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Thinking Strategic About Social Business - The Community Roundtable
 

Thinking Strategic About Social Business - The Community Roundtable

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I presented these slides during a discussion with the Community Roundtable. #socbiz

I presented these slides during a discussion with the Community Roundtable. #socbiz

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    Thinking Strategic About Social Business - The Community Roundtable Thinking Strategic About Social Business - The Community Roundtable Presentation Transcript

    • THINKING STRATEGIC ABOUT SOCIALBUSINESS PLANNINGPRESENTED BY MICHAEL BRITO, SVP SOCIAL BUSINESS 1
    • THE BRIGHT & SHINY OBJECT OF SOCIALMEDIA HAS CAUSED ORG CHAOSCompanies are struggling to operationalize social media internallyEMPLOYEES EXPANDINGInappropriate use of social media Social media programs globallyINTERNAL NON-EXISTENTConfusion of roles & responsibilities Governance models & PoliciesINCONSISTENT DISJOINTEDSocial media measurement practices Content marketing strategiesOUTDATED TECHNOLOGYCrisis communications models Selection and adoption within the org 2
    • THE DEFINITION OF SOCIAL BUSINESSPLANNINGSocial business planning can help solve a variety of organizational problems. “ 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. 3
    • SOCIAL BUSINESS DELIVERS BUSINESS VALUE INTERNALLY AND EXTERNALLY Value is created by stakeholder engagement, process improvement, and product innovation.STAKEHOLDER VALUE COLLABORATION COMMUNITY ENGAGEMENT 3 KNOWLEDGE SHARING 2 CUSTOMER/SALES SUPPORT SOCIAL ENABLEMENT OPERATIONAL CUSTOMER SATISFACTION SOCIAL BRAND EXCELLENCE INTERNAL THE SOCIAL BUSINESS EXTERNAL (employees) (customers, partners, media) PROCESS IMPROVEMENT SALES/REVENUE 4 PRODUCT INNOVATION 1 CUSTOMER ADVOCACY EMPLOYEE ADVOCACY PRODUCT FEEDBACKBUSINESS VALUE 4
    • THE THREE CHARACTERISTICS THAT ENCOMPASS A SOCIAL BUSINESS People, Process and Platforms are the foundation of social business planning and initiatives. PLATFORMS 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 ParticipationTHE PATH TO SOCIAL BUSINESS REQUIRES A CULTURAL TRANSFORMATION 5
    • INTERNAL AND EXTERNAL ALIGNMENT ISCRTICAL FOR SUCCESSCollaboration, communication and process development are critical to ensure measureable outcomes. Programs Community Management Marketing Customer Service Communications Events Campaigns Advocacy Crisis SOCIAL BRAND SOCIAL ENTERPRISE SOCIAL BUSINESS (External) (Internal) Training Process Collaboration Organization Models Research & Development Policies & Guidelines Knowledge Sharing Culture Infrastructure 6
    • SOCIAL BUSINESS AFFECTS MORE THAN JUSTTHE WAY BRAND COMMUNICATESSocial business spans across the entire organization from HR to Marketing and everything in between. Deeper levels of engagement with the social customer through COMMUNICATIONS consistent and relevant content; ability to scale operations globally. CUSTOMER SERVICE The ability to solve customer problems quickly and efficiently. Increased collaboration between sales professionals in the SALES industry; robust social CRM platform and analytics PRODUCT DEVELOPMENT Product and process innovation using the collective intellect of the community HUMAN RESOURCES Staffing & recruiting, employee engagement and empowerment Bring products to market faster through increased collaboration SUPPLY CHAIN with partners in the supply chain 7
    • THE PATH TO BUILDING ATRULY COLLABORATIVESOCIAL BUSINESS 8
    • STEP 1: “KNOWING” AND IDENTIFYING THECHALLENGES IS HALF THE BATTLEOvercoming denial and pushback to change is the other half. and knowing is half the battle …. 9
    • STEP 2: INTERNAL AND EXTERNALSTAKEHOLDER CONVERSATION AUDITSAudits provide valuable insights, identify collaboration gaps, broken workflows and stakeholder sentiment. General Sentiment Overall Distribution of Conversation Neg 11% Media 35% Neutral 32% Positive Twitter and 57% Blogs 65% Internal External•  Conversation and sentiment analysis •  Conversation and sentiment analysis•  Surveys, polls and stakeholder interviews •  Content and communication planning•  Data mining from internal communities •  Intelligence gathering•  Intelligence gathering •  Influencer and advocate identification 10
    • STEP 3: ESTABLISH A SOCIAL BUSINESS CENTER OF EXCELLENCE The Center of Excellence will drive governance, collaboration, training and process across the organization. EVALUATE ESTABLISH OPERATIONALIZE THE SOCIAL LANDSCAPE A CENTRALIZED TEAM THE SOCIAL BUSINESS CENTER OF EXCELLENCE LISTEN PLAN ENGAGE•  Conversation and •  Identify the right teams, sentiment analysis stakeholders and • Identify social listening and • Create plan for employee • Launch programs, events employees social CRM software training and campaigns•  Surveys, polls and stakeholder interviews • Establish a social media • Process and collaboration • Manage internal •  Establish roles & collaboration and listening center design responsibilities communication projects•  Data mining from internal • Determine internal & • Crisis coms and customers communities •  Achieve buy-in from senior external topics support escalation tree • Expand teams and channels•  Intelligence gathering leadership globally •  Establish a measurement frameworkExamples of Organizational Structures Decentralized Centralized Hub and Spoke Multiple Holistic 11 Organization structure models from Altimeter Group
    • STEP 4: TAKING A LONG TERM VIEW OFSOCIAL BUSINESS PLANNINGEstablish short term wins; learn, iterate and build on what is working. CRAWL WALK RUN FLY POLICY, PROCESS PROPERTY ECOSYSTEM SOCIAL INNOVATION + PROCEDURE MANAGEMENT ENGAGEMENT + INTEGRATION •  Steering committee identified •  Social enterprise architecture •  Partners coordinated and •  Systems integrated on •  Governance models in place constructed connected to internal lead back end •  Internal network deployed •  Rules of engagement •  Social CMS tools and internal •  Employees, partners and circulated staffing formalized customers connected •  Listening tools and process in place •  Early adopter training •  Regional additions to steering •  Culture of organization initiated committee more adaptable •  KPI/measurement framework established •  Monitoring/analytics inform •  Training rolled out across •  People, processes and policy, process and content organization platform maturity well- •  Policy established •  Community management established •  Center of excellence identified plan activated AD HOC SOCIAL MEDIA TACTICS THE BUSINESS ITSELF IS SOCIAL 12
    • Michael BritoSVP, Social BusinessEdelman DigitalMichael.Brito@edelman.com415-871-5165@Britopian 13