Monthly Archives: September 2011

Decide What Your Business Will Do About Social Computing

This is the sixth in a series of excerpts from our book, Be a Person: the Social Media Operating Manual for Enterprises. The book (itself part of a series for different audiences), is available in paper form at http://bit.ly/OrderBeAPerson save $5 using Coupon Code 62YTRFCV

From here on out, the chapters get a little long, so we’ll break them into smaller pieces.

See the previous posts What is Social Media?, Social Sites Defined, Why Social Media? How is Social Media Relevant to Business? and First Steps Toward a Social Media Strategy



Not Communication

AttributionShare Alike
Some rights reserved by mollybob

Decide What Your Business Will Do About Social Computing

“Not to decide is to decide.”

Harvey Cox, American theologian

There’s a huge opportunity out there for your business. Based on your organizational intentions and the assessments we’ve encouraged you to do, you
have three choices:

  • Ignore social media
  • Monitor social media
  • Engage with social media

Let’s examine each of these choices in turn.

Ignore Social Media

Obviously, we think you shouldn’t ignore social media, and a quick review of some of the risks of non-engagement should be sufficient to convince you that you must at least start to monitor social media.


Regulatory Risk

If your business has anything to do with securities or other types of regulation, you can’t afford to ignore social com­puting. If you have large securities holdings, you may face restrictions on certain types of disclosures. If you aren’t mon­itoring social media, you may not be aware of disclosures that involve your organization’s staff and which may run afoul of regulations.

Your business may cite regulatory constraints as a reason to avoid getting involved in, or even monitoring, social media activities. Be sure that the risks of this approach don’t out­weigh your responsibility to ensure disclosures are proper.


Reputation Management

A related issue is reputation management. Your business may not have a formal reputation management effort, but every organization needs to be concerned with the subject. If you’ve ever subscribed to an article clipping service, you’ve been engaged in reputation management.

Social media is one of the largest and the fastest growing forums for people’s opinions. You can’t afford to ignore what people are saying about you online.

Ask these famous brands if ignoring social media was a good idea:

  • Domino’s disgusting video [1]
    in which a couple of immature employees with a video camera caused a huge crisis
  • United breaks a guitar[2] and the customer gets even with a YouTube video
  • Nestlé’s Facebook Fan Page Heist [3] where people reacted to Nestlé’s heavy-handed attempt to get a critical video removed from YouTube by posting altered versions of the firm’s logo, culminating in a boycott
  • KFC and Oprah’s Free Chicken[4] – Winfrey announced that her show’s Website would let visitors download a printable coupon for free Kentucky Grilled Chicken. Web servers were overloaded, and supplies of free chicken were exhausted. Bloggers reported that store managers were turning away coupon-holders. KFC chairman Roger Eaton posted a video message explaining that KFC would not be able to redeem the coupons still at large

There are lots more examples of dumb social media moves in our Social Media Hall of Shame, online at: bit.ly/HallOfShame

Legal Issues of Disclosure

Chances are your business has some confidential information, whether it is client records or minutes of sensitive meetings or the like. We’re sure you have policies that instruct staff and others on how to keep this information secure.

At the very least you need to update your policies to cover social computing. But you’ll also probably want to monitor social media to detect any disclosures that do happen. In fact, it’s even possible that failure to do so may leave you open to charges of negligence. Consult a lawyer for information about your responsibilities regarding social media disclosure.

Other Legal Issues

While everything in the following list from New York Employment Law Letter via HRHero.com [5] may not pertain to your enterprise, many items affect all businesses, profit or non-profit, large or small.

You can face potential liability from employee use of social networking sites or blogging in a variety of ways:

  • Slander, defamation, and libel – Your company could be held liable if an employee posts negative statements about another person or a competitor on a Website or blog.
  • Trade secrets and intellectual property infringement – The disclosure of certain trade secrets can destroy the “confidential” status of the information, and the disclosure of a third party’s confidential information could lead to an action for trade secret misappro­priation or intellectual property infringement.
  • Trade libel – Misstatements or misrepresentations about a competitor could lead to claims of trade libel.
  • Securities fraud and gun-jumping – Publicly traded companies can face sanctions for securities fraud if material misrepresentations are posted. Any postings plugging the registered company could violate federal securities law.
  • Employment actions – Employees may try to sue you for wrongful termination or discrimination if their employment is terminated because of postings that reference personal aspects of their life (for example, marital status or sexual orientation).
  • Harassment – Language that is harassing, discrim­inatory, threatening, or derogatory could prompt a lawsuit.

As always, you should seek legal counsel only from a lawyer and not from a book such as this or the Web.


Your Community Might Expect Social Media Responses

As the social computing movement gains momentum, it is becoming more and more common that stakeholders expect a response to complaints or other comments made online. Depending on your business, you may not be in this position today, but you will probably be in the near future.

This is especially true if you’ve dipped your social media toe in the water and have a Twitter or Facebook account that you don’t monitor. Being on social media sets up an expectation that you will monitor and respond. As we’ve said before, don’t get involved until you’re ready to make a commitment for the long term.

Thinking Social Computing is Irrelevant

Despite our enthusiasm, and the probable enthusiasm of some of the people around you, you need to take all this social media stuff with a grain of salt.

At the present moment, it’s very possible that what works online may work just fine offline as well. However, the two environ­ments, while they do track closely on many fronts, are not identical.

The big brands have taken notice of this fact. In a 2009 article[6] in Advertising
Age, Abbey Klaassen talks about the difference between what the general population is interested in versus what Twitter users are interested in:

For example, in the past month [April, 2009], the Twitter community has been titillated by South by Southwest, AT&T, “Lost” and the redesign of
Skittles.com. Missing from the list are things [that] the Communispace and Lightspeed surveys, both sep­arately commissioned on Ad Age’s behalf,
found that the general population is fired up about, such as the AIG bonuses and the bank-bailout plans.

So offline does not equal online, yet.

Given the risks, however, social media shouldn’t be ignored. But it also shouldn’t be treated as the be-all and end-all for your organization. And as time goes on, the growth of social media will continue, and the two worlds will track much more closely. So if you do choose to ignore social media for now, don’t do so for too long.

Next up: Decide What Your Business Will Do About Social Computing pt. 2


[1]
Domino’s video: rww.to/9LYuMs

[2]
United Breaks Guitars: bit.ly/abJdu5

[3]
Nestlé Facebook Heist: bit.ly/dzkXqb

[4]
KFC free chicken: bit.ly/dan6ol

[5]
bit.ly/9Xiop5

[6]
Using Social Media to Listen to Consumers: bit.ly/bGFtdl

First Steps Toward a Social Media Strategy

This is the fifth in a series of excerpts from our book, Be a Person: the Social Media Operating Manual for Enterprises. The book (itself part of a series for different audiences), is available in paper form at http://bit.ly/OrderBeAPerson save $5 using Coupon Code 62YTRFCV

See the previous posts What is Social Media?, Social Sites Defined, Why Social Media? and How is Social Media Relevant to Business?


First Steps Toward a Social Media Strategy

“Social Media Performance Group’s motto is: No Tools Before Rules.

We believe that before you use any powerful tool, you should not only find out its capabilities and dangers, but also create a plan for its use.
Beginning to use social media without a strategy would be like
tossing the keys of your SUV to your 10-year-old.”

Social Media Performance Group

The Social Media Performance Group strategy process begins with an enterprise social media readiness assessment. You need to understand how ready your staff, leadership, board, and other stakeholders are to make the changes that will be necessary to embrace social computing.

Although you may not realize it at the planning stage, success­fully implementing social media to support your strategies will require organizational changes, some large, some small, and some that may be upsetting or controversial. For example, if you’re a business that has a strict command and control hierarchy where every external communication is approved at a high level, you’ll need to change to be able to fully leverage social
media. The legal department of one enterprise we know recently approved 40 tweets. Yeah, that’ll work.

If the idea Be a Person scares you, you’ll need to do some organizational transformation before social media is right for you.

Of course, not all businesses are ready for social computing. In fact there are some who have ingrained styles and tendencies that will make
adopting social media impossible, if not actually detrimental. How can you tell if your business is one of them?


Top Ten Signs You Should Avoid Social Media

Lisa Barone, Chief Branding Officer of Outspoken Media, put together a somewhat humorous collection [1] of indicators of organizational dysfunction that would make adopting social computing a risky business. We’ve adapted and expanded them in the following list.

You have no social skills (and don’t want to fake them)

If your organization has problems relating with staff, customers, or other stakeholders, those problems are likely to be magnified by using social computing. Be honest with yourself when assessing your organiz­ation’s readiness to openly relate with a large group of your stakeholders.

You have no sense of humor/can’t handle criticism

A sense of humor often doesn’t make it onto the list of things to consider about social computing, but it should. If your organization gets stirred up by the least little bit of criticism, or has a habit of mis­interpreting humorous comments, think twice before adopting social media. Using social media means you are opening yourself up to unvarnished dialog with both your supporters and your detractors. If you don’t think you can handle it, social computing is not for you.

You’re going to forget about it in the morning

Social computing takes a commitment. It can’t be a start and stop kind of thing. Once you engage with your community, you aren’t going to be able to go back to ignoring them. So be sure you have a long-term, sustainable commitment to social computing before venturing forth.

Openness is a problem for you

This one is pretty much self-explanatory. If your org­an­iz­­ational style emphasizes secrecy, security, and a lack of sharing, you’re not going to succeed with social computing. Ask yourself what you’re hiding, and why, and whether you can open up before getting involved with social media.

You’re only there to sell

If you think social computing is just about selling, or marketing, or pushing messages into just another media channel, better to forget it. Remember that social media involves relationships and two-way conversation, and that you must respect your comm­unity’s point of view to be successful. You should also be wary if your leadership plans on having others masquerade as them online. Social media is about trans­parency, not facades.

You view social media as a numbers game

This is a common attitude toward social media. You see it on LinkedIn among the LIONs (There’s more on that in the What is a LinkedIn LION ™? section) The number of followers on social media is generally not what your business should concentrate on. The quality of your interactions with your community is vastly more important than the quantity.

You sometimes resort to name calling

We decided to edit this one. Barone’s original number 7 was: You’re inclined to call people’s wives “douchettes.” Apparently, a CEO actually did call some­one’s wife a douchette, [2] although not online. Nevertheless, if your business has folks in it who might be inclined to disparage others, think twice about bringing this sort of thing to social computing.

You think Twitter is a social media strategy

We hope you know by now that we think you shouldn’t get into social computing without first understanding how it can support your organization’s strategy, and without creating a social media strategy to guide your usage. There are lots of consultants out there that think putting together a Twitter campaign, or a Facebook page, or a few YouTube videos is a great way to get started with social media. Tell that to Motrin.

You don’t have a “social” culture

There are lots of signs of an anti-social-computing culture. The tendency to run everything by the lawyers. Endless rounds of revisions with final approval by top executives. A prohibition of social media site usage while at work. Blocking YouTube. Some of these tendencies can be overcome, and some might be enough to indicate problems with social computing acceptance. If your general organizational culture emphasizes tightly controlling the message, you’re not likely to succeed with social media.

You don’t have permission

In Barone’s list, this item refers to staff who attempt to speak for the business without authorization, but we turn this around a little bit to mean, “Can you give your stakeholders permission to represent your business?” When you think about it, your staff, customers, and other stakeholders DO represent your business, every day, and can work on your behalf. But it’s sometimes a hard step for an organization to let go enough to enable them to do the same on social media. Be sure you can let go before engaging with social media.


Do a Quick Survey of Your Stakeholders

To help determine if you’re ready for social media, a social computing assessment can identify those who will embrace social computing, and who will resist. It also helps identify those who are willing but need training on how to use social computing.

The assessment can be done online using the Social Media Performance Group’s free Social Media Readiness Survey[3] or via pen and paper using the version reproduced on page 55.

Do a Quick Survey of Your Customers

It is important to know what customers and prospects already know about social media so you can target your efforts to their ability to respond online. If your target audience is largely offline, you will want to use social media inside your company rather than externally.

It’s important to realize that, due to socio-economic diff­erences, many groups may not have regular access to social computing, which obviously can significantly alter your strategy in engaging them online. In your survey, you may want to segment prospects and customers by socio-economic status, which may affect how easily you can reach them via social media.

If your audience doesn’t have computer-based online access, you may be able to reach them online via their mobile phones. In this case, you should consider using the Social Media Performance Group’s free Mobile Social Media Use Survey. [4] The survey can also be found in the second part of the Social Media Performance Group Social Media Readiness Survey™, reproduced in the next section, and live at: bit.ly/smpgsurvey

After your survey is done, take a look at the results and divide the respondents into at least two groups: those who are likely to respond to social media, and those who probably won’t. You’ll need to base your social media plans on the com­position of these groups. If, for example, the non-social-media group represents the majority of your stakeholders, you may want to consider educational approaches to help them learn about the benefits of social media. On the other hand, if the social-media-using group is large, you may want to consider more-sophisticated approaches to identify and enable your supporters via social media.

Assess Related Businesses

Identify closely-related businesses and partners you deal with on a regular basis, especially those with similar or com­plementary missions, particularly in your region. Find out what they are doing with social media. Not only might this give you ideas for your own approach, you may be able to team up with them to help further your social media reach.

Up next: Decide What Your Business Will Do About Social Computing

Want to read the whole book? Order at http://bit.ly/OrderBeAPerson and save $5 using Coupon Code 62YTRFCV


[1]
Outspoken Media provides online marketing services. Barone’s list is at: bit.ly/ctidjS

[2]
Hear the audio at: bit.ly/cymXi7

[3]
SMPG’s Social Media Readiness Survey: bit.ly/smpgsurvey

[4]
Social Media Performance Group’s Mobile Social Media Use Survey: bit.ly/c48q6

How is Social Media Relevant to Business?

How is Social Media Relevant to Business?

This is the fourth in a series of excerpts from our book, Be a Person: the Social Media Operating Manual for Enterprises. The book (itself part of a series for different audiences), is available in paper form at http://bit.ly/OrderBeAPerson save $5 using Coupon Code 62YTRFCV

See the previous posts What is Social Media?, Social Sites Defined, and Why Social Media?



Motrin Moms Controversy

AttributionShare Alike
Some rights reserved by Todd Barnard

“We now have indisputable proof that online marketing,
YouTube and Twitter and all that it encompasses
is meaningful and has arrived.
We are seeing real consequences to a mistake.
If [social networks] didn’t matter, you wouldn’t
see this type of reaction from J&J or consumers
[over the Motrin Mom faux pas].”

Gene Grabowski, chair
crisis and litigation practice,
Levick Strategic Communications

Grabowski is referring to one of the entries in our Social Media Hall of Shame.[1] That entry reads as follows:

In fall of 2008, pain reliever brand Motrin posted a short video as part of an ad campaign aimed at young mothers. In an attempt to identify with its intended audience, the ad featured a young woman speaking in an irreverent tone about the “fashion” of wearing one’s baby, and the back pain associated with the practice.

Some online moms found the tone patronizing and felt they were being mocked. The video went largely unnoticed for 45 days, but then on Saturday, November 15, one mother, Jessica Gottlieb, tweeted her disapproval using the Twitter hashtag[2] #motrinmoms.

By Sunday afternoon, #motrinmoms was one of the hottest hashtags on Twitter. Mommy Blogger Katja Presnal created a nine-minute YouTube video comprised of angry tweets from moms with baby carriers.[3]In all, however, fewer than 1,000 people posted using the hashtag. But this was a very vocal minority.

By social media standards, Motrin was slow to respond to the outcry. Yet by Sunday evening, they pulled the campaign, temporarily shuttered their Website, and apologized. Instead of engaging with the protestors on their own turf, however, Motrin reverted to an Old Media response: They tried to remove all traces of the video and ad campaign and offered a corporate apology in response: “We have taken immediate action to respond to these concerns and have removed the advertisement from our Web site.”

By November 20th, they had pulled themselves together a bit more, and published a response with a much better tone. Kathy Widmer, Vice President of Marketing for McNeil Consumer Healthcare, offered a new apology that followed our mandate: Be a Person.

So…it’s been almost 4 days since I apologized here for our Motrin advertising. What an unbelievable 4 days it’s been. Believe me when I say we’ve been taking our own headache medicine here lately! We are parents ourselves and we take feedback from moms very seriously. [4]

Much, much, much better!

Motrin’s mistake was in not using the negative attention to engage in a dialog with the angered moms. By taking them seriously and listening to their concerns, Motrin could have probably defused the uproar and possibly turned the furor into an advantage. Engaging in a dialog would have enabled Motrin to explain that they were trying to be funny, and they were sorry that hadn’t worked.

Ironically, Jessica Gottlieb, author of the original tweet, said that she felt the ad did not need to be pulled. What if Motrin had originally addressed her directly and enlisted her help?

We can learn two things from this object lesson:

  • Social media can bring a powerful company to its knees in the space of less than a week
  • With great power comes great responsibility[5]

We don’t tell this tale to scare you, but rather to impress upon you the power and potential of this new communications medium. We also hope Motrin’s story demonstrates that using social media without a strategy and a plan may seem easy to do, but like juggling chainsaws, the outcome is much better when you’re trained and prepared.

Plenty of enterprises have produced great results through the use of social media. We’ve written this book to help you become one of them.

On the positive side of social media, take a look at the Blendtec YouTube videos,[6] one of the keystone case studies from our Enterprise Social Media Framework (ESMF).[7]

Blendtec makes powerful blenders, and so someone got the bright idea of doing a series of short videos called Will it Blend? Starting way back in 2006, and featuring Blendtec CEO Tom Dickson, each video – designated either “Try this at home” or “Don’t try this at home” – blends a range of items from 50 marbles and a handful of golf balls to a new iPhone.

It was the iPhone blend video that went viral, racking up more than 9.8 million views, and counting. Combining the fetish power of the game-changing mobile phone with the eccentric idea of obliterating things with a blender equated to tremen­dous viralocity. Since the first iPhone bit it, the company has trashed a series of iconic electronic gadgets, including an Olympus digital camera, an iPad (11 million views), and an iPhone 4.

Was it planned this way? No. It was just a wacky- and cheap- bid for attention from a small company with a small marketing budget. It went viral because . . . well, just because it was bizarre, over the top, and cool, we guess. For almost no money, Blendtec has reaped more than 161 million YouTube views, 380,000 subscribers (making it #40 on YouTube’s all-time list), and a 7X increase in sales.

So why do we mention this? Did you see the part about “almost no money?”

You could go viral as well. But to do so, you must be hooked into the zeitgeist[8] of your community, and the larger society. Offbeat, quirky ideas are what generally go viral. But if you try too hard (we’re looking at you, LonelyGirl15 [9]) you could do more damage than good.

Contrast BlendTec’s success with the fact that the #3 result from a search on YouTube for Comcast is a video called A Comcast Technician Sleeping on my Couch.[10]

(There’s more about going viral in the section Aim to Influence .)

Talk about incredible results, both good and bad! Social media is here, it works for enterprises, and chances are good it is affecting your business today.

Social Media and Your Business

Now you may be thinking, “That’s great and all, but my enterprise sells to businesses (or sells services, or is in a reg­ulat­ed industry, or . . . ), and I can’t see how funny YouTube videos will help me sell my product.”

You’re not alone in being skeptical about the potential effect of social media on your business. But more and more businesses of all sizes are starting to embrace it.

Frost & Sullivan GraphA 2011 Frost and Sullivan study[11] (see Figure 3) showed that of 200 C-level execs, 69 percent were closely tracking social media. That’s amazing in and of itself, but executive interest in social media was greater than interest in other important technology trends, such as telepresence, VOIP, shared team spaces, soft phones, and even unified communications and unified mess­aging. Half of the respondents said social media is already used within their organization, and 41 percent said they were using the tech­nology personally.

Social media expert Josh Bernoff of Forrester Research, writing for the Harvard Business Review,[12] divides large enterprises’ use of social media into four groups:

  • Dormant – Fewer than one in five large companies are in this group. They haven’t really gotten started with social media.
  • Testing – About one third of enterprises are just starting out. They usually begin with listening (monitoring social chatter) and talking on Twitter and Facebook.
  • Coordinating – Another third of large companies have moved on to coordinating multiple social efforts around the company. Bernoff recommends, and we definitely agree, that the right strategy is not to put all the social efforts under one manager. He recommends appointing “shepherds” to help lead social media across teams in marketing, customer support, HR, and IT.
  • Mastering– The remainder of companies, the smallest group, have mastered social media use. They face challenges in scaling and optimizing social efforts.Bernoff points to Dell as a leader. Manish Mehta is Dell’s VP, Social Media & Community. Just having an executive position with a name like that indicates how seriously Dell takes social media.Bernoff says Mehta “has a weekly teleconference with managers throughout the organization who are responsible for the hundreds of social applications the company deploys, from the Twitter feed @DellOutlet that promotes overstock computers to IdeaStorm, the online community that solicits ideas for new Dell products. Coordinating measurement is also key: at financial services company USAA, for example, social media managers have proven that ratings and reviews generate a 17% increase in clickthroughs to product purchase pages.”

So it’s early days, but despite that, many enterprises have seen real benefits from engaging with social media.

But it’s not all about sales and marketing, as you can see from the preceding. In fact, we believe that sales and marketing are not even the most impressive things social media does. Savvy businesses use social media to:

  • Track what customers and prospects are saying , what they’re interested in, and how they buy
  • Create flash focus groups online to get real-time, real-world feedback on customer likes and dislikes
  • Recruit new talent – many companies are turning away from posting job requisitions to searching social networks like LinkedIn and inviting highly-qualified people to apply
  • Increase employee engagement , satisfaction, and retention – McKinsey and MIT surveys found between 7 percent and 20 percent improvement in employee retention due to social networks[13]

If that’s all social computing could do for your business, would­n’t that be enough?

Our contention that most businesses miss the real point and much of the potential of social media is supported by a recent white paper published by the Harvard Business Review.[14] HBR did a survey of 2,100 companies, and these were some of their findings:

Despite the vast potential social media brings, many companies seem focused on social media activity pri­marily as a one-way promotional channel, and have yet to capitalize on the ability to not only listen to, but analyze, consumer conversations and turn the infor­mation into insights that impact the bottom line.

For instance:

  • Three-quarters (75%) of the companies in the survey said they did not know where their most valuable customers were talking about them
  • Nearly one-third (31%) do not measure ef­fective­ness of social media
  • Less than one-quarter (23%) are using social media analytic tools
  • A fraction (7%) of participating companies are able to integrate social media into their mar­keting activities

Only a small group – 12 percent – of the companies in the survey said they felt they were currently effective users of social media. These were the com­panies most likely to deploy multiple channels, use metrics, have a strategy for social media use, and integrate their social media into their overall marketing operations.

By using this book in your organization, you can learn how to become part of the suc­cessful 12 percent.

Let’s Face It

They’re talking about you online (if you’re lucky).

That’s right, there are probably people talking about your business online right now, via social media. What are they saying? Are they supporters or detractors? Shouldn’t you listen to find out?

What are people who are interested in your business talking about online?

Of course, it varies depending on the business you’re in, but you can count on the chatter being both positive and negative, just like offline conversations about you. The difference is, you can join in on these conversations and possibly influence them.

Regardless of what people are saying about you, shouldn’t you be aware of the online conversations? What if Motrin had ignored what the Mommy Bloggers were saying? What if people are right now, this very minute, spreading mis­in­formation or rumors about your company on Facebook?

Wouldn’t you want to know?

Social media changes the way cheers and raspberries are distributed. Two of our favorite quotes about how much social media changes positive and negative conversations come from trailblazing broadcaster Edward R. Murrow and Paul Gillin, author of The New Influencers.

The fact that your voice is amplified to the degree where it reaches from one end of the country to the other does not confer upon you greater wisdom or un­der­standing than you possessed when your voice reached only from one end of the bar to the other.
– Edward R. Murrow[15]

Conventional marketing wisdom long held that a dissatisfied customer tells ten people. But…in the new age of social media, he or she has the tools to tell ten million.
– Paul Gillin[16]

Social media hasn’t changed people, just as Murrow says; it has amplified their voices far beyond what Murrow could have imagined in 1958, to the point that mass media is accessible to the average person, as Gillin’s quote demonstrates.

OK, OK, social media is the next big thing. How can you start to take advantage of it?

Well, one thing you shouldn’t do is go off into this new land of social media without a map. You need to channel social media’s power to support your business’s strategy. To harness the power of Social Media, you need a strategy, and a plan.

So What’s Your Strategy?

Like anything that’s worth doing well, it’s best to have a strategy for using social media. You may be tempted to listen to those in your business who have a “Hey kids! Let’s put on a show!” kind of mentality regarding social media. It’s so easy to get started, you may decide to listen to these folks and start creating a Facebook page, a Twitter account, or a YouTube channel right away.

We hope you will resist the temptation to jump in with both feet until you have understood why you are using social media, and how it is going to support your overall strategy.

To maximize social media benefit, you need to align your busi­ness’s strategy with both your external and internal social media strategy.

The difficulty in writing a book about social media and busi­ness is that there are so many kinds of enterprises, each with unique missions and goals. We could give advice for a medical device manufacturer, for example, which may not be approp­riate for grocery distributor. On the other hand, most busi­nesses face similar challenges such as selling, marketing, re­cruit­ing and retaining employees, gaining brand recognition, and so on.

Thus you will need to take the general principles in this book and apply them to your own enterprise. Without working close­ly with you, we can’t identify for you the best social media goals, strategies, sites, and techniques for your business. Only you can do that, and you should use your overall mission, strategy, and goals to determine your social media strategy.

There’s more detail later about creating strategies. First, we’d like to lay out the general concepts, and get more specific in the chapter Create Social Computing Strategies on page 75.

A good social media strategy:

  • Effectively communicates goals and benefits of social media internally and externally
  • Guides selection of the right tools to use
  • Ensures sustainability of your social media endeavor
  • Involves regular reviews of people, processes, and tools to ensure that your business stays relevant

The first step is to review your business’s goals and strategy. Identify the most important, and start to think how social media can help, especially in ways other than sales and marketing. Make whatever changes necessary to your strategy to bring it up to date and ensure that all stakeholders support it before taking a look at social media.

Plan an Internal Social Media Strategy

It may be easier for you to start by focusing on creating an internal social media strategy. It’s less scary, and you might have an easier time coming to agreement on the internal strategy. Some internal goals to think about include:

  • Empower employees to advocate
  • Improve employee engagement and retention
  • Encourage collaboration , innovation, problem solving
  • Improve communications
  • Manage risk to your reputation
  • Improve your hiring process
  • Improve your market research and competitive intelligence

We elaborate more on this concept in the Create an Internal Social Computing Strategy section on page 79.

There’s more information about engagement, advocacy, and evangelism in the sections Engage Your Community, Find and Create Online Evangelists, and Create Buzz.

Plan an External Social Media Strategy

Once you understand how social media can support your business’s overall strategy, it’s time to create your external social media strategy.

You need to go where your community is. Identify constituent groups to target – prospects, customers, influencers, evan­gelists, opinion leaders – and find out if they use social media. Delve into specifics. Are they reading any particular blogs? Are they on Twitter? Facebook? Find your community and study them to see what their concerns are. We examine this process in depth in the section Find Your Community.

Base your strategy on what you find through this research. If your target group is on Facebook, you may want to set up a business page. If your community tweets, you may want to set up a program of daily updates on Twitter.

If you haphazardly approach this task, you can spin your wheels without gain. No one will hear your message. Be sure to tie your implementation ideas directly to your external social media goals.

External goals to consider include:

  • Educate
  • Inspire to action
  • Create strong relationships
  • Share internal culture with external audience
  • Thought leadership
  • Community involvement
  • Sales
  • Marketing
  • Publicity

We elaborate on this task in the section Create an External Social Computing Strategy on page 82.

Create a Social Media Mission Statement

After reviewing your goals and strategy and creating drafts of your internal and social media strategies, create a mission statement for your social media efforts. This needs to be one sentence that everyone in your business can recite from memory. Doing so will help sharpen your thinking about your strategies and guide the creation of plans to support your social media goals.

Here are some examples of social media mission statements you can learn from.

“Our mission is to drive forward the adoption of social media across Europe in order to improve the quality, access, value and effectiveness of healthcare delivery to patients.”

– Health Care and Social Media in Europe

This is an easy one to get started with. This non-profit exists to spread usage of social media. But notice that they directly tie this social media goal to a specific non-social-media goal: “to improve the quality, access, value and effectiveness of health­care delivery to patients.” In other words, the organization doesn’t just want to spread social media usage for its own sake; it wants to do so to achieve a real-world goal.

A great example of a very short and to-the-point mission state­ment is Ford’s:

“Humanize the Ford brand and put consumers in touch with Ford employees.”

– Scott Monty, Ford Motor Co.

You may have noticed that we don’t even mention social media in the main title of our book, and this is intentional. The challenge for any business in the age of social media is to Be a Person, not a faceless entity. Scott Monty gets this. Ford wants to Be a Person – to humanize their brand, and connect with their community: their customers. So they put this in their social media mission statement. How can you get this concept into your statement?

Here’s another statement that explicitly states what kind of person the business wants to be:

“Instill trust in the brand, and highlight that the people behind the brand are parents too.”

– Lindsay Lebresco, Graco

Brilliant! Our employees are parents too; they can relate to you and your problems; they can create products that connect with your needs, because they share your needs. Wow.

Of course, delivering on your mission statement is the trick, isn’t it?

Here’s a general template to get you started on your social media mission statement:

“The purpose of our social media efforts is to [do something] for [someone] while [improving, furthering] our [ business strategic objective].”

Play with it until you think you’ve got it, and then get your staff involved in fine-tuning your statement.

Create Social Media Metrics

A strategy needs goals, and goals need measurement. Ensure that your social media goals can be measured. There’s lots more about measurement in the section Measure Results, but for right now, you should think about real, concrete goals that are measurable.

We also talk much more about measuring the Return on Investment (ROI) of social media in the section Measuring Social Media, Influence, Brand, but here’s a quick table of some of the things you can measure with social media:

Table 1 – Social Media Measurements

Blog posts Google trends
Reader comments Search results
Twitter mentions Inbound traffic
Twitter followers Video views
Facebook fans SlideShare views
Links Tags
RSS subscribers Diggs

Don’t worry too much if you don’t understand what some of these elements are at this point. Most will become clear throughout the rest of the book.

Determine Who is Responsible

When creating your social media strategies, you should consider who in your business is going to be responsible for social media activities. We can’t really do this for you, but here are some suggestions:

  • Please don’t just make it just marketing or public relations staff!
  • Please don’t make it just one person!
  • How about anyone who touches clients?
  • How about your leadership?

Determine How Your Clients Will Benefit

If you can’t quantify this, you need to rethink your whole strategy. If the answer is truly that you see no benefit for external stakeholders, that’s OK. Just be sure you understand that social media only provides internal benefits for your business. As we’ve discussed, those benefits can be enough.

Plan to Evolve Your Strategy

Accept that you’re going to make mistakes. You’re going to learn what works and what doesn’t, and so you need to figure out how you are going to incorporate continuous improve­ment into your social media strategy and practice. One important element of improvement is to be open to innovation from your staff. Chances are good many have significant experience in social media and can help suggest improve­ments.

Up Next: First Steps Toward a Social Media Strategy

Can’t wait for all the chapters? Buy Be a Person: The Enterprise Social Operating Manual and save $5 using Coupon Code 62YTRFCV .


[1] Social Media Performance Group’s Social Media Hall of Shame: bit.ly/HallOfShame

[2] See the definition for hashtag on page 12.

[3] The video Motrin Ad Makes Moms Mad: bit.ly/bZvjBR

[4] Read more about the Motrin debacle at bit.ly/awmztq

[5] Spider-Man: bit.ly/lnBePi

[6] Blendtec’s YouTube channel: bit.ly/9pHXIh

[7] Enterprise Social Media Framework: bit.ly/auxUYA

[8] Google zeitgeist: bit.ly/cy2fhg

[9] LonelyGirl15’s YouTube channel: bit.ly/dBib9J

[10] A Comcast Technician Sleeping on my Couch: bit.ly/jPRrHZ

[11] Frost & Sullivan report: bit.ly/l7FMin

[12] Harvard Business Review: bit.ly/kCuVFK

[13] Allyis blog: bit.ly/k2TD3m and McKinsey: bit.ly/k8hl1q

[14] Harvard Business Review, “The New Conversation: Taking Social Media from Talk to Action” bit.ly/l9hNpQ

[15] Edward R. Murrow at the RTNDA Convention (Radio-Television News Directors Association and Foundation) in Chicago on October 15, 1958. to.pbs.org/ld0Mvy

[16] Harvard Business Review, “The New Conversation: Taking Social Media from Talk to Action” bit.ly/l9hNpQ