List of figures and tables
Figures
Tables
About the author
Preface
Introduction
I.1 Business context matters
I.2 Where are we going?
Part 1: Setting the stage, or what it's all about
Introduction
Setting the stage
1. Looking under the hood
Abstract:
1.1 Social media: A workable definition
1.2 Why context matters
1.3 Strengths, weaknesses, opportunities and threats (SWOT)
1.4 Your social media purpose
1.5 Where we stand
1.6 Conclusion
References
Appendix 1a Ropes to skip
7 Managing risks - every word comes with its own metadata.
8 Do not treat social media marketing as a separate activity.
9 Do not think LinkedIn, Xing, Viadeo, et al. are sales tools.
2. Who is driving?
Abstract:
2.1 Social capital
2.2 Social sharing
2.3 Brand and reputation
2.4 Do we blast or engage?
2.5 Why social media can fail us
2.6 Taking inventory: Skill-sets matter
2.7 Conclusion
References
Appendix 2a Avoiding the epic fail: Manage your social media engagement
3. Plan your trip
Abstract:
3.1 Target audience
3.2 Improving the customer experience
3.3 Walk the walk
3.4 What kinds of interaction help clients most?
3.5 Shortened URLs have no shelf life
3.6 The importance of positioning in the purchase cycle
Conclusion
References
Appendix 3a Starting off on the right foot
Part 2: Driving with better benchmarks: The data game
Introduction
4. Start your engine
Abstract:
4.1 Customers can work magic on your staff
4.2 Strategy
4.3 What is a workable social media strategy?
4.4 If necessary, shift strategy
4.5 Where are we now?
4.6 E-marketing - paid versus earned media
4.7 Customers are not always the end-users
4.8 Know the conversation - and own it
4.9 The strategy: Saving the client time and/or money
4.10 Decide which platforms to use
4.11 Set a budget and give your team the right tools
4.12 Failure to listen
4.13 Conclusion
References
Appendix 4a Client focus: Seven fallacies
5. Drive: Move beyond impressions
Abstract:
5.1 What is the purpose of data collection?
5.2 Using a framework: Business analytics
5.3 Statistics and type of analysis
5.4 Variables needed for measurement
5.5 Finding metrics that suit our data crunching needs
5.6 Is a picture worth a thousand words?
5.7 Conclusion
References
Appendix 5a Measurement: When less is more
6. Quick tune-up
Abstract:
6.1 Manage and monitor the process cycle
6.2 Monitor process quality
6.3 Assess resource adequacy
6.4 The magic of good service
6.5 Assess and review performance
6.6 Improving processes and performance
6.7 Do the numbers really add up?
6.8 Conclusion
References
Appendix 6a Preparing for the Dakar Rally: The monitoring and analytics journey
Part 3: With traction and insight, everything is obvious
Introduction
7. Case Study - Bakery
Abstract:
7.1 Purpose of social media use
7.2 Define your target audience
7.3 Sometimes, rules are meant to be broken
7.4 Accelerating the learning curve
7.5 Strategy and key drivers
7.6 Assess and review: You cannot beat free
7.7 Actionable metrics
7.8 Quality management and improvement
7.9 Conclusion
References
Appendix 7a Learn to walk before you sprint
Appendix 7b On successful social media use
8. Case study - Hospital
Abstract:
8.1 Social media audit: Inventory
8.2 Reviewing customer experience and performance
8.3 Improving process and performance
8.4 Honing relevance for better social sharing and engagement
8.5 Improving impact
8.6 Improving the process: Many quick steps make a difference
8.7 Conclusion
References
Appendix 8a Making sense of data and improving social media use
9. Conclusion
Abstract:
9.1 The ropes to skip
9.2 Talking the talk without walking the walk
9.3 Doing homework improves performance
9.4 How to avoid being the next social media screw-up
9.5 Social media brings increasingly demanding customers
9.6 Conclusion
References
Appendix 9a Context matters
Appendix 9b Social media crisis management: A no-nonsense guide
Index
