Chief Marketing Officer Congress, Sopot

DELIBERATELY MEANINGFULRobin Hamman, Director of Digital, Edelman@Cybersoc

1

1985 1991 1995 1998 2010200820011999

BBS

Lynx, Mosaic

Academic ResearchBBC

Start-Up

ITV

BBC

Headshift

Edelman

2A bit about me....

1985 - ran a local BBS service using my apple IIe

1991- went to university requiring all students to have access, from their bedroom, to internet

1995 - MA in Sociology - topic of dissertation was Cybersex in AOL Chat Rooms

1998 - Joined the BBC as the first “Online Community Specialist”- launched message board platform and training in community management- launched web chat platform and training

1999 - Completed my part-time MPhil in Communication Studies with study of “Offline Effects of Online Community Participation”; Briefly joined a mobile start up then moved to ITV

2001 - Left ITV to return to the BBC- rolled out more message boards- helped define staff blogging and social media guidelines- launched and ran the BBC blogs- audience at time I left was 20 million page impressions per month, just 18 months post launch

2008 - joined social business consultancy Headshift2010 - joined Edelman as Director of Digital

A Shifting Landscape...

(CC) http://www.flickr.com/photos/apodd/5064813896/

PART ONE: A BIT OF THEORY

3Presentation Outline:

Part One - TheoryPart Two - Real World Examples

COMPLEX STAKEHOLDER ECOSYSTEM…

YourBrand

4Brands and organisations increasingly exist within a complex, multi-stakeholder ecosystem that exists across multiple channels, platforms and geographies - and that is always switched on.

With so many stakeholders, the job of keeping track of them all is increasingly challenging... but social media tools can help.

670

Own Search

Social

Aggregatio

nEmbassies

SEO&

SEM

SeamlessVisibility

CONNECTED SPHERES OF DIGITAL

5

And just as stakeholders and touchpoints are everywhere, itʼs increasingly important that your brand is everywhere online. The three interlocking spheres here show how your owned web properties, social media, and search are all interlinked in maintaining and raising your visibility online.

A MULTIPLICITY OF TOUCH POINTS…

Derived from: (CC) http://www.flickr.com/photos/intersectionconsulting/3508041510/

6Stakeholders, consumers, competitors, regulators, recruits... they’re everywhere, and there are many touch-points, some purposefully created, others incidental, and still others totally unexpected, where these audiences can and will seek to engage.

You’re a parent. You meet another parent outside the school gates and discover that they work for a leading mobile phone company. They love or hate their employer - and during 3 minutes of chit chat they set your expectations of the brand.

You’re a user of facebook and a friend of a friend introduces themselves. You accept their friend request and watch their updates. They are your interface to the company.

You call a customer support centre and wait 15 minutes to speak with someone. They deny their is a problem.

You are in a retail outlet and have a great experience with a helpful, knowledgable member of staff....

Your financial advisor tells you that a company is going places... you invest...

You read a story in the paper... you hear about a government regulation that will impact an industry... you’re at a trade event... you see an advertisement.

IT’S ALL ONE BRAND and your perceptions of it are influences by whatever contacts you have, good and bad, with the people and messages of that organisation.

A MULTIPLICITY OF TOUCH POINTS…

wtf?

Derived from: (CC) http://www.flickr.com/photos/intersectionconsulting/3508041510/

7Stakeholders, consumers, competitors, regulators, recruits... they’re everywhere, and there are many touch-points, some purposefully created, others incidental, and still others totally unexpected, where these audiences can and will seek to engage.

You’re a parent. You meet another parent outside the school gates and discover that they work for a leading mobile phone company. They love or hate their employer - and during 3 minutes of chit chat they set your expectations of the brand.

You’re a user of facebook and a friend of a friend introduces themselves. You accept their friend request and watch their updates. They are your interface to the company.

You call a customer support centre and wait 15 minutes to speak with someone. They deny their is a problem.

You are in a retail outlet and have a great experience with a helpful, knowledgable member of staff....

Your financial advisor tells you that a company is going places... you invest...

You read a story in the paper... you hear about a government regulation that will impact an industry... you’re at a trade event... you see an advertisement.

IT’S ALL ONE BRAND and your perceptions of it are influences by whatever contacts you have, good and bad, with the people and messages of that organisation.

MARKETING PUBLIC RELATIONS SALES RECRUITMENT CUSTOMER CARE

SILOS INHIBIT ACTION…

(CC) http://www.flickr.com/photos/docsearls/5500714140/

“To stand out in a commoditized market, companies must understand what customers truly value. The only way to do that is to break down the traditional, often entrenched, silos and unite resources to focus directly on customer needs."

~Ranjay Gulati, Harvard Business Review

8Most businesses, however, aren’t set up to deal effectively with the multiplicity of touch points. In addition to having silos internally, they may also silo their budgets, and thus inhibit their agencies from working in a more joined up way. Result? You engage the world as if you are a series of confederated organisations - the logo is the same, but the message and the experience may very well be far from cohesive and coherent.

(CC) http://www.flickr.com/photos/whsimages/998243013/

9We’ve spent some time looking at organisational trends, trying to understand how businesses are dealing with the challenges I’ve outlined. Successful businesses, according to our research, are beginning to think and act differently -

* they involve their employees, and where it makes sense to, external stakeholders in defining their business objectives* they recognise that collaborative, open working environments create opportunities for new ideas to flourish* and they understand that employees at all levels can get involved in “communication”

“People at all levels of an organisation have stories to share - stories that illuminate their lives and purpose...”

(CC) http://www.flickr.com/photos/mobyrock/541865315/

IN THIS TOGETHER

10To deal with this changed communications landscape must take a lot of resource, right?! Well, with the right tools - and by that I mean social media monitoring as well as guidelines, workflows, and training to enable staff - it’s surprisingly simple to involve your customers, consumers, audiences and other stakeholders in your business.

http://edelmandigital.com/2010/04/21/social-business-planning-aligning-internal-with-external/

“A new organizational structure is required to accommodate and benefit from the culture of sharing that social media has fueled over the last four years. The information flow we all experience daily can no longer be organized into neat org-chart silos."

~Charlene Li, Author of Open Leadership

11So the fascinating shift we’re seeing a lot of our clients make - and social media helps enable this shift - is from being closed to more collaborative to genuinely open. What does this actually mean, in relation to social media monitoring, a topic many of you here today are interested in? It means using social media monitoring to understand the feelings, thoughts, desires and needs of your audiences, whoever those are, and ensuring that those insights - which might include early warnings of a looming crisis, opportunities to reach out to an evangelist or opinion leader, opportunities to rectify a failure or shortcoming, and even ideas for product and service innovation - to the people, wherever they are in the business, who can make use of them.

http://edelmandigital.com/2010/04/21/social-business-planning-aligning-internal-with-external/

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Programs

Infrastructure

12The reason I joined Edelman was because I recognised a shift. No longer were marketing and communications activities at the fringes of what brands, organisations and businesses are doing - they are at the centre, core to a range of business critical activities. In order for that to be successful, you have to first recognise the change, but then it requires training, technical infrastructure, processes, policies, creation of a shared culture - and perhaps most importantly, permission from the top.

MEASURABLE OUTCOMES

13But there is little point in embarking on this path unless you’ve got a clear view of what you intend to measure, and what success (or failure) might look like. This is a measurement framework we put together for a client as they began creating what we call social media embassies - brand controlled spaces and accounts on third party social platforms. But as you might have guessed from some of my earlier slides, I think it goes much deeper than this - in addition to these numbers, there are opportunities for other measurable outcomes, ones that are tied to business critical tasks ranging from marketing to product and service innovation and delivery. Dig deep with social media and you’ll find the serious metrics.

A Shifting Landscape...

(CC) http://www.flickr.com/photos/kretyen/3361953041/

PART TWO: THE REAL WORLD

14

The communications landscape is changing. Driven at pace by the democratising power of digital and the continued shift from a shareholder to a stakeholder society, we are witnessing the emergence of a new model of Public Engagement. Networks have replaced channels; influence has supplanted audience; shared interests are moving us beyond dogma; and multilateral connection is the new dialogue. We are faced daily with a chaos of news and views. The golden age of broadcast is over.

Robert Phillips, UK CEO, Edelman

http://www.edelman.co.uk/public-engagement/

15Public Engagement offers an interesting framework which describes the behaviours we’re seeing in digital communications.

the creation of meaningful participatory frameworks that align stakeholder behaviours with measurable business outcomes

(CC) http://www.flickr.com/photos/gettysgirl/3692150826/

16

What it means, to me, is focusing on a variety of activities that allow you to create meaningful participatory frameworks that align stakeholder and audience behaviours with measurable business outcomes. There are seven of these activities, or behaviours...

THE SEVEN BEHAVIOURS OF PUBLIC ENGAGEMENT

(cc) http://www.flickr.com/photos/lincolnian/1328426678/

Listen with new intelligence

Participate in the conversation: real time / all the time

Socialise media relations

Create and co-create content

Champion open advocacy

Build active partnerships for the common good

Embrace the chaos

17

I’m going to use this framework as a way of introducing a wide variety of case studies. If any of these captures your interest, feel free to note it down and ask a question about it at the end - I’d love the opportunity to go into more detail on some of these.

(CC) http://mashable.com/2010/06/15/gatorade-social-media-mission-control/

1. LISTEN WITH NEW INTELLIGENCE

http://mashable.com/2010/06/15/gatorade-social-media-mission-control/

18Gatorade - PepsiCo is an Edelman client - has set up a “Social Media Mission Control Center” that staff at all levels, and in all roles, can walk into at any time to find out what customers and other stakeholders are saying about the brand and related topics of interest such as “sports rehydration”.

670

Discussion of Brand X

Identify opportunities for pro-activeengagement

Identify opportunities for primarily re-activeengagement

MONITORING STRATEGY

Online discussion and community relating to

your core business objectives and messaging

19To do all this, you need some tools. Not just social media monitoring service, but other tools including a strategy, workflows, guidelines and measurement frameworks...

1. Monitoring strategy:

Most organisations and brands that are already monitor tend to focus almost entirely on the more obvious opportunity - monitoring for specific mentions of brand, product, services and the same for their competitors. So, to use an imaginary example, SAS might monitor for “SAS”.

There’s another, often missed opportunity, which is to monitor for opportunities to engage with individuals and communities who are discussing topics and issues that are important to your brand and it’s messaging.

So, for example, I’d imagine that any large airline would monitor for their name, as well, potentially, for conversations about the airports from which they hub or where they have key routes - eg. SAS might widen their monitoring so that it also covers Copenhagen Airport, CPH, “Copenhagen to London”, “flights to Copenhagen”, “employment in Copenhagen” , “careers in travel industry”, “sustainability in the airline industry”, etc etc.

MHG>Be polite, respectful, constructive and con-versational. Aim to build a relationship, not start a quarrel.

MBF>EBG>LLConsider your re-ponses, but act swiftly to avoid losing the moment to influence the conversation.

LHNK<BG@Cite your sources by including hyperlinks, video, images or other references.

MK:GLI:K>G<RDisclose your connection.

K>LIHGL>�<HGLB=>K:MBHGL

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BG?EN>G<>Prioritise the most influential and highest profile sources for your target audience.

YES

YES

YES

YES

YES

NO

NO

NO

NO

E>M�<HGM>GM�LM:G=Let the content stand -no response

YES

:<DGHPE>=@>A constructive, factual and well cited response, which may agree or disagree with the content, but is not negative.You can acknowledge the content, provide an endorse-ment, or let it stand.Do you want to respond?

K>LMHK:MBHGAddress the situation, respond and act upon a reasonable solution.(See Response Considerations below)

?BQ�MA>�?:<MLRespond directly with factual information via a public comment.(See Response Considerations below)

YES�K:@>K�Is the content a rant, joke, ridicule or satirical in nature?

�FBL@NB=>=�Does the content contain errors?

�NGA:IIR�:N=B>G<>�Is the content the result of a bad experience for one of our stakeholders?

?BG:E�>O:EN:MBHGBase response on your present circumstances and influence, and profile of content creator. Will you respond?

LA:K>�LN<<>LLAdd value to the content creator by sharing information about your brand and goals.(See blog response considerations below)

NO

NO

<HGM>GM�IN;EBLA>=Have you found social media content about your brand? Is it positive?

�MKHEEL�Is this a site dedicated to bash-ing and degrading others? FHGBMHK�HGER

Avoid responding to specific items of content. Monitor the source for relevant information and comments.

:@>Has the content been avail-able online for some time?

YES

YES

NO

FHGBMHKBG@�BG<B=>GM�K>LIHGL>�IKH<>LL

This chart is based upon a model used by the United States Air Force to guide their response policies for blogs and potential issues discovered online. It was designed as a ‘field manual’ for USAF representatives in the words of Steven Field,

a former US Military spokesperson and communications expert. It serves as a ‘guide, not a ball and chain,’ and still accounts for the need to be nimble in responses to online communications. Monitoring and Response

Workflows...

MONITORING AND RESPONSE WORKFLOWS...

20Audience fragmentation. Stakeholder ecosystem complexity. Multiplicity of touch points. Silos no longer recognised as meaningful by audiences and inhibiting meaningful action. Broadcast being replaced with conversation....

To deal with this changed communications landscape must take a lot of resource, right?! Well, with the right tools - and by that I mean social media monitoring as well as guidelines, workflow, and training to enable staff - it’s surprisingly simple.

(Workflow here is derived from a workflow created by the US Military)

Monitoring and Response Workflows...

MONITORING AND RESPONSE WORKFLOWS...

21Audience fragmentation. Stakeholder ecosystem complexity. Multiplicity of touch points. Silos no longer recognised as meaningful by audiences and inhibiting meaningful action. Broadcast being replaced with conversation....

To deal with this changed communications landscape must take a lot of resource, right?! Well, with the right tools - and by that I mean social media monitoring as well as guidelines, workflow, and training to enable staff - it’s surprisingly simple.

LISTENING AS A BUSINESS PLAN

http://editd.com

22

EditD monitors online conversations about the catwalk shows... then uses this information to forecast trends for clients in the apparel industry.

LISTENING AS CONTENT

http://www.shownar.com/

1. Listen with new intelligence

23

Shownar was a BBC service that tracked and linked to online discussions of BBC TV and Radio programmes - instead of having to host and moderate discussions on bbc.co.uk, the service allowed the BBC to curate the very best content being posted elsewhere.

(CC) http://www.flickr.com/photos/metrojp/92038203/

2. PARTICIPATE IN THE CONVERSATION

24Wikipedia: Conversation is interactive, more-or-less spontaneous, communication between two or more conversants. Interactivity occurs because contributions to a conversation are response reactions to what has previously been said. Spontaneity occurs because a conversation must proceed, to some extent, and in some way, unpredictably.

In other words, successful conversations require both listening and speaking.

That’s what social media monitoring - and in my mind social media more widely - is all about: having a conversation, to which you both contribute and gain.

RIGHT FROM THE START

http://www.bbc.co.uk/blogs/manchester/2006/08/starting_a_conversation.shtml

25When I was at the BBC, one of the projects I launched was the BBC Manchester Blog. The idea was, as with Shownar, to experiment in monitoring and linking as a way of bringing the very best user generated content to our audiences without requiring us to host and moderate that content. For me, the day we launched offered a quick lesson in the value of social media monitoring, when a prominent Manchester blogger raised some worries about our motivations. We spotted this in minutes, responded within half an hour - joining in the conversation and showing that we wanted to participate as equals, to everyone’s benefit.

SPREADING THE WORKLOAD

http://twitter.com/twelpforce

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26American electronics retailer BestBuy launched, in the US, TwelpForce. It’s an idea that mirrors much of the thinking I expressed earlier in this presentation as it’s genuinely about breaking down silos and using a combination of tools - social media monitoring, monitoring and response workflows, staff guidelines and training - to improve the customer experience by enabling thousands of staff to engage - always appropriately, helpfully, and in a de-risked way - via twitter and elsewhere online.

ASK QUESTIONS THAT DELIVER ANSWERS

http://mystarbucksidea.force.com/

27Starbucks, an Edelman client, has taken listening and participation in the conversation to heart by asking their customers for suggestions on improving their product and service offerings. So far, nearly 100,000 ideas have been generated. Most of these are unworkable, but some have been put into place.

Purina Website

Purina Web PRESENCE

BE WHERE AUDIENCES ARE

28

One brand who exemplifies this approach is Purina, an American pet food brand. Theyʼve used the entire web as their communications canvas, building a community, rather than focusing on a short term campaign. Emotional, conversational content on twitter, youtube, facebook and the pet-centric pet lovers portal all link back to rational brand and product related content on their official website. The result? Increased visibility and deeper engagement.

FACILITATE THE CONVERSATION

http://www.openforum.com/

29American Express uses Open Forum to facilitate the conversations small business owners want, and need, to have. Oh, and if you need some corporate credit cards...

3. SOCIALISE MEDIA RELATIONS

(CC) http://www.flickr.com/photos/creativecommons/2294317199/

30

EMBED AND SPREAD

(cc) http://www.flickr.com/photos/jamesyu/366732694/

http://www.flickr.com/photos/jamesyu/366732694/

31

4. CREATE AND CO-CREATE

(cc) http://www.flickr.com/photos/lollyman/4424552903/

32

CO-DESIGN PRODUCTS

http://www.threadless.com

33Threadless is an online t-shirt retailer. They have hundreds, if not thousands, of designs - yet not designers on staff. That’s because they ask their customers to contribute t-shirt design ideas, with other customers voting and offering suggestions to improve the designs. Once a design is chosen, just about everyone who was involved in the creative process gets involved in telling their friends - that is marketing - the design. Oh, and the person who designed the t-shirt gets paid.

CROWD-SOURCE HEAVY LIFTING

http://mps-expenses.guardian.co.uk/

34Last year, the Daily Telegraph got ahold of a disk containing scans of all MP expense claims. A few days later, that same data was released under the Freedom of Information Act. The Guardian, like other newspapers was behind the Telegraph by a few days. Rather than throwing a whole bunch of journalists (scarce resource) at the job of sifting through the documents, looking for stories, the Guardian crowdsourced that job to their audiences. Within a few hours, those audiences had gone through far more of the documents than journalists at any other paper, and the Guardian got some great early scoops by creating a platform that allowed journalists and audiences to work together.

http://www.giffgaff.com

1. Listen with new intelligenceCUSTOMER LED SERVICE DELIVERY

35

GiffGaff, an 02 spin-off, is a “community run” mobile phone network. Customers are actually paid to respond to each other’s customer care inquiries, to help develop new service offerings, etc...

CO-CREATE CONTENT = GAIN VALUABLE INSIGHTS

“Glamour Ask a Stylist” on the iTunes App Store

36This is Glamour Magazine’s “Ask a Stylist” application. Users upload a photograph of themselves, define what sort of event they are dressing for (eg. casual friday, first date, interview) and what stylist they’d like an answer from.

Data:

* pictures of what their audience is wearing (colour, style, age, type of clothing, etc)* which stylists are popular* which “fashion challenges” audiences face

Content:

* ability to identify features of interest to audience and use of content in those features

5. CHAMPION OPEN ADVOCACY

(cc) http://www.flickr.com/photos/rosengrant/3982140863/

37

Open Advocacy is just as much about giving your stakeholders, audiences and consumers something to love as it is allowing them to share that love. Give and you shall receive.

(Note RE: CC - not licensed for commercial use - have included in unpaid, informational presentations only)

LIKE IT? SHARE IT...

http://www.centernetworks.com/victorias-secret-facebook-free-panty

38

Open advocacy is all about making it possible for those who align themselves with your brand to share their affinity with their friends. Victoriaʼs Secret Lingerie turned Facebookʼs “Like” into a physical product...

6. BUILD ACTIVE PARTNERSHIPS FOR THE COMMON GOOD

(cc) http://www.flickr.com/photos/irievibrations/3675852330/

39

CROWD-FUNDING

http://www.spot.us/

40

“REFRESH THE WORLD...”

http://www.refresheverything.com

41PepsiRefresh is about surfacing great ideas that can change the world, with Pepsi’s help...

SOLVE CHALLENGES TOGETHER

http://www.enabledbydesign.org

42Enabled by Design is a social business run on a not-for-profit basis for the benefit of our community.

Enabled by Design was inspired by co-founder Denise Stephens' experiences following her diagnosis of Multiple Sclerosis in 2003. Having suffered a series of disabling relapses and hospital admissions, Denise was assessed by an Occupational Therapist (OT) and given a range of assistive equipment to help her to be as independent as possible. Although this equipment made a huge difference to her life, she became frustrated as her home started to look more and more like a hospital. But Denise had an idea...

In April 2008, Enabled by Design was chosen to take part in the first ever Social Innovation Camp. A weekend long competition, Social Innovation Camp brings together people with ideas of how to solve specific social issues, with web developers, designers and those with business expertise to develop online solutions to real world challenges.

At the end of the weekend after a Dragons' Den-style pitching competition, Enabled by Design was awarded first prize as the 'project with most potential'. The panel of judges included innovation expert Charles Leadbeater, Bebo co-founder Paul Birch, Yahoo technical evangelist Christian Heilmann and head of the Young Foundation's Launchpad, Simon Tucker.

Since then Denise and her co-founder, Dominic Campbell, have been working hard to spread the word about Enabled by Design and get people involved to share their views and experiences of assistive equipment - yes, that means you!

7. EMBRACE THE CHAOS

(cc) http://www.flickr.com/photos/ohhector/456611804/

43And the final behaviour of public engagement is to embrace the chaos. Be brave. Be creative. But also do things in a strategic, de-risked way. There are massive opportunities out there.

(cc) http://www.flickr.com/photos/45699481@N04/4664596482/

44

dziekuje

robin.hamman@edelman.comtwitter: @Cybersoc

(cc) http://www.flickr.com/photos/45699481@N04/4664596482/

http://slideshare.net/Cybersoc

45And the final behaviour of public engagement is to embrace the chaos. Be brave. Be creative. But also do things in a strategic, de-risked way. There are massive opportunities out there.