FROM SOCIAL BRAND TO SOCIAL BUSINESS<br />MICHAEL BRITO | SVP, SOCIAL BUSINESS PLANNING<br />EDELMAN DIGITAL | @BRITOPIAN ...
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>@BRITOPIAN  ON TWITTER<br />
HOW DOES THE SOCIAL CUSTOMER BEHAVE?<br /><ul><li>The customer journey is dynamic; and always changes
Brands need to have multiple customer touch points to break through the clutter
Customers need to hear things 3 – 5 times before the actually believe</li></ul>@BRITOPIAN  ON TWITTER<br />
THE SOCIAL CUSTOMER AND BRAND EXPERIENCE<br />The Informed<br />(e.g. research products online)<br />Brand Discovery:<br /...
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
The reach of one advocate is minimal; as an aggregate, the total reach can make a strong business impact</li></ul>@BRITOPI...
2011 GLOBAL SNAPHOT OF THE SOCIAL CUSTOMER<br />EUROPE (EMEA)<br />31% comment on blogs<br />27% comment in forums<br />20...
DEFINING A SOCIAL BRAND<br />“<br />A social brand is any company, product, individual, politician that uses social techno...
ORGANIZATIONS FOCUSING ON INTERNAL CHANGE<br /><ul><li>The social brand has caused chaos and organizational anarchy in man...
Employees are running wild on the intrawebs with little to no guidance, direction or governance
Different geographies and business units are creating social communities externally and not sharing or communicating inter...
USHERING IN SOCIAL BUSINESS<br /><ul><li>A social business is built upon three pillars – people, process and technology
Change management and culture change is essential in order for genuine social business transformation to occur
Organizations cannot have effective external conversations with customers unless they can have effective, internal convers...
SOCIAL BUSINESS DEFINED<br />“<br />A social business is any company that has integrated and operationalized social media ...
UNDERSTANDING THE DIFFERENCE<br />@BRITOPIAN  ON TWITTER<br />
COMMON ORGANIZATIONAL MODELS - CENTRALIZED<br /><ul><li>In a centralized organizational model, the “social media” job func...
Little to no collaboration between corp com and other marketing organizations and business units
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Social Business Planning for Thomson Reuters

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I had the opportunity to present this content to the Thomson Reuters social media marketing teams.

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  • Q: I've mentioned the third bullet a few times, which I referenced from the Trust Barometer. I'm told this is standard marketing practices. But is it that the new social audience expects to see a message in a variety of ways, i.e. Webcast, Infographic, Blog, White Paper, Case Study, Comment. And not playing back the same recorded message either. Would you say that this is the evolution of the repetition of message delivery?
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Social Business Planning for Thomson Reuters

  1. 1. FROM SOCIAL BRAND TO SOCIAL BUSINESS<br />MICHAEL BRITO | SVP, SOCIAL BUSINESS PLANNING<br />EDELMAN DIGITAL | @BRITOPIAN ON TWITTER<br />
  2. 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. 3. They are Influential
  4. 4. Amplified voice across the social web
  5. 5. Google indexing critical conversations about companies
  6. 6. Social Customers are trusted amongst their peers as influence grows
  7. 7. Companies and brands join Twitter, Facebook and create corporate blogs
  8. 8. Engage with the social customer in various channels
  9. 9. Social Media teams are forming slowly
  10. 10. Small budgets are allocated on a project basis to social media engagement and community building
  11. 11. Organizations begin humanizing business operations
  12. 12. Organizational models are formed to include social media
  13. 13. Organizational silos are torn down between internal teams
  14. 14. Governance models and social media policies are created
  15. 15. Social becomes an essential attribute of organizational culture</li></ul>@BRITOPIAN ON TWITTER<br />
  16. 16. HOW DOES THE SOCIAL CUSTOMER BEHAVE?<br /><ul><li>The customer journey is dynamic; and always changes
  17. 17. Brands need to have multiple customer touch points to break through the clutter
  18. 18. Customers need to hear things 3 – 5 times before the actually believe</li></ul>@BRITOPIAN ON TWITTER<br />
  19. 19. THE SOCIAL CUSTOMER AND BRAND EXPERIENCE<br />The Informed<br />(e.g. research products online)<br />Brand Discovery:<br />Google Search, Word of Mouth<br />The Participant<br />(e.g. participate in a brand experience)<br />The Opinion Sharer<br />(e.g. post review)<br />Brand Participation:<br />Fanning, following, liking<br />Brand Sharing:<br />Easy, habitual, publishing<br />The Advocate <br />(e.g. encourage friends to purchase)<br />Brand Advocacy:<br />Creating content, sharing, defending<br />@BRITOPIAN ON TWITTER<br />
  20. 20. THE NEW PURCHASE FUNNEL<br /><ul><li>A brand should build relationships with the social customer on order to drive advocacy
  21. 21. Advocates talk about the brand, even when the brand isn’t listening
  22. 22. Advocates are trusted among their peers and within their micro communities
  23. 23. Advocates are aiding and influencing others down the purchase funnel
  24. 24. The reach of one advocate is minimal; as an aggregate, the total reach can make a strong business impact</li></ul>@BRITOPIAN ON TWITTER<br />
  25. 25. 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 />@BRITOPIAN ON TWITTER<br />
  26. 26. DEFINING A SOCIAL BRAND<br />“<br />A social brand is any company, product, individual, politician that uses social technologies in order to communicate with the social customer, their partners and constituencies or the general public. <br />@BRITOPIAN ON TWITTER<br />
  27. 27. ORGANIZATIONS FOCUSING ON INTERNAL CHANGE<br /><ul><li>The social brand has caused chaos and organizational anarchy in many companies today
  28. 28. Employees are running wild on the intrawebs with little to no guidance, direction or governance
  29. 29. Different geographies and business units are creating social communities externally and not sharing or communicating internally </li></ul>@BRITOPIAN ON TWITTER<br />
  30. 30. USHERING IN SOCIAL BUSINESS<br /><ul><li>A social business is built upon three pillars – people, process and technology
  31. 31. Change management and culture change is essential in order for genuine social business transformation to occur
  32. 32. Organizations cannot have effective external conversations with customers unless they can have effective, internal conversations with each other first</li></ul>@BRITOPIAN ON TWITTER<br />
  33. 33. SOCIAL BUSINESS DEFINED<br />“<br />A social business is any company that has integrated and operationalized social media within every job function (and process) internally.<br />@BRITOPIAN ON TWITTER<br />
  34. 34. UNDERSTANDING THE DIFFERENCE<br />@BRITOPIAN ON TWITTER<br />
  35. 35. COMMON ORGANIZATIONAL MODELS - CENTRALIZED<br /><ul><li>In a centralized organizational model, the “social media” job function is usually owned by corporate communications
  36. 36. Little to no collaboration between corp com and other marketing organizations and business units
  37. 37. Organizational Silos dominate
  38. 38. No social media policies that empower employees to engage externally </li></ul>@BRITOPIAN ON TWITTER<br />
  39. 39. COMMON ORGANIZATIONAL MODELS - DECENTRALIZED<br /><ul><li>In a decentralized organizational model, the “social media” job function is scattered – everyone is doing it
  40. 40. Many decentralized organizations are a natural result of silos
  41. 41. Little tono collaboration or best practice sharing is happening
  42. 42. Loose social media policies exist but rarely enforced
  43. 43. Confusion about roles and responsibilities and conflict about “who owns” social media </li></ul>@BRITOPIAN ON TWITTER<br />
  44. 44. 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
  45. 45. Responsible for sharing best practices and technology recommendations with regions and other business units
  46. 46. Geographies and business units will execute external social media programs</li></ul>@BRITOPIAN ON TWITTER<br />
  47. 47. FROM CHAOS TO GOVERNANCE<br />@BRITOPIAN ON TWITTER<br />
  48. 48. FROM CHAOS TO GOVERNANCE<br />@BRITOPIAN ON TWITTER<br />
  49. 49. CREATE A PARTICIPATORY LEARNING ORGANIZATION<br />Training Curriculum<br /><ul><li>Advanced tactics of Community Engagement and Management
  50. 50. Leveraging search to create social content for blogs
  51. 51. Metrics deep dive – understanding metrics and making data driven decisions
  52. 52. Advanced training on social tools and technologies like Radian6, Meltwater Buzz, Sprinklr, Shoutlet, CoTweet, and other publishing/listening platforms
  53. 53. Train the trainer</li></ul>Training Curriculum<br /><ul><li>Basics of Community Engagement
  54. 54. Listening & Monitoring Tools and Apps
  55. 55. Intended Uses of Social Media
  56. 56. Engagement Model &Escalation Process
  57. 57. Metrics Overview</li></ul>Training Curriculum<br /><ul><li>Basics of Social Media
  58. 58. Overview of owned media channels to include enterprise communities, blogs, Facebook and Twitter accounts
  59. 59. Policies & Guidelines</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
  60. 60. Listening to owned media channels
  61. 61. Escalate conversations to others
  62. 62. Frequent tweeting and retweeting; responding to comments on/off of enterprise owned media channels
  63. 63. Responding to customer support issues and escalating to appropriate channels
  64. 64. Basic community management
  65. 65. Frequent blogging, tweeting and responding to comments on/off of enterprise owned media channels
  66. 66. Solving customer support issues on and off enterprise owned media channels
  67. 67. Mentoring and training white and blue belts; team brown bags
  68. 68. Speaking at conferences
  69. 69. Participate in and attend bi-weekly social media integrations forums</li></ul>From participation to complete ownership<br />
  70. 70. ACTIVATING EMPLOYEES TO ENGAGE<br />Content Creators<br />Conversationalist<br />Participant<br />@BRITOPIAN ON TWITTER<br />
  71. 71. ESTABLISHING A CONTENT LIBRARY<br /><ul><li>Establish a content library that serves as a repository of product related content; filtered and categorized by date and products
  72. 72. Optimized to make sharing very easy and convenient
  73. 73. The Library can live on Intranet and linked off from the home page of the site
  74. 74. Internal “share” links can be tagged to measure clicks and get a snap shot of employee sharing behavior</li></ul>@BRITOPIAN ON TWITTER<br />
  75. 75. ESTABLISHING A MEASUREMENT FRAMEWORK<br />@BRITOPIAN ON TWITTER<br />
  76. 76. ESTABLISHING A MEASUREMENT FRAMEWORK<br />@BRITOPIAN ON TWITTER<br />
  77. 77. ESTABLISHING A CONTENT MARKETING PLAN<br />
  78. 78. CONTENT STATEGY FRAMEWORK<br />Internal Listening<br />Corporate Communications | Internal Communications | Product Organizations | Customer Support<br />External Listening<br />Existing Social Media Engagement | News Articles | Online Monitoring | Search <br />@BRITOPIAN ON TWITTER<br />
  79. 79. LISTEINING IS IMPERITIVE<br />“<br />Spend time listening to the conversation and determine if you can add value<br />“<br />
  80. 80. CONVERSATIONAL AUDIT<br />…this tells you “where” the conversation is happening about the brand<br />@BRITOPIAN ON TWITTER<br />
  81. 81. TOPICAL CONVERSATIONAL AUDIT<br />… this tells you how relevant your brand is within certain online conversations<br />@BRITOPIAN ON TWITTER<br />
  82. 82. RELEVANT AND CONSISTENT CONTENT<br />@BRITOPIAN ON TWITTER<br />
  83. 83. SOLVING CUSTOMER PROBLEMS<br />It’s one thing to solve individual customer issues. It’s another to fix the ROOT CAUSE of the problem!<br />
  84. 84. REAL TIME ANALYTICS<br />Knowing what content is being share/liked/RT’d the most should help drive the content strategy<br />@BRITOPIAN ON TWITTER<br />
  85. 85. DON’T FORGET ABOUT GOOGLE<br />Understanding search behavior will help create editorial content<br />@BRITOPIAN ON TWITTER<br />
  86. 86. KNOWING “WHEN” TO POST CONTENT<br />@BRITOPIAN ON TWITTER<br />
  87. 87. OPTIMIZING THE HUB & SPOKES<br /><ul><li>Facebook status updates that promote blog content
  88. 88. Other content shared NEEDS to add value to the conversation and community
  89. 89. Optimize Youtube channel and new videos to link back hub/blog
  90. 90. Videos can be shared on Facebook, YouTube or through editorial</li></ul>The Hub<br /><ul><li>The content hub is the website, blog, content aggregator
  91. 91. Content should be optimized for search w/terms that are relevant to your business
  92. 92. Should be convenient for users to consume content within the channels that they are comfortable with
  93. 93. Occasional tweets on promoting blog content
  94. 94. Cross promoting other social channels, when relevant
  95. 95. Needs to be unique; not the same on FB
  96. 96. Optimize Google+ page with relevant links and content back to other channels
  97. 97. Should not duplicate content
  98. 98. Add Google+ icons to hub</li></ul>@BRITOPIAN ON TWITTER<br />
  99. 99. ?<br />WHY DOES ALL THIS MATTER?<br />
  100. 100. ALIGNMENT = BUSINESS RESULTS<br />Programs<br />Community ManagementMarketingCustomer ServiceCommunicationsEventsCampaignsAdvocacy<br />Crisis<br />SOCIAL BRAND (External)<br />SOCIAL BUSINESS (Internal)<br />MEASURABLE OUTCOMES<br />Training<br />ProcessCollaborationOrganization Models<br />Research & DevelopmentPolicies & GuidelinesKnowledge SharingCulture<br />Infographic by @armano<br />@BRITOPIAN ON TWITTER<br />Infrastructure<br />
  101. 101. SOCIAL BUSINESS VALUE CREATION MODEL<br />SalesAdvocacyProduct Feedback<br />Customer Satisfaction<br />Value <br />Creation<br />Social listening<br />Workflow/Process<br />EngagementProduct DiscountsRelevant ContentSolving customer issues<br />Brand EnablementProduct InnovationProcess Improvement<br />@BRITOPIAN ON TWITTER<br />
  102. 102. THANK YOU!<br />
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