Social Engagement Journey - Ant's Eye View
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Social Engagement Journey - Ant's Eye View

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The Social Engagement Journey is a model pioneered by Ant's Eye View to guide enterprises through the changes that occur on the way to becoming a fully engaged enterprise. The journey consists of five ...

The Social Engagement Journey is a model pioneered by Ant's Eye View to guide enterprises through the changes that occur on the way to becoming a fully engaged enterprise. The journey consists of five key phases: Traditional, Experimental, Operational, Measurable and Fully-Engaged.

These changes occur in a number of key areas of the enterprise, and affect strategy and operations, insights and analytics, customer advocacy and activation, channels and technology and training and education across the organization.

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Social Engagement Journey - Ant's Eye View Presentation Transcript

  • 1. prem bgub idN e C r o a la PAnt’s Eye ViewThe Social Engagement JourneyChristopher Carfi | ccarfi@antseyeview.com | antseyeview.com
  • 2. Ant’s Eye View: Who we areExperienced practitioners Our team includes social engagement leaders from:Ant’s Eye View is a strategic managementconsulting firm that helps recognizablebrands transform into enterprises that fullyengage with their customers.Our practitioner heritage setsus apart. prem bgub idN e C r o a la PA platinum client list Our leadership team:Founded in 2009, our client listnow includes large, complex organizationssuch as AT&T, Autodesk, Cisco, EMC, Google,Jack in the Box, KPMG, Microsoft, P&G,Scotiabank, Unilever, USAA Sean O’Driscoll, CEO & co-founderand Wells Fargo. Jake McKee, SVP & co-founder Dustin Johnson, SVP & Managing Director, Seattle Sean McDonald, SVP & Managing Director, Austin Todd Shimizu, SVP & Managing Director, Mountain View ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View 2
  • 3. Credentials and experience Books we’ve written prem bgub idN e C r o a la P Quote  about  Ci#zen  Marketers  Books that feature our work ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View 3
  • 4. Our clients, B2B and B2C B2C   prem bgub idN e C r o a la P B2B   ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View 4
  • 5. prem bgub idN e C r o a la PThe social engagement journey
  • 6. The social engagement journeyStage 1Traditional prem bgub idN e C r o a la PTraditional, command andcontrol business operationsusing one-waycommunication to drivebusiness outcomes. ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View 6
  • 7. The social engagement journeyStage 1 Stage 2Traditional Experimental prem bgub idN e C r o a la PTraditional, command and Dabbling in socialcontrol business operations engagement occurs but isusing one-way disconnected to businesscommunication to drive operations. Fractured tools,business outcomes. silo’d efforts and disparate measures reign. ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View 7
  • 8. The social engagement journeyStage 1 Stage 2 Stage 3Traditional Experimental Operational prem bgub idN e C r o a la PTraditional, command and Dabbling in social Social engagementcontrol business operations engagement occurs but is becomes more embeddedusing one-way disconnected to business in business operations.communication to drive operations. Fractured tools, Internal training, channelbusiness outcomes. silo’d efforts and disparate alignment and campaign measures reign. integration begin to deliver tangible results. . ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View 8
  • 9. The social engagement journeyStage 1 Stage 2 Stage 3 Stage 4Traditional Experimental Operational Measurable prem bgub idN e C r o a la PTraditional, command and Dabbling in social Social engagement Social engagement drivescontrol business operations engagement occurs but is becomes more embedded real business results, withusing one-way disconnected to business in business operations. systems and tools fullycommunication to drive operations. Fractured tools, Internal training, channel optimized to supportbusiness outcomes. silo’d efforts and disparate alignment and campaign confident and competent measures reign. integration begin to deliver employees and to more tangible results. fully harness online relationships. . ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View 9
  • 10. The social engagement journeyStage 1 Stage 2 Stage 3 Stage 4 Stage 5Traditional Experimental Operational Measurable Fully engaged prem bgub idN e C r o a la PTraditional, command and Dabbling in social Social engagement Social engagement drives Social engagement andcontrol business operations engagement occurs but is becomes more embedded real business results, with customer experience is partusing one-way disconnected to business in business operations. systems and tools fully of the organization’s DNA.communication to drive operations. Fractured tools, Internal training, channel optimized to support Breakthrough businessbusiness outcomes. silo’d efforts and disparate alignment and campaign confident and competent results – increased revenue measures reign. integration begin to deliver employees and to more and loyalty are realized. tangible results. fully harness online relationships. . ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View 10
  • 11. The key focus areas Insights and Analytics Readiness Strategy prem bgub idN e C r o a la P Activation and and and Education Operations Execution Channels and Technology ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View 11
  • 12. The social engagement journey in detailStrategy and Functions are disconnected. Mavericks break through, but Empowered centralized Central team still exists, but Coordinated teams manageoperations “Owner” of information still no formal teams in place. team, run by a proven leader. more work being pushed to risk and fiduciary controls sharing. Leaders driving coordinated business units. Execs bought responsibilities. More initiatives. in. efficient business operations.Readiness and Social Engagement not on Lots of dabbling in social Focused effort on training Employees trained, engaged Senior exec. leading witheducation executive radar. channels. and education. on social and competent. engagement and sponsor ideation. prem bgub idN e C r o a la PChannels and Marketing, customer Social tools pop up based on Social tools being deployed Legacy tools being replaced Adoption and impact oftechnology support via traditional function. Shared workspaces to meet specific business —social tools integrated social tools is measureable. channels. Email is primary are created but silo’d. needs. Tools editing to with key workflows. Systems, channel. amplify efforts. tools are optimized.Insights and analytics Ambivalent to online Monitoring conversation in Listening yields implications. Improvements in efficiency, Dashboard tied to revenue. conversations about the silos. Baseline framework for impact are measured. Products, services brought to brand. metrics. Dashboards make impact. market quickly.Activation and Campaigns do not have a Social tools used for promotion Social now part of the Listening and engaging on Breakthrough businessexecution customer view. Limited purposes. One-way planning process. Influencers social channels increases results —increased revenue social engagement communication from the are identified. share of conversation. and loyalty. planning. brand. ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View 12
  • 13. Companies on the social engagement journey prem bgub idN e C r o a la P Stage 1 Stage 2 Stage 3 Stage 4 Stage 5 ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View 13
  • 14. Journey assessment (illustrative)Initial Assessment: Company is currently in Stage 2 of the client journey. There is executive support and internalexcitement, but online engagement activities are fractured. Without an overall strategy, customer advocateengagement, measurement or consistent conversation monitoring, it is difficult to move forward to Stage 3. Category Stage  1 Stage  2 Stage  3 Stage  4 Stage  5 Strategy  &  Planning Business  Opera3ons Risk  Mi3ga3on Execu3ve  Support prem bgub idN e C r o a la P Resource  Management Marke3ng  Channels Conversa3on  Monitoring Feedback/Innova3on Employee  Competency Systems/Tools Measurement Customer  Support Advocate  Engagement Customer  Insight ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View 14
  • 15. Example: Taking customer advocate engagement from stage 2 to stage 3 Category Stage  1 Stage  2 Stage  3 Stage  4 Stage  5 Strategy  &  Planning Business  Opera3ons Risk  Mi3ga3on Execu3ve  Support Resource  Management Marke3ng  Channels prem bgub idN e C r o a la P Conversa3on  Monitoring Feedback/Innova3on Employee  Competency Systems/Tools Measurement Customer  Support Advocate  Engagement Customer  Insight ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View 15
  • 16. The social engagement journey applied to customer advocacyStage 1 Stage 2 Stage 3 Stage 4 Stage 5Traditional Experimental Operational Measurable Fully engaged prem bgub idN e C r o a la PTraditional, command and Social engagement drives Dabbling in social Social engagement Social engagement andcontrol business operations real business results, with engagement occurs but is becomes more embedded systems and tools fully customer experience is partusing one-way disconnected to business in business operations. optimized to support of the organization’s DNA.communication to drive operations. Fractured tools, Internal training, channel confident and competent Breakthrough businessbusiness outcomes. silo’d efforts and disparate alignment and campaign employees and to more results – increased revenueLittle or no recognition of measures reign. integration begin to deliver fully harness online and loyalty are realized. tangible results. relationships.influencers and One or more “influencer” Advocacy activities areadvocates. or “advocate” programs Clear influencer/advocate Measurable advocacy part of self-sustaining in place. processes yield benefits distinction. feedback loop with in marketing, support, Consistent benefits stack sales. customers. across all programs. Hub/Spoke CoE in place. ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View 16
  • 17. prem bgub idN e C r o a la PDefining influencers and advocates
  • 18. Influencers and advocates prem bgub idN e C r o a la P An influencer is someone who actively An advocate is someone who proactively shares their opinions, passions and defends, promotes and participates in the expertise through their (large) personal public conversation for a particular brand, and professional networks. product, service or cause. ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View 18
  • 19. Influencers are amplifiers and accelerators INFLUENCERS message message prem bgub idN e C r o a la P message message message message ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View 19
  • 20. Definition of advocacy Advocacy (Ad-vo-ca-cy), noun 1. the act of pleading for, supporting, or recommending 2. aiding the cause or policy or interests of 3. a vehement and vociferous advocacy of a cause 4. the act of earnestly supporting or encouraging prem bgub idN e C r o a la P Advocate (Ad-vo-cate), noun 1. one that pleads the cause of another 2. one that defends or maintains a cause or proposal 3. one that supports or promotes the interests of another ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View 20
  • 21. Advocates are defenders of the brandThe vision: Find, connect and engage advocates to amplify messages and create lastingrelationships between your organization and a growing community of passionate users. prem bgub idN e C r o a la P I like you. I love you. I defend you. (That’s “satisfaction.”) (That’s “loyalty.”) (That’s “advocacy.”) Functional orientation Relationship orientation Affinity orientation Expectations consistently met Products exceed expectations Products fuel creativity Transactional relationship Recommendation behavior Proactive brand defense Low engagement Active engagement Expectation for transparency Attached to a “higher calling” ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View 21
  • 22. From campaigns to always-on Year 1 Year 2 Year 3 prem bgub idN e C r o a la P Year 1 Year 2 Year 3 Traditional marketing Social-driven marketing Cyclical campaigns and press announcements yield Value-add products/services, supported by campaigns transactional relationships. and consistent social interaction, yield sustained relationships, helping to inspire loyalty and advocacy. Key Key Interest Interest Platform / service Campaign size Campaign size Advocacy base ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View 22
  • 23. Meet Goran prem bgub idN e C r o a la P Source: nivas.hr ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View 23
  • 24. Why?Adobe bleeds so we can have good softwarethat provides our daily bread and milk (andhoney). I bleed for Adobe.Even if Microsoft buys Adobe, even if Adobechanges logo, even if entire digital world prem bgub idN e C r o a la Pcollapses and everything goes to hell – thislogo was a part of my life during the last 12years, and by the looks of it, it will be for thenext 12 as well. It feeds me, it pays my bills, itdrives me, and it makes me a better person.As such, in my mindset, it deserves this.   - Goran Daemon Peuc     ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View 24
  • 25. prem bgub idN e C r o a la PAdvocacy case studies
  • 26. Microsoft MVP: Activation and AdvocacyClientMicrosoftClient needRecognize and motivate over 4000 advocates worldwideOur service prem bgub idN e C r o a la PActivation and Advocacy: Participatory MarketingKey takeawayDeeper relationships between brand and key customers yieldbenefits for bothTangible client benefit•  Nearly 10MM answers provided through support channels•  $1MM+ in savings in content creation staffing•  MVPs contribute 5x more bugs than the average Beta participant•  MVPs contribute 10x more validated solutions than non-MVP participants ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View 26
  • 27. Aruba Networks: Activation and AdvocacyClientAruba NetworksClient needActivate customer and industry MVPs for increasedengagement prem bgub idN e C r o a la POur serviceActivation and Advocacy: Participatory MarketingKey takeawayPut the customer’s needs firstThe solutionMVP program tightly integrated with community, eventand certification activitiesTangible client benefitHighly engaged customers, market reach, increasedengagement ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View 27
  • 28. Lytro: Activation and AdvocacyClientLytroClient needDevelop advocacy program for a new upstartOur service prem bgub idN e C r o a la PActivation and Advocacy: Participatory MarketingKey takeawayDifferent advocates have different needsThe solutionAdvocacy program that meets the needs of artists,scientists and activistsTangible client benefitMovement from ad-hoc advocate engagement to ascalable, repeatable process Source: Lytro ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View 28
  • 29. Moving advocacy through the stages of the journeyCreate a hub-and-spoke model for advocacyEnsure the branding and identity, privileges and benefits of community programs are alignedCreate a central/sharable customer profileDeploy a central playbook for community managers for program management prem bgub idN e C r o a la PCreate a distributable handbook/playbook for activating program membersTie program to measurable benefitsCreate a feedback loopIterate and execute ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View 29
  • 30. What next?Download this presentation from:http://www.slideshare.net/antseyeviewUnderstand where your organization is on the journey•  Traditional? (Stage 1)•  Experimental? (Stage 2)•  Operational? (Stage 3) prem bgub idN e C r o a la P•  Measurable? (Stage 4)•  Fully-engaged? (Stage 5)Determine which areas to focus on, in which orderBuild and plan and execute!       30 ©2012 Proprietary + Confidential | antseyeview.com | Austin + Seattle + Mountain View
  • 31. Austin 6600 N. Lamar Austin, TX 78752 Seattle 1932 1st Ave., Suite 814 Seattle, WA 98101Thank you! prem bgub idN e C r o a la P Silicon Valley 154 E. Dana St. Mountain View, CA 94041 antseyeview.com @antseyeview