A Recipe for Building and Implementing a Social Media Plan

So, you work in the corporate marketing department and your boss wants to know what “your” plan is for social media in 2011 and beyond. After clearing your throat and fumbling with a few papers on your desk, you tell him or her that you have been working on it and should have the plan ready to present in the next week or two.

So you’ve bought yourself some time but what next? Well you do a web search for how to build and implement a social media plan and come across some articles like this one which provide you with enough of a framework to put together a sound plan. What would we do without the internet?

There are a number of variations to this approach but the fundamentals remain about the same. This particular process is intended for a large company but can just as easily be followed by smaller organizations.

Step 1 – Define your Objective(s). Objectives can be things like building brand recognition or loyalty or providing customer service or indirect sales (direct sales via social media is best left to those who have already followed and implemented a plan like this). Be careful not to make your objectives so broad that they cannot be measured. It’s also worth stating the obvious – one person or one group for that matter should not be defining the social media objective(s) for the entire company without input from other key internal stakeholders and ideally one or more subject matter experts.

Step 2 – Understand Your Audience. Will you be interacting with happy or unhappy customers, former customers or prospects, or all of the above? Also don’t forget that whoever your intended audience is, there will be others watching and listening. This includes shareholders, the competition, legislators, regulators, current, former and prospective employees, your business partners, vendors and more.

In order to fully understand your audience you also need to know where they are. Are they on Facebook, Twitter, YouTube, industry or competitor blogs, Digg, Delicious, etc.? Are they passive, meaning they are mostly in read-only mode, or are they active in generating messages and commenting on others’ messages? To fully understand this you will need to learn about social media monitoring tools. These tools help track sentiment towards your company or brand as well as the volume of mentions and how influential the person or people talking about your company or product are. Influence is usually gauged by the number of followers someone has, but that is not the only factor. You may be familiar with TweetDeck or Seesmic which are among many basic and free social media interface and monitoring tools. More sophisticated and expensive tools include Radian6, Sysomos, Lithium and others.

You can also do some basic look-alike modeling where you input the demographics of the audience you will be engaging (for example your customer demographics) and find out where others who share the same demographic profile are and understand what their social tendencies are as well. Forrester offers a free Social Technographics profile tool on their web site.

Understanding your audience, where and how they engage is an important step in the process, especially as it relates to staffing and operations which is discussed later on.

Step 3 – Assemble a Cross-functional Team. This is a step which arguably can be skipped if you work in a small company, but beware of the dangers of leaving out key internal stakeholders if you do. Generally speaking, a cross-functional team should include members from marketing, sales, public relations, internal communications, human resources, legal and customer service. Obviously this list of departments should be adjusted to suit each organizations unique structure. Also, the level of the participants should be such that they are close to the day-to-day operations and therefore aware of potential challenges, yet empowered to make day-to-day decisions on behalf of that department.

All teams need leaders and it is customary though not mandatory that someone from the marketing department lead a team such as this. Having a strong project manager on the team is a tremendous asset as well as there is no substitute for excellent process and project management.

Once the team is assembled, make sure that they understand their objectives and what is in and out of scope. Ideally there will be an executive-level sponsor of this initiative who has or will take on some of the tougher decision-making assignments with his or her peers.

The cross-functional team (team) should understand and agree with the social media strategy and objective(s) and understand the make-up of the primary and any secondary audiences. If this is not the case, then this is a good way to build some team dynamics and synergy.

Step 4 – Study Best Practices & Lessons Learned. Once you begin searching the internet, you will find that there is no lack of free information or best practices and lessons learned as it relates to social media. What’s more, the information is in a constant state of change and evolution and requires regular monitoring and engagement. Join online discussion groups and forums like those on LinkedIn and elsewhere. Read AdAge DIGITAL and other online publications and blogs and subscribe to Twitter accounts that blog about social media. Also pay close attention to your competition so that you know where the bar is set in your industry. You may see things that you want to emulate and other things that you want to avoid.

Step 5 – Set Goals. Again, depending on how your company operates, goals may have been set at the beginning of the process. Regardless, take the time to socialize the goals with the team and to ensure they pass the test of being measurable and attainable. Start with simple goals like getting a certain number of people to “Like” your company’s Facebook page or a certain number of followers on Twitter within a defined period of time. If your goals include customer service, you may include resolving a certain number of issues per month via social media. You can also set goals for positive versus negative mentions of your company or brand but beware that sentiment is an inexact science. Even the best monitoring tools can only approximate sentiment because they cannot account for human sarcasm or cynicism in text comments. Goals can also include clicks from Facebook, Twitter, etc. to a specific offer landing page but remember that wherever possible you do not want to disrupt the user’s social networking experience. Generally speaking, people are not engaging in social media to click on a bunch of links to corporate pages. You can however set up separate Twitter accounts and Facebook tabs just for offers and promotions or provide people with an opportunity to opt-in to receive emails or text messages for special offers.

Step 6 – Operationalize. Now comes the fun part – figuring out how to support your social media efforts on an ongoing basis. I underscored the last two words to emphasize the point that social media efforts do not have a hard start and stop date like a direct mail campaign or a print ad campaign. Once a comment or promotion begins, it takes on a life of its own and you need to be prepared to support the conversation until your audience tires of engaging on the subject. This is where most companies fail. They don’t understand that in the digital age, companies don’t really own their brand or the conversation with the consumer. The consumer owns them. As marketers, we now guide, nudge, polish and influence our brand and the conversation, but we no longer own it. This is what marketing 2.0 is all about – giving up control in return for an honest and open dialogue and partnership with your external customers, prospects and other important constituents. It’s no longer “push” marketing, it’s a partnership with your customers for the good of everyone involved. If you try to “control” your social media efforts as opposed to managing them, you will fail. It is important to manage the expectations of senior management on the topic or control versus transparency and partnership.

Back to the operations decisions that need to be addressed. The team must make decisions about when and where to begin. It is often best to start small, like starting a Twitter dialogue. This will help limit mistakes and also help with resourcing the effort. By the way, if you work for one of those companies that need to see a business case with a documented positive ROI on social media before investing in it, you have a huge uphill battle on your hands. That doesn’t mean that social media cant or doesn’t contribute to the bottom line, because it does. My point is you do not begin engaging in social media purely for the ROI. It’s an indirect outcome but not the initial objective of social media efforts.

Different departments will have different objectives. For example, customer service may be focused on servicing customers while marketing may be interested in raising brand awareness or raising positive sentiment. Public affairs may simply be interested in more positive mentions. Additionally, Twitter may be the best venue for customer service while marketing may prefer Facebook or YouTube. This doesn’t mean that departments or objectives should be limited to only one social media channel. I am simply suggesting that the team establish a preferred channel for each main objective.

The team will also need to address monitoring, establishing a policy or as I like to call it, “rules of engagement” which is about who in the company is allowed to engage in social media in an official capacity. Staffing and training will need to be discussed as will in-sourcing versus outsourcing, internal communications to employees and more.

Step 7 – Pilot. Once the team has made all key decisions and senior management has signed off with a full understanding of what to expect, it’s time to cross your fingers and soft-launch your social media efforts. Soft-launching means no major announcements in the media. This will give you a better chance of becoming confortable with whatever you are doing, before you announce it to the world and get more volume than you can handle. Also keep in mind that whatever you are doing, social media should provide at least the same if not a better experience than conventional channels. What I mean is that if your call centers for customer service are 24×7, then your social care efforts should be 24×7.

Of course there are many more details and considerations behind each step, but these 7 steps should serve as a good road map to plan your efforts.

Here are some additional tips.

–          Be honest, don’t “spin” the truth or you will lose credibility and your audience will discount your point-of-view in the conversation that is taking place. It really does not matter that you represent the company or brand, if you are not credible, you will be discounted.

–          Know when to just be quiet and listen

–          Identify key influencers and get to know them and understand their social media habits and behavior

I hope you found this article helpful. Please feel free to ask questions or leave comments and stay tuned for a follow-up article about Social Media Communities.

Author:  Steven Copertino

Copyright 2011. All Rights Reserved.

New Tool Promises to Put Social-Media ROI on Same Footing as Traditional Media

Interesting article in Ad Age about a new tool to measure Social
Media ROI. I think some marketers and finance people are too obsessed with measuring the ROI of Social Media, unless you are talking about a true ecommerce component like some retailers such as Express, JC Penney and others are integrating into their Facebook presence.

Most social media is considered upper funnel activity that drives awareness and consideration. This does ultimately lead to increased purchase activity by makigng your SEM more effective or increasing organic site traffic, but it’s very difficult to tie back to your SM activities due to all the other variables at play.

– Steve Copertino

Marketing Evolution, Telmar Believe Effects Can Be Predicted, Accountable Like Other Media

By: Jack NeffBio               Advertising Age              Published: June 03, 2011

Social media has struggled for years to demonstrate return on investment on the same analytical playing field as more established media. Now, Marketing Evolution, which has been working on cross-media analytics for more than a decade, is joining with media planning software provider Telmar to release an ROI tool they say will do just that.

The companies will unveil the Telmar Matterhorn ROI tool, which became available earlier this week for early clients including Interpublic’s Universal McCann, during a presentation at Federated Media Publishing’s Conversational Marketing Summit June 6, the start of Internet Week in New York. That’s fitting, said Marketing Evolution CEO Rex Briggs, because a statement by Federated’s executive chairman, John Battelle, at a conference last year prompted development of the new tool.

“He lamented the fact that there was no way you could put the investment you were making in social media side by side with your TV investments or even digital display to figure out where you should be investing more or how much,” Mr. Briggs said. At that point, Mr. Briggs said he turned to Rick Brunner, a Doubleclick and Google veteran and longtime internet marketing analyst who has headed Marketing Evolution’s work on the project, and said, “We’ve got the data to do that. Why don’t we solve that?”

Mr. Briggs has been conducting cross-media effectiveness analysis with a wide variety of marketers for more than 10 years, adding new media in along the way as they emerge. The Telmar Matterhorn service will be based on data collected in working with clients such as as Unilever, Coca-Cola Co., Nestle, MTV, Time Warner and EA, among others. Inner workings of how the TMR tool evaluates media will be open for inspection, Mr. Briggs said, and open to addition of new media as they emerge.

“A lot of social media, search and digital advertising models just don’t follow the traditional reach and frequency and cost-per-thousand framework that media-planning tools have been using for decades,” he said.

In fairness, marketing-mix modeling now used by many big advertisers already can analyze sales impact from just about any marketing input, given sufficient levels of spending and a sufficiently well-defined time horizon. The problem, however, is that lower levels of spending for digital and social media often get swamped by the impact of higher-reach media, and earned media such as social and PR don’t always work on the same predictable schedule as paid media.

Also, not every campaign has as its objective an immediate sale, often focusing further toward the fat end of the so-called purchase funnel. Mr. Briggs points, for example, to automotive marketing that may aim to get a brand into consideration for a purchase that may not take place for years.

To address this problem, Marketing Evolution years ago began analyzing campaigns based on objectives often besides sales — such as changes in survey responses regarding what brands consumers are considering.

The TMR tool will look at “basically for every dollar you spend, how many people do you influence on whatever that business objective is — building awareness, changing a brand position, generating purchase intent or generating sales,” Mr. Briggs said.

Analyzing much of digital advertising isn’t so different than traditional, given that it operates on similar reach and frequency data and often similar pricing schemes, he said. But social media and other earned media, that is, public relations, depart from those norms in two key ways.

The costs are often structured very differently, with much of it coming in the form of relatively fixed salary or fee costs for internal or agency staff to, say, run a social media monitoring command center, Mr. Briggs said. Traditional analysis tools also often fail to count all or some of the pass-along effect of social media.

Lack of any ROI norms may have been OK when social-media marketing was still in its infancy and considered experimental, he said. But now the discipline has been around a few years — at least in its toddlerhood — and increasingly expected to stand on its own two feet.

“Earned media and the people curating it probably need to be held a bit more accountable today,” Mr. Briggs said.

Seemingly, such programs would have such a short history and wide range of reach, pass along and impact that it would be difficult to predict outcomes based on past experience, which is how the Telmar Matterhorn ROI tool works for other media. But that hasn’t been the case, Mr. Briggs said.

“What we began to see pretty quickly is that there is a range of results just like with any advertising,” he said. “Some TV ads are better than others. Some programs are more conducive to social sharing than others. But there are absolutely common patterns and averages. One thing we can do is say if you spend $100,000 or $1 million, what should you be expecting to get back as results? If you’re not getting these levels, the budget should really trade over to be invested somewhere else.”

At the same time, other ads in traditional media also generate social-media pass along that needs to be calculated, and draw on some of that investment in things like social-media monitoring, Mr. Briggs said. TMR can account for that, but, he said, more important, it aims to calculate the combined impact of media elements, including their synergy, rather than viewing them entirely in isolation.