CEO InstituteSocial Media in Business….a meeting of minds
Company Overview KINSHIP digital is a social consultancy that specialises in understanding, developing and protec:ng its clients’ reputa:on, brands, businesses and people in Social Media. 2
Discussion Overview Topics 1 Why this Social Media addic:on -‐ an Australian perspec:ve? 2 Consequences of this Social Media wave for enterprise and execu:ves 3 A strategic view of Social Media within and outside the enterprise 4 Review of Social Media use cases that deliver ROI 3
Why this Social Media addiction - anAustralian perspective? 4
Your, my, our desire… • to be taken seriously. • to ﬁnd my place in the world.• to have something to believe in.• to connect with each other.• to be useful.• to belong. • for more.• for control. • for something to happen.• for love and to be loved. 5
Consequences of this Social Mediawave for enterprise and executives 6
Social Media “Marketing” Has CausedInternal Business ChallengesEMPLOYEES" EXPANDING"Inappropriate use of social media" Social media programs globally"INTERNAL" NON-EXISTENT"Confusion of roles & responsibilities" Governance models & Policies"INCONSISTENT" DISJOINTED"Social media measurement practices" Content & Community PracticesOUTDATED" TECHNOLOGY"Crisis communications models Selection and adoption within the org" @Michae1Green"
A strategic view of Social Media withinand outside the enterprise 16
81% of consumers using social media say its important for businesses to respond to ques:ons and complaints and within a reasonable amount of :me. • Most social customers don’t think of themselves as social customers • Their behavior is dynamic • Conversations sprout everywhere – Twitter, Instagram, Pinterest, Facebook • Social Customers are inﬂuential regardless of how many friends, fans and followers they have@Michae1Green"
The Stakeholder Ecosystem Value CreationModel COLLABORATION COMMUNITY ENGAGEMENT 3 KNOWLEDGE SHARING 2 CUSTOMER/SALES SUPPORT SOCIAL ENABLEMENT CUSTOMER SATISFACTION SOCIAL BRAND OPERATIONAL EXCELLENCE INTERNAL THE SOCIAL BUSINESS EXTERNAL (employees) (customers, partners, media) PROCESS IMPROVEMENT SALES/REVENUE 4 PRODUCT INNOVATION 1 CUSTOMER ADVOCACY EMPLOYEE ADVOCACY PRODUCT FEEDBACK
Understanding The Social Brand Versus Social Business Programs Community Management Marketing Customer Service Communications Events Campaigns Advocacy Crisis SOCIAL BRAND SOCIAL RESULTS (External) BUSINESS(Internal) Training Process Collaboration Organization Models Research & Development Policies & Guidelines Knowledge Sharing Culture Infrastructure @Michae1Green" Source: David Armarno
So then what is a Social Business? • focuses on internal communications - so that the organisation is in step with it customers, markets, shareholders and so on.• is all about engagement with employees - so that employees are better connected with their customers.• should be owned by the entire organisation - collaboration leads to better and more inclusive decision making• is measured by organisational change - and how processes such as marketing campaign launches are better thought out.• Most investments in social business initiatives revolve around internal communities, social technologies, and training.• ...and most importantly the change, measurement, culture and focus of the Social Business objectives are owned by the executive management within an organisation. 21
Review of Social Media use cases thatdeliver ROI 22
Social Business Affects More Than Just Marketing Deeper levels of engagement with the social customer through COMMUNICATIONS consistent and relevant content; ability to scale opera:ons globally. CUSTOMER SERVICE The ability to solve customer problems quickly and eﬃciently. Increased collabora:on between sales professionals in the SALES industry; robust social CRM pla^orm and analy:cs PRODUCT DEVELOPMENT Product and process innova:on using the collec:ve intellect of the community HUMAN RESOURCES Staﬃng & recrui:ng, employee engagement and empowerment Bring products to market faster through increased collabora:on SUPPLY CHAIN with partners in the supply chain 23
External Use Cases EXECUTE BUSINESS VALUE SOCIAL SOCIAL CUSTOMER DIGITAL MARKETING SALES SERVICE PR & COMMSü Social Marketing ü Sales Insights ü Rapid Social ü Online Reputation Insights Support Response ü Competitive Managementü Rapid Social Intelligence ü Seamless Customer ü Crisis Marketing Experience ü Lead Response Management Response Centre ü Peer-to-Peer ü Proactive PR/ü Social Campaign Crowd-sourced Comms Tracking Supportü Social Event Management @Michae1Green"
Social Maturity Journey1. From reporting to curating and embedding2. From analysis and synthesis to structuring and mining3. From data gathering to engaging and tracking4. From identifying data to mapping people and conversation @Michae1Green"
CEO Implications• Social is about engagement and relationships • Fit social into your business - not the other way around• Social is not a Silo• Social involves your entire Organisation • Engagement cannot be Outsourced • Success requires Engagement without Fear • Social is based on Sharing • Social is Not Ad Hoc • Fish where the ﬁsh are • Social is Measurable YOU MUST BE PREPARED TO TRANSFORM YOUR BUSINESS AT THE SPEED OF CHANGE 28
Social Business requires a NewLeadership Paradigm Media and channels like Twitter and Facebook is just “a thing”; the realSocialchange comes from within us (the think > do > get paradigm) and starts with:• A shift from “I” to “we”• A shift from “what’s in it for me” to “what’s best for the common good”• A shift from being the “best in the world” to the “best for the world” 29
Take control. Succeed. Lead. It’s time to ask more of your Social Media.• Is your Social strategy actively increasing the value of your business? • Is it measureable? Predictable? Responsive? • Do you know exactly what’s working, and what isn’t? • Do you have a clear view of who’s talking about your business, and what’s being said?• Do you have an accurate, comprehensive and up-to-the-minute view of what your competitors are up to? 30
Customer Engagement Process EVALUATE ESTABLISH EXECUTE RESEARCH SOCIAL A STRATEGY & TEAM OPERATIONALISE THE SOCIAL BUSINESS CENTER OF EXCELLENCE LANDSCAPE• Conversation and • Deﬁne strategy (goals, LISTEN PLAN ENGAGE sentiment analysis actions, KPIs) • Identify listening and CRM • Create plan for employee • Launch programs, events• Surveys, polls and • Identify the right teams, software and partner training and campaigns stakeholder interviews stakeholders and emp • Establish a social media • Process and collaboration • Manage internal• Data mining from social • Establish roles & listening center design collaboration and channels responsibilities communication projects • Determine internal & • Crisis coms and customers• Intelligence gathering Market • Achieve buy-in from external topics support escalation tree • Expand teams and & Competitor) senior leadership channels globally• Social Architecture Review • Establish Social Architecture & a • Identify Business Use measurement framework Cases and Benchmarking