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A Roadmap For Social Transformation<br />Social Roadmap Mini-Note<br />Charlene Li, Altimeter Group, @charleneli<br />
Safe Harbor<br />Safe harbor statement under the Private Securities Litigation Reform Act of 1995:<br />This presentation ...
Charlene Li<br />Founder, Altimeter Group<br />@charleneli<br />For slides, email slides@altimetergroup.com<br />
Where are you on your journey?<br />
Three destinations for social business<br />
How are you organized?<br />11%<br />29%<br />41%<br />18%<br />1%<br />
Maturity drives Total Budget, Team Size, and Org Model<br />We asked 140 Corporate Social Strategists their total strategy...
Maturity drives Total Budget, Team Size, and Org Model<br />Source: “How Corporations Should Prioritize Social Business Sp...
Maturity drives Total Budget, Team Size, and Org Model<br />Source: “How Corporations Should Prioritize Social Business Sp...
Maturity drives Total Budget, Team Size, and Org Model<br />Source: “How Corporations Should Prioritize Social Business Sp...
Leadership means having followers<br />11<br />“Leadership is a relationship between those <br />who aspire to lead and th...
“You can imagine the Chatterati creating as much value as an SVP in the organization by sharing their institutional knowle...
13<br />Charlene Li, Altimeter Group, @charleneli<br />For slides, email slides@altimetergroup.com<br />
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Dreamforce Presentation: A Roadmap for Social Transformation

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Presentation by Charlene Li at Dreamforce, August 31, 2011 as part of the keynote presentation, "Roadmap For Social Transformation.

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  • Transcript of "Dreamforce Presentation: A Roadmap for Social Transformation"

    1. 1. A Roadmap For Social Transformation<br />Social Roadmap Mini-Note<br />Charlene Li, Altimeter Group, @charleneli<br />
    2. 2. Safe Harbor<br />Safe harbor statement under the Private Securities Litigation Reform Act of 1995:<br />This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services.<br />The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of intellectual property and other litigation, risks associated with possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-Q for the most recent fiscal quarter ended April 30, 2011. This documents and others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Web site.<br />Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.<br />
    3. 3. Charlene Li<br />Founder, Altimeter Group<br />@charleneli<br />For slides, email slides@altimetergroup.com<br />
    4. 4. Where are you on your journey?<br />
    5. 5. Three destinations for social business<br />
    6. 6. How are you organized?<br />11%<br />29%<br />41%<br />18%<br />1%<br />
    7. 7. Maturity drives Total Budget, Team Size, and Org Model<br />We asked 140 Corporate Social Strategists their total strategy budget, number of full-time equivalent staff dedicated to social media, and organizational model:<br />Source: “How Corporations Should Prioritize Social Business Spending,” Altimeter Group, February 10, 2011<br />
    8. 8. Maturity drives Total Budget, Team Size, and Org Model<br />Source: “How Corporations Should Prioritize Social Business Spending,” Altimeter Group, February 10, 2011<br />Corporations who are just getting started have miniscule budget and are significantly understaffed in a centralized team –this does not scale.<br />Priorities<br />Goal: Foundation<br />Internal: Leader & education<br />Customer: Responsiveness<br />Tech: Monitoring <br />
    9. 9. Maturity drives Total Budget, Team Size, and Org Model<br />Source: “How Corporations Should Prioritize Social Business Spending,” Altimeter Group, February 10, 2011<br />Corporations who have formalized their programs have a cross-functional team that lead and serve many business units with a larger budget line–they may not deploy on their behalf.<br />Priorities<br />Goal: Skills<br />Internal: Hub<br />Cust: Advocates<br />Tech: SMMS <br />
    10. 10. Maturity drives Total Budget, Team Size, and Org Model<br />Source: “How Corporations Should Prioritize Social Business Spending,” Altimeter Group, February 10, 2011<br />Mature and Advanced corporations have only slightly large budgets but involve many more across the company and are formed in Hub and Spoke, and often “Dandelion.” <br />Priorities<br />Goal: Scale<br />Internal: Empower<br />Cust: Integration<br />Tech: Social CRM <br />
    11. 11. Leadership means having followers<br />11<br />“Leadership is a relationship between those <br />who aspire to lead and those who choose to follow.”<br />- From “The Leadership Challenge”<br />
    12. 12. “You can imagine the Chatterati creating as much value as an SVP in the organization by sharing their institutional knowledge and expertise - and we should look at compensation structures with that in mind.”<br /> - Marc Benioff, CEO of Salesforce.com<br />© 2010 Altimeter Group<br />
    13. 13. 13<br />Charlene Li, Altimeter Group, @charleneli<br />For slides, email slides@altimetergroup.com<br />
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