1. BEYOND THE CONVERSATION:
THE EVOLUTION OF CORPORATE SOCIAL MEDIA
CHRISTOPHER BARGER
THE PROJECT [R]EVOLTUION 31 AUGUST 2012
2. A LITTLE ABOUT ME
WHO IS THIS GUY? WHY IS HE HERE?
Most Importantly, I’m Her Daddy
❯ Built IBM’s initial social media program,
2005-2007
❯ Built General Motors’ social media program
from the ground up, 2007-2011
❯ Author, The Social Media Strategist
(McGraw-Hill, 2012)
❯ Senior Fellow, Society for New
Communications Research
❯ As global digital SVP for Porter Novelli, have
advised organizations around the world,
including DisneyWorld, eBay, HP, the World
Health Organization and many others
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3. THE PROJECT: [R]EVOLUTION
CORPORATE SOCIAL MEDIA
We’ll focus on two aspects of the evolution of
CORPORATE DIGITAL PRACTICES:
1EXTENAL
EXPECTATIONS
How AUDIENCE expectations are
shifting how we communicate. 2 INTERNAL
STRUCTURES are
How ORGANIZATIONS
changing to support the new
environment.
3
12. ORGANIZATIONAL SHIFT #1:
INTEGRATION
Digital is not a
standalone strategy or
execution; smart social
media execution should
be part of your broader
communications and
marketing strategy, and
woven seamlessly
throughout.
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15. ORGANIZATIONAL SHIFT #2:
LONG-TERM MENTALITY
Digital is not simply
about executing short-
term campaigns using
social networks. The true
power of these networks
lies in the potential to
cultivate long-term
relationships – making
ongoing engagement
and listening as
important as any
campaign.
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18. ORGANIZATIONAL SHIFT #3:
SOCIAL BUSINESS PROFESSIONALS
Digital is not to be handed
over to the intern, the new
hire, or the outside
consultant who’s written
three e-books and has a
fancy blog but has never
actually had to build a
program. Digital programs
are being run by
professional communicators
who understand your
business.
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20. INSIDE ORGANIZATIONS:
SOCIAL FOR ITS OWN SAKE
Alice came to a fork in the road.
“Which road do I take?” she
asked.
“Where do you want to go?”
responded the Cheshire cat.
“I don’t know,” Alice answered.
“Then,” said the cat, “it doesn’t
matter.”
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21. ORGANIZATIONAL SHIFT #4:
STRATEGIC APPLICATION
Digital is not the ongoing
pursuit of the latest “hot”
platform or winning the
admiration of developers
and social media wonks.
When used by business,
it is a strategic business
platform that
supplements or
reinforces broader
business strategy.
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23. ORGANIZATIONAL SHIFT #5:
7 DEFINED INTERNAL ROLES AND NEEDS
• An Executive Champion
• Clear Lines of Authority
• A Social Media Strategist
• Sensible Metrics/Measurement
• Partnership With Legal
• A Solid Social Media Policy
• Employee Education & Training
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24. THE PROJECT: [R]EVOLUTION
SUMMARY OF THE CORPORATE DIGITAL
EVOLUTION
❯ Audiences expect more from us
❯ More than ever, our job is to tell stories
❯ But our job is also to build relationships, not reach eyeballs
❯ Social is becoming integrated with the rest of communications
❯ No more experiments!
❯ No more ninjas – this is serious business for serious
professionals
❯ No more shiny objects
❯ Clarity and formalization of roles/responsibilities
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We don’t believe in “social media strategy” per se. Social media/digital is not a standalone strategy or execution; smart social media execution should be part of your broader communications and marketing strategy, and woven seamlessly throughout. Social or digital efforts must be purpose-driven in order to be effective. Executing in social networks independent of or disconnected from broader business strategy achieves limited, if any, benefit for the organization conducting the program.
We don’t believe in “social media strategy” per se. Social media/digital is not a standalone strategy or execution; smart social media execution should be part of your broader communications and marketing strategy, and woven seamlessly throughout. Social or digital efforts must be purpose-driven in order to be effective. Executing in social networks independent of or disconnected from broader business strategy achieves limited, if any, benefit for the organization conducting the program.
No marketing or PR backgroundHasn’t done homeworkSocial media-speakCatch-phrasesUnrelated titles/professional immaturityHasn’t delivered business results
We don’t believe in “social media strategy” per se. Social media/digital is not a standalone strategy or execution; smart social media execution should be part of your broader communications and marketing strategy, and woven seamlessly throughout. Social or digital efforts must be purpose-driven in order to be effective. Executing in social networks independent of or disconnected from broader business strategy achieves limited, if any, benefit for the organization conducting the program.
We don’t believe in “social media strategy” per se. Social media/digital is not a standalone strategy or execution; smart social media execution should be part of your broader communications and marketing strategy, and woven seamlessly throughout. Social or digital efforts must be purpose-driven in order to be effective. Executing in social networks independent of or disconnected from broader business strategy achieves limited, if any, benefit for the organization conducting the program.
Clear Lines of AuthorityA Social Media EvangelistSensible Metrics & MeasurementPartnership with LegalA Solid Social Media PolicyEmployee Education and Training
![BEYOND THE CONVERSATION:
THE EVOLUTION OF CORPORATE SOCIAL MEDIA
CHRISTOPHER BARGER
THE PROJECT [R]EVOLTUION 31 AUGUST 2012](https://image.slidesharecdn.com/projectrevolution-barger-120903185829-phpapp02/85/CORPORATE-EVOLUTION-OF-DIGITAL-COMMUNICATION-1-320.jpg)
