SOCIAL MEDIA

MARKETING

FOR BUSINESS

PROCESS

IMPROVEMENT

Joanne JacobsInteraction 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.

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Social media roles

Brand awareness

Direct Sales

Customer service

Product development

Market research

Community building

Company storyFind partnersIndustry research

Recruitment

Stock managementKnowledge management

Workforce management

Customer loyaltyCustomer acquisition

Most social media deployment is focused on brand awareness, customer acquisitionImage 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 mixTesting, Product development,

customer service (Eg: Facebook)

Stock tracking,

traffic and local distributio

n problem

resolution(Eg:

Foursquare)

Industrial research,

price comparison, ROI for customer

acquisition, resource

use/ sustainabili

ty(Eg:

Analytics)

Company expertise/story, testimonials, community building

(Eg: blogs, communities)

Promotion

Social MediaPrice

Product

Place

Business Process Improvement

Image source: http://en.wikipedia.org/wiki/File:PDCA_Cycle.svg

Use of social media must reflect this process of generating efficiency and effectiveness improvements

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 forecastingExpert access

Risk identificationCycle acceleration

Team buildingContinuous

improvement

Research in the social networks; with consumersSupply and order tracking in private networks or in codeWithin 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 interactionsCustomer product

experience

Supply chain activity logging

Employee activity logging

Dashboard of mentionsRisk response

Request of consumer and supplier feedbackAuto archiving of activities for later optimisationAt headquarters, allowing quick response to crises

Single customisable interfaceDevice flexibleWorld accessibleMore details: How to build a dashboard

Measuring performance

Cycle improvementsSentiment of social

feedbackRisk aversion assessmentImproved 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 adoptionConfidentiality: 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 JacobsTech Strategy & Interaction

DesignPh: 07 948 318 298Email:

joanne@joannejacobs.netWeb: http://joannejacobs.net/Twitter: @joannejacobsSkype: bgsbjj

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

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