Social Media Platforms. For social business activities that must connect with the world at large, these represent all the many social networks and communities that exist, from Facebook and Twitter down to the most obscure vertical or industry-specific community site.External Social Business Services. These are the services that the company has deliberately crafted to engage the world. This can be community-powered solutions made from scratch or services such as social media marketing or crowdsourcing that taps into existing communities. These can include social product development, social marketing, Social CRM, B2B communities, and an endless variety of other social business services over time.Service Delivery. While mobile-first is something that I’m now starting to see as a strategy from large company CIOs, the Web is still the biggest market though that will change in the next year. A large percentage of social business solutions will require a native mobile app going forward as well as distribution through a consumer or enterprise app store. There are now even social app stores from major vendors. Cloud delivery is increasingly the preference for most new vendor-provided (non-internally developed) social business solutions. Consumerization is having aprofound impact on how applications of all kinds are developed, acquired, and used today and this is transforming service delivery of social business as well.Social Foundation. An effective social business has a set of consistent identities for its workers across all social apps as well as powerful and effective discovery and search mechanisms that are fully federated and take a look at the entire link ecosystem of the organization. That social apps produce linked data that can be accessed by search engines, other apps (social or otherwise) has been validated as one of the most important aspects of social architecture. This is so vital I will be devoting an upcoming research effort on this. However, I find that there is often very poor emphasis on creating a healthy social data ecosystem so it’s emphasized on this view. The bottom line: Much of the longer-term ROI comes from keeping social data open, analyzable, and discoverable over time. Finally, a potent listening, analytics, and social business intelligence capability (within and outside the business) has become an essential capability to create, typically located inside the social business unit or center of excellence (CoE.)Systems of Engagement. These are the primary social environments within the organization, as well as departmental social apps. These typical include a social intranet, an enterprise social network or ESN (Jive, Connections, SharePoint + Newsgator are the most common), unified communications platform (with support for social media), and even e-mail, which is very common and convenient on-ramp, off-ramp for social notifications and related activities, though it must be integrated with care. Social apps are often connected with the ESN’s activity stream and is a primary integration point with systems of record. The OpenSocial standard continues to show promise along with feeds and open APIs to bridge the engagement world with the transaction world as part of a well-organized yet lightweight integration effort.Systems of Record. Long the bastion and core competency of IT departments, systems of record are now being reconciled with the engagement world. Connecting vital supply chain, ERP, human resources, and customer relationship management systems with the unstructured work in the organization is essential and has been a major realization in the Enterprise 2.0 community over the last year. Social business must be connected to the lifeblood of data and transactions in the company to improve collaboration, reduce data duplication and inaccuracy, and to use social as the connective tissue for real, on-the-ground work.
The Amaté platform
May 27th 2015
- Preliminary Draft -
II. Social Business
III. The Experience
IV. Case Studies
"Experience is knowledge,
everything else is information"
-- Albert Einstein
• Service economy – value comes
from services embedded in the
• Pine and Gilmore argued that
differentiation today comes from
• Starbucks, Michelin, Hermès,
• Companies provide “stages”,
managers are “actors”, customers
are active “spectators”
• Alvin Toffler in Future Shock (1971)
talked about the “experiential
• Four phases – agrarian, industrial,
service an now experience
• Examples of Walt Disney, AOL,
• Tranformational “Memory” itself
becomes the product — the
Pine and Gilmore
Where does value come from - mass production, personalization, activities,
Pine and Gilmore
Blind trust "Seeing is believing"
Trustworthiness Personal or product based
Contextual trust What works in a special
Referred trust Relying on the opinions of
those we admire
Vanessa Hall - The Truth About Trust in Business
Thousands of « friends »
partners in the co-creation of value?
• “Social CRM is a business strategy
designed to engage the customer
in a collaborative conversation in
order to provide mutually
beneficial value in a trusted &
transparent business environment.
• It's the company's response to the
customer's ownership of the
• How would you define "social business"?
• Which functions of the company are
impacted by social business?
• The article argues that technology does not
change the value of social interactions. With
what "currency" do we measure social
• Which four categories of technology are
associated with social business? Give an
example of each.
• How would a "social chief financial officer"
contribute to our understanding of finance?
C’est quoi le social CRM ?
The Business of Social Business
• The three most important factors that
influence consumer behavior are :
• personal experience (98%)
• company’s reputation or brand (92%)
• recommendations from friends and
• 41% of customers believe that
companies should use social media
tools to solicit feedback (Cone
Business in Social Media Study, 2008)
• 43% of consumers say that companies
should use social networks to address
• Only 7% of organizations understand
the CRM value of social media,
according to the Brand Science
Institute, European Perspective,
August 2010 Jacob Morgan
• Social CRM is a business strategy
rather than technology, tools or
• Social CRM is all about
engagement – drawing customers
into the organization.
• Social CRM enhances rather than
replaces “traditional” CRM
• It’s by defintion customer centric -
the ultimate goal of Social CRM is
building trust and the brand
Harish Kotadia, Ph.D..
The Happy End
Challenges Skills Roadmap
• A story begins with
problems are we trying
•Transform a conflict
• Why does this situation
•What knowledge and
skills are missing?
• Who are the heros of
• How does changing
the roles move this story
•Is it a question of
people, process or
•What is the next step?
• Disti Engagement
• Disti PAM
• SMB Engagement
Sources ? Results ? Metrics ?
Where does this story start?
• Where does value
•Do your sponsors
believe in people ,
process or technology?
•This is your value lever
• Where are they
looking for proof of
•With individuals, with
teams or with
•This is where you need
• How do they qualify
•This is your happy end
The Business Value
• Profitability: Profitability measures the added value of an organization in
comparing the cost of its resources with that of the products and/or services.
• Utilization: Utilization focuses on the extent to which company resources
are employed at any given time.
• Quality: Quality has been defined variously as ‘conformance to standards”
as well as ‘client satisfaction’
• Innovation: Innovation can be understood in the context of an
organization’s ability to react to real or perceived changes in the market or in
• Passion: Passion represents the affective response of people to their work
• Effectiveness: Effectiveness can be viewed as an output-input ratio that
addresses the question of “doing the right things” to meet customer needs
• Customers are not listening to
what you have to say
• Customers know more about your
business than you do
• Customers create their own
• Customer interactions are complex
• Customer communities are where
the knowledge is.
•Understand the concept of an
•Deploy the internal, external, and
hybrid communities to close the
•Design end-to-end processes while
ensuring that there are feedback
•Analyze the feedback collected,
create actionable insights,
implement the necessary changes.
The Conversation Prism v2.0
• You are at the center of the prism
• The first layer of circles displays the
activity of learning and organizing
• The second ring maps specific
authorities within an organization to
provide a competent and helpful
• The third ring represents the
continual rotation of listening,
responding, and learning online and
in the real world.
• It’s not a question of channels
but of capturing conversations
• Gartner sees SCRM is a
$1B extension of the CRM
• Jive and Lithium are seen as
• Oracle CRM and Salesforce
are niche players
• The importance of hosted
• The future of social analytics
• Planning – “Listen to Learn”
• Presence – “Stake Our Claim”
• Engagement – “Dialog
• Formalized – “Organize for
• Strategic – “Becoming a Social
• Converged – “Business is
“The Evolution of Social Business: Six Stages of
Social Media Transformation.”
• KLM has sought to differentiate
itself by offering a superior
• Strategy of “Circle of Contacts” to
make its customer relationships as
intimate as possible
• Facebook + Twitter = KLM
Surprises and Fly2Miami
• Staff of 16, 230 000+ fans, wide
• Finnish maker of fine cutting tools
• Customer communities of crafting
enthusiasts have transformed the way
this 300-year-old company does
• Brings customers into the product
• Fiskars also leverages these groups of
advocates to market to small retailers
• Virtual + Real events – 6000 members
• The Guardian- founded in Manchester
over 150 years ago
• Threat of the Internet – consistently lost
money over the last decade
• The Internet itself serves as a metaphor in
helping consumers make better decisions
• “The real measure of our success is what
the industry can create. Not what we can
Open Platform Case Study
• Moving from design to the store
front in less than three weeks
• Benneton, H&M, Topshop, Wet
• Collaborative design, social CRM,
electronic store fronts
• Fast fashion retailer Wet Seal
used their technology platform to
help their customers create 50 000
garment designs over the past two
• Why are users are failing to complete proposed
• Monitor conversion rate using unique visitors
and click-through rates.
• Landing pages provide the biggest challenge to
• Reduce number of steps to facilitate
• Reduce the number of fields that require user
• Check for leaks: visitors might not be dropping
completely but using other routes.
Cian O' Sullivan
• What aspects of your app are influencing the
mindset of your users?
• Monitor the « stickiness » of your message
through number of visits, time spent per
visit, citations and redirects.
• What customer challenges/opportunities are
• What skills and knowledge are you targeting?
• How does your application fit into the story
that your customers are trying to tell?
• Why your user base does what it does?
• Tracking time and location to map out
the spaces where "what's going on"
• Context is a means of measuring the
extent to which a vision (product,
service, idea) can be shared
• Social spaces are constructed from a
vision, “actors”, repeatable events, and
• How does your data elucidate user
• Social graphs are the global mapping
of your customer base and how
• Capture and monitor identity, quality
and structure of relationships with
• Emergent behaviors – what new
business opportunities might be