Unitedway final report slides

Social Media Analysis for Future Strategic Planning United Way Allegheny County

Measuring Social Media May 2014

Table of Contents United Way Allegheny County Social Media Analysis for Strategic Plan

I

INTRODUCTION (1) TEAM MEMBERS (2) PROJECT PURPOSE & SCOPE

II

PROJECT OVERVIEW (1) BACKGROUND (2) PREMISE (3) FRAMEWORK

III

RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS (0) USER BEHAVIOR MODEL & LEVEL OF MEASUREMENT (1) MEASURING VOLUME – STRENTHEN PRESENCE (2) MEASURING ACTIVITIES – INCREASE ENGAGEMENT (3) MEASURING PERFORMANCE – IMPROVE IMPACT

IV

RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS (0) SOCIAL MEDIA MANAGEMENT MODEL (1) PEOPLE (2) CHANNEL (3) CONTENT

V

FINAL TAKEAWAY

VI

APPENDIX

I

INTRODUCTION (1) TEAM MEMBERS (2) PROJECT PURPOSE & SCOPE

II

PROJECT OVERVIEW (1) BACKGROUND (2) PREMISE (3) FRAMEWORK

III

RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS (0) USER BEHAVIOR MODEL & LEVEL OF MEASUREMENT (1) MEASURING VOLUME – STRENTHEN PRESENCE (2) MEASURING ACTIVITIES – INCREASE ENGAGEMENT (3) MEASURING PERFORMANCE – IMPROVE IMPACT

IV

RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS (0) SOCIAL MEDIA MANAGEMENT MODEL (1) PEOPLE (2) CHANNEL (3) CONTENT

V

FINAL TAKEAWAY

VI

APPENDIX

I. INTRODUCTION (1) Team Members I

Yi Liang

II

Ankit Shah

III

MISM Data Analyst

IV

HCPM Business Strategist

Sophia Ahn MAM Marketing Strategist

V VI Sophia Ahn

Yi Liang

Yu Ma PROJECT MANAGER

• • • • •

• • • •

Planning Research and review Strategy Development Life cycle mapping Report and Presentation

• • • •

Research and review Strategy development Insight synthesis Report and presentation

MISM: Master of Information Systems Management HCPM: Healthcare Policy & Management MAM: Master of Arts Management PPM: Public Policy Management

• • • •

Draft Agenda Social Media Data Analytics Strategy Development Report and Presentation

Ankit Shah

Yu Ma

Rui Zhang

PPM • Understanding • Market research Dataof Analyst • Trend analysis the working the system • Social media • Data Analytics strategy Tools benchmarking Rui Zhang • Google & case study Facebook • Brandwatch/Com MAM analytics score data Research Analyst • Strategy & analysis Direction • Presentation • Presentation 3

I. INTRODUCTION (2) Purpose and Scope I

II III IV V VI

• Conduct analysis on UWAC’s current online presence to provide a direction for suture social media strategic plan that aims to foster donors and elevate engagement of social engager base

STEP I

STEP II

As-is Analysis

Benchmark Analysis

STEP III

Strategic Direction

4

I

INTRODUCTION (1) TEAM MEMBERS (2) PROJECT PURPOSE & SCOPE

II

PROJECT OVERVIEW (1) BACKGROUND (2) PREMISE (3) FRAMEWORK

III

RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS (0) USER BEHAVIOR MODEL & LEVEL OF MEASUREMENT (1) MEASURING VOLUME – STRENTHEN PRESENCE (2) MEASURING ACTIVITIES – INCREASE ENGAGEMENT (3) MEASURING PERFORMANCE – IMPROVE IMPACT

IV

RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS (0) SOCIAL MEDIA MANAGEMENT MODEL (1) PEOPLE (2) CHANNEL (3) CONTENT

V

FINAL TAKEAWAY

VI

APPENDIX

II. PROJECT OVERVIEW (1) Background I II

Top channels in connecting with people

III IV

WEBSITE

SOCIAL MEDIA

MOBILE

Marketing Success #1 Staying in Touch #1

Marketing Success #2 Staying in Touch #3

Giving & Donating #1

V VI

(Millennials, Generation X)

Slide #56 6

II. PROJECT OVERVIEW (1) Background I

UWAC’s current online communication state

II

III IV

•

V VI

Emails do not direct users to the website or social accounts

• Disconnect •

x x

Too many accounts under one channel

• Unnecessary complexity •

Unclear call-to-action in websites

•

No app or mobile-web capability

• Distracted user path (email)

(Social Media)

(Program websites)

(UWAC website)

• Incompatibility with mobile

7

II. PROJECT OVERVIEW (2) Premise I

Premise I – User’s final destination

II

III IV V VI

Website should be the final destination for users Social media should act as support channels to drive up more meaningful traffic to the website

(email)

(Social Media)

(Program websites)

(UWAC website)

8

II. PROJECT OVERVIEW (2) Premise I

Premise II – Internal and external factors

II

III IV

[Social Activeness Stages]

V VI INTERNAL FACTORS

Proliferating

Expanding

Activating

• Social activeness depends on internal and external factors • Internal business practices should sync up with external user behaviors Understanding the current position of social activeness stage is critical in determining relevant future actions

EXTERNAL FACTORS Slide #59 9

II. PROJECT OVERVIEW (3) Framework I II

III IV V

How to collect and measure data on user behavior

How to achieve best practices within UWAC

VI

External

Internal

User Behavior Model

Social Management Model

1

2

3

4

5

+

10

I

INTRODUCTION (1) TEAM MEMBERS (2) PROJECT PURPOSE & SCOPE

II

PROJECT OVERVIEW (1) BACKGROUND (2) PREMISE (3) FRAMEWORK

III

RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS (0) USER BEHAVIOR MODEL & LEVEL OF MEASUREMENT (1) MEASURING VOLUME – STRENTHEN PRESENCE (2) MEASURING ACTIVITIES – INCREASE ENGAGEMENT (3) MEASURING PERFORMANCE – IMPROVE IMPACT

IV

RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS (0) SOCIAL MEDIA MANAGEMENT MODEL (1) PEOPLE (2) CHANNEL (3) CONTENT

V

FINAL TAKEAWAY

VI

APPENDIX

III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS (0) User Behavior Model & Level of Measurement I

User Behavior Model

II III

IV V VI

1

2

3

4

5

AWARENESS

KNOWLEDGE

INTEREST

ACTION

ADVOCACY

Recognize that UWAC exists

Understand specific causes and programs

Participate and show support

Create own media content and recruit peers

Want to get more involved

12

III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS (0) User Behavior Model & Level of Measurement I

Level of Measurement

II III

IV V VI

1

Measuring volume To Strengthen Presence

2

Measuring activities To Increase Engagement

3

Measuring performance To Improve Impact 13

III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS (1) Measuring Volume – Strengthening presence I

Measuring Volume

II III

IV V VI

• To strengthen presence by tracking selected and individual metrics o Each social channel has a different range of user activity o Same action can mean different level of engagement o Not all metrics are relevant to every organization 1

2

3

4

5

AWARENESS

KNOWLEDGE

INTEREST

ACTION

ADVOCACY

14

III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS (1) Measuring Volume – Strengthening presence I II

• Website

III

IV V

1 AWARENESS

2 KNOWLEDGE

3 INTEREST

4 ACTION

5 ADVOCACY

WEBSITE

VI

• Total visits

• Revisits

• Total revisits

• Greater than 5 total page views

• Total unique visits • Bounce rate • Visitors staying less than 1 min

• Number of clicks on ‘volunteer’, ‘advocate’, ‘give’ and ‘your $ at work’ • Number of inquiries sent from website

• Number of donations made through ‘Individual donor’ link

• Visitors repeating ‘Action’ behavior

• Completed participate on sign-up form in micro-websites

Slide #60-63 Ref. Google Analytics

15

III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS (1) Measuring Volume – Strengthening presence I II

• Twitter

III

IV V

1 AWARENESS

2 KNOWLEDGE

3 INTEREST

4 ACTION

5 ADVOCACY

TWITTER

VI

• Total followers

• Number of tweet clicks leading to the tweets

• Favorites

• Hashtags (#)

• Replies

• Mentions (@)

• Retweets

• Number of clicks on links in the tweet

• Un-follows

• User-created tweets

Slide #64-67 Ref. Twitter

16

III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS (1) Measuring Volume – Strengthening presence I II

• Facebook

III

IV V

1 AWARENESS

2 KNOWLEDGE

3 INTEREST

4 ACTION

5 ADVOCACY

FACEBOOK

VI

• Total reach • Total fans

• Post reach

• Post likes

• Event check-in’s

• Comments

• Page mentions and tags

• Shares

• Number of clicks on links in posts

• Un-likes

• User-created postings

Slide #68-69 Ref. Facebook

17

III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS (1) Measuring Volume – Strengthening presence I II

• LinkedIn

III

IV V

1 AWARENESS

2 KNOWLEDGE

3 INTEREST

4 ACTION

5 ADVOCACY

• Number of applicants to job postings

• User generated content

LINKEDIN

VI

• Page views

• Total followers

• Likes • Comments • Shares • Key search words • Number of times appeared in search results • Un-follows

Slide #70-71 Ref. LinkedIn

18

III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS (2) Measuring Activities – Increase Engagement I

Measuring Activities

II III

IV V VI

• To Increase Engagement by observing trends and measure combination of metrics

1

2

3

4

5

AWARENESS

KNOWLEDGE

INTEREST

ACTION

ADVOCACY

19

III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS (2) Measuring Activities – Increase Engagement I II III

IV V VI

• Observing trends & combination of metrics o Duration + Source + Season + User journey o Data-centric planning 1

Observe 2

Set Goal 3

Take Action 4

Measure & Evaluate

20

III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS (2) Measuring Activities – Increase Engagement I II III

IV V VI

• Key questions o When and which landing page has meaningful visits? How long do they stay? o From where those traffics are generated? Do they visit other pages?

1

Observe

Slide #72 21

III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS (2) Measuring Activities – Increase Engagement I II III

IV V VI

• Key questions o When and which landing page has meaningful visits? How long do they stay? o From where those traffics are generated? Do they visit other pages?

1

Observe

Slide #73 22

III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS (2) Measuring Activities – Increase Engagement I II III

IV V VI

• Key questions o Increasing which level of engagement? o When, where, and how?

1

Observe

❶ Close to recruiting season,

❷ convert the

visitors with motivation in career (knowledge) to the ones with (interest) in getting involved with UWAC’s programs, ❸ through career related pages

2

Set Goal

Timing

Landing page

Lead

KNOWLEDGE

INTEREST

23

III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS (2) Measuring Activities – Increase Engagement I II III

IV V VI

• Key questions o Do more, Change, Add, Remove? o Feasible? Effective?

1

Observe 2

Set Goal 3

Take Action

24

III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS (2) Measuring Activities – Increase Engagement I II III

IV V VI

• Key questions o Compare before and after, increased? Decreased? o Worked? Didn’t work?

1

Observe 2

Set Goal

KNOWLEDGE

INTEREST

3

Take Action 4

Measure & Evaluate

25

III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS (3) Measuring Performance – Improve Impact I

Measuring Activities

II III

IV

• To Improve Impact by converging the channels in a holistic manner

V VI

Ref.

1

2

3

4

5

AWARENESS

KNOWLEDGE

INTEREST

ACTION

ADVOCACY

26

III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS (3) Measuring Performance – Improve Impact I II III

IV V VI

• UWAC’s utilization of the current analytic tools is staying at the fundamental and individual level

Understanding the value of social media activities requires more sophisticated analytics

27

III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS (3) Measuring Performance – Improve Impact I II III

IV V VI

• UWAC’s utilization of the current analytic tools is staying at the fundamental and individual level

Holistic measurement of online communication activities needs technology and/or expert support

28

III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS (3) Measuring Performance – Improve Impact I II III

IV V

• To measure impact, technology/expert support is needed [Vendor List] • LITHIUM

VI

[Criteria List] Integration of Social Media

Email & Website Tools and Analytics

Campaign, event Measurement

Competitor Analysis

Non-Profit Specialty

Content Tools and Analytics

Integration of Legacy CRM

Internal Social Team Capability

Mobile-Friendly

Customization of Metrics

Labeling

• SPREADFAST • RADIAN 6 • SMALLACT • KISSMETRICS • HUBSPOT

Relevant criteria

Slide #74-79 29

III. RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS (3) Measuring Performance – Improve Impact I II

• Team’s evaluation result on six vendors

III

Good

Fair

Not Much

IV V VI

Integration of Social Media

Email & Website Campaign, event Customization of Tools and Analytics Measurement Metrics

Internal Social Team Capability

30

I

INTRODUCTION (1) TEAM MEMBERS (2) PROJECT PURPOSE & SCOPE

II

PROJECT OVERVIEW (1) BACKGROUND (2) PREMISE (3) FRAMEWORK

III

RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS (1) (2) (3) (4)

IV

(0) USER BEHAVIOR MODEL & LEVEL OF MEASUREMENT MEASURING VOLUME – STRENTHEN PRESENCE MEASURING ACTIVITIES – INCREASE ENGAGEMENT MEASURING PERFORMANCE – IMPROVE IMPACT

RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS (0) SOCIAL MEDIA MANAGEMENT MODEL (1) PEOPLE (2) CHANNEL (3) CONTENT

V

FINAL TAKEAWAY

VI

APPENDIX

IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS (0) Social Media Management Model I II

Social Media Management Model

III IV

V VI

PEOPLE

CHANNEL Highway infrastructure for intelligible information

Talent needed to manage online social presence

CONTENT Audience response to messages and their delivery 32

IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS (1) People I

People

II III IV

V VI

• Key questions o What makes successful social media communication implementation?

STRATEGY KNOWLEDGE Up-to-date understanding of organization’s goals and efforts

Ability to execute a strategic approach

DILIGENCE Constant surveillance of the fastpaced social world

33

IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS (1) People I II III IV

V VI

Investing in an in-house communication department and/or social media management internal staff is desirable

34

IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS (2) Channel I

Channel – Consolidation

II III IV

V VI

• Key questions o How UWAC’s online channel mechanism can be improved?

Confused • Distracted • Lost

Clear • Focused • On Course First contact

Consolidation

Action by user on website 35

IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS (2) Channel I II III IV

V

Consolidation of dispersed accounts of one social channel is desirable

VI

36

IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS (2) Channel I

Channel – Website

II III IV

V VI

• Key questions o Is UWAC’s main website functioning well enough to be a final destination for users?

Website Evaluation Categories

NAVIGATION

LOOK & FEEL

USABILITY

READABILITY

MAINTENANCE

Slide #80-90 37

IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS (2) Channel I II III IV

V VI

Updating and renovating website to keep pace with the web 2.0 trend is desirable Consistency in design Strong Visual Hierarchy Simple click path

Up-to-date information

Easier navigation

38

IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS (3) Content I

Content

II III IV

V VI

QUALITY

Quality message matters.

USERORIENTED

It’s about them, not us.

SUPPORT

Systematic support is important.

39

IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS (3) Content I

Strategic Hashtag

II III

QUALITY

IV

V VI

Organization & program-based ▶Trending or theme-based

USERORIENTED SUPPORT

A Colorful and Popular Twitter Conversation Between U.K.’s Top Snack Producers After Customer Complaint

Oreo’s creative use of Fashion Week

Better accessibility, more stories, diversification 40

IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS (3) Content I

System to Collect

II III

Have implementation partners provide clean, heartwarming, and visual media

QUALITY

IV

V VI

USERORIENTED SUPPORT

8 - 29 - 2013 to 5 - 7 – 2014 Most recent news update was 8 months, 1 week, 2 days ago

Only story in “Stories of Volunteers” is the assistance provided by the Allegheny Fire Department in removing snow during a dateless period

Better accessibility, more stories, diversification 41

IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS (3) Content I

Gamification

II III

Reward participation by giving virtual recognition

QUALITY

IV

V VI

(e.g., highlighting donor levels)

Games promotes motivation to be further engaged

USERORIENTED SUPPORT

Jive Software

Super Civic Quest: Facebook hide-and-seek game that motivates users to learn more about the new Honda Civic coupe

#HGGameDay - Home Depot’s Instagram photo contest during college football season

Fun, Enjoyable, Convenient 42

IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS (3) Content I

Burrito Time

II III

QUALITY

IV

V VI

Increase social media activity during lunch hours (i.e., 12 - 2 PM for UWAC specifically) on the weekdays to catch more attention of users

USERORIENTED SUPPORT

•

•

Burrito Time: Optimal period during lunch break hours when employees check social accounts Through the statistical analysis of social media activity, the Burrito Time for UWAC was calculated to be at 12 - 2 PM

Convenient, personalized 43

IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS (3) Content I

Email Strategy

II III

QUALITY

IV

V VI

USERORIENTED

The content, delivery, and strategic approach of emails have to be reassessed for social media in light of the constraint of the workplace.

Catchy Title

SUPPORT

• US Navy teaching algebra to a village of 80 children in rural Malaysia Learn More Link

STAY CONNECTED!

•

For example, future emails sent to corporate partners may only be a way to collect personal contact information of the donors so that the CRM system can forward UWAC content to personal email addresses The donor then can review the message at a more convenient time

Personalized, easy, effective, intimate 44

IV. RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS (3) Content I

Search Engine Optimization

II III

QUALITY

IV

V VI

USERORIENTED

Make websites search engine friendly by incorporating more recognizable search terms in title tags, urls and meta description Off the Radar

Visible

SUPPORT • 21 and Able • PA 211 • United Way Pittsburgh Donate, volunteer, Pittsburgh, healthcare, human services, disability, young people

• Be a 6th Grade Mentor • #5 Search Result Mentor, volunteer, Pittsburgh

• PGH Free Taxes • #1 Search Result Free tax prep Pittsburgh

High visibility, more connection, easy access 45

I

INTRODUCTION (1) TEAM MEMBERS (2) PROJECT PURPOSE & SCOPE

II

PROJECT OVERVIEW (1) BACKGROUND (2) PREMISE (3) FRAMEWORK

III

RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS (1) (2) (3) (4)

IV

(0) USER BEHAVIOR MODEL & LEVEL OF MEASUREMENT MEASURING VOLUME – STRENTHEN PRESENCE MEASURING ACTIVITIES – INCREASE ENGAGEMENT MEASURING PERFORMANCE – IMPROVE IMPACT

RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS (1) (2) (3) (4)

(0) SOCIAL MEDIA MANAGEMENT MODEL PEOPLE CHANNEL CONTENT

V

FINAL TAKEAWAY

VI

APPENDIX

V. FINAL TAKEAWAY I II

•

Acknowledge where UWAC stands in social activeness stages

III IV V

VI

47

V. FINAL TAKEAWAY •

I II

•

III IV VI

Internal

External

V 1

2

3

Acknowledge where UWAC stands in social activeness stages Develop strategic approach both internally and externally

4

5

+

48

V. FINAL TAKEAWAY •

I II

•

III IV

•

V

VI

Final destination

Strong Visual Hierarchy

Consistency in design

Simple click path

Acknowledge where UWAC stands in social activeness stages Develop strategic approach both internally and externally Website should be final destination - Website renovation should be first priority

Up-to-date information Easier navigation

49

V. FINAL TAKEAWAY •

I II

•

III IV

•

V

VI

• Consolidation

Acknowledge where UWAC stands in social activeness stages Develop strategic approach both internally and externally Website should be final destination - Website renovation should be first priority Consolidate dispersed accounts and providing focused pathway for users

50

V. FINAL TAKEAWAY •

I II

•

III IV

•

V

VI

1 AWARENESS

2 KNOWLEDGE

3 INTEREST

4 ACTION

5 ADVOCACY

• •

Acknowledge where UWAC stands in social activeness stages Develop strategic approach both internally and externally Website should be final destination - Website renovation should be first priority Consolidate dispersed accounts and providing focused pathway for users Understand UWAC’s User Behavior Model and - Measure volume to strengthen presence - measure activities to increase engagement - measure performance to improve impact

51

V. FINAL TAKEAWAY I

•

II III

•

IV V

•

VI

• •

•

Acknowledge where UWAC stands in social activeness stages Develop strategic approach both internally and externally Website should be final destination - Website renovation should be first priority Consolidate dispersed accounts and providing focused pathway for users Understand UWAC’s User Behavior Model and - Measure volume to strengthen presence - measure activities to increase engagement - measure performance to improve impact Hire a vendor for holistic and more sophisticated measurement

52

V. FINAL TAKEAWAY •

I II

•

III IV

•

V

VI

• QUALITY

•

USER-ORIENTED

SUPPORT

• •

Acknowledge where UWAC stands in social activeness stages Develop strategic approach both internally and externally Website should be final destination - Website renovation should be first priority Consolidate dispersed accounts and providing focused pathway for users Understand UWAC’s User Behavior Model and - Measure volume to strengthen presence - measure activities to increase engagement - measure performance to improve impact Hire a vendor for holistic and more sophisticated measurement Hire internal staff for more relevant and effective social communication

53

I

INTRODUCTION (1) TEAM MEMBERS (2) PROJECT PURPOSE & SCOPE

II

PROJECT OVERVIEW (1) BACKGROUND (2) PREMISE (3) FRAMEWORK

III

RECOMMENDATIONS – STRATEGY FOR EXTERNAL FACTORS (1) (2) (3) (4)

IV

(0) USER BEHAVIOR MODEL & LEVEL OF MEASUREMENT MEASURING VOLUME – STRENTHEN PRESENCE MEASURING ACTIVITIES – INCREASE ENGAGEMENT MEASURING PERFORMANCE – IMPROVE IMPACT

RECOMMENDATIONS – STRATEGY FOR INTERNAL FACTORS (1) (2) (3) (4)

(0) SOCIAL MEDIA MANAGEMENT MODEL PEOPLE CHANNEL CONTENT

V

FINAL TAKEAWAY

VI

APPENDIX

Appendix United Way Allegheny County Social Media Analysis for Strategic Plan

PART ① - Context Review PART ② - Social Activeness Index

PART ③ - Metric Examples PART ④ - Google Analytics Example PART ⑤ - Vendor Study PART ⑥ - Website Evaluation

Appendix United Way Allegheny County Social Media Analysis for Strategic Plan

PART ①

•

PART ②

PART ③

PART ④

PART ⑤

PART ⑥

How Different Generations Donate GIVING BY CHANNEL & GENERATION IN AMERICA

Gen Y (18-32)

Gen X (33-48)

Boomers (49-67)

Matures (68 +)

Slide #6

Mobile phone

Work place

Retail purchase

Org.’s website

Honor/ tribute

Direct mail

Behalf of org.

Monthly

62% 62%

59% 59%

53%

47% 47%

43%

-

-

-

47% 47%

53% 53%

49%

40% 40%

60% 60%

-

-

-

-

46% 46%

-

42% 42%

-

40%

30%

21%

-

-

-

-

-

52% 52%

34%

-

Ref. “The Next Generation of American Giving,” Blackbaud

56

Appendix United Way Allegheny County Social Media Analysis for Strategic Plan

PART ①

•

PART ②

PART ③

PART ④

PART ⑤

PART ⑥

How People Stay in Touch with the Organization They Donate to IMPORTANT WAYS TO STAY IN TOUCH

32% 32%

website website newsletter

28%

events

27%

email

23%

social social

Slide #6

13% 13%

mobile app.

3%

text message

3%

Ref. “The Next Generation of American Giving,” Blackbaud

57

Appendix United Way Allegheny County Social Media Analysis for Strategic Plan

PART ①

•

PART ②

PART ③

PART ④

PART ⑤

PART ⑥

Activities Contributing to Marketing Success ACTIVITIES CONTRIBUTING TO MARKETING SUCCESS Design, development and maintenance of the Corporate Website Marketing on Social Networks (Facebook, LinkedIn, Twitter)

43

Digital or Online Advertising

43

45

35

CMS Commerce experience

27

search marketing

26

email marketing

24

mobilemarketing

24

analytics

24

company blog

Slide #6

Ref. “The Next Generation of American Giving,” Blackbaud

6

58

Appendix United Way Allegheny County Social Media Analysis for Strategic Plan

PART ①

•

PART ②

PART ③

PART ④

PART ⑥

Social Activeness Stages

SOCIAL ACTIVENESS STAGES

ORGANIZATION

3

UWAC’S CURRENT POSITION & GOAL

1

ACTIVATING

2

EXPANDING

3 PROLIFERATING

2 1

UWAC

PATRONS

1 2 3

Slide #9

PART ⑤

ACTIVATING EXPANDING PROLIFERATING

Recognized

Tested

Planning

• Importance of social media • How to connect with Millennials

• Activated most popular social services • Trying different methods to enhance engagement

• Reviewing as-is • Preparing for strategic plan • Setting direction and considering vendors

Ref. “The Social Engagement Index – A benchmark Report by Spredfast,” Spreadfast

59

Appendix United Way Allegheny County Social Media Analysis for Strategic Plan

PART ①

•

PART ②

PART ③

PART ④

PART ⑤

PART ⑥

Metric example

3 INTEREST

• Number of clicks on ‘volunteer’, ‘advocate’, ‘give’ and ‘your $ at work’

Slide #15

60

Appendix United Way Allegheny County Social Media Analysis for Strategic Plan

PART ①

•

PART ②

PART ③

PART ④

PART ⑤

PART ⑥

Metric example

3 INTEREST

• Number of inquiries sent from website

Slide #15

61

Appendix United Way Allegheny County Social Media Analysis for Strategic Plan

PART ①

•

PART ②

PART ③

PART ④

PART ⑤

PART ⑥

Metric example

4

ACTION

• Number of donations made through ‘Individual donor’ link

Slide #15

62

Appendix United Way Allegheny County Social Media Analysis for Strategic Plan

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ACTION

• Completed participate on sign-up form in micro-websites

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2 KNOWLEDGE

• Number of tweet clicks leading to the tweets

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3 INTEREST

• Favorites • Replies • Retweets

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ACTION

• Hashtags (#) • Mentions (@)

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ACTION

• Number of clicks on links in the tweet

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ACTION

• Event check-in’s

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ACTION

• Page mentions and tags

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3 INTEREST

• Key search words

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• Number of times appeared in search results

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Google Analytics Example

Ref.: Google Analytics

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Google Analytics Example

Ref.: Google Analytics

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Vendor Study - Lithium • Serve industries such as food, airline, communication, gaming, IT, publishing, finance, education, automotive, non-profit • Major Client: Pizza Hut, Air Canada, Cisco, Honda, Olympics, the Scleroderma Foundation PRODUCT OUTLINE

“We're combining consumer reach and reputation system with the leading community platform; building a trusted online connection between consumers and the brands they care about.”

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PART ③

Key features: • Role-based UI—good for managing social media team • Integrate Facebook and Twitter into one interface.

• Ready-to-use response templates • Integrate with you original CRM system • Tag, highlight and archive conversations, label contacts • Able to track performance based on campaigns.

• Enable to conduct competitor analysis • Evaluate customer satisfaction with response and social media posts • Diversify contents on your website

• Management-friendly system for Marketing/Social media team • Provide customer satisfaction evaluation

• • VS.

Ref.: http://www.lithium.com/products-solutions/social-media-management http://www.lithium.com/products-solutions/social-media-analytics

Lack of website and email analysis.

Unable to provide solutions to the problems and direct edit on the platform.

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Vendor Study - Lithium • Serve industries such as real-estate, non-profit, food, entertainment, communication advertising/marketing/PR agency • Major Client: HomeAway, AARP, Whole Foods Market, Warner Brother, AT&T, Ogilvy PRODUCT OUTLINE

“Strengthen your social media management with Spredfast, the leader in enterprise social media platforms. Our SMMS delivers hard statistics for your company.”

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Key features: • Set the targeted demographics for your posts.

• Integrate Facebook and Twitter into one interface.

• Tag, highlight and archive conversations, label contacts • Able to track performance based on campaigns.

• Work on mobile devices • Customizable metrics and goals for social media management.

• Build up your content library for social media to expand your social team • Manage different brands.

• Clear indication of progress and level of engagement

• Allow customization for target audience, metric and goals for social media platforms and campaigns • Content Library that allows the every organization employee to access the contents that will be posted on social media

Ref.: http://www.spredfast.com/our-platform/ http://www.spredfast.com/our-platform/performance-index/

• • VS. •

Lack of website and email analysis.

Not a good integration with original CRM, not enough detailed info on individual followers Unable to provide solutions to the problems and direct edit on the platform.

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Vendor Study - Lithium • Serve industries such as food, airline, communication, gaming, IT, publishing, finance, education, automotive, non-profit • Major Client: Pizza Hut, Air Canada, Cisco, Honda, Olympics, the Scleroderma Foundation PRODUCT OUTLINE

“Listen with Radian6” “Social insights that drive real business results.”

Key features: • Word map about hot topics.

• Comprehensive content analysis and management • Detailed demographic info about groups audience • Integrate social platforms into one interface • Integrate with you original CRM system • Tag, highlight and archive conversations, label contacts • Able to track performance based on campaigns.

• Enable to conduct competitor analysis

• Great Content analysis and management • Big company with a large number of users, quality software and services.

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•

VS.

• •

Ref.: http://www.salesforcemarketingcloud.com/products/social-media-listening/

Lack of website and email analysis.

Unintuitive interface Unable to provide solutions to the problems and direct edit on the platform.

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Vendor Study - Lithium Thrive Social CRM PRODUCT OUTLINE

“We give you social data.

You raise more money.”

• Serving non-profit sector: charities, education, healthcare • Major clients: American Diabetes Association, National Wildlife Federation, University of Texas, American Red Cross Key features: • Convert your original CRM system into individual social media profiles • Label and prioritize your contacts • Integrate Facebook and Twitter into one interface.

• Tag conversations for management, schedule posts, • Able to group people by actions or events • Run on the cloud—Portable • Quality client service comes with the product

• •

•

Affordable price Focus on social media: Social CRM for non-profit

• VS.

• Pricing: $1,188 (suggested by the vendor) per user per year for all features

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Ref.: http://smallact.com/software/thrive/ http://smallact.com/software/socialvision/

• •

Lack of website and email analysis.

Unable to track users overall online activities and find problems of communication Not enough insights on detail performance on social media Unable to provide solutions to the problems and direct edit on the platform.

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Vendor Study - Lithium • •

PRODUCT OUTLINE

“Google Analytics tells you what’s happening.

KISSmetrics tells you who’s doing it.”

Serve: communication, telecommunication, services Major Clients: MailChimp, Buffer, LiveChat, Campaign Monitor

Key features: • Google Analytics “add-on” • Find a specific person and see a history of what they have ever done since they get in touch with you online.

• Indicate the what’s preventing people from getting to the next step.

• Group people by actions or events • Analyze effectiveness of marketing of an event/campaign

•

• Analysis people’s actions based on their behavior and process of engagement (online/offline) of events and campaigns Pricing: $150/month (Customer behavior tracking and reporting tools)--$250/month-$500/month (1-on-1 services)

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Ref.: https://www.kissmetrics.com/features

• VS.

• •

Not a strong enough social CRM system.

Unable to connect with your own CRM system.

Not enough insights on overall performance on social media Unable to provide solutions to the problems and direct edit on the platform.

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Vendor Study - Lithium • Serving 17 industries including non-profit sector • Major clients: TheHopeLine, Thunderbird Online, Florida Institute of Technology, National Institute for Fitness & Sports PRODUCT OUTLINE

“All-in-one Inbound Marketing Software” - social media marketing - email marketing, - content management - web analytics - search engine optimization

•

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Pricing: $200/month (basic)--$800/month (Pro)-$2,400/month (Enterprise)

Key features: • Integrate Email, Website, Facebook, Twitter, LinkedIn, and original CRM into one system with comprehensive analysis.

• Track and measure the performance of email, website and social media platforms • Track history of communication and action of individual audience on email, website and social media.

• Provide solutions to the problems of every online presence; • Customize email and website layout for different groups of contacts.

• Tag, highlight and archive conversations with followers.

• Label and prioritize contacts • Work on mobile devices • Manage different brands.

• Provide competitor analysis • Allow A/B testing for website and email • Allow to conduct search engine optimization

•

Ref.: http://www.hubspot.com/products

Integrate email, website and social media in terms of design, test, and measurement, and management

• VS.

•

Unable to cover every detailed metrics on social media Expensive

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• Too many external links in the very front page, as well as a page with important program information

• Mixture of inconsistent target: “open in new window”, “open in same window”, “main frame change”

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• User’s journey to a video clip takes three clicks

CLICK 1

CLICK 2

CLICK 3

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• Lack of consistency among main and program websites

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• No strategic use of color, generating unattractive

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• Major call-to-action menu is in no way emphasized

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• The film menu is placed as top menu and photos menu is at the bottom along with other ancillary menus

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• Inactive buttons

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• Broken links pushes users to leave the site

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• Text heavy pages

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• Broken links pushes users to leave the site

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• Lack of prompt updates

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