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"Followers don’t automatically equal influence. Succeeding is not a volume game because friends, fans, and followers don’t directly translate to income on a profit-and-loss statement. Impressions don’t convert but influence does." – Amy Jo Martin
This chapter presents a tool that will help social media managers monitor and assess performance. The tool assumes that candid judgments about the five strategic elements trump a single metric or a battery of statistics. Making the right judgments about the 5 Cs hinges on collecting qualitative, as well as quantitative data.
The tool presents questions for each of the 5 Cs to spark conversation, and suggests that leaders, including the social media team, rate the organization as to how it is performing on each item. Some examples include:
- Coordinates: Our social media efforts help us meet our business goals.
- Channels: We have clearly defined roles for our different platforms.
- Content: We have the right mix of in-house-created, user-generated and curated content.
- Connections: We have the right internal organizational relationships to properly manage our platforms and related content.
- Corrections: We have in place mechanisms to quickly detect social media gaffes and identify emerging opportunities.
- How We Fool Ourselves
- Focusing on one or a few metrics
- Neglecting to identify underlying actionable issues
- Failing to take the situation into account
- Purpose of Assessments
- Setting benchmarks
- Orienting management processes
- Identifying continuous improvement opportunities
- Developing a Social Media Assessment Tool
- Our social media efforts help us meet our business goals
- We have the proper communication goals to support our business goals
- We are meeting our communication goals
- We have the right measures for our goals
- Our goals are aligned with one another
- We have selected the proper platforms to meet our goals
- We have clearly defined roles for our different platforms
- Our core audiences consistently use our selected platforms
- We share the right type of content on our platforms
- We properly manage the logistics of our platforms
- Our content resonates with our core audiences
- We have the right mix of different types of content
- Our content creates a consistent brand image
- We have the right mix of in-house-created, user-generated and curated content
- Our content syncs with our goals
- Our social media platforms logically link to one another
- Users can easily connect to our target site
- We have the right internal organizational relationships to properly manage our platforms and related content
- Our social media platforms properly link to our other communication tools
- We are connected to the right communities to achieve our goals
- We have in place mechanisms to quickly detect social media gaffes and identify emerging opportunities
- We avoid making the same kinds of mistakes
- We consistently and quickly correct errors
- We have informal protocols in place to regularly review performance and detect trends
- We have a formal process in place to review our strategy and performance on a quarterly or semi-annual basis
- So What?
- Do your homework by collecting relevant metrics and holding discussions with a wide range of people
- Embrace the debate
- Acknowledge the relationships between the 5 Cs
Chapter Deep Dive Study Questions
These exercises are designed to enhance your understanding of the chapter’s key ideas, principles and approaches.
Refer to Table 12.1. a) Identify which specific items can be easily answered with metrics. Discuss how the metrics help you answer the questions. b) Identify three specific questions that cannot be easily answered with metrics. Provide your rationale.
Describe three potential problems with benchmarks. Discuss how you could minimize those problems.
Create a chart with three columns and three rows. a) In column one, identify three potential tools (e.g., a survey, platform metrics, interviews, focus groups) a team could use to conduct an assessment as outlined in Table 12.1. b) In column two, describe three potential benefits of each option. c) In column three, describe three potential problems associated with each option. d) Craft a summary argument of which option you think is best in most situations.
[a] An instrument or a means of monitoring daily, weekly and/or quarterly statistics about performance. This may help with setting benchmarks, orienting management processes, and identifying continuous improvement opportunities.
[a] Gauges against which performance is measured.
[q] Continuous Improvement
[a] An ongoing effort to enhance processes, performance, and/or service.
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Question 1 of 10
When assessing strategy and performance, it is best to focus on a single or small number of metrics.Correct
Question 2 of 10
A good assessment helps organizations:Correct
Question 3 of 10
A daily or weekly social media report usually provides all the perspective you need to make a strategic assessment.Correct
Question 4 of 10
A good strategic assessment is always open to debate.Correct
Question 5 of 10
Which of the following questions most applies to the coordinate dimension of your assessment?Correct
Question 6 of 10
Which of the following questions most applies to the channels dimension of your assessment?Correct
Question 7 of 10
Which of the following questions most applies to the connections dimension of your assessment?Correct
Question 8 of 10
The judgments you make about each of the 5 Cs are discrete and unrelated to each other.Correct
Question 9 of 10
Senior organizational leaders usually place similar value on all of the 5 Cs.Correct
Question 10 of 10
Good social media assessments rely on quantitative, not qualitative, data.Correct