2 - First, the channels you use depend upon community type. i.e. it doesn't make sense to individually invite people to a support community. But it certainly does for peer groups.
Prioritise channels with biggest source of growth (notice the difference in influence too!)
3 - Let's go through these:
Search (great for support)
> Remove/archive old content.
> Match tags to what people search for.
> Target keywords with resources.
> Reduce orphan pages.
> Rewrite post titles
> Merge duplicate posts.
> Improve site load speed (esp. mobile)
4 - Customer onboarding flow
> Introduce newcomers to community in onboarding.
> Place community above support center (see picture)
> Use federated search across support experience.
> Communicate when to use community vs. other channels.
5 - Feature community (and its sub-sections) prominently from the homepage.
SAP is a great example here.
6 - Integrate community deeply in the product.
> Prominent inclusion in the software (if applicable).
> Feature on packaging (if applicable)
> In-app community when relevant.
Quickbooks has great placement here.
7 - Show community in related topic articles.
When people are browsing documents/content, related discussions should appear.
In addition, if people have questions, they should be prompted to visit the community (see the Apple example).
8 - Customer / Audience Newsletter.
This can give you a good bump in traffic (not suitable for support, but great for success communities). You can feature contributions of top members.
p.s. StackOverflow has a 'best in class' newsletters featuring contributions of members.
9 - Paid Social Ads.
These are useful in two ways:
1) Boosting 'success' content to a bigger audience. 2) Launching a small peer group / success community when you don't have an audience.
I've seen costs range from $4 to $120 to acquire a member.
10 - Social Media
> Promote good discussions on social media channels (see MoneySavingExpert example).
> Find new members for peers groups on LinkedIn
> Benefit from platform referrals if you're on FB/Reddit etc...
11 - Member referrals
> Engage/feature members in a shared project (eBook, Guides, and encourage them to share it).
> Create lists of rankings of members (people, sadly, still love ego traps like this).
> Create newcomer / equipment guides (these get shared a lot).
12 - Partnerships and Influencers (good for smaller groups)
> Host events / AMAs with influencers.
> List top influencers in the industry in community.
> Reach out to existing organisations to cross-promote each other).
13 - Direct invites.
Great for advocates, small peer groups, and superuser programs.
Target each invite specifically to the person (reference past contributions, unique abilities etc...).
14 - We often help clients build and execute a 12-week growth plan and use the channels that make the best sense to you.
Your resources dictate how ambitious you can be here.
15 - Don't leave growth to chance.
Organic growth doesn't happen unless a) you're in a rapidly growing sector or b) you get lucky.
If you want to increase active members, you need more visitors.
A lot of strategies seem to regard 'experts' as some homogenous group. In our experience, three groups contribute most knowledge
1) Partners/consultants 2) Company veterans 3) Senior-execs / VIPs
2 - Offer them what they really want.
1) Partners/consultants - want to build an audience, reputation, and relationships. 2) Company veterans - want external recognition to build internal support. 3) VIPs - want respect of their peers.
1 - Majority of members don't read more than a few words of any homepage. They jump to find a single word or phrase.
2 - Members REALLY struggle to find responses to posts they've made in the past. They forget the category and can't find it. Really frustrating for them.
3 - Members often switch to a different site rather than spending just 5 to 10 seconds trying to get your SSO / two factor auth to work.
1 - I want to share some data from a client we worked with last year where we did something that I think was a little clever to definitively prove the incredible value of their community.
2 - The client was a mature community in the tech sector. Despite the community's size and scale, the community team had been downsized the previous year and their budget was being squeezed each year because they couldn't clearly prove the value of the community.
3 - Yes, they had used the call deflection templates you can find online, but the senior execs simply didn't believe the metrics were real (I've never believed them either tbh).
It's almost impossible to prove if someone a) got an answer and b) would've called support).
2 - Back in July 2017, my colleague @ILOVETHEHAWK left her role managing the FeverBee community to take up an incredible new opportunity @discourse. For various reasons (time/money), I didn't replace her.
I removed spam/replied to a few questions, but that's been about it.
3 - Let’s start with the number of visitors. Things didn’t really change much at first. In fact, the number of visitors continued to increase significantly for the following year. The reason for this is simple; the community was still attracting growing levels of search traffic.
2 - As a result, many #CMGR folks are so busy 'doing the work' they don't realise their communities often aren't making anywhere near the progress they should be making.
They often fall far behind best practices, struggle to gain internal support, and disappoint members.
3 - Often they keep doing the same activities over and over again without any idea if a) they are the right activities and b) if they are actually working.
A consultant should be the catalyst that gets your community unstuck by facilitating a strategy/developing new processes.
1- A while back I worked with a director of community who had a simple policy; on any night out she would always pick up the food/drinks tab for company's IT team.
This wasn't cheap. It frequently ran into several hundred dollars.
It meant she could call in favours when she needed to.
It meant she could get her priorities on their agenda.
It meant she could often make progress when so many other departments were stuck waiting for updates on their systems.
3 - And it paid off too. It paid off in her hitting her performance goals, her community growing, and her community gradually getting more prominence when the roadmap is set for the IT team.