There is a management adage that says that you
can’t manage if you don’t measure.
Social media marketing is the biggest thing to hit
marketing since it was invented. Marketing textbooks are being hastily revised
as you read this. Undergraduate courses and graduate programs are all
undergoing rapid change, because of what is happening in the world of social
media.
The old marketing world is changing almost as fast as
if you’d put a stick of dynamite under it.
One of the things that is happening is the way that
marketing is now becoming pervasive throughout organisations. Everyone
needs to think with a marketing hat on if they are getting involved in social
media.
An understanding of what is word-of-mouth marketing,
where people tell each other about your products/services, and what is viral
marketing, where lots of people tell loads of other people about something, is
spreading. Marketing is coming out of the stuffy office and getting involved in
the real world.
One of the other aspects of marketing that is also
changing, is the things that you will measure. Social media monitoring is
taking its place among the key performance indicators and dashboard metrics that
have pervaded modern management.
If you are looking to decide what to include in your
measurement systems here are some suggestions:
1. Sentiment
analysis – how many negative comments and positive comments are there on social
media platforms about you or your service - in actual and percentage terms.
Keeping a track on this, and all mentions of you on the most likely social
media platforms, is the most basic action all organisations should take. Not
knowing what is being said about you, when that information is readily
available, might almost be considered irresponsible.
2. Tone – on a 3
or 5 or 7 point scale, of how enthusiastic/couldn't care/disgusted posters are.
This is not a perfect art, but you can get data on key themes in the tone of
comments.
3. Influencers –
the numbers of high "follower ratio" followers you have & their
engagement levels with you. Having a lot of influencers is good, but it is
better if you are engaging with them. Natural engagement will come when you
first make contact, when you post and when you are retweeted.
4. Demographics –
traditional measures of geographic, age, sex, status, interests of your
followers. It is useful to know who your followers are, where they are from and
all the other pieces of demographic information. You will be better able to
decide what to say, when you know who you are talking to.
5. Sub communities
– number and types of sub communities spawning around your main social media
presence. If you make cakes these could be chocolate cake lovers, gluten free
users etc. Sub communities will require separate conversations and talking
points, and they do have to be re-assessed as your community builds.
6. Base statistics
on follower numbers, unfollower numbers, re-tweets, messages, posts for each
platform, including smaller/up and coming platforms such as Pinterest/Flickr, forums,
LinkedIn, YouTube, Vine, specialist blogs, etc, depending on which you focus on.
These stats are not the most important things in social media, but they are
good for people with a competitive instinct. If social media is to deliver what
you want and you have only ten followers, who are all dedicated evangelists for
you, than that is a success to me. Quality trumps quantity on social media,
like in most things.
7. New markets,
new trends, new topics emerging from conversations with customers and
prospective customers. You may pick these up instinctively or you may list
these in a structured way.
8. Competitor
activity, sentiment & other key metrics for your competitors. Incredibly, you
can do much of the same analysis for your competitors as well. This is a period
of unprecedented openness in social media where we can all see what our competitors
are up to on Twitter and Pinterest and many of the other major sites. Don’t
miss out on this opportunity.
9. Theme clouds –
what are the key topics, popular words and phrases that are bubbling up and
falling away among key communities. These can be tracked on a regular or
irregular basis and placed in lists or theme clouds.
10. Keyword
tracking – do you have key words? How are they doing? Are you tracking raw
numbers and patterns of change? If you are using key words you may want to
check what your competitors are doing and what other people you would like to
emulate are doing on keywords too. Key words are part of your search engine
optimisation (SEO) strategy. SEO is a world of technical website marketing in
three little letters.
11. Internal
benchmarking – How are internal divisions/branches doing compared to each other
on key metrics? How are things changing over time? Most of the above key
metrics can be done for divisions within your organisation, as well as for the
organisation itself. Comparisons between divisions can be useful if they
highlight laggards who could be using social media and who aren’t.
12. External
benchmarking - How do your stats compare with peers, competitors? Social media
sites occasionally throw up useful data on case studies of how people are doing
on social media. These can be particularly useful if you still have people in
your organisation who are not on board with your social media strategy,
The above are 12 key metrics. I am sure you won’t need
to develop “target scores” in all of these areas, but the above should give you
plenty of food for thought when it comes to picking the key metrics that you
will report on.
But it’s not just reporting you should be thinking
about when you develop your metrics. You should also be thinking about return
on investment (ROI). If you are investing considerable sums in social media you
need to see where you are getting the best return. The above metrics will help
you assess that.
ROI analysis should be considered carefully for social
media. ROI analysis was originally developed for the financial services
industry and has some key components. Financial analysts use formula for
deciding what the ROI is for any given investment.
These formulas require you to decide what is the
initial value of the investment, what the period of the investment will be, and
what the final value of the investment will be.
The final value calculation is always the trickiest
one. That value can be calculated at the end of the period or estimated in
advance. When an estimate is used the final outcome can be compared against the
estimate after the period is over.
An investment of 100 which achieves a return of 150 is
rated as a 50% yield or return in the given period.
If you can achieve that you will be doing very well.
If you achieve less, consider whether the period of investment should be
extended. If you continued investing you could end up with the required yield.
In some cases firms invest for many years in areas of opportunity before
achieving a target return. The question is always; who decides how long you
will invest for.
And on that discussion point many boardroom bust ups
take place! If someone says you must pay back your investment in social media in
year one, then be wary that they are expecting too quick a return.
Did the first people to install telephones in offices
have similar ROI struggles, I wonder? I am sure they did in some places. The dinosaur home for instance.
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