[MUSIC] So Randy, what factors do we need to consider when we're developing content strategy? >> Well there are three major questions you need to answer, as you're developing your content strategy, to really focus it in. The first one is, how do we create value? And when we talk about creating value, it, it really is in the eyes of the audience, not in your eyes. And so that means we need to understand the audience and what they're looking. And if we give them the items that they need, then we'll maximize a creation of value. The second question is, how do we deliver that value? And wha, while that may sound easy, it's really not. >> Mm-hm. >> As we're going to talk about, in terms of developing content, we need to think multimedia. And we need to think about how we can take one thing that we're going to do, one piece of content we create, and use it in multiple ways to maximize our impact. Because one of the things that's important, is that the audiences we're going to are oftentimes in video, more than they're in text. And so we need to figure out how to do that. Then the third big question is, is, how do, how are we going to actually capture the value? And that means we need to have a strategy, which answers a very specific question which is, what is the type of relationship we want to have with the audience? And by answering that, it gives us different ideas, in terms of how we can capture value, back to us, for the content that we put out. >> So all three of those, it seems to me, emphasize a point we made extensively in the first book. >> Mm-hm. >> And we're making now. What do we need to know about our audience? >> I think the first step I would do is, if I was going to begin to consider a content piece for a specific audience, is I'd like to learn the community that they're in. And so one of the first things I do, and it's one of the first things we teach in my class, is to take a tool like WeFollow, identify the influencers for a specific topic, or a specific audience you want to go after, and then begin to follow them. In other words, start following them on Twitter, start linking up with them on LinkedIn or WeChat or, or whichever one is in your country, and begin to watch what they're doing. And then one of the things that's very useful is, for the first six months, just retweet what they're talking about, support them, give them content that they hadn't perhaps seen or discussed, and just become a part of their world. And in doing so, you're going to learn the hashtags they're using, you're going to learn who they're following, and you begin to get into a community. Because the key is, those influencers are reaching out to all the members, the exact members you want to talk to. And so if you can friend them right off the bat, it gives you the ability to link up with them as you develop your content. And say, hey, would you tell your audience about that? >> Mm-hm. >> In addition, we have the social monitoring software system, that really get into the, the, the passions of the community in an audience, as well as what's driving them forward. And so I'd like to show you one of the more advanced systems, when we talked in the first MOOC, we talked about WeFollow, Social Mention, and Alltop. And those are great free tools, but the limitation they have is that they're only looking at conversations that are happening right now, and I may want to a, get more of a historical look. And so there are advanced social monitoring software systems, like Radian6, which is done by Salesforce. Or I, we like to use the IBM Social Media Analytics package, SMA, and what it does is, it allows us to look at a topic, or a community over time, and it begins, let's us get much, much deeper into what's happening. So for example, what you're seeing here is a, an analysis we did for LEGO. Now LEGO is a massive company, and it has all sorts of products, it has movies, and it has its LEGO blocks, and all sorts of, of really great things. >> Adults and kids? >> For adults and kids. And so what you see here is, we're looking at the social pyramid, in terms of these pie charts, and we're comparing the, the Duplo group, which are the young kids, with a vast audience which we called core, with the adult audience, which are people that are into Star Wars and some of those. And what we're doing is, we're comparing and contrasting where they're at in the social cloud, to identify where they're connecting up, where do these communities hold together? And you see significant differences in them. >> Help me get more than just scale. You connected to the communities, you're measuring the communities, you're counting the communities. But of course, the other thing people say is, yeah, but, you know, that's the trouble with digital, it's all quantitative, there's nothing qualitative. And yet you've used the word passion, and heart, and feelings. How do you get out those qualitative measures? >> Well I really appreciate you bringing that up, because that's a myth I would like to explode right here. You know, we are working with numbers, but we're actually working with people who are talking to each other in real time, and what we are doing is, we're kind of listening over their shoulder. We're not sampling them, and we are not going out and doing a survey, but we're listening to the whole conversation, and we're saying, what is it that is driving them forward? What are they talking about? What are they passionate about? What are the key positive, neutral, negative things going on for every topic? And so where social monitoring really plays a, a, a role is, it lets you listen in and hear what they're actually talking about, as opposed to trying to do it with quantitation. And I mean we want to quantify it, we want to know where they're at in the world, as you see on these charts. But the key is we really want to get below that, and understand what is really driving the conversation forward. >> So can you do it in a way that would allow me to anticipate a problem coming, to hear bad things early? How's your crystal ball? >> Well that's, i's actually pretty good. In fact, I'll show you one that happened with this LEGO project we were working on. One of the things we do is, we learn what's called, tone and sentiment. And so what can do is, we can identify people that are talking positively about every aspect of LEGO and their competitors. >> Mm-hm. >> And we can also look at the, the ones that are, are negative. Then we can look at specific terms, to say, here's what they're talking about when they don't like you, here's what they talk about when they love you. And so that gives us a, a really deep insight. But then we also can build what are called word clouds, word clouds are around specific topics. And so what you see here is a word cloud that breaks apart the different conversations about LEGO that were happening over, that, the past six months. And what you see is you've got things like LEGO Batman, LEGO Star Wars, the LEGO movie. And so those are the type of topics that people were talking about, and we can actually get into each one, find out what the positive and negative terms are, find and figure out what they're talking about, what they really found really jazzy about LEGO. And that was really helpful. At the bottom node was a really interesting thing. what a lot of people don't realize is that people talk on social before they talk anywhere else. In other words, they'll complain amongst themselves, and say, you know, we ought to do something, before they actually do it. And if you're a company that's monitoring that, or you're an organization that's monitoring it, or an individual, you can pick up these trends. For example, you notice the red arrow? >> Mm-hm. >> What that is, is a very small, but very passionate group of people from Greenpeace, that are saying, you know LEGO is using Shell Oil. >> To manufacture? >> To manufacture the, the bricks. >> Okay. >> And we don't like Shell Oil, so maybe we ought to be doing something to force LEGO to get out of that business using Shell Oil. Well when you, when you see it here, it's just a little bump. Two months later, it had grown into a tsunami, and it, and what happened was, by two months later, LEGO had to actually cancel three of it's production facilities, because they were using Shell Oil, to appease a growing Greenpeace, and green movement, that had targeted them. >> So, in some countries they shut down three facilities because, because the uproar was that large and strong? >> Precisely. And so what you do, is a lot of times social, is a crystal ball, it shows you that this is going to be coming, and if you're monitoring it, you could then figure out what was going on. They could have taken care of this when it was a little social conversation. When it became a big tsunami and went public, it would, not so much. >> So Randy, let's apply what you just said to content itself. Our product and our service is the content strategy we put out there, to help people understand the important information from our organization. For profit, not for profit, doesn't matter. Creating content, audio, visual, or text, is tricky. >> Mm-hm. >> Not because we want to be tricky, but it's hard to tell a wonderful story. It's hard to tell it, and then understand how the audience is going to understand it. So if we make a mistake, if things change, if we figure out a better way to tell the story, can we use the tools you've just laid out to monitor the conversations, and get feedback about the fact that oops, we should go back and say more, we should correct something? We should do for our content what we're talking about doing for LEGO or a, a service provider of any sort. >> You're exactly right. I mean, basically, these tools are monitoring a conversation that you're not really trying to influence, other than through your content, you're just trying it as it goes. And because these are discussions, they tend to evolve over time. >> Mm-hm. >> And so we want to do is, we want to understand what it is that is going to be the biggest value we could create for our target audience, and build our content off of that. Then we want to monitor it, and as things begin to change, or there may be some negative reaction, we can jump in and, and change that. [MUSIC]
