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Tickrnew001

You know how legitimate social business case studies are sometimes hard to come by? Well, Tickr (client) is looking to remedy that with a little contest for the next two months. And the deal only gets sweeter from here. In their own words:

The rules are simple: You sign up, we grant you access to Command Center for a little while, and you submit a cool little case study by March 15, 2013. Whoever comes up with the best case study in each of three categories listed below will win a year’s free access to Command Center, bragging rights, and maybe even a little extra swag. 

The three categories of entries are:

    • For-profit
    • Non-profit
    • Journalism

The case study doesn’t have to be centered on Command Center, but it has to show how you used Command Center to do something. (Read more about that here.)

What’s in it for you?

  1. Free Beta: You get to beta-test the pro version of Command Center for free. (Usually, the free trial version is a throttled-down version. Not this time. You get to use the real thing.)
  2. Case Study Support: Tickr will help you build your case study. I’ve agreed to help out as much as possible, so if you need help with formatting, measurement, process, strategy, etc., it’s likely that I will be assisting you in some way. If you’ve ever wanted to work with me on something, it won’t be exactly like that, but it’ll be close. I only have so many available hours in my day, but I’ll do what I can to help.
  3. Eyeballs, Eyeballs, Eyeballs: If you want to draw a lot of attention to a project, cause or campaign that you’re working on, this contest will be a good way to do that. Solid case studies collected as a result of this contest (whether they win anything or not) will get a lot of mileage out of this.
  4. Street Cred: Impress the world with your social business savvy. Whether you are looking to impress your boss, your peers, your rivals or recruiters is up to you. Just give us your best, show us something real and valuable and clever, and you will be amazed how much you and your project will get out of the process.

Agencies, brands, small organization, big organization, journalism students, consultants, newbies, veterans: all are welcome. The more varied the contestants the better. You can create a completely new project/case study specifically for this contest or you can incorporate the contest into something you are already working on. It’s 100% up to you.

To read a little more about the contest, click here.

To register for the contest, click here.

Note: Once you register, Tickr will send you all the info you need to get started. No strings attached and no obligations. If half-way through the process, you decide you don’t want to submit a case study, no one will hold that against you. The folks at Tickr will do whatever they can to make sure you get all the support you need though, so I hope everyone will complete the process.

My advice: Simple is good. Simple is easy. Simple often wins. This doesn’t have to be a huge time-suck unless you want it to be. It is something you can easily incorporate into your daily routine. The case study submission process amounts to filling out a submission form at the end of the contest. You can do more if you want (videos, presentations, white-papers, etc.), but you don’t have to. The contest is supposed to be really easy. The idea is to make your job easier, not harder. Keep that in mind.

Okay, that’s it. Pass it on, have fun, and let me know what you think of the new Command Center. (Here’s a 1-minute tour, by the way.)

This is going to be pretty cool. I can’t wait to see what you all come up with.

Cheers,

Olivier

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Looking for straight answers to real questions about value, process, planning, measurement, management and reporting in the social business space? pick up a copy of Social Media R.O.I.: Managing and Measuring Social Media Efforts in Your Organization. The book is 300 pages of facts and proven best practices. (Go to smroi.net to sample a free chapter first, just to make sure it’s worth the money.)

And if English isn’t your first language, you can even get it in Spanish, Japanese, German, Korean and Italian now, with more international editions on the way.

CEO-Read  –  Amazon.com  –  www.smroi.net  –  Barnes & Noble  –  Que

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Some things actually are black and white.

A conversation with a good friend in the agency world the other day (and particularly her horrified reaction to what I shared with her) prompted me to finally write this post. If your company is working with an agency on building or managing a social media program, you probably need to read this. And if you work for an agency that works with social media, you definitely need to read this.

Here’s the skinny: I work with agencies around the world, and more importantly, I have friends in a lot of places, both on the brand side and the agency side. Every chance we get, we talk shop. When someone does something cool, we talk about it. When someone does something not so cool, we talk about it too. And when we start noticing things that bother us, especially when those things touch on ethics, we most certainly talk about it. Over the last few months, one conversation has dominated all others, and it is this: The existence of two prevailing agency models when it comes to building and managing social media programs for clients. One is primarily client-focused and good, and the other… well, not so much. And yet, the latter seems to be gaining traction in the agency world, and that isn’t good.

Here is what these two models look like:

Model #1: The proper, working model.

In this model, the agency identifies the client’s business objectives and uses its capabilities to support them. Note that in this model, the agency doesn’t simply pitch a campaign or provide a cookie-cutter service. It identifies the client’s goals. It clarifies them, even, if not for themselves, for the client (as this is sometimes needed).

For example, if the client comes into a meeting and says “we need a social media program” or “we want 100,000 new Twitter followers by Christmas,” the agency doesn’t simply nod and set to work building a social media program or acquiring 100,000 new followers. What it does first is dig a little deeper: It finds out why the client wants a social media program or why 100,000 new twitter followers is a significant number for them. It finds out what the social media program is there to accomplish. Is it to attract new customers? Is it to capture more relevant data from existing customers? Is it to improve conversion rates or facilitate positive word-of-mouth? Is it to build the foundations of a consumer insights program? Is it merely to monitor brand mentions for a while, until the executive team has a better idea what they want to do?

Whatever the client’s ultimate goal (or series of goals) is, that becomes the basis for the program or campaign. That complex of end goals becomes the driving force behind the ideas, the mechanisms and the activities that will become the core of the pitch.

Why? Because a social media program that blends customer acquisition and increased buy-rate with facilitating WOM and activating hobbyist communities looks VERY different from a social media program whose objective is merely to “build and fill.” (The self-serving process by which an empty space is built only to be filled by a budget.)

What comes out of this type of model is a social media program that blends into a client’s overall business ecosystem. It deliberately supports its marketing efforts, its PR efforts, its customer service efforts, its sales efforts, and so on. Success is measured not only in social media metrics (net new likes/fans/subscribers/followers, net mentions, sentiment deltas and estimated advertising value) but in business-relevant metrics as well: Net new customers, Net growth in sales, increased buy-rates, net positive customer recommendations, improvements in loyalty metrics, increased market share, faster customer service ticket resolutions, improvements in PR crisis resolution, greater operational efficiency in x, etc.

In this model, the agency works with the client as an integrated partner, not just an outsourced service provider, and the results are concrete. In fact, the question of R.O.I. pretty much answers itself. It is never in question. Whether in a support role or a leadership role, the agency and the client act in tandem from start to finish.

This is the proper model for agency involvement in Social Media with a client. The ideal model, if you will.

Model #2 : The improper, unethical model.

In spite of the amazing breadth of potential for agencies in the social media space in terms of impact, revenues and success, many unfortunately choose to just cut corners and go for the fast, easy money. In this model, an agency knowingly sells what essentially amounts to bullshit to unsuspecting clients.

Let me give you two examples:

1. “We need to be in social media.”

Client comes to agency thinking they need a social media program. Their competitors all have one now, and after years of resisting, it looks like they are just going to have to get into that social media “business.” They don’t know much and they don’t know what they want, so they are relying on the agency to provide them with whatever help they need.

What the agency comes up with is a package that includes the development of an official Facebook page, several customized Twitter accounts, a YouTube channel, some internal training, and a content package to go along with it all. If the client has the funds, some campaigns will be thrown into the fray, maybe a contest or two.

Enter the “win an iPad 2 for liking our new Facebook page or following us on Twitter” discussions.

Enter the 5 tweets per day and 3 Facebook updates per day content packages.

In this model, nothing actually happens that directly impacts the business. Nothing is done to support a particular business objective or outcome. The model is simply this: To create billable social media “activity,” bill the client, and generate metrics that seem to indicate that the social media activity is a success. (We will come back to that in a minute.)

What the client ends up with is noise. Ask the client about his social media program, and he will proudly tell you how wonderful it is. Ask him what it is doing for his company, however, and the answers begin to sound less concrete. “Well, we’re attracting a lot of comments and likes. Like, 30 or 40 per week now.”

Yeah? That’s wonderful. But what is it doing for your business?

2. “We need 100,000 followers asap.”

Client comes to agency with an urgent need to grow its social media reach from 7,359 likes/fans or followers to 100,000 by Christmas. Why? Could be anything: Because the CEO said so. Because their closest competitor is there already and it’s embarrassing to be that far behind. Because the digital manager just came back from a conference during which a social media guru told them that 100,000 followers was a minimum benchmark for a brand.

What the agency comes up with is a simple package based on “the value of a fan” or “the value of a follower.” From this subjective metric, the agency quotes the client on a price: “We can get you your 100,000 followers before Christmas, but it will cost $x.” Negotiations ensue. A price is agreed upon.  The agency throws in a little hat trick: “If we get you to 120,000 followers by Christmas, how about a 5% bonus?”  The answer: No, but if you get us to 100,000 by December 1st, you’ll have your extra 5%.

This is a real situation, by the way. A real conversation.

From the client’s perspective, this is an awesome deal:

1. Internally, nothing is required except signing checks, signing off on activity, and keeping track of the agency’s progress. If the agency fails, no one is really to blame internally. The agency can be fired and replaced. But if they succeed, there will be enough glory to go around.

2. It would cost 5x more to reach potential customers in more traditional ways, even email. Social media really is cheaper!

3. We have a social media program! How cool is that?!

4. The client thinks it could have never gotten 100,000 followers on his own by Christmas. God bless that agency and its amazing social media savoir-faire!

From the agency’s perspective, this is an even better deal:

1. The client hasn’t figured out that social media activity is there to support business objectives. He is so focused on hitting that follower goal that nothing else really matters. All the agency will be goaled on is its ability to reach that number by Christmas December 1st. Nothing else matters. Not conversions, not positive WOM, not FRY, nothing. Just get those 100,000 followers.

2. The client is clueless about social media, and there is no reason to change that. The less they know, the more they rely on the agency to deal with their needs. This is very good for the agency, as we will see in a moment.

3. The agency, like an increasing number of its “competitors” around the world, has been recently and repeatedly pitched by companies out of China, India, South America and Eastern Europe that offer followers, fans, likes, clicks and other digital traffic à la carte. It can, like any other agency with the funding to do it, pay for all the new followers and fans it wants. You can buy all the positive mentions you want too.

Let me explain how this works: Money changes hands. Somewhere in a country where the client has no business presence, 25,000 people either create accounts or use existing ones via proxies and simply click “like” or “subscribe” or “follow.” These people will NEVER become customers, but to the client who doesn’t know, they have just become his 25,000 new followers on Twitter.

The only two details for the agency to worry about at that point are a) making sure to cover their tracks, and b) figure out the optimal markup.

This, boys and girls, is how it’s done, and we aren’t just talking about small fly-by-night outfits. Think bigger. Much bigger. And it doesn’t stop there.

4. The agency doesn’t need to have experienced professionals on their social media integration/management team anymore. Why waste money on that when you can just buy fans and followers?

Agencies opting for this model have two options:

A) Hire someone with an influential blog on Social media and put them on staff as a sort of social media mantle piece. These folks will be there to woo the client and help pitch them. They’ll charm them and do some internal trainings for them. They’ll create content for the agency blog, put a face to the agency’s social media capabilities, speak at events (always pitching the agency’s “case studies,” of course), and serve as a “thought leader” but will never actually work on building anything for clients.

B) Hire or promote someone with zero experience in social media integration and build them up as “experts” anyway. Any intern will do, but someone with a few years of experience in any “digital” field will look better. If you’ve ever wondered how some of these people you have never heard of become “experts” almost overnight, wonder no more.

Think about it: Why bother staffing up with expensive talent when you can just buy your followers and fans? The page builds can be outsourced to developers. The content can be outsourced to any number of content farms. The structure is already in place. If the agency is already working on a campaign, its content can be easily adapted to social media channels. (Add revenue line items here, here, and here.)

5. Once the followers have been purchased and the campaign or program seems to be gaining traction, start beating your own drum. Convince the client that their success could make a great case study, then build it up. In a few months, wouldn’t it be great to present at conferences around the world how “engagement” and “content” took Brand A from 7,000 followers to 100,000 in just a few months? Oh, the white papers. Oh the slide decks. Oh the positive press in Mashable and ZDnet. Oh the blog posts. Oh the awards.

Get on the phone with the PR team pronto.

Meanwhile, those 100,000 followers provide nothing for the business. Sure, it looks good when people check out the account’s profile page. It looks like the company and its agency are doing something right. The stats are easy to graph too. Empirical data, right? Is anyone ever going to go back and check where all of those “fans” came from?

Unfortunately, that number is a smoke screen. The vast majority of those followers will never become customers. They will never recommend the company (unless paid to do so). They’re paid extras, pretending to like your company, nothing more. Chances are, they had never heard of it before an email notification with a Paypal link told them to.

Meanwhile, the agency looks like a superstar. In the next few months, other brands will visit them and these words will fill their conference room time and time again:

“Can you do for us what you did for [Brand A]?”

The answer will always be yes.

6. Do not pass Go. Collect that 5% bonus for spending the client’s money faster than the original timetable called for.

In this type of model, KPIs (key performance indicators) will tend to focus on digital measurement only:

Net new follows.

Net new likes.

Net new subscribers.

Net new & volume of mentions.

Click-throughs.

EAV/EMV (Estimated Advertising/Media Value)

Reports will include fascinating graphs measuring “engagement” and “social equity.” Middle-managers will have exciting (albeit somewhat complicated) reports to present to their bosses that clearly indicate that the agency is kicking ass, doing its job, earning its pay. And yet, nothing concrete will come out of it. No actual new customers. No increases in loyalty. No preparedness for the next PR crisis. No improvements anywhere, except for all that “activity” in social media, except for all that noise.

I’ve been in the room when deals like this were discussed. I’ve had drinks with agency professionals who confirmed, disgusted, that it was becoming standard operating procedures at their firms. I’ve worked with clients who had no idea the extent to which they had been screwed by their own agencies in precisely this manner until they started digging under the surface of easy “social” metrics and “R.O.I. is not really applicable to social business” discussions.

This is happening in your market right now. It doesn’t matter if you’re in New York or Paris, Atlanta or Brussels, San Francisco or Hong Kong. This model is gaining traction because it’s easy, it’s cheap, it generates revenue and accolades for agencies, and the clients don’t know enough to make a stink. (Not that making their disappointment public would be to their advantage anyway.)

Where your choices lead:

Fortunately, because the second model is now so widespread, it won’t remain a dirty little secret much longer. Before long, clients will start figuring it out, other witnesses to it will start talking about it, and the agencies they work(ed) for will be exposed. Careers will be tossed down the proverbial drain, and the higher the pay grade, the harder the fall. Don’t kid yourselves: It is as inevitable as the fall of Enron.

Take a step back and ask yourself: What will clients do when they find out? How many new clients will these agencies attract once the curtain falls away? Who will want to go work for that kind of organization? What kind of professional will they attract (and more importantly, retain)? What future can this sort of organization really hope for?

To use a cycling analogy, do you really want to be remembered as the guy who won the Tour de France only to be stripped of the honor for blood doping a year later?

Cheating to win sucks. Cheating to get paid or to get ahead sucks. And no one gets away with it. No one. Not anymore. What side of the ax do you want to be on when it finally falls? That’s your call.

The agencies who opt for real results, on the other hand, who truly want to be the best in the business, whose relationship with clients is not predatory or parasitic, will stand out and attract solid talent, the people with insights and ideas and the ability to win and help them grow. Their success in recruiting the best talent in the world and use it properly will get around. This will gradually score them bigger clients. Meanwhile, the idiots who ripped off their clients with purchased “success” will just vanish from the scene altogether.

I know this because Tyler knows this. And also because I also know that reputation is everything. People talk. People always talk. And they always remember too.

As I begin to transition from being just an independent consultant (where my impact is often far too limited for my taste) to joining a larger organization (where I will be able to do a lot more), I realize how difficult the next few months will be. Sorting through potential new ‘homes’ for me won’t be as easy as just agreeing on a figure anymore. Now I have this stuff to deal with too, and the big famous name on the door doesn’t mean what it used to back in the day. As sad as that is, it’s the sad reality of where the marketing world stands in 2011. The vetting process on my end will have to be more thorough than it ever has been, adding a whole new layer of scrutiny in my search for #thenextgig.

This should be interesting.

PS: If you are an agency that falls into the first category (the proper model), let’s talk. If you fall into the second, let’s not.

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If you haven’t already, learn how to properly build, manage and measure social media programs at your own pace. Social Media ROI: Managing and Measuring Social Media Efforts in Your Organization will help you avoid common pitfalls of  most bogus social media program pitches and help you develop your own business-focused framework instead. Think of it as a 300-page blueprint for anyone looking to build a proper social media program. Download a free chapter here and find out for yourself if it is worth the paper it is printed on. You can also check it out on amazon.com or pick it up at just about any bookstore.

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Today’s article was prompted by The Now Revolution co-author Jay Baer’s blog post entitled The 6 Step Process for Measuring Social Media. Consider the following 5 sections a complement to the social media measurement discussion in the business world. Bookmark it, pass it on, and feel free to ask questions in the comment area if something isn’t clear.

Let me explain, for anyone who is still confused about it, how to properly think about the integration of social media measurement into business measurement. This applies to the way social media measurement is applied to every business activity social media touches,  from short-term product awareness campaigns to long term customer retention programs.

To make things simple, I will make use of a few diagrams to illustrate key concepts everyone who touches social media in the business world absolutely needs to understand.

Ready? Here we go:

1. Measuring Social Media: Activity and outcomes.

The above image shows the relationship between an activity and the measurable impact of that activity on social media channels. The ripples represent every type of outcome – or effect – produced by that activity, which can be measured by observing, then quantifying certain key behaviors on social media channels. A few examples:

  • Retweets
  • Likes
  • Follows
  • Shares
  • Comments
  • Mentions
  • Sentiment

When social media “experts” and digital agencies that provide social media services talk about social media measurement, this is what they are talking about.

So far so good. The trick is to not stop there.

2. Measuring Social Media: Activity and outcomes beyond social media channels

Now that we have looked at basic “social media measurement,” let us look at it side-by-side with business measurement – that is to say, with metrics that existed long before social media ever came on the scene. A few examples:

  • Net new customers
  • Changes in buy rate
  • Loyalty metrics
  • Word of mouth
  • New product sales
  • Customer satisfaction
  • Increased operational efficiency
  • New online orders
  • Traffic to brick & mortar stores
  • R.O.I. (you knew it was coming.)

In other words, the types of metrics that indicate to a business unit or executive team whether or not the activities they have funded and are currently managing are having an effect on the business. These types of metrics are represented in the above diagram by the black ripples.

To some extent, you can also include a sub-category of metrics not directly related to business measurement but that also exist outside of the realm of social media measurement. These types of metrics typically relate to other types of marketing & communications media such as print, TV, radio and even the traditional web. A few examples:

  • Impressions
  • Unique visitors
  • Bounce rate
  • Cost Per Impression (CPI)

These types of metrics, for the sake of this post – which aims to clarify the difference between social media measurement and social media measurement within the broader context of business measurement – would also be represented by some of the black ripples in the above diagram.

3. Understanding that “measuring social media” is a terribly limited digital play.

 If you remember only one thing from this article, let it be this: Only measuring “social media” metrics, as if in a vacuum, leads absolutely nowhere. Sure, if your objective is to build a “personal brand,” boost your “influence” rankings in order to score more goodies from buzz marketing firms that do “blogger outreach,” then those social media metrics are everything. Chasing those followers, collecting likes and retweets, meeting that 500 comments quota of comments on Quora every day, and religiously checking your Klout score and Twittergrader ranking every twenty minutes is your life.

But if you are a business, that is to say, a company with employees, products, payroll, a receptionist and a parking lot, the role that social media measurement plays in your universe is not exactly the same as that of a semi-professional blogger trying to tweak their SEO and game blogger outreach programs. These two universes are completely different. Their objectives are completely different. Their relationships with measurement are completely different.

Understanding this is critical. Bloggers with no real business management experience tend to have a very difficult time bridging the strategic gap between their limited digital endeavors and the operational needs and wants of organizations whose KPIs are not rooted in Facebook, Twitter and Youtube.

It should come as no surprise that the vast majority of social media “experts” and “gurus” – being first and foremost bloggers with experience in navigating affiliate marketing programs, and a commensurate focus on SEO and social media “influence” gaming models in support of their “personal brand” – tend to see the world through that specific prism. The problem however is this: Their focus on social media measurement may be spot on when advising other would-be bloggers, but it is completely off target when advising business clients whose business models are not entirely based on selling advertising on a website and scoring goodies from advertisers in exchange for positive reviews and buzz.

In other words, when social media “experts” keep telling you how to “properly” measure social media – as if your measurement software didn’t already do this for you automatically – consider this an indication that they have absolutely nothing else to talk about when it comes to social media integration into your business. Their understanding of social media activity and measurement is entirely founded on their own experience as a blogger, and not – unfortunately – on the experience of the business managers they aim to advise, whose objectives and targets have little to do with how many fans and followers and likes they manage to collect from month to month.

One of my biggest areas of frustration for the last few years – and one of the principal reasons why social media has been so poorly integrated into the business world until now – has been the ease with which bloggers with little to no business management experience have hijacked the social media “thought leadership” world. Many of them would not be qualified to run an IT department for the average medium-sized business, much less help direct the strategy of a digital marketing department, customer loyalty program or business development group. Their understanding of the most basic, rudimentary business principles (like R.O.I.) is as painfully lacking as their dangerous lack of practical operational experience – in change management, for example – without which social media theory cannot be aptly put into practice. Yet here we are, or rather here companies are – many of which are listed in the Fortune 500, listening to bad advice from the most inexperienced business “strategists” on the planet, and trying to apply it – in vain – to their businesses.

If you are still wondering why your social media program is not bearing fruit, or if you are still confused by social media measurement, this is the reason why.

A metaphor lost in a hyperbole.

The tragic irony of the general state of confusion created by this army of so-called experts is that in spite of everything, social media measurement is not complicated. If you can type a password into a box, navigate a multiple-choice questionnaire and use your mouse to click on a “generate report” button, you too can measure social media. All you need is the right piece of measurement software, an internet connection and a pulse. You don’t even need to know how to send a tweet to do it.

I am not kidding. A monkey could do this.

The sooner business managers, company executives and agency principals stop listening to social media douchebags, the faster social media will be integrated (smoothly and effectively) into everyone’s business models. Don’t limit yourself to measuring social media. Stop listening to business advice from bloggers with no business experience. And don’t buy into the notion that because social media is new and digital, it is complicated. Social media is easy. Social media measurement – by itself – is easy. It takes work and diligence and clear vision, but all in all, it doesn’t take a brain surgeon to figure it out.

4. Once you get rid of the monkey noises, you make room for the simplicity of the (social) business measurement model.

The above diagram illustrates both the measurable social media outcomes (in orange) and the measurable business outcomes (in black), based on an activity (the solid orange ball). We have covered this earlier in this article. By now, you should understand two key principles:

1. Measuring only social media outcomes (or measuring them separately from business outcomes) won’t get you very far. It’s what you do your first month. Then what?

2. Only by establishing a relationship between social media metrics and business metrics will you be able to gauge both the impact and value (including but not limited to R.O.I.) of social media on your campaigns, programs and overall business.

How you connect social media outcomes/metrics to business outcomes/metrics is covered elsewhere on this blog and of course in the Social Media ROI book, but if this diagram doesn’t confuse you, try to conceptualize the relationship between social media outcomes with business outcomes by observing the intersect points between the orange ripples and black ripples. (See above diagram.) Your investigation of the correlation between the two will always begin there.

5. One final tip: Turning your integrated measurement model into a social media tactical plan.

These diagrams only serve to illustrate how you should think about social media measurement in conjunction with business measurement. That’s it. But if you take a step back and look at the interaction between social media outcomes (measurable behaviors in social media channels resulting from a specific activity or event) and measurable business outcomes (measurable behaviors resulting from a series of activities and events), you can start to work your way backwards from outcome to activity, which is to say from measurable behavior to behavioral trigger.

By looking at the impact that certain activities (triggers) affect consumer behaviors (mentions, retweets, purchasing habits, word-of-mouth, etc.) you can begin to gauge what works and what doesn’t. Integrated measurement of both social media and business metrics in this context – as a tactical real-time diagnostic tool – is far more valuable to an organization than a measurement practice that solely focuses on reporting changes in followers, shares and likes. This illustrates the difference in value between a truly integrated measurement model and a “social media measurement” model. One produces important insights while the other merely reports the obvious.

I hope that helps.

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Three quick little announcements in case you are hungry for more:

One – If you haven’t read “Social Media ROI: Managing and measuring social media efforts in your organization” yet, you will find 300 pages of insights with which to complement this article. It won’t answer all of your questions, but it will answer many of them. If anything, the book is a pretty solid reference guide for anyone responsible for a social media program or campaign. It also makes a great gift to your boss if you want him or her to finally understand how this social media stuff works for companies.

You can sample a free chapter and find out where to buy the book by checking out www.smroi.net.

Two – If you, your agency or your client plan on attending the Cannes Lions from June 19-25 and want to participate in a small but informative 2-hour session about social media integration, measurement, strategy, etc. let me know. I just found out that I will be in Cannes during the festivals, so we can set something up – either a private session, or a small informal discussion with no more than 6-7 people. First come, first served.

You can send me an email, a note via LinkedIn, a Twitter DM, or a facebook message if you want to find out more. (The right hand side of the screen should provide you with my contact information.)

Three – If the book isn’t enough and you can’t make it to Cannes later this month, you can sign up for a half day of workshops in Antwerp (Belgium) on 30 June. (Right after the Lions.) The 5 one-hour sessions will begin with an executive briefing on social media strategy and integration, followed by a best practices session on building a social media-ready marketing program, followed by a PR-friendly session on digital brand management, digital reputation management and real-time crisis management, followed by a session on social media and business measurement (half R.O.I., half not R.O.I.). We will cap off the afternoon with a full hour of open Q&A. As much as like rushing through questions in 5-10 minutes at the end of a presentation, wouldn’t it be nice to devote an entire hour to an audience’s questions? Of course it would. We’re going to give it a try. Find out more program details here. Think of it as a mini Red Chair.

The cool thing about this structure is that you are free to attend the sessions that are of interest to you, and go check your emails or make a few phone if one or two of the sessions aren’t as important. The price is the same whether you attend one or all five, and we will have a 15 minute break between each one.

The afternoon of workshops is part of Social Media Day Antwerp (the Belgian arm of Mashable’s global Social Media Day event), and I can’t help but notice that the price of tickets is ridiculously low for what is being offered. The early bird pricing is… well, nuts. Anyone can afford to come, which is a rare thing these days. (Big props to the organizers for making the event so accessible.)

The event is divided into 2 parts: The workshop in the afternoon, and the big Belgian style party in the evening. You can register for one or both (do both).

Register here: Social Media Day – Antwerp

My advice: Sign up while there are still seats available, and before #smdaybe organizers realize they forgot to add a zero at the end of the ticket prices. 😀

Cheers,

Olivier.

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