Building a Social Media Command Centre is a question of strategy and decision-making between the optimum balance of in-house and external resources. KINSHIP owns, operates, consults, supplements and enhances Social Media Command Centers - our own and those of clients. Our business-focused methodology, combined with our understanding of social strategy and social technologies, ensures a managed outcome within time and budget for new entrants into social media monitoring. We are also expert in establishing offshore Social Media Command Centres including strategy, design, recruiting, training and managing staff on behalf of clients. We sometimes do this as Build Own Transfer and other times as Build Own Operate for clients. Follow us @KINSHIPd

1. Social Media Command Center
Strategy, Experience, Trends
March 2015

2. 2
Contents
Our Point of View
Our Social Media Command Centre Experience
Our Clients
Additional Content
• SMCC Roadmap
• International Trends

3. OPERATIONAL
EXCELLENCE
INTERNAL
(employees)
EXTERNAL
(customer, partners, media)
THE SOCIAL BUSINESS
PRODUCT FEEDBACK
CUSTOMER SUPPORTCOLLABORATION
PRODUCT INNOVATION
SOCIALBRAND
1
2
4
3
Our Point of View
SMCC Must Align with Whole Social Business Objectives
SMCC

4. SMCC Part of Digital Transformation Journey
Being represented as a global and well integrated organisation
on the internet via a single global social presence across the
business
Being promoted as a well integrated, global organisation
via a consolidated digital presence that connects with
customers and suppliers
Social Media Command
Centre Governance Program
• Single strategy framework
• Architecture, Technologies,
and Analytics centrally
implemented
• Social assets governance
• Integrated into operational
processes
• Process based execution
• Managed content
Online Reputation
Management
Cause Marketing
Protect
Promote
Divisional Customer
SupportConnect
Connect staff, supply-
chain, customers and
their customers
Organisational-wide
customer support
inclusive of C-level
Targeted promotion
Owned & Earned
Marketing
Crisis Management Proactive Protection
Increase advocacy
Integrated &
consolidated
transactional SCRM
capability
Incorporate Big Data
into sales
Establish Enhance Evolve
Transact

5. 5
Our Social Media Command Centre
Experience

6. We Operate Our Own For-Profit SMCC
Global Customers
6

7. We Build SMCCs for Others
BIDV Vice Manager of Retail Banking
Department and SMCC Project Ms Lê
Vũ Diễm Hằng (Ms Catty Hang)
highlights the key reason KINSHIP
outplaced other competitors to win this
bid:
“More than anything, we do believe that
SMCC and social media is not about a
fabulous and high-tech fad. Compared
to other vendors who mostly focus on
providing technology solutions,
KINSHIP’s competency in strategic
social media was seen as what we
need for this very early stage.”
7

8. We Augment the SMCCs of Others
8
• Social Analytics Reports
• Brand and Market Insights
• Social Media Services to Partners
• Engagement Centres & Pop-Ups
• Special Purpose Monitoring – Crisis
and Activism

9. We Provide Social Rallying Points & Pop-Ups
9
Gartner Symposium - Orlando

10. • We choose tools selectively
• Keep abreast of developments
• Use the tools actively
Sole agents for:
• Hootsuite (ANZ)
• Zimbra (APAC)
• Insideview (ANZ)
• Mutualmind (ANZ)
However we remain tool agnostic.
We Are Expert in Social Technologies
10

11. We Have Robust Methodologies
Building and Linking SMCC Strategy to the Business
1. Phase 1 Assessment & Discovery
• Phase 1.1 Social Media
Assessment
• Phase 1.2 Discovery – Business
Requirements
2. Phase 2 Functional Specification of
SMCC
3. Phase 3 Technical Selection and
SMCC Design
4. Phase 4 Implementation Plan
11
Phase 1
Assessment &
Discovery
Phase 2
Functional
Specification
Phase 3
Technical
Selection &
SMCC Design
Phase 4
Implementation
Plan

12. We Know How To Integrate Workflows
Designing Workflows and Escalation Procedures
12

13. We Keep Abreast of Leading Analytics
Social Personality Profile Index by IBM Watson
In terms of content marketing, people with a
higher self-transcendence value may exhibit an
interest in reading articles about the
environment, whereas people with a higher self-
enhancement value may have an interest in
reading articles about work.
A customer making positive social mentions
about the brand who scores high on modesty,
openness, and friendliness may be more likely to
spread information and be a reliable and credible
brand ambassador.

14. KINSHIP clients include
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15. About KINSHIP digital
Being present in social and learning – social business intelligence.
KINSHIP digital integrates the social media with the enterprise, focused on
business strategy and leveraging strengths and cultures of specific social
platforms to enhance brand engagement and value, and to improve the value
exchange.
• Our vision is that our clients should have the optimum social architecture to
support their business objectives:
• Flowing awareness, information & engagement bi-directionally;
• Facilitating the most effective social footprint of their people;
• Fully enabling social selling;
• Optimally using the full value of social business intelligence;
• Building brand value, brand resilience and brand equity.
15

16. Questions of us?
walter@kinshipdigital.com +61 403 345 632
thomas@kinshipdigital.com +61 487 151 269
@kinshipd
16

17. 17
Social Media Command Centre Roadmap

18. What is a Social Media Command Centre?
A Command Center is a physical space where Companies
coordinate to listen and engage their citizens or market in
social channels to achieve business use cases in marketing
engagement, customer care, risk management [crisis
management / ORM], or operational efficiency of
coordination and contact center deflection.
Jeremiah Owyang
Altimiter Group
@jowyang
@Michae1Green

19. SMCC Organisational Options
19

20. SMCC Roadmap - 4 to 6 years
Stage 1
COMMUNITY
Engage &
Support
Build Brand
Presence
Stage 2
STRATEGY
Centre of
Excellence
Strong
Internal
Communities
Stage 3
INSIGHT &
ACTION
Insights &
Innovation
Data
Analytics
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In our experience social technologies, and social media, and
social data analytics evolve through the three stages above.

21. SM Monitoring Maturity Assessment
Organisation scored on 8 elements
The eight integrated elements reflect capability and culture:
1. Assess & Align
2. Prevent & Promote
3. Context & Culture
4. Organize & Oversee
5. Monitor & Measure
6. Engage & Resolve
7. Inform & Integrate
8. Detect & Discern
21

22. The Social Ecosystem
Participating
Listening, establishing reputation
(I’m one of you)
Managed
Listening, supporting, building
reputation, marketing
Owned
Listening, supporting,
building relationships,
collaborating
External
Communities
Closed Network
Internal
Communities
Example: customer communities
Example: channels, members
Example: Intranets, communities of practice
Wikis

23. 23
International Trends in SMCC

24. Trends in SMCC International Practices
The three biggest trends internationally in social media command centres are:
1. They are becoming more integrated with business units – more integrated into
marketing, the contact centre, customer insights, product development and more
employees are expecting to be able to interact with customers in social media and to
use social media to attract and retain customers e.g. NAB
2. Teams are focusing on discovering content which is highly relevant to the brand and
its audience and “amplifying” this content in social media e.g. finding content that really
interests their customers and potential customers.
3. Advanced social data analytics and “cognitive intelligence” is being applied to social
data and this is starting to be linked to internal customer insights and business
intelligence data and new customer lead generation
e.g. IBM Engagement Centre
24

25. 1. International Trends – NAB
Business Customer Acquisition
NAB uses social analysis as part of marketing to new business customers:
• To demonstrate their understanding of the customer’s industry
• To throw up some insights into the customer’s business
• To give some insights which might surprise the customer
• To demonstrate that NAB is innovative.
Demand from NAB business bankers
exceeds the current capacity of the
NAB SMCC and they are outsourcing
this to KINSHIP.
25

26. 2. Citi Social Media Marketing
By promoting pop stars Citi amplified marketing message and earned new customers.
By forming relationships with music artists and performing venues, Citi is able to offer
its card members access to concert tickets via Facebook before they go on sale, which
earns major social buzz—especially when they involve popular bands.
Results
1. Improving brand reputation among target audience;
2. Amplification of brand messages; and
3. Acquisition of new customers.
26

27. 3. Future Evolution to Centre of Excellence
As social media matures within an organisation and the SMCC matures they migrate to a
Social Media Centre of Excellence:
1. The SMCC then focuses on operations and special projects.
2. Business functions and departments become social media capable.
The CoE focuses on:
• Overall company social media strategy
• Standards and governance
• Social media competence and adoption
• Innovation
• Technology and standards
• Agency management and contracts.
27
X

28. STRATEGY & USE CASE DEFINITION EXECUTION MEASUREMENT
Marketing&OrganisationalReadiness
Training
Policies
Technology
Content Plan
SocialIntegration
MeasurementFramework&Reporting
Campaigns &
Initiatives
General
Community
Management
Paid, Owned
and Earned
Media
Customer
Support
Competitor,
Market &
Campaign
Reporting
Maturity Model
(CMM)
Benchmarking
Customer
Management
Insights
PR and
Corporate
Communications
(ORM)
Customer
Support
Marketing &
Product/Service
Operations
Ecosystem
(Partners,
Influencers
Industry)
Engagement
Digital Media Center of Excellence
Repeatable Framework for Use Cases
Sales and
Revenue
Generation
The Social Media Centre of Excellence
Training, Policies, Technology, Content Plan, Culture

29. Quick “1-Click” Social Rallying Points
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