The document discusses the evolution of social business from 2008 to the present, highlighting the increasing influence of social customers and the need for businesses to adapt their strategies. It emphasizes the importance of governance, collaboration, and measurement in transforming organizations into effective social businesses, with a focus on both internal and external communications. The document outlines the characteristics of social brands and social businesses and provides insights on organizational models and best practices for social media engagement.

1. SMART BUSINESS, SOCIAL BUSINESSMichael BritoSenior Vice President, Social Business PlanningEdelman DigitalMobile: (415) 871 – 5165Email: Michael.Brito@Edelman.comTwitter: @BritopianHTTP://THESOCIALBUSINESSBOOK.COM100% of all book royalties are being donated to Not For Sale

2. THE EVOLUTION OF SOCIAL BUSINESS2008 to presentTHE EVOLUTION OF SOCIAL BUSINESSSOCIAL BUSINESS2003 to present SOCIAL BRAND1995 to present SOCIAL CUSTOMERTechnology 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 cultureThe social customer is gaining influence everyday and their voice is amplified via the social web .. says @britopian …tweetable moment100% of all book royalties are being donated to Not For Sale

16. HOW DOES THE SOCIAL CUSTOMER BEHAVE?Product DiscoveryActive on Google, research products before purchaseSocial Participation Fans, followers, likes and RSS subscribersSharing ContentEngaging with a brand in a two way dialogue, not just consuming content but creating contentBrand AdvocacyDiscuss the brand within their own micro communities, without hesitation or the need for incentivesThe social customer participates a variety of different ways; brands need to be omnipresent and engage with them @britopian …tweetable moment100% of all book royalties are being donated to Not For Sale

17. 2011 GLOBAL SNAPHOT OF THE SOCIAL CUSTOMEREUROPE (EMEA)31% comment on blogs27% comment in forums20% uploaded a video online39% uploaded a photo online63% watch a video online13% actively blogLATIN AMERICA49% comment on blogs35% comment in forums41% uploaded a video online56% uploaded a photo online74% watch a video online27% actively blogASIA PACIFIC42% comment on blogs43% comment in forums29% uploaded a video online50% uploaded a photo online65% watch a video online37% actively blogMarketers should consider more than just Facebook and Twitter; there are other networks too says @britopian …tweetable moment100% of all book royalties are being donated to Not For Sale

18. THE NEW PURCHASE FUNNELA 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 impactAdvocates aid & influencers their communities through the purchase funnel and don’t need incentives to engage says @britopian …tweetable moment100% of all book royalties are being donated to Not For Sale

23. DEFINING A SOCIAL BRAND“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.A social brand is any organization that uses social technologies to engage with the social customer says @britopian …tweetable moment100% of all book royalties are being donated to Not For Sale

24. ORGANIZATIONS FOCUSING ON INTERNAL DYNAMICSThe 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 The social brand has caused chaos for many companies today; now they are focusing on changing internally @britopian …tweetable moment100% of all book royalties are being donated to Not For Sale

27. USHERING IN SOCIAL BUSINESSA 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 firstA social business is built upon 3 pillars – people, process and technology says @britopian #socialbiz…tweetable moment100% of all book royalties are being donated to Not For Sale

30. UNDERSTANDING THE DIFFERENCEA social brand focuses on external communications w/the social customer. Social business focuses on the internal says @britopian …tweetable moment100% of all book royalties are being donated to Not For Sale

31. COMMON ORGANIZATIONAL MODELS - CENTRALIZEDIn 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 @britopian says that centralized social organizations are surrounded by silos that prevent knowledge sharing and communication …tweetable moment100% of all book royalties are being donated to Not For Sale

35. COMMON ORGANIZATIONAL MODELS - DECENTRALIZEDIn 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 Social media was bred out of decentralized social organizations i.e. Product groups engaging with the social customer @britopian …tweetable moment100% of all book royalties are being donated to Not For Sale

40. FULLY COLLABORATIVE SOCIAL BUSINESS MODELA 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 programsA fully collaborative social business is usually driven by a social media “center of excellence” says @britopian …tweetable moment100% of all book royalties are being donated to Not For Sale

43. FROM CHAOS TO GOVERNANCEGovernance is the key to success for social business transformation; it builds intelligence and process @britopian …tweetable moment100% of all book royalties are being donated to Not For Sale

44. FROM CHAOS TO GOVERNANCECreating a learning organization will help companies become more open and intelligent – necessary for social business says @britopian …tweetable moment100% of all book royalties are being donated to Not For Sale

45. Internal Metrics: numbers of employees trained :: number of employees blogging internally CREATE A PARTICIPATORY LEARNING ORGANIZATIONTraining CurriculumTraining CurriculumTraining CurriculumINTERNALBasics 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 trainerAdditional MaterialAdditional MaterialDesktop 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 influencersWHITE BELTAwareness & EngagementBLUE BELTFluency & ParticipationBLACK BELTExpertise & OwnershipOrganizational ExpectationsOrganizational ExpectationsOrganizational ExpectationsResearch & 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 managementEXTERNALFrequent 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 forumsExternal Metrics: share of voice :: community growth :: aggregated reach and impressions :: number of customer problems solvedFrom participation to complete ownership100% of all book royalties are being donated to Not For Sale

74. ESTABLISHING A MEASUREMENT FRAMEWORKEstablishing a measurement framework is more about ensuring that all stakeholders agree on social media measurement; and that its measured consistently across the organization.It’s less about how to measure social media; more about ensuring that everyone is consistent says @britopian …tweetable moment

75. 15 INDICATORS OF SOCIAL BUSINESS TRANSFORMATIONOrganizational leadership mandating that internal teams collaborate across functional business units, geographies, product teams and channel partnersCEO and/or executive teams using social technologies to communicate externally and encouraging employees to do the sameSocial Media “Center of Excellence” teams and Social Organization Models forming Global/functional teams sharing best practices frequently; organizational silos dieSocial behaviors become engrained in the everyday fabric of employees’ workflow Social business becomes a consistent line item in marketing, operations and IT budgetsHuman Resources adds “social media” in job descriptions and employees are held accountable to participateOne indicator of social business transformation is a consistent budget line item for social media says @britopian People…tweetable moment100% of all book royalties are being donated to Not For Sale

76. 15 INDICATORS OF SOCIAL BUSINESS TRANSFORMATIONGovernance 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.Social Media Policies and guidelines co-created by senior management and employeesConsistent social media measurement framework agreed upon and used to measure both internal and external social initiativesWorkflows created that collect external customer feedback and filtered back to the product organizationsOne indicator of social business transformation are co-created social media policies and guidelines says @britopian Process…tweetable moment100% of all book royalties are being donated to Not For Sale

77. 15 INDICATORS OF SOCIAL BUSINESS TRANSFORMATIONInternal communities and collaboration systems deployed and being used across functional business units – sales, marketing, customer support, supply chain managementCollaboration happens within internal communities more so than in email or conference callsSocial CRM capabilities, applications and systems become a priority in management and deploymentIT loosens up firewall restrictions (bandwidth, IP blocking) of social media usage from behind the firewallOne indicator of social business transformation is when collaboration becomes a priority @britopian Technology…tweetable moment100% of all book royalties are being donated to Not For Sale

78. THE SOCIAL BUSINESS CHANGE AGENTThe social business change agent can be anyone in the organization that is inspiring and drive change @britopian …tweetable moment100% of all book royalties are being donated to Not For Sale

79. 100% of all royalties are being donated to Not For Sale Campaign!HTTP://WWW.NOTFORSALECAMPAIGN.ORG/