SOCIAL MEDIA
MARKETING FOR
BUSINESS PROCESS
IMPROVEMENT
Joanne Jacobs
Interaction Design &
Technology Strategy
Image source: http://commons.wikimedia.org/wiki/File:Goursat_benedictine.jpg
Seminar objectives
To show:
how social media is
commonly deployed;
why social media makes
sense for business process
improvement;
what tools and methods can
be used for business
process improvement
activities;
how to overcome barriers to
adoption.
Image source: http://commons.wikimedia.org/wiki/File:Objectives_of_the_Joint_War_Production_drive_-_NARA_-_534597.jpg
Social media roles
Product development
Market research
Brand awareness
Company story
Direct Sales
Customer service
Recruitment
Find partners
Community building
Industry research
Stock management
Workforce management
Customer loyalty
Knowledge management
Customer acquisition
Most social media
deployment is
focused on brand
awareness, customer
acquisition
Image source: http://commons.wikimedia.org/wiki/File:Bitter_Oriental.jpg
Social media marketing objectives
Image source: http://www.emarketer.com/Article.aspx?R=1007934 – Copyright, eMarketer
BPI opportunity for social media
Product
development;
Knowledge
management;
Workforce
management;
Stock
management;
Recruitment;
Other BPI.
Socially mediated BPI benefits
Impact of social on
sales is difficult to
demonstrate.
Impact of social on
BPI is easy to
demonstrate.
Image source: http://commons.wikimedia.org/wiki/File:Flickr_-_%E2%80%A6trialsanderrors_-_Regate_et_chapeau_%C3%A0_plumes,_advertising_poster,_ca._1895.jpg
BPI and social marketing mix
Testing, Product development,
customer service (Eg: Facebook)
Industrial
research,
price
comparison,
ROI for
customer
acquisition,
resource use/
sustainability
(Eg: Analytics)
Product
Price
Social Media
Place
Promotion
Company expertise/story,
testimonials, community building
(Eg: blogs, communities)
Stock
tracking,
traffic and
local
distribution
problem
resolution
(Eg:
Foursquare)
Business Process Improvement
Use of social media must
reflect this process of
generating efficiency and
effectiveness improvements
Image source: http://en.wikipedia.org/wiki/File:PDCA_Cycle.svg
BPI and social media
Using existing social
media communication
tools in a manner not
yet widely considered.
Using monitoring
software and resources
for research and
product development
rather than page
views/mentions.
Image source: Wikimedia Commons at http://tinyurl.com/ccsz2pv
Social media for SCM
Demand forecasting
Expert access
Research in the
social networks;
with consumers
Risk identification
Cycle acceleration
Supply and order
tracking in private
networks or in code
Team building
Continuous improvement
Within the
distribution team;
among suppliers
Private
network tweets
indicating
order
shipment/
supply
Free messaging
system
Cross platform
Available to all
stakeholders
Reception device
flexible
Social media for BPR
Feedback on interactions
Customer product experience
Request of
consumer and
supplier feedback
Supply chain activity logging
Employee activity logging
Auto archiving of
activities for later
optimisation
Dashboard of mentions
Risk response
At headquarters,
allowing quick
response to crises
Single customisable interface
Device flexible
World accessible
More details: How to build a dashboard
Measuring performance
Cycle improvements
Sentiment of social feedback
Risk aversion assessment
Improved demand forecasting
NOT: standard social
measures of dwell time,
brand mentions and support
interactions.
Image source: http://commons.wikimedia.org/wiki/File:Flickr_-_%E2%80%A6trialsanderrors_-_John_is_not_really_dull,_WPA_poster,_ca._1937.jpg
Sentiment analysis tools:
FREE: Social mention, PeopleBrowsr
PAID: Radian 6, Lithium
Warning on BPI and social
Social aspects of tools
should not be ignored
in deployment for BPI
objectives.
Must be able to sustain
conversations arising
from BPI activities.
Image source: http://commons.wikimedia.org/wiki/File:Don%27t_kill_our_wild_life,_WPA_poster,_1936-40.jpg
Overcoming barriers to adoption
Confidentiality: messages can be
coded by product and order IDs;
messages do not have to be public;
access to messages, archives can be
restricted.
Corporate bars to networks: RSS of
messages can be accessed through
dashboards; messages can be
accessed via private mobile devices;
bar should be removed for
consumer feedback.
Image source: http://commons.wikimedia.org/wiki/File:Andrew_Mack_in_The_Rebel,_Broadway_poster,_1900.jpg
Overcoming barriers to adoption
Usability & staff training: Minimal
training and no device or platform
integration issues; existing high staff
use of messaging systems outside
the office.
Cost of integration: Short term high
cost capital expenditure on set up of
dashboards and investing in
behaviour change; low ongoing
costs of maintenance.
Image source: http://commons.wikimedia.org/wiki/File:Be_wise,_don%27t_play_with_firecrackers,_WPA_poster,_ca._1937.jpg
Questions
Joanne Jacobs
Tech Strategy & Interaction Design
Ph: 07 948 318 298
Email: joanne@joannejacobs.net
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.
Image source: http://commons.wikimedia.org/wiki/File:Federal_Art_Project_forum_poster.jpg