I am delivering a masterclass around building the business case for social engagement at Social Media Week in London next Monday (23rd).
For those that can't make it (and as a teaser) here is a summary of what I will be discussing.
Social engagement requires a significant commitment of resource, planning, and measurement. Without that commitment it is hard to show a return on investment. Unfortunately because returns are often hard to quantify, that resource is hard to make a case for. Therefore engagement is done in a spotty way, limiting the value of social as a channel. This is a kind of vicious cycle.
- I can't see the returns
- I starve the channel of resource (or give it to someone whose output can't be measured)
- I get poor results
There are four kinds of return we have identified:
- Verified new customers
- New prospects opted in to marketing (mailing lists)
- Social attention metrics: retweets, favourites, followers
- Cross-posting of relevant content and the SEO benefits that result
When you begin to see results from these metrics: how should you then resource social?
I will run through the options in a lot of detail, but broadly they are:
- Keep it in-house (but you will need training, support and content)
- Keep it in-house but outsource it to somewhere with flexible, out-of-hours resource (off-shoring)
- Give it to an existing agency partner (but you will need to manage it closely and the agency people might well end up working as close team members)
- Give it to your contact centre (again - that needs a new style of working)
More on this later ...
I would love to hear from anyone about their experiences of resourcing social as a channel, and how they make the business case.