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