Get Social Or Die!

1. 1 Developing a Social Strategy For Amplify June 6-10, 2011 Jeremiah Owyang Industry Analyst and Partner

2. Agenda 2 How the World Has Changed 2011: The State of Social Business Baseline Requirements Needed for Getting Ready Internally Developing a Social Strategy by Objectives Final Remarks

3. Agenda 3 How the World Has Changed 2011: The State of Social Business Baseline Requirements Needed for Getting Ready Internally Developing a Social Strategy by Objectives Final Remarks

4. Image by ronni44052 used with Attribution as directed by Creative http://www.flickr.com/photos/ronnie44052/2730239605 How the World has Changed © 2011 Altimeter Group

5. Social media are easy to use web publishing tools. As a result anybody can have a voice and be found through simple tools like Google search. This creates a power shift towards those who participate – and those that don’t must catch up.

6. Over 50% of Facebook’s 600M active users log in everyday (February 2011) Source: Facebook, February 2011 6

7. 7 There are 140 million tweets a day (March 2011)

8. The average user spends 6 hours a month on social networks, 66% more than last year (April 2010) 8

9. Customer trust each other more than they trust brands Now they can use these tools to connect with each other Organizations who are not part of this conversation are not relevant To regain power, organizations must use the same tools customers do What it means 9

10. Is social media a fad or a trend? Exercise

11. Is it limited to youth only? Exercise

12. Agenda 12 How the World Has Changed 2011: The State of Social Business Baseline Requirements Needed for Getting Ready Internally Developing a Social Strategy by Objectives Final Remarks

13. Image by Pieter Musterdused with Attribution as directed by Creative Commons http://www.flickr.com/photos/piet_musterd/1858568495 2011: Current State of Social Business © 2011 Altimeter Group

14. We surveyed 140 global corporate social strategists “Career Path of the Corporate Social Strategist” Published November 2010 Download at: http://bit.ly/agreportcareerpath Independent research report published under the principle of Open Research 14

15. Most programs have existed less than 3 years (Oct 2010) 15

16. 77% of programs are Novice or Intermediate 16

17. Programs mostly report to Marketing or Corporate Communications 17

18. Strategists work with limited budgets – averaging just $833,000 for all corporations 18

19. Spending on 12 social business programs still nascent 19

20. 41% of programs are reactive to requests 20

21. ROI measurements are the top internal priority 21

22. What’s the best way to determine a social media budget? Exercise

23. Agenda 23 How the World Has Changed 2011: The State of Social Business Baseline Requirements Needed for Getting Ready Internally Developing a Social Strategy by Objectives Final Remarks

24. 24 Getting Ready Internally

25. 25 What you will learn: 5 steps to get ready internally.

26. 26 To be successful using social technologies, companies must first prepare and align internalroles, policies, processesand education with their business objectives.Social business is aprofound change that impacts all departments in the organization.

27. Nestle’ lacked a Defense Strategy during crisis 27 Nestle’ was under attack by Greenpeace. No matter what, the deck was stacked against them. Lack of mature and trained staff, a process, nor a policy to enforce – exacerbated the situation.

28. Southwest Airlines doesn’t recognize an Influencer Detractor 28 Southwest Airlines suffered from an attack after a celebrity had a bad customer experience. Had they had Social CRM in place, they may have been able to identify an influencer first.

29. Fragmentation. Without central coordination, efforts will be fragmented and decentralized. Lack of Efficiency. Costs increase as business units duplicate efforts and resources. Lack of Accountability. Costs increase as business units deploy without proper “guardrails.” Unable to Defend Brand. Without standard policies/processes, AAA will be less prepared for PR crises in social. Inability to Scale. AAA will not be able to scale efforts to respond to increasing internal/external demands. The opportunity costs of not getting coordinated 29

30. Disclosure/ethics policy: Company statement defining expectations Social media policy: Clarity for stakeholders, and reduce risk for employees and company Community policy: Guidelines for customers and employees Privacy policy: To protect customers’ data 1. Policies 30

31. Protect the company and community with external facing policies 31 SeaWorld defines community expectations on its social media properties, e.g. blog. Walmart published a disclosure policy for its Elevenmoms program.

32. 32 Define expectations for associates with an internal Social Media Policy Examples of Social Media Guidelines created by Intel and Cisco

33. Education: New forms of marketing and communication require new skills Inject fresh thinking and outsider perspectives Sharing: What tools are in place to facilitate rapid sharing? How will different groups use these tools to learnfrom each other? 2. Education and Sharing 33

34. Dell created a Social Media and Community (SMaC) program to train internal stakeholders 34 Dell hosts internal unconferences, called SMaC, and created a social media university. In 9 weeks, it trained 1500 employees face to face on topics like governance, policy, and best practices.

35. Intel’s CoE empowers employees through education; has certified more than 1000 employees 35 Intel created a “Digital IQ,” a global initiative to train all employees to become active in social media. “The Buzz,” a monthly newsletter for internal Social Media Practitioners (SMPs)

36. Triage: Who should respond to what in near-real time? Crises response plan: How will you respond as crises arise, even during off hours? Insights intake: How will customer opinion be gathered and shared internally? Support: How will social interactions be integrated with customer databases? 3. Processes 36

37. 37 Prepare for social media triage Take reasonable action to fix issue and let customer know action taken Negative Positive Yes Yes No Assess the message Evaluate the purpose Do you want to respond? Does customer need/deserve more info? Unhappy Customer? No Response Yes Are the facts correct? Gently correct the facts Yes No No No Can you add value? DedicatedComplainer? Are the facts correct? Yes Yes No No Yes Respond in kind & share Thank the person Comedian Want-to-Be? Explain what is being done to correct the issue. Is the problem being fixed? Yes No Yes Adapted from the US Air Force Blog Triage Let post stand and monitor.

38. Situation: A customer is having a bad customer service experience while reporting an ATM card theft. He starts tweeting about it in real time:“Someone withdrew my entire checking account balance. Yet the AMP customer service line was rude responding, ‘Yeah right.’”What should you do? Exercise #A

39. Situation: The customer records the conversation, and uploads in real time to YouTube.Within 2 hours, it starts to spread on Twitter, and in blogs. What should you do? Exercise #B

40. Situation: The mainstream press like the Sydney Morning Herald are asking for quotes via Twitter.You see this, what should you do? Exercise #C

41. 4. Organizational Model

43. Authentic

44. Experimental

45. Not coordinated

46. e.g. Sun42

48. Consistent

49. May not be as authentic

50. e.g. Ford43

52. Business units undertake own efforts

53. Spreads widely around the org

54. Takes time

55. e.g. Red Cross44

57. e.g. HP45

59. Unlike Organic, employees are organized

60. e.g. Dell, Zappos46

61. 47 Programs mostly organize into Hub & Spoke and Centralized

62. Key Roles: Social Strategist Community Managers Supporting Roles: Executives HR/Associates Legal Support Product IT 5. Roles 48

63. Who is the Corporate Social Strategist? 49 Scott Monty Head of Social Media Ford Motor Co. @ScottMonty Manish Mehta VP, Social Media and Community, Dell @ManishatDell Maria Poveromo Director, Social Media, Adobe @mariapoveromo

64. Success in their roles comes from being multi-disciplinary and risk-taking 50

65. How do the skills and responsibilities of the role change as the program matures? Exercise

66. Agenda 52 How the World Has Changed 2011: The State of Social Business Baseline Requirements Needed for Getting Ready Internally Developing a Social Strategy by Objectives Final Remarks

67. Image by zetson used with Attribution as directed by Creative Commons http://www.flickr.com/photos/zetson/254608875 Social Marketing Strategy © 2011 Altimeter Group

68. 54 What you will learn: How to bring it back to business.

69. Five goals define your strategy, but always start with Learn and Listen 55

70. 56 Definition of Learning Using social technologies to listen and learn from customers who are already speaking.

71. Learn with free search tools 57

72. Paid services provide monitoring 58 Other providers: BuzzmetricsCymfony Dow Jones Lithium Techrigy/Alterian Visible Technologies From Salesforce Radian6

73. From the Red Cross SM Policy: They’re listening to every conversation 59

74. Dell launches a Social Media Command Center 60 Dell uses Radian6 to power its social media monitoring of over 22K customer conversations on the social web.

75. Inside your organization, who should be responsible for Listening? Exercise

76. Learning Best Practices Start with the free or inexpensive tools like Google search, Google blog search, Twitter search. Use terms related to your products, executives, and competitors products. Quickly advance by using brand monitoring software and services like Lithium, Salesforce Radian6, Visible Technologies, and Cymfony. Don’t scope too tight or too wide. The savvy will focus on customer pain points –not just brand or product mentions. 62

77. Dialog with your community 63

78. 64 Definition of Dialog Using social technologies to respond to or initiate conversations in social channels

79. Wells Fargo blogs offers more conversational dialog 65 Wells Fargo’s blog has multiple contributors, identified by name and photo. It strikes a friendly tone and embraces comments with a prominent comment field.

80. INGDirect initiates conversations around saving money, not products, on its blog and Facebook 66

81. Red Cross responds to Haiti FAQs on blog, YouTube, and Facebook 67

82. 68 Dialog KPIs in action Share of Voice: Audience Engagement: Conversation Reach:

83. How is Dialog different than traditional marketing? Exercise

84. Dialog best practices Have the right mindset: Once you start, customers are expecting you to maintain the conversation. Like in real life, the same rules of conversation etiquette apply. Be a good listener, considerate, kind, and thoughtful. As a best practice, first listen to the conversation then add value to existing discussions. Rely on ongoing findings from brand monitoring to define the “conversation calendar.” 70

85. Empower advocates for your brand 71

86. 72 Definition of Advocate Recruiting an “unpaid army” of highly engaged fans to promote your brand through social technologies

87. Visa capitalizes on World Cup fans desire to share videos 73 Visa created its Go Fans YouTube channel to connect with World Cup fans. Fans can view or upload their own videos, or use its Match Planner to create and share viewing schedules.

88. AmEx’s Members Project leverages cause marketing 74 AmEx’s charity project relies on Take Part as a platform, which doesn’t leverage social media as well as Chase’s Community Giving program. Voters do no have to Like its fan page to vote, and sharing is not a primary feature.

89. Microsoft recognizes Most Valuable Professionals 75

90. 76 Advocacy KPIs in action Active Advocates: Advocate Influence: Advocacy Impact:

91. What are the downsides of Advocacy programs? Exercise

92. Advocacy best practices Don’t only think of advocacy in terms of short-term campaigns. Cultivate ongoing relationships with enthusiastic customers. On social networks, leverage customers’ social graph through advocacy apps or promotions. See how vendors like Wildfire, Buddy Media, Zuberance, and Involvr help brands. Put advocates front and center –e.g. acknowledge wherever possible to reward their loyalty – and invite them into the company 78

93. Help your customers support each other 79

94. 80 Definition of Support Assisting your customers directly, or by facilitating peer to peer support, via social technologies

95. Wells Fargo responds to customers – within business hours 81 Demonstrating both a human voice and setting expectations of how they’ll help customers during office hours, Wells Fargo demonstrates best practices.

96. AmEx’s OPEN Forum connects small business owners with resources and networking 82 OPEN Forum recruited 150 top experts to blog on related topics, as well as provides a “rolodex” where users can connect with other small biz owners.

97. 83 Support kpis in action Social Media Issue Resolution Rate: Resolution Time: Customer Satisfaction Score:

98. Who should provide social support in a company? Exercise

99. Support best practices Mindset: Customers complaints are opportunities –not threats. Caution: As companies accelerate their social support efforts, responding to customers in social channels reinforces the behavior of complaining in public. Fix the root issues, beyond the customer complaints. Transform your support processes and go where customers are. Know when to support customers –and when to shift to private channels. 85

100. Innovate with customer feedback 86

101. 87 Definition of Innovation Using social technologies to source and collect customer feedback on current or future products and services

102. Charles Schwab uses private community to gather insight 88 Charles Schwab launched a private community to gather insights from 350 Gen X non-clients. Schwab lowered account minimums and made other changes as a result.

103. TurboTax InnerCircle members submit and vote on ideas on Idea Exchange page 89 With over 25K registered members, the InnerCircle community has resulted in over 50 implementations from over 100 ideas (as of April 2011).

104. 90 Innovation kpis in action Topic Trends: Sentiment Ratio: Idea Impact:

105. Do opinions sourced from social media represent the overall customer base? Exercise

106. Innovation best practices Develop internal processes to intake feedback and external policies to set customer expectations Don’t pay contributors, instead provide them with recognition. Be transparent about why some popular ideas aren’t implemented, so customers still feel like their voices matter. Provide frequent updates to ideas implemented, or give general status updates of ideas in the works Don’t be swayed by the masses – it’s okay to decline your top ideas. 92

107. Agenda 93 How the World Has Changed 2011: The State of Social Business Baseline Requirements Needed for Getting Ready Internally Developing a Social Strategy by Objectives Final Remarks

108. Image by randomcuriousity used with Attribution as directed by Creative Commons http://www.flickr.com/photos/randomcuriosity/3445573373/ Final Remarks © 2011 Altimeter Group

109. Adapt your mindset – there’s been a power shift. Traditional go to market strategies do not apply, focus on dialog, transparency, real time, and authenticity . Focus on business goals – and measure against them – not on technologies. Empower business units with “guardrails” Be pragmatic, get ready internally first. Final remarks 95

110. 96 Open Research: Use and share with attribution Available for download at www.altimetergroup.com/media-room

111. 97 THANK YOU Jeremiah Owyang jeremiah@altimetergroup.com web-strategist.com/blog Twitter: jowyang With assistance from Christine Tran, Sr. Researcher

112. 98 ABOUT US Altimeter Group is a research-based advisory firm that helps companies and industries leverage disruption to their advantage. Visit us at http://www.altimetergroup.com or contact info@altimetergroup.com.