The Shift To Social Business: University of Nevada, Reno

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I presented these slides to Dr. Bret L. Simmons class at the University of Nevada, Reno.

I presented these slides to Dr. Bret L. Simmons class at the University of Nevada, Reno.

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  • We are going to talk about each of these 3 important phases – the social customer, the social brand and the social business.
  • They are important to your business because they are trusted by their peers. Mention Edelman Trust Barometer.
  • So that brings us to the way organizations have responded to the growing influence of the social customer. The way we define a social brand is …
  • Now because companies jumped right in, they weren’t prepared to what came next. Here are just a few challenges that companies are facing today ..
  • And these challenges have given birth to what we call “social business” … and the way we define it is…
  • One thing to note is that the end result of social business planning is this idea of creating shared value across the social eco system. Starting with number one .. Customers/partners obviously create value for the business by buying our products, indirectly selling our products through advocacy and giving us product feedback even when we don’t ask for it. When a brand engages back with a customer, shared value is created by providing customer and/or sales support; thus, creating a high degree of customer satisfaction.Internally, when an organizations begins to evolve into a social business, value is created for employees and internal teams through increased collaboration, knowledge sharing, enablement and empowermentThis results in high performing teams because teams begin to communicate, thus giving birth to product innovation, process improvement and of course an increase in employee morale.
  • Its important to understand that a social business is built upon 3 pillars – people, process and platforms. However, the most important aspect in this transformation is the requirement that behaviors change. For example, a CEO ..
  • Here is graphic that illustrates the difference between a social brand and social business.
  • Audits can bring a lot of insight to organization. External audits can help determine the what/when/where/why of the overall conversation. Internal audits are usually used by HR organizations or employee communications to get a pulse of the general sentiment among employees.
  • Many marketing organizations are unsure of how to structure in order to maximize efficiencies; and putting the right people with the right skill sets in the right positions. Organizational design will help determine the most effective reporting structure and help establish, perhaps a Center of Excellence, roles & responsibilities, and in some cases even help organizations hire the right talent.
  • A collaboration audit is an in depth look on how internal teams communicate and share information. It examines several internal processes, workflow structures, technology capabilities. The results will indicate what (if any) organizational silos exist, the cultural environment and determine ways to increase collaboration, knowledge sharing, project management.
  • This could be as simple as creating a social media policy for the organization OR it can be more advanced. For example, assume you are launching a new product in Germany and the German marketing team wans to create a blog or new Facebook page…
  • We know the internet is real time and there are hundred if not thousands of conversations happening about a brand, it’s products and even the CEO. Having a crisis communication plan is instrumental to not only get a pulse of what’s happening in real time but also be prepared to act quickly if necessary. A quick illustration of Bank Of America and Verizon Wireless is a great example. If you recall, BofA was about to start charging $5 a month for debit card usage but quickly changed their mind due to customer outrage online. The same thing happened with Verizon when they wanted to charge a few dollars to customers who wanted to pay their bills online.
  • Social media measurement is more than just math. What’s more important is that everyone in the organization is measuring social media consistently. The above example is just one way to categorize social media metrics. Others include purchase funnel metrics and also identifying paid, earned and owned media values.

Transcript

  • 1. THE SHIFT TO SOCIAL BUSINESS Presented by Michael Brito, SVP Social Business Edelman Digital | @Britopian on Twitter
  • 2. THE EVOLUTION OF SOCIAL BUSINESS 2008 to present 2003 to present SOCIAL BUSINESS 1995 to present SOCIAL BRAND SOCIAL CUSTOMER • Technology Innovation gives • In response to the social customer, • Organizational models are formed to customers a voice brands began join Twitter, Facebook include social media • They are Influential, regardless of and create corporate blogs without • Organizational silos are torn down community size much planning between internal teams • Amplified voices across the social web • Engage with the social customer in • Governance models and social media • Google indexing critical conversations various channels policies are created about companies • Social Media teams are forming slowly • Social becomes an essential attribute of • Social Customers are trusted amongst • Planning was an afterthought organizational culture their peers as influence grows • External social media channels consolidatedMICHAEL BRITO | @BRITOPIAN
  • 3. WHO IS THE SOCIAL CUSTOMER? They have horrible Customer service YES, tell me About it! I am cancelling myI can’t believe they Account @company!raised their prices! Thanks for nothing!I am writing a blogpost! MICHAEL BRITO | @BRITOPIAN
  • 4. … AND WHY THEY ARE IMPORTANT TO YOUR BUSINESS AID AND INFLUENCE THEIR MICROCOMMUNITIES Advocacy DOWN THE PURCHASE FUNNEL THOUGH ORGANIC CONVERSATIONS INCREASED ENGAGEMENT RELEVANT CONTENT BUILDING TRUST Share SHARE CONTENT WHEN CONVENIENT MAY POST A REVIEW (POSITIVE AND NEGATIVE) Participate MINIMAL PARTICIPATION (FRIENDS, FANS 7 FOLLOWERS ResearchGOOGLE PRODUCTS &SERVICESMICHAEL BRITO | @BRITOPIAN
  • 5. ADVOCATES IMPACT THE PURCHASE FUNNEL, AND IT’S HAPPENING EVERY, SINGE DAY  Advocates talk about the brand; even when the brand isn’t listening  Advocates are trusted among others; and aid/influence their communities down the purchase funnel via organic conversations  The reach of one advocate is minimal; as an aggregate, the total reach can make a strong business impactMICHAEL BRITO | @BRITOPIAN
  • 6. DEFINING THE SOCIAL BRAND? “ A social brand is any company, product, individual, politician that uses social technologies to communicate with the social customer, partners ” and constituencies or the general public.MICHAEL BRITO | @BRITOPIAN
  • 7. THE SOCIAL BRAND HAS GIVEN BIRTH TO INTERNAL BUSINESS CHALLENGES EMPLOYEES EXPANDING Inappropriate use of social media Social media programs globally INTERNAL NON-EXISTENT Confusion of roles & responsibilities Collaborative governance models INCONSISTENT LEADERSHIP Social media measurement practices Unsure of the value of social media OUTDATED TECHNOLOGY Crisis communications models and techniques Selection and adoption within the organizationMICHAEL BRITO | @BRITOPIAN
  • 8. … CREATING THE NEED FOR SOCIAL BUSINESS PLANNING “ Social business planning is the blueprint for the transformation of an organization—BRIDGING THE EXTERNAL WITH INTERNAL, resulting in a ” more connected way of doing business and shared value for all stakeholders.MICHAEL BRITO | @BRITOPIAN
  • 9. SOCIAL BUSINESS VALUE CREATION MODEL CUSTOMERS/PARTNERS 1 2 SALES ONLINE MONITORING ENGAGEMENT ADVOCACY CUSTOMER/SALES SUPPORT PRODUCT FEEDBACK CUSTOMER SATISFACTION SOCIAL BRAND COMPANY A 4 SOCIAL BUSINESS PLANNING 3PRODUCT INNOVATION COLLABORATION PROCESS KNOWLEDGE SHARING INTERNAL MONITORING, BEHAVIOR CHANGE IMPROVEMENT ENABLEMENT INCREASE IN MORALE EMPOWERMENT EMPLOYEES/TEAMSMICHAEL BRITO | @BRITOPIAN
  • 10. A SOCIAL BUSINESS IS BUILT ON THREE PILLARS – PEOPLE, PROCESS, PLATFORMS PLATFORMS SOCIAL BUSINESS FRAMEWORK Online Monitoring Analytics Platform Internal Collaboration Community Platform Selection Social CRM PROCESS Social Media Policies Technology integration Customer Support & Sales Workflows Measurement Framework & Rollout Global & Enterprise Expansion PEOPLE Behavior Change Cross Silo Collaboration Executive Support & Participation Organizational Models Employee & Partner Participation THE PATH TO SOCIAL BUSINESS REQUIRES A CULTURAL TRANFORMATIONMICHAEL BRITO | @BRITOPIAN
  • 11. THE DIFFERENCE BETWEEN A SOCIAL BRAND AND A SOCIAL BUSINESS Programs Community Management Marketing Customer Service Communications Events Campaigns Advocacy Crisis SOCIAL BRAND MEASURABLE SOCIAL BUSINESS (External) OUTCOMES (Internal) Training Process Collaboration Organization Models Research & Development Policies & Guidelines Knowledge Sharing Culture Source: @armano InfrastructureMICHAEL BRITO | @BRITOPIAN
  • 12. SOCIAL BUSINESS ENABLES MORE EFFECTIVE BUSINESS PERFORMANCE COMMUNICATIONS Deeper levels of engagement with the social customer; ability to scale operations globally. Consistent and relevant content. CUSTOMER SERVICE The ability to solve customer problems quickly and efficiently. Increased collaboration between sales professionals in the SALES field; robust social CRM platform and analytics PRODUCT Product and process innovation using the collective intellect of the community DEVELOPMENT Staffing & recruiting, Employee engagement and HUMAN RESOURCES empowerment Get products to market faster through increased collaboration SUPPLY CHAIN with partners in the supply chainMICHAEL BRITO | @BRITOPIAN
  • 13. EXAMPLES OFSOCIAL BUSINESSINITIATIVES
  • 14. INTERNAL & EXTERNAL STAKEHOLDER & CUSTOMER AUDITS General Sentiment Overall Distribution of Conversation Twitter Negative 0% 807,86 246.813 11% Forums 3 Blogs 406,046 647,613 35% Neutral Positive Traditional 718.002 1,278.94 Media 89% 65% Twitter 807,863 382,233 Majority are positive or neutral Twitter and Blogs make up 65 percent of all conversations in tone, with only 11 percent negative • Conversation and sentiment analysis • Communications planning • Surveys, polls and stakeholder interviews (internal and external) • Data mining • Intelligence gathering • Insight synthesisMICHAEL BRITO | @BRITOPIAN
  • 15. ORGANIZATIONAL DESIGN • Legal PR/Corp Marketing • HR On Staff • IT • R&D Direct Reports Dotted Line • Sales Social Media Manager • Customer Care Source: David Armano, Edelman 2010, edelmandigital.com On Staff Director of Community Partners Engagement Community Community Strategy Implementation Manager Manager • Organization strategy, design and modeling • Staffing and reporting infrastructure • Role description and integration • Hiring and re-organization • CommunicationsMICHAEL BRITO | @BRITOPIAN
  • 16. COLLABORATION AUDIT AND WORKFLOW ANALYSIS Community clusters: micro social networks that exist within a set community Ex. Internal communities Interactions between “community clusters” • Sharing cultural readiness • Internal communication plan • Assessment of process • Platform audit and recommendations • Business silo assessment • Project managementMICHAEL BRITO | @BRITOPIAN
  • 17. POLICY & GOVERNANCE INTEGRATION Operations Global Online Social Media Brands Services Committee Partners Agency Partners Yes Launch Social Media Which Plot Results Brand A Brand Team Committee No Brand? Program Measure Reported Technology Partners PLANNING STRATEGY IMPLEMENTATION • Policy development • Internal communications and and coordination distribution process • Governance architecture • Process designMICHAEL BRITO | @BRITOPIAN
  • 18. CRISIS COMMUNICATION AND ESCALATION WORKFLOW Engage Re-direct Privately NO NO YES YES Engage Converse Compliment Assess Proceed Proceed Re-direct in public? further? YES NO Community NO Managers Expertise NO YES Can CM Engage Product with Assess help? Privately product? YES Participant upset? Monitor Conversations !! Complaint !! Is Is topic Positive Company Proceed engagement Proceed sensitive? outcome? NO positive? YES YES Community YES NO NO Legitimate? Engage ?! Other issues !? Assess Proceed Privately YES NO Engage Do not engage Re-direct Privately (optional, but recommended) LISTEN ASSESS ENGAGE REPEAT • Scenario mapping and planning • Communications protocol • Engagement guidelines • Training planning and course developmentMICHAEL BRITO | @BRITOPIAN
  • 19. ESTABLISHING A MEASUREMENT FRAMEWORK COLLECTION AND ATTENTION ENGAGEMENT AUTHORITY INFLUENCE SENTIMENT MEASUREMENT FACEBOOK • Total Interactions – • Unique Users • Total Fans • On-Message Wall Posts, Likes, • External Links to • Page Views Comments • Subscribed Fans • Positive/Negative/Neutral Content and • Media • Fan Photos/Videos • Audience Profile as a • Change Over Time or Program Discussion Consumption • Post Quality Reflection of Target • Reviews YOUTUBE • Channel Subscribers • On-Message • Total Followers • Comments • External Links • Video Honors • Positive/Negative/Neutral • Channel Views • Video Responses • Embeds • Audience Profile as • Change Over Time or Program • Video Views • Amount Favorites a Reflection Target • Ratings TWITTER • RTs • Extended network and • DMs Relative Influence of • On-Message • Total Followers • Inbound Links • Backtweets to Followers • Positive/Negative/Neutral • External Coverage Shared Content • Follower Profile as • Change Over Time or Program and External Hubs a Reflection of Target • Total Ongoing, Engaged • Total Trackbacks • Total Media Subscribers to Content • Overall Sentiment OVERALL • Total Interactions and Coverage of Consumption and Community • Total Shift in Sentiment Activities • Community Crossover • Establish Global KPI’s and • Identify and document Benchmarks recognized metrics • Standardize methodologies • Construct ROI modelMICHAEL BRITO | @BRITOPIAN
  • 20. THANK YOU! MICHAEL BRITO SVP, SOCIAL BUSINESS EDELMAN DIGITAL MICHAEL.BRITO@EDELMAN.COM @BRITOPIAN ON TWITTER HTTP://WWW.BRITOPIAN.COM