THE RISE OF THE SOCIAL CUSTOMER  <br />AND THEIR IMPACT ON BUSINESS<br />MICHAEL BRITO | SVP, SOCIAL BUSINESS PLANNING<br ...
THE EVOLUTION OF SOCIAL BUSINESS<br />2008 to present<br />THE EVOLUTION OF SOCIAL BUSINESS<br />SOCIAL  BUSINESS<br />200...
They are Influential
Amplified voices 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 (Edelman Trust Barometer)</li></ul>@BRITOPIAN  ON TW...
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...
Any questions so far? <br />
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...
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The Rise of the Social Customer and Thier Impact on Business

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The Rise of the Social Customer and Thier Impact on Business

  1. 1. THE RISE OF THE SOCIAL CUSTOMER <br />AND THEIR IMPACT ON BUSINESS<br />MICHAEL BRITO | SVP, SOCIAL BUSINESS PLANNING<br />EDELMAN DIGITAL | @BRITOPIAN ON TWITTER<br />@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 voices 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 (Edelman Trust Barometer)</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. Any questions so far? <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 organization 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. CHAOS EXISTS IN THE ORGANIZATION TODAY<br />TWEETS<br />BLOG POSTS<br />FACEBOOK UPDATES<br />THERE IS CERTAIN BEHAVIOR AND TYPES OF TWEETS AND FACEBOOK UPDATES THAT MAY PUT YOUR COMPANY IN JEAPORDY AND GET YOU FIRED TOO!<br />LEAKING CONFIDENTIAL INFORMATION<br />RACISM<br />HATE SPEACH<br />BASHING <br />COMPETITORS<br />TALKING <br />SMACK <br />ABOUT MANAGEMENT<br />@BRITOPIAN ON TWITTER<br />
  36. 36. What about now? <br />Any questions? <br />
  37. 37. CONFUSION OF ROLES & RESPONSIBILTIES, CONFLICT<br />I have been on the marketing team for 4 years now and WE OWN the Facebook page! <br />DO YOU UNDERSTAND?<br />I just wanted to post our press release….<br />
  38. 38. FROM CHAOS TO GOVERNANCE<br />GOVERNANCE MODEL<br />@BRITOPIAN ON TWITTER<br />
  39. 39. CREATE A PARTICIPATORY LEARNING ORGANIZATION<br />Training Curriculum<br /><ul><li>Advanced tactics of Community Engagement and Management
  40. 40. Leveraging search to create social content for blogs
  41. 41. Metrics deep dive – understanding metrics and making data driven decisions
  42. 42. Advanced training on social tools and technologies like Radian6, Meltwater Buzz, Sprinklr, Shoutlet, CoTweet, and other publishing/listening platforms
  43. 43. Train the trainer</li></ul>Training Curriculum<br />FROM MINIMAL PARTICIPATION TO COMPLETE OWNERSHIP<br /><ul><li>Basics of Community Engagement
  44. 44. Listening & Monitoring Tools and Apps
  45. 45. Intended Uses of Social Media
  46. 46. Engagement Model &Escalation Process
  47. 47. Metrics Overview</li></ul>Training Curriculum<br /><ul><li>Basics of Social Media
  48. 48. Overview of owned media channels to include enterprise communities, blogs, Facebook and Twitter accounts
  49. 49. 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
  50. 50. Listening to owned media channels
  51. 51. Escalate conversations to others
  52. 52. Frequent tweeting and retweeting; responding to comments on/off of enterprise owned media channels
  53. 53. Responding to customer support issues and escalating to appropriate channels
  54. 54. Basic community management
  55. 55. Frequent blogging, tweeting and responding to comments on/off of enterprise owned media channels
  56. 56. Solving customer support issues on and off enterprise owned media channels
  57. 57. Mentoring and training white and blue belts; team brown bags
  58. 58. Speaking at conferences
  59. 59. Participate in and attend bi-weekly social media integrations forums</li></ul>@BRITOPIAN ON TWITTER<br />
  60. 60. ACTIVATING EMPLOYEES TO ENGAGE<br />Content Creators<br />Conversationalist<br />Participant<br />@BRITOPIAN ON TWITTER<br />
  61. 61. ESTABLISHING A CONTENT LIBRARY<br />Aggregating all branded content and making it very easy for employees to share it within their social graph!<br />@BRITOPIAN ON TWITTER<br />
  62. 62. ESTABLISHING A MEASUREMENT FRAMEWORK<br />@BRITOPIAN ON TWITTER<br />
  63. 63. ESTABLISHING A MEASUREMENT FRAMEWORK<br />It’s imperative that everyone in the organization measures social media consistently!<br />@BRITOPIAN ON TWITTER<br />
  64. 64. 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 />
  65. 65. SOCIAL BUSINESS VALUE CREATION MODEL<br />SalesAdvocacyProduct Feedback<br />Value creation is what determines success from every perspective!<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 />
  66. 66. Listening to the social customer without any type of action is worse <br />than not listening at all<br />- @britopian<br />TWEETABLE MOMENT<br />
  67. 67. SOMETIMES IT’S THE SMALL THINGS<br />@BRITOPIAN ON TWITTER<br />
  68. 68. SOMETIMES IT’S THE NOT SO SMALL THINGS<br />@BRITOPIAN ON TWITTER<br />
  69. 69. ACTION SPEAKS LOUDER THAN WORDS!<br />
  70. 70. THANK YOU FOR YOUR TIME!<br />Michael Brito<br />SVP, Social Business Planning<br />Edelman Digital<br />Michael.Brito@edelman.com<br />@Britopian<br />HTTP://THESOCIALBUSINESSBOOK.COM<br />@BRITOPIAN ON TWITTER<br />
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