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Social Media Strategies - Argentina by Charlene Li

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Presentation by Charlene Li for HSM in Buenos Aires, Argentina, on October 3, 2011

Presentation by Charlene Li for HSM in Buenos Aires, Argentina, on October 3, 2011

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  • MUST INCLUDE
  • We don’t own all of this data. We want to work with others. Including brand monitoring. You have to be holistic in your customer understanding
  • http://twitter.com/#!/BancoCentralBRhttp://bcb.gov.br/The Central Bank of Brazil uses their twitter account to share articles and establish themselves as a primary source of information in the financial sector, but they do not @ reply or engage with their followers directly.
  • http://www.facebook.com/PanteneArgentina?sk=wallPantene Argentina facilitates widespread engagement on the Facebook page through a mix of providing usable interactive content (photos, video, questions), but perhaps more importantly, responding to fan questions/comments in timely manner on an individualized basis.The screen shot shown is a standard mix of content that appears throughout the page. It is broken down by some product announcement, a poll seeking some information from their customers, and then some product usage questions and individual connection with a user. Pantene isn’t afraid to address fans by name and be swift in communication.#dialog#support#facebook#cosmetics#argentina
  • http://www.digitalbuzzblog.com/ford-fiesta-twitter-pre-launch-case-study/Ford launches a Fiesta campaign in Argentina. They gave the most followed Twitter user at the time a fiesta, 5 days of shooting mini interviews with local celebrities. The individual reach was 250,000 Argentinians on Twitter – at the time half of the country’s entire Twitter population. The challenge was stated as “one car, a low budget and an entire country to notify.” Twitter was the solution. The agency quotes in the video that “sales have exceeded expectations”, but don’t offer any metrics.Argentinian Twitter users could track the mobile campaign, interact with the local celebrities and – and visit the Fiesta on site as it visited different dealerships. Here is a video from the agency who launched the program explaining the campaign: http://www.youtube.com/watch?v=Y-NOqWQPl0o. Here is the influencer: http://twitter.com/#!/nachobottinelli. Could not track down screen shots from interactions as this was 2 years ago. Sample of some of the videos here: http://theinspirationroom.com/daily/2010/ford-fiesta-twittered-in-argentina/
  • http://www.facebook.com/interrailnet?sk=wall&filter=2
  • http://www.facebook.com/ernstandyoungcareers?sk=wall&filter=120110330#charlene#facebook#b2b#dialog#hr#recruitment
  • http://www.socialtext.com/customers/casestudy_iss.phpUsing workspaces inside Socialtext, employees were encouraged to share key documentation around processes, policies, and customer issues. As people update critical business content, they share their work over Socialtext Signals, a secure enterprise microblogging application. Signals has the same look and feel as Facebook's News Feed. After people share a message, they can have a threaded conversation with their colleagues around that piece of content. More significantly, everyone sees this open Question & Answer. So if someone in a different ISS Mexico office had the same question about the paint, they wouldn't have to burden the warehouse with extraneous e-mail communication, answering the same thing over and over. Signals also allows for more fine-tuned information sharing. So in addition to sharing with the entire company, ISS Mexico's social intranet has groups such as IT, Facilities, Executives, Sales and Marketing. They can share a Signal and corresponding with one group, or all of them.#community#dialog#support#socialtext#intranet#mexico#LATAM
  • http://wearesocial.net/tesco/http://blog.clothingattesco.com/category/clothing-at-tesco-loves/
  • http://synthesio.com/corporate/wp-content/uploads/2011/02/synthesio-social-media-in-latin-america.pdfFrom January to April of 2010, for the launch of their new credit card in the Mexican market, Visa organized a competition calling on participants to show their creativity. Web users had to create a short video showing or explaining why they prefer to pay by credit card rather than cash. Visa developed a platform that united all UGC videos for people to then vote on their favorite. Each week they highlighted the video that had received the most votes and the grand prize winner won a trip for two to South Africa with tickets to the World Cup (Visa was a partner for the event). The social campaign, carried out in Brazil and Colombia, as well, was deemed a success and allowed Visa to gain clients in each of these markets: • 355 fans for the Facebook page « Yopago con Visa débito»• 64 video entries• 28,724 votes• 5,742 votes for the winning video • +19% increase in card payments in Mexico between April and June 201#video#dialog#advocate#campaign#mexico#LATAM
  • http://twitter.com/#!/TELMEXSolucionaTelmex, a Mexican telecommunication GIANT (they own 90% of the telephone lines in Mexico and monopolize the ISP and IPTV markets as well), provides support for customers on Twitter. If they can’t answer a customer’s questions, they either offer them links/phone numbers to contact them or ask for their number and will call them directly. Based on the Tweets I translated, they seem very friendly and professional here.#twitter#support#mexico#LATAM
  • http://thesocialcustomer.com/margotheiligman/33797/latin-america-s-movistar-fields-social-media-agents-globetrotting-socialcrm-inFrom the blog post above: “Movistar Argentina
A SocialCRM example from the region is Moviestar Argentina, an Argentine telecom service provider. According to Hoyos, “Movistar allows customers to cancel a mobile account via Twitter @MovistarArg.“Movistar is able to accomplish this due to the fact that its community managers facilitate conversations. When they need to manage a social media transaction, they have specific integrated processes within their own call center to manage these [social media] transactions. Movistar has its own Social Media Agents to do this. I’ve seen firsthand many Argentine call centers looking for social media solutions that can help manage conversations within that Call Center. Customer service-related issues are the primary drivers of seeking these solutions.Moviestar Argentina’s Twitter handle appears to be purely customer service focused. Every single Tweet is an @ reply to a customer. These replies are tagged with initials (the social media agent) and they are all dealing with specific issues in service. This ‘open’ customer service is not prevalent in many companies or markets. The engagement on the individual continues on the Facebook page: http://www.facebook.com/comunidadmovistarargentina?sk=wall – Movistar also deals with service problems on the Facebook page, but not to the degree that they’ve set Twitter as.
  • http://twitter.com/#!/silva_marinaQuick background: Marina Silva was a Brazilian presidential candidate. Her appeal and reach on Twitter is massive, upwards of 500,000 followers, and sends out Tweets on a daily basis on policy and news, events, and other politically focused content.Support example: This example really takes ‘every vote counts’ to the next level. Essentially, Marina is listing a political roundtable discussion happening and urging participation. Ana, the other person in this conversation is just a native Brazilian with barely any twitter following. She asks Marina when the event is taking place, and without hesitating, Marina provides an answer and additional details. On the following slides Ana will thank Marina for her help and then go on to proclaim something like God Bless!!! (as per google translate)#support#dialog#gov#brazil
  • http://www.linkedin.com/answers?trk=hb_tab_aynhttp://www.facebook.com/?sk=questions&ap=1http://www.quora.com/Which-are-the-best-social-media-blogs-in-Spain?q=spain+social+media
  • http://searchcrm.techtarget.com/news/1350030/Should-marketing-or-customer-service-manage-your-social-networking-efforts
  • http://www.innovationmanagement.se/2010/11/24/innovation-in-south-america/
  • http://www.innovationmanagement.se/2010/11/24/innovation-in-south-america/http://www.globalinnovationindex.org/gii/main/home.cfmAfter almost two months from the moment this ¨Challenge¨ started, let us take a look at some of the results:+ 2,090 ideas+ 83,600 votes+ 39,600 comments+ 35,700 usersven when the Challenge has really been a success South American participation was represented by just 70 ideas (3.33% of the total).Screenshot: http://challenge.ecomagination.com/ct/ct_a_view_idea.bix?c=ideas&idea_id=96D4AF0D-8C26-4CC5-B130-A356FD494621#brazil#latam#innovate#charlene05042011Received 259 comments.
  • Starbucks has a site where people can make suggestions on how they should improve. The key difference is that the suggestions are public, and people can vote for their favorite suggestions. Here’s an example of automatic ordering. Note that there is a status update here “Under Review”.http://mystarbucksidea.force.com/<tags>#foodbev<region><country>#community#innovate<market><research area>#charlene
  • I think the frame stopped here in part 1 of the YouTube series is a powerful message. “Fiat stopped to listen.” It’s step 1 in the objectives (learn) and one that permeates through every aspect of the framework. Fiat set out (with help from the agency AgenciaClick Isobar) in unprecedented fashion to launch the first ever crowdsourced car. Fiat built a forum at http://www.fiatmio.cc/ - really a small social network – that created a workspace for exchange of dialog between Fiat drivers and car designers. Drivers posed and answered questions about features and functions they’d like to see. They told Fiat EXACTLY what they wanted to see via social media. This is the ultimate engagement, and exercise of trust between brand and consumer.More info: http://adage.com/article/global-news/top-social-media-campaigns-brazil-china-hungary/227440/#auto#b2c#innovate#learn#youtube
  • As you can see from the graphic above, Mio has generated well over 2 million visits to the social forum, almost 45k comments, and nearly 11,000 ideas submitted to the program. Truly an innovative approach at product development.
  • http://www.altamirano.org/startups-2/inside-south-americas-most-innovative-startups/From the article: “Food Extra is a social network to find out where food comes from, created in Argentina. This social network was built to connect food consumers and food producers. Food Extra allows each part of the food chain to interact with each other building trade relationships. On the other hand, Food Extra gives consumers information on how food is processed, as well as where the food comes from.The central concept of Food Extra is food traceability. Food Extra allows its users to get info about the products they consume: data about the company which has processed the product as well as the people involved in production. In addition, users can read, write and share reviews and comments. Once the mobile app launches, a user could conceivably scan an object at the store and receive meta-data populated by information on Food Extra (which is community sourced) about that product.***the appears to be in ‘invite only’ mode still. Although, they’ve left Argentina for the silicon valley. Also, the blog link provides information on a handful of other South American web startups.
  • Define how open well.
  • Transcript

    • 1. The Power Of Groundbreaking Social Technologies
      1
      Charlene Li
      Altimeter Group
      Twitter: @charleneli
      Email: charlene@altimetergroup.com
    • 2. 2
    • 3. OUT ofCONTROL?
      © 2011 Altimeter Group
    • 4. 4
      © 2011 Altimeter Group
    • 5. 5
      © 2011 Altimeter Group
    • 6. It’s time to move past experiments
      6
    • 7. It’s about RELATIONSHIPS
      © 2011 Altimeter Group
    • 8. 8
      Agenda
      Strategy
      Lead
      Prepare
    • 9. 9
      Agenda
      Strategy
      Lead
      Prepare
    • 10. Strategy Process Stages
      10
    • 11. Strategy Process Stages
      11
      Set context
      • Determine key objectives
      • 12. Level of strategy (corporate, biz unit, brand)
      • 13. Identify key metrics
      • 14. Assess readiness
    • Align social with key strategic goals
      12
      Examine your 2011 goals
      Pick ones where social will have an impact
    • 15. Objectives differ by level
      13
    • 16. Ask the Right Questions about Value
      14
      “We tend to overvalue the things we can measure, and undervalue the things we cannot.”
      - John Hayes, CMO of American Express
      © 2011 Altimeter Group
    • 17. Use appropriate metrics at each level
      15
      Business metrics: revenue, CSAT, reputation.
      Social media analytics: Insights, share of voice, resonance, WOM.
      Engagement metrics: fans, followers, clicks.
    • 18. Highlight where you are strong, where you need to develop.
      Don’t create strategies that you can’t execute.
      Demonstrate impact of strategic work.
      Categories for readiness assessment
      Assess your readiness to be social
      16
    • Benchmarking Social Readiness (Before)
      17
      December 2009
    • 29. Benchmarking Social Readiness (After)
      18
      April 2010
    • 30. Strategy Process Stages - Discovery
      19
      Collect and prioritize strategic options
      • Metrics-based value assessment
      • 31. Prioritize against objectives
    • Evaluate each initiative
      20
    • 32. Define Your Strategy With Objectives
      21
    • 33. How does social media matter to B2B?
      Chief stakeholders may not be using social media.
      • But lieutenants will be.
      Social media is impacting how B2B decisions are being made.
      • Background research
      • 34. Expertise
      • 35. Search results impact
    • Why care about social technologies?
      • 62% read user ratings/reviews for business products/services
      • 36. 62% visit company profiles on social media sites
      • 37. 55% visit company blogs
      • 38. 51% participate in online business communities or forums
      • 39. 49% ask questions on Q&A sites
      • 40. 29% use Twitter to find or request business-related information
      Source: 2009 Business.com Business Social Media Benchmarking Study(n=2,393)
      23
    • 41. People in B2B use social media for work
      24
      Source: 2009 Business.com Business Social Media Benchmarking Study(n=2,393)
    • 42. 25
      Agenda
      Strategy
      Learn
      Dialog
      Support
      Innovate
      Lead
      Prepare
    • 43. Track brand mentions with basic tools
      26
      What would happen if every employee could learn from customers?
    • 44. Integrate monitoring with workflow
      27
      Other providers
      Alterian
      BrandsEye
      Buzzmetrics Cymfony
      Sysmos
      Visible Tech.
      From Radian 6, to be acquired by Salesforce.com
    • 45. Go beyond basic monitoring to analytics
      28
      Make course corrections nearly real-time.
      Use predictive analytics to anticipate demand.
    • 46. Shoppers want to be “known”
      29
      I walk into the store
      Store knows it’s me
      Give me offers
      And plans my visit
    • 47. Community insight platforms
      30
      • Communispace and Passenger offer online focus groups solutions.
    • Private communities give better control
      Get input from specific communities
      Can target specific hard-to-reach communities
      But they are hard to create – and maintain
      Who needs to be included? Excluded?
      Provide non-monetary incentives/rewards for participating in the community
      Deserves and requires dedicated community manager
      Integrate into your company’s support and innovation process
      Pros and cons of private communities
      31
    • 48. Go beyond traditional data to understand your customers
      32
      Demographic
      Geographic
      Psychographic
      Behavioral
      Socialgraphic
    • 49. Where are your customers online?
      What social information or people do your customers rely on?
      What is your customers’ social influence? Who trusts them?
      What are your customers’ social behaviors online?
      How do your customers use social technologies in the context of your products.
      Socialgraphics asks key questions
      33
    • 50. Engagement Pyramid
      34
    • 51. Engagement Pyramid - Watching
      35
      Watch videos
      Read blog posts
      Listen to podcasts
      Read tweets
      Read discussion forum posts
    • 52. Engagement Pyramid - Sharing
      36
      Share a link
      Share photos
      Share videos
      Write a status update
      Retweet
    • 53. Engagement Pyramid - Commenting
      37
      Comment on a blog
      Write a review
      Rate a product
      Participate in a discussion forum
      @Reply on Twitter
    • 54. Engagement Pyramid - Producing
      38
      Write a blog
      Create videos or podcasts
      Tweet for an audience
    • 55. Engagement Pyramid - Curating
      39
      Moderate a wiki or discussion forum
      Curate a Facebook fan page
    • 56. Engagement Pyramid Data
      40
      Source: Global Wave Index Wave 2, Trendstream.net, January 2010
    • 57. Conduct research to identify the social behaviors of your target customer
      Also identify:
      Where are they online: Surveys or brand monitoring
      Who do they trust: Surveys
      Who do they influence: Survey or brand monitoring
      How they use these tools in context of your products: Most often surveys.
      When you first understand your customers, your marketing efforts will naturally unfold.
      Putting socialgraphics to work
      41
    • 58. Listen and learn from your customers.
      Start with basic monitoring tools, but quickly evolve them.
      Invest in analytics that matter. Use metrics that are relevant to your business.
      Understand the socialgraphics of your customers.
      Summary - Learn
      42
    • 59. 43
      Agenda
      Strategy
      Learn
      Dialog
      Support
      Innovate
      Lead
      Prepare
    • 60. Conversations, not messages
      Human, not corporate
      Continuous, not episodic
      The New Normal
      44
    • 61. Blogs establish thought leadership
      45
      CEO Richard Edelman has been blogging consistently since September 2004.
    • 62. The Central Bank of Brazil shares articles on twitter
      46
    • 63. Pantene Argentina listens to the crowd, connects with the individual
      47
    • 64. Ford targets an influencer, reaches half of Argentina’s Twitter audience
      48
    • 65. Encourage commenting to get into the Facebook news feed
      49
    • 66. B2B can also use Facebook
      50
      • Develop relationships with job candidates, prospects, and current employees
      • 67. Insert your content into newsfeed of fans
      • 68. B2B is really people to people
    • 51
      Also encourage dialog inside the company
    • 69. ISS connects distributed work-force with social-powered intranet
      52
      “Everyone feels more connected. Socialtext is allowing us to work as a team towards our goals and serve customers more efficiently.”
      - Erick Vera, Enterprise Social Media Manager
    • 70. Premier Farnell supports engineers with community, and employees with “OurTube”
      53
    • 71. Give out Flip cameras/smartphones
      Set up an internal “OurTube”
      Transcribe conversations into emails and posts
      Ask people for best practices, reactions, advice, opinion in areas of passion.
      Recognize key contributors.
      Getting people to share within your company
      54
    • 72. Tivo joined an existing community
      55
    • 73. 56
      Advocacy – A five-phase approach
    • 74. Tesco engages influencer blogs
      57
      Blog post series highlights & drives traffic to blogs by Influencers. Twitter feed encouages engagement too.
    • 75. Visa’s online video campaign increase card payments 19%
      58
    • 76. Have an authentic conversation with your customers that they want to have.
      Engage across and through social communities
      Engage off of your Web site.
      Recruit an army of customer advocates.
      Respond to your prospects and customers in real time.
      Summary - Dialog
      59
    • 77. It’s about RELATIONSHIPS
      © 2011 Altimeter Group
    • 78. 61
      Agenda
      Strategy
      Learn
      Dialog
      Support
      Innovate
      Lead
      Prepare
    • 79. Telmex provides customer support on Twitter
      62
    • 80. Ritz-Carlton managers monitor Twitter for real-time service
      63
      Property manager helped unhappy honeymooners
    • 81. DellOutlet supports sales with Twitter
      64
    • 82. Movistar’s ‘Social Media Agents’ advance customer support on Twitter
      65
      Moviestar has specific social media guidelines and processes in place to facilitate customer service online.
    • 83. Brazilian politicians provide campaign support via Twitter
      66
    • 84. 67
      Question & Answer sites provide opportunity for support
    • 85. Q&A encourages dialog too
      68
    • 86. iRobot ties discussion boards into customers support
      69
      iRobot escalates unanswered questions into support centers
    • 87. Salesforce.com Service Cloud ties social channels back to customer data
      70
    • 88. Solarwinds’ community is strategic
      71
    • 89. Retailer Best Buy has 2,500 employees providing support via Twitter
      72
    • 90. Real-time isn’t fast enough.
      Integrate “social” support into your support infrastructure.
      Scaling support to meet the groundswell will require that you create your own groundswell.
      Summary - Support
      73
    • 91. 74
      Agenda
      Strategy
      Learn
      Dialog
      Support
      Innovate
      Lead
      Prepare
    • 92. Participate in crowdsourcing to understand how it works.
      Create a culture of sharing and collaboration within the company.
      Encourage “intrapreneurship”.
      85% of innovations involve optimizing one parameter.
      Use social media to collect and prioritize ideas.
      Reduce “power distance” with open leadership and management.
      How to encourage innovation
      75
    • 93. P&G uses reviews to improve products
      76
    • 94. GE asked for ideas from around the globe
      77
    • 95. Starbucks involves 50 people around the organization in innovation
      78
      Over 100 ideas have been implemented
    • 96. P&G goes outside for innovation
      79
      P&G made outside-in innovation a priority
    • 97. P&G developed technology from diaper research
      Reached out to competitor Clorox to form a new joint venture
      Helped Glad become Clorox’s second largest brand
      Success story: Glad Press’n Seal
      80
    • 98. Fiat Mio, the world’s first crowdsourced car
      81
    • 99. Mio by the numbers
      82
    • 100. ModCloth has customers merchandise new products
      83
    • 101. FoodExtraconnects food consumers and food producers through social
      84
    • 102. Innovating can come from any customer or employee interaction.
      Dedicated innovation communities require significant commitment and nurturing.
      Extend your firewall to bring customers into your organization.
      Summary - Innovating
      85
    • 103. Strategy Process Stages
      86
      Strategy statement
      • What you will do
      • 104. What you won’t do
      Scenarios development
      • Implementation roadblocks
      • 105. Company and leadership implications
      • 106. Risk identification
      • 107. Build resilience
    • What’s the Next Big Thing?
      87
    • 108. 88
    • 109. 89
      Identify and prioritizing disruptions that matter
      User Experience
      • Is it easy for people to use?
      • 110. Does it enable people to connect in new ways?
      Business Model
      • Does it tap new revenue streams?
      • 111. Is it done at a lower cost?
      Ecosystem Value
      • Does it change the flow of value?
      • 112. Does it shift power from one player to another?
    • “How personal relationships, individual opinions, powerful storytelling and social capital are helping brands…become more believable.”
      1) Likenomics (credit to Rohit Bhargava)
      90
      Understand the supply, demand, and thus, value of Likes as social currency
      See http://bit.ly/rohit-likenomics for Rohit’s take
    • 113. Likenomics evaluation
      91
      User experience impact - moderate
      People with high social currency will enjoy benefits, richer experiences, receive psychic income.
      People with low social currency will find ways to get it.
      Business model impact – moderate
      New economics create opportunity for people who understand Likenomics to leverage gas.
      The cost of accessing social currency will increase, and raise barriers to entry.
      Ecosystem value impact – none
    • 114. 92
      2) Social Search – Beyond Friends to Interests
      Social sharing rises as a search ranking signal, esp in the enterprise
      Create a social content hub to gain traction
      Use microformats to highlight granularity (e.g. hProduct & hReview)
    • 115. Social Search evaluation
      93
      User experience impact - Moderate
      Search becomes more useful, relevant to people.
      Business model impact – Moderate
      SEO takes on a different dimension, rewards companies with social currency, personalized experiences.
      Ecosystem value impact – Moderate
      New power brokers are social data/profile players who capture activity data and profiles.
      Google has little of either.
    • 116. Social monitoring merges with Web analytics
      HOT: Omniture, Coremetrics/IBM, Webtrends
      Technology like Hadoop makes it easy for companies to tap “Big Data”
      E.g. New York Times making its archives public
      Twitter archived by Library of Congress
      Facebook Cassandra, Amazon Dynamo, Google BigTable
      Data visualization tools make it easy to digest
      Balancing privacy and personalization
      3) Big Data
      94
    • 117. Big Data evaluation
      95
      User experience impact - Low
      Most users won’t directly experience Big Data.
      Business model impact – High
      New businesses and initiatives can be started at very low cost.
      Ecosystem value impact – Moderate
      Owners of Big Data repositories can assert control, demand payments for access.
    • 118. 96
      4) Game-ification
    • 119. TurboTax used “games” to encourage sharing and support
      97
      Social design can enter training, collaboration, support, hiring
    • 120. Gamification evaluation
      98
      User experience impact – High
      Experiences get richer, more engaging
      Business model impact – Moderate
      Work gets done faster, cheaper.
      New organizational structures and cultures emerge.
      Ecosystem value impact – Low
      Service providers will remain focused, boutique firms.
    • 121. 99
      5) Curation
    • 122. Curation evaluation
      100
      User experience impact – Moderate
      User authority established from better curation, better content is organized well.
      Business model impact – Moderate
      Easier for businesses to create their content.
      Ecosystem value impact – Moderate
      Individuals challenge media and brands as authorities – and publishers that siphon off ad dollars.
    • 123. Summary of disruptions
      101
    • 124. It’s about RELATIONSHIPS
      © 2011 Altimeter Group
    • 125. 103
      Agenda
      Strategy
      Learn
      Dialog
      Support
      Innovate
      Lead
      Prepare
    • 126. OUT ofCONTROL?
      © 2011 Altimeter Group
    • 127. 105
      © 2011 Altimeter Group
    • 128. 106
      © 2011 Altimeter Group
    • 129. 107
      How to give up control
      but still be in command
      © 2011 Altimeter Group
    • 130. Open Leadership
      108
      Having the confidence and humility to give up the need to be in control,
      while inspiring commitment from people to accomplish goals
    • 131. 10 elements of openness
      109
    • 132. Explaining strategic decisions
      110
      Open book management
      Managing leaks
    • 133. 111
      Updating with every day stuff
    • 134. Kohl’s has conversations on Facebook
      112
    • 135. Open Mic: When people contribute
      113
    • 136. Crowdsourcing new Walkers flavour
      114
    • 137. Open platforms make it easy to partner and share
      115
      Open architecture
      Open data access
    • 138. 116
      Centralized
      Democratic
      Distributed
      Consensus
      Decision making models
    • 139. 170 employees
      100 modules with “module owners”
      One person makes the final decision in each module
      Social technologies make distributed decision making possible
      117
      Manage complex tasks
      Organizing for speed
      • 65,000 employees
      • 140. 16 Councils, 50 Boards make strategic decisions
      • 141. Joint leadership of each group
    • Determine how open you need to be with information to meet your goals
      118
      Openness audit available at http://bit.ly/opennessaudit
    • 142. Complete the Openness Audit
      119
    • 143. Traits of Open Leaders
      120
      Authenticity
      Transparency
    • 144. Transparency as an imperative
      121
    • 145. How Best Buy became open and social
      122
    • 146. Best Buy’s First Social Media Experts
      123
      Steve Bendt & Gary Koelling
    • 147. The Executive Advocate
      124
      Barry Judge CMO of Best Buy
    • 148. Barry’s first post
      125
    • 149. The Premier Black Fiasco
      126
      6.8 million emails sent instead of 1,000 test
    • 150. Developing Open Leaders
      © 2010 Altimeter Group
    • 151. “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.”
      - Marc Benioff, CEO of Salesforce.com
      © 2010 Altimeter Group
    • 152. 129
      Agenda
      Strategy
      Learn
      Dialog
      Support
      Innovate
      Lead
      Prepare
    • 153. #1 Create a Culture of Sharing
      130
    • 154. #2 Discipline is Needed to Succeed
      131
      Take reasonable action to fix issue and let customer know action taken
      Negative
      Positive
      Yes
      Yes
      No
      Assess the message
      Evaluate the purpose
      Do you want to respond?
      Does customer need/deserve more info?
      Unhappy Customer?
      No Response
      Yes
      Are the facts correct?
      Gently correct the facts
      Yes
      No
      No
      No
      Can you add value?
      DedicatedComplainer?
      Are the facts correct?
      Yes
      Yes
      No
      No
      Yes
      Respond in kind & share
      Thank the person
      Comedian Want-to-Be?
      Explain what is being done to correct the issue.
      Is the problem being fixed?
      Yes
      No
      Yes
      Adapted from US Air Force Comment Policy
      Let post stand and monitor.
      © 2011 Altimeter Group
    • 155. Five ways companies organize around social media
      132
    • 156. Climb the Social Business Hierarchy of Needs
      133
      Holistic,
      Real-time
      Predictive
      Enlightenment
      Empowerment, Cross-Learning, Measurement
      Enablement
      Asset Inventory, Best Practice Sharing,
      Center of Excellence
      Formation
      Dedicated Team, Workflow, Crises Preparedness
      Safety
      Objectives, Policies, Education, Access
      Foundation
    • 157. 100% of Advanced companies allow employees to use social media professionally
      134
    • 158. SMPs require constant social media education
      135
    • 159. Read the full report, Creative Commons
      Open Research Report: Social Business Readiness
      136
      Methodology
      • 63 Interviews and briefings with ecosystem contributors
      • 160. Survey data from 144 social business programs
      • 161. Analysis of 50 social media crises
    • #3 Ask the Right Questions about Value
      137
      “We tend to overvalue the things we can measure, and undervalue the things we cannot.”
      - John Hayes, CMO of American Express
      © 2011 Altimeter Group
    • 162. A Framework For Social Analytics
      138
    • 163. The new lifetime value calculation
      • Percent that refer
      • 164. Size of their networks
      • 165. Percent of referred people who purchase
      • 166. Value of purchases
      + Value of purchases
      • Cost of acquisition
      ____________________
      = Customer lifetime value
      + Value of new customers from referrals
      + Value of insights
      • Percent that provide support
      • 167. Frequency and value of the support
      + Value of support
      + Value of ideas
      Spreadsheets for all calculations available at open-leadership.com
    • 168. 35% increase in LTV captured
      140
    • 169. Find more fans with large networks
      Encourage fans to make more referrals
      Make decisions with metrics
      141
    • 170. No relationships are perfect
      Google’s mantra:“Fail fast, fail smart”
      #4 Prepare for Failure
      142
      © 2011 Altimeter Group
    • 171. 143
      Create
      Sandbox
      Covenants
      © 2011 Altimeter Group
    • 172. Structure your risk-taking and failure systems to create resilience
      144
      Conduct pre- and post-mortems.
      E.g. Johnson & Johnson after Motrin Moms.
      Identify the top 5-10 worst case scenarios.
      Develop mitigation and contingency plans.
      E.g. Ford’s “lost” Fiesta.
      Build in responsiveness.
      E.g. Best Buy’s Black reward card.
      Prepare yourself for the personal cost of failure.
    • 173. Audit the last few failures you and your organization experienced.
      25% - what happened.
      25% - what you learned.
      50% - what you will do next.
      Keep a failure file.
      Identify risk-taking training needs.
      Build failure into your planning and operating processes.
      Create support networks for the inevitable failures.
      Action plan to prepare for failure
      145
    • 174. It’s about RELATIONSHIPS
      © 2011 Altimeter Group
    • 175. Charlene Li
      charlene@altimetergroup.com
      charleneli.com/blog
      Twitter: charleneli
      For slides, send an email to slides@altimetergroup.com
      For more information & to buy the book
      visit open-leadership.com
      © 2011 Altimeter Group

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