Answering the Critical Business Infrastructure Questions That Come with Leveraging Social Media

1. nick westergaard | branddrivendigital.com
social at workHow Does Social Media Marketing Get Done — Who, Where & When

2. #UImktg
@nickwestergaard

3. moving right along
Source: youtube.com

4. course structure
‣ Strategy — Planning the Work
‣ Execution — Working the Plan
‣ The Big Picture — The Digital Ecosystem

6. unpacking the “serving men”
‣ WHY are we doing this?
‣ WHAT are we doing?
‣ WHEN does this happen?
‣ WHERE does this happen?
‣ WHO does this involve?
‣ HOW do we get it done?

7. whois doing the work?

8. whendoes it happen?

9. Wheredoes it happen?

10. social media at work
‣ Who Does the Work?
‣ Where and When Does This Happen?
‣ A Day in the Life
‣ Overcoming Common Obstacles
‣ Employee Advocacy and Beyond

11. Who Is Doing the Work?
1

12. what encompasses ‘who’?
‣ People — Knowledge, Skills, Abilities, Behaviors (KSAB)
‣ Organization
‣ Culture

13. background of the team
Source: Altimeter Group

14. skills of the social media team
Source: Altimeter Group

15. prioritizing skills
Source: Community Management Roundtable

16. How are employees spending their time?
Source: Social Fresh

17. social media jobs & growth
Source: Altimeter Group

18. the most common jobs hired for
Source: Social Fresh

19. new and existing roles – Based on skill
Source: Social Fresh

20. how is social media organized?
Source: Altimeter Group

21. how about a football metaphor?
Source: The NOW Revolution

22. organization & program maturity
Source: Altimeter Group
1. AD-HOC
Inconsistant or no
governance across
the organization
2. PLANNING
Organization
begins planning for
governance
3. FORMALIZED
Governance is
formalized in parts of
the organization
4. STRATEGIC
The organization has
consistant, measured
governance
5. HOLISTIC
Social and broader
Digital Governance
are the same
PEOPLE
Get leaders
aligned and
determine
structure
No formal
organizational
model or
leadership
engagement. Lack
of accountability
for social
Social teams
operate in silos,
no org design with
sporadic leadership
engagement
Formal social org
design in place
with leadership
commitment in key
groups
Leadership takes
a strategic view of
social and support
organization-wide
aligned teams
Leadership
alignement extends
to integrated
digital and socail
governance
POLICY
Codify leader
agreements and
decisions in
policy
Inadequate
policies result in
ad-hoc decision-
making and
controsl
Policies and
decision-making
consistent in
only parts of the
organization
Policies are formal
at the group level
with some shared
organization-wide
Social policies
are complete and
integrated with
related policies
acress the
organization
Social and digital
policies and
decision-making
complete and the
same
PROCESS
Make policy
actionable with
clear steps and
roles
Few, if any,
processes in
place to support
exectution of
social business
practices
Some emerging
processes exist, but
only at the group
level
Processes in place
at the group level,
and some common
processes in place
organization-wide
Processes are
consistent and
complete across
the organization
and integrated with
related processes
The organization
has a single set
of processes that
span all of digital,
including social
PRACTICE
Training,
playbooks and
tools in place to
execute
Practices are
disjoined, ad-hoc
and not measured
Practices are
evolving, and tools
that span social
plateforma are
sought to scale
governance
Practices formal
at the group-level;
metrics play a role in
but inconsistent
adoption across the
organization
Practices
consistent across
the organization,
with a focus on
advanced skills
development and
measurement
Practices in
common for both
digital and social
Altimeter’s Social Business Governance Maturity Map:
Map Your Organization’s Maturity Against the Four P’s of Social Business Governance
Download Altimeter’s Social Business Governance Report
http://pages.altimetergroup.com/social-business-governance-report.html

23. skills & program maturity
Source: Community Management Roundtable

24. who owns social media?
Source: Altimeter Group
Mostly ‘Marketing’ …
… But ‘Digital’ is Gaining

25. raci Staffing
‣ Responsible
‣ Accountable
‣ Consulted
‣ Informed

26. who shouldn’t be on the team
‣ Interns
‣ Employees based on title alone
‣ Non-believers
‣ The boss’ son/daughter/niece/random millennial I know

27. mitch joel
You may plug in a lot of stuff but that
doesn’t make you an electrician.”
“

28. Where and When
Does This Happen?
2

29. Where = social media space
‣ Need a Purpose — Event vs. On-Going
‣ Type of Space Required
‣ Team Size Needs
‣ Equipment/Tech

30. the command center concept
Photo via Flickr user Robert Raines

31. command center considerations
‣ Sizzle vs. Steak
‣ Big Promise That You’ll “Be There” (Will You Be?)
‣ Cost — Is It Worth It?
‣ Careful the Command Center Isn’t a One-Off — Ensure It’s
Part of a Larger Strategy

32. COMPLEX TOOOLS
bottom line
Not required
– more on tools in a few weeks

33. when does this happen? rip 9 to 5?
Photo via Flickr user Dafne Cholet

34. 84%of americans use Facebook in the evening
— night time is prime time for social media
Source: Edison Research

35. 63%of americans check Facebook before bed
Source: Edison Research

36. 70%of consumers complaining on social media
expect a response
Source: Search Engine Watch

37. 53%expect that response in an hour
— or Less!
Source: Search Engine Watch

38. 32%of social media complainers are happy with
how fast businesses responded
Source: Edison Research

39. Where are customers complaining?
Source: Edison Research

40. speedis essential

41. howdo we get this done in
a regular business day?

42. A Day in the Life
3

43. WHO? We have an interesting set up where we have a few different community managers.
One of our web development team members manages our Twitter account. Our Associate
Brand Manager manages our Facebook account. I as the ADMM manages all of the emerging
platforms and also oversees strategy for all of the networks.
WHERE? Two Ben & Jerry’s digital team members in the United States. Plus our digital
agency, Edelman. To help communicate and share information we have an internal social
network we use to share best practices and information.
WHEN? We sell Ben & Jerry’s from Japan to Australia to England to the United States, so
there is always a Ben & Jerry’s that is open, or a store where you can buy our product.
Because of this we do a lot of community management outside of our “normal” 9-5 hours. Our
community managers tend to check their networks multiple times a day to respond to
consumers.
WHAT DO YOU LOVE MOST & WHAT’S YOUR BIGGEST OBSTACLE Talking with our fans
is always the most fun. Because of our scale the biggest challenge is ensuring consistency
across all of our platforms and establishing best practices we can share with one another.
Mike Hayes, Digital Marketing Manager

44. WHO? Our team is constantly growing. Hooray! Currently, there are 7 of us reporting to the
Communications Team at large.
WHERE? Distributed, with the majority of us in New York City (our social center). Still working
on a good name for it!
WHEN? 24/7 — allowing a few hours for sleep. Just a few.
WHAT DO YOU LOVE MOST & WHAT’S YOUR BIGGEST OBSTACLE Communicating
directly with consumers, 24/7. The biggest obstacle would have to be applying the great
amount of information our team sees on a minute-by-minute basis to other departments,
where it can provide insight to influence their decision-making process.
Emily Schildt, Director of Consumer Engagement

45. WHO? I am the lead for social media, but our corporate, local-store marketer does a lot to
aggregate content and photos. I respond mostly to complaints/concerns/serious customer
interaction. He is responsible for the "fun" aspect of our social media in a lot of ways. All social
media nonsense reports to marketing.
WHERE? I work almost entirely out of the corporate office in Coralville, IA. Our local-store
marketer travels all over the midwest and works remotely when he is on the road.
WHEN? I listen outside of 9-5. Any content posting done after those hours is typically
scheduled posts. Most interactions happen within work hours, as my focus is more on work. I
typically only look for serious offenses or PR concerns online on "off-hours" that might need
responding.
WHAT DO YOU LOVE MOST & WHAT’S YOUR BIGGEST OBSTACLE I love the breaks
between "corporate responsibilities" in which I get to interact with customers online. The
biggest obstacle for me was leaving a position in the company in which I was solely devoted to
online practices and strategies and move to being consumed with all marketing
responsibilities.
Reid Travis, Director of Marketing Communications

46. WHO? Within our Marketing team we have the eMarketing team, of which I am a member of,
along with 8 other individuals. I single-handedly have responsibilities for managing our social
media presence.
WHERE? The entire Marketing team is in our HQ building, with the exception of our 4 showroom
managers who are in other areas of the country.
WHEN? I am actively looking for shareable content within the 7-5 work week, with the exception
of Pinterest. I usually dedicate an hour here and an hour there to pinning new content on the
weekends. I will immediately respond to comments or @ mentions, however. That I certainly
don't confine to the typical work week hours. There simply isn't enough time to do all of this
during the work week, especially if, like me, you are responsible for other Marketing initiatives
outside of social media.
WHAT DO YOU LOVE MOST & WHAT’S YOUR BIGGEST OBSTACLE Love most: sharing
great comments/success stories that our fans post with the relevant/appropriate member of
the HON team. Biggest obstacle: while social media has made tremendous strides in proving
itself as a relevant business practice, I still have to work extra hard to prove that my role is a
viable, ROI-driven Marketing form. "How does this increase sales?” is a common question that I
get that is still difficult to answer concretely.
Liz Schulte, eMarketing Specialist

47. Overcoming Common Obstacles
4

48. not going anywhere
Photo via Flickr user nate steiner

49. spend too much time …
Photo via Flickr user Robert Course-Baker

50. social media terror level
SEVERE
In my bunker hiding from Facebook.
LOW
We got this covered. Why are you here?
GUARDED
We use the Facebook. A little bit.
ELEVATED
A lot of bad things happen with social media, right?
HIGH
Social media? We don’t want any.

51. It Comes down to the 3 Ts
‣ Time
‣ Talent
‣ Terror

52. PEOPLE
PROBLEMS
‣ Time
‣ Talent
‣ Treasure TERROR!

53. I don’t want my
people on Facebook
all day!

54. Our team doesn’t
have time for this.

55. We don’t have
the right kind of
people …

56. We’ll lose
CONTROL!!!

57. TERROR:
you aLREADY HAVE
LOST CONTROL

58. Photo via Flickr user Rob Bouden
TALENT:
ENGAGEMENT
& PEOPLE SKILLS
MORE IMPORTANT
THAN TECH SKILLS

60. scrappy internally

61. scrappy Externally

62. YOUR PEOPLE CAN’T BE A PROBLEM.
THEY ARE YOUR BIGGEST
ASSET
☝

63. answers to the 3 ts
‣ Time — Organize Efficiently; Outsource As Needed
‣ Talent — Training & Hiring for Communications
‣ Terror — Helping Leadership Understand the Shift

65. TRUST
time, talent, & terror are opportunities to build

66. Employee Advocacy
and Beyond
5

67. employee opportunities in social orgs
‣ Brand ambassadors — encourage a culture of engagement
‣ Internal collaboration via social tools like Slack, Chatter, Yammer
‣ Fostered through sound policy — more on that ahead

68. people power protects

69. mark w. schaefer
Culture is the number one predictor of
success. Not budget, not resources.”
“

70. key take-aways
‣ WHO is dependent on the right people with the right skills
organized the right way
‣ WHERE and WHEN requires us to think outside of the box
‣ Your people can’t be your problem, they can be your biggest asset

71. Photo via Flickr user bradhoc
next up: Measurement

73. #UImktg
@nickwestergaard

74. nick@WESTERGAARD.COM
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