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"In the past, I used to think that community management and social media management are one and the same thing. It wasn’t until I actually started working as a community manager and then later as a social media manager, did I realize that there is actually a difference between these two titles even though the lines do sometimes blur."
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A social media manager specifically manages the social media accounts for a company. They help all the departments fulfill their own missions
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a social media manager has a helicopter view of social media as a whole in a strategic role:
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"Arnaud Gien-Pawlicki, responsable recrutement France de la DRH de l’Apec, détaille les compétences indispensables à la fonction RH telles qu’elles se dessinent aujourd’hui, et relève les tendances majeures des prochaines années."
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Il s’agit par exemple de gérer le décalage entre les directeurs opérationnels, centrés sur la performance à court-terme, et la vision long-terme impliquant l’employabilité des collaborateurs et l’adaptation de leurs savoir-faire
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L’avènement de l’entreprise 2.0 collaborative se fait encore attendre, mais le DRH peut d’ores et déjà faciliter la coopération.
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"BASF is a well-known German company with over 100,000 employees worldwide. A few years ago, when I visited German companies and participated in Enterprise 2.0 events in the country, there was considerable skepticism that collaboration based on social media would ever achieve significant uptake in a conservative business culture that is highly traditional as well as very hierarchical. Fortunately, this turned out not to be the case. These days, it’s easy to come across successful examples of European (and German) Enterprise 2.0 initiatives, however BASF has become one of the most well-documented and compelling."
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The staffing for the effort consists of two global community managers and three regional community managers plus part time involvement of staff for governance and solution stakeholders/owners. There are also numerous advocates who volunteer time to spread awareness and best practices across the company, as well as users that build and help facilitate communities of practice.
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he platform went from a literal handful of users at the beginning of 2010 to over 15,000 users by the end of that year. Last year saw a continuation of rapid and steady growth, reaching nearly 30,000 users within the company in another year, with the bulk of adoption happening in the last 18 months. Along the way, users of the social business platform created more than 2,300 special purpose communities in which to work
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Consequently, one of the questions that seems to come up most often is this: What are the necessary moving parts in a social business strategy? What exactly needs to be included and what can be left out? While the short answer tends to be frustrating and uninformative, namely that it depends on what you’re trying to do. The longer answer, fortunately, is more interesting."
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Community management
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Over the past few weeks I have participated in a suite of webinars and talks about online communities and their growing role in functional areas such as customer care. I have listened to, and debated with, countless community management specialists about community management best practices. I’ve heard a lot about keeping business strategy and community management aligned. There’s no question this is a critical success factor for social business — but the issue is whether or not this responsibility is part of the charter for the online community manager role."
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Placing responsibility for business strategy on the community manager will ruin many a promising online community, with lasting negative consequences for the business, the brand and, most of all, community members and customers
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Let’s look at the role of online community strategy. It starts at the highest level, based on the organization’s mission and vision, and then proceeds to the business goals and business processes for the community itself. It is a line-of-business function led by an executive stakeholder responsible for strategic alignment based on the goals, metrics, measures and ROI.
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"It’s fair to say that in 2011, social pervaded a truly wide swath of territory in terms of business capabilities. While social reconceptions of traditional business functions began showing signs of some maturity in select areas (especially social marketing and internal collaboration), strong early adoption was also a hallmark of a few quite recent developments, in particular Social CRM."
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Analytics and business intelligence (BI) becomes standard fare. Making sense of the endless flow of conversations, inside and outside of the organization requires smart, effective filters. It also needs a way to analyze the giant haystack to derive business significant insight
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"In my last article, I talked about the Community Manager job title and how it can mean a lot of different things to different people. I’d like to continue that discussion today by reflecting on another trend that I have noticed.
I am hearing about companies that have training programs for community managers – and many of them. They hire people, put them through a training program and, bam, you have a community manager. This seems to be in contrast to how many other management type positions are handled."
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Though, it is likely that some “community managers” are really social media marketers, it is a good thing for the profession and, it leads me to ask: has Community Manager become an entry level position?
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Given the confusion surrounding the job title, and the number of tasks that are being thrown into it that should really go to marketers or copywriters or someone else, just how much experience is needed is debatable. For some roles, depending on the responsibilities, it may not be entry level.
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"I celebrated Euan’s post by reviewing each point through the eyes of a Community of Practice facilitator. Prior to this I touched on one point called "follow the energy", which is what the spirit of social business design or enterprise 2.0 is all about.
A discussion on G+ led to points about control, managing, leadership, and facilitation; which Luis Suarez has kindly summarized."
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Our software at work is called "Communities" as are many other vendors. This can be too narrow or misleading as lots of our so called "Communities" are not that at all, but instead work spaces, task spaces, etc…see here.
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"So, why do I think that Social Media isn’t Community Management?
Simple – win scenarios. For most (not all) Social Media professionals, they “win” if they maintain a conversation with every person who touches a brand to personalize that brand and create an engaged audience.
For most (again, not all) Community Managers, they “win” if they put themselves out of a job because their users are talking to each other (not just to the community manager), evangelizing the brand and defending itself to the point that the Community Manager is no longer needed."
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The metrics for both are different. The goals for both are different. The tools for both are different. The success factors are different. So why on earth do we keep calling them the same thing?
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“The NY Community Manager will be responsible for launching all marketing plans for the new service (in soft test now with launch date set for July), to include social media, viral marketing, event marketing, etc.”
Not a single mention of building an actual community, just talking and selling to an engaged audience.
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"Thus, many businesses now realize they’ve lost intellectual control over a seemingly galactic number of social media projects and that there is too much duplication, inconsistency, and poor coordination between them. As a result, organizations are seeking ways to consolidate, optimize, and bring focus to their social media efforts. What’s emerging is something that for lack of a better term I’ll call a Social Business Unit. It’s actual name varies in organizations and might just be a group inside Corporate Communications or it could be a full-out, dedicated Social Business Unit that’s been created as a new organizational entity."
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Now, I should be clear that top-down hierarchy and central control is not the name of the game for a Social Business Unit. In fact quite the contrary, and I’ve previously explored why this is with push vs. pull management models and CoIT. Instead, the Social Business Unit is much more of a facilitator that enables local success by providing needed guidance, best practices, coordination, and occasionally actual resources such as community management and social listening.
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There are many benefits to implementing social networking. Here are some of them:
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There are many benefits to implementing social networking. Here are some of them:
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"En lisant le très bon (et assez courageux) billet de Laurent, je me suis interrogé sur les freins à l’évolution rapide de la pensée dans les entreprises. Est-ce que la raison se trouve dans le déficit de confiance que les annonceurs portent à des consultants externes qui manquent trop souvent d’humilité, de crédibilité et surtout de compétences marketing suffisantes pour intégrer les enjeux des media sociaux dans les disciplines fondamentales ? Ce déficit conduirait-il à s’intéresser de façon obsessionnelle à un sujet secondaire : le ROI ?"
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Les media sociaux seraient donc le royaume du collaboratif, de l’échange, de la conversation ? Oui, sauf au moment où il s’agit d’impulser la mise en place de l’organisation qui va avec. Le frein numéro 1 à l’évolution des structures est l’absence d’implication d’une direction générale qui doit aligner les décideurs de l’entreprises autour d’un plan stratégique et opérationnel absolument top down, marketé autant que possible et intégré
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La bonne nouvelle est que les grands patrons comprennent très vite les enjeux et la posture à prendre dès lors que le sujet passe en haut de la pile de leurs urgences. La mauvaise est que ça se produit souvent pour de mauvaises raisons : une crise… Dans les deux cas, l’accompagnement externe requiert un niveau d’expérience que les experts des media sociaux n’ont pas toujours, en cela je rejoins le point de Laurent.
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"ProjExec 5.0 provides social project management for IBM social software. This is a useful extension as the IBM social software is more focused on collaboration. The benefit works both ways as project management is becoming increasingly collaborative so the IBM suite offers a great set of supporting capabilities to ProjExec."
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I know from personal experience that old school project management tools tend to be difficult to use and, even worse, they often put project teams in straight jackets. They require people to conform to the tools, rather than the reverse.
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we need to empower middle managers to directly run projects and not have them be dependent on project management technicians. A project defines a community so a project manager is also a community manager. The community manager needs to also leverage expertise from the broader enterprise to fill out a team or get advice. Building a project management capability today requires integration with community management and collaboration tools.
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"Le 31 mars dernier, nous étions une trentaine dans les locaux de Creadigital à Genève pour découvrir, comprendre et échanger sur la stratégie de présence sur les médias sociaux du groupe Air France-KLM."
"Many companies are missing an opportunity to utilize social media channels to drive sales growth because of a misunderstanding of what consumers want out of those channels, according to a recent study.
The study, conducted by International Business Machines Corp. (IBM), found that a majority of consumers say the top reasons they interact with companies via social sites are to receive discounts and make purchases, but companies rank those as the least likely reasons customers will follow them."
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The study, conducted by International Business Machines Corp. (IBM), found that a majority of consumers say the top reasons they interact with companies via social sites are to receive discounts and make purchases, but companies rank those as the least likely reasons customers will follow them.
Instead, businesses overestimate consumers' desire to interact with the companies, believing consumers hope to feel connected or be part of a community.
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IBM also noted the study found a vast majority of social media users are casual participants who visit the sites to stay connected with family and friends. Most consumers say they don't engage with businesses through social media or social networking sites, and IBM said more than 60% said they need to believe a company is communicating honestly before they will interact.
"La tendance est en effet de moins en moins à se contenter d’écouter. Les prestations de veille se complètent progressivement en intégrant des offres/fonctionnalités réactives ou de community management. Un métier encore jeune, en pleine explosion mais bien plus compliqué qu’il n’y paraît, et pas toujours bien compris. "
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Si on est à même d’identifier les plus grands fans et détracteurs (avec le sujet épineux de l’évaluation de l’influence ou de l’audience de ceux-ci) online, il y a matière à les traiter de manière spécifique tout au long de l’année
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La création ou curation de contenus et le storytelling seront aussi des expertises clefs pour nourrir ces échanges… Certaines marques lancent même leur « social media room » comme Gatorade ou H&M
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"Transformer une entreprise industrielle centenaire de 130 000 collaborateurs requiert de la méthode et du temps. Il existait déjà des initiatives 2.0 (blogs, wikis...) chez Renault, mais c'est en 2009 que le constructeur automobile a commencé à formaliser une démarche 2.0 globale qui se concrétise par la mise en place d'un réseau social d'entreprise, basé sur Sharepoint.
Pour initier son programme de transformation, Renault s'est appuyé sur des communautés pilote. Elles ont expérimenté de nouvelles façons de travailler et ont servi à valider les scénarios d'usage qui avaient été imaginés."
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« Contrairement à d'autres entreprises qui ont multiplié les communautés, Renault a adopté une approche qualitative avec une structuration et un fort accompagnement »,
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« Le challenge pour l'entreprise consiste à susciter des initiatives, à ne pas freiner celles qui sont en cours, tout en évitant une forme d'anarchie avec des réseaux sociaux enchevêtrés »,
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"Community management is indeed a critical role in any fledgling social or adaptive business. Monitoring keywords provides us with invaluable insights that reveal the sentiment, volume and reach of activity within our markets. Identifying, tracking, and engaging customers and stakeholders helps us cultivate rewarding communities measured by loyalty and advocacy. Listening to conversations provides us with an opportunity to feel what people are saying and the experiences they’re sharing. If we pay attention, we can surface the ideas and touchpoints that gives us purpose and provide us with opportunities to earn relevance.
Over the years, the role of the community manager has evolved. What started as a gateway to surfacing the conversations related to brands in the emerging conversational landscape, evolved into something far more sophisticated. And, we’re just getting started."
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This new obligation only intensified as social media moved from digital outliers to the mainstream. Now, some of the socially vulnerable brands in the world require a mission control not unlike what we envision when we hear those two words, “mission control.” The difference is that this new infrastructure is designed to ensure positive brand experiences as well as the impact of real-time brand democracy.
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We are now moving from the era of community management to fully fledged command centers.
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