Global Social Media Governance
Date: [email protected]
Agenda
Isobar (安索帕) Profile
Why Social Media is important not just for B2C company?
Success Stories (B2C及B2B)
Social Media Governance Approach
About Isobar
Isobar is a full-service digital communications agency that combines digital strategy, creative, media, technology, and measurement to drive brand success in today's technology-driven, consumer-controlled world..
The world’s largest digital network
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Isobar Network Coverage
30 50 2000
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Global Capability & Scale To Leverage Share
Isobar hubs work with clients to draw the most appropriate talent from the network-effectively creating a bespoke client-focused digital team
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Isobar Service Models for Global/International Clients
Flexibility is Key – We adapt our model to suit client organizations
Collaborations for Global Clients
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Global Awards
RECMA No2: Isobar (Aegis Media) with 3663 staff including 55 specialist agencies and
Carat / Vizeum interactive integrated teams.
Isobar was named a Strong Performer in the June 2009 report, “The Forrester Wave: Interactive Marketing Agencies – Web Design Capabilities, Q2 2009.”
Isobar Wins Stevie Award for Work on behalf of adidas
Isobar Wins Two Promo Magazine Interactive Marketing Awards
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Global Partner – A Leader in Social Software: Jive Software
Source: Gartner (June 2010)
Jive has won several large corporate customers
Ex: Nike, CISCO, CSC, SAP, Toshiba, EMC etc,
some of which have multimillion-dollar
investments in its software and services.
Jive is a leader because of its mature product,
solution focus, vision of bridging internal and
external communities, and strong evidence of
market acceptance.
Jive delivers integrated a broad range of social
capabilities that enable it to serve both internal
and external users.
Jive gas integrated social media monitoring
functionality and can connect to content
repositories and enterprise applications ex: ERP,
CRM, Email, Intranet etc.
Agenda
Isobar (安索帕) Profile
Why Social Media is important not just for B2C company?
Success Stories (B2C及B2B)
Social Media Governance Approach
Social Media is Just for Kids?
Social Media is Going Mainstream
Facebook has more than 500 million members, and the fast growing segment are
users over 30 years old.
Nearly three-quarters of baby boomers use a video sharing site, like YouTube,
multiple times every month.
More than four out of five online users are active in either creating, participating
in or reading some form of social content at least once a month
Social Media Doesn’t Apply to B2B?
Word of Mouth Has Always Been Important
– Social Media Makes it Visible
Over 15% of B2B Marketers said they used social media.
Today that number has nearly quadrupled as 57% of B2B marketers are currently
using some form of social media to connect customers, create leads, and tap into
new sources of innovation.
Over 51% of B2B Communicators cited brand building/brand management as the
primary objective for social media adoption.
Social Media is Obscure, Niche Content?
Social Media is a trusted source for many purchase decisions
and product opinions – especially in B2B.
Social Media is Not Worth the Risk?
For Most B2B Brands, the Benefits Far Outweigh the Risks
Social media has became a critical component in building positive relationships.
All of this is built into search results, increasing visibility and promoting thought
leadership to prospective customers.
Top 5 Social Media Trends For The B2B Marketer
• Trend #1: Social media is being used more and more by professionals
for decision making.
• Trend #2: Social media usage has expanded beyond networking and
job search.
• Trend #3: When looking to get ahead, business pros are turning to
“Best Practice Communities.”
• Trend #4: Social media participants expect companies to join the
conversation.
• Trend #5: Business professionals expect authenticity in company social
media participation.
Agenda
Isobar (安索帕) Profile
Why Social Media is important not just for B2C company?
Success Stories (B2C及B2B)
Social Media Governance Approach
B2C
By the end of 2009, Dell had sold $3,000,000 worth of computers and generated
$6.5 million in sales from Twitter alone.
Social Media for Sales Increasing
Starbucks global fan pages incorporate great videos, varied content, and has active engagement with the fans.
Social Media for Brand Awareness and Cost ReductionCentral Control Message but content localization
Starbucks has made the 6.5 million Facebook fans are worth the equivalent of a $23.4 million annual media spend.
Social Media for Brand Awareness and Cost ReductionCentral Control Message but content and layout localization
Video
Photo
Fans Info
New Product
Store
Social Media for Maximizing Exposure and Increasing Traffic Central Control Message and layout but content limited opening for local control
To maximize exposure, adidas media on Facebook’s homepage that guarantee an ad reaches 100 percent of its target audience over a 24-hour period.
Video
Photo
Fans Info
New Product
Store
Social Media for Maximizing Exposure and Increasing Traffic Central Control Message and layout but content limited opening for local control
Adidas has achieved successfully on the day of a reach block in 2010, traffic to the Adidas website increased 139 percent.
Social Media for Recruitment, Interaction, Exposure, Traffic, Sales
• More than 95% users requesting serial number, and serial numbers sold out in less than 30mins;
More than 80% conversion rate of in-store buying.
• CITYCAFE Little Angel case create a record of increasing more than NT2,000,000 single-day sales
Fan page: 7-ELEVEN
Page Value :US$ 2,464,020
Value per fans: US$ 6.8 (NT$210)
Fan page: Coca cola
Page Value :US$ 3,623,732
Value per fans: US$ 0.6 (NT$18)
Social Media for Recruitment, Interaction, Exposure, Traffic, Sales
• Over 770,000 Fans, and many high quality UGC showing their brand love.
• The traffic of each product official site increase 200-300%
B2B
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Success Story - Philips Lighting: LightCommunity
Challenge
Facilitate sharing and collaboration within the professional
lighting community and with Philips.
Solution
Isobar worked with Philips to define the strategic direction for
the community, design the online experience and build the site
as an educational and interactive forum for designers and
lighting specifiers and installers, as well as for Philips. With its
social media platform, built by Isobar using Jive Social Business
Software, lighting professionals can network with each other,
share their experiences and projects and receive feedback from
others in their field. In addition, Philips can share project ideas
and introduce discussions into the community.
Results
• Engages and inspires the lighting professional through
collaboration.
• Provides a framework flexible enough to let the community
take that collaboration in any creative direction it wants to go.
• Enables Philips to gain insight from participants for ongoing
product development.
URL: http://test.lighting.philips.co.uk/lightcommunity
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Success Story - Toshiba
Challenge
A strategic initiative was launched to create revenue-generating,
value-added programs and services in parallel with continuing
strong product sales.
Solution
The solution powers an online community called Toshiba
eXCHANGE that serves as the dealers’ “go-to” venue and makes
it easy for them to ask questions, exchange information,
connect to experts, and share best practices. It also performs a
critical function as the launching pad for the company’s new
value-added services.
Results
• Improved satisfaction of sales channel.
• Faster and more unified dissemination of information about
new products, services, partners, and strategic initiatives.
• Faster sales cycles and better results.
• More efficient and effective corporate operations.
• Rapid development and adoption.
Agenda
Isobar (安索帕) Profile
Why Social Media is important not just for B2C company?
Success Stories (B2C及B2B)
Global Social Media Governance Approach
What is Governance?
Governance is the framework and environment for decision making in an organization. It is sometimes referred to as the leadership strategies of an organization. Governance models define the structures, roles, responsibilities and processes that support the decision making in an organization.
Governance enables fast and appropriate decision-making and implementation management. Areas of global social media governance include policy and guideline for social media content; funding model; strategies, goals and metrics; and overall roles and responsibilities.
The “Three Pillars” of Governance
Lead
ers
hip
Org
aniz
atio
nal
St
ruct
ure
Pro
cess
Man
age
me
nt
Global Social Media Governance
Structure and form of relationships that support decision-making, foster appropriate culture, and build essential skills in order to marshal resources to make things happen
Management of operational
processes to support
Business including
interconnectivity with a
heritage organization or with
alliance partners or potential
customers
Roles, responsibilities and
decision processes of the
Board of Directors and
senior management that
shape strategic vision,
culture, goals, and plans
for action
Four broad areas that together encompass governance issues
Global
Social Media
Governance
Definition of the decision making and funding processes for on-going planning and management of the environment
Decision Making Processes3
Policies and Guidelines for implementation of recommendations and performance monitoring (e.g., site monitoring, brand/image publishing content standards, social media execution principles )
Policies & Guidelines4
Goals & Metrics
Definition of business performance objectives and measures to guide social media administration, policies, and investment decisions.
1
The purpose and the structure of the body that manages and partitions responsibilities for each priority area across the different organizational entities: corporate, geographies, groups, and divisions
Organization Model2
Scope of Social Media Governance
Processes
Policies/Guidelines/Standards
Monitoring and Measurement metrics
Goals and Objectives
Monitoring and Measurement Infrastructure
Scope of Social Media Governance
Goals & Metrics <<Illustration>>
•Critical Success Factor 1• Metrics 1• Metrics 2
Performance measurement is the tracking of critical success factors in order to ensure success of the social media Each critical success factor has a set of metrics
•Critical Success Factor 2• Metrics 1• Metrics 2• Metrics 3
•Critical Success Factor 3• Metrics 1• Metrics 2
•Critical Success Factor 4• Metrics 1• Metrics 2
•Critical Success Factor 5• Metrics 1• Metrics 2
Organization Model
Who is in control of Social Media stuff? What are the best practices?
Central body does not exist or has
minimal decision making authority
Only responsible for overseeing
top-level site and providing basic
navigational links to business units
Each business unit is responsible
for their own social media
governance strategy and structure
Almost no information flow or
interaction between the
autonomous units
Distributed
It’s the model that most companies fear the most – it is hard to monitor or contain
One department controls all
efforts
More “command and control” —
centrally oriented decision making
processes and power structure.
Central body makes the decisions
related to areas such as standards,
policies, and funding
Information flows from central
body to business units
Centralized
The centralized model is the “default setting” for most large companies.
Sets rules, best practices, policies Governance body consist of business
representatives from across business units
Central body is responsible for decisions related to creating a unified image, branding etc.; some degree of standardization
Central body may provide some high-level decisions relating to the flow of information and funding, but most substantive decisions are made at the business unit level
Coordinated
Ex: SunEx: Ford, Adidas
It’s beauty is that it is simple, reason-able and effective. But take more time
Ex: HP, Starbucks
Decision Making Processes <<Illustration>>
Org. Structure Roles and Responsibilities
User
Decision Making Process
Administration
Management
Policies & Guidelines
Social Media
Encyclopedia
Social Media
Guidelines(Global and Local)
Guiding
Principles
Social Media
Content Standard
and Policies
FAQ
1
3
2
4
5
<<Illustration>>
Social Media Governance Maturity
Implementation Approach
Plan Delivery
Collect As-Is Social Media Execution Status and Org.
Define Social Media
Goals and Objectives
Define To-Be Org, Model
Develop Org. Structure
Develop Decision Making
Processes
Define Roles and Responsibilities
2 weeks 8-10 weeks ? weeks
Developing the social media governance occurs in four phases over 3-6 months depending on the organization and scope.
Develop Guideline, Policies,
Standards
Deploy
Develop CSF
and Metrics
Develop and Execute
Deployment Plan
Timeline
Assess Current State Assess Current State Capabilities &
Performance
Define Social Media Goals Objectives, Org. Model To-Be Org. Model
Guideline, Policies, Standards and Metrics Develop Policies and Guideline, metrics
Develop Principle
Decision Making Process
Identify / Agree / Define Role and Responsibility
Processes Review
Project Communications & Management
Report results to Steering Committee and Authority to Proceed
Mobilize Project Team
Week 2 Week 3Week 1Activity Week 5 Week 7 Week 9 Week 11 Week 13
Developing the social media governance occurs in four phases over 3-6 months depending on the organization and scope.
Develop Deployment Plan
Execute Deployment Plan
Deployment Plan and Execution