Tag Archives: Spada

Social media and business strategy: Integrating around a dynamic website

Part 3 of 3.  The KickApps
seminar I attended last month yielded a wealth of information, from
both advisors and corporate marketing people, about what to do with
social media if you're a company.  For the next three posts, I'm
sharing what I took away from the afternoon.  [To become a member of
KickApps own social network, click here.  You'll be able to watch the videos of the seminar presentations.]

These brief points are compiled from the excellent presentations made by Alex Blum of KickApps, Dylan Boyd of eROI, James Mastan of Blue Rain Marketing, Jeremiah Owyang of Forrester, and Sandy Carter of IBM.

Integrate social media into every campaign

  • Always integrate — never segregate — social media, and always think of it as an element of your overall marketing effort.
  • Make listening to the user — consulting the user — a key activity during product development.  And do a lot of betas.
  • Identify the folks who seem to influence the rest of the community and converse with them.

Identify the elements appropriate for your marketing strategy

  • Figure out which tools are used by the majority of your stakeholders — users, customers, influencers.
  • Learn the language — the words — your customers use to talk about your product
  • View downloads as a metric; they are a measure of interest.
  • Add widgets and an RSS feed.
  • Put your own people on the website.
  • Choose metrics carefully.  Be particular about the metrics that tell you the most about what you
    want to know.  There's no one formula.  You have to play with this a
    bit.  Start by building a profile of the qualities and credentials that
    define a credible response from a customer or stakeholder.  In other
    words, for metrics, build a credibility engine that gathers the most
    important comments.

Identify the tactics appropriate for your marketing execution

  • Put tips and tricks in headlines around the site, including related sites such as blogs and networks.
  • If you have a boxed product, do an unboxing video — they're big right now.
  • When you create a community, start small.  Identify the alpha users
    — they will be the influencers over time.  Give existing members the
    ability to extend beta invitations.  Use pin-coded invitations and even
    handwritten notes. 
  • As the community grows, find community managers from within it.  
  • Pilot changes to your website in a contained environment — and
    remember that looking home grown is appropriate if not advantageous.
  • Avatars have five times the click through rate than regular ad-style features.
  • Twitter is food for announcements, Facebook is food for the persona.
  • When you're doing gift certificates, start small and ratchet up the value — it creates anticipation and demand.

The bottom line:  Understand the new basics of marketing as rendered by social media

No one is an expert — some of this is by instinct.

Be transparent about your features.  For example, if a character is a persona or fictional, say so; just make sure it has a unique voice.

Make sure your tone is pitch perfect for the stakeholders with whom you share ideas and information.

If you're a sales person from way back, just remember that this is a long sales cycle — but it's potentially just as rich.

Communicate personally to help each person in your community feels special.

Think
lifestyle — understand intimately the people that are interested in
your brand, products and services and build a set of experiences around
their expectations and behavior.

Listen
to the voice of the user/stakeholder/customer and incorporate their
wishes in your strategy.  One way is to create an advisory council
whose conclusions will speak volumes to the company folks who don't
necessarily want to take the next step forward with building a more
social website or building social media into a marketing strategy.

Always keep people at the center of this equation — and make sure the technology you use serves them.

When
adding talent to your team, look at case studies of what they've done
in the past and consider them in the context of what you want to
accomplish.  The magic of social media comes not from the tools but
from what you do with them — how you tailor their use to your specific
situation.  This magic needs no slight-of-hand.

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Social media and business strategy: The dynamic website

Part 2 of 3.  The KickApps
seminar I attended last month yielded a wealth of information, from
both advisors and corporate marketing people, about what to do with
social media if you're a company.  For the next three posts, I'm
sharing what I took away from the afternoon.  [To become a member of
KickApps own social network, click here.  You'll be able to watch the videos of the seminar presentations.]

These brief points are compiled from the excellent presentations made by Alex Blum of KickApps, Dylan Boyd of eROI, James Mastan of Blue Rain Marketing, Jeremiah Owyang of Forrester, and Sandy Carter of IBM.

Make your website more open to viral discovery

  • Customize it — not just the design but its searchability and usability

  • Focus on content that is yours — differentiate

  • Enable syndication via widgets

Integrate your website planning into your overall marketing strategy

  • Use tools that enable you to graph your user data

  • Let your branding approach give your website its context

  • Make it easy for visitors to interact with you and your brand —
    build a community or better yet, give users the ability to grow one
    organically

  • Make sure your strategy accommodates the fact that your
    communities will define your products — so don't try to control the
    communities, just be part of them and help to seed the networks within
    them

  • Craft  your website in such a way that it helps your community
    experience not just your products but the Web itself more vibrantly

  • Remember that community members trust each other more than they trust marketers

Consider three important social tools for the website

  • A wiki — a great way for customers to contribute their ideas

  • BOTs — to increase clickthrough — but use them sparingly because that's their power

  • An independent social network around your product

Social media and business strategy: The website

Part 1 of 3.  The KickApps seminar I attended last month yielded a wealth of information, from both advisors and corporate marketing people, about what to do with social media if you're a company.  For the next three posts, I'm sharing what I took away from the afternoon.  [To become a member of KickApps own social network, click here.  You'll be able to watch the videos of the seminar presentations.]

These brief points are compiled from the excellent presentations made by Alex Blum of KickApps, Dylan Boyd of eROI, James Mastan of Blue Rain Marketing, Jeremiah Owyang of Forrester, and Sandy Carter of IBM. 

Three reasons to incorporate social media into your market and website plans

  • It enables deeper engagement with your community.

  • It automatically makes your digital footprint more dynamic.

  • It's cost effective.  In many cases, existing staff can easily participate, and many of the networks are free.  And the money you budget will buy a lot more than traditional media buys.

Understand what social media is doing to the website and cyber communications

  • Registration pages are going away, to be replaced by social
    features that capture information in a way that is useful for the
    visitor as well as the company.  Any contract-esque feature will become
    informal and behavior based, not statement based.

  • Email will begin to merge with a social inbox

  • Branding will become more contextual — in the context of the user's point of view, mindset and purpose

  • Your product and brand will achieve relevance based mostly on its
    usefulness to the customer — and much of that will be gauged not in
    terms of the information you gather via interrupting the experience,
    but in the information you share through the experience of using your
    website
  • Be ready to go where the most customers are — to the most popular
    areas of the website — not necessary where you think customers should
    be
  • Aggregate conversations and behavior to make the user experience more valuable to them and to the company

Manage your risks

  • Privacy

  • Noise

  • Insularity around narrow interests

On the McKinsey leadership model for women

This summer in Silicon Valley saw a lot of conversation about the quality of visibility women now enjoy here.

While many women and the companies they lead or help to manage work invisibly to produce — and thus contribute to the community at large — they do so without calling attention to their gender.  Some prefer it that way and mark it as a sign that women are finally integrating seamlessly into management ranks.  I tend to be one of these people, and most of the women I respect are.

Then we have the segment of women at work who want to flex muscle in the limelight.  This ranges from provocative dress to provocative behavior.  On the way to workplace equality, they have taken a detour.  In the worst misplaced person scenarios, they get used by the folks I call the master bloggers.  These are the boys who have achieved some success and even more of a following — thanks mainly to what I believe is their desire to act out and outrageously, validating the geek myth of socially inept males finally getting some attention.  We are patiently waiting for this to get old.

Meanwhile, THE MCKINSEY QUARTERLY featured an article on how talented women thrive in business, based on research the consulting firm just completed.  As I read the article, it struck me that the leadership model McKinsey articulates — based upon interviewing women in leadership positions — is something every organization should consider for their executive teams. It's also something every person should consider as he or she shapes a career.

McKinsey calls it "centered leadership" and identifies five dimensions:  meaning, managing energy, positive framing, connecting and engaging.

Of great interest, too, are what McKinsey calls the pre-conditions for success of the centered leadership model:  intelligence, tolerance for change, desire to lead and communication skills.

What's significant for women here?  As we have injected gender balance into management ranks, we also have delivered a more useful, productive approach to leading people.  We are adding depth.  This is not just about the female perspective — this is about adding value via skills developed in the background, out of the limelight, from time served in the ranks and lessons learned through sharp powers of observation.

The McKinsey centered leadership model is something we in Silicon Valley must study as we build our companies from the ground up.  Startups and small businesses everywhere have more leverage than ever to improve the model for running companies.  I hope Silicon Valley will become headquarters for centered leadership.  And Ground Zero for responsible communication via the social media invented here.