Global Social Media Governance

Date: 01.06.2011
Justin.Lee@isobar.com
Agenda

Isobar (安索帕) Profile

Why Social Media is important not just for B2C company?

Success Stories (B2C及B2B)

Social Media Governance Approach

About Isobar

Isobar is a full-service digital communications agency that combines digital strategy, creative, media,
technology, and measurement to drive brand success in today's technology-driven, consumer-
controlled world..
The world’s largest digital network
Isobar Network Coverage

30 50 2000

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Global Capability & Scale To Leverage Share

Isobar hubs work with clients to draw the most appropriate talent from the network-effectively
creating a bespoke client-focused digital team

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Isobar Service Models for Global/International Clients

Flexibility is Key – We adapt our model to suit client organizations

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Collaborations for Global Clients
Global Awards

RECMA No2: Isobar (Aegis Media) with 3663 staff including 55 specialist agencies and
Carat / Vizeum interactive integrated teams.

Isobar Wins Stevie Award for Work on behalf of adidas

Isobar Wins Two Promo Magazine Interactive Marketing Awards

Isobar was named a Strong Performer in the June 2009 report, “The Forrester Wave:
Interactive Marketing Agencies – Web Design Capabilities, Q2 2009.”

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Global Partner – A Leader in Social Software: Jive Software

 Jive has won several large corporate customers

Ex: Nike, CISCO, CSC, SAP, Toshiba, EMC etc,
some of which have multimillion-dollar
investments in its software and services.
 Jive is a leader because of its mature product,
solution focus, vision of bridging internal and
external communities, and strong evidence of
market acceptance.
 Jive delivers integrated a broad range of social
capabilities that enable it to serve both internal
and external users.
 Jive gas integrated social media monitoring
functionality and can connect to content
repositories and enterprise applications ex: ERP,
CRM, Email, Intranet etc.

Source: Gartner (June 2010)

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Agenda

Isobar (安索帕) Profile

Why Social Media is important not just for B2C company?

Success Stories (B2C及B2B)

Social Media Governance Approach

Social Media is Just for Kids?

Social Media is Going Mainstream

 Facebook has more than 500 million members, and the fast growing segment are

users over 30 years old.

 Nearly three-quarters of baby boomers use a video sharing site, like YouTube,

multiple times every month.

 More than four out of five online users are active in either creating, participating

in or reading some form of social content at least once a month

Social Media Doesn’t Apply to B2B?

Word of Mouth Has Always Been Important

– Social Media Makes it Visible

 Over 15% of B2B Marketers said they used social media.

 Today that number has nearly quadrupled as 57% of B2B marketers are currently

using some form of social media to connect customers, create leads, and tap into

new sources of innovation.

 Over 51% of B2B Communicators cited brand building/brand management as the

primary objective for social media adoption.

Social Media is Obscure, Niche Content?

Social Media is a trusted source for many purchase decisions

and product opinions – especially in B2B.
Social Media is Not Worth the Risk?

For Most B2B Brands, the Benefits Far Outweigh the Risks

 Social media has became a critical component in building positive relationships.

 All of this is built into search results, increasing visibility and promoting thought

leadership to prospective customers.

Top 5 Social Media Trends For The B2B Marketer

• Trend #1: Social media is being used more and more by professionals
for decision making.
• Trend #2: Social media usage has expanded beyond networking and
job search.
• Trend #3: When looking to get ahead, business pros are turning to
“Best Practice Communities.”
• Trend #4: Social media participants expect companies to join the
conversation.
• Trend #5: Business professionals expect authenticity in company social
media participation.
Agenda

Isobar (安索帕) Profile

Why Social Media is important not just for B2C company?

Success Stories (B2C及B2B)

Social Media Governance Approach

B2C
 Social Media for Sales Increasing

By the end of 2009, Dell had sold $3,000,000 worth of

computers and generated
$6.5 million in sales from Twitter alone.
Social Media for Brand Awareness and Cost Reduction
Central Control Message but content localization

Starbucks global fan pages incorporate great videos, varied content,

and has active engagement with the fans.
Social Media for Brand Awareness and Cost Reduction
Central Control Message but content and layout localization

Starbucks has made the 6.5 million Facebook fans are worth the
equivalent of a $23.4 million annual media spend.
 Social Media for Maximizing Exposure and Increasing Traffic
Central Control Message and layout but content limited opening for local control
To maximize exposure, adidas media on Facebook’s homepage that guarantee
an ad reaches 100 percent of its target audience over a 24-hour period.

Video

Photo
New Product

Fans Info Store

 Social Media for Maximizing Exposure and Increasing Traffic
Central Control Message and layout but content limited opening for local control
Adidas has achieved successfully on the day of a reach block in 2010, traffic to
the Adidas website increased 139 percent.

Video

Photo
New Product

Fans Info Store

 Social Media for Recruitment, Interaction, Exposure, Traffic, Sales
• More than 95% users requesting serial number, and serial numbers sold out in less than 30mins;
More than 80% conversion rate of in-store buying.
• CITYCAFE Little Angel case create a record of increasing more than NT2,000,000 single-day sales
 Social Media for Recruitment, Interaction, Exposure, Traffic, Sales
• Over 770,000 Fans, and many high quality UGC showing their brand love.
• The traffic of each product official site increase 200-300%

Fan page: 7-ELEVEN Fan page: Coca cola

Page Value :US$ 2,464,020 Page Value :US$ 3,623,732
Value per fans: US$ 6.8 (NT$210) Value per fans: US$ 0.6 (NT$18)
B2B
 Success Story - Philips Lighting: LightCommunity

Challenge
Facilitate sharing and collaboration within the professional
lighting community and with Philips.

Solution
Isobar worked with Philips to define the strategic direction for
the community, design the online experience and build the site
as an educational and interactive forum for designers and
lighting specifiers and installers, as well as for Philips. With its
social media platform, built by Isobar using Jive Social Business
Software, lighting professionals can network with each other,
share their experiences and projects and receive feedback from
others in their field. In addition, Philips can share project ideas
and introduce discussions into the community.

Results
• Engages and inspires the lighting professional through
collaboration.
• Provides a framework flexible enough to let the community
take that collaboration in any creative direction it wants to go.
• Enables Philips to gain insight from participants for ongoing
product development.
URL: http://test.lighting.philips.co.uk/lightcommunity

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 Success Story - Toshiba

Challenge
A strategic initiative was launched to create revenue-generating,
value-added programs and services in parallel with continuing
strong product sales.

Solution
The solution powers an online community called Toshiba
eXCHANGE that serves as the dealers’ “go-to” venue and makes
it easy for them to ask questions, exchange information,
connect to experts, and share best practices. It also performs a
critical function as the launching pad for the company’s new
value-added services.

Results
• Improved satisfaction of sales channel.
• Faster and more unified dissemination of information about
new products, services, partners, and strategic initiatives.
• Faster sales cycles and better results.
• More efficient and effective corporate operations.
• Rapid development and adoption.

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Agenda

Isobar (安索帕) Profile

Why Social Media is important not just for B2C company?

Success Stories (B2C及B2B)

Global Social Media Governance Approach

What is Governance?

Governance is the framework and environment for decision making in an

organization. It is sometimes referred to as the leadership strategies of an
organization. Governance models define the structures, roles, responsibilities
and processes that support the decision making in an organization.

Governance enables fast and appropriate decision-making and implementation

management. Areas of global social media governance include policy and
guideline for social media content; funding model; strategies, goals and metrics;
and overall roles and responsibilities.
 The “Three Pillars” of Governance

Global Social
Media Governance

Roles, responsibilities and Management of operational

processes to support

Organizational
decision processes of the

Management
Business including
Leadership

Board of Directors and

Structure

Process
senior management that interconnectivity with a
shape strategic vision, heritage organization or with
culture, goals, and plans alliance partners or potential
for action customers

Structure and form of relationships that support decision-making, foster

appropriate culture, and build essential skills in order to marshal
resources to make things happen
Four broad areas that together encompass governance issues

2 Organization Model
The purpose and the structure of the body
that manages and partitions responsibilities
for each priority area across the different
organizational entities: corporate, geographies,
groups, and divisions

1 Goals & Metrics

Decision Making Processes
Definition of business performance Global 3
Definition of the decision making and
objectives and measures to guide social Social Media
Governance funding processes for on-going planning
media administration, policies, and
and management of the environment
investment decisions.

4 Policies & Guidelines

Policies and Guidelines for implementation of
recommendations and performance monitoring (e.g.,
site monitoring, brand/image publishing content
standards, social media execution principles )
Scope of Social Media Governance

Scope of Social Media Governance

Goals and Objectives

Processes

Policies/Guidelines/Standards

Monitoring and Measurement metrics

Monitoring and Measurement Infrastructure

Goals & Metrics <<Illustration>>

Performance measurement is the tracking of critical success factors in order to ensure

success of the social media Each critical success factor has a set of metrics

•Critical Success Factor 5

• Metrics 1
• Metrics 2

•Critical Success Factor 4

•Critical Success Factor 3 • Metrics 1
• Metrics 1 • Metrics 2
• Metrics 2

•Critical Success Factor 2

• Metrics 1
• Metrics 2
•Critical Success Factor 1 • Metrics 3
• Metrics 1
• Metrics 2
 Organization Model
Who is in control of Social Media stuff? What are the best practices?
Distributed
It’s the model that most companies fear
the most – it is hard to monitor or contain
 Central body does not exist or has
minimal decision making authority
Only responsible for overseeing
top-level site and providing basic
navigational links to business units
 Each business unit is responsible
for their own social media
governance strategy and structure
 Almost no information flow or
interaction between the
autonomous units
Ex: Sun
Centralized
The centralized model is the “default
setting” for most large companies.
 One department controls all
efforts
 More “command and control” —
centrally oriented decision making
processes and power structure.
Central body makes the decisions
related to areas such as standards,
policies, and funding
 Information flows from central
body to business units
Ex: Ford, Adidas
Coordinated
It’s beauty is that it is simple, reason-
able and effective. But take more time
 Sets rules, best practices, policies
 Governance body consist of business
representatives from across business
units
 Central body is responsible for
decisions related to creating a
unified image, branding etc.; some
degree of standardization
 Central body may provide some
high-level decisions relating to the
flow of information and funding, but
most substantive decisions are made
at the business unit level
Ex: HP, Starbucks
Decision Making Processes <<Illustration>>
Org. Structure Roles and Responsibilities

Decision Making Process

User

Administration

Management
 Policies & Guidelines <<Illustration>>

1
Guiding
Principles

2
Social Media
Content Standard
and Policies
3
Social Media
Guidelines
(Global and Local)

4 Social Media
Encyclopedia

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FAQ
Social Media Governance Maturity
 Implementation Approach

Developing the social media governance occurs in four phases over 3-6
months depending on the organization and scope.

Plan Delivery Deploy

Collect As-Is Social Develop Org.

Media Execution Structure
Status and Org.
Develop Decision
Making
Processes
Develop Develop and
Define Social Define Roles and
CSF Execute
Media Define To-Be Responsibilities
and Metrics Deployment Plan
Goals and Org, Model
Develop
Objectives
Guideline,
Policies,
Standards

2 weeks 8-10 weeks ? weeks

 Timeline

Developing the social media governance occurs in four phases over 3-6
months depending on the organization and scope.
Activity Week 1 Week 2 Week 3 Week 5 Week 7 Week 9 Week 11 Week 13

Assess Current
State Mobilize Project Team Assess Current State Capabilities &
Performance

Define Social Media Goals

Objectives, Org. Model To-Be Org. Model

Identify / Agree / Define

Processes Review
Role and Responsibility
Decision Making Process
Develop Principle

Guideline, Policies,
Standards and Metrics Develop Policies and Guideline, metrics
Develop Deployment Plan

Deployment Plan and

Execution Execute Deployment Plan

Report results to Steering Committee and

Authority to Proceed
Project Communications &
Management