ibm social media marketing

© 2011 IBM Corporation1

Social Media Marketing @ IBM~Tiffany, IBM Software Social Media Strategist

April 9, 2012

© 2012 IBM Corporation

Special thanks to Ethan McCarty and Ranjun Chauhan for providing

some of the slides for this presentation.


Tiffany Winman, IBM Software Social Media Strategy

IBM5 years: social media strategy3 years: Linux on Power community management and development for developers and IBM Business Partners5 years: Web user experience and design strategy and launch management3 years: User-centered design and research for Storage Software DevelopmentPatents in Web innovation and social intelligence listening tooling

Elsewhere7 years: Teaching English, communications, and Web design in the university10 years: Multimedia consultant and shadow writer for various companies such as Starwood and Motorola

DegreesM.S., RPI, Communications, Media Theory and DesignM.A., ASU, Rhetoric and CompositionB.A., ASU, English

How to contact meE-mail: [email protected]: http://linkedin.com/in/tiffanywinmanTwitter: http://twitter.com/tiffanywinman


Transform the Business

Build a new management discipline combining

brand, culture, ecosystem experts

Create Constituencies

Target key conversations toward selected topics of

interest to engage “forward-thinkers” and

proactively create constituencies

Achieve Eminence

Support the development of experts and enable

visibility of our ecosystem of experts

Leverage the digital “Global Commons” to propel our business forward, create new markets, and demonstrate IBM’s uniqueness

Does it look, sound, think, perform like IBM?

The IBMer is the face of IBM!

IBM uses social media marketing to:


R mor out t s journ jead e ab hi e

As the largest consumer of social technologies, IBM is a role model and case study for the transformation into a social business, on all fronts - technology, policy and practice.

For 15 years, IBM has used social software to foster collaboration among 400,000 geographically-dispersed employees

Some examples of IBM’s internal social media footprint today include:

• 17,000 individual blogs• 1 million daily page views of internal wikis, internal information storing websites• 400,000 employee profiles on IBM Connections, IBM's initial social networking initiative that allows

employees to share status updates, collaborate on wikis, blogs and activity, share files.• 15,000,000 downloads of employee-generated videos/podcasts• 20 million minutes of LotusLive meetings every month with people both inside and outside the

organization• More than 400k Sametime instant messaging users, resulting in 40-50 million instant messages per

day Some examples of IBM's external social media footprint today include:

• Over 25,000 IBMers actively tweeting on Twitter and counting• Over 300,00 IBMers on Linkedin• Approx. 198,000 IBMers on Facebook

IBM has a robust Social Business journey


Prospects take action on the web when beginning to address a business or IT issue

• Use search engines to find information• Look for a community of others ‘like me’ who are dealing with the same issue• Seek out experts in forums and blogs

Customers are hungry for interaction with IBM of responders indicate they participate in discussions on the web with other people to exchange ideas about larger issues having to do with software

• Blogs, Forums and Community sites • Facebook, Twitter, Linked In, Google groups• Vendor site discussion groups (Microsoft, HP) .interviews

of Business and 61% of Tech responders would like a vendor site to include ability to participate in discussions and exchange ideas

Relationship

How can an IT vendor site help you feel like you have a trusted partner in that company?• Blogs, Forums and Community sites• Provide more customer testimonials (aka people who have experience)• Enable chat with some company experts• Forums and online discussions (looking for experience)• Pay attention to my opinions (respected for experience)

64%

46%

*2010 IBM Primary research survey of 291 customers of all SW product families, representing all geos, countries, execs and IT practitioners

Survey says….


#1: Further social media integration into the enterprise with other communication forms and business functions

#2: More integration of social customer support along side traditional channels

#3: Social impact continues to drive reputation

#4: Death of the traditional campaign. Ongoing activities in social media as driver

#5: Consolidation of social media tools continues

#6: ”Influence” matures. Thought leadership and experts becoming more important

#7: Further democratization of voice

#8: More social integration into company websites

#9: Digitally driven crises increase – further incorporation of social into the crisis plan

#10: Digital curation – companies will benefit more from content curation

#11: Strategic search – more factoring of search into social realm

#12: Community management – More rigorous, managed, strategic activity

#13: Developer engagement thru innovation becomes more important

#14: Measurement continues to mature.

#15: Rise of the content strategist – content curation and optimization will take a central role

#16: Listening becomes mandatory. Monitoring a core activity for brands

#17: Marketing becomes more real time. Add “when” to the “how” and “where”

#18: More social media overload

#19: Ubiquitous social . Devices like tablets more in the mix

#20: Location becomes more important

#21: Stronger focus on Global audience

#22: Hard ROI will remain elusive

Source: IBM Production Services EmTech study, Anne Zimos

Digital/Social Trends


GAIN- Insights for market strategy, messages, innovation, and offerings

INCREASEIBM-related conversations within social media spaces

- Our messaging themes and values- Sentiment, preference, advocacy of IBM- Engagement with our experts, offerings, assets

BUILDAdvocacy and relationship-led influence to reach into the Market

-Grow IBM SME eminence-Reward IBM advocates-Increase collaboration in online IBM networks-Sustain and deepen networks formed

EMPOWERWorldwide and geo-led social media strategies through guidance, training, and tools

Key IBM social media goals….


Listen to understand what our customers and stakeholders want and how IBM can bring value

• To understand what the marketplace is (or isn’t) saying about our brand, product, service, etc.

• To start to understand the tone and impact of that conversation

• To begin identifying areas of opportunity for helping to shape that conversation

• To identify areas to help solve a need and bring value


offers, communities and experts

engagement

Proof points(expert)

engagement

Integrate social conversationsinto IBM Web presence


http://ibm.com/social/aggregator/software http://ibm.com/blogs/software

Social media aggregator Customized blog design on Lotus software

Create, aggregate, and syndicate social content


Make IBM experts and advocates visible and reachable


Assigned social media strategist to SWG India. Enabled strong collaboration with WW team.

Captured share of voice from 0 to 14% around software conversations in digital social spaces

Conducted first extensive India social media listening report to set baselines and inform strategy

Integrated social into 6 events: Software Universe, ICTY, PCTY, LCTY, Innovate, Mobilize

• Blogs, Twitter, LinkedIn

Launched 6 social media hubs for ongoing engagement and posted ~200 blog entries.

WW best practice in SME social media recruitment, enablement, and engagement model, collaboration with ISL management

• Recruited over 60 SMEs from SWG brands/industries

• Produced over 200 blog entries

• Introduced live blogging and tweeting at events

• Provided 20 training sessions

• Established SME awards and newsletters

Launched first India social media education day

Created outreach program for external influencers

Developed first social media metrics reporting

Empower local execution of social


Apply the 4Ps across the business maturity model to enable social

Tactical Adoptive Transformative

People Part-time resource and limited role definitionSelf-taught, isolated, and engagement is not conversational

Management unaware or limited support

Formal roles defined and silo’ed to support BU goals with dedicated individuals. BU level training with uncoordinated best practice; develop and establish eminence and build influencer networkLimited management support

Social engagement becomes integral to job responsibilities Established degree of influence and is well connected and engaged with customers and influencer network Management encourages and rewards through PBC process& formal rewards/recognition programs

Process Programs are not tied to business activity

Limited best practices and limited governance, with uncoordinated approach

Information and analysis is silo’ed by BU

Best practices and polices are established at a Business Unit level

Seamlessly Integrated between business units, functions and processes Coordinated Enterprise-level Response Model to delivery a consistent IBM experienceFeedback loop provides continuous process improvement

Platform Ad-hoc and disparate platforms Coordinated selection of tools organized by Business Unit

Flexible, ‘pluggable’ framework that delivers the right information to the right individual in the right context that are fully integrated with influence, eminence, and thought leadershipDeliver Predictive Analytics capabilities to align social data to historical data and traditional business metrics

Policy Reactive and unclear policies that are established but not understood or adopted fully by employees

Policies are technology/medium neutral and are adequately embedded / implemented across business units

Agile policy development to protect IBM while maximizing business value of social activity as an integral part of everyday job responsibilities


IBM builds an Intentional Social Enablement Ecosystem

Social Business @ IBM Select

•High touch, high value/potential SMEs

•Strategic, tactical external placement

Expertise Locator Program

•Intermediate touch, high value SMEs

• Scalable service to surface expertise externally (on and off .com domain) and internally (w3) based on needs of the business

Social Business @ IBM (SB@I)

•Low touch, high volume core enablement, education and across IBM

•Digital Program Channel Enablement

•Self-serve surfacing & engagement

100’s

10s of 1000’s

100s of 1000’s

Guidelines and Policy

Social Business Manager


WW Social Business strategistOne Social Business Strategist can’t ‘DO’ social media for an entire organization

• Group effort

• Anchored by SMEs

Strategist trains the Category Marketing Manager who…

• Collaborates across functional disciplines such as Sales, Media Relations, Product Development, Support

• Finds and trainsSubject Matter Experts who engage with and

support public requests

Demand Generation Professionals who follow up on lead requests

• Uses their organization’s content

• Maintains social team content calendar

• Provides weekly social guidance

DP

DP

DP

ARPR

Social Business Strategists enable others


IBM roles using Social Media

Human Resource Manager

Development Manager

Integrate internal and external social media presence for 360deg view of the employee

Recognize and reward brand ambassadors across your organization through social influence

Monitor and understand social media in the enterprise to identify trending topics and emerging experts to maximize intellectual capital across the organization

Leverage social media inside the organization as a channel through which to share knowledge and insights

Example: Social CRM Example: Workforce Optimization

Social Media Marketing Manager

Analyze brand sentiment Manage campaign performance Perform customer segmentation

Social Media Social Media ResearchResearch

Community Practitioner

Build community membership & engagement through Influencer analysis

Respond to company, brand, product mentions

Build loyalty

Social Media Social Media MonitoringMonitoring

Social Media Social Media EngagementEngagement


Reviews leads and establishes watch lists, and passes leads to reps.

Sales rep engages with leads to qualify Prepare for client meetings with latest findings

Sales ManagerSocial Media Social Media MonitoringMonitoring


Customer Support

Direction to existing support pages Listening for growing issues Source for Sentiment Analysis










Social strategists:●Developing social strategies●Defining roles and responsibilities●Choosing social media networks /venues●Setting up accounts●Building a social digital presence●How to integrate social and search●Using program management tools

●BANTER●Metrics●HootSuite

MSMs/DP leads:●Social audit readiness●Developing strategy●Building listening strategy●Managing councils●Recruiting and training SMEs●Developing SME social eminence plans●Engaging with influencers●Managing KPI reports●Using Livestream

SMEs:●Learning strategy●Finding tools you can use●How to write compelling content●How to use blogs, Twitter, Livestream, etc●How to engage and collaborate with influencers

Provide social media education by role. For example:


IBM Social Computing Guidelines

Know and follow IBM's Business Conduct Guidelines. IBMers are personally responsible for the content they publish on-line, whether in a blog, social computing site or

any other form of user-generated media. Be mindful that what you publish will be public for a long time—protect your privacy and take care to understand a site's terms of service.

Identify yourself—name and, when relevant, role at IBM—when you discuss IBM or IBM-related matters, such as IBM products or services. You must make it clear that you are speaking for yourself and not on behalf of IBM.

If you publish content online relevant to IBM in your personal capacity use a disclaimer such as this: "The postings on this site are my own and don't necessarily represent IBM's positions, strategies or opinions."

Respect copyright, fair use and financial disclosure laws. Don't provide IBM's or another's confidential or other proprietary information and never discuss IBM business

performance or other sensitive matters publicly. Don't cite or reference clients, partners or suppliers without their approval. When you do make a reference, link

back to the source. Don't publish anything that might allow inferences to be drawn which could embarrass or damage a client.

Respect your audience. Don't use ethnic slurs, personal insults, obscenity, or engage in any conduct that would not be acceptable in IBM's workplace. You should also show proper consideration for others' privacy and for topics that may be considered objectionable or inflammatory—such as politics and religion.

Be aware of your association with IBM in online social networks. If you identify yourself as an IBMer, ensure your profile and related content is consistent with how you wish to present yourself with colleagues and clients.

Don't pick fights, be the first to correct your own mistakes. Try to add value. Provide worthwhile information and perspective. IBM's brand is best represented by its people

and what you publish may reflect on IBM's brand. Don't use use IBM logos or trademarks unless approved to do so.

http://ibm.co/yW8Jbh


Social Brand Engagement Guidelines

Social Brand Engagement Guidelines draft created and validated with Digital Program Leadership Team. Many “we’ve been waiting for these” comments.

SBE guidelines have been applied to new accounts and a few existing accounts: • On existing and emerging platforms most new accounts engaging our Social Brand Team to

follow the standards. • Existing IDs not up to standards contacted to bring up to standards and fakes removed.• On new platforms, like Google+, we are now able to halt or slow the spread of un-official, out

of compliance accounts before they take hold.

Marketers and communicators like having guidelines: they want to be on-brand

Higher signal to noise ratio is attracting more engagement with our official channels. Example: 30% increase in followers on LinkedIn in a few weeks following the guidelines.

For 2012, we continue to formalize and enforce the standards and remove fakes. An automated registration process is also in the works for 2012.


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Activating the Social Business Manager: tools and programs


Let’s play a game!

Official…or what?!?!


Official or What?

WHAT!!!


Official or What?

Official!


Official or What?

WHAT!!!


Official or What?

Official!


Official or What?

WHAT!!!


Official or What?

Official!


Backup


Social Business Macro-patterns

Listen - Capability to mine intelligence from the digital social domain to uncover insights for IBM, and connect those insights to people and processes to improve the way IBM manages its business.

Engage - Capability to use the digital social domain to disseminate ideas and content and respond to reactions to those ideas and content.

Manage Relationships - Capability for an organization to use the digital social domain to identify and sustain purposeful relationships with key individuals and groups.

Collaborate - Capability to use digital social means (such as collaborative editing, file sharing, expertise location etc) to improve the efficiency of working within teams

Cyber security – Capability to identify threats and take appropriate action to avoid or minimize consequences through vigilance and good digital hygiene.


Definition of Terms

Social Media Research: Macro-level analytics over a fixed period of time that captures digital information across multiple social media venues to understand past behavior and determine long-term strategy.

Real-Time Monitoring: Micro-level analytics to quickly understand multiple conversations across social media venues in a short period of time.

Social Media Engagement: The real-time, reading, publishing and responding to the virtual conversation around constituencies across social media venues.

Relationship Management: Holistic engagement of the IBM customers base that tracks the engagement with our community through sales, marketing and support. _________________________________________________________

Social Business Manager: IBMer responsible for creating a repeatable approach and process for orchestrating social business efforts on behalf of a business unit, constituency or region.

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