The content assessment should include the five components below. For each component, it is important that only that which is targeted at your target group(s) is assessed.
Relevance: How relevant is the content to your target group?
Creativity: To what extent was creativity used in creating the content?
Uniqueness: How unique is the content being produced?
Diversity: How diverse is the content being produced?
Attractiveness: how attractive is the content to the target group?
2. Quality: commitment
To calculate engagement (the involvement of the target group) we use calculations based on the IPM+ score (interaction per mille). These calculations can be used for different channels and assess social media engagement based on the number of messages posted, the number of fans and the number of interactions.
In addition to calculating an overall engagement/IPM+ score, we assess the engagement score of relevant content. This relevance engagement score is created manually and filters messages whose content can contribute to an overarching business objective. The overall IPM+ score can give a wrong impression, for example in a situation as described below.
example of irrelevant engagement
Figure 2: Example of irrelevant engagement
Although such messages can have a positive influence on the perception of an organization, we find it important to include a relevant variant in addition to the general engagement score. This variant makes it clear how many interactions take place around messages that contribute to (commercial) business objectives.
In addition to the engagement scores, we look at the relationship between the different channels. For example, if a competitor has a successful Facebook page, a less successful Twitter page should not automatically halve the score. For this reason, we do not make the final assessment based on standard formulas alone.
3. Quantity: activity
This axis shows how active organizations are on social media. For this we analyze:
How many channels they use;
How many messages are sent per month.
It is important to realize that high activity is not necessarily positive. For this reason, in this section we determine whether an underload , an overload or a correct ratio of social media messages is created for the target group. The axis shows whether the number of messages on the different channels fits the target group (in fact, we are showing the quality of the quantity of the messages).
4. Quantity: Reach
The size of the reach is a highly overrated part of social media marketing. It is about who the followers/fans are and how you deal with these followers/fans. A large reach is only valuable if the fans and followers are people from your potential customer group. In this section, the SMC model assesses the reach of organizations on a quantitative basis and does not provide a direct representation of the qualitative reach.
In the next part of the SMC analysis, we will look at the extent to which organizations have been discussed on social media. There are various possibilities to measure this. For example, there are free tools that can monitor Twitter in particular (for example Tweetdeck and Hootsuite). Paid versions such as Coosto or Radian6 offer more extensive possibilities and can be used for multiple channels.
Tweetsync can be used to bundle and visualize data . Tweetsync quickly and clearly visualizes connections between topics, organizations and people. In addition, Tweetsync visualizes social data in real-time animations and infographics.
The SMC model distinguishes between conversations by employees (internals) and conversations by externals. Distinguishing between these groups takes time, because the social media profiles of the conversations have to be analyzed. This distinction contributes significantly to the value of the analysis. It is possible to choose to merge the internal and external conversations.
5. Internal conversations: number
When people think of online conversations, they often think of webcare, complaint handling and conversations with consumers. However, employee conversations should not be forgotten. For example, they can make a company culture tangible and ensure a large reach. When employees talk about their own organization on social media, a broad target group gains insight into the more human aspects of your organization. That is why employee conversations are a serious part of social media marketing.
Within this section we look at how many messages are sent by internal staff, what the ratio is between the number of substantive conversations and the number of conversations about informal activities (on the work floor) and we analyse the content.
6. Internal conversations: sentiment
social media conversationsIn addition to the number of messages and the topics discussed by internals, it is interesting to analyze the sentiment of the messages. Here we look at whether the messages are mainly positive, negative or neutral. In this analysis, a distinction is made between different types of messages. For example, messages about (own) work, messages about facilitated content and messages about informal activities.
7. External conversations: number
External parties (customers, consumers, stakeholders) talk about organizations and do this mainly about positive and negative experiences. Our research has shown that organizations currently do not respond to this enough . This concerns experiences with the product or service, but also experiences with customer service. In addition, external conversations often increase when an organization is in the news and action groups, for example, can have a major influence on this.
Within this part of the SMC model, we look at how many external conversations take place and analyze what the topics of these conversations are. There are various ways to increase the number of external conversations sri lanka mobile phone number list For example, think of facilitating conversations, offering the right content and optimizing the customer experience. Whether organizations do this and how they approach this, we analyze in axis 9: conversation management .
We measure, just like with internal conversations, the sentiment of external conversations. We distinguish between different types of messages, so that we do not include the sentiment of complaints in the sentiment of messages about product experiences, for example. Finally, we make an overall assessment of the sentiment of the external conversations.
social media sentimentThe sentiment of external conversations is mainly influenced by the customer experience. This is created when consumers use a product/service and at moments when there is contact with the organization. For example, when a customer is present in the store, has contact with customer service, encounters the product with friends/family or when the consumer comes into contact with a commercial message.
9. Conversation Management
A company can influence the amount of conversations and their sentiment. In addition, the content of the conversations can be used for product innovations and improving business processes, for example. The extent to which these or similar activities are carried out shows how seriously an organization uses this part of social media marketing.
Conversation management can be assessed on the following topics, among others: