Guide to Social Media Strategy Development, Implementation and Performance Measurement

Scottish Tourism and Hospitality

Guide to Social Media Strategy Development,

Implementation and Performance Measurement

Dr Jim Hamill and Alan Stevenson

April, 2010

[email protected]

[email protected]

http://www.scottish-enterprise.com/

Guide to Social Media Strategy Development

CONTENTS

INTRODUCTION

Purpose of the Guide

1. EVALUATE YOUR SOCIAL MEDIA LANDSCAPE

Applications, impact, customers, conversations, features and characteristics

2. AGREE YOUR GENERIC SOCIAL MEDIA STRATEGY

Channels and depth of engagement

3. KEY PERFORMANCE INDICATORS

Measuring success

4. INTERNAL SOCIAL MEDIA AUDIT

Progress benchmarking

5. READINESS TO ENGAGE

Are you ready to engage?

6. SOCIAL MEDIA STRATEGY DEVELOPMENT

Vision, strategy, objectives, targets, customers, key initiatives and actions

7. CHANNEL ACTION PLANS

“Getting there”

8. ORGANISATION, RESOURCE AND PEOPLE ISSUES

The key pillars of social media success

9. IMPLEMENTATION

Professional project management for social media success

10. MONITOR AND MEASURE

On-going performance measurement


Scottish Tourism and Hospitality Page 3

The social media revolution……….

Figure 1: The Social Media Revolution

A Fundamental Shift

• 78% of consumers trust

peer recommendations

whilst only 14% trust

advertising2

• 25% of search results

for the World's Top

Brands link to User

Generated Content4

• 93% of Social Media

users believe a

company should have a

presence in Social

Media5

“Marketers don't understand

channels where you have to

talk and listen at the same

time...” Josh Bernoff, 2009

Social Networks

• 66% of the global internet population visit Social Networks1

• Visiting social sites is the 4th most popular online activity

ahead of personal email1

• Time on social networks is growing at 3x the overall Internet

rate, accounting for about 10% of Internet time1

• There are 400m Facebook users, roughly 50% are active; more

than 50m use LinkedIn

Publishing

• 77% of all active internet users regularly read blogs6

• Organizations that blog get 97% more inbound links to their

website and 55% more website visitors7

• 54% of bloggers post content or tweet daily; 34% of bloggers

post about products or brands2

Multimedia Sharing

• 13 hours of video are uploaded to YouTube every minute and

100m videos are viewed per day4

• 3.6bn photos are archived on Flickr.com as of June 2009.

Roughly 1 photo for every 2 people on the planet4

Mobile Web

• In December 2009, 25% of the UK's population (16m people)

accessed the Internet from their mobile3

• iPhone App downloads hit 1 billion in 9 months from launch2

• 2.2bn minutes were spend on Facebook (UK) in December

2009 using mobile handsets3

Open Source and Free Hosted Applications

• As of February 2009, there are more than 230,000 open

source software projects8

• There are more than 100m downloads in 80 languages of

OpenOffice, the Open Source version of MS Office9

• More than 25m people use Google Apps, including major

corporations like National Geographic and Jaguar Landrover10

Source: The Authors and Others Cited

(1) Source: Nielsen, Global Faces & Networked

Places, 2009

(2) Source: Socialnomics’09 (YouTube)

(3) Source: Guardian Unlimited, “Facebook

Leads Rise in Mobile Web Use”

(4) Source: What the fk is Social Media

(Slideshare)

(5) Source: Cone, Business in Social Media

Study, September 2008

(6) Source: ‘Universal McCann Wave 3’ 2009

(Slideshare)

(7) Source: Hubspot Inbound Internet Marketing

Blog, 2009

(8) Source: Sourceforge.net

(9) Source: OpenOffice.org

(10) Source: googleblog.blogspot.com



Introduction

The Web 2.0/Social Media revolution presents major opportunities (but also threats) for

Scottish tourism and hospitality businesses. The proliferation of travel review and

recommendation sites, peer-to-peer interaction in online communities, user generated

content, openness, sharing, mutual collaboration, online democracy, people and network

empowerment create exciting new opportunities for engaging with and energising your

customers, employees, business partners, stakeholders and brand advocates. Rather than

talking ‘at’ your customers, social media provides new, low cost channels for talking ‘with’

them i.e. business and marketing as a two-way dialogue and conversation with your customers,

a two-way dialogue with your network. As shown on the cover page, Web 2.0/Social Media is

not a thing, it is a state of mind!

There will be ‘winners’ and ‘losers’ in social media. ‘Winners’ will be tourism and hospitality

businesses who fully utilise the interactive power of social media for engaging with and

energising customer, employee and network relationships.

With emerging social media (SM) opportunities, come new organizational challenges. Tourism

and hospitality businesses in Scotland are increasingly asking the following questions. What

social media channels should we engage with and how deep should our level of engagement

be? How can social media best help us to achieve our overall strategic goals and objectives?

What resource should we commit to social media, what Key Performance Indicators (KPIs)

should we use and how can Return on Investment be measured? How open should our

organization become? Who is talking about us, where online? How can we best manage our

online reputation? What ‘buzz’ is being created about our brand? Do we require new

organizational structures and new ‘mindsets’ to leverage the full potential of social media?

What new skills, knowledge and staff training are required? Should we have a corporate wide

‘Social Media Proper Use Policy’ for staff?

The timing of this Guide to Social Media Strategy Development for the tourism industry is very

pertinent. Levels of industry awareness and enthusiasm for social media have increased

exponentially over the last six months and there is now general acceptance of the exciting

opportunities being created. However, with growing enthusiasm comes the realization that

effective use of social media presents major strategic, operational, management and

organizational challenges for most companies.



Purpose of the Guide

Given the explosion of interest in Web 2.0/Social Media, it is not surprising that many tourism

businesses, DMOs and others are beginning to ‘dip their toe in the water’; experimenting with

low resource, low risk social media engagement activities. These early initiatives, often started

by ‘social media evangelists’, are very much to be encouraged. They help considerably in

improving organizational knowledge and understanding of social media and provide an early

indicator of what will or will not work. Hopefully, such early initiatives will firmly establish

social media as a key strategic priority.

With growing experimentation, comes the realization that successful use of social media

requires sound planning and the application of professional project management procedures to

social media strategy development, implementation, management and performance

measurement.

The purpose of this ‘Guide’ is to present a detailed

overview of the key strategic, operational,

management and organizational challenges

involved in planning, implementing and managing

successful Web 2.0/Social Media strategies for

sustained tourism growth. The ‘Guide’ is

structured around the Ten Key Steps involved in

building a successful social media (SM) strategy

summarised in Figure 2 and in the Social Media

Development Cycle shown in Figure 3. A key

premise of the Guide is that ‘Social Media Planning

Pays’. In other words, a planned and systematic

approach to SM strategy development will

considerably improve the likelihood of success, ensuring that your SM strategy is fully aligned

behind and supportive of your core business goals and objectives

Figure 2: Ten Key Steps to SM Success

1. The social media landscape

2. Generic social media strategy

3. Key performance indicators

4. Internal SM audit

5. Readiness to engage

6. SM strategy development

7. Channel action plans

8. Organisation, resource & people

9. Implementation

10. Performance monitoring



Figure 3: Social Media Development Cycle

Source: The Authors

The Ten Steps can be sub-divided into three main stages:

• Getting the foundations right (Steps 1 to 5)

– Your social media landscape; generic strategy; key performance measures;

internal social media audit; and ‘readiness to engage’

• Social Media Strategy Development and Implementation (Steps 6 to 9)

– Vision; strategy; objectives; targets; customers; key initiatives and actions for

‘getting there’; organisation, resource and people issues; project management

for social media success

• Performance measurement (Step 10)

– Measuring on-going success and business impact



To get the best out of the ‘Guide’, you should ask yourself the following questions as you read

through it:

Self Help Questions

• What impact is social media having on my industry? How are my customers and

stakeholders using it? What are the specific opportunities and threats for my business?

What conversations are taking place relevant to my business, where and by whom?

What sentiments are being expressed? How open should we become? Do we need a

new organizational ‘mindset’ and structure?

• What are the most relevant SM channels for my business? Which channels should we

use and how engaged should we become in each channel?

• What KPIs should we use to monitor on-going social media performance?

• How well are we currently performing? What progress have we made benchmarked

against agreed KPIs and industry ‘best practice’?

• What are our main SM strengths and weaknesses; what obstacles and barriers do we

need to overcome?

• How do we ensure that our social media strategy is full aligned with and supportive of

our core business goals and objectives?

• How do we develop Action Plans for ‘getting there’?

• What are the key organizational, people and resource issues that need to be resolved?

What professional project management procedures will ensure successful

implementation of our agreed SM strategy?

• How can we measure on-going performance and business impact?



1. Evaluate Your Social Media Landscape

At its simplest, social media can be thought of as a set of applications and technologies that

allow individuals to interact in online communities, directly exchange information with one

another and create their own online content. As shown in Figure 4, the social media landscape

and range of applications available is extremely broad and diverse – too wide for any

organisation to consider all of the applications available. The starting point in developing a

social media engagement strategy is to monitor and evaluate the social media landscape for

your business. Social media landscaping will help you decide the best generic strategy to follow

(Section 2) and should be undertaken at five main levels:

• Applications – what social media applications are most relevant to your

business/organisation?

• Impact – what impact is social media having on your industry, how important has it

become?

• Customers – how are your customers using social media? What impact is it having on

customer behaviour?

• Conversations - what online conversations are taking place relevant to your business;

who is saying what about your brand where on the Internet and how should you

respond?

• Features and characteristics – what are the key features and characteristics of social

media that you need to understand i.e. social media culture?



Figure 4: The Social Media Landscape

Source: FredCavazza.net

Applications

To avoid the ‘we must use it because it’s available’ trap, you should identify the social media

applications and channels most relevant to your business. For most organisations, these would

include the applications listed in Figure 5 below and covered in more detail in Appendix 1.

Figure 5: Most Relevant Social Media Applications

• Feeds and Alerts • Multimedia Sharing

• Review Sites • Rich Internet Applications

• Publishing • Social Bookmarking

• Microblogging • Mobile and Internet Telephony

• Social and Professional Networking • Open Source and Hosted Applications

Source: The Authors



Industry Impact

Three of the most important questions to address in deciding the generic social media (SM)

strategy most appropriate for your business, are:

1. What impact is Web 2.0/Social Media having on your industry, product/service, or

strategic business unit?

2. How important is SM to achieving your overall strategic goals and objectives?

3. What are the specific SM opportunities and threats for our business?

In terms of the first two questions,

you should strategically position

your organisation, product/service

or strategic business unit on the

matrix shown in Figure 6. The

vertical axis shows the industry

impact of social media and the

horizontal axis the strategic

importance of social media to

achieving your core business

objectives. There is a clear generic

strategy recommendation

emerging from each cell:

• Strategic priority

• High engagement strategy

• Passive approach

• Industry leader

Figure 6: Generic SM Strategy Matrix

High industry impact/

Low strategic

importance

Strategic priority

High industry impact/

High strategic

importance

High engagement

strategy

Low industry impact/

Low strategic

importance

Passive approach

Low industry impact/

High strategic

importance

Industry leader

A Passive approach to social media strategy development and implementation may be

acceptable in industries where social media has had limited impact and is not considered

strategically important to achieving overall business goals and objectives. A more proactive

approach will be required in all other situations. A High engagement strategy will be required

in industries where social media has had a major impact and is considered ‘mission critical’ to

achieving strategic objectives. Your organisation has an opportunity for emerging as an

Industry leader in cases where social media is considered to be strategically important but the

overall industry impact, to date, has been quite limited. As social media begins to have a more

important industry impact, your organisation should be strategically positioned to capitalise on

this. In industries where social media is already having a major impact, but your organisation

Source: the Authors

Strategic Importance

Ind

ustry

Imp

act

Low High

High



has only made limited progress, the development and implementation of an effective strategy

should be considered a Strategic priority.

In terms of the specific opportunities and threats for your business, we would suggest that

social media has the potential for impacting on ten main areas as summarised in Figure 7.

Figure 7: Business Impact of Social Media

1. Mindset

6. Reputation Management

2. Business Intelligence

7. Sales and Marketing

3. Customer Insight and

Understanding

8. Product Development and R&D

e.g. engage and co-create

4. Customer Interaction

9. IT/Software/Applications

5. Enhanced Customer Experience –

Rich Internet Applications

10. Operations, Internal Processes and

HRM

Source: The Authors

Appendix 1 shows the way in which different social media applications can be used to deliver

real business benefits across five areas:

• Knowledge and insight

• Engagement and reputation management

• Enhanced customer experience

• Sales and marketing

• Operations and internal processes



Customers

Your customers, business partners, employees, stakeholders and brand advocates will already

be using social media in some capacity. Understanding the why and where of how they use it

and the influence of social media on customer behavior and decision-making is a cornerstone of

SM success.

Being customer and network led is critical to a successful social media strategy. It boils down

to three very simple questions:

1. Who are our customers, who do we wish to engage with?

2. Where do we find them ‘hanging out’ on social media?

3. How can we best engage and energise them?

Figure 8 shows a useful model for thinking about your SM presence. Consider the very centre of

the diagram as your company, organisation or web site. Each of the surrounding nodes

represents online communities that your customers may already be engaging with i.e. the

Social Media Channels where your customers ‘hang out’. These may include Facebook,

LinkedIn, YouTube, Twitter, Flickr, blogs, forums or other social media channels. Your generic

SM strategy will be determined by where your customers ‘hang out’; how you can best engage

with and energise them.

Figure 8: Online Customer Communities

Source: Mashable – www.mashable.com



Conversations

One of the major trends on the social web has been the emergence of Social Media Monitoring

Tools – applications which allow companies to monitor the conversations taking place about

their brand across different social media platforms; who is saying what, where on the social

web. We have identified over 100 companies operating in this space, as summarized in Figure

9. These range from no or low cost tools such as Google Alerts, Trackur, Social Mention and

ViralHeat to more expensive and sophisticated tools such as Scoutlabs, Radian6, SM2 and

SocialRadar. The more expensive tools allow businesses to monitor and evaluate the following:

• ‘River of news’: all the information pertaining to your business

• The volume of relevant mentions

• The topic trends (peaks and troughs over a period), tying in with events or other

initiatives

• What is being said at an aggregate level

• The mention medium: tweet, blog post, forum post, news item, media upload

• The importance of individual mentions

• Overall sentiment or tone and reputation issues

• The importance of channels, sources or individuals (influencers)

• Updates and changes as they happen

• Actionable insights based on the above



Figure 9: Social Media Monitoring Tools – Tag Cloud

Source: The Authors

Who’s talking about you?

Using a Social Media Monitoring Tool relevant to your business, undertake an initial review

and evaluation of who is talking about your brand, where online. Sum up your initial findings

here:



Features and Characteristics

Before discussing specific applications and how you can use these in your business, this section

presents the key features and characteristics of social media. An understanding of the ‘Ten Key

Principles’ is critical to your future success in this area.

Figure 10: The Ten Key Principles of Social Media

1. The social aspect: Web 2.0 is first and foremost a social phenomenon. A key feature is

online democracy and user generated content. You cannot control what people say

about your brand online.

2. Power shift: Web 2.0 and social media empower your customers, empower your

network. There has been a major ‘power shift’ from companies and organisations to

customers.

3. Declining effectiveness of traditional approaches: Traditional sales and marketing

approaches are becoming less effective. Customers no longer listen to broadcast brand

messages.

4. Pull versus Push: It has become more difficult to push information/sales messages at

customers. In an SM environment, the customer decides what information feeds they

wish to subscribe to.

5. New ‘mindsets’ are required: Social media is business as a conversation with your

customers, a conversation with your network. New organisational mindsets are

required. Most organisations are not good at talking with their customers.

6. Engage and Energise: Effective use of social media is about engaging with and

energising your network (customers, employees, stakeholders) to become brand

advocates.

7. New performance measures: New performance measures are required. Measures that

evaluate the quality of your customer base, the quality of your online network and the

strength of the relationship you have with them. In a social media era, the 4I’s

(Involvement, Interaction, Intimacy and Influence) become the main drivers of future

business success.

8. Social media monitoring tools: Monitoring the online conversations taking place about

your brand has become ‘mission critical’.

9. Redefines online marketing: SM redefines the concept of a web site and online

marketing. It is no longer about driving traffic to your site. It about online engagement

with your network and delivering rich online customer experiences.

10. New approaches to your business: New approaches based on communities, networks,

openness, customer empowerment, engaging with and energising your network.

Source: The Authors



2. Agree your Generic Social Media Strategy

Your evaluation of the social media landscape provides the foundation on which decisions can

be made concerning the generic social media strategy most appropriate for your organisation.

Your generic social media strategy covers options and decisions in two main areas:

1. The number of social media channels to use

2. The depth of your engagement in each channel

Based on a detailed research project involving the world’s top 100 brands, the recent

Engagementdb study (www.engagementdb.com) identified four main types of generic social

media strategy:

• Mavens: Brands that sustain a high level of engagement across multiple social media

channels. Mavens have a robust social media strategy supported by dedicated teams.

Active engagement across a range of social media channels is a key element of their

overall brand management strategy.

• Butterflies: Brands using a large number of social media channels but with lower than

average engagement scores in each channel. Would probably like to become ‘Mavens’

but full organizational buy-in and resources to do so have not yet been achieved.

Danger of spreading activities too thinly.

• Selectives: Brands that focus on a small number of channels but with high engagement

scores in each one. Selectives focus on deep customer engagement in a small number

of channels where it matters most. Social media initiatives at these brands tend to be

lightly staffed, started by impassioned evangelists on a shoestring budget – can be a

powerful beachhead for further development.

• Wallflowers: Brands using a small number of channels and with below-average

engagement scores. These brands have been slow to respond to the opportunities

presented by social media, currently dipping their toes in the water, cautious about the

risks and uncertain about the benefits.

Your Generic Social Media Strategy

Agree the generic social media strategy to follow. Indicate whether you are a Maven,

Butterfly, Selective or Wallflower? What do you need to become?



3. Key Performance Measures

Your social media engagement strategy should be fully aligned with and supportive of your

overall strategic goals and objectives. It is critical, therefore, that Key Performance Indicators

(KPIs) are agreed for measuring on-going performance and business impact.

Using a simplified Balanced Scorecard approach (see Section 6), KPIs should be agreed covering

both ‘lag’ and ‘lead’ measures.

• ‘Lag’ measures are your ultimate business goals and objectives.

• ‘Lead’ measures are the social media KPIs that will help you to achieve your overall

business goals and objectives.

We would recommend using the ‘4Is’ approach to agreeing your Social Media KPIs –

Involvement, Interaction, Intimacy and Influence, as shown below.

Figure 11: Social Media KPIs – the ‘4Is’ Approach

Involvement The number and quality of people in your various online networks; those

that read or view

Interaction Actions they take – post, reply, comment and review

Intimacy Levels of affection or aversion to the brand; community sentiments,

opinions expressed

Influence Advocacy, viral forwards, referrals and recommendations, social

bookmarking

Source: The Authors

The ‘4Is’ can be measured at two main levels. Each social media channel provides its own

statistics for measuring channel performance e.g. Facebook ‘Insights’, YouTube video statistics,

Twitter analytics etc. Second, Social Media Monitoring Tools (see Conversations, p11) can be

used for more detailed analysis and for evaluating the overall ‘buzz’ created by your social

media activities.

‘Lag’ Measures ‘Lead’ Measures

List here the overall strategic objectives to

be achieved from your social media activities

List here the main social media KPIs to be used;

for example, the ‘4Is’. In an SM era, these

become the main drivers of future business

performance



4. Internal Social Media Audit

Your Internal Social Media Audit evaluates progress made, benchmarked against agreed

criteria. Key questions to address include:

• What progress has been made?

• What social media channels do we already use?

• What is the level of engagement with each channel?

• Where are the main areas for future improvement?

Benchmarking is a key element of the Internal Audit and should be undertaken at five main

levels:

• Social Media Landscape – what progress has been made benchmarked against the

opportunities presented by your social media landscape?

• Generic Strategy – the level of progress made benchmarked against your generic social

media strategy?

• KPIs – what progress has been made benchmarked against agreed KPIs?

• Industry ‘Best Practice’ – the level of progress made benchmarked against industry

‘best practice’? How does your current level of SM engagement compare with the

industry average? What lessons can be learned from industry ‘mavens’?

• Strategic Gap Analysis – based on the above, what is the ‘Strategic Gap’ that exists

between the ‘current’ and ‘ideal’ scenarios; between where you are and where you

should be? The ‘Strategic Gap’ provides a very strong basis for future social media

strategy development.



5. Readiness to Engage

The Internal Audit of progress made (Section 4) should be followed by an evaluation of your

organisation’s readiness or preparedness to engage with social media. This involves evaluating

the social media strengths and weaknesses of the organisation and the main barriers and

obstacles to be overcome. The template shown in Figure 12 can be used for this purpose.

Figure 12: Readiness to Engage

Strengths Weaknesses

List here the main SM strengths of your

organisation e.g. strong brand, quality

customer base, customers already active in

Social Media etc.

List here the main SM weaknesses of your

organisation e.g. limited staff knowledge and

understanding, resource issues, organizational

mindset, influence/attitude of the IT Dept etc.

Obstacles/Barriers Overcome

Detail the main obstacles and barriers for your

organisation.

Indicate how barriers will be overcome,

including in-sourcing / out-sourcing options

Source: the Authors



6. Social Media Strategy Development

Steps 1 to 5 will establish a very strong foundation for developing and implementing an

effective social media strategy for your organisation. Steps 6 to 10, discussed below, cover

social media strategy development and action plans for ‘getting there’. They address in more

detail the following issues: organisation, people and resources; implementation; and

performance measurement.

We would recommend the use of a simplified Balanced Scorecard approach (see

www.balancedscorecard.org) to SM strategy development and implementation. This will

ensure that the social media actions and initiatives you introduce are fully aligned behind and

supportive of your overall business goals and objectives.

The key steps involved are:

• Agree the social media vision for your organisation

• Identify the key strategic objectives and targets to be achieved

• Detail who your most valuable customers are, where they ‘hang out’ on social media

and how you can best engage with them

• Describe the key social media actions and initiatives you need to introduce to achieve

your strategic objectives and targets

• Detail all organization, people and resource issues to be overcome

You will find the Social Media Landscape framework shown in Appendix 1 to be very useful in

developing your SM strategy. This matches ten of the most important Web 2.0/Social Media

applications with associated business benefits in five main areas:

• Knowledge and Insight

• Engagement and Reputation Management

• Enhanced Customer Experience

• Sales and Marketing

• Operations and Internal Processes

Social Media Planning

Using Appendix 1, detail the main social media applications relevant to your organisation and

their associated business benefits



You can use the template in Figure 13 to ensure that your Web 2.0/Social Media strategy is fully

aligned with and supportive of the overall business goals and objectives of your organisation.

Figure 13: Web 2.0 Balanced Scorecard Template

Strategic Theme

Insert here a clear statement of the overall ‘vision/mission’ to be achieved from your Web

2.0/Social Media Strategy:

Strategic Objectives

List the main strategic objectives to be achieved:

List the main KPIs to be used in evaluating the on-going success of your SM efforts:

Identify the main Targets for each KPI listed:

Customer Perspective

Your overall aim here should be to build a ‘quality’ customer base i.e. a strong base of loyal,

high value, high growth potential customers providing your organisation with a strong

foundation for sustained growth in sales and profits

Insert here a clear statement covering the main customer segments and their relative

importance to achieving your overall business goals and objectives:

List the main customer segments for your organisation:

Rank order these in terms of importance to achieving core business goals and objectives:

Internal Perspective (2.0 Initiatives)

In this section, you should begin to map out the key Web 2.0/Social Media initiatives and

actions required to achieve your overall goals and objectives. For each 2.0/Social Media

‘Initiative’ you should state clearly the overall objective to be achieved; targets and KPIs; and

the key actions required for ‘getting there’.



Initiative 1

(e.g. Facebook)

Insert here a summary of Initiative 1 actions required to ensure that

overall strategic objectives are achieved. This should cover a clear

statement of:

� Initiative 1 Objectives.

� Targets and Performance Measures.

� Key Initiatives and Actions required.

Initiative 2

(e.g. Linkedin)

Insert here a summary of the Initiative 2 actions required to ensure

that overall strategic objectives are achieved. This should cover a clear

statement of:




Initiative 3

(e.g. Twitter)

Insert here a summary of the Initiative 3 actions required to ensure

that overall strategic objectives are achieved. This should cover a clear

statement of:




Other initiatives Continue as above

Organisation, Resource and People Issues

In this section you should briefly identify the Organisation, Resource and People issues that

will impact on your ability to successfully implement the Key Web 2.0/Social Media Initiatives

and Actions agreed above.

Organisation

Insert here a summary of the key organizational issues that need to

be resolved:



Resource

Insert here a summary of the key Resource issues that need to be

resolved:

People

Insert here a summary of the key People issues that need to be

resolved:

Source: the Authors

The Social Media Strategy emerging from the above Balanced Scorecard exercise can be

presented as a one page strategy map as follows:

Figure 14: BSC Social Media Strategy Map

Brief statement of your overall 2.0/Social Media Vision and Mission


Customer Perspective

Internal Management Perspective

Organisation Perspective

Source: the Authors


KPIs / Targets

KPIs / Targets KPIs / Targets

KPIs / Targets

Customer

Group 1

Customer

Group 2

Customer

Group 3

Customer

Group 4

2.0/Social Media

Initiative 1

- Objectives

- KPIs

- Targets

- Actions

2.0/Social Media

Initiative 2

- Objectives

- KPIs

- Targets

- Actions

2.0/Social Media

Initiative 3

- Objectives

- KPIs

- Targets

- Actions

2.0/Social Media

Initiative 4

- Objectives

- KPIs

- Targets

- Actions

Organisation People Resource



7. Channel Action Plans

Once your Social Media Strategy has been agreed, brief Action Plans should be developed for

each priority SM channel. This can be done by cascading the Balanced Scorecard approach to

each channel identified as a priority for development e.g. LinkedIn, Facebook, Twitter. The

Action Plan for each channel should include a clear statement of:

• The overall objectives for that channel

• The KPIs to be used

• Specific targets

• The key channel actions and initiatives for ‘getting there’.

The template shown in Figure 15 can be used for this purpose.

Figure 15: Channel Action Plans

Channel X e.g. LinkedIn, Facebook, Twitter etc

Objectives KPIs Targets Actions

Insert here bullet

points summarizing

your overall strategic

objectives for this

channel

Insert here the main

KPIs you will use to

evaluate channel

effectiveness

Insert here the

specific targets

agreed for each KPI

Insert here the

specific channel

actions and initiatives

required to achieve

agreed targets, KPIs

and objectives

Source: the Authors



8. Organization, Resource and People issues

Organisation, resource and people issues sit at the bottom of your SM Balanced Scorecard NOT

because they are the least important issues to address. In fact, the exact opposite is true. The

success of your social media strategy is very much dependent upon appropriate decisions being

made in the areas listed below.

Your ‘Social Media Strategy Document’ should contain a section that covers the following

issues:

• Roles, responsibilities and resources

o In-source roles and responsibilities

o Out-source roles and responsibilities

o Role of the Social Media champion

o Social media decision-making and control structures

o Resource plans

o Organizational culture and ‘mindset’

• Policies and guidelines

o Social Media Proper Use Policy

o Social Media Content Guidelines

o Social Media Channel Guidelines

o Customer Response Policy and Guidelines

o Employee Response Policy and Guidelines

o Legal aspects to the above

Organisation, Resource and People Issues

Detail the issues that your organisation must consider in this area



9. Implementation

Professional project management procedures should be used to ensure that your SM strategy is

delivered ‘on time, within budget’ and that agreed business objectives are achieved. Following

professional project management procedures will ensure that your Social Media Strategy

addresses the ten key success factors of any project:

1. Objectives – clarity; business case; link to overall strategy of the company

2. Project Scope – avoid being too narrow or too broad

3. Commitment – by the company, project team

4. Prioritization – vis-à-vis other commitments

5. Communications – project team, management team, employees

6. Project Team Dynamics – minimizing team conflicts

7. Scheduling and Managing Workload – aim being to achieve more with less

8. Deadlines – ‘Just in Time’ affects quality

9. Project Quality – aim to meet or exceed expectations

10. Customer Value – ensure the project meets the needs of “project customers”

Project management knowledge and practices are best described in terms of their component

processes; every project goes through a life cycle as shown below. Social media projects are no

different.

• Initiation / Definition: agreeing objectives and deciding what needs to be done

• Planning and Analysis: creating a solution

• Implementation: implementation and roll-out of the solution

• Performance and Control: evaluate progress and performance

• Project Closure: close the project and take lessons into the next project

There are a range of skills and resources that accompany successful Project Management, too

many to mention in this document.

Social Media Project Management

Outline the issues that you or your organisation must consider in this area



10. Monitor and Measure

To ensure that your SM strategy delivers a return on your investment, it is important to monitor

and evaluate on-going performance benchmarked against agreed objectives, KPIs and targets.

Performance evaluation should be undertaken at three main levels:

• Individual Channel Performance – the effectiveness/success of each channel

benchmarked against agreed targets for the ‘4Is’ i.e. Involvement, Interaction, Intimacy

and Influence. Most channels provide easy to access statistics for measuring each ‘I’ to

a very high degree of accuracy.

• Wider Social Media Performance – in addition to measuring the performance of each

channel, we would recommend monthly or quarterly reporting of the overall ‘buzz’

created by your SM activities using appropriate Social Media Monitoring tools. This will

show the impact of your SM activities on others and other channels. It will measure the

volume of mentions, trends over time, which channels are driving your buzz, who is

taking your message further, through which channels, and what affection or affinity are

they showing, and so on.

• Underlying Business Performance – the performance of each social media channel and

the overall ‘buzz’ created are ‘lead’ rather than ‘lag’ measures. In a social media era,

they are the main ‘drivers’ of future business performance. The final level of

performance monitoring, therefore, is linking your social media activity to overall

business goals and objectives e.g. enquiries, sales or customer loyalty. Is social media

achieving your ultimate business objectives i.e. ‘lag’ measures?

Whilst social media channels and monitoring tools provide a high level of (previously

unavailable) performance data, they cannot map every ‘cause and effect’ of your SM

initiatives. Whilst some of your users will visit a site and take an action directly from the

SM channel, others will go directly to the site or search for the website later.

Furthermore, some may learn about a great product or service from a Facebook friend,

but order by more traditional means e.g. phone or email. How are these interactions

captured? In this respect, businesses must be pragmatic and to some extent creative in

how they evaluate Social Media impact on underlying business performance.

Through creating a series of performance touch-points your business or organisation

can build an SM evidence base. Web analytics packages such as Google Analytics should

be utilized; they help your business to understand the following:

• those ‘jumping’ from Social Media channels and then taking action

• changes in proportions that are arriving “brand aware” and

• peaks in website activity and relationships to social media ‘buzz’



However, discerning the underlying business impact of Social Media will also involve

comparing Social Media “buzz” with trends in overall business activity (online and

offline). It will involve, taking time to “speak” to your customers, directly and through

polls or surveys in order to understand how they engage in SM channels and which of

your initiatives influenced them.

Ultimately, it will involve use of one of the new generation of Customer Relationship

Management (CRM) systems. Companies like Salesforce.com have already given their

application a strong “2.0” focus. In addition to capturing “traditional” customer

interactions, these tools are also capturing your customers’ social media interactions

with you across Facebook, Linkedin, Twitter and others. Salesforce.com has been quick

to adapt their product and grasp the opportunity Social Media has presented, others

will soon follow.

Monitor and Measure

Outline how you will measure the on-going performance of your Social Media Strategy



Summary and Conclusions

With more companies and organisations becoming serious about social media, there is a

growing realization that successful SM practice requires sound planning and the application of

professional project management procedures to SM strategy development, implementation

and performance measurement.

This Guide has outlined the Ten Key Steps involved in SM planning. We hope that you have

found the content of the Guide to be useful in determining your own response to the exciting

opportunities that lie ahead. We would be more than happy to answer any questions you may

have either by e-mailing us at the contact addresses shown below or by posting on our ‘crowd

sourced’ Web 2.0 and Social Media e-Learning Community at www.web2-0cpd.com.

Thank You.

Dr Jim Hamill and Alan Stevenson

April, 2010

[email protected]

[email protected]


A Strategic Guide to Social Media Page 30

Appendix 1 – The Social Media Landscape and Business Benefits

The Web 2.0/Social Media applications most relevant to the majority of companies and

organisations are listed in Figure 16, each is matched with associated business benefits in five

main areas:

• Knowledge and Insight

• Engagement and Reputation Management

• Enhanced Customer Experience

• Sales and Marketing

• Operations and Internal Processes

References for Further Learning are also provided. The shaded columns indicate the main uses

for each application.



Figure 16: The Social Media Landscape for Tourism and Hospitality Businesses

Overview Further Learning Knowledge and

Insight

Engagement

and Reputation

Management

Enhanced

Customer

Experience

Sales and

Marketing

Operations/

Internal Processes

Feeds & Alerts

Users subscribe to

receive regular updates

from favoured web sites,

blogs, online news

channels etc. The two

most popular ways of

doing this are by

subscribing to an RSS

Feed and/or registering

with Google Alerts.

Updates can be read on

an RSS Reader,

smartphone or received

by e-mail. An increasing

number of Web users

are accessing

information updates this

way. It represents

information ‘pull’ rather

than ‘push’

RSS in Plain English

http://bit.ly/yVQr

Google Reader 1

http://bit.ly/aZZmK2

Google Reader 2

http://bit.ly/bjMyuc

Make Google Alerts your

virtual research assistant

http://bit.ly/dunB3k

Essential for you

to subscribe to

relevant feeds

and alerts for

building market

/customer

knowledge,

insight and

understanding

Google Alerts

can be used as a

free ‘social

media

monitoring’ tool

alerting you

when someone

talks about your

brand or

destination

online

Improved

customer

insight and

understanding

should enhance

the online and

offline customer

experience

through

customisation/

personalisation

Feed / Alert

monitoring can

generate direct

sales leads and

opportunities;

improved

customer

knowledge can

lead to a better

online customer

experience

Feed/Alert

monitoring can

support a range of

business processes,

such as

procurement (new

contracts or

tenders), employee

monitoring and

new product or

service

development




Insight

Engagement

and Reputation

Management

Enhanced

Customer

Experience

Sales and

Marketing

Operations/

Internal Processes

Review &

Recommendation

Sites

Sites like Trip Advisor or

Booking.com which

allow travellers to post

reviews and

recommendations

covering destinations,

accommodation

providers, restaurants,

activities etc. Businesses

can respond to

comments and integrate

reviews into their site.

TripAdvisor Explained

http://bit.ly/9l2itq

TripAdvisor Tutorial

http://bit.ly/9Yjjvn

Monitoring

review and

recommendation

sites is critical to

developing deep

customer insight

Develop and

implement an

agreed

reputation

management

policy for

responding to

visitor

comments

(positive and

negative)

Use reviews to

improve the

customer

experience;

make it easy for

customers at

the trip

planning stage

Leverage

positive ‘word

of mouth’

effects to

increase sales;

minimise the

impact of

negative

comments

Improve Internal

Processes (such as

Staff Training,

Customer Service)

and the Product or

Service itself based

on customer

reviews and

recommendations




Insight

Engagement

and Reputation

Management

Enhanced

Customer

Experience

Sales and

Marketing

Operations/

Internal Processes

Publishing

Includes Blogs

(Wordpress, Blogger)

and Wikis (Wikispaces,

Wikimedia). A typical

blog or wiki will combine

text, images, video and

links to other web sites.

They promote user input

and user generated

feedback and comment.

Used creatively, blogging

tools can be used to

build your web site

rather than relying on a

proprietary CMS –

significantly reducing

costs. Wikis provide a

more efficient means to

publish, where the

community creates and

reviews content e.g.

Wikitravel

Wikis in Plain English

http://bit.ly/18mwD

Wikipedia Tutorial

http://bit.ly/2elx94

Blogs in Plain English

http://bit.ly/170yk

Blog Marketing

http://bit.ly/coOQyT

Wordpress Tutorial

http://bit.ly/Jczfj

Wordpress Lessons

http://bit.ly/ihlCq

Wikis are great

sources of

knowledge

through which to

engage and

leverage.

Customer

feedback through

blogs can help to

build deeper

customer insight.

Provide an

opportunity to

engage with

your customers.

Speed and ease

of publication

supports good

reputation

management

often at the

highest levels of

the organisation

e.g. CEO blog.

Provide access

to accurate and

up-to-date

information.

Allow

customers to

research,

interact and

feedback.

Support the

customer at the

planning, arrival

and post-visit

stages.

Good

communication

tools, which

make it easy for

customers to

view, comment

and pass-on key

messages to

others. Great to

engage

customers,

build brand

awareness,

increase sales

and provide an

SEO uplift.

Blogs and Wikis

improve internal

communications

between tiers of

management e.g.

the CEO and the

staff on the floor

and within

Departments e.g. a

Staff Suggestion

Wiki. This is

particularly

relevant for larger

organisations.




Insight

Engagement

and Reputation

Management

Enhanced

Customer

Experience

Sales and

Marketing

Operations/

Internal Processes

Microblogging

Sites such as Twitter and

Yammer which allow

users to send short

‘tweets’ of 140

characters or less.

Twitter is a public

Microblogging platform

whereas Yammer is

restricted. You can

follow any Twitter

account and be

followed. Twitter is good

for building a community

of users with an interest

in your status updates.

Twitter in Plain English

http://bit.ly/Unzp

Twitter Tutorial - Getting

Started

http://bit.ly/X9FsK

Twitter Guidebook

http://bit.ly/EQU82

Famous for its

ability to break

news; Twitter

users are often

the ‘first to know’

e.g. breaking

news of the Haiti

earthquake.

Twitter Search

and Twitter lists

help find and

organise your

knowledge feeds.

Engage your

followers with

tweets, replies,

retweets or

direct

messages. You

can quickly

identify and just

as quickly

respond to

potential

reputation

issues through

this application.

Access to up-to-

date

information for

the hyper-

connected.

Particularly

useful at the

arrival or

activity stage.

Customers and

potential

customers can

interact through

grouping tweets

with #hashtags

Identify and

engage

customers and

more

importantly

influencers and

opinion setters

directly.

Application

makes it easy

for great

messages to

reach a wide

audience. Great

to engage

customers,

build brand and

increase sales.

Twitter monitoring

can improve

process efficiency;

allowing speed and

efficiency of

response to

emerging

opportunities and

threats. Yammer is

a closed network

and good for status

updates as part of a

company intranet.




Insight

Engagement

and Reputation

Management

Enhanced

Customer

Experience

Sales and

Marketing

Operations/

Internal Processes

Social and

Professional

Networking

Sites which allow users

to build their own online

profiles, connect with

friends/business

associates and engage in

social/professional

networking. Includes

most notably Facebook,

the largest social

network in the world

with 400m registered

users and LinkedIn, the

largest 'professional'

network with over 50m

users. For those looking

to create their own

network there are sites

like Ning.

What is Facebook?

http://bit.ly/cBjR5

Facebook for Business

Marketing

http://bit.ly/2lvgFM

Facebook for Business 101

http://bit.ly/cwdd27

What is LinkedIn?

http://bit.ly/lBCQ

How & Why To Use

LinkedIn.com

http://bit.ly/749Hq

Great resources

for keeping track

of what friends,

customers,

associates and

colleagues are

doing. Provides

status updates of

your network.

LinkedIn is an

extension of your

Contact

Management

System.

Provides an

opportunity to

identify

reputation

issues as they

arise and

engage

customers and

staff, quickly

and efficiently.

Supports good

reputation

management.

Facebook is

typically used

for customers

to engage with

the brand

(through 'fan

pages’) or

access support.

LinkedIn allows

your customers

to get advice

(through

groups) and

connect to you.

Increasingly

paying their

way through

lead generation

and increased

brand loyalty

resulting in

increased sales.

Some are using

these tools to

build brand and

move into more

lucrative

business

networks.

Facebook is

replacing Customer

Support Systems

for some large

brands like

TalkTalk. LinkedIn

and Facebook

extend and in some

instances replace

the Contact

Database.




Insight

Engagement

and Reputation

Management

Enhanced

Customer

Experience

Sales and

Marketing

Operations/

Internal Processes

Multimedia

Sharing

Sites which allow users

to upload, share and

comment on multimedia

content – video and

images. The most

popular include YouTube

for Videosharing and

Flickr for Photosharing.

Online Photo Sharing in

plain English

http://bit.ly/b8zlsq

How to Use YouTube

http://bit.ly/qAYt9

Online Video for

Marketing

http://bit.ly/baPonK

YouTube is a

great resource for

tutorials and

how-to guides.

Both YouTube

and Flickr will

provide a range of

videos and

images on your

brand, product or

destination. A

review of related

comments can

provide insight.

Video and

images tell a

story more

effectively than

words. Many

recent brand

reputation

issues centre

around an

uploaded video.

Monitoring

these media

(and responding

effectively) is

critical to

reputation

management.

Photo and

Video Sharing

are great ways

for customers

to express their

experience of a

brand, product

or destination.

Both great and

terrible.

User Generated

Video and

Images can

provide

valuable viral

impact for a

brand e.g. see

the Battle at

Kruger. These

channels can

also leverage

existing media,

increase brand

awareness,

improve sales

and provide an

SEO uplift.

YouTube and Flickr

are essentially

multi-media

repositories. It is

possible to store

your favourite

video footage and

images which can

then be embedded

into your own site

and elsewhere.

YouTube can also

be viewed as an e-

learning and staff

training tool.




Insight

Engagement

and Reputation

Management

Enhanced

Customer

Experience

Sales and

Marketing

Operations/

Internal Processes

Rich Internet

Applications

Mash Ups are

applications created

through applying and

combining different

applications (or APIs).

They are often free and

available for use through

a browser. Examples

include Panaramio

images 'mashed' in

Google Earth or

TripAdvisor comments

mashed into a Tourism

site.

Podcasting is a method

of distributing

multimedia files, such as

audio or video, over the

Internet using RSS, for

playback on mobile

devices and personal

computers. Podcasts can

be found on websites

and directories like

iTunes.

What is a Mashup

http://bit.ly/GqWWF

How To Make Your Own

Web Mashup

http://bit.ly/KFFuQ

Podcasting in Plain English

http://bit.ly/21qbb

How To Create A Podcast

http://bit.ly/Sobz

Mashups provide

new types of

valuable

information e.g.

customer

reviews,

multimedia and

business listings

by geo-location.

Podcasts are a

low cost and

efficient way to

access almost any

conceivable

subject on the

move.

Customers are

using Mashups

to post

comments -

good and bad. It

is important to

review these.

Podcasts can be

a good way to

engage with

your customers

or tribe - like a

serialisation for

your business or

destination.

Mashups create

new value for

customers – a

richer internet

experience with

video, images

and even access

maps or reviews

from other

sites; makes it

easy for them.

Podcasts put

the customer in

charge in terms

of when they

want to

consume

information. It

provides an

extension to the

visitor

experience - be

here without

being here.

Mashups add

new value and

generate brand

awareness as a

result.

Podcasts are a

good way to

build brand and

reach out to a

wider potential

audience. They

can create viral

impact. They

also create

brand loyalty

which converts

to sales.

Podcasts can

support corporate

communications, e-

learning and staff

training. They are a

good means for

everyone in the

organisation to get

valuable

information in a

time and place that

suits them.




Insight

Engagement

and Reputation

Management

Enhanced

Customer

Experience

Sales and

Marketing

Operations/

Internal Processes

Social

Bookmarking

Social bookmarking sites

like Delicious,

Stumbleupon, Digg,

Diigo and Reddit allow

users to collectively

categorise interesting

web content (urls)

through notes and tags

(keywords) and even

vote on whether it is

good or not. What

emerges is a great way

of finding and sharing

the most relevant

content whilst

identifying users that can

become your knowledge

base.

Social Bookmarking in

plain english

http://bit.ly/9HzOyy

Social Bookmarking:

Delicious tutorial

http://bit.ly/bWmig

Social Bookmarking

Tutorial 2

http://bit.ly/wdmCK

Social Bookmarking:

PageRank

http://bit.ly/12Tvah

Social

bookmarking sites

are an alternative

means of finding

valuable

knowledge and

insight. Through

connecting with

users you can

create a

knowledge base

of individuals that

will turn up niche

content on a

regular basis.

The sites allow

users to tag

content, usually

this is at two

extremes e.g. a

terrible example

or a great piece

of content.

Monitoring

which of your

content is being

tagged can

indicate

reputation

issues.

Social

bookmarking is

not for

everyone but

some customers

expect to be

able to easily

bookmark your

content. Make

it easy for them

through

providing a

button on each

web page.

These are easy

to install.

Perhaps the

biggest single

benefit for an

organisation to

promote the

use of social

bookmarking is

the positive

effect on page

rank. Social

bookmarking

can create

valuable

backlinks into

your site and

increase your

ranking on the

search engines.

Social bookmarking

sites should be

considered

knowledge

resources and can

be a good way for

staff to quickly and

easily build and

share a company

knowledge base on

almost any subject

or discipline.




Insight

Engagement

and Reputation

Management

Enhanced

Customer

Experience

Sales and

Marketing

Operations/

Internal Processes

Mobile &

Internet

Telephony

The use of Web 2.0 and

Social Media is having a

radical effect on the way

we communicate. An

increasing number of

mobile phones

(smartphones) now

regularly access the

Internet. This access has

additional components:

geo-location and always

on.

Internet telephony or

Voice over IP has been

around for a number of

years and provides

substantial cost savings

over the use of

traditional telecom

networks. VoIP services

include Skype and

Google Voice amongst

others.

Mobile Web

http://bit.ly/263IaC

How VoIP Works

http://bit.ly/CyWLD

The Mobile Web

and mobile

applications can

be used to

enhance

knowledge of

where customers

are in terms of

geographic

location as well as

what they need

and want.

Another level of

insight.

Mobile Web

and

Applications

allow you to

engage and

interact with

customers in

sometimes new

and innovative

ways e.g. geo-

tags on twitter

will tell you

where someone

has tweeted

from (nearby).

Mobile users

expect sites to

be "optimised"

for Mobile.

Applications

such as

Latitude, Layar

and Wikitude

provide

different types

of information

dependent

upon where you

are. This

"Augmented

Reality" is great

for exploring

destinations.

To remain

relevant,

companies need

to consider

their use of geo-

tagged listings.

They should

also consider

providing

mobile

optimised

information.

Customers

expect Hotels to

have a Skype

address, (See

‘Voice Over

Hotel’ site).

Mobile applications

can transform the

smart phone into

an order taker or a

reservation system.

All with potential

cost savings.

VoIP has huge

benefits in reducing

existing telecoms

bills. It also adds a

value service for

customers for

example, the

Charles Hotel in

Boston offers Skype

for their customers.




Insight

Engagement

and Reputation

Management

Enhanced

Customer

Experience

Sales and

Marketing

Operations/

Internal Processes

OpenSource &

Free Hosted

Applications

Over 10,000 Open

Source (OS) projects.

This includes Linux and

OpenOffice.org -

competitors to Microsoft

Windows and Microsoft

Office. These

alternatives to licensed

software are supported

by communities of users

and developers in the

high millions. The

community uses,

develops and improves.

There are also a range of

free-hosted solutions

(fremium versions) that

for many companies are

good enough. Both

provide new ways to

interact with customers,

suppliers and staff and

new ways to rationalise

processes.

Free/Open Source

software

http://bit.ly/4rbRkZ

Open-source software

http://bit.ly/19Xq7E

Source Forge: Find and

Develop Open Source

Software

http://bit.ly/WyHt

Web2Scape Wiki

http://bit.ly/aXLuUD

A range of Open

Source or Free

Hosted Tools can

improve your

knowledge

management and

insight, including:

Google Analytics,

Wikispaces,

Wikimedia,

Google Docs,

SugarCRM, vTiger

and Zoho.

Most of the

tools and

applications

described are

Open Source or

free hosted

applications.

Consider also

Joomla, Drupal,

Wordpress and

Alfresco as

alternative

website

software

applications.

These tools add

to the Customer

Experience.

Consider

Google Groups

and Ning for

creating Forums

and Networks.

Get Satisfaction,

Facebook or

Twitter for

customer

support; and

Google Talk,

Skype or MSN

for chat.

OS and Free

hosted tools can

enhance your

Sales and

Marketing

efforts.

Consider

eMagento or

eBay for e-

commerce;

Eventbrite for

Event

Management;

and

SurveyMonkey

to run customer

polls or surveys.

Don't forget the

other tools

mentioned.

Too many to

mention: try

openoffice.org and

for collaboration

look at Zoho Suite,

Google Docs or

Basecamp; for

video production

see Animoto; look

at Google Apps for

Calendaring and

Email; try Doodle

for meeting

scheduling.

Source: The Authors



About the Authors

Dr. Jim Hamill and Alan Stevenson are acknowledged experts in Web 2.0/Social Media having

successfully delivered on a wide range of consultancy projects in both the UK and

internationally. They own and manage two very successful online communities – the tourism

industry professional networking community ‘Tourism 2.0’ (www.tourism2-0.co.uk); and the

‘crowd sourced’ Web 2.0/Social Media e-Learning Community www.web2-0cpd.com.

Dr. Jim Hamill

Alan Stevenson

e: [email protected]

w: www.linkedin.com/in/jimh7171

e: [email protected]

w: www.linkedin.com/in/asbusinesssolutions

Guide to Social Media Strategy Development, Implementation and Performance Measurement

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