Here’s the question that most companies still don’t ask themselves at the start of a project: what problem am I trying to solve?
Start with that, and you’re 80% of the way there. Blow it off, and you can be sure that you and your organization will waste a shit-ton of time and resources on something that won’t yield any concrete results.
For instance: discussions at planning & management meetings increasingly point towards three “projects” that seem increasingly inevitable – Your CMO wants to revamp the logo. Your CEO wants to get into social media. Your SVP Digital wants to redo the website.
Now what? Well, now begins the process of getting the projects approved. What questions will be asked? Well…
Why are we doing this?
How much will it cost?
Who will be in charge?
Who will do the work?
And that’s about it. That’s as far as it goes.
Why are we doing this? Because it’s been a while. Because it’s time. Because we need change. Because our competitors are doing it. Because it will improve our image.
How much will it cost? Somewhere between $x and $y.
Who will be in charge? Fill in the blanks.
Who will do the work? Fill in the blanks.
Except here’s the problem: companies have limited resources. When you think of resources in terms of money, talent, technology and man hours (and you should), you quickly come to realize that focusing a significant percentage of those resources on Project A rather than Projects B, C, and D means that you’ve just introduced an opportunity cost into your planning. In other words, choosing to monopolize these resources on Project A could limit your ability to really kick ass with Projects B, C and D.
If Project A is necessary or really smart, that’s probably a good thing. You’ve prioritized possible outcomes and you’ve decided that Project A has a high potential for ROI or impact on x, or whatever it is you’re after.
But of Project A isn’t necessary, what you’ve done is you’ve just taken essential resources away from essential projects… to feed a wasteful endeavor that won’t yield a whole lot of benefits to your company.
You know what question helps determine whether or not a project is worthwhile? This one: what problem am I trying to solve?
A practical overview: new logo.
We need a new logo.
Yeah? Why? What problem are we trying to solve?
If you can show that your old logo is hindering your sales, you might be on to something. Do your customers complain about it? Do your competitors’ customers make fun of it? Okay. Time to consider an upgrade. In your considerations, ask yourself this: will the new logo solve a real problem for consumers? Will it solve a real problem for us?
If the answer is yes, and you can identify these problems clearly, move forward.
What problems will the new logo aim to solve?
If the answer is no, or you can’t quantify the “problem,” consider what else you might be able to focus on this quarter or this year that will solve a real problem. (Like customer service, R&D, packaging, messaging, shopping experience, etc.)
A practical overview: new website.
We need a new website.
Yeah? Why? What problem are we trying to solve?
What problems will a new website aim to solve?
If the answer falls along the lines of “It’s been two years since we redesigned it, and I want to rebuild it in Drupal,” then that meeting is adjourned. (No offense to Drupal. I just needed to throw something in there real quick.)
A practical overview: new social media strategy/program.
We need a social media strategy.
Yeah? Why? What problem are we trying to solve?
If the answer falls along the lines of “we physically can’t continue to do business without it anymore,” then you’re on to something. Dig deeper. Your next conversation should include items like these:
47% of our customers prefer to engage CSRs through Twitter and Facebook than by calling a toll-free number now. We can also serve 5x more customers per hour via these channels than we can via traditional call centers, so we’ll even save money that way.
We’re losing traction in category and keyword searches because we have no fresh content for the Googlenets and the Bingwebs to index. If we had a blog and some social media properties, we could potentially double our web traffic and digital exposure.
We can’t really get into mobile commerce without it. It’s already costing us $23,000,000 per quarter, and we’re even losing customers and market share as a result. if we keep operating like this, we’ll be out of business in 5-7 years.
We’re spending $12,000,000 on outsourced digital marketing research every year that we could do ourselves if we just assigned two people to monitor the web using social media monitoring platforms.
Our PR department can’t anticipate, monitor, respond or manage PR crises without it. The cost to the company each year in lost revenue is $x, and our brand image is suffering more and more each year as a result.
40% of our net new customers leave us after 12 months. We think we can use social media to engage them, find out why they’re think of leaving, and give them a reason to stay. Potential impact on the business: an additional $xM per year.
Social media can help drive word-of-mouth recommendations. We want to use social media as an in-network lead generation engine. The impact we expect: a) more leads. b) more qualified leads. c) a higher conversion rate (prospect to customer).
It will help us recruit better talent. Period.
It will amplify our advertising’s reach and make it stickier. Look at the numbers that Coca Cola, Pepsi, Ford and Old Spice have been getting against companies that only use traditional (paid) media.
If done properly, engagement = loyalty. Right now, only 23% of our customers consider themselves loyal. We want to bring that up to 60% over the next four years. Some of it will be offline, but we need an online piece as well.
69% less expenditures on each new product launch.
All of these suggestions solve one or more of the following problems:
1. Not enough leads? Doing this will attract net new potential customers.
2. Not enough new customers? Doing this will convert net new prospects into net new customers.
3. Short term customer attrition? Doing this will develop net new customers into returning customers.
4. Long term customer attrition? Doing this will develop returning customers into loyal customers.
5. Budget cuts getting in the way? Doing this will cut costs while delivering equal or better outcomes.
6. Frozen budgets getting in the way? Doing this will keep costs level while delivering better outcomes.
7. Wasting money on outdated services you feel locked into? Doing this will help you free your operation from unnecessary burdens.
8. The chasm between you and your customers has been widening? Doing this will shrink it.
9. Feeling less relevant than you were 10 years ago? Doing this will help you find your way again.
10. Shrinking profitability is an increasing concern? See 1-9 (above), particularly 5 and 6.
11. Not reaching enough potential customers? Doing this fixes that. See 1 (above).
But if the answer to “what problem are we trying to solve with a social media program” is never asked (or worse, answered incorrectly,) then you will basically end up with an endless churning out of cheaply produced, keyword-optimized “content” that will vaguely boost web traffic and online mentions without ever yielding particularly helpful results. Say hello to crap metrics like “likes, Return on Influence, and all of the rest of the bullshit that still plagues the digital world and social business these days.
Because… we need to be on Facebook so we can engage with people and have conversations.
Because… we have to have a social media strategy.
Because… “content is king.”
Because… our competitors are doing it.
Because… our agency told us we should be in social media.
Because… something about owned, paid and earned media.
Because… we need followers and likes.
Because… we don’t know, but we’ll eventually figure it out.
Okay. Good luck with that.
The reason why snake oil, incompetence and irrelevant metrics are still so prevalent in the social business space is because they fill the gap created by the absence of proper questions and answers at the start. Starting with: what problem am I trying to solve?
Which is to say: what is the purpose of doing this in the first place?
New product feature? What problem am I trying to solve?
New packaging? What problem am I trying to solve?
New logo? What problem am I trying to solve?
New branding strategy? What problem am I trying to solve?
New campaign? What problem am I trying to solve?
New Facebook page? What problem am I trying to solve?
New blog? What problem am I trying to solve?
New hire? What problem am I trying to solve?
Don’t just go through the motions of doing something or going somewhere just because the rest of the herd is shuffling that way. I know it might make you the annoying guy in the room to be the one who asks the question (so… do so judiciously), but the question MUST be asked by someone. And more importantly, it must be answered. Otherwise, you’ll be wasting resources and a chunk of your potential for real success.
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Social Media ROI – Managing and Measuring Social Media Efforts in your Organization was written specifically to teach managers and executives how to build and manage social media friendly business programs and incorporate social technologies and networks into everyday business operations. The book is divided into four parts: social media program strategy & development, social media program operationalization, social media program management, and best practices in measurement and reporting. If your boss doesn’t yet have a copy, time to fix that. If everyone on your team doesn’t yet have their own copy, fix that too. It makes for a great desk reference.
(Now available in several languages including German, Korean, Japanese and Spanish.)