Social Business Textbook

The Social
Business Textbook
First EditionVolume 1
REQUIRED READING FOR SOCIAL COMMUNICATIONS PROFESSIONALS

Spredfast Social Business Textbook 1
Social business has emerged and accelerated into a bona fide business practice at an
incredible pace. By their very nature, social media and thus social business are constantly evolving and
social practitioners must sprint to keep up. And social is growing; brands now rely on an average of 29
employees to manage over over 20,000 daily interactions across 50 social accounts.
While social media practitioners must continue to expect and adapt to change, it is important to take
note of the lessons we have already learned and to bring new members of growing social teams up to
speed. The Spredfast Social Business Textbook establishes a foundational curriculum that gets back to
basics, outlining eight major social business concepts with thorough explanations, textbook examples,
and thought-provoking questions throughout to assess social media aptitude.
The Spredfast Social Business Textbook syllabus covers several important subjects, from social listening
History to the Chemistry of combining paid, owned, and earned media. This 46-page Textbook provides
an in-depth review of key concepts, strategies for success, planning action items, and brand examples
for practical application.
Volume I First Edition
INTERNAL
BRAND ENGAGEMENT
SOCIAL ACCOUNTS
BRAND USERS
ACTIVITIES/MONTH
ACTIVITIES/WEEK
51
29
1,641
410
EXTERNAL
BRAND ENGAGEMENT
TOTAL NETWORK SIZE
SOCIAL REACH
INTERACTIONS/MONTH
INTERACTIONS/WEEK
1.8M
47M
666,667
166,667
Executive Summary

40
3 History
Social Listening: Learn how concerted listening efforts
focused on the people, conversations, and relevant activity
about your brand can yield valuable insights to understand
past events, inform current decisions, and improve future
outcomes.
7 Government
Social Organization & Governance: Learn how to combat
brand anarchy by defining internal structure and ensuring
the right rules and guidance are in place to protect both the
brand itself and the people behind the social activity.
13 Music
Orchestration: Learn how to orchestrate multiple people
having multiple conversations across multiple accounts on
behalf of your brand by implementing workflows, approval
paths, and coordinated content distribution.
18 Math
Measurement: Learn how to embrace social media
measurement to perform a goal-oriented analysis of your social
program performance.
24 English
Creating Social Content: Learn how to create and curate
great content for social distribution and how to converse with
customers in ways that create value for your network and
achieve social business objectives.
29 Social Studies
Segmentation and Targeting Social Audiences: Learn
how to segment audiences based on demographic and
technographic data provided by social networks and how to
target tailored messages to individual segments.
34 Student Council
Social Engagement & Community: Learn how to create
meaningful experiences on social channels that engage
your audiences, inspire action, and build brand awareness
and loyalty.
40 Chemistry
Paid/Owned/Earned: Learn how to combine owned assets
with earned audience interactions and paid advertising to
optimize social business efforts.
3 7
13 18
24 29
34
Table of contents:

[Social Listening]
IHistory
History reveals details to help groups of people understand past events,
inform current decisions, and improve future outcomes. And in social
media, zeroing in on the people, conversations, and relevant activity about
a particular brand, product, or industry through concerted listening efforts
can provide valuable historic insights. Your social “history” might trace back
to things said by customers, prospects, and influencers months ago, or it might
be activity that happened earlier today. But knowing how to collect and study
the social activity that pertains to your brand, and creating a plan to do so in an
ongoing way, can provide you with a detailed history of the people, topics and
focus areas that matter to your company.
Chapter I History
REAL TIME MONITO
RING
C
ONVERSATIONHISTORIE
S
HASHTAGS, KEYWORDS, CONVERSATION
TO
PICS
DEMOGRAPHICS, INTERESTS,
NETWORKINFORMATION
HI
STORICALINTERACTIONS,RELEVANTNOTES
SOCIAL USER PR
OFILES
SOCIAL
LISTENING
Figure 1.1 Social Listening is a continuous process of monitoring conversations, users, and interactions for insights

I.Identifying pertinent
conversations
Most of the millions of Tweets, Facebook posts and social
conversations that take place each day won’t have a
direct implication foryour brand. However, a subset of this
activity represents social consumers talking about your
brand, your products and services, your competitors, or
your industry. For brands to be proactive social historians
– learning what is being said, when it’s being said, and by
whom – a listening plan should be in place that identifies
and tracks:
• Your brand name
• Acronyms associated with your brand(s)
• Specific brand product names and references
• Specific brand service names and references
• Names and acronyms associated with your core
competitors
• Event or conversation specific hashtags used by
your target audiences
Catalogue the various names, topics, themes
and users that are relevant to your brand to
determine which should be monitored in an
ongoing manner.
II.Cataloguing conversations
for future reference
History happens over time. But because social networks
don’t allow you to search for conversations that
happened past a relatively short timeframe, having a
place to store this activity is critical for tracking trends
and emerging preferences over time. The ability to store
and reference these conversations will allow your brand
to better create and assess a “big picture” perspective
of the Who, What, When, Where and Why of important
things being said across social channels.
Evaluate how your brand is currently
cataloguingandarchivingsocialconversations,
and assess if this current approach is allowing
your company to view and access the entire
breadth and depth of historical activity.
III.Tracking historical
Details about Social
Network Members
No two social customers are alike. Some have praised
you in the past whereas others have given not-so-
great feedback about you online, and both are subject
to change with each new brand interaction, whether it
Brand
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Brand
Action
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Those who cannot remember the past are condemned to repeat it.
– George Santayana
Social
Listening
(v.) The act of monitoring conversations
taking place across social networks
’so-shəl ’li-sən-iŋ
Chapter I History

happens socially or in real life. Some users have few
followers while others maintain large networks, and the
degree of influence is not solely based on that number.
Important details to help assess the comprehensive
relationship and impact of social users include:
• Biographical information – a social user’s
autobiography, what do they want you to know
about them?
• Conversation history – don’t rely on hearsay, track
actual conversations
• Notes and relevant context – complete the picture
with contextual notes for future reference
Document the types of information that are
interesting and/or important foryour brand to
understand about social users and determine
how your company can best capture this
information so it can be referenced by team
members in the future.
Brand
Action
Item
Presentation:
Knowing and Delighting Your Social Customer
Tipsheet:
Knowing and Activating Social Customers
Tipsheet:
Social brand interactions in 2012 at a Glance
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1. What are the most important brand, product, or
service keywords to monitor? Are there timely or
campaign-specific monitoring efforts that need to be
planned?
2. Are there existing chats, such as those on Twitter
using hashtags, or taking place in LinkedIn Groups,
which would benefit you to follow?
3. How is your brand collecting and storing insights
about interactions with social users?
4. Would archiving social conversations help your brand
analyze activity over time? And if so, how are you
approaching this effort today?
Questions for further discussion:
Chapter I History

By listening proactively, Jason’s Deli is able to:
Jason’s Deli listens for direct brand mentions (@jasonsdeli)
as well as indirect mentions (#jasonsdeli, jason’s deli) and
responds to positive, negative, and neutral comments.
Social customers are often pleasantly surprised just to be
heard and acknowledged.
Brand
example
Jason’s Deli
Influence a
customer’s
purchase decision
Address a
negative customer
experience
Answer a
customer inquiry
Chapter I History

[Social Organization & Governance]
IIGovernmental bodies serve to provide oversight, guidance, and
checks and balances to ensure harmony and prosperity. And while social
media channels provide individuals with the ability to share and engage
however they see fit, this laissez-faire approach doesn’t scale for brands
looking to achieve real business outcomes through social programs. The
average company is managing more than 51 social media accounts with help
from more than 29 internal employees. If oversight and governance are not
built into corporate social programs, brands can quickly become unorganized
and run the risk of employees participating in inappropriate activity. Brand
anarchy can be combatted by defining internal structure and ensuring the
right rules and guidance are in place to protect both the brand itself and the
people behind the social activity.
Chapter II Government
Government
PEOPLE
GOALS
PROPERTIES PERMISSIONS
Figure 2.1 A governance framework that aligns the right people to the right social properties with appropriate
permissions helps achieve social goals

I.Defining goals and
parameters - a Constitution
Before a Tweet, Facebook Post or LinkedIn Company
Page status update is made, smart brands have
already defined the goals and parameters of their
social presences. Brands must then clarify which
people, departments, channels, and accounts should be
activated to achieve designated business goals.
• Social business goals – defining progress. Clarifying
the expectations your brand has for its social
presence will aid in identifying who should be
contributing, how they should be socially present,
what activity will help drive these goals, and
ultimately, how success will be defined. Some of
the most common and highly cited goals for social
programs include increasing brand awareness,
providing a better customer experience, generating
sales, tailoring brand experiences with key
audiences, and building brand loyalty.
• Company departments – governing bodies. Just
as there are multiple departments and agencies
involved in running a healthy government, a robust
social program involves multiple departments, not
just Marketing. Social media can provide utility and
value across many, if not all, areas of the business.
Perhaps your sales department is interested in
increasing online sales or lead generation efforts
by converting social community members. Or
your Public Relations team wants to increase
word of mouth and brand loyalty through social
engagement. Aligning the right departments with
their corresponding social goals will help identify
the right people and resources to fuel social success.
• Specialized presences – local branches. Municipal,
state, and federal government structures exist
to provide scale-appropriate services to their
constituents. Similarly, many brands have an
opportunity to engage with their customers on
a more localized or specialized level. Beyond
a central set of corporate social accounts,
brands with multiple store or office locations,
geographically diverse audiences, or differentiated
product offerings can expand and personalize
social experiences for their communities by
segmenting social presences. Proven approaches
include: location-based accounts for retail stores
to accommodate hyper-local interests, state-based
accounts for membership-based organizations to
communicate local issues, or national accounts that
provide language and culture-specific content.
Social
Organization &
Governance
(n.) A set of rules, guidelines, and
procedures put into place to establish and
protect brand activity in social media
’so-shəl ’or-gə-nə-shzā-shən
ən(d) ’gə-vər-nən(t)s
That government is the strongest of which every man
feels himself a part.
– Thomas Jefferson

Assess the current status of your social
programs and determine which goals you
plan to achieve as your programs grow.
Define which departments should participate
in ongoing activity and align them with the
proper social media channels and accounts.
II.Identifying contributors -
Electing Social Officials
For maturing social brands, social media is no longer
one person’s job. The Marketing department, or perhaps
even a dedicated Social Media Director or team, might
oversee the lion’s share of social activity, but independent
contributors across the organization can help a company
flex its content and expertise muscles. Based on
predetermined business objectives and desired social
presence, your social team might include:
• Team leads to oversee department activity
• Dedicated community managers to respond to
customer needs, questions, and ongoing social
conversations
• Subject matter experts to contribute specialized
knowledge
• “Field” contributors such as part-time contributors
from specific locations
• External and guest contributors
Map out the ideal mix of potential social
contributors based on content needs
determined by your business objectives and
audience expectations.
III.Providing guidance –
The Social Bill of Rights
Equipping internal teams with guidance and best
practices is a precursor to social success. Guidance
comes in many shapes and sizes, but its core purpose is
to protect both brand integrity and the employees who
are creating public conversations on behalf of a brand.
The resources to achieve both of those often include:
• A Social Media Policy outlining the Do’s and Don’ts
for socially active employees
• A best practices guide for engaging with online
communities and audiences on behalf of the brand
• Training on how to use social media sites and
software programs to manage corporate social
activity
• Ongoing education, covering everything from
emerging social trends to platform feature and
functionality updates, to lessons learned across
your team
• Third party resources like conferences, online
webinars, or written resources to help educate and
inspire team members
Considerthetacticsforsocialguidanceabove
and evaluate which elements you currently
have in place, what else is needed to better
equip socially active team members, and
what you can incorporate moving forward
to fuel ongoing social success.
Brand
Action
Item
Smart Social Tech Tip:
Structuring and growing social programs for brands
can be more effectively organized when centralized
from one location – such as a social media
management system – where all social network
accounts can be run, different levels of access can
be assigned for users and all social media activity
can be seen and assessed by corporate strategists.
Brand
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Brand
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IV.Assigning Access and
Permissions - implementing
Checks & Balances
With a growing number of brand accounts, social
contributors, and activity taking place across multiple
channels each day, having an organized plan in place to
scale social programs is essential. Just as governments
use a system of checks and balances to ensure that
no single group or branch has disproportionate power,
the same should be considered for social brands. Every
company has a unique structure based on various
organizational elements, however each should start by:
• Equipping internal teams with the right level
of access (planning, publishing, analysis) to
appropriate social accounts
• Providing strategic direction and functional
guidance through initial and ongoing training
• Organizing the infrastructure of accounts and
people using systems and tools to help scale
productively and reduce the opportunity for
oversight or security errors
Assess and align individual social contributors
with accounts and strategic direction
to enable social contribution. Identify
infrastructure needs such as a social media
management system to organize and scale
ongoing social growth.
Tipsheet:
Social Structure and Organization Trends
Presentation:
Scaling Social Media Programs across the Enterprise
Blog Post:
Adopting Social Media Company Wide
Tipsheet:
How Does Your Social Garden Grow?
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1. What are your strategic business goals for your social
programs? How do they align with other internal
goals and which are highest priority to illustrate
social success?
2. Who are the people who should contribute to social
activity for your brand? What is the difference in
the strategy and approach of different groups and
accounts to best engage social audiences?
3. What type of guidance does your company need
to provide to social contributors? Do you need to
have legal or executive guidance? Which ongoing
resources will maximize success?
4. What is the ideal organizational structure for
social activity? Would centralizing social activity
via a technology solution aid in consistency,
permissioning, and reporting?
A social business understands that not
all employees are created equally, and
yet some of them are not only connected
to multiple social networks, but they
are actually great representatives of the
organization itself. These companies match
up employees with opportunities in social
both internally and externally.
– David Armano, Edelman
Social Business for Complex
Organizations

There is no one right way to organize
your social presence. A few common
configurations include organizing by
business unit, geographical location, or
product offering.
Brand example
AARP/AT&T/
USA TODAY
In addition to operating a corporate handle, AARP uses state-level accounts to provide relevant
local information to members of the non-profit organization geared towards serving people 50+.
Some brands choose to organize by specific
product or service offering. Take USA Today,
the nation’s number one newspaper in print
circulation, for example. They organize their
social presence by news category.
Want to connect with AT&T? To keep tabs
on company updates? To get customer
support? To find a deal? To find a job?
Whatever the case—they have a tailored
account to connect with you.

[Orchestration]
IIIThe difference between a symphony and a cacophony of sound is the
orchestration of many musicians hitting the right notes at the right time.
Similarly, brands building social programs must orchestrate multiple people
having multiple conversations across multiple accounts on behalf of their
company. But as in any orchestra, not all social contributors should play
the exact same part. Some will be more skilled in creating custom content
to build awareness around brand marketing. Others may be focused on
finding, responding to, and resolving customer needs. Some contributors
may solely focus on analysis of and reporting on program success. And at
the administrative level, a smaller group might be responsible for providing
access, assigning activity, and approving content.
Chapter III Music
Music
ALL
USERS
APPROVAL
PATHS
WORKFLOWSASSIGNMENTS
ACTIVITY
CONTEXT/
NOTES
CONTENT
LIBRARY
Figure 3.1 All social team members need to be supported with resources and workflows to coordinate social activity

I.Composing different tracks
with User approval paths
Not all social contributors need the ability to publish.
In fact, many companies find that having approval
processes helps maintain brand integrity and decreases
the likelihood of erroneous or “off-brand” messages
from being published. Company-specific traits such as
industry or organizational structure can influence the
level of oversight necessary, but other key factors in
determining the need for approval paths often include:
• The number of contributors to specific accounts –
more content contributors often require the need
for more oversight
• Industry regulation – brands in highly regulated
industries such as Financial Services and
Healthcare often require more concerted approvals
from Legal or Public Affairs
• Message content – corporate-sanctioned
messaging such as official news, information or
public announcements often require corporate
communications sign-off
• Legal Matters – content that could include
corporate disclosures regulated by agencies such
as the FTC or SEC should take a pass through Legal
• Triaged Community Management - conversations
with an escalated response path such as
complaints, public harassment, or sensitive
information
Audit the types of social content,
contributors, and legal implications that may
impact the need for approval processes for
social activity. Outline the correct pathways
to route this activitybefore public publishing.
II.Orchestrating activity with
workflows and assignment
With the average brand activating 29 people across the
company in social initiatives, a standardized workflow
is a necessary element for efficiency. Social team leads
often find that assigning outbound activity days or
weeks in advance can help ensure activity continuity
and message harmony across accounts. The team
member who first reads an incoming item might not be
the right person to provide an answer and needs a way
to pass the message along. Further, individuals may
surface valuable insights that should be shared with the
entire team. Establishing a workflow that enables the
following actions can increase efficiency and free up
time for meaningful, real-time customer engagement:
• Schedule and assign activity to teams or
individuals to encourage a regular cadence such as
weekly blog posts, daily Tweets or timely Facebook
updates
• Triage inbound communication and assign activity
follow-up to individuals or teams best suited to
address social customers’ needs
• Highlight activity that does not require a response
but provides valuable insight to team members
Orchestration
(v.) The act of concerted coordination across
brand activity, contributors, and interaction
on social media channels
or-kə-’strā-shən
Brand
Action
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Chapter III Music

Decide your company’s ongoing activity
assignment, internal social sharing, and
conversation workflow needs. Establish
processes and assess whether technology
solutions can make this a scalable reality.
III.Sing from the same
hymnal- Centralizing
content for distribution
Social conversations revolve around content and
message creation. Creating on-brand, accurate content
for real-time conversations can be challenging. From
an orchestration perspective, one of the largest tasks
companies face is equipping team members with a
centralized repository of content or approved messaging
for scaling conversations. If a customer poses a product
or services-related question on Twitter, the Care team
should be able to access approved content to Tweet an
appropriate response immediately. If a Marketing team
member wants to include a picture in a Facebook post,
they should be able to easily locate a suitable image that
adheres to brand guidelines. Having these resources
readily available provides real-time, on-brand messaging
and reduces bottlenecks that delay or prevent response.
Audit which content, such as approved
responses, timely content for promotions,
and approved multimedia, should be easily
accessible to your brand’s social contributors.
Establish a way to centralize this content and
provide access to social team members for
efficient and scalable engagement.
IV.Conversation Moderation
Each of the tactics within social orchestration builds up
to a larger need for brands to moderate conversations
across teams and internal stakeholders. Taking actions of
assigning content and response and putting activity into
workflows are often the first level of helping moderate
conversations. But what about when something needs
Brand
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Implementing workflows and approval paths
isn’t offered through the native social networks,
however, this orchestration can be made possible
across small and large teams alike through the use
of a social media management system.
Blog Post:
5 Steps to Operationalizing Social Media
Presentation:
Using Processes, Workflows and Organization to Optimize Social Programs
Blog Post:
Strategic Social Media Means Thinking Internally First
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Chapter III Music

to be escalated to higher level of scrutiny? And how
to do brands prioritize tens, if not hundreds, of daily
conversations to decide what needs response, and then
track how long it’s taking the team to actually take
action? To better prepare for effective conversation
moderation, brands should:
• Create an escalation path for conversations that
don’t have an easy or “out of the box” response
• Decide what types of conversations, mentions and
activity deserve a prioritized response and what
time goals should be set to respond
• Assess how the team will have visibility
into responses and engagement to ensure
conversations have been responded to, or that
team members aren’t double responding
• Decide how to best track response times and
actions across team members so that the brand
can measure response times and average
performance across team member activity
Map out a plan for better insight and
tracking across prioritizing inbound
conversations, how they can be escalated
and audited when needed, and how
your team can track response times and
individual-level activity.
1. Are there types of activity such as company
announcements or specific content promotions
that need to be approved by specific people or
departments before they are shared publicly? Which
types of content are these? And what specific
approvals do they require?
2. What are the types of planned content, general
community management, and escalated response
scenarios that your brand regularly plans for or
experiences? What are the processes that ensure
the right people receive notifications when action is
needed?
3. How does your social team share or provide content
to be used by the larger group of social contributors?
How can you optimize this process or implement
a content repository to make it easier and more
efficient to distribute content?
Brand
Action
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Companies who run and deploy blogs/
communities/FB pages are at risk by not
first getting ready. We found that advanced
companies have deployed internal readiness
such as governance, education, policies,
process, and a roll-out program in a pragmatic
method –not jumped to implementation.
– Jeremiah Owyang , Altimeter Group
Breakdown:
Corporate Social
Media Team
Chapter III Music

In addition to maintaining globally managed presences
on Facebook, Twitter, and Pinterest (among other social
networks), Whole Foods enables over 2,500 employees at its
340+ stores to provide relevant, local, and timely content to
their communities. This allows each region to share its own
local flavor while preserving brand integrity.
Brand
example
Whole Foods
Whole Foods has
more than 250
Facebook Pages
to serve specific
metro areas with
local, relevant
information.
Over 300 Twitter
accounts engage
with and share
timely information
with local shoppers
and residents.
Whole Foods’
Pinterest page
curates visual
products, food and
lifestyle ideas, as
well as company-
related causes.
Chapter III Music

IVMATH
[Social MEasurement]
Complicated calculus aside, nearly everyone needs a rudimentary
understanding of basic math principles in life. Embracing metrics to better
measure social media effectiveness is an emerging math discipline with many
variables. As with any business endeavor, the approach to measurement
should first and foremost be based on the goal(s) at hand. Do you want
to reach more people to build brand awareness of your brand or is your
company focusing on providing a more valuable experience to existing
customers? Regardless of goal, the ability to calculate and assess performance
demonstrates business impact and aids in program optimization.
SOCIAL CUSTOMERS
SOCIAL MEDIA USERS
Social Opt-ins
Impressions & Reach
Engagement
Shares & WOM
Conversions
Chapter IV Math
Figure 4.1 The journey from social media users to social customers can be mapped with social media measurement

I.EValuating social opt-in
audience
Social network size can be seen as a vanity metric,
but the truth is, the more people who Fan, Follow, or
Subscribe to your brand across social channels, the more
opportunities you have to regularly reach your target
audience. By digitally “opting-in” to receive updates,
social users make it easier to communicate with them
via social channels. You are also more likely to reach
members of their networks when they engage with
your brand and that activity surfaces in social feeds. To
measure your network size or “social housefile,” brands
should benchmark and then continuously measure the
following metrics:
• Facebook Fans
• Twitter followers
• LinkedIn Company Page Followers
• LinkedIn Group Members
• Google+ Connections
• Blog subscribers
• YouTube subscribers
• Instagram followers
• Pinterest followers
• SlideShare subscribers
Identify the networks on which you are active
and define the best way to benchmark growth
of network size over time. Establish a regular
cadence to assess and measure these metrics.
II.Calculating Social
Impressions
Bigger network size allows brands to reach more people
with their social activity and marketing efforts. But a
higherlevel of impressions, orpeople who are servedyour
content through their network, is achieved by publishing
more often and sharing content that is valuable to
network members. More on how to create better content
in the English chapter, but measuring impressions across
your multiple social channels will help your company
gauge how well your brand is building awareness and
affinity with social users. Not only do certain networks
reward engaging content by surfacing it more frequently
with their algorithms, but your Fans and Followers do as
well, by sharing, re-tweeting, or Pinning your compelling
content. Metrics to identify and measure the number of
people who see your social content include:
Brand
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SOCIAL
MEASUREMENT
(v.) The practice of collecting aggregate data
from social media accounts and interactions
and analyzing how these findings impact
and/or enlighten social business goals and
future strategies
’so-shəl ’me-zhər-mənt
There are two possible outcomes: if the result confirms the hypothesis,
then you’ve made a measurement. If the result is contrary to the
hypothesis, then you’ve made a discovery.
– Enrico Fermi
Chapter IV Math

• SlideShare Views
• Facebook Impressions
• Twitter Impressions
• YouTube Views
• Blog Visits
• LinkedIn Impressions
• Google+ Impressions
Identify the networks on which you are active
and define the best way to benchmark and
collectimpressionmetricsacrosseachnetwork
over time. Note that each network provides
different ways to collect this information, and
oftentimes a social media management
system is the only way to truly collect and
compare all of these metrics and calculations.
III.Measuring engagement
through interactions
Growing a large network and publishing regularly allows
social brands to heighten visibility and awareness
across social channels, but measuring the social
interactions taken by users actually pinpoints moments
of engagement and message resonance. While knowing
that your messages have been seen thousands, if not
millions, of times is valuable. Proving that community
members are interacting with you demonstrates digital
endorsement. This builds both brand affinity with your
network over time and increases visibility of your brand
to their networks. The following engagement metrics
aren’t necessarily created equal but each can be tracked
as indicators of audience interest that will help your
brand make better decisions over time about your
audience’s content preferences:
• Likes on Facebook, Instagram, and Pinterest
• Comments on Facebook, Instagram, LinkedIn, Blogs,
SlideShare, YouTube, Pinterest and Google+
• Mentions, Replies, and Retweets on Twitter
• Shares on Facebook, Blogs, LinkedIn
• +1 on Google+
• Repins on Pinterest
• Messages on Facebook and Twitter
• Clicks on links in Blog posts, Tweets, Facebook posts,
Google+ posts, SlideShare content and LinkedIn posts
• Favorites on Flickr, Twitter, YouTube and SlideShare
Determine the most common, and most
important, types of social interaction across
each of your social network presences and
how you will track this engagement from the
corporate overview to the individual account
level to show engagement trends over time.
IV.Defining and tracking
social conversions
Social activity and measurement can be thought of as
a funnel. As with other types of media, building an
audience and increasing impressions is important. But
with social media, brands then have the opportunity
to convert community members in meaningful ways.
That may mean driving people to a website for more
in-depth information, getting them to take a specified
action like filling out a form or driving them to a digital
Brand
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Brand
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Benchmarking and measuring reach and
engagement – both from the granular level to the
corporate view – can be achieved across all social
accounts when pulled into the tracked through a
social media management system.
Chapter IV Math

point of purchase or donation. Through the use of link
tagging or integrating website analytic goals with a
social media management system, brands can track this
activity with a high level of accuracy to move beyond
social activity measurement into proof of conversion.
Common conversions to consider tracking include:
• Traffic from social activity to website
• Form downloads, originating from social links, that
capture additional user information for follow up
• Online Sales originated from social activity and links
• Special redemptions such as online coupons shared
via social and redeemed either online or offline
• Social Downloads on sites such as SlideShare
• Online action taken such as petition signatures or
donations originating from social activity
Define the types of conversions that matter
to your brand’s business goals and how you
plan to track them through link tagging,
website analytics, and social media
management integration.
V.Using Social Data to
Formulate Future Decisions
Social media measurement isn’t a single-dimension
activity. Collecting the data is only the first step in the
measurement process. Social brands can and should
use this data to analyze performance and trends across
audiences, content, and activities. These findings can
help determine:
• Content Preference – which content maximizes
engagement
• Content Efficiency – which content drives conversions
• Audience Technographics – who comprises your
social audiences and what do they seek from your
brand on social channels?
Determine what constitutes “successful”
social activity and create an approach to
percolateandassesstrendsataprogrammatic
level. Unearth takeaways on which social
activities work best universally and identify
audience or channel specific trends.
Brand
Action
Item
Brand
Action
Item
Presentation:
Best Practices for Measuring the impact of Social Engagement
Worksheet:
Measuring the Impact of Social Engagement
Tipsheet:
Benchmarking Engagement and Interactions
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Chapter IV Math

1. What is the current size of your social networks?
How are you tracking growth over time to assess
interest in “opting-in” to social communications? Are
some of your networks much larger than others?
Does this signal that some networks are more
pertinent, and deserving of time, to your social
activities?
2. What is the average number of impressions your
social content is receiving on each network? Is this
number growing or shrinking? If the number is not
growing, does this signal that your content is not
being seen by, or shared across, your networks?
3. What types of engagement does your brand track?
Are some interactions, such as clicks or shares, more
valuable than others such as likes or comments? Is
your level of engagement increasing, consistent, or
decreasing over time? How do these interactions
help support success for your social initiatives as a
brand? Can you assign a value – numeric or financial
– to these engagement types?
4. Are business conversions such as driving traffic
to your website, on-site sales or user information
capture part of your social program goals? How are
you tracking these across your digital presences and
how can your brand track when these are sourced
from social activity? How can you report conversion
completions regularly to show the success of social
programs?
5. Which engagement data will help your brand make
more strategic social decisions in the future? How
are you gauging the success and traction of social
content to learn what resonates best with social
users? How are you assessing community interests
and needs to fuel meaningful engagement? Which
social networks are highest in terms of size?
Impressions? Engagement? What does this mean for
future planning?
If you want your whole company supporting your
social initiatives, it will help if the whole company
(more or less) has access to the scoreboard. Don’t
treat social media measurement results like the
nuclear codes. Sharing your results will inspire the
internal discussions and ideas necessary to take
your program to the next level.
- Jay Baer, Convince & Convert
Social Media Measurement
A 6 Step Process
Chapter IV Math

28
Google+: +1
24
Twitter: Retweets
One of the opportunities and challenges about social business, is the
sheer volume of data that can be collected and analyzed. AT&T manages
this data overload by focusing on a channel-specific “ultimate metric.”
Learn more about how AT&T uses data to drive strategy by viewing our
Social Prep School Webinar.
Brand
example
AT&T
3,006
Facebook: Shares
74
Instagram: Hearts (Likes)
Chapter IV Math

english
[Creating Social Content]
VThe written word holds great power. And with the introduction of social
media into business programs, brands are finding that quality content is
a key contributor to social success. Whether a message is a 140-character
Tweet, a brief reply written to a comment on Facebook, or a 1,000 word
blog post, each action taken in social is rooted in content creation. Social
activity can be categorized into three areas. Content development for social
activity can be created directly by a brand, such as status updates, long
form materials such as white papers, or multimedia such as images and
video. Content can be curated from social users, media, or industry sources
and shared to build relationships and engage with social audiences. And of
course, brands can respond to or join existing conversations to build richer,
meaningful relationships with key online communities.
Chapter V English
CREATE
CURATE CONVERSE
Figure 5.1 Successful social programs look at content through three lenses to create, curate, and converse.

I.Thinking like an author and
creating great content
True, content is king. But not just any content will spark
social conversation with your audiences. Ask yourself
two key questions when planning content: What is your
objective in publishing to your online communities? And,
what is your customer’s objective in connecting with
you on social channels? When considering your brand
goals: Is it to raise awareness? Inspire engagement? Or
to convert users in a defined way? When considering
customer goals: Is it to learn something? To get a good
deal? To be heard? Depending on your answers to these
questions, multiple types of content can be used and
shared with social communities. Some of this might
need to be created from scratch, but other content might
already exist within your company. To best assess what
types of “owned” content your brand can share in social:
• Audit your brand’s existing content library. Content
such as case studies, customer stories, rich
multimedia, or industry relevant knowledge or
advice can be repurposed for social consumption.
• Use social measurement insights to determine new
content needs. Examine social engagement metrics
and determine which types of content receive
the most interaction. Use this insight to guide
decisions around new content creation.
• Assess implications of length and media type. You
might have 140 characters to Tweet, but keeping
messages short enough to Retweet can make your
message easier to share. Text may provide richer
messaging options, but remember, a picture is
worth a thousand words (and is shown to be more
engaging and shareable).
• Identify which actions you would like your social
network to take. Map these potential actions or
conversions to the types of content and calls to
action that help motivate the corresponding activity.
Make a list of content your social team
needs to create on an ongoing basis – from
status updates on Facebook and LinkedIn to
long form blog posts and videos – and create
an editorial calendar to address timing for
creation and sharing.
II.Acting as a publisher and
curating content to share
Social media activity inspires word of mouth sharing.
In this vein, companies shouldn’t focus singularly on
sharing brand-only content. Rather, they should use a
critical eye and share the most valuable and relevant
content with their networks. Often, this might be shared
from community members, industry experts, or media
Brand
Action
Item
SOCIAL
Content
(n.) Content that is created, curated, or part
of a conversation to fuel social program
activity and engagement
’so-shəl kən-’tent
If you would not be forgotten as soon as you are dead, either
write something worth reading or do things worth writing.
– Benjamin Franklin
Chapter V English

sources. Publishing a diverse set of content both ensures
you are keeping audience members (and their values)
top-of-mind and helps build community by giving credit
and attention to other valuable industry resources. When
building a curation framework for your brand, consider
the following sources and how they may bolster your
regular social content rotation:
• Timely industry news and implications
• Content from channel or business partners
• Customer/client content, news, and updates
• Industry conversations and commentary
Identify relevant information sources – such
as news outlets, industry blogs or sites, spe-
cific users, pundits, and partner social ac-
counts – and outline the most useful ways
to curate and share this information as part
of your ongoing social activity plan.
III.operating as a
correspondent and
engaging in conversation
Social media is, after all, about being social and interacting
with others. This is why the conversation part of the
content framework is so important. You will undoubtedly
want to share content and updates about your company,
products, and industry, but your brand also has a keen
opportunity to participate in conversations already taking
place. The obvious conversations are those surrounding
your company or products. But what about the organic
conversations taking place among your customers? Or
relevant discussion threads taking place across hashtags,
groups, or news sources? Better yet, what conversations
can your brand start? To get an idea of your most valuable
conversation engagement options, consider the following:
• Prompts for users to respond, reply, or provide
feedback in daily content to stimulate interactions
• Calls for content that allow users to submit and/or
share their own ideas and creations
• Open-ended questions to begin organic
conversations
• Keywords, hashtags or specific accounts that
your brand, through listening efforts, can monitor
for opportunities to add insight on existing
conversations
• Responding to mentions, brand-related
conversations, and questions to fuel existing
customer conversations involving your brand (or
competitors)
• Discussion threads, groups, chats, and industry
leaders’ sites where your brand can add value and
feedback to other respective communities
Brainstorm—create a list of relevant and
strategic conversations where your brand
can participate and assess which of these
you should start yourself on owned accounts
and which of these are already taking place
elsewhere where you can begin participat-
ing as a valuable community member.
Planning, creating and scheduling content in advance
through a social media management system allows
brands to engage across all social networks and
ensure the right mix and cadence of content is
shared per the company’s desired strategy.
Brand
Action
Item
Brand
Action
Item
Chapter V English

1. Creation: what content does your brand already
have at its fingertips that can be shared to seed
conversation across social channels (overviews,
guides, presentations, multimedia)? How often can
you commit to creating new content like multimedia,
blog posts, or shareable assets?
2. Curation: which relevant people, topics, or
conversations should your brand monitor to find
shareable content for your own social accounts?
Are there customers, pundits, influencers, or news
sources that regularly provide content that your
audience would find valuable?
3. Conversation: where are existing conversations
taking place that you can not only share (curate) but
also participate in? Are there specific blogs, Twitter
accounts, or hashtags or LinkedIn Groups where you
should become active in ongoing discussions to add
more insight and value?
4. What is your brand’s ideal mix of creation vs.
curation vs. conversation?
Content isn’t just another channel. It’s a mindset.
It’s not new, but instead, technology and
social tools and platforms have created new
opportunities, which continue to evolve, and
afford us new ways to respond to customers and
communicate with them.
- Ann Handley, Marketing Profs
Presentation:
Spruce up your social with great content
TipSheet:
Making Facebook Content Newsfeed-Worthy
Blog Post:
Adopting Social Media Company Wide
Tipsheet:
How Does Your Social Garden Grow?
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Putting Content in Context
Chapter V English

The CWTelevision Network is home to shows like 90210, Gossip Girl, The Vampire
Diaries, and the Sex and the City prequel, The Carrie Diaries. The social presences
for each show are tailored to the style and audience of the show. For instance,
in addition to sharing updates on the show, cast, and crew, @gossipgirl dishes
on the latest celebrity gossip (you know you love her). See how other CW shows
create and curate great content and converse with their fans.
Brand
example
The CW
To promote the new Carrie Diaries, custom images of characters from other
series in “8-Bit” mode were created to spread the word about the premiere.
Most of the tweets in the America’s Next Top
Model Twitter feed are curated from past
contestants, fans, and Ms. Tyra Banks herself.
Fans of The Vampire Diaries can join in on
weekly live chats on Twitter during episodes
using a custom hashtag created to start and
keep track of the conversation.
Create
Curate Converse
Chapter V English

Social Studies
[Segmentation and Targeting Social Audiences]
VIStudying a group’s activity over periods of time can unearth cultural,
social, and behavioral trends. In social media, being a member of a brand’s
social network doesn’t mean that you share the same interests and motivations
as other members. Similar to groups of actual customers, different social
segments have diverse needs, desires, and motivations for engaging socially.
Target audience profiles in business are built based on emerging demographic,
psychographic, and behavior patterns. The same is true across social media.
The great news is, social networks like Facebook and LinkedIn are allowing
social brands to better access these data points to learn more about the
people within their networks. Brands can then utilize features on networks like
Facebook and LinkedIn to actually target activity to distinct audience profiles
based on age, location, language, work title, industry or interests.
Chapter VI Social Studies
GEOGRAPHY INTERESTS DEMOGRAPHICS
BRAND MESSAGE
Figure 6.1 Brand messages can be tailored to reach distinct social segments based on geography, interests, or demographics

I.Studying audience
characteristics - defining
target audiences
The first step in identifying specific social audiences
is to classify the different interest and user segments
within your networks. These will likely be different from
network to network, but diving into audience insights
provided by social networks like LinkedIn, Facebook,
and YouTube will key brands into who makes up their
community and why they are interested in the brand’s
social content. To start understanding the audience
segments within your brand’s social network:
• Learn about your audiences’ demographic
compositions. This includes audience traits such
as age, gender, and location. Are there distinct
age groups within your Facebook network? Are
there more Senior and/or Manager level users
within your LinkedIn following? Can you identify
key geographic concentrations of Fans, Followers,
or Subscribers? This information can be obtained
through insights provided natively by social
networks, and an aggregated view created using
analytics from social media management systems
can help identify cross platform trends. Brands
that familiarize themselves with this information
will be better suited to provide content and create
conversations that resonate with social audiences.
• Identify critical masses. Many brands choose to
share wide-casted activity across social networks
instead of, or in addition to, targeting messages.
Activity such as company news, product launches,
and special announcements may be relevant
to your entire network, but understanding the
composition of the audience majority can help
create messages that connect most broadly.
Are most community members located in North
America? Do women outnumber men? Is a specific
age group or professional cohort most engaged?
These discoveries will help in crafting activity to
connect with the largest group possible when
wide-casting across social networks.
Study the audience composition of your
networks from the data provided in
Facebook Insights, LinkedIn Insights and
YouTube analytics and your social media
management system to identify specific
audiences to whom your brand can begin
targeting more personalized messages.
II.Talking to the right people -
Embracing network targeting
When wide-casting doesn’t provide a personal enough
experience, the social networks now provide brands
with the publishing power to share tailored content with
specific network segments. Rather than wide-casting
social messages that pertain to a specific community
segment, brands can personalize and target specific
messages. This ability to laser target messages based
Brand
Action
Item
Segmentation
and Targeting
(v.) The act of defining groups of
similar audience members – based on
demographics, psychographics or behaviors
– and directing specific activity and/or
conversations directly towards these groups
seg-mən-’tā-shən ən(d)
’tär-gət-iŋ

on age, geography, language, and areas of interest –
across Facebook and other networks – means that social
activity can now be more personalized, and effective,
than ever before.
Build “social profiles” based on your
network analysis, and use these profiles
to target messages when appropriate (e.g.
use geo-based profiles to promote regional
sales, professional cohort based profiles to
promote an executive level training).
III.Picking up on social Cues -
Optimizing messaging for
key segments
Zeroing in on user behavior helps social brands better
engage their networks. As you begin targeting specific
segments with personalized content, track how
individual segments react to and engage with this
activity to gain insight about which content is most
engaging to each of your targeted segments. LinkedIn
Insights and the Facebook Message Dashboard are two
places that brands can find information about audience
engagement. Whether wide-casting or targeting
specific groups with specific messages, the following
engagement elements can teach your brand what
activity is most compelling and how to utilize specific
content better in the future:
• Views
• Clicks
• Shares
• Likes
• Comments
Assess and decide how particular social
audiences within your network(s) are
more likely to engage in specific ways (i.e
comments vs. shares) or be responsive to
specific messaging and optimize content for
those segments to enhance likeability or
sharability.
Social media management systems allow brands
to both target specific audience groups, as well as
define “pre-determined” segments to communicate
with to make message targeting simpler and
accessible to larger groups of contributors.
Brand
Action
Item
Brand
Action
Item
Blog Post:
Targeted Status Updates Bolster Engagement on LinkedIn
Blog Post:
Facebook’s Page Post Targeting Reinforces Importance of Engagement
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1. How do your audiences vary across your brand’s
different social channels? Are there noticeable
differences between age, gender, location, language,
or education/professional level?
2. Based on knowledge of audience segments, which
groups should your brand be targeting on Facebook?
On LinkedIn? What are the overarching traits of your
entire audience to keep in mind when publishing to
your entire network?
3. Do engagement trends exist that highlight high
performing content and activity? Do specific types
of content, like pictures or videos, out-engage
text updates? Or vice versa? Are there themes or
specific conversation focus areas that yield more
interaction than others? Is this based on targeting
to a specific segment?
The place where [social is] going is hyper local.
So, it’s not enough to just post to the broad
Facebook fan page community, you have to
think about what do people in Austin, Texas care
about? What do people in Chicago care about?
What do people in Minneapolis care about?
Because if you’ve got a really diverse customer,
you can’t just be posting generically, you have
to be thinking about what customers in each of
those markets would care about.
– Chuck Hemann , WCG
Social Brands Chime in: Social
Business in 5 Years

With 18,000 retail stores in 60 countries, Starbucks customers are as
diverse as the iconic coffee chain’s handcrafted beverages. In addition to
segmentingsocialpresencesbyconsumerinterests(StarbucksFrappuccino
has over 10M fans on Facebook and 27K Twitter followers), Starbucks also
segments audiences and utilizes message level targeting by:
Brand
example
starbucks
Location Language

Student Council
[Social Engagement & Community]
VIIStudent councils engenderdemocracy, leadership, and civic engagement.
And what is social media, if not democratic and engaging? All the content
and sharing in a social brand’s world is only as strong as the interaction,
conversation, and response it inspires. For this reason, building community
and inspiring engagement is one of the most important subjects for social
brand practitioners to master. Regardless of company size or industry,
social media engagement can bolster positive brand perception and create
meaningful experiences.
BRAND
MESSAGE
COMMUNITY
INTERESTS
SHARE WORTHY
CONTENT AND
EXPERIENCES
LIGHTWEIGHT
CONVERSATIONS
AND INTERACTIONS
RECIPROCITY AND
REACTIVE
ENGAGEMENT
COMMUNITY
ENGAGEMENT
Figure 7.1 Understanding and interacting with network members can translate a brand message into community engagement

I.Getting a pulse on the
community - Understanding
user needs and wants
The first step to connecting with social users is
understanding what matters to them. While your social
media programs may focus on furthering your business
goals, no audience will engage and interact if you
don’t make the experience relevant to them. Any solid
relationship is built around mutual interests and values.
When examining opportunities to build meaningful
connections, start by asking:
• What do existing community members talk about
on social channels?
• What do customers and partners that are not part
of your social community talk about both in social
and offline?
• Why do your social connections follow you? Why do
they follow other similar brands in social?
• What are the specific needs of your social network?
Identify what your brand is willing to do to
meet or exceed the needs and desires of
your social customers.
II.Leading the Pep Rally -
Creating share-worthy
experiences
Social engagement is a measure of genuine user
interest and can help build awareness and loyalty over
time. A user’s interactions are shown in their newsfeed,
making the interactions viewable to their network. And
when content is really good, users will share it directly
with their networks. For these reasons, optimizing
content to be interaction-worthy and share-worthy will
exponentially increase the reach and word of mouth
effect your social presence will have.
Assess which social activity across accounts
has inspired interaction or direct shares in
the past, and incorporate more of these
activities in your content editorial plan.
III.Prepping for the big event-
Planning ahead to enable
real-time engagement
One of the core advantages of social media, in
comparison to other channels, is the ability to interact in
real-time across a variety of networks. This reactionary
engagement may range from quickly answering
questions asked by customers and responding,
to feedback about content on one of your owned
channels, to externally engaging with digital chats,
Group discussions or industry blog posts. However, if
your brand doesn’t proactively plan out (and schedule)
activity to inspire engagement beforehand, you will
have less bandwidth for real-time interaction. As with
other communication channels, outlining content and
communication plans in advance ensures the creation
and sharing of activity with strategic timing and
SOCIAL
Engagement
& Community
(n.) The interaction that takes place
between brands and their social networks
’so-shəl in-’gāj-mənt
ən(d) kə-’myü-nə-tē
Brand
Action
Item
Brand
Action
Item
Chapter VII Student Council

distribution across channels. But on social, it also means
you have more time to monitor, interact, and find new
ways to engage. To get the most out of your interactions
on social, brands should:
• Determine the ideal cadence of sharing and
publishing content across your individual social
accounts
• Map out the ideal mix of created content, curated
materials, and conversation starters
• Assign team members to regularly create, share,
and start conversations with an consistent cadence
Follow the above three steps and add the
assigned activity and content to your social
editorial calendar –aligning each of the areas
with ongoing content and timely, campaign-
specific activity.
IV.Mingling with the crowd-
Creating Lightweight
Interactions
Lengthy content contributions – such as blog posts,
videos, and long-form digital assets – are great ways
for brands to establish thought leadership, provide in-
depth explanations to complex topics, or aid in brand
positioning. But consistent, lightweight activity can be
just as powerful. Like most interpersonal relationships,
weregularlyhavemanysmallconversationsinterspersed
with less-frequent, more in-depth interactions. The
same is true for brands. By sharing easily consumable
content more often, brands are more likely to surface in
a newsfeed and can cover a broader variety of topics to
cater to diverse audience interests.
List out the evergreen and timely topics that
your social audience is interested in and de-
termine short, interesting ways to share and
encourage feedback for this content across
your social presences.
V.initiating community
service- Embracing
reciprocity and Response
If social media is all about engagement and interaction,
don’t focus solely on your brand. Create engagement that
builds relationships and positive brand perception, while
also creating a positive experience that will delight your
social customers. We don’t usually maintain friendships
that only revolve around one person in the relationship.
It’s crucial to find ways to acknowledge and reward the
Planning out content and activity with a centralized
social editorial calendar within a social media
management system allows social teams to plan
in advance, ensure a regular cadence of engaging
activity and aids in productivity with pre-scheduling
across a wide variety of social network accounts.
We were born to unite with our fellow men, and to join in
community with the human race.
– Cicero
Brand
Action
Item Brand
Action
Item

individuals in your social networks. There is no limit to
the types of reciprocity and return engagement your
brand can create, but things to consider including are:
• Thank social users when they give feedback, share,
or give praise to you in social
• Answer questions asked by social users
• Acknowledge social users to prove you are
listening and attentive
• Provide bonus content or valuable add-ons to
conversations taking place about you or your
industry
• Share content from customer and industry accounts
to help foster a sense of social community
• Comment on or about relevant conversations –
whether they are on your own channels or directly
on other relevant channels like blogs or social
Pages
Determine the different opportunities to
share, react, and add conversational value
to the different touchpoints you have with
your social networks.
Presentation:
Building Social Community and Increasing Loyalty
Worksheet:
Increasing and Cultivating Brand Engagement
Tipsheet:
Generating Buzz Among Your Social Customers
Worksheet:
Building and Increasing Social Customer Loyalty
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Brand
Action
Item

1. From action taken and feedback given, what has
your brand learned are the interests, needs and
desires of your social networks? Are they following
you for a particular type of activity? Content?
Reward?
2. What types of content and activity have proven most
shareworthy or conversational in the past? Are there
opportunities to provide more of this in the future?
Should your brand be considering asking for specific
feedback or actions to generate more engagement?
3. How are you planning ahead to pencil in specific
content creation, activity and sharing prior to actual
publication? Does your team utilize a social editorial
calendar to plan out social activity in advance? If
not, how can you introduce a more programmatic
way of planning social to leave time for real-time
interactions and conversations?
4. Aside from campaigns and planned communication
activities, what opportunities are there for your
brand to create regular, lightweight conversations
and interactions with community members?
5. How are you responding to or acknowledging
community activity? Are there ways you can find to
“delight” and surprise social users with more value?
Businesses must learn that relationships are
earned and earned again and communities
are built upon a foundation of mutual value,
entertainment, and empowerment.
- Brian Solis, Altimeter Group
What Your Business
Needs to Know About
Facebook’s EdgeRank

Gear: Taking a queue from the “Man your Man
could Smell Like,” campaign REI “Green Vests”
employees made instant video responses
to holiday gift questions in their #giftpicks
campaign, and created easily accessible Gift
Guide boards on Pinterest to inspire shoppers.
Guidance: It’s the oldest trick in the (social)
textbook. REI uses infographics, like this clever
“Zombie Survival Gear” to convey information
about products and outdoor activities.
As a member-owned co-op, REI knows a thing or two about building
community. Committed to providing gear, guidance, and inspiration
to get outdoors, REI does a great job of providing all of the above
via social channels.
Brand
example
REI
In addition to brand specific activity, REI
participates in community conversations
surrounding National Parks and National
Geographic—two obvious topics of interest to
their consumer demographic.
Inspiration: With the multichannel #REI1440
campaign, REI is creating an interactive
timeline of all 1,440 minutes of the day spent
enjoying the outdoors from users’ content.

Chemistry
[paid / owned / earned]
VIIILike most chemical compounds, social media marketing success isn’t
composed of a single element – it’s a mix of multiple aspects of internal and
external engagement. An effort to classify the many social elements into a
periodic table would result in three distinct categories: owned, earned, and
paid activity. It is not enough to simply create great owned content, brands
must also learn how to best harness the earned activity that it yields. Paid
options across networks like Facebook, Twitter, and LinkedIn allow brands to
build awareness and engage broader audiences, often utilizing owned and
earned elements to do so.
Chapter VIII Chemistry
BRAND AWARENESS
AMPLIFICATION
DISCOVER + INTENT
CAPTURE
BRAND EXPERIENCE
Paid
Earned
Owned
Figure 8.1 Paid, owned, and earned media elements work in concert to amplify messages, build brand awareness
and surface user intent

I.Calibrating owned content
Covered in depth in the English chapter, great brand
content is a critical element in interesting, inspiring,
and engaging social customers. If your content
accomplishes any or all of those three things, social
network size will grow, interactions will increase, and
social activation will lead to word of mouth sharing from
brand network members to their own connections. The
key to concocting optimal content lies in understanding
and targeting key audiences, measuring engagement
to understand performance, and using these two
takeaways to continually optimize content. The good
news? Optimizing owned content drives earned
media and can be promoted using paid media, all of
which combine to exponentially grow social reach,
engagement, and conversions.
Review your brand’s optimal content
creation and sharing activity from the
English chapter and identify the most
engaging and/or furthest reaching content
published by your brand.
II.Harnessing Organic
Reactions - earned media
Great owned content created and shared by a brand
is a driver of online word of mouth sharing. When
users engage with social content, those interactions
are shared across those user’s networks and broaden
brand recognition beyond its opt-in networks. This
user engagement, a digital endorsement of sorts,
exposes your brand to new, likeminded audiences over
time. Earned media is often the result of great owned
content. Did someone love a post on your website and
share it with their friends on Facebook? Did a follower
feel compelled to Retweet your 140 character message
to their own audience? Was an in-person event such
a hit that attendees took pictures and shared them
on Instagram? While a lot of earned engagement is a
direct response to a brand’s owned content, don’t forget
about spontaneous reactions–the organic conversations
that unfold on social channels when customers have
something to say about your brand–positive, negative,
or neutral. In either case, the key to cultivating more
positive earned media is delighting social customers
with consistent, high–quality content and experiences
across channels and in real life.
PAID/OWNED/
EARNED
(v.) The artful science of combining content
on owned media channels with earned
audience interactions and paid advertising
options to increase the impact of social
marketing
’pād ’ōn-əd ’ərn-əd
Brand
Action
Item
The whole is greater than the sum of its parts
– Aristotle

Identify engagement trends across your
networks. Are there specific types of
audience activity or responses that you
could leverage further? Could you Retweet
customer praise? Repin an image on
Pinterest that features a creative use of your
product?
III.Catalyzing engagement
with paid options
If owned and earned media are key elements of social
success, paid media is the catalyst that drives the reaction.
As brands and individuals create and share more and more
content, user consumption habits and social network
newsfeed algorithms have evolved to manage content
overload. The harsh reality is that organic brand content
is rarely (if ever) seen by the brand’s entire network. Fans
check Facebook at different times throughout the day,
hundreds of thousands of Tweets are made each minute,
and users’ LinkedIn feeds are constantly being updated
with notifications from connections. By augmenting
organic social activity with paid media buys, brands can
reach more people by increasing visibility of owned and
earned touchpoints in the heart of the social networks –
the newsfeed. The three networks with the richest paid
options today include:
Facebook
Facebook offers three paid ways to reach and engage
social users.
Promoted Content: To guarantee Facebook posts
surface in the newsfeed of more Fans and friends of
Fans, brands can pay to “juice” organic content. Brands
can promote content at the time of posting or later, once
a brand determines whether that content is organically
engaging and should be given additional exposure. This
option is tiered based on estimated post reach.
Social Ads: Facebook ads exist on the right-hand
column of the network site and allow brands to include
personalized creative elements to call attention to the
message. These ads can link to a Facebook Page or
other owned online destinations and can be targeted
at a granular level to users based on demographics,
psychographics, or online behaviors.
Sponsored Stories: Sponsored Stories use earned
behavior to promote your Facebook Page to friends of
people who already“Like”you on Facebook. Since people
tend to connect with others that share similar interests,
Sponsored Stories allow brands to promote content
to like-minded social users often with the objective of
getting those individuals to also opt-in to the brands
network or to answer an explicit call to action in the post.
Twitter
Twitter’s paid options focus on surfacing existing organic
content and elevating a brand’s presence on the network
and offers the following paid options:
Promoted Tweets: Brands can pay to promote Tweets
made from a corporate account. These promotions can
be targeted based on a number of options such as
geography, Followers, friends of Followers, and search
terms such as relevant topics, events, and keywords. This
type of promotion can be used to share an important
announcement or specific call to action.
Make the discovery of high-performing content and
audience engagement easier and streamlined across
your team by tracking and assessing performance
across all channels with centrally-provided analytics
in a social media management system.
Brand
Action
Item

Promoted Accounts: For brands looking to raise
visibility of their presence on Twitter, they can promote
their account to appear in the search results for specific
keywords or in the“Who to Follow”prompt for users that
have similar interests as the brand’s existing followers.
This type of promotion specifically encourages Twitter
users to follow a brand account.
Promoted Trends: Twitter’s “trending topics” is one of
the most highly visible sections on the site, and informs
users of the most popular topics and trends at any given
moment. Now, brands can pay to amplify topics or trends
in order to help grow conversations and engagement.
LinkedIn
LinkedIn, the social network aimed at connecting
professionals, provides companies with paid advertising
options to reach target users.
LinkedIn Ads: LinkedIn Ads, served in various locations
across the social network, can be used to promote
products, promotions, or direct calls to action, as well
as advertise a brand’s LinkedIn Company Page to drive
traffic and gain Network Followers.
After assessing what social networks are
the focus for your brand, determine what
your goals are with social activity and align
the types of paid social promotions and
advertising options that meet these needs.
IV.Alchemy - Turning Paid,
Owned, and Earned Media
into Social Gold
Most brands experience noteworthy growth in social
impact when they incorporate paid, owned, and earned
elements into their social programs. Determining when
and how to combine these elements should be based
on the business objective you seek to achieve. Is your
brand issuing a call to action to convert on a new product
or promotion? Social ads and promoted posts might be
most appropriate. Are you trying to raise visibility of
your brand and grow your network of interested Fans
and Followers? Leverage your existing networks to
reach their likeminded friends with Promoted Accounts,
Sponsored Stories, or LinkedIn ads. Are you are looking
to fuel engagement of timely, relevant, or organically
popular content you’ve already shared? Promoted
Content and Tweets can help grow the impact of your
already-successful organic posts.
Evaluate your existing content, user
engagement, and available paid social
options. Develop and test hypotheses on
the optimal combination of paid, owned,
and earned media to achieve specific social
business goals like building awareness or
converting users.
Brand
Action
Item
Brand
Action
Item
Website:
Facebook for Business
Website:
Twitter for Business
Website:
Advertising on LinkedIn
globe
globe
globe
Learn
More
Online

1. Create a list of your brand’s optimal “owned” media.
This might be specific types of content or online
destinations and channels like websites. Form an
opinion on which content and destinations are
best suited to share, highlight or promote for social
engagement opportunities.
2. Assess user engagement trends that are prompted
by brand content or are occurring organically.
Consider reinforcing top performing content with
paid elements. Assess opportunities to create or
engage in existing conversations to help propagate
positive online discussion.
3. Evaluate the options for paid social promotion and
advertising and determine which will help you
achieve your social business goals. Develop a budget
to both promote high-performing social content and
to create custom social advertisements. Coordinate
with your media team to identify areas of overlap
and collaborate across traditional and digital media
channels.
Paid, owned, and earned media? It’s rapidly
becoming all just…media. Ads, blog post,
social interactions – either they’re interesting
(or entertaining, or engaging, or helpful, etc.),
or they’re not. Brands must integrate paid,
owned and earned channels now. It will not
only make marketing more effective and
efficient, but it will prepare them for the future.
– Rebecca Lieb, Altimeter Group
The Converged Media Imperative

Rackspace Hosting combines paid, owned, and earned elements to
connect with users and fans of the open cloud company. By sharing
great owned content, amplifying positive earned media, and using
paid options to promote the company on social channels, Rackspace
increases brand awareness, builds brand loyalty, and guides social
network members to points of conversion.
Brand
example
Rackspace
Paid Advertisements Point to Website with
a Direct CTA. These right rail Facebook Ads
include a clear call to action and compelling
purchase info.
Earned media improves brand perception. By
Retweeting an excited partner or engaging
with a user’s positive review, Rackspace
continue to build positive brand awareness.
Putting it all together: Paid, Owned, and
Earned. In a single post, Rackspace is sharing
an earned media impression (press coverage)
from an owned social property (Facebook
page) and amplifying the message with paid
promotion (Facebook Sponsored Stories.)
Compelling owned content builds awareness
and loyalty. Rackspace created a video
asking kids to explain the cloud. When
shared on Google+ and Facebook, the video
was Shared and Liked/+1’d many times.

ABOUTSpredfast
BasedinAustin,Texas, Spredfast provides social media management software
that allows organizations to manage, monitor, and measure their social media
programs at scale. Spredfast enables more people, in more places, to engage
in more conversations from a single platform on supported social networks
like Facebook, Twitter, LinkedIn, YouTube, Foursquare, and popular blogging
platforms. Some of the enterprise and agency adopters on board with Spredfast
include AT&T, Jason’s Deli, Warner Brothers, Whole Foods Market, AARP, AGAIN
Interactive, Coty Beauty, HomeAway and WCG.
For more information:
Visit www.spredfast.com
Contact us at info@spredfast.com
Like Follow Connect +1
Don’t forget to Stay Social

www.spredfast.com | info@spredfast.com
The Social Business Textbook
Volume I • First Edition

Social Business Textbook

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