Kube Networks
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The document outlines plans for developing a digital marketing and social media strategy for Kube. It discusses conducting a social media landscape analysis and setting up a social media listening system. It proposes 8 key initiatives, including evaluating Kube's website and developing proprietary social media channels like a blog, Twitter, LinkedIn, and YouTube. Performance will be measured using key performance indicators and targets aligned with Kube's business objectives.
Kube Networks
- 1. Digital Marketing/ Social Media Strategy Meeting 2 Dr Jim Hamill Alan Stevenson Vincent Hamill www.energise2-0.com 12th December, 2011
- 2. ENERGISE2-0.COM Project Background • Digital Marketing/Social Media (DM/SM) Knowledge Transfer • Digital Marketing/Social Media Strategy Development and Action Plans for ‘getting there’ • Implementation Support • A six month project plus on-going Mentoring and Performance Management for a further six months
- 3. The Approach • Use of a simplified Balanced Scorecard approach to ensure that future digital marketing/social media actions and initiatives are fully aligned with and supportive of core business goals and objectives
- 4. Scorecard Approach • DM/SM Vision • Objectives, Key Performance Indicators (KPIs) and Targets • Customer Segmentation • Key Actions and Initiatives • Organisation, People, Resource Issues • Performance Measurement
- 5. Performance Driven Approach • All future digital marketing/social media actions and initiatives should be closely aligned with and supportive of agreed business goals and objectives for Kube • Targets and KPIs should be agreed for evaluating on- going performance and business impact
- 6. ENERGISE2-0.COM Agenda for the Day Based on Meeting 1 agree: •Why? - The overall DM/SM Strategic Vision, Objectives, KPIs, Targets, Customer Segments •What? - The key DM/SM Actions and Initiatives to be implemented ---------------------------------------------------------------------------- Then………. •How? - Action Plan for ‘Getting There’ •Who? - Organisation, People and Resource issues
- 8. The Vision • To fully leverage emerging online opportunities for building a ‘Quality Customer Base’ – a strong base of ‘High Value, High Growth, High Margin Customers’ providing Kube with a solid foundation for achieving sustained growth and profitability • The development and successful implementation of an integrated and coordinated Digital Marketing/Social Media Strategy is critical to achieving the company’s ambitious growth objectives and establishing Kube as a dominant player in the Scottish market • This will be achieved by using digital technology to ‘Identify, Acquire, Retain and Grow Quality Customers’ – especially customers with high annual repeat revenues
- 9. Business Objectives, KPIs and Targets
- 10. Strategic Objectives Increased Sales – contribution of Digital Marketing/Social Media to achieving the company’s stated objective of increasing turnover by 50% within 18 months Cost Savings/ Improved ROI Improved Customer Experience The Digital Marketing/Social Media Strategy will support the following……………………….
- 11. Digital Success Drivers • Derive ‘actionable insights’ and improved market/customer knowledge through ‘social media listening’ and two-way dialogue • Raise brand awareness and understanding of what Kube do and the core value proposition • ‘Tell the story’ and help to educate the market • Build brand visibility, integrity and brand reputation management • Increase number of resellers (to some extent) but more importantly to build direct to customer sales • Support the repositioning of Kube as a market leader in managed services
- 12. Digital Success Drivers • Build the proposition and support the launch of new cloud based products and services • Build direct relationships and engagement with key decision- makers (e.g. CFOs) by-passing the IT blockers (the Dept of Unbusiness) • Use of Digital/Social Media to deliver high levels of customer service and to enhance the customer experience at low cost • Increase new customer acquisition for ‘bread and butter’ services (calls, lines etc) – low margins but opportunity for ‘up’/‘cross’ selling • Build strong relationships and loyalty with existing high value, high growth potential customers
- 13. Digital Success Drivers • Maximise the growth potential of existing customers through ‘up’ and ‘cross’ selling; development of managed cloud services • Build a quality online network of high value, high growth potential customers/partners who become brand advocates for Kube • ‘Build the buzz’ – engage, energise, leverage the power of the network • Maximise company value through building a quality customer base and maximising life time value • Maximise marketing effectiveness, efficiency and ROI • Internal cost savings and operational efficiencies
- 14. KPIs and specific targets should be agreed for the above and used to measure on-going business impact……
- 15. Customer Segmentation ….. the key to Digital Marketing/Social Media success Kube’s emerging DM/SM strategy should focus on the following customer/market segments………
- 16. Customer Segmentation • The Scottish Market • Existing Customers • New Customers • Partners/Influencers (offline) • Key Social Media Influencers • Internal Customers
- 17. The Scottish Market • Geographically, the main objective is to establish Kube as a dominant player in the Scottish market • Focus on key cities Glasgow/West of Scotland; Edinburgh, Aberdeen, Perth etc
- 18. Existing Customers • A major priority is to maximise ‘up’ and ‘cross’ selling opportunities within the existing customer base - 200 to 300 existing customers • Significant growth potential in the top 20/30 existing customers – already taking the full range of connectivity services but not ‘what sits on top’ • Generic Strategy – use DM/SM to ‘build strategic relationships’ with this segment - maximising ‘up’ selling opportunities • Second tier of 100 companies – potential for ‘up’ selling more connectivity services. Generic strategy – ‘target for development’ • Remaining customers – use DM/SM to ‘selectively develop’/ ‘service minimally’ (reduce customer servicing costs)
- 19. New Customer Acquisition ‘Build brand awareness’ and ‘target for development’ the following groups: •Top 300 SMEs in Scotland •Oil and Gas sector •Other industries e.g. accountants, food and drink, higher/further education etc Entry point may be fixed line calls?
- 20. Partners/Influencers (offline) ‘Build brand awareness’ and ‘selectively develop’ the following segments: •Resellers (‘selectively develop’) •Potential Strategic Partners e.g. suppliers of cloud services/applications •Niche Suppliers – e.g. Eureka, Data Specialists, Consultants •Influencers – Trade Associations; Chambers/Business Clubs; SE and the Scottish Government (broadband initiative); Affinity Associations e.g. Master Bakers, RFC •Strategy – seek joint approaches/collaboration for mutual benefit e.g. Cloud/Social Media Workshops/Seminars
- 21. Key Social Media Influencers Undertake a Social Media Landscape Analysis to identify key Social Media Influencers (see Initiative 1) Building relationships with key individuals Build ‘1-to-1-to-many’ word of mouth effect
- 22. Internal Customers Internal Customers – Use of social media for customer service and feedback – Use of social media to improve internal processes?
- 23. Based on a ‘Customer Value Analysis’ (Customer Attractiveness and Probability of Success) priority customer groups for Kube are as follows…….
- 24. Focus on High Value Customers The DM/SM strategy for Kube should focus on the following key objectives (at least short to medium term): Build/Strengthen the ‘Strategic Partnership’ with – top 20/30 existing customers with significant growth potential ‘Target for Development’ – 100 existing customers with good growth potential ‘Build Brand Awareness’/‘Target for Development’ – top 300 Scottish SMEs; oil and gas sector; other sectors as agreed ‘Build Brand Awareness’/‘Selectively Develop’ - Resellers; Potential Strategic Partners; Niche Suppliers; Influencers ; Affinity Associations e.g. Master Bakers, RFC
- 25. Key Decision Makers Within each customer segment – focus on building relationships with key decision-makers •CFO •IT •Owners •Functional Managers •Staff •Customers’ customers
- 26. 8 Key Social Media Actions and Initiatives to implement…….
- 27. 8 Key Actions and Initiatives 1. Undertake a Social Media Landscape Analysis 2. Build a Social Media Listening System 3. Undertake a strategic web site evaluation and recommendations for improvement 4. Implement a proactive online (and offline) marketing strategy to support the site
- 28. 8 Key Actions and Initiatives 5. Explore collaborative social media opportunities with high value, high growth potential customers/partners /build relationships with key influencers 6. Search, join, lurk, participate in ‘external’ forums/ groups/blogs etc 7. Build proprietary social media channels 8. Medium-to-longer term developments – viral campaign, internal use of social media
- 30. Social Media Landscape Analysis • Identify the key ‘hubs’, forums, groups where relevant conversations are taking place • Identify where your customers (actual and potential) are ‘hanging-out’ • Concentration of effort and resources….
- 31. Initiative 2 Social Media Listening System
- 32. Set Up a SM Listening System
- 33. Social Media Listening Search and Relevance Filters Platforms and Channels Brand mentions Collect Actionable Insights competitors Newproducts@ replies “I thought it was great… ” Events assigned to the Social Graph Categorisation and Tagging Process Mention Volume and Importance Demographics and Timing Sentiment and Emotion Analyse #noise @ clogger Irrelevant comments “had a terrible experience… ” staff RT: check out this video RT: noise to be ignored PR: Broadcasting posts Irrelevant channels M ore noise com m ents Source: Energise2-0 “I’m walking the dog…” “X-Factor is Great..”
- 34. Set Up a SM Listening System Set up a Social Media Monitoring/Listening System. Benefits will include: Market Knowledge and Intelligence - where your customers, partners, competitors and staff are hanging out online Customer Insight and Understanding - who is saying what relevant to the Kube brand, where and the sentiments being expressed Identify Networks and Key Influencers with high social media impact A ‘source of inspiration’ for blog/twitter/facebook content Reputation Management - timely identification of potential reputation issues Improved Sales, Marketing and New Product Development through listening first Improved Performance Monitoring (‘buzz’ measurement – see later)
- 35. Set Up a SM Listening System • Five key steps involved (see future Action Plan) • At this stage, the key question is to agree the main conversations you need to monitor – your own brand – product, industry, sector – competitors (e.g. Iomart are moving into the cloud market; PLC Awards) – customer segments – geography/location – etc
- 36. A Prototype for Organic Foods
- 37. A Prototype for Organic Foods
- 38. Initiative 3 Strategic Web Site Evaluation and Recommended Improvements
- 39. Kube Web Site Key Actions: Web site review and evaluation benchmarked against agreed objectives, customer groups, brand message/positioning etc Functional specification for revised site (including site objectives) ‘Keep It Simple’ – Kube’s web site should be a straightforward static, product driven/ ‘About Kube’ site. Rich content, engagement and interactivity should take place through social media NOT on the web site Site to provide online support to existing customers Follow professional project management procedures at all stages to ensure ‘on time, within budget’ delivery Ensure clear ‘call to action’ for different customer groups
- 40. Kube Web Site Key Actions (cont’d): Ensure prominent links to Kube social media channels (top right hand side of the site) Embed social media feeds to add some additional value to the site e.g. from the Kube twitter channel; some RSS feeds (‘cloud’ news) Content/message tone/theme to be agreed as part of the functional specification Timescale – functional specification by the end of January, 2012; site live by end of February
- 42. Web Site Marketing The updated Kube web site should be supported by a proactive online (Web 1.0) marketing strategy Key Actions: Search engine optimisation and positioning Links strategy Google analytics eMail communications strategy etc
- 44. Collaborative Social Media Key Action: Discuss/explore collaborative social media opportunities with High Value/High Growth Potential Customers/Partners
- 45. Initiative 5 (b) Build Relationships with ‘Key Influencers’
- 46. Key Influencers Key Actions: Search and identify ‘key influencers’ relevant to different customer segments Draw up a long list Agree a short-list of the most strategically important ‘key influencers’ Start to follow Build knowledge and understanding of what makes them ‘tick’ Start to build relationships Cultivate/leverage ‘one to one to many’ network effects……..pto
- 48. Key Influencers • The Social Media Landscape Analysis will identified the key influencers
- 50. Group/Forum/Blog Participation Key Actions: Search for relevant groups/forums/blogs etc Draw up a long list Agree a short-list of the most relevant groups/forums/blogs Join Lurk in the spaces for at least a month before posting (listen and learn the netiquette of the group) Start to participate BUT DON’T SELF PROMOTE OR SELL Cultivate high value relationships
- 51. Group/Forum Participation • The Social Media Landscape Analysis will identified the main groups/forums etc
- 52. Initiative 7 Develop Proprietary Social Media Channels
- 53. Social Media Channels • Fully develop ‘proprietary’ social media channels • The following channels should be fully developed: Kube Blog Twitter (company and personal) Linkedin Personal Pages Linkedin Brand/Company Page ‘YouTube’ Facebook/Google + should be developed if and when time/resources allow
- 54. Social Media Channels • An integrated and coordinated approach should be adopted to ensure consistency of brand message, content tone, theme etc across all channels • Action Plans will be developed for each channel covering the following...........
- 55. Channel Action Plans • Channel objectives and business benefits • Channel KPIs and targets • Key success factors – the 4Cs – Customers – Content – Conversations – Conversion
- 56. Channel Action Plans • Channel Actions – Channel set-up tasks – Content Plan (see later) – Channel management tools to be used • Channel performance measurement and tools to be used • Organisation, Resources, People, ‘Mindset’ issues – proper use ‘Policies and Guidelines’
- 57. Channel Set Up Issues • Page Set Up • Profile • Design • Basic Layout • Terminology • Features/Functions • Integration options
- 58. Content Plan A template is available for agreeing a Content Plan for each channel covering: •Frequency of updates •Tone/Theme •Topics •Post Types (update, video, image) •Own/Other Peoples Content (OPC) •Sources of Inspiration •Participation in other native places •Response Policy •Organisation, Resources and People
- 59. A brief word on each channel……..
- 60. Kube Blog Will become the main ‘story telling’ channel for the brand; a key channel for customer/market ‘education’ KPIs and targets will include – number/quality of page views per month (target of 2,500 within six months would be realistic); quality of feedback/comments made; actionable insight derived; referrals to the web site; enquiries and engagement; impact of the blog on search engine position of the main site; impact on brand awareness, visibility, integrity; personalise the brand; number of email/RSS feed registrations etc
- 61. Kube Blog Customers - at least initially, the blog will focus mainly on existing 20/30 high growth potential customers; the ‘Target for Development 100’; Scotland’s top 300 SMEs; potential partners ‘Key Influencers’ should be invited to do guest blogs Content Policy – 3 to 5 times per week but not all posts need to be ‘organically prepared’; the Social Media Listening System will identify the ‘hot’ topics generating interest; vary the type of content posted e.g. text, videos, images etc; use the Social Media Listening System as a ‘source of inspiration’; refer to the very detailed Customer Segmentation Analysis; posts should be kept short and concise; as well as promoting the brand, blog content should establish Kube as a ‘thought leader’ in ‘Managed Services’
- 62. Kube Blog Build the blog using Wordpress and ‘stand alone’ from the BN web site Wordpress provides an easy to use Content Management System for blog updates Blog address should be www.kubeblog.com or similar
- 63. Kube Blog Wordpress stats provide a useful snapshot of blog performance Google Analytics can be embedded to provide a more detailed performance Analysis Important blog management issues need to be decided in terms of roles and responsibilities The blog should be closely integrated with all other social media channels
- 64. Twitter Twitter has major potential to be developed as a key platform for customer interaction and engagement Will require a proactive, hands-on approach and the right ‘organisational mindset’ KPIs and targets – the performance and impact of the Kube Twitter channel can be measured to a very high degree of accuracy. KPIs would include: number/quality of followers; you follow; growth in numbers; number and type of tweet sent; number/per cent of RTs; reach, influence, amplification; visits to the web site/blog from Twitter etc. A range of tools are available to support on-going performance measurement
- 65. Twitter A key issue to address is the balance between ‘personal’ and ‘Kube brand’ accounts – see recent Twitter brand page changes Basic lay-out of the pages Profile, Messages, Who to Follow, Account Settings, Search, Design – can be customised to some extent Customers - at least initially, the Twitter accounts will focus on the same customer groups as the Kube blog. A key priority should be to identify and connect with ‘Key Influencers’ i.e. those tweeting about ‘cloud’ issues. Tools are available for identifying the right type of person to follow but be very careful in their us
- 66. Twitter Content Policy – as for the blog, an agreed Content Policy should be put in place covering frequency of posts, topic, tone, theme, type of tweet (e.g. plain tweet, reply, link, retweet etc) Some Advice – don’t tweet too often or too many tweets at the same time; your tweets should add value, people will unfollow if you constantly talk about ‘YOU’; balance your tweets between plain tweets, replies, links, RTs etc; twitter is NOT a broadcast channel, engage in two-way dialogue – this will require time and effort and some staff training; be ‘customer led’
- 67. Linkedin A key issue to address is the balance between ‘personal’ and ‘Kube brand’ Linkedin profiles Just very recently, Linkedin have considerably improved the functionality of their Company Pages – see - http://learn.linkedin.com/company-pages/ - this provides interesting opportunities for Kube to establish a strong brand profile on Linkedin. We are currently exploring the best way to do this and will revert back with clear recommendations very soon Linkedin can also be used to research and identify key individuals that Kube should connect with
- 68. You Tube Initially, YouTube should be set up as a ‘supporting channel’. In other words, with little time and effort, a Kube YouTube Channel could be set up using existing content e.g. ‘cloud’ related videos already on Youtube and anything currently available internally Where appropriate, some of these videos can be used to provide embedded content on the other channels – mainly the blog Medium-to-longer term there is significant potential for using YouTube to educate the market
- 69. Initiative 8 Medium Term Developments Once a strong Social Media foundation has been established (Initiatives 1 to 7), the company should explore the potential of developing and implementing a viral marketing campaign leveraging on its early success in social media. Also, the potential for applying SM internally should be explored
- 71. The Main Obstacle In our experience, organisational, people and resource issues become the main barriers to achieving the business benefits to be derived from a successful Social Media Strategy If the company is in general agreement with the main thrust of the recommendations contained in this presentation then a number of key questions need to be addressed…….
- 72. Key Organisational Questions • Do we have the right organisational ‘culture’ and ‘mindset’ for Social Media? ‘Be social before doing social!’ • Is the right organisational and decision-making structure in place? • Has agreement been reached on resource allocation? • Who will be responsible for your social media activities? • What balance has been agreed between internal and external roles and responsibilities? • Who is the Social Media Champion? • Do you have agreed Social Media Policies and Guidelines in place covering ‘Proper Use’, ‘Content Management’, ‘Customer Response Times/Quality’ and ‘Legal’ aspects?
- 73. Performance Measurement and Business Impact
- 74. Performance Measurement To ensure that the Social Media Strategy delivers high ROI, performance measurement should be undertaken at three main levels: •Individual social media channels •Overall ‘buzz’ •Business Impact
- 75. Next Steps Agree Key Objectives, Targets, KPIs, Customer Groups Agree the Key Initiatives and Actions to be taken Undertake the Social Media Landscape Analysis Set up the Social Media Listening System (Requirements Spec) Build proprietary channels Agree Organisational, Resource and People Issues
- 76. Thank You