ROI of Social Media Transcription

Business901 Podcast Transcription

Implementing Lean Marketing Systems

Connecting Social Media and Traditional Marketing thru Measurement

Copyright Business901

Connecting Social Media and Traditional Marketing

Guest was Guy Powell

Related Podcast:

Connecting Social Media and Traditional Marketing

thru Measurement

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Over the last 20 years Guy R. Powell, based in Atlanta, GA, USA, has done just that in senior level sales & marketing across the globe both on the client and consulting sides. As part of his current consulting activities he has trained and/or presented his findings and methods to thousands of

marketers all across the globe. All of the concepts found in this book have been honed and improved through his consulting and training activities to make sure they can be specifically applied to just about any company, regardless of size, industry, category, target customers or country.

His company, DemandROMI, (www.DemandROMI.com) is based on helping marketers and business executives to take these critical concepts and implement them within his client organizations. His consulting career began ATKearney delivering strategic and tactical solutions to help companies fuel and maintain extraordinary growth. While at ATKearney he worked on a variety of wide ranging projects for both mid-tier and Global 100 companies in Europe, providing strategic assessments, business re-alignments and turn-arounds.

Guy’s website: www.ROIofSocialMedia.com. Guy’s Books include:

ROI of Social Media: How to Improve the Return on Your Social Marketing Investment Marketing Calculator: Measuring and Managing Return on Marketing Investment Return on Marketing Investment

http://www.roiofsocialmedia.com/

http://www.amazon.com/gp/product/0470827416/ref=as_li_ss_tl?ie=UTF8&tag=business901-20&link_code=as3&camp=211189&creative=373489&creativeASIN=0470827416

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Joe Dager: Welcome, everyone. This is Joe Dager, the host of the Business 901 Podcast. With me today is Guy R. Powell, the author of "The Marketing Calculator" and a new book "The ROI of Social Media." Guy, I'd like to welcome you and could you give me an introduction of yourself and your companies?

Guy Robert Powell: Sure, Joe. And thanks for having me today. It's always great to talk about marketing and marketing effectiveness and certainly the side of things in terms of Lean Marketing. I guess throughout this recent book, and even "Marketing Calculator" and "The Return on Marketing Investment” book, going way back, all of them had to do with how you could certainly improve your marketing effectiveness. But anyway, I am author of two books: "The Return on Marketing Investment" and then "Marketing Calculator." And then this recent book I have two coauthors, which really helped to speed and improve the delivery of how to measure effectiveness in social media and be able to quickly improve, and learn, and experiment and do to really drive your social media.

But in addition to my writing, I also have two companies. One of them is called DemandROMI, which is a marketing/consulting company to help major brands improve their positions in the marketplace based on marketing analytics and ROI and whether it's for traditional media or social media. And then ProRelevant Marketing Solutions is a company that owns a proprietary software application that we use to support our

consulting services.

Joe: I've been a long-time fan of yours. I've had "The Marketing Calculator," for a long time. I think I got it when it first came out. I was very interested in interviewing you





because I saw you were going to put something together to measure ROI on Social Media marketing. You had always put marketing measurement in simple terms to me. I didn't need Minitab. I didn't need all these calculations and everything. You built a common sense approach to it. So I was real interested and when I picked up the book, it didn't have a lot of calculations in it and I was kind of surprised. But it was a very common sense approach to how to look at social media marketing.

Guy: Yeah, thank you. I think what "The ROI of Social Media" book really did was to look at how to develop a measurement framework. A lot of folks have been defining ROI as return on influence, return on -- I don't know -- a whole bunch of different things. And in reality, those are all important to measure the tactical side of social media effectiveness and social marketing effectiveness. But in reality, what we really want to do is we want to have a tactical and a strategic tool and mechanism for us to be able to measure how

effective we're doing as it relates to revenue, profit, and brand and market share.

So we put together this book, which has a very important concept in there called the media engagement framework. I think that was one of the components that really was an aha moment in terms of how we look at, or how we need to look at, social media when it relates to measuring effectiveness.

Joe: I have to agree with you, because that was my aha moment of the book when I

looked at that because, let's face it, there's all kinds of tools out there and there's all kinds of data that I can use for social media marketing and I'm getting sold this download, try this, this subscription over here, and this subscription here, but it's just baffling on how you tie it together. And then what do you do with it?





Guy: Well, that's right. And one of the things that you probably also saw in "Marketing Calculator" was the return on marketing investment continuum, which kind of looks at how you can grow from doing simple metrics to more complex metrics. And a lot of the tools that are on the market today are providing great value, but we're now I think moving quickly from getting into the simple metrics that are very much more tactical oriented to getting into the more strategic metrics, which then include how social media fits in to the grander scheme of marketing as it relates to not only the different channels that are available in social media, but also the different channels that are available in traditional media.

Joe: I think it's important how you tie the two together. What I've seen is there's a lot of marketing people in very influential positions that really don't understand social media marketing. Did you find that somewhat to be true?

Guy: Oh, absolutely. But I think that's changing and I think people now realize that social media is here and it's here to stay and it offers an incredible value not only for marketing, but to support certain operations with the company, within the company, and externally to the company. But they're definitely now looking at it and saying, "Well, we kind of missed the boat 10 years ago when the Internet started and we're not going to do the same thing with social media." So they're jumping in, they're doing the right thinking as they're moving forward. They're looking at what needs to be done to really be effective in social

media.

I think the maturation process now is moving a lot faster than it did 10 years ago as the Internet started to come of age.





Joe: So you think they're jumping into it the right way, the good companies?

Guy: Yes, absolutely. I think they are using certainly an experimental approach to get out there and make mistakes fast, so to speak, which I love the way... I heard a talk from one of the Google vice presidents and he said, "Measure very well all that you do, but try stuff,

make mistakes fast, learn from them and grow very, very quickly." I think that's what people are doing in social media is that they are experimenting and they're learning a lot. Actually one of the things that I've realized here over the last six months is that one of the reasons why social media, the management of social media, is kind of separated from traditional media is that with traditional media it's very expensive if you make a mistake. Not only is it expensive for the company, but it's expensive for your career. If you have a bad commercial on TV, you could really ruin your career. You can't experiment there.

Whereas, with social media if you have a good entrepreneur running your social media, they're going to try stuff and learn and make mistakes and then find successes, make mistakes and then bang, bang, bang they're all of a sudden one of the leaders in their category as it relates to their social media presence.

That requirement, that entrepreneurial requirement, is very different from the entrepreneurialism that you'd find in traditional media. That's why I think the social media is very well separated from the traditional media because you have to think differently and

you have to be willing to make mistakes, quickly fix them and use that as something you can use to grow and learn and move forward with very quickly.





Joe: That really takes a different mindset though for an individual, though, doesn't it? If they've got 10, 15 years, 20 years in marketing?

Guy: Oh, absolutely. Absolutely. I think some of the marketers are able to make that mindset switch. Some of them aren't. Certainly I think the digital side of the equation of

the marketing house is probably more able to use that approach. They certainly are used to the tons and tons of data that you'd see so they've been able to really I think come out of the digital side of the house and grow very quickly there with that experimental mindset, that entrepreneurial mindset that you really need in social media. I think it is more difficult to come out of the traditional side of things to move into social media. That'll change, though. Probably in two or three years when social media is more mature and there's not like the wild, wild west that's out there right now where it kind of settles down and the growth rates aren't quite as strong as they are.

Then all of a sudden it'll be a more mature... You'll need to be making a lot of big experiments and there won't be a lot of big mistakes because you already will have learned what really works and what doesn't work.

Joe: Well, one of the things that I struggle with is I see this marketing technologist out here. He's lack of a better word, a geek. He's been a blogger, he's this and he's that and everything. And all at once, he's the marketing expert. But a lot of them aren't firmly

rooted in marketing principles. They're the guy that knows something that you don't know. Is that guy to listen on how to go after social media?





Guy: Well, I see that, too. In some respects and 10 years ago that was what happened with digital media, and in some respects, that has happened here as well. One of the things, if you think about a new media channel coming of age, we're being actually I guess presented to marketers. The knowledge of how that media channel works is maybe more important than knowing exactly how a brand differentiates itself in the marketplace. But if you're able to combine both of those in terms of really understanding marketing and brand strategy and have this really deep understanding of how to use Twitter or YouTube or Facebook, then you can really deliver some amazing results. But even if you just have a reasonable marketing understanding, but a deep understanding of a particular media channel I think you can be very, very successful.

Joe: Well, one of the things these guys jump out and say -- and they were saying it I think more so a year ago or two years ago was that you can't measure social media. You

just have to accept that fact that it's going to work and its there. You need to participate in it. Is that still true?

Guy: Well, that, first of all, was never true. I've been doing social media measurement projects probably for the last five or six years prior to Facebook, prior to YouTube when proprietary social communities were out there. We've been measuring the effectiveness of social media for a long time and I think the reason why people say that you can't measure is because they themselves don't understand how to do measurement. But having been in

marketing measurement now for quite a while -- longer than I'd probably like to admit to here -- what that means to me is you can measure everything.





One of the things that I do when I do a presentation is I usually say... I make a very bold statement and say, "I can measure the marketing effectiveness of everything that you do, everything! I don't care what it is. I can measure the marketing effectiveness of everything that you do." And people look at me. They go, "How can you do that?" and I say, "Well, I didn't tell you how much it was going to cost." So one of the issues here is not necessarily whether you can measure everything is whether you can measure the right things at a reasonable cost.

So the issue is how much do you want to invest in measurement and then the analysis, the follow on analysis, to determine how effective you were in order to really be able to get a good feel for how successful your media investments are and of course your social media marketing investments are.

Joe: I think that's interesting that you say that because there is a cost to all that.

Guy: Oh, absolutely. Cost is the problem. If I want to, I could send out one tweet and I could spend a billion dollars trying to measure how effective it is, right? So obviously that would be an improper use of a company's resources. The issue then is how do I measure the effectiveness of a Twitter presence and my tweeting for a reasonable cost? We need to make sacrifices. We need to trade off accuracy potentially for the amount of money you're going to invest in it.

Joe: So all these free tools out there that you can get and you can measure yourself and you can see how well your blog's doing or what Klout you have, let's say, these are good





things to be looking at, but you still have to interpret them correctly. Is that the tough part?

Guy: Well, that's definitely a tough part. Certainly the free tools provide some good input. You know, I like Klout and a couple of the other free tools. Certainly then the paid-for tools

like Radian6 or Sysomos or Alterian, they all provide some really, really good data. Now what's necessary is for us to structure it properly. To structure that data properly to really see, what are we trying to accomplish. Always have the goal in mind as we're trying to set our measurement infrastructure. Then secondly, make sure that we're measuring the right things, not just the easy things. Some of those free tools are measuring the easy things as opposed to the right things.

So then it means for the smart marketer to think about, "Well, what are the right things?" Develop a media engagement framework, which is kind of the heart and soul of our book, and use that as a way to start to think about, "Well, what is it that I really need to measure here be successful?"

Then putting that measurement framework in place and then start to measure those things and realizing that measurement is not free. It's not free from, there's usually a... Even if there's a free tool out there, I still have to spend time at it. So there's always a time and a money issue in terms of how I get data and how accurately I get that data and how timely

I get that data.

Joe: That's what I always consider this triangle of time, money and skill. They're always going to equal out, somehow.





Guy: Yeah, exactly those. Yeah that's...

Joe: If the delivery is cheap, you may find out that you have to spend a lot of time and a lot of skill to get people to read it.

I think that's interesting you say that because the media engagement framework, it really has to be tied to your customers somehow and how they react, or maybe not your customers, but the market?

Guy: Absolutely. And just for those that haven't read my book yet -- and I hope you'll actually, after this, go out and get it -- the media engagement framework has three dimensions to it. Certainly the customer, the consumer has to be at the heart of that. The consumer makes purchase decisions, so we need to understand how they make purchase decisions. But in social media we have two other major players in the marketplace that deliver messages about my brand or about my competitor's brand or about the category or about the distribution channel. Those two other players are certainly influencers and then the last one is individuals, individuals that may or may not be a consumer.

If we understand how our marketing affects the individuals and how they will engage with us and become a member or subscribe to our site or what have you, then we can understand how to better implement our marketing tactics to drive engagement and drive value for us as those individuals potentially become consumers.

Then on the other side when we're thinking about influencers, we also need to understand, "Well, how do our marketing activities influence the influencers? How can we get them to write about us every day always positively to as many people in the world as we can?"





When in reality we know we'll never get that level of engagement from or endorsement, rather, from our influencers. But realizing that what we want to do is we want to get as much endorsement out of the right influencers as possible, given the fact that those endorsers or those influencers are going to be also influencing for other brands and other competitors and other things in the marketplace.

Joe: I think that is one of the Aha moments in your book to me. I had a couple of them in it, actually. Is that when you start segmenting and looking at those segments, I think you really did a nice job of explaining that and made me think of that's truly how you start segmenting an audience, anymore. It's not necessarily a target market that you can go after. It's more about the touch points and who you're touching with what message.

Guy: Absolutely and, you know, it's interesting: the reason why we called it a media engagement framework and not a social media engagement framework is because it also applies to traditional media. So in traditional media I may have a sponsor with Tiger Woods, who happens to be an endorser. So that person, Tiger, would have the same requirements as we look at how he endorses our brand versus the Accenture brand versus the Nike brand and how we can get more endorsement share out of him as a sponsored endorser.

When we look at the media engagement framework, it really is all about how we look at

media in general, whether it's traditional or social. We built that media engagement framework so that it would apply to both traditional and social media. It's interesting, your comment as well, a lot of the comments that we've gotten to date are that what we talk





about in the book is how marketing works in general. How marketing tactics and strategies work and then, "Oh, by the way, we're applying it to social media."

So that actually, I think, is how you have to approach social media and traditional media and marketing ROI and then social marketing ROI is that they all have to follow the right

strategy. You really have to have marketing strategy in mind before or during the process you're putting in, during the time you're putting your measurement framework in place. If you understand strategy and if you understand metrics and how those metrics are there to support the strategy then you realize that they have to go hand-in-hand.

Joe: I think the metrics are more important in today's marketing than they were in the past. Do you agree with that?

Guy: Well, that's interesting. I can see cases where you could agree with that. I can see cases where you disagree with that. If you're looking at just metrics as it relates to social media, they're important. But because social media is just going like crazy, you can still make mistakes and still not be at optimum and yet be able to do very well. I think that's the case with any new media and that was maybe the case with Internet and digital five or 10 years ago. But on the other hand, though, I think one of the things I've seen especially in the U.S. and Europe where you have mature markets, metrics are the things that are going to give you a strategic advantage. If you can do metrics better than your

competitors, if you can do the analytics better than your competitors, you are going to grow faster than them. And therefore it's a strategic advantage.





They're important as well in emerging markets, if you think about China. But there, first of all, the data isn't there, on the one hand, at the same level of detail as it might be in the West. So the metrics are still important and you still want them, but the market is growing so fast that even though you're making mistakes you're still growing.

That will change. As the Chinese market or the Indian market kind of matures then it'll be more and more about metrics and operations and marketing as to who will be the winners and who will be the losers.

Joe: I look at marketing from the perspective of gaps, OK. We have a target here that we want to reach and here's where we're at today. Usually the biggest problem is getting a measurement for the beginning, where we're at today. Because, you know, a lot of times there isn't a measurement.

If you can get that and then see what gap you think are realistic or the optimum gap or what you can close in a short amount of time, that's how I look at metrics. And I look at them from the perspective that you just about have to do that for any marketing today to really get a sense of where to spend your money and how to prioritize. Does that make sense?

Guy: Yeah, absolutely. You are right about in some cases you don't have a good measure of where you are. For example, we're running a project right now in Vietnam. There we only have coverage of good data for a certain number of the top cities in Vietnam and there's only so much you can do. So you have to take that data and realize that it has some shortcomings to it and do your best with what you have. Hopefully, provide feedback





to the agency that's providing you the data to be able to say, "Hey listen, we need better data in these three areas. Here's how much it's worth to us, so here's how much we're ready to pay for it."

Joe: Can a small guy do this? Can a small organization do this?

Guy: Well, you know, that is definitely an issue. I will admit because of size, larger organizations do have an advantage because they do have they have the ability to spend more money on data and be able to get value out of that data. Smaller organizations need to still get and use data properly and invest in it. Typically that means they're spending more of their marketing budget on data, as a percentage, than a larger company might. But if they really, really and truly want to be successful then getting the right kind of data and the right level of data is a critical component to their success.

Joe: I think from a small perspective that a company can use something like just their Google Analytics, their Klout scores and to measure to see if their blogging, if their twittering is paying off to them as long as they don't look at it in such a minuscule framework or try to zero it down too far. There are tools out there that they can do that quite effectively if, as you say, they really look at the medium engagement framework, have that on a whiteboard in front of them.

Guy: Absolutely. No, I think you're right. There's no question that there is some very good, inexpensive or free tools that you can use. You know, Google Analytics or Google Alerts. Google Alerts is free. But if you want to go to the next level then you have to pay





for a Radian6. Yet, Google Alerts, for a small company, is a very good tool to understand what's going on concerning key search terms that are relevant to their company.

Joe: When you look at consumer-to-consumer communications and you break it down into word of mouth and social media, is there a difference between let's say, face-to-face

word of mouth and online social media put in one then the other?

Guy: Well, absolutely. First of all they are definitely different. Social media is the online element of consumer-to-consumer communications. We kind of define word of mouth as being the face-to-face. Face-to-face takes place every day whether there's social media out there or not, whether there's online or not. Face-to-face can be driven by advertising, by traditional advertising. We talk about Coca-Cola at the cooler or we talk about other brands, Starbucks, or whatever it happens to be, face-to-face.

What social media does it now allows a couple of things. First of all, it allows us to have other people see our messages. So, if I've put out a tweet about Coca-Cola, then other people can see those, including the brand and including the competitive brands. Secondly, those tweets or those Facebook posts, or those blog posts are all stored. So they're out there forever and I can now go back and look at them for over the past and see, what did Guy Powell say about Coca-Cola over the last two years. So that's definitely the difference between social media and face-to-face.

I think, though, face-to-face is probably more effective than social media and it probably will, I think the effectiveness of social media will probably start to decline as we continue to add new friends and what have you to our profiles. That's because face-to-face, there's





only so much time that we do, you know, that we have in the day. And when we have a face-to-face conversation about a brand then we're only talking to one or two people and that message can be very persuasive both positively and negatively about that brand.

Whereas with social media and online, I might have 100 fans or friends today, that I'm

very close with, and so when I say something in social media to those 100 friends, then they're going to go, "Oh yeah, Guy said that, so that must mean that Coca Cola is an important brand."

Whereas, a couple years from now, I might have 1,000 friends, and they're going to say, "Well, How do I know Guy? I don't quite remember. Where did I meet him? Was it at that trade show?" And yeah, that's an interesting message about Coke, but it still isn't as effective as me talking face-to-face about how much I like Coca-Cola, for example.

Joe: So you're saying as we get stronger and stronger in social media, and bigger and bigger numbers that we're reaching out to, our engagement is going to kind of soften.

Guy: I think so, I definitely think so. I think even at the brand level, how does a brand, that let's say, Olay has 250,000 fans, how is the engagement now, from a marketing perspective, to those 250,000 fans that Olay has, how does that change when we look at Coca Cola that has 25 million fans? So from a marketing perspective there's some interesting dynamics in there. I think the overall level of effectiveness will go down, just because now, we're now getting to the second tier and the third tier level of fans and friends and what have you, and so it has to go down.





I were talking in preparation for the call, one of the things that a lot of marketers do is they say, "Well, we want to be at six percent today, and we want to be at 10 percent tomorrow," in some measure, of let's say in loyalty or what have you. But it may turn out that that incremental four percent, even though we've increased our loyalty by that four percent, the level of value that we get out of that four percent may not be as high as the level of value that we would get out of the original six.

So I think there's always a diminishing return, and I think that's really the key concept as it relates to social media as we move forward in social media engagement and then the value that social media will play here over the next couple years.

Joe: So I kind of reflect back to something that you mentioned in your book which was the 90-9-1 rule. And you may want to explain that a little bit, but is it still a numbers game?

Guy: Well, let me explain the 90-9-1 rule. Basically, if we have 100 fans, then 90 of them are just going to be there to read or consume the content that we might put out. About nine of those are going to be more active, and they might write a comment, or a like, or maybe even do a post. And then that one is actually going to be very active and tell their friends and advocate that, "Hey, you need to join this web page because it's really cool," or, "You need to join this social media community," rather, "because it's really cool." And

so that's kind of where the 90-9-1 concept comes from. And that's probably how it is. Today, we've seen numbers that, OK, so maybe it's 80, 15, and five or something like that.





But the second thing, though, is, and I think this gets to your question, how do you move people from the 90 group over to the nine group? Or how do you move people from the nine group over to the one group? That's where I think there's some very interesting marketing opportunities that marketers can now engage in to drive people down that engagement funnel, which is one of the other concepts in the book.

How can we drive people down that engagement funnel to get people from the 90, a few of those to be in the nine so that the nine might go to 10, 11, or 12? And then how do we get the nine now to go down to the one level, the advocating and inviting level, so that that might become a 2, 3, or a 4?

I think that's where marketing, now at the next level of detail, has an enormous amount of opportunity as they look at social media. I'm hoping that the other thing that will happen, because Facebook has become such a major player in social media, that Facebook will start to realize how important this engagement funnel is, and start providing more detailed statistics through their Facebook Insights on how successful a marketer has been in moving people down that engagement funnel.

Joe: I have to agree with you, because I think that from a marketing standpoint, and from a guy that looks at metrics, Facebook kind of disappoints me.

Guy: Well, I don't know. I mean I think...yes but I think they've got bigger fish to fry. Certainly, when you think about the original purpose of Facebook, which was to bring friends together. Now that's changing to bring brands and friends together, then the brands are going to start making demands on Facebook. I think Facebook is already





responding to that. The Facebook Insights, and the newly released version, I'm sure they're going to have more and more stuff that's going to be very, very helpful to marketers. Offering value for the brands and offering value for the Facebook fans that they have.

Joe: Is this marketing really any different than the basic marketing we were doing 10 or 15 years ago? Are we just calling it different names and using different tools now? We're still trying to work everyone down the marketing funnel, aren't we?

Guy: I couldn't agree more. I could not agree more. Maybe that shows my age, but when I look at Facebook, and then 10 years ago at the Internet, it's all about marketing as a science, and how you look at segmenting your consumers and segmenting and understanding what motivates different people and consumer behavior. It happens to be now that we just have a different media channel. It happens to be one where the consumer can actually respond. But in the reality, it's the same techniques being applied to a new media channel. That's why I think this social media is going to be so valuable because you can apply all of these techniques. You can do it in a very rich data set so that you can easily measure, and monitor and manage what's going on.

Joe: The other thing that I've noticed in a lot of studies and a couple of surveys that I've read from different groups is where they look at where the customers hang out, or where

they get leads from, what's a valuable source to them. You go to the offline things, as far as trade magazines, and even trade shows, advertising, PR, you go to the webinars, you use all the different online tools, and what I noticed about them is that they're really all pretty level. There isn't like one of them that stands out: "This is the way I need to do it."





The only one that really stands out is referrals or something like that. But most of them aren't that far apart on most of the studies I have seen. That tells me that it's more about touch points than it is about diving into one thing that works.

Guy: But I think the reason why they're level is that it has now matured to a point where

most of the players that are doing webinars or doing these online events have learned from everybody else, so they're following best practices. Because of that, they've reached kind of a plateau. I think that's also one of the things that makes it so difficult to put out a viral video, or a viral campaign. Everyone would like to have a viral campaign as successful as the Blendtec "Will It Blend?" video series. But that used to be easier because people were making up best practices as they went along, and some people did it faster and better or earlier than others. Now I think, where or what is going to be the next "Will It Blend?" video that can become the big viral hit that they were able to.

I think it's harder now. I think people have realized, "Hey, this media has not necessarily reached the saturation point, but certainly well along its way of getting there." And so, for a viral video to really stand out, or a viral activity to really stand out, I think it's much, much more difficult.

Joe: If you were going to tell someone their next step to do in social media, what's on the horizon? What should I be doing this year to improve my efforts in social media? Could you

just give me a couple things?

Guy: Well, I think the big one that really hasn't matured yet, but I think there's enormous opportunity, is social CRM. As we were putting the book together, it was clear that there





wasn't really much out there yet, but the early tentacles were starting to form, and I think over the next year or two, social CRM is a major, major opportunity for marketers. When this concept comes to fruition, I can then tie my known consumer behavior of past purchases and past complaints and customer service with messages that they may have sent out in the social media space and be able to now tie those two together and be able to do things with it.

If you're a smart marketer, and know how to play with analytics and data, then something will be there that we'll be able to take advantage of and use as we look at providing service, or marketing to folks, or just reaching out to them to improve your position in the market.

Joe: You kind of have some of that now going on when I open up my Outlook and my email and I've got a list of the persons participating out there in social media.

Guy: Absolutely, I think if Salesforce.com and Siebel and Peoplesoft and some of the other guys out there, I'm sure they are investing very heavily in social media and social CRM.

Joe: Is there anything upcoming that someone can participate with you in? Do you have any workshops or anything?

Guy: Yes. Absolutely, we've got a series of workshops starting on June 27th and 28th we're doing a two day social media strategy and ROI workshop and we are presenting a lot of the concepts out of the book, which by the way can be found at ROIofSocialMedia.com, and as well as on Amazon and Barnes and Noble and wherever books are sold. So





hopefully you'll look at the book, but if you could join us at our workshop coming up, that would be fantastic. We will be doing a series of them, so we will be coming to cities near you as we put that process in place over the next six months around the U.S., and even globally.

Joe: What is the best way to get a hold of you?

Guy: By email: [email protected]. I am also at [email protected]. I am also on Twitter @GuyPowell, I'm on Facebook at Marketing-Calculator. We're at ROIofSocialMedia.com. There's probably 10 other places that you can find me. If you do a search on Guy Robert Powell and Marketing ROI and ROMI, you'll definitely find me coming up to the top. Oh, by the way, of course, I'm on LinkedIn. And actually we have two very vibrant groups in LinkedIn that I invite everybody to. One of them is called Marketing ROI and Effectiveness, and the other one is called ROI of Social Media.

Joe: Well, I would like to thank you very much, Guy. You've been very informative and I appreciate what you've shared with everyone. I would recommend both of your most recent books. I have to admit, I didn't read your first book, which, maybe I should?

Guy: Thank you very much, Joe. I appreciate it and I appreciate the recommendations. I love talking about this stuff, and I'm sure we could go on for another two or three hours.

Joe: Again, thank you. This podcast will be available on Business901 blogsite and the Business901 iTunes Store.

Guy: Thank you.





Joseph T. Dager

Lean Six Sigma Black Belt

Ph: 260-438-0411 Fax: 260-818-2022

Email: [email protected]

Web/Blog: http://www.business901.com

Twitter: @business901

What others say: In the past 20 years, Joe and I have collaborated on many

difficult issues. Joe's ability to combine his expertise with "out of the box" thinking is unsurpassed. He has always delivered quickly, cost effectively and

with ingenuity. A brilliant mind that is always a pleasure to work with." James R.

Joe Dager is President of Business901, a progressive company providing direction in areas such as Lean

Marketing, Product Marketing, Product Launches and Re-Launches. As a Lean Six Sigma Black Belt, Business901 provides and implements marketing, project and performance planning methodologies

in small businesses. The simplicity of a single flexible model will create clarity for your staff and as a result better execution. My goal is to allow you spend your time on the need versus the plan.

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system is that the processes will become a habit and not an event.

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ROI of Social Media Transcription

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