social media management - phase 4 (manage)

© 2015 AZBlue | www.AZblueinc.com

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SOCIAL MEDIA MANAGEMENT SERIES

PHASE 4 - MANAGE

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THE EVOLUTIONARY PROCESS

1. Overview – Imagine!2. Social Management – Phase 1 (Design)3. Social Management – Phase 2 (Optimize)

– Deliverable: Operational Roadmap

4. Social Management – Phase 3 (Build)– Deliverable: Operational Management Document

5. Social Management – Phase 4 (Manage)– Deliverable: User Scenarios

6. Social Management – Phase 5 (Professional Brand-building)7. Social Management – Phase 6 (Sales)

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OPTIMIZE BUILD MANAGEDESIGN


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THE EVOLUTION OF BRANDS & SOCIAL MEDIA MANAGEMENT

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Social Brand – Highly interactive and engaged brand uses social media to… • connect with consumers &

customers by anticipating their needs (based on previous)

• drive conversation with constant questions and engaging content

• provide a long-term platform to inspire advocacy and reward loyalty

• highlight the personality of the brand thru people & relationships (vs. corporations)

• connect consumer interaction to brand KPI’s/ROI

• continuously engages in dialog with consumers – not afraid to turn the power of thought to the community

• empower the consumer to speak • share information and provide

insider access• continuously understand the

changing landscape of their market, customer and competitor

• lead rather than follow the market

Social Marketer – Data driven brand uses social media to… • create, grow and manage user

communities• support paid media investment

through content calendars• measure marketing results thru

actions (clicks, likes, follows, shares)

• respond to issues that impact brand perception (Care & PR)

• occasionally start limited engagement with closed-ended comments

Social User – Activity-driven brand uses social media to… • measure traffic and sentiment• craft social tactics around user

generated actions (channels, clicks, sentiment)

• determine success metrics thru quantitative analysis

• reactively change tactics (rare to no engagement)

Social Monitoring Tools

Social Center of Excellence

Social Command Center

Profitability/Margin

No Risk/Reward - Safe Low Risk/Reward – Utilitarian High Risk/Reward – Interactive & Intuitive

Human

Technology


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SOCIAL MANAGEMENT PLATFORM

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An integration of all Enterprise-wide social media technologies, processes and resources into a singular, social media management platform to

enhance the performance of the business, exceed KPI’s and maximize ROI in Social.


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SOCIAL MEDIA MANAGEMENT – MANAGE

• How to begin operations on Day 1 and set up management of the SMP and resources for normal and non-normal operating conditions focused on the following areas:– Staffing– Scheduling– People Management

• Coaching• MBO’s• Training• Career Pathing

– Business Continuity – Force Majeure Events– Reporting Requirements– Budget Needs (Growth based on Increased Traffic & KPI’s)

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Before we start, a few questions first…


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HOW WILL THE SMP OPERATE ON DAY 1?

• Irrespective of the functional mode of the SMP (Resolution or Management) the next decision is hours of operation.– Will the Center be 7/24, 5/12 or 5/8?– What time zone will the Center be located?– If more than one Center, how they interoperate during shared hours?– What are the hand-off procedures?– Who “owns” the problem and is measured for completion/ success rates?– Are personnel full-time, shared or voluntary?– If shared, where does the budget come from?– Does the Center have Virtual capabilities?– What are the Business Continuity Processes required during outages (e.g. weather or physical

damage)?

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STAFFING – DAY 1 EXAMPLES

• The basic requirements for Day 1 require sufficient resources to:

- Listen, Route, Tag & File Posts

- Engage with consumers where required by priorities

- Develop, find, curate or locate content as needed (FAQ’s, links, text, photos, videos and testimonials)

- Create needed dashboards and daily, weekly & monthly reports

- Manage the team

Conversation Routing

EngagementContent

Development/SME

Reports Manager

2 SMP Associates 2 SMP Associates 1-2 SMP Associates 1 SMP Associate 1 SMP Manager

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• There are two scenarios for consideration:

– FTE + Support Resource Availability = # Resources per day X # Posts per day = Total Posts per day

– Traffic Load – Total Engage-able Posts per day ÷ Priority Level ÷KPI Level (e.g. 75% or better) = Total # FTE Required

• Total Social Volume/Engage-able Posts

– Approximately 75,000 posts per month

• Assume 20% are with Sentiment = 15,000 Engage-able Posts per Month

• Assume it takes 1 resource 20 minutes to respond to a post

• Assume 1 resource works 40 hours per week

STAFFING – DAY 2 SCENARIOS

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• This scenario assumes both dedicated and support resources available each day with the goal of responding to as many posts as possible each day:– 3 FTE’s (40 hours per week)– 2 CR Specialists (40 hours per week)– 10 Part-time Support Resources (40 hours per week) (Combination of Ninjas + SME Network.

Goal is to have at leased 400 man hours per week)

• With this staffing level approximately:– 1,800 posts per week– 7,200 posts per month

* SCENARIO 1 – FTE + SUPPORT-BASED

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• This scenario assumes 15,000 posts per month/3,750 per week with the following Priority Levels & KPI’s:

– Levels 1-4 Represent 75% of Traffic (based Posts/Mo POT below) or 11,250 per month/2,813 per week

– At KPI’s Target Levels for Response

• 100% Response it would require 23 Resources (@3 responses per hour)



Level Posts/Mo Sent/Posts Weekly Day Hr. 100% 75% 50%

Priority 1 5% 750 188 38 5 2 1 1

Priority 2 10% 1,500 375 75 9 3 2 2

Priority 3 20% 3,000 750 150 19 6 5 3

Priority 4 40% 6,000 1,500 300 38 12 9 6

Priority 5 20% 3,000 750 150 19 6 5 3

Priority 6 5% 750 188 38 5 2 1 1

75/25 11,250 2,813 563 70 23 17 12

KPI Target Levels for Response

* SCENARIO 2 – TRAFFIC & KPI BASED

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SCHEDULING

• Center Disruptive Events– Schedules– HR or Corporate Issues– Weather– Long-term Impact/Outages

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PEOPLE/RESOURCE MANAGEMENT

• People Management– Coaching– MBO’s– Training– Career-Pathing

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REPORTS

• Reporting Requirements– Frequency– Distribution List– Contributors– Performance Metrics & Benchmarks – Individual, Center & Enterprise

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BUDGET

• There are four areas to be addressed regarding Budget…1. Costs of Technology (Platform & Tools) as well as Integration (if required)

2. Cost of resources including staffing & training based on service levels (how many posts per day require response)

3. Cost of support including organizational needs e.g. Legal approvals, product management support and reporting

4. Cost of operations including physical needs of a center from utilities, equipment, redundancy, access & security

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SMP WORKFLOW GUIDELINES


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SMP: PROCESS (MANAGEMENT)

• The end-to-end Social Management process…

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1 2 3

GATHER FILTER AUTOMATE TRACK

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MANAGE

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CLASSIFY

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• Continuous collection of data based upon preset parameters specific to the brand including products, competitors, business units and leadership

• Segment data by content, post metadata, author and channel

•Automated tagging, prioritization, routing & sentiment

• The integration of technology, resources and management processes to identify and manage I/Es that have an impact on the brand, employees, community or customers

•Manual assessment of I/Es once Alerts have been raised to determine the validity of the issue and confirm it requires additional management

•Decision-making process to determine what Issue/Events require to complete the management process e.g. tags (owner) & flags (level of severity)

• The process of resolving the Issue/ Event successfully to completion

•Analysis and documentation of the results of the management process, the SMP and the impacts/value to the Enterprise

•Using intelligence gained during the process to enhance performance going forward (technology, resources & management)

Issue/Event(I/E)

Issue/Event

REPORT

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OPTIMIZE

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• Closed – Resolved• Closed – Unresolved• Closed – Continue to Monitor• Open – Requires Follow-up• Open – Continue to Monitor

Phase 2 – Issue/Event Resolution(Process + Resource Driven)

Phase 1 – Issue/Event Identification(Technology Driven)

SMP


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SOCIAL TRACKING: THRESHOLDS & ALERTS

• The following are specific criteria used to determine the appropriate severity level of each I/E during the Classify phase of the workflow.

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Volume

Sentiment

Keywords/Semantics

Alerts

Total #% Daily/Weekly

% Change

Kill, Gun, Murder, Terror, Attack,

Weapon, Outage, Product-related injury


% Change

Alert 1Broadcast EmailEscalation Calls

Level – 1Very High

Corporate Scandal, Discrimination, or

Product Failure


% Change


% Change

Alert 2Broadcast Email

Verbal Confirmation

Level – 2High


% Change

Legal Issues, Media driven (paid or social)


% Change

Alert 3Broadcast Email

Level – 3Medium


% Change

Layoff, Fire, Mad, Hate, Angry


% Change

Alert 4General Email

Level – 4Low


% Change

GeneralComment

Alert 5ICB


% Change

Level – 5Very Low/None


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RESOURCES: STEP 1 – ALERTS

• A part of determining Severity Levels is pre-defining what the thresholds are for each. Examples of machine alerts (automated by the platform):

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TwitterNegative/Positive keywords used by Influencer with 25+ Followers

TwitterNegative/Positive keywords used by Influencer with 100+ Followers

Twitter5-10 tweets to @Customer from customers during the day

Twitter10-20 tweets to @Customer from customers in an hour.

Twitter20+ tweets to @Customer from customers in the span of an hour


Level – 2High

Level – 3Medium

Level – 4Low


FacebookNegative/Positive keywords used by Influencer with 25+ Fans

FacebookNegative/Positive keywords used by Influencer with 100+ Fans

Facebook10-20 mentions on the Client Facebook wall from customers during the day

Facebook20-30 post on the Client Facebook wall in the span of an hour

Facebook50+ post on the Client Facebook wall in the span of an hour

OtherNegative/Positive keywords used by Influencer with 25+ Followers

OtherNegative/Positive keywords used by Influencer with 100+ Fans

OtherNo mentions of the incident on other social sites

Other•Awareness of the issue

on .com

•1-5 mentions on social/ traditional media sites

OtherKey influencer (social/ traditional media) mentions amplify the I/E throughout their channels/graphs


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RESOURCES: STEP 1 – ALERTS

• In tandem with Machine-generated alerts are the SMP team responsibilities in terms of notifications. Examples of management alerts include:

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Alert 1 Alert 2 Alert 3 Alert 4 Alert 5

1st Alert

ICB Email to:• Title• Name• Email

1st Alert

Individual Email to:• Title• Name• Email

1st Alert

Broadcast Email to:• Titles• Names• Emails

1st Alert


1st Alert


NoneNone

2nd Alert

ICB Call to:• Titles• Names• Emails

2nd Alert

Escalation Call to:• Titles• Names• Emails

2nd Alert

Escalation Call to:• Title• Name• Telephone Number

NoneNoneICB

3rd Alert


3rd Alert


Broadcast Emails – To predetermined Departmental Contacts (Group Email List) Individual Emails to Specific ContactsEscalation Calls – Predetermined Chain of Command Calling List Individual Calls – Verbal Confirmations


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I/E CLASSIFICATION: DETERMINING VALUE

• The first step in the Categorization Phase is to establish if there is value in moving the issue on through the Triaging process based upon the: Risk – Impact to the brand

Reward – Whether or not the situation can be improved/resolved

Scope – Exposure of the event (e.g. Influencer level and channel)

Scale – Resources/time required to resolve (cost/ROI)

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VALUE

• It is not actionable (no clear “ask” or answer)

• The impact is too small (e.g. individual with low influencer score and reach)

• Cost (to resolve) outweighs benefit (perceived results)

• High risk factor (issue has a higher probability of being made worse by addressing publicly

• Highly actionable (there is a clear resolution)

• The impact is extremely high (negativity or influencer level & reach)

• High benefit/low risk factor (high results can be achieved with minimal investment)

• Top priority – threat to people, brand or the company

No furtheraction N

Y


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RESOURCES: MANAGEMENT PROTOCOLS

• The creation of specific protocols based upon assignments made during classification can speed the management process for the customer. Examples of Management Levels are:

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Alert – 4 or 5 (ICB)

Severity – 5

Escalation – None

Commitment – None

Follow-Up - None

Resolution

1. Alert 5 as appropriate

2. Watch, raise awareness

3. Engage if appropriate/ presents opportunity – a s time/resources allow.


Severity – 4

Escalation – None

Commitment – None

Follow-Up - None

Resolution

1. Alert 4 within 72 Hours

2. Monitor and consider responses.

3. Group reply/ referral to FAQ or Client website.


Severity – 3

Escalation – ICB

Commitment – 1-2 BD

Follow-Up – ICB

Resolution

1. Alert 3 within 2-4 hours


3. Watch, raise awareness

4. Don’t engage immediately.

5. General Engagement by Community Manager with quick info/links where appropriate.

Alert – 2

Severity – 2

Escalation – Yes 2nd or Up

Commitment – SBD

Follow-Up – Within 2 BD

Resolution

1. Alert 2 within 1-2 hours


Alert – 1

Severity – 1

Escalation – Yes – VP+

Commitment – 1 Hour

Follow-Up – SBD

Resolution

1. Alert 1 protocol immediately

2. Have messages ready to send through all channels


Level – 2High

Level – 3Medium

Level – 4Low



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RESOURCES: STEPS 2 – SEVERITY LEVELS

• The next (and most important) step is to created predetermined definitions of Severity Levels. Examples of Severity Levels (1-5) are:

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DefinitionA general comment that is has little or no actionability – difficult or impossible to resolve.

Profile• 80% of Issue/Events• Little or No Value• Standard• All categories

ExamplesClient stinks! – No reason give so cannot be resolved.

DefinitionA comment specific to a Client BU/product that may or may not require further action

Profile• 15% of Issue/Events• Little Value• Standard• All categories

ExamplesI hate Client. You don’t care about customers, quit trying to sell me products I don’t need

DefinitionA comment specific to a Client BU/product that is actionable and requires a resolution

Profile• 10% of Issue/Events• Low – Medium Value• Standard or NS• All categories

ExamplesMy ATM never works, the Client store employees are rude, the store is dirty/unkempt

DefinitionA comment specific to a Client BU/product that has a high impact on the brand.

Profile• 4% of Issue/Events• High Value• Non-Standard• All categories

ExamplesYou are wrongly foreclosing on my property, my kids/pets won’t have a place to live, I am dying and you are foreclosing, I am going to the media to tell my story

DefinitionA comment specific to a Client BU/product that has a serious impact on the brand.

Profile• 1% of Issue/Events• Top/Premium Value• Non-Standard• All categories

ExamplesIs online banking down, Long lines in stores appears to be a system outage?, ATMs aren’t working, Denial of Service.


Level – 2High

Level – 3Medium

Level – 4Low



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I/E CLASSIFICATION: TAGGING

• Which of the following categories does the event align with:Disruptive Events/Threats – The I/E is specific to a Disruption or Threat to Client employees, facilities, assets or properties including the SMP and range from outages to Terrorist/Criminal threats.

Customer Issues – The I/E is specific to a customer problem, concern or opinion (Retention)

Corporate Issues – The I/E is specific to clients Corporate policies (e.g. Regulatory, Earnings, Leadership issues)

Competitive Issues – The I/E is specific to a clients competitors that provide an opportunity to drive new business

Marketing Issues – The I/E is specific to a clients marketing efforts (media and/or product)

Brand Trends – The issue/event are specific to a clients products & services (questions, problems and inquiries – Acquisition)

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Brand

Competitive

Marketing

Corporate

Care

Disruptive/Threat


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I/E CLASSIFICATION: FLAGGING

• The most important factor in determining next steps is to understand the severity/necessity or priority of the issue based on both negative and/or positive impacts:

Extremely high visibility or impact on people, brand or the corporation. Can either be negative issue (threat or loss) or positive issue (opportunity for Client)

High visibility or impact on people, brand or the corporation. Can either be negative issue (threat or loss) or positive issue (opportunity for Client)

Medium visibility or impact on people, brand or the corporation. Can either be negative issue (threat or loss) or positive issue (opportunity for Client)

Low to Medium impact on people, brand or the corporation. Can either be negative issue (threat or loss) or positive issue (opportunity for Client)

Low to no visibility or impact on people, brand or the corporation. Can either be negative issue (threat or loss) or positive issue (opportunity for Client)

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Level - 3

Level - 2

Level - 1

Level - 4

Level - 5


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SMP WORKFLOW: ROUTING & FLOW PATH

1. CRT performs continuous searches on “sentimented” conversations within top communities and around key topics

2. As conversations are found CRT follows the following procedure:

• Answers post if appropriate (SL 3-5)

• Flags by SL within VI

• Tags by Function

3. Sends follow Email or Calls if Severity Level warrants escalation or follow up

4. SMP Associate pulls up post and:

• Resolves if SL 4-5 Standard

• Sends to SME if unable to resolve SL 4-5 Standard

• Sends to SMP Manager for resolution or Escalation if SL 1-3 Non-standard

• Resolves if time allows SL 4 (standard)

5. Monitors for follow up if SL 1-2

6. Engagement as appropriate

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CRT

RESPONSE SME NETWORK

5%

25%

70%

75% Neutral Posts25% Sentimented Posts

Load/Filtering

Neutral Posts• Ignored – or –• Filed and responded to at a later date if

appropriate

Severity Level

Function Tag

Designated Escalation Manager

Social Media Portal

SMP Rep(Reports)

SMP Rep(Care)

SMP Rep(PR)

SMP Rep(Marketing)

SMPManager


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RESOURCES: STEPS 3 & 4 – ESCALATIONS & FOLLOW-UP

• The next step is to determine if/when Escalations and Follow-up is required with specific SLA’s for each. Examples of Escalation & Follow-up protocols:

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* From time received SBD – Same Business Day NBD – Next Business Day

Solution Required

ICB

Solution Required

Discretion of the SMP Team

Solution Required

Yes – Within 48 Hours/ 2 BD

Solution Required

Yes – Within 8 Hours/ SBD

Solution Required

Yes – Within 4 Hours/ SBD


Level – 2High

Level – 3Medium

Level – 4Low


Escalation*

No

Escalation*

No

Escalation*

SMP Mgr. DiscretionNBD

Escalation*

If Required4-8 Hours/

NBD

Escalation*

Required1-2 Hours

SBD

Follow-Up*

No

Follow-Up*

No – Check Randomly for Results

Follow-Up*

ICB – Usually48 Hours/2 BD

Follow-Up*

Yes8-16 Hours

NBD

Follow-Up*

Required4-8 Hours

SBD


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SMP WORKFLOW: ESCALATION

What• What is the process to escalate including management & sign off

How• Posts filed/tagged as Level 1 or 2 (Non-standard) requiring 2 Hour Turnaround) – or –

Major Catastrophic Event• SMP Manager contacts Designated/On-Call Escalation Manager to engage Senior

Leadership as appropriate for escalation and approvals on strategic direction within 1 Hour of receipt/3 Hour Total turnaround

• SMP Manager manages as appropriate (SMP Team or SME Network)

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Senior LeadershipDesignated Escalation Manager

Social Media Portal

SMP Rep(Reports)

SMP Rep(Care)

SMP Rep(PR)

SMP Rep(Marketing)

SMPManager


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SMP WORKFLOW: ACCEPTANCE & RESOLUTION

What• Administration & Approval process

How• Engagement Manager based upon client priority level standards.• SMP Manager reviews and categorizes as “Non-Standard”• SMP Associate contacts SME Resource to coordinate & manage response/resolution

within prescribed timeframes• SME coordinates the “backend” of resolution process to find necessary resources,

content, information etc.• SME resource can either respond directly or provide SMP Associate info (TBD)

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Resolved by SMP Team Member?

• Yes – SMP Associate owns to completion• No – SMP Associate contacts SME and creates audit trail

1. Email with receipt2. Telephone call3. Log entry

Social Media Portal

SMP Rep(Reports)

SMP Rep(Care)

SMP Rep(PR)

SMP Rep(Marketing)

SMPManager


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RESOURCES: CONTACT LIST

• A key tool for the SMP team is to have a complete quick reference contact list that includes escalation contacts, managers as well as other contacts e.g. Security, State Police, HR, Legal, IT and other external partners:

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Name Group Title Telephone Email Backup Telephone

Name Customer Care Manager 123-3456-7891 [email protected] Name 123-3456-7891

Name PR Manager 123-3456-7891 [email protected] Name 123-3456-7891

Name Marketing Manager 123-3456-7891 [email protected] Name 123-3456-7891

Name IT Manager 123-3456-7891 [email protected] Name 123-3456-7891

Name Security Manager 123-3456-7891 [email protected] Name 123-3456-7891

Name HR Manager 123-3456-7891 [email protected] Name 123-3456-7891

Name Legal Manager 123-3456-7891 [email protected] Name 123-3456-7891

Name Product/Sales Manager 123-3456-7891 [email protected] Name 123-3456-7891


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SMP CENTER OPERATIONS


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NON-SOCIAL MEDIA ISSUES – FORCE MAJEURE

• Weather events and natural disasters often leave little time for planning or preparing for responses. When appropriate…

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Severity 1 (No Advance Warning – Long-term Impact): Earthquake, tornado, floods

• Social media rep attends Disruptive Event Management Team (DEMT) calls for up-to-minute impacts

• Social media rep works with appropriate communications, marketing and DEMT reps to provide key messages to pass to

the content team

• Content team posts updates as requested to ensure customers and team members get updated info about availability or

support

• Content team provides feedback to social media rep to address customer comments/questions using input from DEMT,

communicators or Marketing

Severity 2 (Advance Planning – Short-term Impact): Hurricanes, blizzards, floods

• Social media rep attends DEMT calls for up-to-minute impacts

• Social media rep works with appropriate communications, marketing and DEMT reps to provide key messages (before the

event and after) to pass to the content team

• Content team posts updates as requested to ensure customers and team members get updated info about availability or

support

Severity 3 (Scheduling & Other Issues)

• Social media rep gets DEMT alert about a potential incident

• Social media rep evaluates the impact with the appropriate communications rep

• If needed, content team posts geo-targeted updates as requested to ensure customers get updated info about availability

or support

Level – 1

Level – 2

Level – 3


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SMP REPORTS


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SMP REPORTS & MEASUREMENT INSIGHTS

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• Ad-Hoc Reports

• Trend Analysis – Ad-hoc report on specific issues that are trending and require resolution

• Event Timeline – Event timeline reviewing start and end of events and actions taken and timeframes each step of workflow occurred and was completed.

• Resolution Case Study – Detailed version of Timeline report with narrative for Enterprise-wide analysis and public sharing

• SMP Value Analysis – A comparative analysis of the issues (sentiment) before and after the issue has been resolved to determine the impact of the SMP process on the overall solution

• SMP Workload Measurements (Benchmarks)

• Sentiment Rate – Normal Mode Sentiment Levels to establish Alert Thresholds

• Alert Rate – Total Alerts raised• Tracking Rate – Total Posts

Tracked/Confirmed• Qualification Rate – Total Posts Qualified by

Standard & Non-standard)• Value Rate – Total Posts Accepted & Not

Accepted • Categorization Rate – Total Posts

Categorized by each Tag (e.g. Care, Brand etc.)

• Triage Rate – Total Posts Categorized by each Flag (e.g. Level 1, 2 etc.)

• Routing Rate – Total Posts Routed • Escalations Rate – Total Number of Posts

Escalated• Follow Up Rate – Total Posts Confirmed &

Tracked• Engagement Rate – Total Posts Requiring

Engagement• Completion Rate – Total Posts Closed• Non-Completion Rate – Total Posts Still

Open

• SMP Performance/MBO Metrics

Confirmation Ratio - Ratio of posts Tracked & Confirmed vs. Total Alerts = % of the total

Qualification Ratio – Ratio of posts qualified as Standard and Non-standard = % of the total

Value Ratio – Ratio of posts qualified by each Value Assignment (Work/Don’t Work) = % of the total

Categorization Ratio – Ratio of posts qualified by each Tag (e.g. Brand, Customer Care etc.) and expressed as a % of the total

Triage Ratio – Ratio of posts qualified by each Flag (Level 1 - 5) = % of the total

Routing Ratio – Total Number of Issues Routed by day or Category = % of the total

Response Time (Avg.) – Average time per response to a) receipt, b) acknowledgement and c) resolution

Escalation Ratio – Total number of posts escalated vs. normal routing and resolution posts expressed as a % of the total.

Commitment Ratio – Total number of commitments met (Triage Level) vs. not met

Commitment Scorecard – Total number of commitments met (by Priority and SLA) vs. not met expressed by a grade of “Fully Met,” “Partially Met” and “Missed.”


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SMP REPORTS & MEASUREMENT INSIGHTS

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• Ad-Hoc Reports• SMP Workload

Measurements (Benchmarks)• SMP Performance/MBO

Metrics

Completion Ratio – Total number of posts Closed vs. Open = % of the total

Completion Scorecard – Grading System/Scorecard – Showing percentages of each of the five categories with A=Close Resolved and F= Open Unresolved

First Post Resolution (FPR) – Total number of Issues resolved on first engagement vs. required follow-up = % of the total

Resource Utilization – Ratio of Total Hours expressed as a percentage of each of the 5 Post Status’ (e.g. 32 Hours/Closed –Resolved Issues)

Resource Productivity – Ratio of Total Expense/Budget expressed as a percentage of each of the 5 Post Status’ (e.g. $57/Closed – Resolved Issues)

SMP Productivity – Ratio of Total Hours expressed as a percentage of Total Posts Tracked vs. Resolved (e.g. 32 Hours/Non-standard Issues or Engagements etc.)

SMP ROI – Ratio of Total Expense/Budget expressed as a percentage of Total Posts Tracked vs. Resolved (e.g. $57/Non-standard Issues or Engagements etc.)


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NEXT STEPS…


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WHAT’S NEXT?

• Manage and grow the capabilities of the SMP with a plan towards ultimately becoming a world class Social Center of Excellence

• Start all over again in terms of optimizing the SMP to finds ways to improve!

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Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat – General Sun Tzu

azurite blue inc. - we are a consulting firm that has the

experience and ability to help clients articulate their needs

with regards to “all things social,” and create an operational

roadmap to get there!

More importantly, we help design strategies that are based upon executable

tactics and tactics that support achievable strategies!

Contact: Jim Clark – 908-305-8475

[email protected]

www.linkedin.com/in/azblue/

mailto:[email protected]

http://www.linkedin.com/in/azblue/