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Social strategy getting your company ready
 

Social strategy getting your company ready

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    Social strategy getting your company ready Social strategy getting your company ready Presentation Transcript

    • 1 Social Strategy: Getting Your Company Ready May 27th, 2010 Jeremiah Owyang Founding Partner
    • Image by Roo Reynolds used with Attribution as directed by Creative Commons http://www.flickr.com/photos/zerega/1366292835 Companies Jump Into Social © 2010 Altimeter Group
    • Image by divemasterking2000 used with Attribution as directed by Creative Commons http://www.flickr.com/photos/divemasterking2000/3827673841 Yet Most Companies Fail to Plan Properly © 2010 Altimeter Group
    • 4 Many companies do not engage with their customers ENGAGEMENTdb ranked the world's most valuable brands based on how they leverage social media to interact with customers. Source: http://www.engagementdb.com © 2010 Altimeter Group
    • 5 Many companies like the idea, but do not fully execute © 2010 Altimeter Group
    • 6 Get Ready Internally First © 2010 Altimeter Group
    • 7 To be successful using social technologies, companies must first prepare and align internal roles, processes, policies and stakeholders with their business objectives. Social business is a profound change that impacts all departments in the organization. © 2010 Altimeter Group
    • 8 Agenda  Getting Your Company Ready • Research • Planning • Resources  Social Readiness Checklist and Scorecard  Questions © 2010 Altimeter Group
    • 9 Getting Your Company Ready © 2010 Altimeter Group
    • 10 Research © 2010 Altimeter Group
    • 11 Customer profile Demographics Psychographics e.g. Where are moms e.g. Who are moms online? influenced by? Source: “Digital Mom,” RazorFish and CafeMom, 2009 © 2010 Altimeter Group
    • 12 Socialgraphics 1. Where are your customers online? 2. What are your customers’social behaviors online? 3. What social information or people do your customers rely on? 4. What is your customers’social influence? Who trusts them? 5. How do your customers use social technologies in the context of your products. © 2010 Altimeter Group
    • 13 Engagement Pyramid Map out how your Curating customers social behaviors online in order to determine what technologies to deploy. Producing Commenting Sharing Watching © 2010 Altimeter Group
    • 14 Community pain points Communispace customer communities allow marketers to gain insights from their own customers Source: Communispace © 2010 Altimeter Group
    • 15 Brand Monitoring Firms Offer Ability to Listen © 2010 Altimeter Group
    • 16 Market analysis Companies should constantly measure what competitors are doing in the social space. Here are some examples in the hotel industry that can be added to a chart of industry assets. © 2010 Altimeter Group
    • 17 Current social audit  What is your company currently doing in the social space? What are employees doing? Product team, field, and support?  Identify internal experts by hosting brown bag lunches where anyone can share what they are doing in the social space.  Tip: Don’t relegate social media to Gen Y just because they use it for personal use. © 2010 Altimeter Group
    • Processes © 2010 Altimeter Group
    • 19 Crisis response plan © 2010 Altimeter Group
    • 20 Social media triage Take reasonable action to fix issue and let customer know action taken Positive Negative Yes Yes No Assess the Does customer Do you want Evaluate the need/deserve more to respond? message purpose info? No Yes Unhappy Yes Are the facts No Gently correct the Response Customer? correct? facts No Yes Can you No Dedicated Yes Are the facts No add value? Complainer? correct? No Yes Is the Explain what is being Respond in Thank the Comedian Yes problem done to correct the kind & share person Want-to-Be? being fixed? issue. No Yes Let post stand and monitor. © 2010 Altimeter Group
    • Organizational Models © 2010 Altimeter Group
    • 22 Centralized  One department controls all efforts  Consistent  May not be as authentic  e.g. Ford © 2010 Altimeter Group
    • 23 Organic  Organic growth  Authentic  Experimental  Not coordinated  e.g. Sun © 2010 Altimeter Group
    • 24 Coordinated  One hub sets rules, best practices, procedures  Business units undertake own efforts  Spreads widely around the org  Takes time  e.g. Red Cross © 2010 Altimeter Group
    • 25 Multiple hub and spoke or “Dandelion”  Similar to Coordinated but across multiple brands and units  e.g. HP © 2010 Altimeter Group
    • 26 Holistic or “Honeycomb”  Each employee is empowered  Unlike Organic, employees are organized.  e.g. Dell, Zappos © 2010 Altimeter Group
    • Policies © 2010 Altimeter Group
    • 28 Disclosure/ethics policy From Walmart Elevenmom’s disclosure policy: “Participation in the Walmart Elevenmoms program is voluntary. Participants in the program are required to clearly disclose their relationship with Walmart as well as any compensation received, including travel opportunities, expenses or products. In the event that products are received for review, participants may keep or dispose of product at their discretion. © 2010 Altimeter Group
    • 29 Social media policy Intel updates it’s Social Media policy regularly (last in March 2010) and offers tips and pragmatic rules of engagement such as “Be transparent,” “Be judicious,” and “Write what you know.” © 2010 Altimeter Group
    • 30 Community policy SeaWorld sets boundaries on its blog for readers. For example, Seaworld asks for favorite park experiences and tips, and will not post “foul or offensive language.” © 2010 Altimeter Group
    • 31 Internal education Host brown bags, invite external speakers to talk, and promote memberships in organizations like Social Media Club or Social Media Business Council, as seen here. Internal training is important to organizational change. © 2010 Altimeter Group
    • 32 Communication and collaboration Sites like Yammer, Socialtext and Socialcast offer lightweight ways for staff to share insights and best practices internally. Telligent is a more robust enterprise- level tool. © 2010 Altimeter Group
    • 33 Resources © 2010 Altimeter Group
    • 34 Key roles  Social strategist*: • Responsible for the overall program, including ROI. • There may be multiple strategists at each spoke.  Community manager: • Customer facing role trusted by customers. • Companies may have dozens of community managers. *Look out for our research paper on the role of the Social Strategist later this year. © 2010 Altimeter Group
    • 35 Agencies  Test to see that they focus on relationships, not campaigns.  Ask when they failed at social media – and what they learned. • Hire only agencies with “scar tissue.”  Leverage agencies and have them train you in all things social. • Enable fast, concerted entry into the market.  Be wary of agencies wanting to craft your strategy – only you can do that. © 2010 Altimeter Group
    • 36 Customer advocates © 2010 Altimeter Group
    • 37 Stakeholders  Executives: • Approval to move forward, budget, allocate resources  Communications: • What new skills will they need to learn and unlearn?  Employees: • How will they be educated, armed, and supported?  Legal: • Protect employees and corporation by co-creating policies and guidelines © 2010 Altimeter Group
    • 38 Reporting Web analytics Community analytics © 2010 Altimeter Group
    • 39 Thank you Jeremiah Owyang jeremiah@altimetergroup.com web-strategist.com/blog Twitter: jowyang © 2010 Altimeter Group
    • 40 About Us Altimeter Group is a Silicon Valley-based strategy research and consulting firm that provides companies with a pragmatic approach to disruptive technologies. We have four areas of focus: Leadership and Management, Customer Strategy, Enterprise Strategy, and Innovation and Design. Visit us at http://www.altimetergroup.com or contact info@altimetergroup.com. © 2010 Altimeter Group