Social Media Strategy and Change

In an answer to a LinkedIn question about the definition of Social Media Strategy I answered that we accomodate constantly changing needs and embed them into our Social Media Strategy by defining Strategy as the point at the intersection of Goals, Metrics and Resources.

Flexible Social Media Strategy 

Typically Social Media ‘strategy’ focuses on selling though it is easy to apply Social Media investments to many corporate, profit or not-for profit, NGO or political places and spaces.  Regardless of the venue or business, once the Strategy target is set (Goal, Metrics, Resources) we create relationship maps of People, Process (work) and Content.

Once we determine strategic relationships we then consider Value outcomes of our Social Media Strategy.  Value is different than our Goals though it may also be included in our use of Metrics.  High quality customer relationships is an example of a Value.

Understanding how customers rank Value and then linking it back to our Strategy allows us to work with our next two elements; Content and Learning.

 
Content and Learning

Content takes customers or other value chain partners to the Value that we deliver and helps us learn and deliver learning across our value stream, including our customers. Innovation and market success depends on our ability to understanding learning requirements and deliver them as part of our Value.

Social Media Strategy is only as good as your ability to help people find the relationships they need between People, Work and Content. Learning supports the ability to innovate and ensure that the content is learned to the benefit of value chain partners and customers.

 
Social Media and the Social Graph

Silicon Valley insiders employ the concept of ‘Social Graph’ to Social Media evaluations though it is a ‘command and control’ concept where it is assumed that relationships are fixed. Twitter’s Resonance business model is much better as community members can create temporary relationships and with this we get to our ‘secret’ strategic ingredient–perspective.

We allow our customers or other value chain partners to take any perspective according to their needs. During one social interaction a person may look like one market segment and during another they may look like another–behaviour flexibility matter more than fixed market segments or social graphs where everything is a commodity.

Currently it appears that Twitter’s software platform offers better value faster and from multiple perspectives to community members and so our Strategy starts with Twitter though this may change.

Why do we start with software? It is easier to anchor customer presentations and compare value delivered by other Social Media platforms and advertising campaigns to Twitter’s software and Advertising Resonance model. It is a solid benchmark even if the client need takes us in a different direction whether we employ Social Media for marketing, advertising or deliver other value to value stream partners or even internally for innovation or manufacturing support.

Social Media Behaviours and Infrastructure Investments

Another hidden value offered by a good Social Media Strategy is the ability to understand shifting customer or market behaviours and helping infrastructure projects move forward profitably. Wireless providers typically have a long cycle for infrastructure investments, one which is longer than new product introductions and perhaps new customer behaviours that move from heavy voice use to heavy SMS and video use.

Part of all of our client Social Media Strategy analysis is linking current products and customer behaviours to infrastructure deployments. Once we understand markets are diverging from the value delivered during a deployment we map the new behaviours, hop back into the POS or BI warehouses to adjust demand models, compare anticipated demand to value delivered with future infrastructure and then hop back outside to tune marketing advertising to incent or dis-incent behaviours to align both as much as possible. This reduces both infrastructure and market risk and ideally our recommendation would be to provide contractual amendment suggestions so that suppliers might shift what they deliver to adjust event more. Baby steps first.

Hope this helps.

Cheers,
Nick

Links:

THE GREAT WAVE OFF KANAGAWA Katsushika Hokusai 葛飾北斎 1831

1831 Fractal in Japan: GREAT WAVE OFF KANAGAWA

THE GREAT WAVE OFF KANAGAWA

Katsushika Hokusai 葛飾北斎 1831

.Scenario2 employs fractal perspectives for business model innovation.

This famous woodblock print is fractal in nature and brilliantly illustrates that looking at the great wave provides simultaneous insight to all parts for the wave, great or small.  Understanding  relationships between neighbouring parts in the great wave provides simultaneous insight to all relationships in and accross the wave, great or small.

Scenario2 employs fractal perspectives for business model innovation, to create advanced corporate business and competitive intelligence analysis and to enrich Neuropersona perspectives used to broker and align expertise, content, products and customers in dynamic or competitive markets.

Cheers,

Nick www.scenario2.com www.neuropersona.com www.speedsynch.com

Successful Sales Strategy

 Strategy has often been confused with theory or as an intellectual excercise or even worse, something that has a tenuous link at best to going out into the marketplace and serving customers.  After all, who could go to the boss and say that the strategy appeared not to be working.  Certainly not GM workers.
 
We use a Neuropersona approach blended with Scenario analysis to measure and support Strategic success and bring traditional strategic theory to earth SpeedSynch to align Products, Customers, Content and Partner Communities.
 
 
Strategic Alignment
 
Identify strategic objectives and metrics.
Map value created and identify the customers that benefit.
Employ Neuropersona best practices analysis to align value proposition, media focus and customers..
  
Neuropersona Strategy Value FLOWS

Neuropersona Strategy Value FLOWSValue Time Perspective The value time perspective below helps map enterprise objectives in the top or Scenario layer to the customers we serve in the bottom or Neuropersona layer. Value Flow Perspective The value flow perspective below identifies where value is created in the value chain so that we can understand the business levers to measure and where value can be quickly adjusted. Neuropersona Media Value Alignment Best Practices

See Uniqlo Analysis to see the application of the Value Time and Value Flow perspectives.
 
Cheers,
Nick Trendov

Voice Battles Text in Search War

If Media is where the battle is then search are the weapons that determine the winners of the war.

Mobile phone interfaces have not reached the simplicity of voice and voice is where the battle for Media will be won.

Some voice search resources can be found but this is an old battle which we will detail in our brand war blog.

Cheers,

Nick www.neuropersona.com

Proximity Branding & Advertising

Proximity Branding is one way to spread the influence of your brand without spreading your branding budget.

Advertising dollars guided by a Persona perspective will permit targeting behaviours rather than clicks.

Why is this important?  Marketing and Advertising objectives and measures have changed drastically.

Cheers,

Nick www.neuropersona.com

brand warfare

Successful competition requires a company to displace the value of other brands with their own in a customer’s mind.

Advertisers prefer repitition however this is not the best or only path to success.  They repeat “mine is better, bigger or cheaper than yours!” many, many times.

Consider the Story Lens which offers the continuum;  Story > Process > Software > Brand > KPI or Measure.  To displace a competitive brand;

  1. Focus on how Customers measure success
  2. Observe how Customers employ the Brand (Software)
  3. Ask why Customers employ the Brand (Process)
  4. Determine the top two stories that a Customer attaches to a Brand

Cheers,

Nick www.neuropersona.com

Blogs and Profit

Three good reasons why we connect Blogs and Profit; Google MSN and Yahoo, and this is how to Profit from Blogs:

1.  Look at the Blog conversations

2.  Adjust

  • How and where you promote or talk about your product.
  • The services or design elements of your product.

To “Profit from Blogs” you don’t have to become a blogger or network marketing affiliate or spammer.

Cheers,

Nick Trendov www.scenario2.com

why do customers buy?

There is a big problem out there as customers know how to use products better than manufacturers or suppliers.

Now that everyone is ‘cutting costs’ aka PEOPLE, manufacturers or suppliers know even less about why customers buy and how and when they would apply their products.

This is an amazing opportunity and why Scenario2 exists.

Cheers,

Nick www.scenario2.com

Ears Trump Eyes–Voice rules when Selling!

Ever wonder why radio is hanging on and TV has gone into the dumpster?

Ears Trump Eyes.

Your ears can process sounds quicker and more discretely that your eyes, but don’t go wearing a Balaclava yet because as we all know, just like in other things, Ears and Eyes–together is better.

In days of old, ok even today, those that meditate close their eyes and sensitize other modes of perception.  As a storyteller I know that visuals just distract those for whom you intend the story. I am far more effective on the phone with a few images sent by email, if necessary, than by wading into a PowerPoint sea or talking over a video as is common in the commercial interactions of today.

Is reading the same thing as hearing?  YES IT IS.  Unless you read picture books!

Indeed it doesn’t take much time at all to get into the ‘audio zone’ when reading which is far different that watching a video or even images in a book.

The next time you want a meaningful and effective interaction with a customer or your family…talk.

Cheers,

Nick www.scenario2.com

Persona Expertise

Scenario2 was created to illustrate the value of multiple perspectives and this post will explore the practical value of shifting from a Persona Marketing perspective to a Persona Expertise perspective.

Persona marketing is about aligning a value proposition linked to a service or product to the value desired or required by buyers, either today or in the future.  We use Persona masks to illuminate and even anticipate Buyer behaviour and ensure that we meet our strategic objectives of service or profit or other.

When we shift perspectives from a value proposition, product or service to expertise, a Persona helps us accomplish some very valuable objectives including supporting Innovation and adapting to a hostile commercial environment rife with Mergers, Acquisitions and drastic business change.

I posted this at http://neuropersona.wordpress.com and it highlights how the Persona construct can be used many ways in addition to simply persona marketing.  Expertise is a brilliant opportunity for those who need tools and techniques to adapt and thrive in challenging times–here is the post.

http://neuropersona.wordpress.com/persona-marketing-innovation-and-stories/

Persona Marketing, Innovation and Stories

This place should be used to exchange Persona ideas and think about how to best serve customers so that we are all more successful in our business day. The ideas can be simple or complex and links to your website or other sources are welcome.

The first idea here is Persona or a mask that people can wear or remove. The mask is made up of stories and processes to provide a unique perspective to those who wear it.

Marketers are served by using a Persona perspective as it helps them remember that people change quickly and for their own reasons. Different people can also act the same way regardless of which marketing label attached to them.

The second idea is that success with customers requires a product or service to be matched to what they want or need today, not what we believe they bought yesterday. Combine this with a Persona and we have started to create measures and perspectives that will help us succeed.

The third idea is the Story Lens which is described on my Scenario2 website.

Stories are the core of who we are and what we will accomplish–Tell a Story twice and it is a Process, tell it again and Software is written to accelerate processes, tell it again and Brand Value is created and tell it again and a measure is created.

The fourth idea is the concept of Creativity being the core of Innovation and that Innovation only happens when Creativity is supported by Processes. If a company cannot support Creativity with old or new processes Innovation doesn’t happen regardless of how many brilliant ideas you document. Creativity is simple and implies that something is created, not just more ink on paper.

Now let’s put all four ideas together and look at them from a business perspective and consider this question.

How do we Innovate in an environment where we have severe business stress, mergers acquisitions and most companies are cautious or worse?

Let’s start with Creativity and think about it in a way that applies to other business change as once we know where we are and understand where we want to go then why we decided to change doesn’t matter anymore. We just do it!

Creativity requires the support of processes to manifest value from ideas and it is easier if we understand the skills of the people we work with everyday. My suggestion is to think about what people can do and when I do it formally with an inventory I call it a PEP or Persona Expertise Program where I substitute expertise for product when I describe how I think about Persona.

Persona Expertise Programs or PEPs can be used to inventory the expertise elements across a company and its value chain to understand what is available to manifest innovation value from creativity.

Think of a Persona Expert as an ideal combination of process expertise needed to manifest value from creative inputs. We employ the concept of a Persona Expert to identify where the expertise needed to perform the new processes resides.

Once we know the combination of experts needed to transfer expertise identified with the Persona we might help the client with setting up processes to transfer that expertise to the people tasked with the new processes–EAT. Expertise Acquisition & Transfer.

Cheers,

Nick