Like Minds U: Social Media Models & Tech, Feb 2012 Social Media Models and Technology: Engagement Strategies Part 1. Joanne Jacobs Technology Strategy.

Like Minds U: Social Media Models & Tech, Feb 2012

Social Media Models and Technology: Engagement Strategies Part 1.

Joanne JacobsTechnology Strategy and Interaction DesignEmail: [email protected] Phone: (+44) 07948 318 298Twitter: @joannejacobs | Skype: bgsbjj

Image source: http://www.flickr.com/photos/76323119@N00/4624692163

mailto:[email protected]

http://www.flickr.com/photos/76323119@N00/4624692163


Scope of the session

• Engagement: meaning and variations• Theories of engagement• Interruption versus permission• Strategic planning revision • Content marketing• Product development• Value chain optimisation• Engagement pitfalls• Measuring performance• Engagement strategy review processes and

renewal• Group work (1 hour)



Engagement: definitions

• Listening• Active participation

in conversations• Sharing relevant

content• Responding to

questions/comments• Ongoing relationship

building through combination of the above

Image source: xkcd comic: Decline http://xkcd.com/523/

http://xkcd.com/523/


Engagement is NOT:

• Broadcasting of press releases

• Repetitive responses to individual questions

• Sharing content you have not read

• Having an account on a social network.

Image source: Daybreak viewers confused by time – The Media Blog

http://themediablog.typepad.com/the-media-blog/2012/02/daybreak-viewers-confused-by-time-twitter.html


Engagement theories

• Cognitive: intellectual involvement in a task/learning exercise. – Csikszentmihalyi and ‘flow’

• Relational: connection to one’s environment or peers.

• Behavioural: active participation in contexts for engagement.


http://en.wikipedia.org/wiki/Flow_(psychology)

http://en.wikipedia.org/wiki/Flow_(psychology)



Engagement: impact

Engagement promotes meaning development and influences

SOCIAL CAPITAL.

Engagement thus a key factor in the development of TRUST.

Image source: http://www.flickr.com/photos/daves-f-stop/5438342864

http://www.flickr.com/photos/daves-f-stop/5438342864





Interruption v. Permission

• Just because someone is on a social network doesn’t give you permission to spam them.

• Social not a place for cold calling but a place for finding warm leads.

• When answering queries, always best to offer help.




Strategic planning

• REMINDER: Strategic planning

• REMINDER: Porter’s Generic Strategies

• When considering strategies for engagement, you MUST be cognizant of basic strategy theory.


http://www.quickmba.com/strategy/strategic-planning/

http://www.quickmba.com/strategy/generic.shtml

http://www.quickmba.com/strategy/generic.shtml



DEPLOYMENT OF SOCIAL MEDIA

Content marketing

Product development

Value chain optimisation




Content marketing

• WHAT FOR?– Developing authority in a subject area– Customer service– Sales

• HOW? – Research/listening– Responding to queries– Sharing of relevant but not exclusively own content– Not just sales messages

• IMPLICATIONS FOR ENGAGEMENT– Danger of being considered a sales voice– Need to ensure engagement is at least 50% responses




Product development

• WHAT FOR?– Improving products– Increasing customer loyalty– Developing manufacturing relationships

• HOW? – Influencer engagement– Product testing– Research on raw materials– Engagement with professional associations and industry

groups

• IMPLICATIONS FOR ENGAGEMENT– Need to be open to alternatives– Should consider engagement as learning.



Value chain optimisation

• WHAT FOR?– Improving/disintermediating supply and value

chains– Discovery of new markets

• HOW? – Engagement with users/influencers– B2B engagement within supply chain– Reporting on vertical improvements

• IMPLICATIONS FOR ENGAGEMENT– Internal activity transparency (within the chain)– Beware of channel conflict


http://en.wikipedia.org/wiki/Channel_conflict


Image source: xkcd comic: Cat proximity http://xkcd.com/231/

http://xkcd.com/231/


Engagement pitfalls

• Engagement will not always be positive – BE PREPARED

• Trust is tested by record of performance – BE CONSISTENT

• Technology will fail – HAVE A PLAN B.


http://www.forbes.com/sites/kashmirhill/2012/01/24/mcdstories-when-a-hashtag-becomes-a-bashtag/

http://www.forbes.com/sites/kashmirhill/2012/01/24/mcdstories-when-a-hashtag-becomes-a-bashtag/





Strategy components

• It’s easy to pitch. Harder to demonstrate performance.

• Engagement strategy needs to articulate:– Deployment objectives– How performance should be

measured– Failure criteria– How often the strategy should

be reviewed– What will change after review.



Measuring performance

• Measurement must align with objectives

• Quantitative measures less useful than qualitative

• Cost reductions best means of indicating intangible benefits

• Various tools available (see next slide)

GENERAL RULE: If it's easy to measure, it's probably not worth measuring.



Activity & engagement

• Klout measures:– Frequency and 'value' of interactions across

a range of network

• Peer Index measures:– Engagements over time in subject areas and

based on feedback/conversations

• PeopleBrowsr measures:– Activity as well as more traditional

achievement oriented measures (qualifications, community appeal) and sets this in terms of audience reach

Activity not useful as sole measure of engagement.

Image source:


Strategy review and renewal

• Need to report on objectives, and acknowledge how changing tech landscape either assists or inhibits campaigns

• Need to report to all stakeholders of a campaign

• Strategy change should be pursued where failure criteria are ‘met’



Strategy review and renewal

• Should report to audiences on stages of strategy change – transparency is valued

• Engagement strategies should be audited at least twice annually.




Group activity

• Break up in to 3 groups and work independently.• In teams, develop an engagement strategy for the

Exeter Festival of South West Food and Drink. • In your pitches, report on methods of engagement,

how you will measure performance, and how you will dynamically respond to issues arising during the campaign.

• REPORT due at 4:40pm. Strategy pitches must be no more than 15 minutes in duration, including questions. Peer assessment forms will apply.

Image source:

http://www.exeterfoodanddrinkfestival.co.uk/


Questions?

Joanne Jacobs

Tech Strategy & Interaction Design

Ph: 07 948 318 298

Email: [email protected]

Web: http://joannejacobs.net/

Twitter: @joannejacobs

Skype: bgsbjj

Unless otherwise specified, all images used in this presentation are Creative Commons images, under an Attribution Licence.

JJ pic by Benjamin Ellis

mailto:[email protected]

http://joannejacobs.net/



http://www.flickr.com/photos/jamin2/3107228867/in/photostream/



Like Minds U: Social Media Models & Tech, Feb 2012 Social Media Models and Technology: Engagement Strategies Part 1. Joanne Jacobs Technology Strategy.

Documents

social media models

social capital

media bloglike minds

bgsbjj image source

social network doesnt

aboveimage source

hourimage source

responsesimage source