Download to read offline
![• Strategy
– “Provide value to cardmembers”
• Major efforts
– Small Business Saturday
• “…[Motivated] card holders to visit local
mom-and-pop shops. It put Facebook at the
center of the promotion, drawing in 1.2
million fans in just three weeks.”
– Sync
• “Lets cardmembers [sic] tie their cards with
Foursquare, Twitter and Facebook to
receive location-based deals and offers
directly to their Amex cards.”
– Sync Tweet-to-Buy
• A person who wants to buy a $25 American
Express Gift Card just tweets
#BuyAmexGiftCard25. Amex then tweets
the person back, asking the shopper to
confirm the purchase.”
Case Study: American Express
15
Source: http://www.digiday.com/brands/how-amex-got-social-religion/
Applicable Lessons
• Provide value to your
audiences
• Embed social into
existing
efforts/process
(adding value), not as
one-off
• Use platforms in a
way that is natural to
users](https://image.slidesharecdn.com/barnesoverview-150819150722-lva1-app6891/75/Barnes-Overview-15-2048.jpg)
More Related Content
Barnes Overview
- 1.
- 2. • Who amI? – What is my philosophy? • How do I view Social Media? – Where do my skills lie? • What do I consider to be “good” social media? • What deliverables can you expect from me? • How do I measure success? • What is my impression of XX's social media efforts? – What are some resources and relationships XX should investigate? Overview 2
- 3. WHO AM I? WHATIS MY PHILOSOPHY?
- 4. My Mindset *Source: “IDEOCEO Tim Brown: T-Shaped Stars: The Backbone of IDEO’s Collaborative Culture”, January 2010. Soft Skills • Curious, Thirst for Knowledge • Human Centered • Empathetic • Collaborative & Team Oriented • Mentor & Facilitator • Conceptual Thinker, Visionary Hard Skills • Digital Background • Strategy • Planning • Brand Building • Global My Background • Writing & Editing • Quality Assurance Testing • User Experience Architecture • Marketing Communications • Campaigns • Programs (e.g. Advocacy) Broad generalist who is creative, has lots of empathy and tends to get very enthusiastic about other people’s work,* with an interest in human behavior, technology & culture 4
- 5. My Philosophy Source: Story,Louise, “The New Advertising Outlet: Your Life,” The New York Times, October 14, 2007. “We’re not in the business of keeping the media companies alive. We’re in the business of connecting with Targets.” -Trevor Edwards, VP Global Brand Management, Nike I’m interested in connecting with XX alumni, students, fans, advocates and potential students - on their terms - for the betterment and benefit of the XX. 5
- 6. HOW DO IVIEW SOCIAL MEDIA? WHERE DO MY SKILLS LIE?
- 7. Information on thisslide represents my interpretation. Resemblance to specific thought leadership is coincidental. Communications Today Web 2.0 (‘Social Web”) Mobile Devices Cloud Computing Semantic Language U-M Faceb ook Focus Revie w Tiger s Sche dule “True Blood ” episo de YouTub e Cat video Target Context 7 Hyper-Contextual Targets will act as their own entities, curating their own digital experiences and stepping in and out of others’ experiences. Brands will produce individualized, modularized experiences portable in nature and based on the user’s entire context, not just interests (hyper relevancy). AKA lifestreaming.
- 8. Social Media: OnlyOne Part Social is the LONG CONVERSATION amidst a total communications plan Organization Need Target Need Industry Driver Channel Channel Channel Channel Channel Channel Channel Adapted from Grey London’s “Long Idea.” 8
- 9. Elements of SocialMedia Management Program Strategy Platform Strategy Content Strategy Advocacy, WOM/Social WOM (CRM) Community Management, Relationship Building, Planning, Analysis 9 Content strategy, planning, ideation and implementation
- 10. Elements of Strategy Contextually Relevant Communications Goals& Objectives Technology Trends Target Insights 10
- 11. 3 Phases ofStrategy Strategy Development Ideation Support Planning 11
- 12. My Strategic Knowledge CompetitiveAnalyses, Research Reviews, Stakeholder Interviews Segmentation & Personas Channel (OLA, site, email, call center), Platform/Site (enterprise, mobile, social), & Syndication Strategies Branding, WOM, Gamification Campaign/Cross-Channel Strategies Human Behavior (organizational development/behavior, social/cultural norms, behavioral psychology, behavioral economics, anthropology) 12
- 13. Trends Analysis Analysis & Optimization My Experiencevs. Social Media Roles Program Strategy Community Management Content Strategy Social Media Best Practices Messaging Strategy Ideation Goals & Objectives Global Strategy Content Strategy Listening – Analysis Content Planning Site Implementation/ Publication Daily Planning Responsibility: Director Community Manager Voice & Tone Guidelines Social Media Strategy Community Engagement MyExperience Program Strategy (i.e. Advocacy) Decision Journey Mapping Campaign Strategy Listening – Implementation & Reporting Example Included Research Design 13
- 14. WHAT DO I CONSIDERTO BE “GOOD” SOCIAL MEDIA?
- 15. • Strategy – “Providevalue to cardmembers” • Major efforts – Small Business Saturday • “…[Motivated] card holders to visit local mom-and-pop shops. It put Facebook at the center of the promotion, drawing in 1.2 million fans in just three weeks.” – Sync • “Lets cardmembers [sic] tie their cards with Foursquare, Twitter and Facebook to receive location-based deals and offers directly to their Amex cards.” – Sync Tweet-to-Buy • A person who wants to buy a $25 American Express Gift Card just tweets #BuyAmexGiftCard25. Amex then tweets the person back, asking the shopper to confirm the purchase.” Case Study: American Express 15 Source: http://www.digiday.com/brands/how-amex-got-social-religion/ Applicable Lessons • Provide value to your audiences • Embed social into existing efforts/process (adding value), not as one-off • Use platforms in a way that is natural to users
- 16. • The “DailyTwist” campaign – Celebrated the 100th birthday of the iconic cookie • The Challenge – “Make this old cookie young” • Strategy – “Make Oreo relevant every day” • Solution – A social program with 100 days of content – Facebook, Twitter, Pinterest, Oreo hub – Fan engagement via discussion, involvement via crowdsourced topic for the 100th day • Results – 280% increase in Facebook shares – 515% increase in retweets – ROI? Sales? Case Study: Oreo 16 Source: http://vimeo.com/53117696 Applicable Lessons • Real time marketing • Production processes that supported daily content creation and publishing cadence • Cultural relevancy • Brand aligned with consumer value propositions
- 17.
- 18. Thinking & Deliverables •Program Strategy Development* – SWOT Analysis – (Student Decision Journey Mapping) – Goals & Objectives – U-M Social Target Analysis • U-M Social Conversations (listening) • U-M Communities Profile • Trends – Competitive Analyses • Messaging Strategies* • Channel Planning* – Targets, roles, best uses for properties (e.g. Facebook vs. Tumblr) • Publication Strategy – High-level Planning* – Daily Content Calendar* • Culturally relevant (e.g. memes, • Experience Maps (How it all works together) • Social Campaigns – Strategy & Plan • Creative Strategy – Ideation facilitation – Social concept evaluation • Research Planning • Analysis & Optimization • POVs – Case Studies – Best Practices *Potential Deliverable Processes and deliverables will be tailored to XX’s needs after a period of evaluation. 18
- 19. Example Goals Mapping Goal/ XXMission Target Audience Social Channels & Tactics Objective (Measurable) Measurement Methodology Arts & Creativity Cost Cutting & Budget Diversity Entrepreneurship & Innovation Global XX Heritage Sustainability Organizational missions (goals) should drive every strategy and plan. 19
- 20.
- 21. • Impact theWork, Impact the Organization – Evidence of Improved Performance – Evidence of Inspiration – Evidence of ROI, Improved Spend/Cost Savings • E.g. Increased Operating Dollars • Thought Leadership – Anticipate questions/needs before they arise – Enhanced relationships throughout the organization • Recognition of Excellence – Sought out internally, by social media industry, and by other educational institutions Success Measures 21
- 22. WHAT IS MY IMPRESSIONOF U-M’S SOCIAL MEDIA EFFORTS?
- 23. • Social mediaconsulting company Sociagility recently ranked XX #4 at using social media best, “… determined by how each school attracted attention to its social media pages — based on site traffic, followers, views and engagement — as well as receptiveness to listening to comments, interaction, network reach and trust.” 1. XX 2. XX 3. XX 4. XX • Given its already stellar use of social media, where can XX go from here? Preliminary SWOT Analysis Strengths • Strong branding • Strong x-platform interaction • Owns spaces in unique ways (e.g. #hailyeah) • Enthusiastic interaction and love of fans Weaknesses • Delineation between some platforms could be stronger • Content sometimes misses opportunity to connect • Lack of cultural relevancy • Lots of messages Opportunities • Value-oriented social media programs • Targeting to increase engagement (reach) • Applying learnings from WOM marketing and anthropology Threats • Competitive spends • Sophisticated use of technology • Pace of digital change will make technology focused investments less ideal 23Source: http://mashable.com/2012/03/30/universities-social-media-savvy/
- 24. • Central marketingdepartment – Creative, content managers, developers • Distributed marketing departments • School of Information – HCI, UXA • Department of Anthropology – Research • Digital Anthropology Group • Development • Admissions • Other colleges & universities • Social media organizations Advantageous Resources & Relationships 24 Advanced partnerships would be developed over time as a part of a larger social media program strategy.
- 25.