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FROM SOCIAL BRAND TO SOCIAL BUSINESS<br />A PLAYBOOK FOR SOCIAL MEDIA IN YOUR ORGANIZATION<br />MITCH GERMANN| VICE PRESID...
MY PERSPECTIVE<br /><ul><li>The high-profile nature of sports teams puts communications under a constant microscope and ma...
THE EVOLUTION OF SOCIAL BUSINESS<br />2008 to present<br />THE EVOLUTION OF SOCIAL BUSINESS<br />SOCIAL  BUSINESS<br />200...
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</li></ul>@MCG5 ON TWITTER<br />
HOW DOES THE SOCIAL CUSTOMER BEHAVE?<br /><ul><li>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)</li></ul>@MCG5 ON TWITTER<...
THE SOCIAL CUSTOMER AND BRAND EXPERIENCE<br />The Informed<br />(e.g. research products online)<br />Brand Discovery:<br /...
THE NEW PURCHASE FUNNEL<br /><ul><li>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</li></ul>@MCG5 ON...
DEFINING A SOCIAL BRAND<br />“<br />A social brand is any company, product, individual, politician, etc., that uses social...
CHAOS EXISTS IN THE ORGANIZATION TODAY<br />TWEETS<br />BLOG POSTS<br />FACEBOOK UPDATES<br />THERE IS CERTAIN BEHAVIOR AN...
CONFUSION OF ROLES & RESPONSIBILITIES, CONFLICT<br />I have been on the marketing team for 4 years now and WE OWN the Face...
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Social Brand to Social Business for NCMPR Conference

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Transcript of "Social Brand to Social Business for NCMPR Conference"

  1. 1. FROM SOCIAL BRAND TO SOCIAL BUSINESS<br />A PLAYBOOK FOR SOCIAL MEDIA IN YOUR ORGANIZATION<br />MITCH GERMANN| VICE PRESIDENT<br />EDELMAN DIGITAL, SEATTLE | @MCG5 ON TWITTER<br />
  2. 2. MY PERSPECTIVE<br /><ul><li>The high-profile nature of sports teams puts communications under a constant microscope and makes Social Business planning critical for success</li></ul>@MCG5 ON TWITTER<br />
  3. 3. THE EVOLUTION OF SOCIAL BUSINESS<br />2008 to present<br />THE EVOLUTION OF SOCIAL BUSINESS<br />SOCIAL BUSINESS<br />2003 to present<br /> SOCIAL BRAND<br />1995 to present<br /> SOCIAL CUSTOMER<br /><ul><li>Technology Innovation gives customers a voice
  4. 4. They are Influential
  5. 5. Amplified voice across the social web
  6. 6. Google indexing critical conversations about companies
  7. 7. Social Customers are trusted amongst their peers as influence grows
  8. 8. Companies and brands join Twitter, Facebook and create corporate blogs
  9. 9. Engage with the social customer in various channels
  10. 10. Social Media teams are forming slowly
  11. 11. Small budgets are allocated on a project basis to social media engagement and community building
  12. 12. Organizations begin humanizing business operations
  13. 13. Organizational models are formed to include social media
  14. 14. Organizational silos are torn down between internal teams
  15. 15. Governance models and social media policies are created
  16. 16. Social becomes an essential attribute of organizational culture</li></ul>@MCG5 ON TWITTER<br />
  17. 17. HOW DOES THE SOCIAL CUSTOMER BEHAVE?<br /><ul><li>The customer journey is dynamic; and always changes
  18. 18. Brands need to have multiple customer touch points to break through the clutter
  19. 19. Customers need to hear things 3 – 5 times before the actually believe (Edelman Trust Barometer)</li></ul>@MCG5 ON TWITTER<br />
  20. 20. THE SOCIAL CUSTOMER AND BRAND EXPERIENCE<br />The Informed<br />(e.g. research products online)<br />Brand Discovery:<br />Google Search, Word of Mouth<br />The Participant<br />(e.g. participate in a brand experience)<br />The Opinion Sharer<br />(e.g. post review)<br />Brand Participation:<br />Fanning, following, liking<br />Brand Sharing:<br />Easy, habitual, publishing<br />The Advocate <br />(e.g. encourage friends to purchase)<br />Brand Advocacy:<br />Creating content, sharing, defending<br />@MCG5 ON TWITTER<br />
  21. 21. THE NEW PURCHASE FUNNEL<br /><ul><li>A brand should build relationships with the social customer in order to drive advocacy
  22. 22. Advocates talk about the brand, even when the brand isn’t listening
  23. 23. Advocates are trusted among their peers and within their micro communities
  24. 24. Advocates are aiding and influencing others down the purchase funnel
  25. 25. The reach of one advocate is minimal; as an aggregate, the total reach can make a strong business impact</li></ul>@MCG5 ON TWITTER<br />
  26. 26. DEFINING A SOCIAL BRAND<br />“<br />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. <br />@MCG5 ON TWITTER<br />
  27. 27. CHAOS EXISTS IN THE ORGANIZATION TODAY<br />TWEETS<br />BLOG POSTS<br />FACEBOOK UPDATES<br />THERE IS CERTAIN BEHAVIOR AND TYPES OF TWEETS AND FACEBOOK UPDATES THAT MAY PUT YOUR COMPANY IN JEOPARDY AND GET YOU FIRED TOO!<br />LEAKING CONFIDENTIAL INFORMATION<br />RACISM<br />HATE SPEECH<br />BASHING <br />COMPETITORS<br />TALKING <br />SMACK <br />ABOUT THE BOSS<br />@MCG5 ON TWITTER<br />
  28. 28. CONFUSION OF ROLES & RESPONSIBILITIES, CONFLICT<br />I have been on the marketing team for 4 years now and WE OWN the Facebook page! <br />DO YOU UNDERSTAND?<br />I just wanted to post our press release….<br />
  29. 29. ORGANIZATIONS NOW FOCUSING ON INTERNAL CHANGE<br /><ul><li>The social brand has caused chaos and organizational anarchy in many companies today
  30. 30. Employees are running wild on the internet with little to no guidance, direction or governance
  31. 31. Different geographies and business units are creating social communities externally and not sharing or communicating internally </li></ul>@MCG5 ON TWITTER<br />
  32. 32. SOCIAL BUSINESS DEFINED<br />“<br />A social business is any organization that has integrated and operationalized social media within every job function (and process) internally.<br />@MCG5 ON TWITTER<br />
  33. 33. UNDERSTANDING THE DIFFERENCE<br />@MCG5 ON TWITTER<br />
  34. 34. COMMON ORGANIZATIONAL MODELS - CENTRALIZED<br /><ul><li>In a centralized organizational model, the “social media” job function is usually owned by corporate communications
  35. 35. Little to no collaboration between corporate communications and other marketing organizations and business units
  36. 36. Organizational silos dominate
  37. 37. No social media policies that empower employees to engage externally </li></ul>@MCG5 ON TWITTER<br />
  38. 38. COMMON ORGANIZATIONAL MODELS - DECENTRALIZED<br /><ul><li>In a decentralized organizational model, the “social media” job function is scattered – everyone is doing it
  39. 39. Many decentralized organizations are a natural result of silos
  40. 40. Little tono collaboration or best practice sharing is happening
  41. 41. Loose social media policies exist but rarely enforced
  42. 42. Confusion about roles and responsibilities and conflict about “who owns” social media </li></ul>@MCG5 ON TWITTER<br />
  43. 43. USHERING IN SOCIAL BUSINESS<br /><ul><li>A social business is built upon three pillars – people, process and technology
  44. 44. Change management and culture change is essential in order for genuine social business transformation to occur
  45. 45. Organizations cannot have effective external conversations with customers unless they can have effective, internal conversations with each other first</li></ul>@MCG5 ON TWITTER<br />
  46. 46. FULLY COLLABORATIVE SOCIAL BUSINESS MODEL<br /><ul><li>A governing body, usually a “Center of Excellence” exists that is responsible for governance and strategic insights
  47. 47. Responsible for sharing best practices and technology recommendations with regions and other business units
  48. 48. Geographies and business units will execute external social media programs</li></ul>@MCG5 ON TWITTER<br />
  49. 49. FROM CHAOS TO GOVERNANCE<br />GOVERNANCE MODEL<br />@MCG5 ON TWITTER<br />
  50. 50. CREATE A PARTICIPATORY LEARNING ORGANIZATION<br />Training Curriculum<br /><ul><li>Advanced tactics of Community Engagement and Management
  51. 51. Leveraging search to create social content for blogs
  52. 52. Metrics deep dive – understanding metrics and making data driven decisions
  53. 53. Advanced training on social tools and technologies like Radian6, Meltwater Buzz, Sprinklr, Shoutlet, CoTweet, and other publishing/listening platforms
  54. 54. Train the trainer</li></ul>Training Curriculum<br />FROM MINIMAL PARTICIPATION TO COMPLETE OWNERSHIP<br /><ul><li>Basics of Community Engagement
  55. 55. Listening & Monitoring Tools and Apps
  56. 56. Intended Uses of Social Media
  57. 57. Engagement Model &Escalation Process
  58. 58. Metrics Overview</li></ul>Training Curriculum<br /><ul><li>Basics of Social Media
  59. 59. Overview of owned media channels to include enterprise communities, blogs, Facebook and Twitter accounts
  60. 60. Policies & Guidelines</li></ul>WHITE BELT<br />Awareness & Engagement<br />BLUE BELTFluency & Participation<br />BLACK BELT<br />Expertise & Ownership<br />Organizational Expectations<br />Organizational Expectations<br />Organizational Expectations<br /><ul><li>Research & monitoring
  61. 61. Listening to owned media channels
  62. 62. Escalate conversations to others
  63. 63. Frequent tweeting and retweeting; responding to comments on/off of enterprise owned media channels
  64. 64. Responding to customer support issues and escalating to appropriate channels
  65. 65. Basic community management
  66. 66. Frequent blogging, tweeting and responding to comments on/off of enterprise owned media channels
  67. 67. Solving customer support issues on and off enterprise owned media channels
  68. 68. Mentoring and training white and blue belts; team brown bags
  69. 69. Speaking at conferences
  70. 70. Participate in and attend bi-weekly social media integrations forums</li></ul>@MCG5 ON TWITTER<br />
  71. 71. ACTIVATING EMPLOYEES TO ENGAGE<br />Content Creators<br />Conversationalist<br />Participant<br />@MCG5 ON TWITTER<br />
  72. 72. DEVELOPING DIGITAL CONVERSATION GUIDES<br />A conversation guide will help ensure consistency with messaging and include the following:<br /><ul><li>Sample Tweets
  73. 73. Sample Facebook Status Updates
  74. 74. Ideas for Blog Posts
  75. 75. Checklists (Best Practices) for Twitter/Facebook usage
  76. 76. Links to product assets on corporate website such as specs, product demos, videos
  77. 77. Hashtags for various products and the brand
  78. 78. Calls to action to follow product specific Twitter accounts and to “Like” Facebook pages</li></ul>@MCG5 ON TWITTER<br />
  79. 79. ESTABLISHING A CONTENT LIBRARY<br />Aggregating all branded content and making it very easy for employees to share it within their social graph<br />@MCG5 ON TWITTER<br />
  80. 80. ALIGNMENT = BUSINESS RESULTS<br />Programs<br />Community ManagementMarketingCustomer ServiceCommunicationsEventsCampaignsAdvocacy<br />Crisis<br />SOCIAL BRAND (External)<br />SOCIAL BUSINESS (Internal)<br />MEASURABLE OUTCOMES<br />Training<br />ProcessCollaborationOrganization Models<br />Research & DevelopmentPolicies & GuidelinesKnowledge SharingCulture<br />Infographic by @armano<br />@MCG5 ON TWITTER<br />Infrastructure<br />
  81. 81. MEASURING SUCCESS<br />@MCG5 ON TWITTER<br />
  82. 82. 15 INDICATORS OF SOCIAL BUSINESS TRANSFORMATION<br />Organizational leadership mandating that internal teams collaborate across functional business units, geographies, product teams and channel partners<br />CEO and/or executive teams using social technologies to communicate externally and encouraging employees to do the same<br />Social Media “Center of Excellence” teams and Social Organization Models forming <br />Global/functional teams sharing best practices frequently; organizational silos die<br />Social behaviors become engrained in the everyday fabric of employees’ workflow <br />Social business becomes a consistent line item in marketing, operations and IT budgets<br />Human Resources adds “social media” in job descriptions and employees are held accountable to participate<br />People<br />@MCG5 ON TWITTER<br />
  83. 83. 15 INDICATORS OF SOCIAL BUSINESS TRANSFORMATION<br />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.<br />Social Media Policies and guidelines co-created by senior management and employees<br />Consistent social media measurement framework agreed upon and used to measure both internal and external social initiatives<br />Workflows created that collect external customer feedback and filtered back to the product organizations<br />Process<br />@MCG5 ON TWITTER<br />
  84. 84. 15 INDICATORS OF SOCIAL BUSINESS TRANSFORMATION<br />Internal communities and collaboration systems deployed and being used across functional business units – sales, marketing, customer support, supply chain management<br />Collaboration happens within internal communities more so than in email or conference calls<br />Social CRM capabilities, applications and systems become a priority in management and deployment<br />IT loosens up firewall restrictions (bandwidth, IP blocking) of social media usage from behind the firewall<br />Technology<br />@MCG5 ON TWITTER<br />
  85. 85. THE SOCIAL BUSINESS CHANGE AGENT<br />@MCG5 ON TWITTER<br />
  86. 86. THANK YOU!<br />Mitch Germann<br />Vice President<br />Edelman Digital, Seattle<br />mitchell.germann@edelman.com<br />@MCG5<br />@MCG5 ON TWITTER<br />
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