Click on image to enlarge

In the first part, we refined our generic communications strategy, identifying our key messages, target groups and the communications tools we have at our disposal. We also adapted our messages and tools for each target audience.

Based on this overall communications strategy, we zoomed into our online communications. In the second part of our case study, we looked at our core online content: What content do we have, what do we need? How can we ensure visitors actually find this content?

Step 3: The practical planning

Now it is time to get into the practical work: plan who will do what, how do we measure our progress both in “reach” and “impact”. How can we mitigate potential risks and ensure a good quality control over our online communications?

Step 3.1: Define your workplans

Now, we have to define who will make this content: List the content needed, and put names in the to-do list. Keep in mind that some content might be auto-generated from other sources, e.g. by importing RSS feeds from your data repositories or blogs.

Identify also the update frequency: how many items for each content type do you need per week, per month?

 
Work is needed, not only to generate core content, but we will also need to allocate time and efforts for the online media tools, as identified in Step 1. These tools will help us either to “generate” or to “spread” our core content:

Step 3.2: Measure progress, reach and impact

Because of the amount of work, and the number of people involved, tt is important to keep track of your progress. The performance and output of your online communications will be a good benchmark, AND a good encouragement for yourself, your communications team, your management, and all staff involved in the content-generation process staff.

We can write multiple blogposts about how to set targets and track progress. At this point, though, I encourage you not to concentrate too much on “statistics” for “the sake of statistics”. Make a clear distinction between “reach” and “impact”: “Reach” is the amount of people who read (or potentially read) your content. Pure “Impact” can be defined as “the direct relation between single communications efforts and the fundamental changes it instigates”. This is difficult (if not, even nearly impossible) to measure for online communications tools.

At this point, the closest and easiest to measure is “how many people from your target audience, actually read your core content, which carries your key messages”. And then we hope “the reading” would somehow translate into “action” by your target audience.

For CPWF, our partners in the workshop on which we base this case study, we defined a set of simple, easy to track, metrics, both for reach and impact. We’d track those figures on a weekly basis, making it easy to follow progress with simple graphs.

Step 3.3: Define quality control and risk mitigation

At this point, it is well advised to assess the potential risks, and mitigate them.

There is also a “quality” versus “quantity” issue to address: When one professional communications officer produces one article per week, we can easily ensure a good quality. When, however, 20 project staff, each with a different technical expertise, different mother tongues and a limited knowledge of communications and web-stuff, start generating online content, we have to monitor the quality.

Concluding

If you reached this part of our case study in one piece, well then: congratulations! We have now defined our online communications plan.

We started from our overall communications strategy: defining our key messages, our target audience, and the tools at our disposal. We looked which tools we could use for which audience, and adapted our key messages for each of our target audiences (Step 1)

We then zoomed into our online media strategy. We looked at our core content, identifying what content we have, and what we need. We also made sure that our core content could be found on our websites, improving its usability. (Step 2)

In the last part, we made a communications workplan, involving everyone in the process: from content generators, publishers to those staff helping to spread the messages using social media tools. We defined the metrics to track progress both in reach and impact, and mitigated risks to ensure the highest possible quality for our online process. (Step 3 – as described in this post)

Once again my usual disclaimer: I am not rewriting the Bible here, nor do I pretend to hold the one and only Holy Truth: this case study is only one example of a process in defining an online communications strategy. I do believe however that these simple steps will help to put structure in your communications efforts. It will help rationalizing and targeting your messages, aiming at a wider reach and a higher impact.

After all, in the nonprofit sector as in the commercial sector, the same rule applies: you can do the best possible job, but if no-one knows about it, your efforts are in vain. Our colleagues do their best to deliver a quality product or service, and as communications people, it is our task to spread the message about their work.

Click on image to enlarge

Let’s move onto your online strategy and its corner stone: your online core content.

Step 2: Identify and improve your core content

Now we will zoom from your “general” communications strategy into your “online” strategy, concentrating on what and how you publish on the web.

This is also the time to look at web usability: your core content might be stored in your website, your online repository, your blogs,.. but how easily can a visitor find that content? After all, you might have the finest core content, but if people can’t find it, the effort is pretty useless.

Step 2.1: Identify existing and needed core content

In this process, defining your core content is crucial: with all of the online tools you have, what is the “terminus”, the “end station” for the train on which you put your target audience? All tools will be geared to bring your target audience to that core content.

This step will take into account the work in step 1: we will not only identify core content (both what we have already, and what we still need to generate), but at the same time, we will identify which core content we can use for each of the target audiences defined in the previous step.

Step 2.2: Improving web usability

The most tricky part is “usability”: coming onto your site, as a “representative” from one of your target audiences, how easy is it to find content which you have for me (the core content we defined for each target audience), and does it contribute in conveying your key messages?

Also remember the slogan: “Show my your website, and I will tell you what organisation you run”: Your website is your business card, the online representation of your organisation.

 
In the next and final step of this case study, we will dive into the practical work: defining the workplans, performance metrics and risk mitigation measures.

Click on image to enlarge

Step 1: Define your general communications strategy

In this first part, we will define the basis, the first steps of a communications strategy. These steps can be applied to any type of media such as printed matter, promotional events,…

In the second step, we will zoom from the general communications strategy into the online communications strategy.

Step 1.1: Identify your key messages

This discussion often touches on the core being of any organisation: Why is your work important? What makes you different from other organisations? What is your contribution to the “greater good”?

The art is to distill a limited set of clear messages around which your communications strategy will be structured. These will be the foundations of your communications outreach: all your communications efforts should be geared – directly or indirectly – to convey one or more of these messages.

Step 1.2: Identify your target groups

At this point, we only want key target groups. In the next step, we will customize our overall messages and tools, for these target groups. Think also why you want these as your target audience. Are each of these really your target, or “a means to get to your target” (as the “media” target group would be, for instance)?

Step 1.3: Identify your communications tools

These might be conventional tools like press releases and brochures, but we also want to make optimal use of your online presence: your website, your social media tools.
At this point, it might also be worth to check also our social media strategy case study for inspiration.

Step 1.4: Identify your messages and tools for each target group

Concurrently, taking your plethora of tools at your disposal (Step 1.3), which are the best suited to reach each target group (Step 1.2), either to convey your messages, or to stir up interactions, discussions, get feedback?

 
In the second part of this case study, we will zoom from the general into the online communications strategy.

Click on image to enlarge

CPWF’s research concentrates on “How to manage water more equitably, efficiently and sustainably”.

We locked ourselves up for a week, to realign the organisation’s key communications messages and tools, and to integrate an online communications strategy, as a key component of a strategic communication approach.

This case study summarizes the process we followed, from a redefinition of an overall communications strategy, into the online web presence, and further down to practical workplans, reach/impact measurement and risk mitigation.

Each part gives a generic summary of “the theory” with an example how we translated this “theory” in practical terms.
Click on each step for more details.

Step 1: Define your general communications strategy

    1.1: Identify your key messages
    1.2: Identify your target groups
    1.3: Identify your communications tools
    1.4: Identify your messages and tools for each target group

Step 2: Identify and improve your core content

    2.1: Identify existing and needed core content
    2.2: Improving web usability

Step 3: The practical planning

    3.1: Define your workplans
    3.2: Measure progress, reach and impact
    3.3: Define quality control and risk mitigation

While this case study is, of course, geared to the work of CPWF, the process we followed can be used in many other cases.

Could not resist posting this.

Video courtesy How It Should Have Ended

In this Social Media Strategy case study, we learned to put the strategy into the context of the organisation.

We identified the role of social media in “connecting our target audience to our core content” and looked at the roles of different social media tools.

But nothing in life is simple. A social media strategy is no exception. Let’s fine-tune our generic strategy.

Is social media only a means? Can it be a goal too? Can social media be “core content”?

In the previous parts of our series, we defined two roles for social media: either the sandwich men handing out flyers (using microblogging and social networking tools) or as the store front, making core content digestive, and pleasing to the eye (in the form of blogposts, videos, pictures,…).

But can social media also be core content? Can core content be stored in social media? The answer is “yes”, twice. An encouraging yes!

Even within the context of this case study, where we defined a social media strategy for a nonprofit agricultural research organisation, it is not all about research papers and scientific publications. Those are really the end result of a process, often covering several years. No, it is just as important, or even more important to also document the process itself. Describe the tools you use, the methodologies you try out, your experiences, your successes and failures, your experiments…

Here is a nice example of a CIAT scientist using video to document some of his process. He actually goes a step further and also uses video as one of his end products. In that way, social media becomes core content.

In same area, here is an example of how CCAFS used a series of video testimonials to document how farmers adapt to climate change.

The only question I would encourage you to ask yourself, for every piece of content is: “Is this core content”, or is it “meta-content”, leading into “core content”? Is it the “terminus” of the rail track you are traveling with your audience, or just “a half-way train station”? Practically, when uploading a video, is it supposed to introduce a research report, as core content? If so, it should have links to that report. The same with pictures, blogposts,…

Social media can also be “a simple publishing tool”

Sometimes, we just want to have a simple publishing tool, to put up content easily and fast.
See how ILRI uses a blog to assemble press clippings, and another blog to publish their vacancies. All core content! Check out how Bioversity uses a blog to publish about the latest additions in their library.

Because blogplatforms like WordPress become more and more versatile, they can be used as sophisticated tools, linking into databases or aggregating data from many different s0urces. Check out the CGIAR Ongoing Research site, a visual interface into their research projects, AMNK which aggregates complex climate data into a data modeling tool. All on WordPress!

Are there any other uses of social media?

In this case study, we mostly concentrated on one specific purpose of social media, within a non-profit organisation. Even more, it was done within the context of one specific type of organisation, doing agricultural research.

As we stressed in part 1 of this case study: Your social media strategy needs to be put within the context of your nonprofit organisation. This case study was based on one of several possible  social media approaches, one within the context of an agricultural research organisation. This is not the “only right” stream of thoughts, not the “only good” social media strategy.

There are others, dependent on your organisation and the role you want to attribute to social media within your context:

• Stir up conversations, engage your peers, your audience: Many organisations use social media for the “social” part. Social media are very well suited for the exchange of ideas, feedback on projects, and general engagement with your audience. In that way, the audience would not only read, but also be part of creating core content.
• Productivity tools: social bookmarking tools like Delicious and Diigo are part of the social media family, though fit in less within our strategy to “connect our target audience to our core content”. I would classify them more as “productivity” tools. Collaborative social media tools like Wiki’s fall under the same category
• News sources: Many of us want to stay abreast of the news, in the specific areas of our work. Social media, through its social networking function, is an excellent tool to get first hand updates and news from our peers and target public. By curating your audience on Twitter or Facebook, you can stay up to date with the latest in your professional field
• Fundraising: Aha, an area we have not touched yet. While related to the generic use of social media as an advocacy tool, we could also use specific tools to actually fund-raise. A nonprofit I work with raised US$1 million, in 24 hours for the tsunami in Japan.
• Social reporting: We highlighted several times on this blog how social media can be used to report from events, conferences and meetings, as a way to engage the onsite and offsite audience, as a way to keep track of the event’s content and as an advocacy tool
• Odd ends: As you can imagine, any crowdsourced mass media tool can have all kinds of applications. I have used it to recruit people, to ask for help, to find real-time solutions to software bugs, as user support, to connect to people where I travel to, etc… You name it, somewhere you can find an application for it in social media…

About “social media reach” and “social media impact”

We have not touched upon figures and statistics in this case study. A crucial but also dangerous area… It is soooo easy to get stuck on “social media reach”, on figures showing statistics of your social media traffic.

A graph showing your Twitter followers going up, proving how many thousand of people access your Flickr pictures, the amount of views on YouTube videos and the number of “likes” on your Facebook links. Oooh and those Google Analytics figures for your blog. Njam Njam! Goody!

I love it. Everybody loves those figures. These are black and white. Objective. Nobody can dispute them.

But they don’t mean much actually…

Again, make sure those are figures for your target audience. Point one.
Point two: your social media content is not our target. It is not your goal. It is a means. Your goal is to bring your target audience to your core content: your scientific research, your reports, your impact measurements, etc…

So measure how much of your target audience reaches your target content. Measure that funnel, that flow of people attracted by the sandwich men’s flyers to your store window to your core content.

Measure how much of the core content is read, the progress of the access to it, how long people spend reading it, how much your core content is spreading, republished and re-digested on other websites and blogs.

THAT is what I call social media impact.

This post is part of our case study How to define a social media strategy.
Looking for more inspiration? This list of social media strategies and policies will help you.

This case study is based on my work with the Consortium of international agricultural research centers, who kindly allowed me to share our work on this blog.

Picture courtesy Social Media Today

In this Social Media Strategy case study, we learned to put the strategy into the context of the organisation and identified the role of social media in “connecting our target audience to our core content”.

We identified three critical parts in our social media strategy: identifying our target audience and our core content, and how social media can be used to connect them both: as the window display of our store, and as the sandwich men handing out flyers.

Let’s look at those functions in detail:

The first function of social media: The window display of our candy store

I have my candy. I also know my customers, my target group… Now how to get customers into my candy store?

The first thing I would do, is to make a nice window display. Our store window should present all candy in an attractive way. We’ll show all the different kinds and flavours we have. It should catch the eye of anyone walking by.

Here lays the first role role of social media: blogs, videos (YouTube, Vimeo, BlipTV), pictures (Flickr, Picasa), podcasts (Podomatic), presentation (Slideshare),… I call it “meta content”. It is “easy to access, easy to digest” content which leads “customers” to your core content.

Each of the “meta content” tools should be used as our store window: they should present our core content in an attractive, enjoyable, provocative, teasing way. The content of these social media tools should tell a story, give a summary of our core content. It should stir enough interest for people to dig further, and read our actual target content.
This means this tier of social media tools should also be like a “digest” of our core content, easy to read with plentiful of links to our core content, so people can access that core content easily.

It is pretty obvious on how we can use blogs as a “window display”: for each of the core content we have, we write a blogpost with a story around that core content. Something which is enjoyable to ready, pretty short and attractive. Within the blog posts, we put the links to our core content, so if people like to know more, they can dig deeper, and check out our “candy”. Check out how we did this in the Research with Impact series, how it is done in this blogpost, leading into the research report proving there is sufficient water to sustain the population growth. See how CIAT is using their newsblog to lead into their core content.

Few organisations, however, use videos, pictures, podcasts and presentation tools that way. Most just publish these “as is”, without offering a way to dig deeper. A waste of effort, if you ask me. What good is it if 100,000 people visit your Flickr gallery if there are no links to your core content? Just as for blog posts, video and picture galleries, podcasts and Slideshare presentations can not be “the end terminal” of a train track. They are not the goal but a means: They are not core content, but meta content leading people towards our core content.

Let me give an example how to use Flickr pictures in a better way:
- for each picture, put an appropriate title. “Kenyan farmer uses drip irrigation to save water” is more significant and search-friendly than “DSC0433.jpg” as a title, no?
- Use significant descriptions and put links to your core content within the descriptions. Often Flickr picture descriptions are left blank, or just contain a copy of the title, or even less. Why not spend a bit of time to write a short description, linking back to your website? Or, in our context of working with agricultural research centers, why not put links to the scientific research reports related to the Flickr picture?

I have to say, it is encouraging to see how many CGIAR centers and research programs are already pretty far in using Flickr galleries as “meta content”. Check out this gallery from CCAFS, or CIAT.. Nicely curated, no? Check also how CIFOR is putting in links to their websites in the pictures’ descriptions.

The same also goes for your YouTube videos, Slideshare presentations, etc… Why do I see so many cryptic titles and descriptions? Why do I lack a link back to the projects, or research reports related to these presentations? This is your store front, dear people, so use it as such. Don’t have people see your store front, get all excited, but keep the candy shop’s door shut! Invite them in…!

The second function of social media: Our sandwich men handing out leaflets

Now we have our store shelves in order (our target content is well organised and accessible on our webpage), our store window is attractive (we write blogposts and publish videos and pictures about our core content), and we are ready for business!

Well, not quite yet… We might have the nicest window display and the best candy, but unless if people know where to find us, we won’t get any customers.

This is the second function of social media, where microblogging and social networking tools have a crucial role: We will use these to reach out directly to our target audience, and hand out flyers saying “Big sale, 50% off on all candy (put the addres here)” or “Sugarless and still yummy? Our candy has both! (fill address here)”…

Twitter, Facebook, Google+, and other microblogging or social networking tools are like our sandwich men, mingling with our target audience. Each tool has its own social network, which we will use to make short attractive announcement (our flyers), with links to our store front content (the blogs, but also videos, podcasts, pictures…).

For each piece of meta-content we write or publish, we can tweet or publish an update on Facebook. Each then links to a blogpost, a Flickr gallery, a presentation, podcast, or video. A question of grabbing people’s attention in a flash of a second.

Social media: it is all about seduction

“Selling” is all about “slow seduction”. It goes step by step. That is why I am adamant NOT to use Facebook and Twitter, to link to our core content directly for instance. That is too big a step: The attention span to read a Tweet of Facebook post is counted in terms of “seconds”. You can not take people who –in a second- found your tweet intriguing and clicked on the link, only to throw a 200 page scientific report at them!

Nope. You get their attention in a second. A one liner-Tweet. This links to a nice blogpost, which is easy to read, pleasant to look at, and in the attention span of a few minutes stirs up enough curiosity for people to click on the links in the post, which, now, links to your core content.

Our social media strategy in a nutshell

So there you have it, your social media strategy: We use social media as an intermediate step to connect our target audience to our core content, in three steps:

1. Sandwich men handing out flyers (Twitter, Facebook, Google+ etc..) in areas where our target audience hangs out (our social networks, filled with our target audience)
2. The flyers bring the people to our store front (mainly blogs, but also video, pictures, etc.. with links to our core content)
3. Once they looked at our display window, we encourage our public to come into our shop (our website) and buy our candy (read our key content).

Our social media strategy, as easy as one-two-three (“ABC, easy as one-two-three”, did they not make a song about that? The Jackson Five, no?)

You’re still with me? Then you will want to read all about “Fine-tuning your social media strategy” in our fourth and last part.
This post is part of our case study How to define a social media strategy.

This case study is based on my work with the Consortium of international agricultural research centers, who kindly allowed me to share our work on this blog.

Picture courtesy The Giallo Antico

In the process of defining a social media strategy in the context of nonprofit agricultural research, we defined the key role of social media in part 1 of this case study, as:

• Make research available and accessible, AND
• Document the research processes

In this part, we’ll convert these goals into a social media strategy.

Connecting our target audience to our content

Let’s cut to the chase: Within the context of an international nonprofit research organisation, we defined the core social media strategy as “Using social media to connect our target audience to our core content”.

This gives us three parts to concentrate on:

1. Our target audience: What is our target audience? Who are they? How do we reach and engage them?…;
2. Our core content: What is it? Where is it stored? Why is that core content? What is the value of it?…;
3. Social media as the link: What tools can we use to connect “audience to content”? What is the role of these tools? How to best use them?…

Running a candy shop

Imagine we run a candy store. In order not to have people pick on the example: say that we only have unique non-sugary candy, made out of natural ingredients, produced by ethnic minority groups, wrapped in recyclable paper.

We want:

1. to reach people interested in buying candy (our target audience);
2. them to know about our store (a role of social media);
3. the potential clients to come over and check out our store’s window display (another role for social media);
4. the potential clients to enter the shop (our website and repositories);
5. the potential clients to buy our candy (read our core content).

Step 1: Who is interested in our candy? Defining our target audience.

In a previous post, we explained a practical way how to identify a target audience. That’s the first step in any social media strategy.

This exercise is not a small feat: Go from a high level (identify your target groups), to the nitty gritty details (identify the actual individual people or organisations), to the mechanics (identify your audience’s social media channels and connect to them via those channels).

It is also a process which never ends: you should continuously update and expand this list. But, it is worth while, it is the core of your online presence: the people you want to reach and impact.

In this example, we defined the target audience for CCAFS, the CGIAR Research Program on Climate Change, Agriculture and Food Security, as:

• policy makers (working on climate change issues)
• researchers (working on climate change issues related to food security and agriculture)
• internal partners (partners within the CGIAR system, and staff implementing the CCAFS program)
• selected universities (partnering with them on projects)
• donors (both existing and possible future ones)
• public media (in general, not only those working on climate change)

In another example, as part of the social media work we did for IFWF3, The Third International Forum on Water and Food, our target audience was defined as:

• Donors
• Researchers, scientists
• Partners
• Development professionals
• Media
• Universities and youth
• The general public

In the latter example, you can also see how those target groups were fleshed out into individual organisations, and how we started listing their social media outlets.

Step 2: What candy do we sell? Defining our core content

Let’s continue within our example: defining a social media strategy for nonprofit agricultural research centers:

Given we have all our research on our website or online-repository, often it is buried amongst loads of other information. No wonder that for many organisations, it is a difficult and painful process to pinpoint their most valuable online information. Though painful, it is the first step of our social media strategy: “identify the core content”.

Mechanically, it is not that difficult: Our core content inventory can be as simple as a mere list of links to scientific publications, research reports, agricultural data, different research processes, progress reports,… As long as we have it on an online repository, we’re ok: be it a website, a slide-share presentation, Google Books,…

Check out a simple example of what content we defined as “core” for the IFWF3.

Oh, and remember what we said in part 1 of this case study: the research results are not the only important content for a research organisation. It is just as important to document the process one followed, the project challenges,….

Once we have this list, ladies and gentlemen, we have your candy. Now we are ready to sell!

Step 3: The Art of Selling Candy: the role of social media

Ready to sell candy? Are we? Before we start, though, let’s make sure our store is in order: we put the candy reachable, viewable in nice racks, in other words: we’ll make sure our website containing the core content is well structured, user friendly, fast, etc…

Now, we have the candy, and we know who is interested in your candy. But how do we connect those two? Our customers need to know where our store is located, what candy we sell. The candy has to presented in an appealing way.

This is where social media plays a crucial role: “Connecting our customers to our candy”.

For our candy store, I would:

1. Have sandwich men hand out flyers within areas where our target audience usually hangs out, teasing people to come to our store: “The best candy in town”, “Sugar free, and still delicious”,..
2. Make a nice store window display: once the flyers teased people’s curiosity, and walk to our shop, I want them to be able to see a selection of what we sell, displayed in a way which stirs up their interest even further, up to the point where they enter our shop.

Translating this into social media tools:

1. Our sandwich men handing out flyers, grabbing people’s attention in a second, will be the role of Twitter, Facebook, Google+,..: teasers, one liners which take no longer than a few seconds to assimilate. Each of them has a link to…
2. Our store front, our window display: blogs, videos, Flickr pictures, podcasts, etc..: this social media content takes more than a second to assimilate, but just like a nice window display, it teases into “checking it out some more”: each of those social media pieces will have a link leading to core content, our candy in our store.

More about the details on the role of social media, window displays, sandwich men and flyers in part 3 of this case study.
This post is part of our case study How to define a social media strategy.

This case study is based on my work with the Consortium of international agricultural research centers, who kindly allowed me to share our work on this blog.

Defining a social media strategy for an agricultural research center

Every nonprofit organisation has its own goals. You might be fundraising for a shelter in your city, or advocating for companies to ban the use of Congo blood minerals in their products. Your social media strategy will logically depend on your “raison d’être”, on your organisation’s goals.

This case study shows how we built up a social media strategy for some of the CGIAR agricultural research research centers. While they were the inspiration for this case study, the approach and process can be applied for many other nonprofit organisations.

Social media in the context of the CGIAR

At the CGIAR, our goal is: “To reduce poverty and hunger, improve human health and nutrition, and enhance ecosystem resilience through high-quality international agricultural research, partnership and leadership. “

The key word in there is: “Research”. We do agricultural research. But what good is agricultural research if it is not “available” and “accessible”?

CGIAR’s AAA strategy strives at making research Available, Accessible and Applicable. It highlights that “research for the sake of research ain’t worth the value of the paper it is written on”. CGIAR’s research, funded by public sources, needs to be readily available and accessible by the very same public, and not locked up in copyrighted scientific journals or in file cabinets. Sure, as scientists, they need to publish our articles in peer reviewed journals, but it can’t stop there in order to convert “research” into “impact”!

Social media plays a critical role in this.

Social media makes research “available” and “accessible”

In the past years, the CGIAR has made great progress in getting the research material “out”. Research data and publications are readily available on most CGIAR’s research centres websites and public repositories. Check the efforts of two of the CGIAR centres: the CIAT publications, or the ILRI publications on Google Books for instance.

But… a website or a web repository can be just as difficult to access as a massive filing cabinet in an obscure room… Unless if you know the information is there, why would you look for it on a website? How do people know the information is there?

Sure, search engine optimization (SEO) and other mechanical tools can optimize the “find-ability” or “access-ability” of our data, but, ladies and gentlemen, social media has an even more crucial role in this: Social media can help in getting the research “out there”.

With several CGIAR research centres, we made these the corner stones of our social media strategy:

• Making research available and accessible, AND
• Documenting the research processes

With those overall social media goals in mind, we are ready to move into the details: On to the “candy store”

Continue to part 2: Social media strategies- about candy shops
This post is part of our case study How to define a social media strategy.

This case study is based on my work with the Consortium of international agricultural research centers, who kindly allowed me to share our work on this blog.

Picture courtesy Neil Palmer (CIAT)

Long gone are the times where nonprofit organisations saw social media tools as a “nice add-on”. Time and again, social media has proven its potential in fundraising, advocacy, campaigning, live event reporting, knowledge sharing,..

Now comes the time where organisations’ media people are actively seeking to merge the “social” media with their more “traditional” media outreach.

Now, we have more social media tools on offer, than ever before. Which tools are the best suited for your cause? Which give the best return on investment? How do you use these tools best?

Now, more than ever, our management asks questions on our social media efforts. “What is its return?”, “What does it cost us”, “What is the measurable impact?”.

While I touched on the subject before, it is high time to tackle a core challenge for many organisations: “How to define a social media strategy”, and “How to integrate it into an organisation’s overall online strategy”.

Case study: How to define a social media strategy

In the past year, I have been fortunate to work with several international agricultural research centers, part of the CGIAR Consortium. With several centers, we’re engaging in a more strategic approach to social media. My work with the CGIAR was the inspiration for this case study, in which I will build up a social media strategy from the beginning until the end. Though this strategy is specifically applicable to the CGIAR, the process used, can be applied for many other nonprofit organisations.

As I stressed in Part 4: this is not the only way social media can be used. Dependent on your organisation, the “social” part of “social media” might be more important than merely being a tool “to get a message out”: using social media as a tool to network, to get input and feedback through social interactions.

The case study:

• Part 1: Social media strategies: put it in context
• Part 2: Social media strategies: about candy shops
• Part 3: Social media: about candy shop displays and sandwich men
• Part 4: Fine tuning social media strategies

This case study is based on my work with the Consortium of international agricultural research centers, who kindly allowed me to share our work on this blog.