Community Manager Дайджест№5 (2012)

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The New Community Manager Defined. Secrets of success and five common mistakes to avoid ......... 0

Community Management: The Strategic New IT-Enabled Business Capability ............................................ 2

Community Management and Community Managers .............................................................................................. 4

What is an online community manager? ........................................................................................................................ 4

Le Community Management. Stratégies et bonnes pratiques pour interagir avec vos communautés 7

Qu’est-ce-que le Community Management? ................................................................................................................. 8

The New Community Manager Defined. Secrets of success and five common mistakes to avoid АВТОР: matthewjdaniel ДАТА ПУБЛИКАЦИИ: September 12, 2011 ИСТОЧНИК: http://info.marketwire.com/rs/marketwire/images/Sysomos-Community-Manager.pdf АННОТАЦИЯ: публикация представляет собой краткое и емкое обобщение основных навыков, которыми должен обладать комьюнити-менеджер; требований, которым он должен соответствовать в профессиональной деятельности; описание основных ошибок, которых следует избегать. Автор устанавливает 7 общих правил практики управления сообществом, соблюдение которых если гарантирует успех и эффективную работу комьюнити-менеджера.

The skill set required of a successful community manager A great community manager must be a “jack of all trades.” This person will need to juggle communication, administration, metrics and reporting, and team building. A day in the life of a successful community manager 1. Outreach—cultivating new connections The community manager will be seeking out new community members, partners and influencers daily. By knowing the active keyword clusters and monitoring those conversations, she can see where the influence hubs are online and can participate in those networks to garner attention and

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encourage engagement. 2. Brand and product advocacy—sharing information to assist the community Externally, the community manager’s job includes answering product questions, providing contact information, demonstrating company values, and being the social media face of your brand. Internally, taking the information gained by finding new influencers, the community manager can share the insights gained from monitoring and interacting with the community with other company departments to adjust customer service, product development, support and marketing. 3. Customer service—problem solving and customer interactions A community manager will be required to handle crises, complaints and calls for escalation. She needs to be able to do this smoothly with an eye toward not only solving problems, but also toward demonstrating competence and preserving brand loyalty. 4. Nur turing relationships—enhancing your base Enhancing and deepening already established relationships with fans, par tners and internal team members is a daily responsibility for the community manager. It’s impor tant to continue to expand your reach, but it’s even more impor tant to nur ture the relationships you already have Nur turing activities might include one-on-one outreach via email, phone or private message. It might include featuring a member in a public mention to the community. It will likely mean saying “please” and “ thank you” with ease and frequency. Above all else, it means cour tesy, respect, engagement and ensuring that the community members get the attention they want and deserve. 5. Integration—strategy with real life implementation Ensuring that the overall business strategy is being incorporated into day-to-day activities is crucial. The community manager has an important role to play as liaison between the theoretical and the actual. Whether it’s substantiating the strategy with data, finding new audiences through the insights gained from monitoring, or championing the real-world needs of the members, the community manager is the voice of the community within an organization. The community manager must completely embrace this role, so that the integrity and viability of the community is regarded and retained. Five common mistakes to avoid Expecting instant success Thinking your community has to look like everyone else’s’ Dictating how your community must act Creating a voice that isn’t real or authentic Favoring quantity over quality (numbers vs. engagement) Seven golden rules for successful community management Rule #1 Respect the online community as an organic phenomenon and allow it to take on a life of its own. Honor its uniqueness and rhythms. One size does not fit all and that’s how it should be when it comes to online communities. Rule #2 Align strategy and implementation with your community goals, corporate brand, revenue model, and most important, with the purpose driving your community members to engage with you in the first place. Rule #3 Focus on engagement rather than the “numbers game” when designing metrics and monitoring policies and procedures. This may require a cultural shift from traditional push-style marketing activities to pull-style engagement ones. Rule #4 Listen. Monitor the conversation, sentiment, mentions, sharing, tagging and linking to observe what’s working and what’s not. If you’re already listening, listen some more. Rule #5 Be open-minded. Learn from your monitoring activities. Be willing to discard your preconceptions if the data proves you mistaken. Rule #6

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Go beyond listening to create actionable insights. It’s not enough to just listen—take that information and incorporate it back into your customer service, support, sales, product development and marketing processes. Rule #7 Hire a community manager. A competent community manager—one with comprehensive communication skills, a flexible attitude, an ability to interface across multiple channels, and a talent for building teams and influencing groups—will greatly increase the likelihood of success.

Community Management: The Strategic New IT-Enabled Business Capability АВТОР: Dion Hinchcliffe ДАТА ПУБЛИКАЦИИ: March 6, 2010 ИСТОЧНИК: http://www.enterpriseirregulars.com/14434/community-management-the-strategic-new-it-enabled-business-capability/ АННОТАЦИЯ: в статье представлена общая характеристика процесса управления сообществом как стратегической функции организации, которая стремится адаптировать технологии социальных медиа и Enterprise 2.0 с особенностям бизнеса. Одним из центральных терминов публикации является понятия The Community Roundtable, или Круглого стола по вопросам Сообщества, введенное Rachel Happe для обозначения практики совместных обсуждений экспертов в области социальных медиа и комьюнити-менеджмента проблем и перспектив управления сообществом. Основные результаты одного из подобных дискуссионных круглых столов резюмируются в данной статье.

Community management is a strategic function for organizations that are adopting or otherwise being impacted by social computing, which is most of them at the moment. In particular, this includes Enterprise 2.0 and social media as applied to operating a business, which is then collectively referred to as ‘social business.’

The premise is that as we begin to organize our business processes and the way we collaborate in a fundamentally social manner, we need to manage this activity in a new way that reflects its unique nature. Then there are the online communities themselves, a new and distinct feature on the business landscape. Businesses generally haven’t had a self-aware and continuously connected group of stakeholders in quite this way before. A way of proactively addressing the requirements of and governing online communities is now being seen as needed.

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The process of community management is involving new roles and responsibilities that have certain skills and techniques associated with them. In this way, the community manager has become the central role and it is one that is rapidly moving from basic administration and moderation to a strategic one that effectively influences, guides, and supports workers, partners, and customers en masse, often by the tens or hundreds of thousands. The Latest Best Practices and Techniques A landmark new report from the Community Roundtable shines a lot of light in this key new role. Despite having been around for years now, the rapidly evolving role of community manager is very much in flux today. Due to the focus on social business in recent years, it is now undergoing a simultaneous specialization and redefinition of the skills required as well as a re-evaluation as a likely nexus for strategic social business activities in the 21st century. The Community Roundtable (also known as The CR) is run by Rachel Happe and Jim Storer and bills itself as an organization where “social media and community practitioners gather to meet, discuss challenges, celebrate successes, and hear from experts. Along with providing a welcoming environment in which to gather and learn, The Community Roundtable is dedicated to furthering the discipline of community management.” The report is endorsed by many well-known figures in the social media and Enterprise 2.0 spaces including Jeremiah Owyang, Oliver Marks, and others. You can also read Oliver Marks’s overview of the report on ZDNet, where he says: In my opinion there’s way to much emphasis on tools and technology as a solution to problems – we’re

in an era of consolidation in an overcrowded tech sector – and this report helps expand and understand the underestimated areas.

The Community Roundtable is structured around a Community Maturity Model management

framework that incorporates eight competencies required to successfully ‘socialize’ an organization, which are Strategy, Leadership, Culture, Community Management, Content & Programming, Policies & Governance, Metrics & Measurement and finally Tools.

Some of the key lessons about community management in 2010 from the report include: Avoid One Way Silos – It is critical to address listening, information filtering, and response mechanisms within a community strategies or the community will act more like an outpost than something that drives value back into the business. Good Social Capital Matters – In online community environments, a leader’s authority and influence will be dependent on their ability to be authentic, transparent, persuasive and trustworthy. Communities Are Different, But Complementary -The goal is not to replicate the culture of the organization within the community but to understand where the boundaries of tone and acceptable topics are – and how much flexibility will be accepted in that regard. The Best Collaborators Reach Out – Experienced community managers spend a great deal of their time in helping individuals in their organizations better understand the culture, mechanisms, and acceptable scope of interactions in the community. Communities Can Break Down Silos – Community initiatives are a very effective means of breaking down the culture barriers that are inevitable when companies are acquired. The last point is a particularly interesting one in terms of the ability of social tools to create truly unified and coherent organizations, even when they consist of silos, physically remote divisions and subsidiaries, or merged and/or acquired companies. Community management can be used to quickly, inexpensively, and deeply engage with any large group of individuals to achieve complex business goals that involve political issues and so-called “tribal” considerations.

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Community Management and Community Managers АВТОР: Jeff Nolan ДАТА ПУБЛИКАЦИИ: June 28, 2010 ИСТОЧНИК: http://jeffnolan.com/wp/2010/06/28/community-management-and-community-managers/ АННОТАЦИЯ: автор статьи рассматривает управление сообществом и роли коммьюнити-менеджера через призму управления маркетинговой политикой компании. Констатируется факт, что лишь немногие практики в сфере социальных медиа действительно понимают, какие преимущества оно предоставляет организации. В частности, отмечается, что общепризнанная система измерения эффективности управления сообществом отсутствует, и это препятствует успешному использованию его технологии в деятельности компании.

The community manager position in marketing organizations across all industries is one of the hottest gigs and it’s been that way for a few years now. The role is attracting people because of the opportunity to drive new processes and build professional brand equity for the individual as much as the company, and it doesn’t hurt that big brand companies are paying top dollar to fund these operations in a time when they are paring back across the board on everything else. The lack of performance metrics for community management is one reason why the position is so sought after, simply put we have not been measuring performance for this role because few people really understood where to look in the organization for the points to measure success and failure on when it came to community management; we’ve been stuck in this “we know it when we see it” mentality. The above is why I got interested in a post that Radian6 put up on their blog about the subject. This company, better than most, understands what community management is supposed to drive in terms of business benefit, after all it’s what they are selling in the market, and in one post they have succinctly captured some of the key business processes that are impacted by the community management role. When you have the business processes defined it becomes much more achievable to define metrics upon which the community management function is to be measured. Once upon a time, managing a community meant hanging out in an online location – be it a forum or a

chat room – and moderating chat. Approving comments. Handling some support issues. Dealing with trolls, helping people with questions. That kind of thing.

But community management, at least the way we approach it, isn’t just online issues management and discussion moderation anymore. It’s a far more fundamental business role, one that ties together responsibilities from a number of different places, both online and off. [From A Different Look at Community Management «

Social Media Monitoring and Engagement – Radian6]

In the words of the recently deceased John Wooden, “don’t mistake activity with achievement” and when it comes to community management wiser words have never been said. Every business function has to demonstrate through objective measure why it should continue to exist, the much talked about community management function inside an increasing number of marketing organizations is no exception

What is an online community manager? ДАТА ПУБЛИКАЦИИ: 9 November 2009 ИСТОЧНИК: http://www.communityspark.com/what-is-an-online-community-manager/ АННОТАЦИЯ: в одном из предыдущих дайджестов мы рассматривали публикацию, в которой представлена подробная характеристика основных ролей комьюнити-менеджера. В статье, с которой мы предлагаем вам ознакомиться представлена их иная интерпретация. Рефери, спикер, лидер, бизнес-евангелист, посредник, наставник – многообразие ролей коммьюнити-менеджера столь же велико, насколько многогранна его личность. Терпение,

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страсть, проактивность, эмпатия, трудолюбие – всего лишь некоторые из качеств этого профессионала.

The precise description of an online community manager varies from organisation to organisation. Some companies will describe the responsibilities of an online community manager very differently to others. Some will offer roles with very similar job descriptions but very different job titles. The issue is this – there is no standard definition as to what an online community manager is, or does. We are all still ‘feeling our way’. In this article, I’m going to outline the role and personality of an online community manager. The role of an online community manager A matchmaker The primary role of an online community manager is to encourage, facilitate and develop relationships. They need to ensure people with similar interests and objectives find each other, talk to each other and develop meaningful relationships. They need to build relationships with members and potential members themselves, and they need to continue looking for ways to bring people closer together. A spokesperson Online community managers are often seen as the public face of an organisation. If people aren’t happy with the business, they might take it out on the community manager. If they have a question about the company’s product, they’ll often ask the community manager before they go through the regular contact forms or customer support telephone numbers. If your business is in the news, whether for good reasons or bad, the community will look to the community manager to speak on behalf of the organisation. Community managers don’t just encourage conversations between members. They also need to encourage communication between your organisation and its customers. A leader Online communities need leadership. There needs to be someone making the tough decisions – decisions that will often be made with a good amount of diplomacy. There isn’t much tolerance of authoritarianism when it comes to community building. An evangelist An online community manager needs to be enthusiastic about love what they represent. They need to be happy sharing and spreading awareness of the community and what it supports wherever and whenever they can. Someone who doesn’t believe in what they are doing won’t be as successful as a true evangelist. A multi-tasker Although much of a community manager’s time and focus will be spent on the organisation’s ‘official’ online community, they will also spend a lot of time monitoring and getting involved in conversations away from the community. They will be reading the blogs and twitter streams of influential people and potential members. They’ll be monitoring competing communities and getting involved in conversations wherever they may be happening. A referee An online community manager needs to keep the peace. This can be difficult when there are a number of competing personalities. It’s true that some people just won’t fit in; however, big personalities are a good thing – often, they drive conversation, activity and engagement, so you’ll want to keep them in the community. At the same time, you don’t want arguments and abuse to destroy the community. A mediator Similar to a referee, but different. Referees judge whilst mediators encourage aggrieved parties to work things out for themselves. The best online community managers rarely have to edit or delete member contributions – they will act as mediators and help prevent personality clashes or misunderstandings from happening in the first place, or from escalating out of control. A babysitter Experienced online community managers will tell you that sometimes they feel as though they are online babysitters. Something about the anonymity of the web makes some people behave as

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though they have barely learnt the alphabet. An online community manager needs to accept that part of their job will seem like babysitting. They’ll need to be prepared to hear petty complaints that are of the utmost importance to those complaining, but trivial to almost everyone else. The personality of an online community manager This is a little harder to define and probably depends on the nature of the community and the organisation. The manager of a community campaigning for an end to the death penalty will probably need to have a different personality to the manager of a community campaigning to give sheep the right to vote. That being said, I believe there are some generic qualities that will always apply: Patience Building an online community takes time. You can’t expect overnight success – in fact, I’d argue that’s impossible. Relationships aren’t built overnight, therefore a community cannot be a success overnight. An online community manager needs to be patient and focussed on long term success. Dedication Similar to patience. A community managers needs to be absolutely dedicated to making the community a success. Sometimes an online community will be overwhelming (in a good way). Sometimes it will be disappointing. Often these two extremes can happen on the same day. A community manager need to truly believe in what they are doing and be dedicated to the community’s success. Determination Community building is a battle against the odds. Most will fail. A good online community manager will be determined to ensure their community succeeds. There might be existing communities already out there that are competing for the same audience as you. The determined community manager will see competition as an opportunity, not a threat. Passion If there is no passion, there isn’t much in the way of motivation. Sure, a nice salary is a good initial motivator but that won’t last long. A community manager who loves what they do and is truly passionate about what they do is far more likely to succeed. You want someone that gets excited every time a new email arrives. Someone that gets excited every time your community is mentioned. Someone who gets excited every time a member makes a contribution. Maturity As I mentioned earlier in this article, a community manager will often be caught in the middle of member disputes. At the same time, they will often be the victim of abuse themselves. An online community manager needs to rise above all of this. They need to take the moral high ground and not be drawn into arguments or divisive issues. This can often be very hard to resist. They need to be cool headed and mature. Proactivity An online community needs to be interesting and fun. The community manager needs to be constantly aware of the wants and needs of its members, and respond to them. They can’t wait until your competitors are stealing your members before they act – by then, it’s too late. A community manager needs to have their finger on the pulse and always be working behind the scenes. Where are the bottlenecks on the community? How are people interacting with specific features? How can they be improved? What are people saying about your community/product/service/brand away from the community? A good online community manager will reach out regardless of the medium, regardless of whether the discussion is positive or negative. Curiosity A good online community manager will be inquisitive. They’ll always be asking questions – to themselves, community members and the organisation they work for. They’ll be setting themselves goals and asking how those goals will be met. They will be asking community members how the community can be improved. They will be asking their organisation how they plan on adapting to the new challenges and opportunities the community poses. Questions aren’t just good – they’re essential. Modesty

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You don’t want an egotistical online community manager. Attention should always be focused on the online community’s members. If the spotlight does inadvertently turn onto the community manager, they need to quickly turn it back onto the members. Some personalities may find this difficult. A good online community manager knows that keeping the spotlight away from them is essential. Empathy An online community manager needs to be likeable and members need to be able to identify with them. The community manager needs to be a part of the community – they need to be involved in it, they need to build relationships with members and always reach out. They need to encourage; they need to be human. Hard working I’ve gone through a lot of attributes and qualities. So this final point should be pretty obvious – an online community manager needs to be hard working. This isn’t a 9-5 job.

Le Community Management. Stratégies et bonnes pratiques pour interagir avec vos communautés ДАТА ПУБЛИКАЦИИ: 10 Septembre 2010 ИСТОЧНИК: http://www.lescoulissesducommunitymanagement.com/; http://diateino.izibookstore.com/produit/7/9782354560171/Le%20Community%20Management АННОТАЦИЯ: предлагаем вашему вниманию уникальную книгу «Le Community Management. Stratégies et bonnes pratiques pour interagir avec vos communautés» (в пер.с фр. «Управление сообществом. Стратегии и лучшие методы взаимодействия с сообществом»), посвященную определению возможностей и перспектив использования сообществ в управлении маркетингом и коммуникацией в компании. Комьюнити-менеджер рассматривается как организатор работы сообщества, посредник между компанией и его членами сообщества, профессионал в распределении информационных потоков. Книга представляет собой обобщение практического опыта управления сообществами и проиллюстрирована многочисленными интервью комьюнити-менеджеров, работающих в политике, промышленности, образовании, СМИ и музыкальной индустрии.

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Qu’est-ce-que le Community Management? ДАТА ПУБЛИКАЦИИ: 13 октября ??? ИСТОЧНИК: http://www.community-management.me/quest-ce-que-le-community-management/ АННОТАЦИЯ: статья посвящена описанию истории возникновения и развития комьюнити-менеджмента: описываются основные вехи становления социальных медиа, развития социальных сетей и способов коммуникации членов виртуального сообщества, рассматривается переход к новому способу мышления, в котором социальные сети становятся особой ценностью для бизнеса. Автор предпринимает попытку определить ключевые аспекты деятельности комьюнити-менеджера, формализовать основные требования к процессу управлению сообществами и использовать их для оценки опыта практиков в данной области.

De la naissance d’un métier Avant de se pencher sur un historique du Community Management, il faut garder en tête qu’Internet est la technologie qui connaît la croissance la plus rapide à ce jour. De ce fait l’apparition et l’évolution d’un métier y est fulgurante, certainement comme jamais cela n’a été possible. Nous allons le voir, l’apparition puis l’avènement du Community Management n’aura pris en tout et pour tout que quelques années, soit environ quatre fois moins que le développement d’Internet. Et ce n’est que le début! Des Newsgroups à la modération Il faut remonter aux balbutiements d’Internet pour rencontrer une première fois la notion de modération et de conversation. Usenet est alors en 1979 un système de forums en réseau basés sur un protocole spécifique : le News Network Transport Protocol (NNTP). Il faut simplement retenir du système qu’au lieu de centraliser toute la conversation sur un seul serveur, celle-ci est recopiée en masse d’un serveur à l’autre. Ces newsgroups se présentent sous la forme d’un dialogue s’étalant sur une quantité d’articles de conversation, généralement accueillis par un client messagerie. Ces conversations sont à l’époque gérées par une personne qui effectue un relatif travail de modération. Relatif dans le sens où il n’y a réellement pas grand-chose à gérer ou contrôler. Le système étant essentiellement utilisé par des universitaires et des chercheurs, qui savent a priori de quoi ils parlent, les égarements verbaux y sont quasi-inexistants. La modération prendra un nouveau sens vers 1993 quand les premiers forums grand public tels que nous les connaissons aujourd’hui apparaissent. Les nouveautés introduites propulsent par la même occasion (et surement sans le savoir) la notion d’identité numérique. En vous inscrivant sur un forum vous pouvez disposer d’un avatar, d’une signature, d’un profil, autant de signes distinctifs qui permettront à quiconque de vous identifier plus facilement lors d’une conversation. A propos de conversations, notons également l’apparition des messages personnels et des premiers Trolls… Plus sérieusement, l’arrivée des forums grand public rééquilibre les effectifs d’utilisateurs de newsgroups : des communautés se font et se défont. Comme les newsgroups, les forums permettent de discuter sur des sujets précis avec d’immense communauté. Le travail de modérateur s’intensifie à mesure que les communautés augmentent. On trouve désormais une équipe de modération complètement hiérarchisée avec à sa tête un administrateur général du forum et des modérateurs imbriqués dans plusieurs niveaux. Il ne faut pas attendre beaucoup plus longtemps pour voir apparaître les premiers blogs (à partir de 1995 avec un vrai succès dès la fin des 90′s) et quelques années plus tard les moteurs de blog*. Les communautés sont encore une fois bouleversées et on assiste à une appropriation des informations. Les grands posteurs autrefois sous newsgroups et passé par les forums se disent qu’ils peuvent tout aussi bien tenter leur chance sur un espace propre et ne s’en privent pas. Le trafic des forums est affaibli par cette nouvelle plateforme qui contribue à esquisser les premiers traits du futur Community Manager. Le modérateur doit désormais prendre en charge la surveillance de son forum et des contenus, l’animer pour ne pas perdre tout son trafic, mais aussi se pencher sur son propre blog sans pour autant laisser de côté son newsgroup. La tâche se complique donc à mesure que les supports apparaissent et ce n’est pas fini, car un dernier point vient faire exploser la création des supports : les plateformes sociales.

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L’explosion du web social et la naissance du métier Les plateformes sociales génèrent de nouveaux trafics et achèvent d’implanter l’identité numérique sur le web. Myspace d’abord, pose les bases d’une présence en ligne régulière sur un réseau et jouera un rôle important dans la prise de repères et d’habitudes pour les réseaux sociaux qui le suivront. Le dialogue et le partage mur à mur rappellent un certain Facebook… On recense la première apparition du terme Community Manager en 2005-2006 aux États-Unis et pour cause. Les marques prennent conscience que la toile parle d’elles sur ces supports. Le flux grandissants de Twitter, les groupes Facebook, les photos Flickr, tous ces réseaux sont autant d’espaces de discussions sur les marques. Celles-ci ne tardent donc pas à réagir en réunissant à leurs tables tous les acteurs de la communication pour savoir qui peut gérer cette nouvelle forme de dialogue. Les marques iront donc chercher les plus grands modérateurs, ceux qui s’occupent des communautés les plus importantes, pour instaurer un dialogue. L’apprivoisement passé, le métier s’affine et les codes apparaissent. On assiste alors aux États-Unis à un mimétisme incroyable des petites marques sur les grandes. Les leaders s’étant doté de ces nouveaux salariés, les petites marques ne tardent pas à les imiter en créant un véritable effet boule de neige. Le Community Management entre dans les mœurs américaines et devient une institution, à tel point que des cursus d’études et des spécialisations existent aujourd’hui. L’Europe et la France commencent petit à petit à intégrer cette nouvelle branche. L’ESC Toulouse fait figure de pionnière en la matière. Elle a en effet décidé d’intégrer une filiale présente sous la forme d’un master d’un an, assez spécial puisqu’il a lieu en partie à Paris et l’autre partie en e-learning. Mieux encore il est ouvert à tous. Si le métier est parfaitement intégré aux États-Unis, il commence enfin à faire son bout de chemin en France. De ce fait, les définitions de la profession se multiplient et il faudra sans doute attendre encore un peu pour qu’elles s’homogénéisent. Des caractéristiques du métier Le community management est l’animation d’une communauté de personnes. Facile me direz-vous. Effectivement, c’est la définition basique la plus répandue sur le web français. Si nous devions ici en tirer une définition pure, il faudrait préciser qu’il s’agit plus exactement de tisser un maximum de liens durables entre la communauté, ses acteurs et l’entité pour laquelle le Community Manager œuvre. Le Community Management est un métier de bâtisseur dans le sens où il s’agit de construire une relation solide avec la communauté, renforcer une réputation on et off-line et mettre en valeur la communauté elle-même. Plus concrètement cela se traduit par : De la publication régulière de contenus interactifs Adopter et gérer une présence web la plus complète possible (Essentiellement sur les medias sociaux) Engager la conversation (Animer une communauté) Écouter et participer à celles préexistantes Créer un dialogue sain et utile dans un climat d’égalité et de confiance Rester alerte quant aux activités de la communauté Se tenir informé des sujets de discussions et y participer Répondre rapidement aux questions et problèmes soumis Se rendre disponible et impliqué dans les interrogations et/ou les dysfonctionnements Conserver la confiance acquise Être force de proposition, d’information et d’actions. Maintenir un dialogue constant à l’extérieur et à l’intérieur de la communauté (Réactivité) Montrer l’attention portée à la communauté Remonter et faire suivre les informations importantes Partager en interne les changements (comportement communauté, décisions administratives etc.) Veille sur l’image de la marque ou de l’entreprise Anticiper les bad buzz et instaurer le dialogue à temps Proposer un lieu de réponse

Community Manager

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Exhiber la transparence de l’entreprise et éviter les retombées négatives éparses sur le Net Le Community Manager doit être le premier serviteur de sa communauté. C’est-à-dire le plus serviable, le plus efficace et le plus pertinent. Certes c’est un peu effrayant, mais pas impossible. Trouver la bonne information dans le temps imparti, proposer une animation plébiscitée par tous… faire les bons choix tout simplement. Un deuxième aspect important dans l’énumération que nous venons de faire réside dans les codes de langages qu’imposent les différents formats web. On ne communique pas de la même façon lorsque l’on est sur un forum, sur Twitter ou un blog. Chaque support obéit à des règles et des spécificités rédactionnelles que le Comunity Manager se doit non seulement de connaître mais qu’il doit également exploiter le mieux possible. Proposer un message en 140 caractères ne joue pas sur les mêmes ressorts qu’un billet de blog. Le Community Manager doit connaître « les coutumes locales » et jongler facilement entre elles. Cette capacité d’adaptation est aussi à mettre en pratique en fonction de la communauté que l’on anime (si Audika venait au community management il tutoierait certainement moins que pourrait le faire Red Bull), ou encore du contexte (on évitera de vanter la marque et on favorisera une phase d’écoute et d’échange si l’entreprise vient de licencier 2000 personnes). Le Community Management est donc bel et bien un métier d’échange et de veille où la relation avec la communauté est la clé. C’est le métier de « communiquant » où le terme « communiquer » prend tout son sens. Pour exercer ce métier il ne faut jamais oublier cette phrase de Chuck Byrme, éminent dirigeant de DDB worldwide qui a dit : «Ce qui rend les marques influentes n’est pas leur taille, mais leur communauté». Quelques exemples de Community Managers Pour aller plus loin et en terminer avec cet article, si vous êtes toujours là, je vous propose de nous pencher sur le cas de quelques Community Manager célèbres par leur Community Management. Vous me suivez toujours? Le cas de Rick Sanchez, de chez CNN est intéressant. D’une part, l’homme aux 140 000 Followers a littéralement fait entrer le métier à la tv, de l’autre il pose depuis le premier octobre l’un des grands nouveaux problèmes du Community Management. Revenons dans un premier temps sur ce que j’appellerai sans mal son œuvre. Rick Sanchez intervenait régulièrement dans son émission Rick’s List pour discuter de ce que la communauté à laquelle il était attaché, pensait de l’actualité du monde et de la chaîne. De ce fait il était le parfait représentant de la voix de la communauté. Le problème que Rick Sanchez soulève aujourd’hui, c’est que l’homme s’est fait renvoyer de la chaîne suite à des propos jugés antisémites. Souci de taille : outre le fait que l’homme possède 140 000 followers, son compte Twitter personnel et professionnel ne font qu’un : @RickSanchezCNN. La chaîne se retrouve donc avec une sévère épine dans le pied. Fallait-il dissocier la personne de la marque? Le Community Management aurait certainement moins bien fonctionné comme l’explique à juste titre The Digitalletter. Ce licenciement est un véritable cas d’école en matière de Community Management. Faut-il qu’il supprime la mention CNN, son compte ? Que vont devenir les followers, la communauté générée ? Ceci montre encore une fois le niveau de confiance qu’il faut avoir en son Community Manager. Will Kinsler est également un Community Manager particulier puisqu’il est spécialisé dans les jeux-vidéos. Plus exactement il est chargé des communautés formées autour de certains jeux-vidéos comme Madden NFL, NCAA Football ou encore Tiger Wods PGA Tour spécialement chez EA Sport. La particularité de son Community Management se traduit donc par une forte présence sur les forums liés au jeux. Cette spécialisation fait intervenir les qualités d’animations de l’individu et son style rédactionnel. Son compte Twitter témoigne de sa popularité et de son influence (plus de 53 000 followers). Et je terminerai cet article en précisant que l’on touche ici à un type de community mangement plus spécialisé et plus orienté. Nous verrons bientôt le profil du community manager, ce que nous estimons être le parfait candidat pour une telle mission. D’ici là portez vous bien !