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Social Brand to Social Business for NCMPR Conference
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Social Brand to Social Business for NCMPR Conference

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    Social Brand to Social Business for NCMPR Conference Social Brand to Social Business for NCMPR Conference Presentation Transcript

    • FROM SOCIAL BRAND TO SOCIAL BUSINESS
      A PLAYBOOK FOR SOCIAL MEDIA IN YOUR ORGANIZATION
      MITCH GERMANN| VICE PRESIDENT
      EDELMAN DIGITAL, SEATTLE | @MCG5 ON TWITTER
    • MY PERSPECTIVE
      • The high-profile nature of sports teams puts communications under a constant microscope and makes Social Business planning critical for success
      @MCG5 ON TWITTER
    • THE EVOLUTION OF SOCIAL BUSINESS
      2008 to present
      THE EVOLUTION OF SOCIAL BUSINESS
      SOCIAL BUSINESS
      2003 to present
      SOCIAL BRAND
      1995 to present
      SOCIAL CUSTOMER
      • Technology Innovation gives customers a voice
      • They are Influential
      • Amplified voice 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
      @MCG5 ON TWITTER
    • HOW DOES THE SOCIAL CUSTOMER BEHAVE?
      • 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)
      @MCG5 ON TWITTER
    • THE SOCIAL CUSTOMER AND BRAND EXPERIENCE
      The Informed
      (e.g. research products online)
      Brand Discovery:
      Google Search, Word of Mouth
      The Participant
      (e.g. participate in a brand experience)
      The Opinion Sharer
      (e.g. post review)
      Brand Participation:
      Fanning, following, liking
      Brand Sharing:
      Easy, habitual, publishing
      The Advocate
      (e.g. encourage friends to purchase)
      Brand Advocacy:
      Creating content, sharing, defending
      @MCG5 ON TWITTER
    • THE NEW PURCHASE FUNNEL
      • A brand should build relationships with the social customer in 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
      @MCG5 ON TWITTER
    • DEFINING A SOCIAL BRAND

      A social brand is any company, product, individual, politician, etc., that uses social technologies in order to communicate with the social customer, their partners and constituencies or the general public.
      @MCG5 ON TWITTER
    • CHAOS EXISTS IN THE ORGANIZATION TODAY
      TWEETS
      BLOG POSTS
      FACEBOOK UPDATES
      THERE IS CERTAIN BEHAVIOR AND TYPES OF TWEETS AND FACEBOOK UPDATES THAT MAY PUT YOUR COMPANY IN JEOPARDY AND GET YOU FIRED TOO!
      LEAKING CONFIDENTIAL INFORMATION
      RACISM
      HATE SPEECH
      BASHING
      COMPETITORS
      TALKING
      SMACK
      ABOUT THE BOSS
      @MCG5 ON TWITTER
    • CONFUSION OF ROLES & RESPONSIBILITIES, CONFLICT
      I have been on the marketing team for 4 years now and WE OWN the Facebook page!
      DO YOU UNDERSTAND?
      I just wanted to post our press release….
    • ORGANIZATIONS NOW FOCUSING ON INTERNAL CHANGE
      • The social brand has caused chaos and organizational anarchy in many companies today
      • Employees are running wild on the internet with little to no guidance, direction or governance
      • Different geographies and business units are creating social communities externally and not sharing or communicating internally
      @MCG5 ON TWITTER
    • SOCIAL BUSINESS DEFINED

      A social business is any organization that has integrated and operationalized social media within every job function (and process) internally.
      @MCG5 ON TWITTER
    • UNDERSTANDING THE DIFFERENCE
      @MCG5 ON TWITTER
    • COMMON ORGANIZATIONAL MODELS - CENTRALIZED
      • In a centralized organizational model, the “social media” job function is usually owned by corporate communications
      • Little to no collaboration between corporate communications and other marketing organizations and business units
      • Organizational silos dominate
      • No social media policies that empower employees to engage externally
      @MCG5 ON TWITTER
    • COMMON ORGANIZATIONAL MODELS - DECENTRALIZED
      • In a decentralized organizational model, the “social media” job function is scattered – everyone is doing it
      • Many decentralized organizations are a natural result of silos
      • Little tono collaboration or best practice sharing is happening
      • Loose social media policies exist but rarely enforced
      • Confusion about roles and responsibilities and conflict about “who owns” social media
      @MCG5 ON TWITTER
    • USHERING IN SOCIAL BUSINESS
      • A social business is built upon three pillars – people, process and technology
      • Change management and culture change is essential in order for genuine social business transformation to occur
      • Organizations cannot have effective external conversations with customers unless they can have effective, internal conversations with each other first
      @MCG5 ON TWITTER
    • FULLY COLLABORATIVE SOCIAL BUSINESS MODEL
      • A governing body, usually a “Center of Excellence” exists that is responsible for governance and strategic insights
      • Responsible for sharing best practices and technology recommendations with regions and other business units
      • Geographies and business units will execute external social media programs
      @MCG5 ON TWITTER
    • FROM CHAOS TO GOVERNANCE
      GOVERNANCE MODEL
      @MCG5 ON TWITTER
    • CREATE A PARTICIPATORY LEARNING ORGANIZATION
      Training Curriculum
      • Advanced tactics of Community Engagement and Management
      • Leveraging search to create social content for blogs
      • Metrics deep dive – understanding metrics and making data driven decisions
      • Advanced training on social tools and technologies like Radian6, Meltwater Buzz, Sprinklr, Shoutlet, CoTweet, and other publishing/listening platforms
      • Train the trainer
      Training Curriculum
      FROM MINIMAL PARTICIPATION TO COMPLETE OWNERSHIP
      • Basics of Community Engagement
      • Listening & Monitoring Tools and Apps
      • Intended Uses of Social Media
      • Engagement Model &Escalation Process
      • Metrics Overview
      Training Curriculum
      • Basics of Social Media
      • Overview of owned media channels to include enterprise communities, blogs, Facebook and Twitter accounts
      • Policies & Guidelines
      WHITE BELT
      Awareness & Engagement
      BLUE BELTFluency & Participation
      BLACK BELT
      Expertise & Ownership
      Organizational Expectations
      Organizational Expectations
      Organizational Expectations
      • Research & monitoring
      • Listening to owned media channels
      • Escalate conversations to others
      • Frequent tweeting and retweeting; responding to comments on/off of enterprise owned media channels
      • Responding to customer support issues and escalating to appropriate channels
      • Basic community management
      • Frequent blogging, tweeting and responding to comments on/off of enterprise owned media channels
      • Solving customer support issues on and off enterprise owned media channels
      • Mentoring and training white and blue belts; team brown bags
      • Speaking at conferences
      • Participate in and attend bi-weekly social media integrations forums
      @MCG5 ON TWITTER
    • ACTIVATING EMPLOYEES TO ENGAGE
      Content Creators
      Conversationalist
      Participant
      @MCG5 ON TWITTER
    • DEVELOPING DIGITAL CONVERSATION GUIDES
      A conversation guide will help ensure consistency with messaging and include the following:
      • Sample Tweets
      • Sample Facebook Status Updates
      • Ideas for Blog Posts
      • Checklists (Best Practices) for Twitter/Facebook usage
      • Links to product assets on corporate website such as specs, product demos, videos
      • Hashtags for various products and the brand
      • Calls to action to follow product specific Twitter accounts and to “Like” Facebook pages
      @MCG5 ON TWITTER
    • ESTABLISHING A CONTENT LIBRARY
      Aggregating all branded content and making it very easy for employees to share it within their social graph
      @MCG5 ON TWITTER
    • ALIGNMENT = BUSINESS RESULTS
      Programs
      Community ManagementMarketingCustomer ServiceCommunicationsEventsCampaignsAdvocacy
      Crisis
      SOCIAL BRAND (External)
      SOCIAL BUSINESS (Internal)
      MEASURABLE OUTCOMES
      Training
      ProcessCollaborationOrganization Models
      Research & DevelopmentPolicies & GuidelinesKnowledge SharingCulture
      Infographic by @armano
      @MCG5 ON TWITTER
      Infrastructure
    • MEASURING SUCCESS
      @MCG5 ON TWITTER
    • 15 INDICATORS OF SOCIAL BUSINESS TRANSFORMATION
      Organizational leadership mandating that internal teams collaborate across functional business units, geographies, product teams and channel partners
      CEO and/or executive teams using social technologies to communicate externally and encouraging employees to do the same
      Social Media “Center of Excellence” teams and Social Organization Models forming
      Global/functional teams sharing best practices frequently; organizational silos die
      Social behaviors become engrained in the everyday fabric of employees’ workflow
      Social business becomes a consistent line item in marketing, operations and IT budgets
      Human Resources adds “social media” in job descriptions and employees are held accountable to participate
      People
      @MCG5 ON TWITTER
    • 15 INDICATORS OF SOCIAL BUSINESS TRANSFORMATION
      Governance models created, published and shared across the organization i.e. process for new employees to be trained to be social media practitioners, escalation processes, etc.
      Social Media Policies and guidelines co-created by senior management and employees
      Consistent social media measurement framework agreed upon and used to measure both internal and external social initiatives
      Workflows created that collect external customer feedback and filtered back to the product organizations
      Process
      @MCG5 ON TWITTER
    • 15 INDICATORS OF SOCIAL BUSINESS TRANSFORMATION
      Internal communities and collaboration systems deployed and being used across functional business units – sales, marketing, customer support, supply chain management
      Collaboration happens within internal communities more so than in email or conference calls
      Social CRM capabilities, applications and systems become a priority in management and deployment
      IT loosens up firewall restrictions (bandwidth, IP blocking) of social media usage from behind the firewall
      Technology
      @MCG5 ON TWITTER
    • THE SOCIAL BUSINESS CHANGE AGENT
      @MCG5 ON TWITTER
    • THANK YOU!
      Mitch Germann
      Vice President
      Edelman Digital, Seattle
      mitchell.germann@edelman.com
      @MCG5
      @MCG5 ON TWITTER