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
III
IV V
1 AWARENESS
2 KNOWLEDGE
3 INTEREST
4 ACTION
5 ADVOCACY
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
III
IV V
1 AWARENESS
2 KNOWLEDGE
3 INTEREST
4 ACTION
5 ADVOCACY
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
III
IV V
1 AWARENESS
2 KNOWLEDGE
3 INTEREST
4 ACTION
5 ADVOCACY
• Number of applicants to job postings
• User generated content
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%
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
PART ①
•
PART ②
PART ③
PART ④
PART ⑤
PART ⑥
Metric example
4
ACTION
• Completed participate on sign-up form in micro-websites
Slide #15
63
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
2 KNOWLEDGE
• Number of tweet clicks leading to the tweets
Slide #16
64
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
• Favorites • Replies • Retweets
Slide #16
65
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
• Hashtags (#) • Mentions (@)
Slide #16
66
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 clicks on links in the tweet
Slide #16
67
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
• Event check-in’s
Slide #17
68
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
• Page mentions and tags
Slide #17
69
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
• Key search words
Slide #18
70
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 times appeared in search results
Slide #18
71
Appendix United Way Allegheny County Social Media Analysis for Strategic Plan
Slide #21
PART ①
•
PART ②
PART ③
PART ④
PART ⑤
PART ⑥
Google Analytics Example
Ref.: Google Analytics
72
Appendix United Way Allegheny County Social Media Analysis for Strategic Plan
Slide #22
PART ①
•
PART ②
PART ③
PART ④
PART ⑤
PART ⑥
Google Analytics Example
Ref.: Google Analytics
73
Appendix United Way Allegheny County Social Media Analysis for Strategic Plan
PART ①
•
PART ②
PART ④
PART ⑤
PART ⑥
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.”
Slide #29
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.
74
Appendix United Way Allegheny County Social Media Analysis for Strategic Plan
PART ①
•
PART ②
PART ④
PART ⑤
PART ⑥
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.”
Slide #29
PART ③
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.
75
Appendix United Way Allegheny County Social Media Analysis for Strategic Plan
PART ①
•
PART ②
PART ③
PART ④
PART ⑥
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.
Slide #29
PART ⑤
•
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.
76
Appendix United Way Allegheny County Social Media Analysis for Strategic Plan
PART ①
•
PART ②
PART ③
PART ④
PART ⑥
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
Slide #29
PART ⑤
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.
77
Appendix United Way Allegheny County Social Media Analysis for Strategic Plan
PART ①
•
PART ②
PART ③
PART ④
PART ⑥
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)
Slide #29
PART ⑤
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.
78
Appendix United Way Allegheny County Social Media Analysis for Strategic Plan
PART ①
•
PART ②
PART ④
PART ⑤
PART ⑥
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
•
Slide #29
PART ③
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
79
Appendix
PART ①
United Way Allegheny County Social Media Analysis for Strategic Plan
EXAMPLES
PART ② NAVIGATION
LOOK & FEEL
PART ③ USABILITY
READABILITY
PART ④
PART ⑤
PART ⑥
MAINTENANCE
• 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”
Slide #37
80
Appendix
PART ①
United Way Allegheny County Social Media Analysis for Strategic Plan
EXAMPLES
PART ② NAVIGATION
PART ③
LOOK & FEEL
USABILITY
READABILITY
PART ④
PART ⑤
PART ⑥
MAINTENANCE
• User’s journey to a video clip takes three clicks
CLICK 1
CLICK 2
CLICK 3
Slide #37
81
Appendix
PART ①
United Way Allegheny County Social Media Analysis for Strategic Plan
EXAMPLES
Slide #37
PART ② NAVIGATION
LOOK & FEEL
PART ③ USABILITY
READABILITY
PART ④
PART ⑤
PART ⑥
MAINTENANCE
• Lack of consistency among main and program websites
82
Appendix
PART ①
United Way Allegheny County Social Media Analysis for Strategic Plan
EXAMPLES
Slide #37
PART ② NAVIGATION
LOOK & FEEL
PART ③ USABILITY
READABILITY
PART ④
PART ⑤
PART ⑥
MAINTENANCE
• No strategic use of color, generating unattractive
83
Appendix
PART ①
United Way Allegheny County Social Media Analysis for Strategic Plan
EXAMPLES
Slide #37
PART ② NAVIGATION
LOOK & FEEL
PART ③ USABILITY
READABILITY
PART ④
PART ⑤
PART ⑥
MAINTENANCE
• Major call-to-action menu is in no way emphasized
84
Appendix
PART ①
United Way Allegheny County Social Media Analysis for Strategic Plan
EXAMPLES
Slide #37
PART ② NAVIGATION
LOOK & FEEL
PART ③ USABILITY
READABILITY
PART ④
PART ⑤
PART ⑥
MAINTENANCE
• The film menu is placed as top menu and photos menu is at the bottom along with other ancillary menus
85
Appendix
PART ①
United Way Allegheny County Social Media Analysis for Strategic Plan
EXAMPLES
Slide #37
PART ② NAVIGATION
LOOK & FEEL
PART ③ USABILITY
READABILITY
PART ④
PART ⑤
PART ⑥
MAINTENANCE
• Inactive buttons
86
Appendix
PART ①
United Way Allegheny County Social Media Analysis for Strategic Plan
EXAMPLES
Slide #37
PART ② NAVIGATION
LOOK & FEEL
PART ③ USABILITY
READABILITY
PART ④
PART ⑤
PART ⑥
MAINTENANCE
• Broken links pushes users to leave the site
87
Appendix
PART ①
United Way Allegheny County Social Media Analysis for Strategic Plan
EXAMPLES
Slide #37
PART ② NAVIGATION
LOOK & FEEL
PART ③ USABILITY
READABILITY
PART ④
PART ⑤
PART ⑥
MAINTENANCE
• Text heavy pages
88
Appendix
PART ①
United Way Allegheny County Social Media Analysis for Strategic Plan
EXAMPLES
Slide #37
PART ② NAVIGATION
LOOK & FEEL
PART ③ USABILITY
READABILITY
PART ④
PART ⑤
PART ⑥
MAINTENANCE
• Broken links pushes users to leave the site
89
Appendix
PART ①
United Way Allegheny County Social Media Analysis for Strategic Plan
EXAMPLES
Slide #37
PART ② NAVIGATION
LOOK & FEEL
PART ③ USABILITY
READABILITY
PART ④
PART ⑤
PART ⑥
MAINTENANCE
• Lack of prompt updates
90
END OF DOCUMENT