SMART BUSINESS, <br />SOCIAL BUSINESS<br />Michael Brito<br />Senior Vice President, Social Business Planning<br />Edelman...
THE EVOLUTION OF SOCIAL BUSINESS<br />2008 to present<br />THE EVOLUTION OF SOCIAL BUSINESS<br />SOCIAL  BUSINESS<br />200...
They are Influential
Amplified voice across the social web
Google indexing critical conversations about companies
Social Customers are trusted amongst their peers as influence grows
Companies and brands join Twitter, Facebook and create corporate blogs
Engage with the social customer in various channels
Social Media teams are forming slowly
Small budgets are allocated on a project basis to social media engagement and community building
Organizations begin humanizing business operations
Organizational models are formed to include social media
Organizational silos are torn down between internal teams
Governance models and social media policies are created
Social becomes an essential attribute of organizational culture</li></ul>The social customer is gaining influence everyday...
HOW DOES THE SOCIAL CUSTOMER BEHAVE?<br />Product Discovery<br /><ul><li>Active on Google, research products before purcha...
2011 GLOBAL SNAPHOT OF THE SOCIAL CUSTOMER<br />EUROPE (EMEA)<br />31% comment on blogs<br />27% comment in forums<br />20...
THE NEW PURCHASE FUNNEL<br /><ul><li>A brand should build relationships with the social customer on order to drive advocacy
Advocates talk about the brand, even when the brand isn’t listening
Advocates are trusted among their peers  and within their micro communities
Advocates are aiding and influencing others down the purchase funnel
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Smart Business, Social Business: A Playbook for Social Media in Your Organization

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This is a high level synopsis of the book, Smart Business, Social Business: A Playbook for Social Media in Your Organization by Michael Brito (@britopian)

Published in: Business, Technology

Smart Business, Social Business: A Playbook for Social Media in Your Organization

  1. SMART BUSINESS, <br />SOCIAL BUSINESS<br />Michael Brito<br />Senior Vice President, Social Business Planning<br />Edelman Digital<br />Mobile: (415) 871 – 5165<br />Email: Michael.Brito@Edelman.com<br />Twitter: @Britopian<br />HTTP://THESOCIALBUSINESSBOOK.COM<br />100% of all book royalties are being donated to Not For Sale<br />
  2. THE EVOLUTION OF SOCIAL BUSINESS<br />2008 to present<br />THE EVOLUTION OF SOCIAL BUSINESS<br />SOCIAL BUSINESS<br />2003 to present<br /> SOCIAL BRAND<br />1995 to present<br /> SOCIAL CUSTOMER<br /><ul><li>Technology Innovation gives customers a voice
  3. They are Influential
  4. Amplified voice across the social web
  5. Google indexing critical conversations about companies
  6. Social Customers are trusted amongst their peers as influence grows
  7. Companies and brands join Twitter, Facebook and create corporate blogs
  8. Engage with the social customer in various channels
  9. Social Media teams are forming slowly
  10. Small budgets are allocated on a project basis to social media engagement and community building
  11. Organizations begin humanizing business operations
  12. Organizational models are formed to include social media
  13. Organizational silos are torn down between internal teams
  14. Governance models and social media policies are created
  15. Social becomes an essential attribute of organizational culture</li></ul>The social customer is gaining influence everyday and their voice is amplified via the social web .. says @britopian <br />…tweetable moment<br />100% of all book royalties are being donated to Not For Sale<br />
  16. HOW DOES THE SOCIAL CUSTOMER BEHAVE?<br />Product Discovery<br /><ul><li>Active on Google, research products before purchase</li></ul>Social Participation <br /><ul><li>Fans, followers, likes and RSS subscribers</li></ul>Sharing Content<br /><ul><li>Engaging with a brand in a two way dialogue, not just consuming content but creating content</li></ul>Brand Advocacy<br /><ul><li>Discuss the brand within their own micro communities, without hesitation or the need for incentives</li></ul>The social customer participates a variety of different ways; brands need to be omnipresent and engage with them @britopian <br />…tweetable moment<br />100% of all book royalties are being donated to Not For Sale<br />
  17. 2011 GLOBAL SNAPHOT OF THE SOCIAL CUSTOMER<br />EUROPE (EMEA)<br />31% comment on blogs<br />27% comment in forums<br />20% uploaded a video online<br />39% uploaded a photo online<br />63% watch a video online<br />13% actively blog<br />LATIN AMERICA<br />49% comment on blogs<br />35% comment in forums<br />41% uploaded a video online<br />56% uploaded a photo online<br />74% watch a video online<br />27% actively blog<br />ASIA PACIFIC<br />42% comment on blogs<br />43% comment in forums<br />29% uploaded a video online<br />50% uploaded a photo online<br />65% watch a video online<br />37% actively blog<br />Marketers should consider more than just Facebook and Twitter; there are other networks too says @britopian <br />…tweetable moment<br />100% of all book royalties are being donated to Not For Sale<br />
  18. THE NEW PURCHASE FUNNEL<br /><ul><li>A brand should build relationships with the social customer on order to drive advocacy
  19. Advocates talk about the brand, even when the brand isn’t listening
  20. Advocates are trusted among their peers and within their micro communities
  21. Advocates are aiding and influencing others down the purchase funnel
  22. The reach of one advocate is minimal; as an aggregate, the total reach can make a strong business impact</li></ul>Advocates aid & influencers their communities through the purchase funnel and don’t need incentives to engage says @britopian <br />…tweetable moment<br />100% of all book royalties are being donated to Not For Sale<br />
  23. DEFINING A SOCIAL BRAND<br />“<br />When a product, brand, organization uses Twitter, Facebook, blogs, Google+ or any other social technology to connect with the social customer and/or its constituencies.<br />A social brand is any organization that uses social technologies to engage with the social customer says @britopian <br />…tweetable moment<br />100% of all book royalties are being donated to Not For Sale<br />
  24. ORGANIZATIONS FOCUSING ON INTERNAL DYNAMICS<br /><ul><li>The social brand has caused chaos and organizational anarchy in many companies today
  25. Employees are running wild on the intrawebs with little to no guidance, direction or governance
  26. Different geographies and business units are creating social communities externally and not sharing or communicating internally </li></ul>The social brand has caused chaos for many companies today; now they are focusing on changing internally @britopian <br />…tweetable moment<br />100% of all book royalties are being donated to Not For Sale<br />
  27. USHERING IN SOCIAL BUSINESS<br /><ul><li>A social business is built upon three pillars – people, process and technology
  28. Change management and culture change is essential in order for genuine social business transformation to occur
  29. Organizations cannot have effective external conversations with customers unless they can have effective, internal conversations with each other first</li></ul>A social business is built upon 3 pillars – people, process and technology says @britopian #socialbiz<br />…tweetable moment<br />100% of all book royalties are being donated to Not For Sale<br />
  30. UNDERSTANDING THE DIFFERENCE<br />A social brand focuses on external communications w/the social customer. Social business focuses on the internal says @britopian <br />…tweetable moment<br />100% of all book royalties are being donated to Not For Sale<br />
  31. COMMON ORGANIZATIONAL MODELS - CENTRALIZED<br /><ul><li>In a centralized organizational model, the “social media” job function is usually owned by corporate communications
  32. Little to no collaboration between corp com and other marketing organizations and business units
  33. Organizational Silos dominate
  34. No social media policies that empower employees to engage externally </li></ul>@britopian says that centralized social organizations are surrounded by silos that prevent knowledge sharing and communication <br />…tweetable moment<br />100% of all book royalties are being donated to Not For Sale<br />
  35. COMMON ORGANIZATIONAL MODELS - DECENTRALIZED<br /><ul><li>In a decentralized organizational model, the “social media” job function is scattered – everyone is doing it
  36. Many decentralized organizations are a natural result of silos
  37. Little tono collaboration or best practice sharing is happening
  38. Loose social media policies exist but rarely enforced
  39. Confusion about roles and responsibilities and conflict about “who owns” social media </li></ul>Social media was bred out of decentralized social organizations i.e. Product groups engaging with the social customer @britopian <br />…tweetable moment<br />100% of all book royalties are being donated to Not For Sale<br />
  40. FULLY COLLABORATIVE SOCIAL BUSINESS MODEL<br /><ul><li>A governing body, usually a “Center of Excellence” exists that is responsible for governance and strategic insights
  41. Responsible for sharing best practices and technology recommendations with regions and other business units
  42. Geographies and business units will execute external social media programs</li></ul>A fully collaborative social business is usually driven by a social media “center of excellence” says @britopian <br />…tweetable moment<br />100% of all book royalties are being donated to Not For Sale<br />
  43. FROM CHAOS TO GOVERNANCE<br />Governance is the key to success for social business transformation; it builds intelligence and process @britopian <br />…tweetable moment<br />100% of all book royalties are being donated to Not For Sale<br />
  44. FROM CHAOS TO GOVERNANCE<br />Creating a learning organization will help companies become more open and intelligent – necessary for social business says @britopian <br />…tweetable moment<br />100% of all book royalties are being donated to Not For Sale<br />
  45. Internal Metrics: numbers of employees trained :: number of employees blogging internally <br />CREATE A PARTICIPATORY LEARNING ORGANIZATION<br />Training Curriculum<br />Training Curriculum<br />Training Curriculum<br />INTERNAL<br /><ul><li>Basics of Community Engagement
  46. Listening & Monitoring Tools and Apps
  47. Intended Uses of Social Media
  48. Engagement Model &Escalation Process
  49. Metrics Overview
  50. Basics of Social Media (i.e. overview of blogging
  51. Overview of owned media channels to include enterprise communities, blogs, Facebook and Twitter accounts
  52. Policies & Guidelines
  53. Simple Escalation process
  54. Advanced tactics of Community Engagement and Management
  55. Leveraging search to create social content for blogs
  56. Metrics deep dive – understanding metrics and making data driven decisions
  57. Advanced training on social tools and technologies like Radian6, Meltwater Buzz, Sprinklr, Shoutlet, CoTweet, and other publishing/listening platforms
  58. Train the trainer</li></ul>Additional Material<br />Additional Material<br /><ul><li>Desktop Conversational Guide
  59. Links to owned media social media channels
  60. List of industry influencers
  61. Social Post Suggestions
  62. Desktop Conversational Guide
  63. Links to owned media social media channels.
  64. List of industry influencers</li></ul>WHITE BELT<br />Awareness & Engagement<br />BLUE BELTFluency & Participation<br />BLACK BELT<br />Expertise & Ownership<br />Organizational Expectations<br />Organizational Expectations<br />Organizational Expectations<br /><ul><li>Research & monitoring
  65. Listening to owned media channels
  66. Escalate conversations to others
  67. Frequent tweeting and retweeting; responding to comments on/off of enterprise owned media channels
  68. Responding to customer support issues and escalating to appropriate channels
  69. Basic community management</li></ul>EXTERNAL<br /><ul><li>Frequent blogging, tweeting and responding to comments on/off of enterprise owned media channels
  70. Solving customer support issues on and off enterprise owned media channels
  71. Mentoring and training white and blue belts; team brown bags
  72. Speaking at conferences
  73. Participate in and attend bi-weekly social media integrations forums</li></ul>External Metrics: share of voice :: community growth :: aggregated reach and impressions :: number of customer problems solved<br />From participation to complete ownership<br />100% of all book royalties are being donated to Not For Sale<br />
  74. ESTABLISHING A MEASUREMENT FRAMEWORK<br /><ul><li>Establishing a measurement framework is more about ensuring that all stakeholders agree on social media measurement; and that its measured consistently across the organization.</li></ul>It’s less about how to measure social media; more about ensuring that everyone is consistent says @britopian <br />…tweetable moment<br />
  75. 15 INDICATORS OF SOCIAL BUSINESS TRANSFORMATION<br />Organizational leadership mandating that internal teams collaborate across functional business units, geographies, product teams and channel partners<br />CEO and/or executive teams using social technologies to communicate externally and encouraging employees to do the same<br />Social Media “Center of Excellence” teams and Social Organization Models forming <br />Global/functional teams sharing best practices frequently; organizational silos die<br />Social behaviors become engrained in the everyday fabric of employees’ workflow <br />Social business becomes a consistent line item in marketing, operations and IT budgets<br />Human Resources adds “social media” in job descriptions and employees are held accountable to participate<br />One indicator of social business transformation is a consistent budget line item for social media says @britopian <br />People<br />…tweetable moment<br />100% of all book royalties are being donated to Not For Sale<br />
  76. 15 INDICATORS OF SOCIAL BUSINESS TRANSFORMATION<br />Governance models created, published and shared across the organization i.e. process for new employees to be trained to be social media practitioners, escalation processes, etc.<br />Social Media Policies and guidelines co-created by senior management and employees<br />Consistent social media measurement framework agreed upon and used to measure both internal and external social initiatives<br />Workflows created that collect external customer feedback and filtered back to the product organizations<br />One indicator of social business transformation are co-created social media policies and guidelines says @britopian <br />Process<br />…tweetable moment<br />100% of all book royalties are being donated to Not For Sale<br />
  77. 15 INDICATORS OF SOCIAL BUSINESS TRANSFORMATION<br />Internal communities and collaboration systems deployed and being used across functional business units – sales, marketing, customer support, supply chain management<br />Collaboration happens within internal communities more so than in email or conference calls<br />Social CRM capabilities, applications and systems become a priority in management and deployment<br />IT loosens up firewall restrictions (bandwidth, IP blocking) of social media usage from behind the firewall<br />One indicator of social business transformation is when collaboration becomes a priority @britopian <br />Technology<br />…tweetable moment<br />100% of all book royalties are being donated to Not For Sale<br />
  78. THE SOCIAL BUSINESS CHANGE AGENT<br />The social business change agent can be anyone in the organization that is inspiring and drive change @britopian <br />…tweetable moment<br />100% of all book royalties are being donated to Not For Sale<br />
  79. 100% of all royalties are being donated to Not For Sale Campaign!<br />HTTP://WWW.NOTFORSALECAMPAIGN.ORG/<br />
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