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Social Analytics - KW Social Media Summit - Knowledge Is Power
- 1. SOCIAL ANALYTICS Social Media Summit Kitchener February 25, 2013
- 2. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR I am NOT a social media ‘guru’ I AM an experienced business strategist who also knows social well • Lateral, tech-savvy hybrid spanning strategy, design, implementation & analytics • Diehard data geek & Compelling narrative story engineer • Committed to holistic approach to business strategy • Silo-buster and frequent dinosaur-tipper Introduction @krcraft
- 3. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Case Study - Calculated controversy • What can brands learn when they take a calculated risk? Meaningful metrics • What are you really listening for? Framework and tools • How do you measure? Overview OUR OBJECTIVE: That each person in this room leaves with at least one new insight today. Whether you are just starting out with social media, or have been participating for several years, we want you to learn something new today.
- 4. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Calculated Controversy “Proudly support LOVE”
- 5. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Brand Statement “We are excited to illustrate what is making history today in a fun and playful way,” Kraft spokesperson Basil Maglaris said in an email to ABC News. “As a company, Kraft Foods has a proud history of celebrating diversity and inclusiveness. We feel the OREO ad is a fun reflection of our values.”
- 6. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Results The Rainbow Oreo post received 157,000 ‘Likes’, 40,000 shares, and 20,000 comments in the first 17 hours.
- 7. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Content Distribution
- 8. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Trends And Sentiment Real question isn’t WHAT is trending? It is: WHY is it trending?
- 9. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Dissenters • “I’ll never buy Oreo again,” one commenter wrote. • “Disgusted with oreos,” wrote another. “Being gay is an abmonitation in GOd’s eyes i wont be buying them anymore.” • "Unliking page and the rest of the ‘kraft' family products...i will not support a company with these views."
- 10. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Reality Check
- 11. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR THE MISSING LINK Meaningful Metrics
- 12. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Analytics Mission – Why Bother? Help organizations learn how to tell more compelling end-to-end stories (narratives) Define and refine supporting strategy, tactics, delivery methodologies, and frameworks Using repeatable methods for measuring success, identifying patterns, and recognizing risks enables agile responses
- 13. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR New Business Lexicon Overwhelmed by Firehose Unclear Objectives No Widespread Framework Challenges
- 14. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Measurement Evil = Anything can be measured Essential = Analysis that turns data into actionable intelligence. the devil is in the details
- 15. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Biggest evil of all: most orgs don’t bother to ask customers what they want before planning social strategies. Mindless measurement: tracking stats without setting goals. Metrics without analysis and action aren’t worth tracking at all. Customers will measure you by their own set of metrics, which might be far different than your own. Find out what they want. Metrics must be tied to business goals, events, and KPIs. Metrics are rarely static. You can support dynamic changes by implementing a repeatable process for measurement, analysis, & action. EVIL ESSENTIAL Evil & Essential
- 16. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Mastering Metrics • Singular metrics aren’t useful. Metrics should be grouped and compared from multiple pivots. (i.e. channel to channel) • Metrics are rarely static. Have core benchmarks, but tweak, refine and add as you surface new intelligence. • Segment metrics based on use cases and jobs to be done – not just revenue.
- 17. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Wrong Answers Vs. Right Questions POINTLESS ON POINT We got 10 new followers this week! Of the 10 new followers we got this week, 4 of them joined our community after liking post X, and 3 of them shared it along to their followers with positive sentiment. Post shares are up! Post shares are up by 12% over last month. Three key posts contributed to this: X, Y & Z. 3 people commented on that post! Of the three people that commented on the Strategy post, two thought it was smart, and one added further suggestions we can incorporate into additional content.
- 18. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Mindless Measurement Arm decision makers with actionable intelligence; NOT empty metrics. “WOOT! We have10 new followers!” just doesn’t cut it.
- 19. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR What KRAFT Really Measured • Of the 157,000 how many shared the content with a positive sentiment? How many with a negative sentiment? • How many of those who shared specifically support Pride? • Of the 40,000 who shared the content, who did they share it with and on what channels? • How many new followers have continued to share additional content since? • Now break each down by age, region, language, etc.
- 20. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Story Shift
- 21. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Measurement Framework • Conversations – Customers, Partners, Competitors, Leaders • Identify – Customer/Community expectations from social • Map – Overlaps and gaps MAP • Define Objectives • Standardize across biz units and social networks • Define risks and responses STRATEGY • Define goals • Define success • Set review standards/timelines METRICS • Identify resources required • Develop/incorporate processes • Provide training RESOURCES • Select tools based on • Strategy, Channels • Required Metrics • Cost/Benefits TOOLS
- 22. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR That Said … “A framework is an invitation to think, not an excuse not to.” Debra Louison Lavoy - Director, Strategic Marketing, OpenText
- 23. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Event-based Listening ALL businesses share one commonality: Large or small, every organization has events.
- 24. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Types of Events Mail campaigns, product launches, sales, conferences, webinars, even things like relocation of an office facility or Service disruptions like RIM or Rogers outages Even a tweet is an event. Especially the snarky ones. ;) Events may have additional (tightly and loosely) related events – Press release, analyst opinion, stock price decrease.
- 25. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Feedback Loops • Promotes Constant & Consistent Value Looping • Better ability to adapt and respond to alerts & signals • Sensing, Data, Behavioral • Can add and pivot by many/multiple perspectives & measures
- 26. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Cause To Correlation Monitor Feedback Assign Action ProcessResponse Analyze Tweak Share LISTEN. ANALYZE. ACT. OPTIMIZE. BENCHMARK. > RINSE. REPEAT.
- 27. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Social Analytics Lifecycle •Input – blogs, social networks, video/image sharing, message boards Discover •Distill relevant signals from noise Analyze •Strategic: Product Development, Strategic Planning, Corporate Communications •Tactical: Marketing & Advertising, Customer Care, Sales Segment •Insights drive focused business strategies Strategy •Innovation, Future Direction, Brand Reputation, Campaigns, Customer Satisfaction Improvements, CRM Execution
- 28. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Events > Metrics > Results • Bonobos. Exclusive sale on Twitter generated 1,200% ROI in 24 hours on promoted tweet. (Twitter, 2011) • Charles Schwab. Online community drives 56% increase in Gen X customer base versus year ago. • Honda. Friending Honda campaign increased Facebook fans from 15k to 422k, generated over 3,500 dealer quote requests. • Kiddicare. 30% reduction in inbound customer communications and first call resolution increased from 60% to 98% via sCRM solution. (GetSatisfaction, unkn) • Starbucks. 75,000 product and service ideas suggested. (Forrester, 2008) • Virgin America. Exclusive flash sale on Twitter raised the maximum $50,000 in charitable donations for Stand Up To Cancer. It was also one of the top five sale days ever for the airline. (Twitter, 2011) • Virgin America. Exclusive flash sale on Twitter drove 25% increase in sign-ups over the previous week to Elevate, Virgin America’s loyalty program. (Twitter, 2011) Source: http://www.dachisgroup.com/2012/01/social-business-roi-examples/
- 29. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Understanding Technology “There is no magic Silver Bullet – YET. The right people understand that you need to use multiple tools & technologies for maximum intelligence.” Kelly Craft “The right tools are there, but we don’t have the right people. Analysis doesn’t require tools. Tools need to know & be told what they’re looking for.” Esteban Kolsky
- 30. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Tools & Technology Explore technologies to better measure your own success.
- 31. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Technology Selection • Real-time? Channels: blogs, networks, news. Flexible search LISTENING • Segmentation, Influencer Scoring. Sentiment, Tagging, Trend Analysis. Benchmarking ANALYZING • Real-time reporting/alerts. Theme clouds. Dashboards, Export, Date Ranges. REPORTING • Scheduled updates. Workflow/Team Collaboration. URL Shorteners. Automation Triggers ENGAGING • Integration: CRM, BI, CMS. > APIs OTHER
- 32. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Conversation Mapping Jordan Julien – thejordanrules.com Social media conversations • Who? Customers, partners, leads, competitors, industry analysts, advocates • Where? Create conversation maps & matrix of channels and overlaps. • What? Examine and identify what is important and relevant to the target audience • Why? Identify segments by categories and themes
- 33. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Content Mapping
- 34. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Squeeze Links - Sources
- 35. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR What To Measure - Example PAST 30 DAYS
- 36. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR How Often To Measure PAST 7 DAYS
- 37. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Timely Insights
- 38. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Content Comparisons
- 39. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR 15% increase in web traffic to website 25% of that traffic to Services pages Create 5 new opportunities for speaking/writing engagements 25% increase in service contact requests via website email, blog or social requests Monthly Goals - Sample
- 40. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR What The Metrics Don’t Capture
- 41. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Example: Sales & Marketing The goal of the event is to increase business/sales Resources must be assigned to perform specific tasks in support of the event New customer (lead) records will be created as a result of the event & new data recorded as history/activity with them There will be expenses related to the event There will be additional revenue (hopefully) as a result of the event The results of the event need to be validated & analyzed Ultimately, you want to be able to gauge the success of the event based on cost, benefit, effort, value, and outcomes.
- 42. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Trade Show Example
- 43. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Traditional – Results & Value It cost us $10,000 to attend the show. We got 100 leads, which resulted in 10 deals valued at a total of $100,000. Revenue – Cost = Value (of participating in same trade show again next year.) Additionally, insights on sentiment about the event itself were limited to things like surveys and follow-up calls and emails, most of which weren’t even recorded against the customer records, much less compiled and analyzed.
- 44. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Key Themes 1. All orgs have events, whether planned or unplanned 2. All events can be broken down into before, during and after phases. 3. All Activities can & should be evaluated on • The Value-perspective • The Customer-perspective • The Experience-perspective • The Relationship perspective • The Network-perspective
- 45. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Key Takeaway Manage & measure for insights – not metrics.
- 46. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Acquire Reward Retain Value Chain – Community Lifecycle Reward your connections - new or existing, leads or not – with consistent value.
- 47. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR We’d like to extend our thanks to all of you for attending the Knowledge Is Power Summit today. We hope we hit our objective and you feel more powerfully armed with new knowledge. Social Mini-audit • Improving presence on channel • Additional content sources • Overall strategic improvement Visit our website, www.dashdigitalgroup.com for a link to the request form. Our Thanks To You
- 48. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Thanks also to the event sponsors for inviting us. • Waterloo Region Small Business Centre (Great Team!) • Communicate & Howe • Social Media Breakfast Waterloo • Government of Ontario Thank You
- 49. © 2013 Dash Digital Group Inc. #© 2013 Dash Digital Group Inc. #socbizWR Q&A • Follow me @krcraft • Follow @DashDG • Slides will be made available
Editor's Notes
- We’ll walk through the key elements of an evolved social strategy today. Now, we keep in mind that we have folks here today from both ends of the spectrum – those just starting out with social media, and some who have been participating on social channels for several years. As such, we’ll try our best to
- http://abcnews.go.com/blogs/politics/2012/06/oreo-pride-rainbow-stuffed-cookie-sparks-boycott/#.T-qmusgKIUY.twitterMain campaign: 100 YEAR CELEBRATION OF OREO “series of daily ads reflecting current events in a fun way using images of OREO cookies and milk.”
- http://infegy.com/buzzstudy/oreo/Approximately 67% of Oreo mentions are currently coming from blogs; 27% via Twitter. Positive conversations decreased 34% over the past two days. For further analysis, Oreo mentions spiked more than 500% following the campaign launch.We used Social Radar to analyze conversations around Oreo online.
- Do we know how to read sentiment tag clouds? DiscussTag clouds are used to spot trendsSentiment tag clouds are useful, but can be very misleadingThe real question is never ‘what is trending’ – it should be:Why is it trending????
- and yes, we know there is a spelling error in there. That’s how the poster wrote it – and as a result of the spelling error, that would not be tagged by a natural language processor as a negative word. ;)
- http://gawker.com/5921339/filled-with-pride-oreos-rainbow+colored-cookieYeah, good luck boycotting Kraft Foods. That would be akin to going on a starvation diet for many North American families.
- MEANINGFUL METRICS.
- Prediction, context, patternsBetter the devil you know…
- Whether you are working on a long term strategy or a short-term campaign, successful plans all share these commonalities: Clearly defined objectivesSocial media monitoringChannel and content plansMeasurement and Analytics The combination varies from client to client but its really important to have these cornerstones to build a proper strategy. This is intended as an introduction to social strategy, I’m going to cover off each of the cornerstones.
- Instead, focus on the business outcomes of the account, whether it be for being involved in influencing them, transacting leads or conversions, fostering word of mouth, improving customer service and support, or generating ideas for future products or the brand.Don’t focus solely on fans and followers as a primary key performance indicator, instead focus on the business goals the fans and followers yield for you.
- Sales teams run on specific metrics, while customer service departments operate on an entirely different system. Each department’s success measurements for social media should be based on their specific goals and metrics.In the Kraft story, R&D would be most impacted by number of people who want a real rainbow oreo cookie. Could spawn a line of colouredoreos, even if they cant create a rainbow one.
- All Activities can & should be evaluated onThe Value-perspectiveThe Customer-perspectiveThe Experience-perspectiveThe Relationship perspectiveThe Network-perspective
- Trust me, if you gave me a report that had any of the above in the ‘useless’ column, I’d give you the stink-eye, grill you endlessly, and I’d start checking out resumes for your replacement.
- This is what it looks like when someone hands me a report that says, “We have 10 new followers!” They get the stink-eye, grilled endlessly, and I start to rifle my fingers through the stack of resumes on my desk.And I am not alone. You need to arm decision makers with actionable intelligence. NOT empty metrics.
- Many customers and organizations are just like the babe above trying to read the newspaper. They’re looking at the words & the data, but they don’t understand it and can’t draw any insights from it. But, some day he will be able to understand it, analyze the content, weigh it for relevance, and respond.But first, we have to teach him the new alphabet and how to read – left to right. And all it will take for us to become better teachers is a slight shifting in perspective and approach when we’re telling the stories.
- We’ll try to offer you the big vision, but it takes time and effort to evolve your strategy. As long as you keep the cornerstones in mind by starting with clear goals, a defined ‘voice’, and continue to tweak-as-youNever seen it work effectively when brands try to ‘sell, sell, sell’ without also doing the relationship building.-go, you’ll continue to refine your strategy. And we’re always here to help if you get stuck.
- While there are unique requirements and goals for every business, ALL businesses share one commonality: Large or small, every organizations has events. They might not call them events, but that is what they are.All orgs have events, whether planned or unplannedEvents can be internal, external, or a combination of bothEvents may include any combination of: customers, partners, supply chain, vendors, employees, VARs, competitors, influencers, public, media, industry interests2. ALL events can minimally be broken down into before, during and after phasesALWAYS CHECK YOUR BASELINE AND BENCHMARKS BEFORE, DURING, AND AFTER EVERY EVENT.
- While there are unique requirements and goals for every business, ALL businesses share one commonality: Large or small, every organizations has events. They might not call them events, but that is what they are.All orgs have events, whether planned or unplannedEvents can be internal, external, or a combination of bothEvents may include any combination of: customers, partners, supply chain, vendors, employees, VARs, competitors, influencers, public, media, industry interests2. ALL events can minimally be broken down into before, during and after phasesWith that basic shift in perspective, business users can now begin to ask relevant, intelligent questions to determine where listening, engagement, response, community building, follow-ups and sentiment might fit into their business processes and KPI’s at each phase. Using the event method, you have: two kinds of listening/data mining/analysis - confirmation (searching for knowns) and discovery - searching for unknowns using layered data that builds over timeand two kinds of responses - real-time recovery/action and longer term strategies/initiatives generation
- We’ve established that all orgs have events, but many look at those events as a whole, or as singular unrelated happenings. We have an opportunity to help business improve their own value offerings by teaching them to define goals, KPIs, process adjustments, and activities – before, during and after events, and related events. Which is also how we can enable them to analyze each with layered data understanding. That’s where we really get into using R6 skillfully as part of the processes. We also have the opportunity to educate and mobilize businesses about the value of infinite intelligence loops. Like hula hoops, the more loops you can spin and longer you can keep them off the ground, the healthier & more fit you are. And the better service and experience the organization can offer. Know when an activity occurredIdentify event memes – Oracle world – heat map – next slide –> previous slide – identify what triggered changeProvides information about events you didn’t know that you need to know.Steps can be repeated in any combination – infinite loops. Methodology provides a framework for better identification and extraction of target data setsEasier to plan KPIs and set goalsUnify activities across phases -> collaborationCreate consistent matrix structured on event/phase/perspective themesAnalyze data by conversation, author and domain within each theme/phaseParallel with typical marketing before/during/after campaigns
- Despite the advances in integrating social media into business communications, the majority of companies we’ve spoken or worked with don’t have any sort of standard frameworkin place to measure it’s value. This is true of not only companies that are beginning to engage, but many of the companies who have been present in social channels for several years.Orgs large and small need a framework to help them understand their:Activities:Listening – collecting data, experience and sentimentAnalyzing – identifying and extracting target data setsAct – engage -> content developed. Listen, report, tweak content, engage. Repeat in an ongoing tracking cycle. customer needs, collect data, identify and extract
- Some tool sets specialize in tracking unique metrics specific to only one or two channels. Others span many channels, including traditional marketing and media. These tools go well beyond likes and followers. One tool won’t always answer all of your questions, but having even one tool is better than having no tools at all. For smaller orgs, using Google analytics in combination with reach measurement tools is a good starting point. Tool selection is dependent upon:Channels is useListening/analytics onlyOr full suite with dashboard, scheduling, team collaboration, etc.
- SequentiaEnvironics aims to solve these problems by making Squeeze able to track any URL and quickly show where and when (both time of day and day of week) specific pieces of content are performing best. With real-time feedback, Evans notes, marketers can better adjust strategies on the fly.Where Squeeze may really shine, however, is its ability to track conversions rather than just clicks. The small business and enterprise versions of Squeeze, set to launch at the end of October, will feature link paths, showing the routes users have taken from an initial click to final conversion.Evan provides an example: Links on several channels -- Facebook, Twitter, a blog, a display ad, and a forum -- have led to a download. The link paths trtacked by Squeeze show that the blog performed the best (and the ad the worst) at driving traffic to the download page, but that conversions, measured in downloads, were poor. From this, a marketer could deduce that the ad and the download page need adjusting, but that since the link performed well on other channels, the content itself was not the problem. Insights like these can be invaluable.
- As content is so important, measuring your top performing content is a good start. Even better when you can track it across all of the social channels you use. What performs best across the channels? WHY?Optimal is when you can also tie this to other stats like your Google Analytics. But, that’s a session for another day.
- Note that our top content has changed. Note also the radical change in the Top Channels above when we look at the past 7 days. Anyone have any ideas why?
- "We've noted a significant spike in clicks nightly around 9:45 p.m. to 10:00 p.m. because people can't sleep, as they stress and worry about their finances," Craft says. "Likewise, we saw a sharp increase each morning before 9:00 a.m. as consumers try to tackle their problems, before another day of creditors calling."
- Mmmmmm! Cookies! ME WANT COOKIE!
- Let’s look at a traditional Trade Show Campaign – this is what it looked like before social, listening and monitoring tools were available. I should pause here to explain a bit about this shot. As I mentioned when I told you a bit about me, I’ve been implementing an enterprise-wide collaboration system for over a decade that includes CRM, SCM, HRM, document management, project management, logistics, public, partner, VAR, customer and employee portals, forums – and some of the best workflow capabilities I’ve worked with. It also integrates tightly with multiple different vendor ERP systems. This shot is from one of my demo systems that I’ve engineered, evolved, populated and refreshed for the past 10 years. If we were in my demo system live, I’d be clicking on each of the icons above and dropping into the actual functions and processes to demo for sales, train clients, partners, the vendor sales & marketing staff, plus professional services on best practices and configuration considerations. I’ve also used it to teach developers how the customers might use the products they code. ;-P This simple little scenario story has also been used to help a few start-up scrm vendors really understand what they need to start thinking about if they want to show the Full Monty of functionality. Did you notice that each little icon above is also an event or grouping of events? Including business processes? OK, let’s look at it briefly from the 5,000’ level – traditional style - Walkthrough – as is – OLD SCHOOLThe system should have some sort of project or campaign capability. Think of this as a big paper clip with which you attach all related documents like product brochures, expense receipts, customer communications, assigned resource activities and tasks, schedules for milestones & activities, while also linking together all of the customers and leads related to this campaign. They might be stored all over the system itself, but they're all 'clipped' together under the project/campaign umbrella for easy organization and analysis.Project Scheduling, tasks, documents, including marketing materials, workflow/collaboration,Customer, vendor lists, ExpensesAlthough the traditional Tradeshow campaign scenarioalso has several phases including distinct marketing timelines for activities before, during and after the event, analysis regarding the success and value of the event was mostly restricted to P&L figures long after the event. During each of the stages, listening and monitoring configurations can & should be tweaked based on the goals of the marketing efforts.
- Analysis of the success & impact of the tradeshow was largely limited to basic math exercises: New story: “What would it look like if SalesForce and Radian6 were used strategically to provide better insights, improve both sales/service deliveries, while also building stronger communities and relationships with your customers?”
- Demos can be planned with and infinite number of events as use case examples. All events can be demoed showing listening & monitoring during the phases of the event and the impact on existing business processes. Understanding the basic principles of customer service, you can build engineer scenarios with compelling stories that demonstrate mature capability models.
- NarrativeWeave online & offlineUse props as part of the storySet the stage for positive sentimentEvent Management 101HashtagsTweetable key pointsVideo taping for artifact for course & to use in our own marketingPresentation can be recycledMeasure in real-time. How many ate the middles first?
- Laurie “theme really is provide value” (LIKE) Everyone here today is part of a small or medium business. Your company goals are to acquire more business. In the social sphere, that means more followers, more conversations, more relationships. Some of these relationships lead to business and some do not but regardless of the outcome, we should award these people for their effort and engagement. We want to reward them so they are interested in continuing to build their relationship with us. Insert definition of reward??? So using Podio, let’s look at how we can bring this full circle.
- Notes:As a thank you to all who have attended our sessions today, we’d like to offer each of you a mini-audit of any one social profile/channel you are currently using. We will provide you with a short review including: •Three suggestions for improving presence on the channel.•Three suggestions for additional content sources for their field or industry.•An overall recommendation for strategic improvement. There will be a button at the bottom right of our home page that links to it and the promo code is DDGSMS25 and is needed for submission. Please look for it at the end of today. If you have any trouble finding it please send us an email or a tweet!