Social strategy in four (easy?) steps

LONG POST ALERT!

TL;DR: Writing strategies for Facebook, Twitter and Instagram. Long process, loads to do, need help. Watch this space.


I’m currently leading on a very exciting piece of work: a set of platform-specific social media strategies for the University’s corporate social channels.

Until now, I’ve argued that we don’t need a social media strategy – we have a communications strategy which directs our approach to all of our comms, and social media is a set of tools we use as part of that.

That’s still true. We don’t need an over-arching social media strategy. But we do need to know exactly what we use Facebook for, what we use Twitter for and what we use Instagram for.

We’ve come a long way over the last year, developing more collaborative approaches to social media, opening corporate channels up to student takeovers and becoming much more serious about our approach to content planning.

So it’s an opportunity to take things to the next level.

Taking things to the next level

Taking things to the next level – there will be challenges and pitfalls, and an enormous monkey

The starting point for these platform-specific strategies is identify the priority platforms. I’m looking at Facebook first – because it’s just huge, with 1.7bn monthly users – followed by Twitter, then Instagram.

In fact, let’s call those platforms The Big Three.

Why are they a priority? Because a lot of what we do on social media is about recruitment and retention of students, and those channels tend to be where most of our engagement happens with that target audience.

Added to those three, Snapchat and Yik Yak are lurking in the background. We were late to the party with Snapchat, so our network is less developed than it is on The Big Three. That doesn’t mean those platforms are out of scope, it just means I’ll get to them when they emerge as priorities.

Additionally, I’m doing a similar piece of work for our LinkedIn presence. It’s a very different platform to The Big Three, so is completely separate to this work.

Of course, there’s a process to follow here. Although there’s knowledge and expertise in our marketing and communications teams, much of what we do is instinctive. So we’re starting from scratch.

Step one

Step one is putting the team together. Initially, we have representatives from across our mar-comms teams, from content specialists to internal comms experts. That group might expand, and we might break into smaller groups for specific pieces of work.

Step two

The next step is to establish some goals. This bit is essential for an effective strategy. We’re looking at business objectives first (get people to an open day), then aligning them to goals we can achieve with social media (track clicks, measure conversions).

Basic stuff, but without it we’re jumping straight into tactical stuff.

It’s very easy to get sidetracked during this step, as we either get lost in the possibilities, or we get dazzled by shiny things. When this happens, it’s important to ask ‘why’.

“What’s our objective?”

“We could do with a social media account for X audience.”

“But why?”

“So that we can achieve Y.”

Bingo. That’s a goal. Everything leading up to it is tactical, and can be shelved for now.

Step three

The next thing to do is an audit of existing channels. Specifically, what we’re doing with the corporate Facebook page. With the main Twitter account. With our Instagram account.

How do we use Messenger? What are we doing with check-ins? Reviews?

What works well as an organic post to our timeline? What generates engagement? What works well as an advert?

Who’s doing it well, or better than us? What works well for them? What are they doing that we’re not?

A lot of this is about the technology. How are we using it? And what does that say about us?

What does our use of social media say about the culture of the University?

This is a huge piece of work, and needs to be focused on each channel separately. The aim here is to look at functionality, audience and competitors. Top level stats like the size of the network are less relevant right now (unless ‘to grow a bigger audience on X channel’ has emerged as a goal).

What’s clear from this step of the process is that knowing your audience is essential. And that knowledge needs to be qualitative, as well as data-driven.

Step four

Finally, once we’ve established the goals, done the audit and audience research, we’ll be ready to work out what content we need for each platform. That’s when we’ll have a strategy.

There’s a mix of content to be determined. ‘Shouting about’ things and endless promotion switches audiences off, so we’ll need to be conversational and human.

The annoyance factor is real

The annoyance factor is real

We do need to promote things and raise awareness of stuff, but we need to do it in the right way, and at the right times.

Our content needs to be tailored to each channel. The days of ‘have you put it on social media?’ are over.

Audiences choose their platforms because they want to experience that platform. If we want to engage an audience on Instagram, we need to make a thing for Instagram. And knowing that audience, what they want from a platform, and what they’re OK with from us, is fundamental.

Your audience: who are they and what do they want?

This is such a big piece of work (really it’s three pieces of work) that I expect it will take two or three months to ‘complete’. And, even then, it will never really be finished. We’ll need to review and adjust regularly, depending on what happens to each platform.

I’ll post more about our strategies for our social platforms as the work develops. It’s still very early. If you’ve got questions, or you’d like to know more about the process, drop me a line or a tweet and I’ll tell you what I can.

And if you’ve got experience of writing a social media strategy, let me know in the comments, or on Twitter. I’d love to hear from you.

Joe Field, social media manager
@joemcafield

Graduation 2015: a strategic approach to social

People sometimes ask me about our ‘social media strategy’. The truth is that we don’t have one – nor do we need one.

We do have a communications strategy which covers the strategic use of social media to raise profile and manage reputation.

And that’s the right approach. We don’t have a ‘telephone strategy’, or an ’email strategy’. When it comes to social media, we have content strategies, guidelines and a range of different functions that we provide with social media tools.

What we do with social media directly supports our communications strategy. I’ll use the example of our Graduation 2015 campaign to illustrate how.

For two weeks in November, our students took to the stage in Sheffield’s City Hall, shaking hands with Professor Robert Winston and picking up their certificates.

#throwback #graduation #shugrad #proud #sheffield #sheffieldhallam

A photo posted by Camille (@camilleb236) on

It’s a key milestone in the student experience, and a real opportunity to demonstrate the sense of belonging – or brand affinity – among our student and alumni communities. And, by involving those communities in our social media campaign, we had the opportunity to show how vibrant the sense of belonging among students and alumni is to a range of external audiences.

We also wanted to use social media to enhance the experience of graduates during the fortnight of celebrations. So, working with graduate Tom Stayte and his innovative SquareShare social printing service, we gave them a reason to engage with it. By posting their photos to Twitter or Instagram, and tagging them ‘#SHUgrad’, they could get free printed copies, with details of our Alumni Connect service on each print.

On our own channels, we focused on the graduates themselves, ‘doorstepping’ them at the City Hall, and asking them what they loved most about their time at Sheffield Hallam.

As well as promoting engagement with #SHUgrad at the City Hall, we interacted with social media users in real time, offering personalised responses with a view to deepening engagement as conversations developed.

One of the key themes in our communications strategy is our role in the city region. We hold our graduation ceremonies in Sheffield’s City Hall, right in the heart of the city centre. By focusing on visual, student-led content, in and around the City Hall, we demonstrated our civic pride, and our role in providing education, skills and employability in the region.

Liam and my graduation on Friday the 20th! Had such an amazing day and we were so proud of one another 🙂 #shugrad

A photo posted by Kirsty O'Brien (@obrien_marie) on

Lastly, we communicated the University’s values around equality, diversity, and inclusion, by including a diverse range of students – from a range of backgrounds and academic areas – in the campaign.

The #SHUgrad campaign is a great example of a university using social media for community management. Teams from the university’s marketing, communications and alumni functions worked with students from the start, involving them in the campaign (by getting them to create the graduation video) and interacting with them throughout graduation fortnight.

That approach is fundamental to social media at Hallam: we want to show our audiences that we use social media to talk to, listen to, and get feedback from, student and alumni communities. And, by encouraging social media users to post about graduation from their own accounts (and share our posts) we reached new audiences.

Here are the stats: conversations about#SHUgrad led to 6,871,453 brand impressions, and 11,339 engagements with the @sheffhallamuni Twitter account alone. And the #SHUgrad hashtag trended in Sheffield every day for the whole two weeks.

On a personal level, it was also a really good example of teams from across the University working together, with students, on a key bit of University business. And it’s opened the door to even more collaborative, engaging approaches to social media at Hallam.

Joe Field, social media manager