Notes Social Media Management

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Notes - Social Media Management
Social Media Management (Copenhagen Business School)
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Saud Mehdi SOCIAL MEDIA MANAGEMENT NOTES
SOCIAL MEDIA MANAGEMENT
Table of Contents
EXAM..........................................................................................................................................0
LECTURE 1 – Introduction of social media today..........................................................................1
LECTURE 2: Social media strategy & KPI’s....................................................................................3
LECTURE 3: Social influence.........................................................................................................7
LECTURE 4: Social media marketing #1........................................................................................9
LECTURE 5: Social media marketing #2......................................................................................11
LECTURE 6: Social media analytics.............................................................................................12
LECTURE 7: Social media & B2B.................................................................................................13
LECTURE 8: Social CRM & customer service................................................................................17
LECTURE 9: Social media, innovation & public sector.................................................................18
LECTURE 10: Human Relations (HR) & enterprise social media...................................................19
LECTURE 11 Legal & ethical issues of social media management................................................19
LECTURE 12: Wrap-Up session...................................................................................................22
EXAM
 20% MULTIPLE CHOICE QUIZ

 80% WRITTEN IN EXAM
o 4-5 questions, referring to the framework.

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LECTURE 1 – Introduction of social media today

SOCIAL MEDIA TODAY
- Social media has changed our (human) behaviour and lifestyle.
o We visit social media sites on a daily basis.
o We read our news on social media
o We interact and socialise with each other.
COMPANIES USE SOCIAL MEDIA FOR BUSINESS PURPOSES

- Companies use social media to communicate and create value.
o With customers & stakeholders.
o Example: tweet, ads, statements etc.
WHAT IS SOCIAL MEDIA MANAGEMENT?

- How social media impacts a company?
“A social business is an organization that strategically engages, analyses, and manages social media to
structure organizational processes and support organizational functions in order to realize operational
efficiencies, generate comparative advantages, and create value for customers, shareholders, and others. “
HYPER TARGETTING
- Companies are especially using social media ads.
o Use of hyper targeting = target very ‘specific’ individual profiles (data)
o Based on your personal information (interests, clicks, age etc) … "cookies" & "algorithms".
 Example: info: single = ad: dating.
WEB 1.0 & WEB 2.0

Web 1.0 Read only: One-way-to-many communication, non-interactive, only one administrator.
 Web 1.0 is static, 'inactive' where there is no end user. (no interaction and co-produce).
 one-way-to-many communication, content can only be written and edited by the administrator.
 Example: online shopping carts, browsing in online catalogues (e.g., a library website).
WEB 2.0 – Read and write.: Multi-way-communication, interactive, read and write (end-users).
 "Web 2.0 is the technical platform for the evolution of social media, as it allows online content and
applications (e.g., blogs or wikis) to be modified by all users in a rather participatory and collaborative
way" - (Kaplan and Haenlein 2010).
 Web 2.0 allows users to create content, interact, collaborate, comment, like = “generate content”.
 Example: Library page allows user to review (like, share, comment) books online.
USER-GENERATED-CONTENT (UCG)?
- “sum of all ways in which people make use of social media” - Kaplan and Haenlein (2010)
- “various forms of media content that are publicly available and created by end-users” Kaplan & Haenlein
o Example: blog posts, comments, videos (YouTube) etc. (WEB 2.0)
DEFINITION OF SOCIAL MEDIA.

- Definition (1): “Social Media is a group of Internet-based applications that build on the ideological and
technological foundations of Web 2.0 that allow the creation and exchange of User Generated Content.”
(Kaplan & Haenlein, 2010, Business Horizons, 53, 59-68)

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- Definition (2) “Social media are interactive computer-mediated technologies that facilitate the creation
and sharing of information, ideas, career interests and other forms of expression via. virtual
communities and social networking services. (Kietzmann et. Al)
TYPES OF SOCIAL MEDIA

- Blogs:
- Social networking sites: Facebook, Twitter, Instagram
- Content communities: YouTube
- Virtual (games) world: World of warcraf
- Virtual social worlds: Second life.
- Collaborative projects: Wikipedia.
SOCIAL MEDIA CLASSIFICATION SCHEME (MODEL) – Kaplan & Haenlein (2010)
SOCIAL PRESENCE / MEDIA RICHNESS

LOW MEDIUM HIGH
Blogs Social networking sites Virtual social worlds
HIGH  Facebook  Second life
SELF  Twitter
PRESENTATION
/ DISCLOSURE Collaborative projects Content communities Virtual game worlds
 Wikipedia  YouTube  World of warcraf
LOW  Flickr  The sims
 Tumblr  Minecraf
Degree of instant contact/interactivity:

 Social presence: Visual contact that can be achieved/emerge between two communication
partners.
 Media richness: The amount of information media allows to be transmitted in a given time
interval.
Image building capacity

 Self-presentation: The human desire to control the impressions other people form of them.
 Self-disclosure: The un- or conscious revelations of personal information (feeling, like, dislike)
that is consistent with the image one would like to give.
THREE MAIN ASPECTS OF SOCIAL BUSINESS
Social Media Engagement (SmE):“Organization's strategic use of social media channels to interact with its
internal and external stakeholders and customers for the purposes ranging from marketing, customer
support, product development and knowledge management”.
Social Media Analytics (SmA):“Collection, storage, analysis and reporting of social data emanating from the
social media engagement of and social media conversations about the organization”
Social Media Management (SmM):“SmM focuses on the operational issues, managerial challenges and
comparative advantages with respect to the emerging paradigm of Social Business”

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LECTURE 2: Social media strategy & KPI’s

WHAT IS A STRATEGY
- A strategy is a framework for making decisions about how you will play the game of business, not a
detailed action plan.
DEFINITION:
- “A strategy is a framework for making decisions about how you will play the game of business. These decisions, which occur
daily throughout the organization, include everything from capital investments to operational priorities to marketing to hiring
to sales approaches to branding efforts to how each individual shuffles his To Do list every single morning. Without a strategic
framework to guide these decisions, the organization will run in too many different directions, accomplish little, squander
profits, and suffer enormous confusion and discord.
- The strategy doesn't answer all the questions required for implementation--that's planning, but it clearly establishes the game
you are playing and how you expect to win. It also identifies the games you aren't playing.
- The strategic framework must also establish the business model used to profitably create sufficient volumes of value.”
MINTZBERG – STRATEGY MAKING.

- “How do organizations make important decisions and link them together to form strategies”
- ”Crises and unexpected events are an important part of every strategy-maker's reality”
3 MODES
 The entrepreneurial mode
 The adaptive mode
 The planning mode
The entrepreneurial mode = RISKY DECISIONS

- One strong leader shape the strategy, takes bold, risky actions on behalf of his organization, focus on
opportunities, problems are secondary, dominant goal is growth
o “dominated by the active search for new opportunities (…) characterized by dramatic leaps forward in
the face of uncertainty.”
o Example: Tesla, Steve Jobs 'visionary', Too good to go, start-up companies & big companies in crisis.
 Strategy is developed by one powerful 'visionary' individual
 Focus on opportunities & problems are secondary
 Strategy moves forward with large, bold decisions made in the face of uncertainty by CEO.
 Dominant goal is growth of the corporation. (motivation from achievements)
The adaptive mode = ADAPTING TO ENVIORMENT

- muddling through → reactive solutions to existing problems rather than proactive search for new
opportunities.
o Example: large hospitals, universities, governmental agencies.
 Strategy is fragmented and is developed to move the corporation forward by taking small steps incrementally reacting
to problems rather than seeking opportunities.
Planning mode = SYSTEMATIC INFORMATION BASED STRATEGY MAKING

- Systematic gathering of information (proactive/reactive), situation analysis, generation of feasible
alternatives, rational selection.
o This mode involves the systematic gathering of appropriate information for situation analysis
 Proactive search for new opportunities & Reactive solution of existing problems
 aim of plan mode: to understand the environment/market well enough to influence it.
o Example: HP (Hewlett-Packard).
Strategy making and appropriate choice

Strategy making and suitable choice of strategy making; depends on what company type, & situation;
- Internal audit; employees, stakeholder, crisis etc. & external SWOT; market, competitors, strength etc.

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- Social media strategy = Needs to be linked (anchored) to the organization’s overall strategy mission & in humans.
A SOCIAL MEDIA ‘STRATEGIC PLAN’

- SoMe strategy needs to be linked (anchored) to the company’s overall business goals and values.
o biggest impact = strategy is aligned with our overall company goals and values.
Each business goal and SM strategy are measured by key

performance indicator (KPI) , while tactics (action plan)
are defined per metric (measurements).
Each mission may have multiple business goals, and

each business goal may have multiple social media
strategies.
Similarly, each social media strategy may have multiple

social media tactics (i.e., concrete investments in social
media).
MISSION = Why are we here, purpose; for doing this?

- Our mission is to reduce food waste worldwide (too good to go)
GOALS = What do we want to accomplish?

- Reduce food waste worldwide and spread our message (too good to go)
o KPI: sales must rise with 10%
SM STRATEGY: How can social media contribute?

- Use Instagram; to spread our message (too good to go)
KPI: Key Point Indicator.

- Spent 50000 kr. and increase customers by 5% (too good to go)
o Sales, growth, engagement, reach profit, ROI etc.
TACTIC: the action plan

- Create a campaign to engage sharing of customers purchase of their food bag - (too good to go)
METRIC (measurements) ex. likes, share, impression)

- How many people shares a picture of their purchase? (too good to go)
- Likes, shares, clicks, retweets, reactions etc.
o Reach. How many unique persons have the message reached?
o Click through rate (CTR). Clicks / percentage of total impressions
o Conversion rate (CVR). Usually the percentage of clicks that turn into desired actions (sales, sign ups etc.)
o Engagement rate. No. of persons commenting, liking, forwarding etc. / percentage of total impressions.
o Sentiment change: sentiment detection in customer dialogue, from first to last contact with the customer
o Call to action rate (CTA). E.g. store visits or sign-ups for a newsletter as percentage of impressions or clicks

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KPI Key Point Indictors.

- KPI must be “SMARTER” (acronym)
S Specific Simple
M Measurable Quantifiable
A Attainable Realistic
R Relevant Linked to organizational performance
T Timely To be realized within a specific time frame, defined in advance
E Evaluate Ethical, ecological, excitable, enjoyable, engaging
R Revaluate Rewarded, reassess
HOW ABOUT CHIEF EXECUTIVES

Chief-Executives wish to know if the social media strategy is ‘successful’ = profitable.
- Monitor business/financial outcomes related to SoMe actions.
- KPI, tactics etc. are they indicating profitability?
o Revenue generated from social media activities.
 ROI = (gain – cost)/cost (return on SoMe tactic investment)
o Social media market share: followers/engagement compared to competitors.
o Customer satisfaction.
Vertical visualization of social media strategic plan.

- distinguishes evaluation efforts (when successful on
the lef) from investment efforts (on the right how).
- a feedback loop (green line) is added in case the

results doesn’t satisfy defined KPIs (ex. a low ROI).
- The KPIs and tactics have been SMARTLY defined.

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CONSUMER DECISION JOURNEY (LIFE CYCLE)
DEFINITION – Forrester.
“Customers relationship with a brand as they continue to discover, new options, explore their needs, make
purchases and engage with the product experience and their peers.”
DISCOVER (INITIAL CONSIDERATION) "TRIGGER - NEED/DESIRE"

 A customer must discover a brand, product category, or
personal need — the initial trigger that leads to a new or
repeat purchase.
o Triggers: running out of soap (need), a new
commercial (desire), a recommendation (Word-of-
mouth) … etc.
EXPLORE - (ACTIVE EVALUATION)

 A customer explores the brand and other brands
o Research: products information, performance
metrics, ingredients, price, "comparison of alternatives"
BUY (MOMENT OF PURCHASE)

 Customer experiences during this phase include product availability, inventory lookup, and satisfaction
with the checkout process.
ENGAGE - (LOYALTY LOOP)

 Afer buying a product or service, customers engage with brands in many ways.
o To inspire loyalty and WOM; companies must engage the customer regardless of touchpoints
the customer uses.

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LECTURE 3: Social influence

SOCIAL INFLUENCE DEFINITION
Social influence refers to when an individual’s behaviour, opinions, emotions gets influenced/changed by
others/external situational factors.
o Social influence can be seen in many forms:
o conformity, socialization, peer pressure, leadership, persuasion, sales and marketing.
CONFORMITY (ensartethed, fx med hensyn til udseende eller opførsel)

- "a type of social influence involving a change in belief or behaviour in order to fit in with a group.
SOCIAL ‘NORMS’
- "informal understanding that controls the behaviour of members in a society".
o Social norms may vary from country, sub-culture or group.
CONFORMITY 3 TYPES
- Three ways people can conform to the opinions/behaviours of majority.
o Compliance: when people change public behaviour, but not their private beliefs. (mainstream)
o Identification: when people change public behaviour to fit a certain social role or to imitate someone
desirable such as a celebrity.
o Internalization: genuine acceptance of the group norm. Publicly and private change of
opinion/behaviour /permanent)
 Conformity decreases when people have some social support.

 Conformity increases when the group includes experts or when the person lacks self-confidence.
INFORMATIONAL (sheriff's studies)

- Using others' behaviours/opinions as cue to what is correct (in a given situation).
o Who has the better information? You don't want to be wrong - you think the majority is right.
NORMATIVE SOCIAL INFLUENCE (Solomon Arch's task)

o Using other behaviours/opinions as cue to what is appropriate/desirable (in a given situation)
o Driven by social norms & human propensity to seek social approval - not looking foolish.
OBSERVATIONAL (SOCIAL) LERANING

- When people learn from observing others
- Tendency to learn from those around us.
SOCIAL IMPACT THEORY - (Bibb Latané, 1981)

- Strength: The importance of the influencing group to the individual
- Immediacy: Physical (and temporal) proximity of influencing the group to the time of the influence
attempt.
- Number/Type: The amount of people in the group. (balance).

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6 PRINCIPLES OF PERSUASION - ROBERT B. CIALDINI (2001)
LIKING
 "People like those who like them"
Application: Uncover real similarities and offer genuine praise.
REPCIPROCITY
 "People repay kind"
Application: Give what you want to receive"
SOCIAL PROOF
 People follow the lead of similar other
Application: Use peer power whenever it's available
CONSISTENCY
 People align with their clear commitments"
Application: Make their commitments active, public and voluntary
AUTHORITY
 People defer to experts
Application: Expose your expertise; don't assume it's self-evident.
SCARCITY
 People want more of what they can’t have less of.
Application: Highlight unique benefits and exclusive information.
CIALDINIS SIX COMPLIENCE CONTEXTS AND PRINCIPLES

CONCERN AROUSED BY PSHYCOLOGICAL PRINCIPLE
INFLUENCE CONTEXT THAT GOVERNS ACTION
- OBLIGATION - RECIPROCATION
- COMMITMENT - CONSISTENCY
- CREDIBILITYT - AUTHORITY
- FRIENDSHIP - LIKING
- COMPETITION - SCARCITY
- SOCIAL VALIDATION - CONSENSUS

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LECTURE 4: Social media marketing #1
ONLINE ADVERTISING
- Online ads nowadays appear on websites, social media tools, or search engine results pages.
ONLINE ADVERTISING TRADITIONAL ADVERTISING
Paid Marketing initiative on the internet or social media Paid marketing initiative on the traditional
mass media (ex. Radio, newspaper, TV)
Higher efficiency expected, because of: Better privacy protection.

 Fast dissemination of information possible.
 Interaction possible (e.g. input fields in the ad)
 Niche audience possible (e.g. customized by;
geography, demography hobby etc)
TYPES OF ONLINE ADS (CATEGORIES)

- Text ads, display (banner ads), Classified ads, rich media ads, email ads etc.
In social advertising, ads are targeted based on underlying social networks and their content is tailored
with information that pertains to the social relationship. “ (Tucker, 2016) ex. ”HYPER TARGETING”.
HYPER TARGETTING
- Companies are especially using social media ads.
o Use of hyper targeting = target very ‘specific’ individual profiles (data)
o Based on your personal information, friends (interests, clicks, age etc)
… "cookies" & "algorithms".
VIRAL CAMPAIGNS
- Main challenge is to create online content that users are eager to share and to start targeting those
users who can influence others to share (e.g., trendsetters) in order to encourage the sharing process.
DEFINITION OF VIRAL CAMPAIGNS

- "Viral distribution" - Spreading like a virus
o Typically focus more on entertainment and trust, than direct sales.
TIPS & TRICS FOR VIRAL CAMPAIGNS

A viral campaign is successful if it voluntarily gets shared and spread exponentially (i.e., similar to a virus)
Goal 1. Create content that people are eager to share (e.g., video clips, games, images, text messages, etc.).
Goal 2. Focus on trendsetters; people who can influence others and who can start the sharing process.
ADVANTAGES DISADVANTAGES
Higher efficiency expected because of

 Lower cost than (online) advertising as  Low control over content and timing
people spread the message voluntarily  Sharing strongly depends on goodwill of people
 Possible integration with other campaigns  Possible miscommunication between cultures
 Viral campaigns never stop. (e.g. humor)
 ROI can be monitored online.

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TRADITIONAL MARKETING
MODEL: AIDA
- Marketing as activity towards a single transaction
Model: product quality (grönroos)

- Focus on core product quality
The marketing mix: the 4 P’s
RELATIONSHIP MARKTING
- Marketing is to establish, maintain and enhance relationships with customers and other
parties at a profit so that the objectives of the parties involved are met. This is done by a
mutual exchange and fulfilment of promises.
Model: Consumer life cycle
- Marketing as a long-term relation
Model: product quality (grönroos)

- Sum of all customer interactions, also considered quality
Model: marketing mix ‘5’ P’s

- Part time marketers.
PRODUCT QUALITY (GRÖNROOS)

- Typically defined from the customer point of view as a function of:
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LECTURE 5: Social media marketing #2
THE 4C's
- Fundamental user motivations for engaging with social media.
Consumers may go online to Connect with their family and friends (e.g., checking and sharing status
updates on Facebook), Create content (e.g., posting YouTube videos), Consume content created by others
(e.g., reading product reviews), and finally, consumers may exercise control over their online self-
presentation (e.g., adjusting online profile or privacy settings).
o 4 Cs of social media:
 C: CONNECT → we are social creatures (socialize), to connect with friend’s 'belongingness'
 C: CREATE → self-expression, validation,
 C: CONSUME → activity,
 C: CONTROL → controlling the self-presentation
How CEO's can Leverage Twitter

- CEOs communications on social media can be a strategic branding activity that adds personal flavor.
 Communicate: with existing and potential customers & stakeholders.
- But it also has its pitfalls.
Leveraging the Power of Twitter

 By tweeting, CEOs have an opportunity to initiate and influence online conversations.
 CEOs can use tweeting to help shape their and their public image and by that their companies.
BENFIT 1: Increasing Your Influence and Creating Positive Sentiment (vibe)

 Twitter enables a CEO to make a direct, personal connection with a network of followers.
o The number of one’s Twitter followers reflects the level of interest. (reach and influence others)
 Communicate: with existing and potential customers & stakeholders.
BENFIT 2: Spreading Your Message.

When CEOs send their followers interesting tweets, → followers who receive the tweet → retweet them to
their followers.
 Retweeting quickly multiplies the reach of the initial tweet (new audience)
4 types of CEO’s
 Generalists: share wide range of content
 Expressionists: Non business content
 Information Mavens: “Trusted curators of content”
 Business Mavens: "Business-related content"
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How should CEO’s use Twitter?

 Tweets that provide new information about the company’s products and services.
 Tweets that refer to external validation.
 Tweets that share customer stories and refer to customers.
These results parallel our prior research on how brands can craf tweets to maximize the number of
retweets.
PITFALLS
BUT Tweets are not risk-free
 Twitter is a fast-moving communication medium, and there is an inherent risk in sharing information in
real time '
 Risk of relying too heavily on the CEO’s branding through SoMe - CEO's do change positions
 CEOs cannot be controlled. Where to draw the line between company statements and personal
statements?
SOCIAL PRODUCT DESIGN

- Can companies engineer products so they can go viral?
 Yes, indeed viral product designs works.
 Firms can increase it by using two simple viral design principles:
o invite ‘customers’
o Broadcast invite features.
- “Marketing needs to be baked into the

product”.
- "The process of infusion social

information and social features into
products and services in a way that
stimulates adoption, sustained
engagement, and/or user retention".
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LECTURE 6: Social media analytics
LECTURE 7: Social media & B2B
DIFFERENCES BETWEEN B2C & B2B

 B2B = Business to Business
 B2C = Business to Consumer
B2B involves:
 More personal 1-1 selling
 Much longer decision-making process
 Multiple people involved in decision making process.
o (complex web of people: influencers,
gatekeepers, stakeholders, managers, etc.
Top 3 Social Networking sites for B2B.

 Facebook.
 LinkedIn.
 Twitter.
B2B Organizational buyer behaviour (OBB)

 motivated and directed by an organization’s goals and is constrained by its financial, technological,
human resources and mission/values.
o The decision-making process goes through a net/multiple people/levels of an organization…
B2B SOCIAL MEDIA "HONEYCOMB" MODEL - Kietzmann et al.
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 SM honeycomb consist of seven functional building blocks of SM

 Identity, Conversations, sharing, presence, relationship, reputation groups
 How companies in a B2B context can use social media as a means of influencing the stages of the
buying process by means of using one or more of the seven functional blocks of social media.
IDENTITY
 B2C: Understanding audience is important: age, name, gender, profession etc.
 B2B: Helps to build corporate and brand identity.
CONVERSATIONS
 B2C: Launch and monitor campaigns and customer engagement.
 B2B: Conversations are with fewer individuals about needs for specific solutions, product training,
online product demonstration and comparative positioning of one offering vs. it's competition.
SHARING
 B2C: Firms need to evaluate what type of content need to be shared so that no ethical, social, legal
values are violated.
 B2B: observe and monitor commonality between their users and determine what content they
create and share to respond more quickly to changes or requirements.
RELATIONSHIPS
 B2C: The extent to which users can be related to other users: how they create "forms of association
that lead the to convers and share.
 B2B: Firms focus on relationships with their corporate suppliers and customers to create af web of
users throughout the SM platform
o Person2Person trust building.
PRESENCE:
 B2C: Firms are able to analyze customers preferences toward receiving information (presence:
location and avilability, timing, etc.)
 B2B: Firms can create a sense of 'perceived social presence' that positively impacts customer
attitudes, and the perceived responsiveness to consumer issues and trust.
REPUTATION
 B2C: reputation is measured by strength (number of times you have been mentioned), passion,
sentiment etc.
 B2B: Reputation of the firm reflects such intangibles as goodwill, brand equity and trust.
o Credibility and benevolence in buyer-seller relationships influence trustworthiness of and
the transaction success in B2B marketplaces.
GROUPS
 B2C: as friendship network grow larger might lead to form communities so firms can craf specific
messages to groups based on their purpose effectively.
 B2B: there are different types of stakeholders, involved in B2B context.
B2B – From a sales perspective

Social media affect different strategies in disparate ways at different times in B2B context
- Relationship strategy
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- Product or service strategy

- Customer (communication/knowledge) strategy
- Price strategy
Relationship strategy
- Social media promotes and encourages listening
- Customers want to be heard, understood, and appreciated (listening)
- relationships, both personal and business, are built on trust
Product or service strategy

- In real time, the customer and supplier collaborate to identify what products and services the
market demands, how they can be improved
- Now, customers are now provided with one more mechanism or channel for direct interaction
with the firm
The customer (communication/knowledge) strategy

- A sales representative’s role is to educate and listen to the customers need.
Price strategy
- The firm now has the ability to experiment with its pricing initiatives in an effort to provide
value to its customers (implementation of discounts and deals)
THE B2B CYCLE
B2B FROM BUYING PROCESS PERSPECTIVE
ORGANIZATIONAL BUYING PROCESS
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 Organizational buying is a decision- making process carried out by individuals, in interaction with
other people, in the context of a formal organization
Organizational buyer behavior (OBB:)

 motivated and directed by an organization’s goals and is constrained by its financial, technological
and human resources
3 main elements that shape the organizational buying decision process:

 The specific tasks at each stage of the process;
 The roles of the individuals involved in this process
 The type of decision-making adopted by these individuals within their organizations.
The buying behaviour involves individuals making decisions in interaction with other people, both within
and outside their organization.
Social media functions and the five stages of the buying decision process Hoda Diba et al. (2019)
LECTURE 8: Social CRM & customer service
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CRM = Customer Relationship Management
DEFINITION OF SCRM – (a way of listening and engaging with existing and nonexciting customers)
 “a philosophy and a business strategy, supported by a technology platform, business rules, workflow,
processes and social characteristics, designed to engage the customer in a collaborative conversation in
order to provide mutually beneficial value in a trusted and transparent business environment. . ..” “The
company’s response to the customer’s control of the conversation” - (Greenberg 2009).
SOCIAL CRM - GOAL (AIM)

The aim of social CRM is to build strong relationships with Internet users by giving them a positive experience of
the organization’s brand, products, and services. Ultimately, social CRM tries to turn an organization’s social
media connections into loyal customers and particularly brand advocates who influence others to like the
organization (and only indirectly to buy the organization’s products and services).” (Van Looy, p. 87)
 Build strong relationships with Internet users by giving them a positive experience of the organization’s brand, products, and services.
 SCRM aim to turn an organization's social media connections into; 'loyal customers' and 'brand advocates.
 Who in return will influence others to like the organization (and indirectly buy the organizations products)?
CRM Span across many departments: Marketing, sales, customer service & innovation.
TWO TYPES OF CRM

TRADITIONAL CRM (Capture existing customers, make them happy)
 Traditional CRM is all about the organizations existing customers.
o (retaining them, up-cross selling, serving them etc.)
SOCIAL CRM (focus non-customer or influencers,)

 "Social CRM thus concerns an extension of CRM which uses social media to capture customer
information and to engage with customers" (van looy 2016 p. 93)"
 … designed to engage the customer in a collaborative conversation in order to provide mutually
beneficial value in a trusted and transparent business environment. (Greenberg 2009)
VALUE CREATION BY SOCIAL CRM

 The benefits of social CRM are centered around increasing customer insight and engagement.
SOCIAL CRM TOOLS

 Social listening, monitoring, and analytics tools (i.e., as a traditional helpdesk)
 Fan marketing and profile management tools (i.e., as a fan database)
 Social sales and marketing automation tools (i.e., to automatically send and manage deals)
 Community and collaboration tools (i.e., to collect innovative ideas)
Pros of SCRM
- Accessibility
- Transparancy
- Proactive.
CRISIS COMMUNICATION
- People naturally seek explanations for events and crises.
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- Companies use ‘Crisis-response strategies’ in attempt to repair damage.
SOCAIL MEDIA CRISIS

- “events that can harm an organization and arise in or are amplified by social media”
CRISIS MANAGEMENT
The purpose of crisis management is” to prevent or reduce the
negative outcomes of a crisis” (Coombs, 2015)
Three stage crisis model

- Pre-Crisis: monitor crisis risks, prevention or preparation.
- Crisis-event: crisis recognition.
- Post-crisis: evaluation, learning, follow-up communication.
TYPES OF CRISIS (Coombs, 2015)
LECTURE 9: Social media, innovation & public sector
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LECTURE 10: Human Relations (HR) & enterprise social media (ESM)
HR – HUMAN RELATIONS: Recruitment of potential employers)
HR - A MANAGEMENT PERSPECTIVE
 "The division of a company that is focused on activities relating to employees.
These activities normally include recruiting and hiring of new employees,
Orientation and training current employees, employee benefits and retention".
HR DEFINED – A RESSOURCE PERSPECTIVE

 "Human resources are the people who make up the workforce of an organization, business sector,
or economy".
 "HR is considered by many business strategists to be the most important of all company resources.
That’s because employees can gain new skills, thereby increasing the size of a company’s competitive
advantage over time.
ESM – ENTERPRISE SOCIAL MEDIA (existing employees)
WHAT IS ESM (enterprise Social Media)

'Web-based platforms' that allow workers to:
(1) Communicate internally (2) Connect with co-workers (3) Collaborate (4) Access to organizational knowledge.
 (1) Communicate messages with coworkers or broadcast messages to everyone in the organization.
 (2) Explicitly indicate or implicitly reveal particular coworkers as communication partners.
 (3) post, edit, and sort text and files linked to themselves or others
 (4) view the messages, connections, text, and files communicated, posted, edited and sorted by anyone
else in the organization at any time of their choosing.”
EXAMPLES OF ESM/WEB-BASED-PLATFORMS (INTERNAL SOCIAL MEDIA TOOLS)

 Slack.
 Yammer.
 Workplace.
WHY USE ESM/ INTERNAL SOCIAL TOOLS?

“We end up in a situation, where we have very complex organizations that are hiring smart
people who have tremendous amounts of knowledge and insight in particular areas, who just
don’t get the opportunity to share that with one another very often or directly.”
- Paul Leonardi in Kiron (2017)
PROBLEM
 "The way information gets 'traditionally' shared in many companies today — wastes a lot of talent".
 "if only HP knew what HP knows, we would be three times more productive".
GOAL
 Help employees know what and whom their colleagues know — so that they can move more
quickly and smartly in all their work.
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OBJECTIVE
 When businesses use Facebook-like internal social networking sites for employee interaction,
employees learn things about each other that can pay off in big ways down the line.
SOLUTION
 Implement new technologies and leverage the informal social networks within their companies to make
knowledge sharing happen more effectively.
 Making conversations transparent by moving them away from emails and onto a Facebook-like internal
social networking site.
Internal social tools can:

 improve employee collaboration, knowledge sharing, innovation, decision making, and employee
engagement.
THERY OF KNOWLEDGE CREATION – (Kujiro Nonaka & Hirotaka Takeu)

 Socialization: Tacit to Tacit
 Externalization: Tacit to Explicit
 Combination: Explicit to Explicit
 Internalization: Explicit to Tacit
Kane (2015): A design perspective on ESM

 A platform-independent framework for considering the effects of social media on enterprises.
Enterprises adopt social media for a variety of

business purposes, such as;
 innovation, operations and HR.
4 steps to ESM Success

1- Define the purpose: Improving
collaboration, enhancing knowledge sharing
connection geographically dispersed
divisions etc.
2- Strengthen ambient awareness: Encourage informal communication and even “lurking” to promote
knowledge sharing and learning
3- Spell out rules of conduct: degree of formality, how to deal with confidentially et.c
4- Lead by example: top MGMT should be active and visible.
ESM CHALLANGES
 Getting people onboard
 Interruptions – unnecessary knowledge?
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LECTURE 11 Legal & ethical issues of social media management
Social media ethics:

- social media are rapidly increasing in use and tend to blur the boundary between someone’s private
life and professional life.
An unclear exists between freedom of speech and inappropriate posts…

 Privacy, copyright, discrimination, humor, relationship, terms of service etc.
Examples of unethical behaviour:

Organization: Employee:
- Blog posts or brand reviews paid by marketers, - Revealing business information online
who are hired by an organization - Insulting clients or colleagues online
- Ghost tweeters & Fake customer reviews - Posting obscene photos about their spare time
Worst case scenario of unethical behaviour example:

- Organization = crisis "shitstorm".
- Employee = getting fired.
Solution (employee) = Policy

 A way to discipline employees is by means of a social media policy.
 Social media policy: ethical communication guidelines of industry associations and standards.
POLICIES:
Solution organization = Building Trust

A secret to success in social media (and business ethics in general) is building trust.
- If a crisis hit: organization will be more likely to save its brand, reputation and job if they already have
built trust with their environment; Employee, customers, stakeholders etc.
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LECTURE 12: Wrap-Up session
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Notes - Social Media Management

Social Media Management (Copenhagen Business School)

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Saud Mehdi SOCIAL MEDIA MANAGEMENT NOTES

SOCIAL MEDIA MANAGEMENT

 20% MULTIPLE CHOICE QUIZ

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LECTURE 1 – Introduction of social media today

COMPANIES USE SOCIAL MEDIA FOR BUSINESS PURPOSES

WHAT IS SOCIAL MEDIA MANAGEMENT?

WEB 1.0 & WEB 2.0

DEFINITION OF SOCIAL MEDIA.

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TYPES OF SOCIAL MEDIA

SOCIAL MEDIA CLASSIFICATION SCHEME (MODEL) – Kaplan & Haenlein (2010)

SOCIAL PRESENCE / MEDIA RICHNESS

Degree of instant contact/interactivity:

Image building capacity

THREE MAIN ASPECTS OF SOCIAL BUSINESS

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LECTURE 2: Social media strategy & KPI’s

MINTZBERG – STRATEGY MAKING.

The entrepreneurial mode = RISKY DECISIONS

The adaptive mode = ADAPTING TO ENVIORMENT

Planning mode = SYSTEMATIC INFORMATION BASED STRATEGY MAKING

Strategy making and appropriate choice

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A SOCIAL MEDIA ‘STRATEGIC PLAN’

Each business goal and SM strategy are measured by key

Each mission may have multiple business goals, and

Similarly, each social media strategy may have multiple

MISSION = Why are we here, purpose; for doing this?

GOALS = What do we want to accomplish?

SM STRATEGY: How can social media contribute?

KPI: Key Point Indicator.

TACTIC: the action plan

METRIC (measurements) ex. likes, share, impression)

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Saud Mehdi SOCIAL MEDIA MANAGEMENT NOTES

KPI Key Point Indictors.

R Relevant Linked to organizational performance

T Timely To be realized within a specific time frame, defined in advance

E Evaluate Ethical, ecological, excitable, enjoyable, engaging

R Revaluate Rewarded, reassess

HOW ABOUT CHIEF EXECUTIVES

Vertical visualization of social media strategic plan.

- a feedback loop (green line) is added in case the

- The KPIs and tactics have been SMARTLY defined.

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CONSUMER DECISION JOURNEY (LIFE CYCLE)

DISCOVER (INITIAL CONSIDERATION) "TRIGGER - NEED/DESIRE"

EXPLORE - (ACTIVE EVALUATION)

BUY (MOMENT OF PURCHASE)

ENGAGE - (LOYALTY LOOP)

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Saud Mehdi SOCIAL MEDIA MANAGEMENT NOTES