Organization models for social media

Speaker Introduction
Axel Schultze is the founder and president of the Social Media Academy. He is an accomplished entrepreneur and experienced executive in the fields of social media, Software as a Service and global alliance management. He is an author, chaired Groups in industry associations and won the SF Entrepreneur Award in 2008.
Axel SchultzePresident
XeeSM.com/AxelS

Elevate your point of view for the next 50 minutes
Get away from the tools, blogs, campaigns and the other noise and elevate your point of view
Take off and have a look at the social media world from outer space.
Get a holistic view, let’s think business, implications and the consequential development.

Let’s start with YOU, ME, all of us
When you select a brand or product
You read blogs
You check forums or online groups
You get some feedback in Twitter or other tools
You ask friends in your social network
When you are “ready to buy” your brand and product decision is pretty much set in stone
Most of us ignore advertising
Most of us dismiss cold calls
Most of us through mail in the waste basket
Most of us have spam filters
Most of us have changed

Now let’s look at our companies
The current way of doing business:
Buy contact lists, do mail shots
From small Google ads to bill boards
Augment lead generation with cold calls
Qualify, engage, try selling …
Compete harder then ever – lower profits than ever
Lead flow dried out
The previous slide indicated: A brand decision is made before a sales process even began.
A huge disconnect between company and market

Why social media IS NOT marketing
Why it appears so: Because marketing is the only budget an average social media “expert” can tap into.
Why it is not:
The most asked question: “Has anybody experience with…”
The second most searched term: “I have problems with…”
Customers want to talk to real people – not to a “campaign”
Customers have something important to say and need somebody to listen
Customers have a voice that an operations manager should be able to hear

Social media is where customers meet customers forexperience, skill development, failure prevention…

Social Media Stories / Cases
Domino Pizza– Video causing disaster
Mattel – Mother’s feedback – Awareness
Starbucks – Customer Co-Creation of business
Burger King – Attention Deficit – Drop your friends
Blend Tec – Video Clip – Awareness
Dell – Holistic approach - Revenue
LinkSys – customers help customers – support cost
Cisco – Partner Engagement
Skittles – Lot of noise – but new business?
eBags – Product Quality Engagement +30%
Salesforce.com – Idea Exchange
The larger portion of social media engagement is based on a tactical marketing idea – rather than a customer experience driven holistic business strategy.

Social Media A strategic approach

A strategic Model
Assessing what your customers, partners and the market has to say
Analyze your strength and weakness, opportunities and threats
Develop a strategy based on your findings
Create a plan to execute the strategy
Build out an organizational structure that allows you to actually execute the strategy
Measure, model and tune your progress and results

Most likely corporate social media scenario
Company need to be more approachable and provide better touch points for customers and prospects
Service response time and quality is not satisfactory – need improvements
Product features do not exactly match what customers really want
Overly advertised products do not meet expectation
Product availability does not match consumer requirements
The social media requirements span everything from support, product definition, availability, sales, marketing and business approachability.

Developing a social media strategy
10 Questions to ask for forming a profound social media strategy
What is the purpose of the engagement?
What are the main topics in the eco system?
What are the top goals of our customers?
What are our partners doing?
Which internal groups need to be involved?
What benefits can we offer?
What will we need to do to achieve our and our customers objectives?
How will we leverage our team, partners and other resources?
What tools and places are important?
How will we measure progress and success?
Don’t walk because it is too complex – make it work

Cross functional Social Media engagement
Product Management
Connect with the market, listen to customers, give them part ownership, co-create what they want
The most economic way to introduce a new product
Support Group
Augmenting support forces with engaged customers is more powerful and less costly than an outsourced call center and improves the customer experience
Logistics and Procurement
Trend analysis through a vast open network - think of the implication to procurement
Sales
Social selling is theoretically not new – yet with the new tools we see an 5X in productivity increase over traditional outbound sales calls
Marketing
The biggest change in marketing history – don’t market INTO but WITH your ecosystem

What are we talking about

Managing a community
180 large farmers in Brazil
Over 500 groups and communities
800 US Customers
It takes probably 1-3 people in different countriesto properly engage and leverage that ecosystem
Over 500 groups from New Holland

Social Media Leverage IS Orchestration, big time
Managing an ecosystem of thousands of customers and hundreds of partners with hundreds of team mates requires some planning
Topics, timelines, sentiments and news need to be covered and at the same time company news, product launches, product updates, technology introductions, organizational changes need to be orchestrated
AGAIN: Customer Service, Support, Product Management, Sales, Procurement…

STOP !!!!
You cannot tweet and chat with your customers without the involvement of sales
You cannot discuss topics in a forum without the involvement of your support team
You cannot have a product feature dialog without the participation of your product managers
You cannot explore trends and demands without the inclusion of your procurement department

Social Media An organizational challenge

From a vertical to a horizontal structure
PAST
A small group maybe in marketing focusing on social media “doer”
Managing the social media places and spaces and engaging with the communities
Posting blog posts, dealing with comments and taking care of the communities
The rest of the organization continues with business as usual
FUTURE
The Social Media Service Team (ComStar™)
Works as an internal service team supporting all relevant departments
The whole organization develops a more connected approach organically

Social Media Growth
Phase I
A few people blog, tweet, random noise
A “strategy” evolves based on some social media marketing ideas
Phase II
Lack of impact elevates the topic and some major social media campaigns get developed
The rest of the company does “business as usual”
Phase III
Lack of impact – or worst – negative impact brings the engagement to a complete review
A cross functional engagement strategy is on the agenda – social media rock stars are questioned
A structural shift from isolated blogging and tweeting social media teams – to a social media service group.

Social Media Team Responsibility
The social media teams may grow and have different objectives, tasks, responsibilities and support different departments
Social relationships are like assets and other values and need to be treated that way
Like Finance and IT, the Social Media Team will service all aspects of an organization’s ecosystem
The core responsibilities include:
Initial and ongoing assessment
Managing the social media strategy
Orchestrating internal and external resources around the demand of the ecosystem
Managing and reporting progress and objective achievements

Organization Size
Social media team considerations for different company sizes:
Small business 20-100 employees
SMT most likely 1-3 people
SMB 100-1,000 employees
SMT most likely 3-6 people
Enterprise > 1,000 employees
Country organizations
Product line or brand organizations
SMT may grow to 500+ people
It’s probably all initiated by one person!

Tools Selection – What makes sense for business
ONLY IF WE KNOW:
What customers want
What the objectives are
How support needs tobe involved
What role PM plays
How sales will get engaged
How marketing will be involved
What our strategy is…
THEN WE SELECT THE APPROPRIATE TOOLS AND ENGAGE

Reporting – Reporting - Reporting
Network size
Connection strength
Influence
Social Capital
Sentiment
Communication frequency
Authority level
…

Methodical approach versus a “campaign”
Objective driven “Creating a better business experience for the respective eco system”
Methodical assessment of the social landscape, customers, prospects, influencer, sentiments, brand presence, partners and competitors.
Creating a strategy, a media plan, using tools and frameworks to make that possible for an enterprise
Developing a strategic social media service organization
Result: Turning a company into a well recognized, approachable, and highly competitive organization!

Some of the key methodologies (5 out of 7)
Four Quadrant Assessment Methodology
Customer, Brand, Partner, Competition
Hexagon Strategy Framework
Goals, Mission, Benefits, Action, Programs, Reporting
NCP Model
Network – Contribution – Participation
ComStar Organization Model
A Social Media Service Architecture
Advocacy Driven Engagement Model
Advocacy is the currency for customer satisfaction and business success

The new social media manager
Start with an assessment for the eco system you are currently responsible
Share it with others and help them do the same
Develop a strategy that makes sense for the customers
Again work with others and guide and support them
Help the respective departments to understand that they need to remain responsible and keep control
Develop a position of guidance and support, with ongoing monitoring you help the company to stay on top of things.
Build your position on proven methodologies

Social Media AcademyLeadership Class

The Key Elements Of The Leadership Class
Cross functional business approach
Social media assessment method
Social media strategy framework
Functional social media in sales, marketing, support, HR, logistics, product development
Tools, places & communities
Detailed presence & execution plan
Reporting & analytics
Budgets, resources, ROI
Corporate organization strategy
Consulting & team building
MethodsModelsFrameworks

Leadership Class Details
Online Entrance Examination (required)
All sessions are instructor lead online classes
US Morning Session 08:00 AM (PST)
US Evening Session 05:00 PM (PST)
EU Session starting 16:00 (BST) London time
AU Session starting 10:00 AM Sydney Time
Classes are 20 – 25 people max
Leadership Class, $3,195 /AU$3,920 / £1,960*
Admission at: http://www.socialmedia-academy.com payment: paypal or credit card
* = Gold Member

Social Media Academy Team
Axel Schultze
Marita Roebkes
John Todor
Adrienne Corn
Walter Adamson
Kevin Mannion

Social Media Academy Alumni
Xeesm.com/KM
Xeesm.com/LaureenEarnest
Xeesm.com/MikeDubrall
Xeesm.com/NancyChou
Xeesm.com/TomSwift
Xeesm.com/SusanRice
Xeesm.com/CatherineSherwood
Xeesm.com/MarkEldridge
Xeesm.com/ElsomEldridge
Xeesm.com/SteveGasser
Xeesm.com/MatthiasBeckman
Xeesm.com/MatsonSparling
Xeesm.com/WendySoucie
Xeesm.com/LisaRobb
Xeesm.com/RMarkMoore
Xeesm.com/BarbaraDaniels
Xeesm.com/SpecialeXeesm.com/LamiaLee
Xeesm.com/BoughtyXeesm.com/Walter

ThankYou
(650) 384-0057
info@socialmedia-academy.com
© 2009 Social Media Academy. All rights reserved. This content is protected under the copyright law of the United States. It is prohibited to make full or partial copies or extractions of this documentation without the explicit written approval from the Social Media Academy.
All materials contained herein are the property of the Social Media Academy and its faculty and may only be used, by an enrolled student for his or her own educational benefit.
Social Media Academy | 228 Hamilton Ave. | Palo Alto, CA 94301 | (650) 384-0057

About
The Social Media Academy is an education and research institute providing education for business professionals from all industries on how to best apply social media to their respective businesses. The main emphasis is to help business managers and consultant to get a comprehensive education on Social Media, including strategy development, planning, execution, tools, resources ways to report and analyze development and success and help understand the evolutionary changes in our society. As part of the educational development, the Social Media Academy conducts research exploring the ongoing changes in the field and support the continuous learning process as well as monitor ongoing changes in the field.
The main course is the institute’s leadership class which focuses on how to plan, implement and engage with social media in all business areas including marketing, sales, product development, service & support, logistics, administration and engineering.
The Social Media Academy is based in Palo Alto, California. For more information go to http://www.socialmedia-academy.com

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Organization models for social media

by Social Media Academy, Palo Alto #SMACAD on Aug 14, 2009

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Organization models for social media — Presentation Transcript