on a projector in meetings so everyone's on the same page. Not only does it reinforce the idea that the newly created, “shared workspace” is the central place to go for project information, but it allows updates and decisions to be made in real time.
Mistake #1: Let team members make updates "if they feel like it."
Instead, hold each person accountable for making frequent updates to their tasks. Let's face it – businesses move forward only when projects get done. Think the CIO will accept having out of date financial information? Not gonna happen. Team productivity is directly proportionate to revenue opportunities. Make sure everyone understands that having reliable project data is critical to running the business. At the same time, offer support and guidance on the fastest and easiest way to make updates.
From ITBusinessEdge
http://www.itbusinessedge.com/slideshows/show.aspx?c=85702
Wednesday, December 8, 2010
7 Tips for Succeeding as a Social Media Strategis
This post originally appeared on the American Express OPEN Forum, where Mashable regularly contributes articles about leveraging social media and technology in small business.
Five ways companies organize their social media teams
The role of social media is expanding rapidly and many organizations of all types are trying to stay afloat amidst the changes. Meanwhile, a small group of innovators pulls the industry onward.
In the past few years, the social media marketing role has become increasingly present, leading the way to more strategic social media programs. Enter the social media strategist.
Jeremiah Owyang, an industry analyst at Altimeter Group, a digital strategy consulting firm, recently spoke at the Word of Mouth Marketing Association Summit about the career path of the corporate social strategist, touching on current responsibilities and challenges, as well as the future of the role. His presentation was based on months of research funded by Altimeter, in which 140 enterprise-class social strategists across various industries were interviewed. Other online sources, such as LinkedIn and blogs, were consulted to gather job descriptions, profile work histories and catalog the ebb and flow of new hires in the social media space.
Owyang presented seven key tips for building a successful social media program and focused on how social media strategists can facilitate those successes. Read his tips below and add your thoughts in the comments.
1. Be Proactive, Not Reactive
Owyang pointed to a funny, but oh-so-true anecdote that happened while he was collecting research for this study. While interviewing a social media strategist, the phone conversation was stopped abruptly as the strategist confessed, “Jeremiah, I’ve gotta go. There are two people standing in front of my office demanding Facebook Pages.” If they didn’t get the Pages, they were going to build them on their own.
While it’s somewhat hilarious to imagine two professionals camping in front of their colleague’s office until they get their doggone Facebook Pages, it’s equally as sad to realize that these instances actually happen in the corporate world. If this is happening in your organization, take a step back, look at the chaos, take a deep breath and then do something about it.
“A proactive mindset is required,” Owyang said. “You cannot wait for the company to catch up to you. You have to go to the business units and tell them what is required [to participate in your company's social media program] before they ask you for a Facebook Page. Make a list of requirements: dialogue, ready for conversations 24/7, ongoing commitment, two-way communications. Make it clear what’s expected, before they ask you.”
Being proactive and having guidelines will help alleviate stressful moments like the one described above, where being reactive is usually status quo.
2. Be a Program Manager, Not Evangelist
As social media programs become more sophisticated, Owyang believes that employees currently in the social media evangelist roles will move on to “the next thing,” evangelizing new technologies. But with an ongoing need for social media programming, a new role for social media program managers will emerge.
“Quickly switch hats,” Owyang advises social media strategists who want to stay relevant to businesses that have evolving needs. “It’s time to take off the evangelism hat and put on the program manager hat. A new skill set is going to be required, and a program manager is responsible for resources, timelines, Gantt charts, ROI models, analytics, data modeling, resource management, project management. It’s a very different skill set than the evangelist role that we’ve seen before.”
3. Educate Your Business Units
“Educate your business units ahead of time, and give them the information that they need,” said Owyang.
He is an advocate of testing employees to measure digital and social media proficiencies, pointing to Intel’s Digital IQ test as a great example of aptitude measurement. “You can take this online test before you participate in social media and become certified in that particular program,” he said. “That’s one of the more advanced programs that we’ve seen.”
In its official Social Media Guidelines, Intel clearly defines Digital IQ training as a responsibility for all employees taking part in social media on behalf of the company.
It’s important to not only lay down guidelines, but to also provide training for employees who want to learn more and get involved in the social media program.
4. Organize for Success
Five ways companies organize their social media teamsDuring his presentation, Owyang presented five models in which companies organize their social media teams — decentralized, centralized, hub and spoke, dandelion and holistic, as pictured and described above. He highly recommends that social media programs be organized in hub and spoke or dandelion models in order to scale.
In the hub and spoke model, there’s typically a cross-functional team that’s serving multiple business units, with the strategists at the center of the formation — 41% of the organizations that Owyang interviewed fell under this category.
Within large companies with multiple brands or units, such as Microsoft or HP, the dandelion (or “multiple hub and spoke”) model is common, where multiple social media strategists lead individual business areas or brands across the company.
There are three steps necessary in order to reach a hub and spoke or dandelion organization, according to Owyang:
- “Set up governance: policies, legal, some executive buy-in.”
- “Roll out processes: who does what, where, when and how — a triage system. How does information flow through your company? Publish that diagram on the Internet.”
- “Launch an ongoing education program.”
“If you do those three things in that order, it’s very likely your company will form in hub and spoke with you in the hub,” stated Owyang.
5. Be an Enabler
It is unrealistic to think that one strategist can stay at the center of every social media effort or that he or she could even hire enough community managers to stay on top of an entire enterprise’s social activity. In light of that reality, Owyang believes that it is crucial for social media strategists to slip into the mindset of an enabler. He explains:
“Remember, social media does not scale. You cannot manage every social media program, campaign or effort. You now have to become an enabler to teach the business units to do it on their own — that’s the only way you’re going to be able to scale anyway. You become an internal consultant, an internal resource to help the entire business.”
6. Deploy Scalable Social Media Programs
Communities, advocacy programs, social media management systems (like CoTweet and HootSuite), and Social Customer Relationship Management (SCRM) — the practice of connecting social networks to your existing CRM system — are all worthwhile social media efforts, according to Owyang, because they are scalable.
“Dialogue does not scale,” Owyang reiterated multiple times. “One-to-one communications does not scale… You can’t possibly do it. What scales? Community programs — getting your customers to do the work for you. Advocacy programs — Microsoft MVP, Intel Insiders, SAP Mentors, Oracle Aces, Walmart Moms — those are advocacy programs, when you take your best customers and you give them a platform and let them do the work for you, and you don’t pay them. Those are scalable programs.”
While it’s important to set up channels for communication with customers, make sure your programs can expand as the company and community grow.
7. Transcend Marketing
The report found that 71% of social media programs fall under the domain of marketing or corporate communications. In order to make an impact, though, Owyang says that social media programs must transcend marketing. Strategists should take note and act accordingly.
“Over time, think about how you can be more than ‘marketing,’” suggests Owyang. “Think about how you can apply [social media] to support and service and the physical, real-world customer experience — and improve products and experiences.”
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