Your SlideShare is downloading. ×

Social Business 2012

17,389

Published on

Three strategic models for social business including the Social Engagement Journey, Relationship Progression and the Social Engagement Matrix. Can be used as either a diagnostic ("Where is our …

Three strategic models for social business including the Social Engagement Journey, Relationship Progression and the Social Engagement Matrix. Can be used as either a diagnostic ("Where is our enterprise today?") or a roadmap ("Where does our enterprise want to go in the future?") in creating a social business strategy.

Published in: Business, Technology
8 Comments
39 Likes
Statistics
Notes
No Downloads
Views
Total Views
17,389
On Slideshare
0
From Embeds
0
Number of Embeds
22
Actions
Shares
0
Downloads
313
Comments
8
Likes
39
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Social Business 2012The Social Engagement Journey, Relationships and the Social Engagement Matrix
  • 2. Christopher  Carfi  (@ccarfi)  VP,  Social  Business  Strategy  Ant’s  Eye  View     ccarfi@antseyeview.com   www.antseyeview.com   www.socialcustomer.com     twiBer.com/ccarfi   facebook.com/ccarfi       linkedin.com/in/ccarfi     ccarfi.com  
  • 3. 1 Social engagement journey2 Relationship progression3 Social engagement matrix
  • 4. 1 socialengagement journey Stage 5 Stage 4 Fully Engaged Stage 3 Measurable Social engagement Stage 2 Operational Social engagement and customer Stage 1 Experimental Social engagement drives real business experience is part of results, with systems the organization’s Traditional Dabbling in social becomes more DNA. Breakthrough embedded in and tools fullyTraditional, command engagement business results – business operations. optimized to supportand control business occurs but is increased revenue Internal training, confident andoperations using one- disconnected to and loyalty are channel alignment competentway communication business realized. and campaign employees and toto drive business operations. integration begin to more fully harnessoutcomes. Fractured tools, deliver tangible online relationships. silo’d efforts and disparate measures results. reign. Source: Ant’s Eye View
  • 5. 1 social engagement journey HR Division C Division B Division A Product Marketing Stage 1 Stage 2 Stage 3 Source: Ant’s Eye ViewTraditional Experimental Operational Stage 4 Stage 5Measurable Fully Engaged
  • 6. 1 socialengagement journey Stage 5 Stage 4 Fully Engaged Stage 3 Measurable Social engagement Stage 2 Operational Social engagement and customer Stage 1 Experimental Social engagement drives real business experience is part of results, with systems the organization’s Traditional Dabbling in social becomes more DNA. Breakthrough embedded in and tools fullyTraditional, command engagement business results – business operations. optimized to supportand control business occurs but is increased revenue Internal training, confident andoperations using one- disconnected to and loyalty are channel alignment competentway communication business realized. and campaign employees and toto drive business operations. integration begin to more fully harnessoutcomes. Fractured tools, deliver tangible online relationships. silo’d efforts and disparate measures results. reign. Source: Ant’s Eye View
  • 7. 2relationshipprogression Traditional Progression Action Intent Consideration Awareness Source: Ant’s Eye View Unaware
  • 8. 2relationshipprogression Relationship Progression Strong Tie Traditional Progression Building Action Intent Weak Tie Consideration Awareness Source: Ant’s Eye View Unaware
  • 9. 2relationshipprogression “The strength of a tie is a combination of the amount of time, the emotional intensity, the intimacy and the reciprocal services which characterize the tie.” - Granovetter, 1973
  • 10. 2relationshipprogression Relationship Progression Strong Tie Traditional Progression Building Action Intent Weak Tie Consideration Awareness Source: Ant’s Eye View Unaware
  • 11. 2relationshipprogression The traditional “funnel” is one-sided. Social relationships are two-sided.
  • 12. 2relationshipprogression Brand and Customer Association and Member Community Member and Community Member Cause and Supporter . . .
  • 13. 3 socialengagement matrix UNAWARE AWARE WEAK TIE BUILDING STRONG TIE
  • 14. 3 socialengagement matrix BRAND POV UNAWARE AWARE WEAK TIE BUILDING STRONG TIE STRONG TIE BUILDING WEAK TIE CUSTOMER POV AWARE UNAWARE Source: Ant’s Eye View
  • 15. 3 socialengagement matrix BRAND POV UNAWARE AWARE WEAK TIE BUILDING STRONG TIE Advocates Advocates Advocates STRONG TIE Cult Identi ed Acknowledged Rewarded Co-Creation Active Ad-hoc Programmatic Product BUILDING The Magic Box Listening Engagement Engagement In uence Likes and Reciprocal Preferential WEAK TIE Follows Social CRM Follows Treatment Sponsorships CUSTOMER POV Traditional Traditional Brand Perks AWARE Marketing CRM Acknowledged Programs VIP Treatment Brand Targeted Brand Follows Cool Hunters UNAWARE No Interaction Marketing Customer Ampli es and Acolytes Customer Source: Ant’s Eye View
  • 16. 3 socialengagement matrix BRAND POV UNAWARE AWARE WEAK TIE BUILDING STRONG TIE Advocates Advocates Advocates STRONG TIE Cult Identi ed Acknowledged Rewarded Co-Creation Active Ad-hoc Programmatic Product BUILDING The Magic Box Listening Engagement Engagement In uence Likes and Reciprocal Preferential WEAK TIE Follows Social CRM Follows Treatment Sponsorships CUSTOMER POV Traditional Traditional Brand Perks AWARE Marketing CRM Acknowledged Programs VIP Treatment Brand Targeted Brand Follows Cool Hunters UNAWARE No Interaction Marketing Customer Ampli es and Acolytes Customer Source: Ant’s Eye View
  • 17. 3 socialengagement matrix BRAND POV UNAWARE AWARE WEAK TIE BUILDING STRONG TIE Advocates Advocates Advocates STRONG TIE Cult Identi ed Acknowledged Rewarded Co-Creation Active Ad-hoc Programmatic Product BUILDING The Magic Box Listening Engagement Engagement In uence Likes and Reciprocal Preferential WEAK TIE Follows Social CRM Follows Treatment Sponsorships CUSTOMER POV Traditional Traditional Brand Perks AWARE Marketing CRM Acknowledged Programs VIP Treatment Brand Targeted Brand Follows Cool Hunters UNAWARE No Interaction Marketing Customer Ampli es and Acolytes Customer Source: Ant’s Eye View
  • 18. 3 socialengagement matrix BRAND POV UNAWARE AWARE WEAK TIE BUILDING STRONG TIE Advocates Advocates Advocates STRONG TIE Cult Identi ed Acknowledged Rewarded Co-Creation Active Ad-hoc Programmatic Product BUILDING The Magic Box Listening Engagement Engagement In uence Likes and Reciprocal Preferential WEAK TIE Follows Social CRM Follows Treatment Sponsorships CUSTOMER POV Traditional Traditional Brand Perks AWARE Marketing CRM Acknowledged Programs VIP Treatment Brand Targeted Brand Follows Cool Hunters UNAWARE No Interaction Marketing Customer Ampli es and Acolytes Customer Source: Ant’s Eye View
  • 19. 3 socialengagement matrix BRAND POV UNAWARE AWARE WEAK TIE BUILDING STRONG TIE Advocates Advocates Advocates STRONG TIE Cult Identi ed Acknowledged Rewarded Co-Creation Active Ad-hoc Programmatic Product BUILDING The Magic Box Listening Engagement Engagement In uence Likes and Reciprocal Preferential WEAK TIE Follows Social CRM Follows Treatment Sponsorships CUSTOMER POV Traditional Traditional Brand Perks AWARE Marketing CRM Acknowledged Programs VIP Treatment Brand Targeted Brand Follows Cool Hunters UNAWARE No Interaction Marketing Customer Ampli es and Acolytes Customer Source: Ant’s Eye View
  • 20. 3 socialengagement matrix BRAND POV UNAWARE AWARE WEAK TIE BUILDING STRONG TIE Advocates Advocates Advocates STRONG TIE Cult Identi ed Acknowledged Rewarded Co-Creation Active Ad-hoc Programmatic Product BUILDING The Magic Box Listening Engagement Engagement In uence Likes and Reciprocal Preferential WEAK TIE Follows Social CRM Follows Treatment Sponsorships CUSTOMER POV Traditional Traditional Brand Perks AWARE Marketing CRM Acknowledged Programs VIP Treatment Brand Targeted Brand Follows Cool Hunters UNAWARE No Interaction Marketing Customer Ampli es and Acolytes Customer Source: Ant’s Eye View
  • 21. 3 socialengagement matrix BRAND POV UNAWARE AWARE WEAK TIE BUILDING STRONG TIE Advocates Advocates Advocates STRONG TIE Cult Identi ed Acknowledged Rewarded Co-Creation Active Ad-hoc Programmatic Product BUILDING The Magic Box Listening Engagement Engagement In uence Likes and Reciprocal Preferential WEAK TIE Follows Social CRM Follows Treatment Sponsorships CUSTOMER POV Traditional Traditional Brand Perks AWARE Marketing CRM Acknowledged Programs VIP Treatment Brand Targeted Brand Follows Cool Hunters UNAWARE No Interaction Marketing Customer Ampli es and Acolytes Customer Source: Ant’s Eye View
  • 22. 3 socialengagement matrix BRAND POV UNAWARE AWARE WEAK TIE BUILDING STRONG TIE Advocates Advocates Advocates STRONG TIE Cult Identi ed Acknowledged Rewarded Co-Creation Active Ad-hoc Programmatic Product BUILDING The Magic Box Listening Engagement Engagement In uence Likes and Reciprocal Preferential WEAK TIE Follows Social CRM Follows Treatment Sponsorships CUSTOMER POV Traditional Traditional Brand Perks AWARE Marketing CRM Acknowledged Programs VIP Treatment Brand Targeted Brand Follows Cool Hunters UNAWARE No Interaction Marketing Customer Ampli es and Acolytes Customer Source: Ant’s Eye View
  • 23. 3 socialengagement matrix BRAND POV UNAWARE AWARE WEAK TIE BUILDING STRONG TIE Advocates Advocates Advocates STRONG TIE Cult Identi ed Acknowledged Rewarded Co-Creation Active Ad-hoc Programmatic Product BUILDING The Magic Box Listening Engagement Engagement In uence Likes and Reciprocal Preferential WEAK TIE Follows Social CRM Follows Treatment Sponsorships CUSTOMER POV Traditional Traditional Brand Perks AWARE Marketing CRM Acknowledged Programs VIP Treatment Brand Targeted Brand Follows Cool Hunters UNAWARE No Interaction Marketing Customer Ampli es and Acolytes Customer Source: Ant’s Eye View
  • 24. 3 socialengagement matrix BRAND POV UNAWARE AWARE WEAK TIE BUILDING STRONG TIE Advocates Advocates Advocates STRONG TIE Cult Identi ed Acknowledged Rewarded Co-Creation Active Ad-hoc Programmatic Product BUILDING The Magic Box Listening Engagement Engagement In uence Likes and Reciprocal Preferential WEAK TIE Follows Social CRM Follows Treatment Sponsorships CUSTOMER POV Traditional Traditional Brand Perks AWARE Marketing CRM Acknowledged Programs VIP Treatment Brand Targeted Brand Follows Cool Hunters UNAWARE No Interaction Marketing Customer Ampli es and Acolytes Customer Source: Ant’s Eye View
  • 25. 3 socialengagement matrix BRAND POV UNAWARE AWARE WEAK TIE BUILDING STRONG TIE Advocates Advocates Advocates STRONG TIE Cult Identi ed Acknowledged Rewarded Co-Creation Active Ad-hoc Programmatic Product BUILDING The Magic Box Listening Engagement Engagement In uence Likes and Reciprocal Preferential WEAK TIE Follows Social CRM Follows Treatment Sponsorships CUSTOMER POV Traditional Traditional Brand Perks AWARE Marketing CRM Acknowledged Programs VIP Treatment Brand Targeted Brand Follows Cool Hunters UNAWARE No Interaction Marketing Customer Ampli es and Acolytes Customer Source: Ant’s Eye View
  • 26. 3 socialengagement matrix BRAND POV UNAWARE AWARE WEAK TIE BUILDING STRONG TIE Advocates Advocates Advocates STRONG TIE Cult Identi ed Acknowledged Rewarded Co-Creation Active Ad-hoc Programmatic Product BUILDING The Magic Box Listening Engagement Engagement In uence Likes and Reciprocal Preferential WEAK TIE Follows Social CRM Follows Treatment Sponsorships CUSTOMER POV Traditional Traditional Brand Perks AWARE Marketing CRM Acknowledged Programs VIP Treatment Brand Targeted Brand Follows Cool Hunters UNAWARE No Interaction Marketing Customer Ampli es and Acolytes Customer Source: Ant’s Eye View
  • 27. 3 socialengagement matrix BRAND POV UNAWARE AWARE WEAK TIE BUILDING STRONG TIE Advocates Advocates Advocates STRONG TIE Cult Identi ed Acknowledged Rewarded Co-Creation Active Ad-hoc Programmatic Product BUILDING The Magic Box Listening Engagement Engagement In uence Likes and Reciprocal Preferential WEAK TIE Follows Social CRM Follows Treatment Sponsorships CUSTOMER POV Traditional Traditional Brand Perks AWARE Marketing CRM Acknowledged Programs VIP Treatment Brand Targeted Brand Follows Cool Hunters UNAWARE No Interaction Marketing Customer Ampli es and Acolytes Customer Source: Ant’s Eye View
  • 28. 3 socialengagement matrix BRAND POV UNAWARE AWARE WEAK TIE BUILDING STRONG TIE Advocates Advocates Advocates STRONG TIE Cult Identi ed Acknowledged Rewarded Co-Creation Active Ad-hoc Programmatic Product BUILDING The Magic Box Listening Engagement Engagement In uence Likes and Reciprocal Preferential WEAK TIE Follows Social CRM Follows Treatment Sponsorships CUSTOMER POV Traditional Traditional Brand Perks AWARE Marketing CRM Acknowledged Programs VIP Treatment Brand Targeted Brand Follows Cool Hunters UNAWARE No Interaction Marketing Customer Ampli es and Acolytes Customer Source: Ant’s Eye View
  • 29. 1 Social engagement journey2 Relationship progression3 Social engagement matrix
  • 30. What to do next?
  • 31. What to do next? Stage 5 Stage 4 Fully Engaged Stage 3 Measurable Social engagement Stage 2 Operational Social engagement and customerStage 1 Experimental Social engagement drives real business experience is part of results, with systems the organization’sTraditional Dabbling in social becomes more DNA. Breakthrough embedded in and tools fullyTraditional, command engagement business results – business operations. optimized to supportand control business occurs but is increased revenue Internal training, confident andoperations using one- disconnected to and loyalty are channel alignment competentway communication business realized. and campaign employees and toto drive business operations. integration begin to more fully harnessoutcomes. Fractured tools, deliver tangible online relationships. silo’d efforts and disparate measures results. reign.
  • 32. What to do next? Stage 5 Stage 4 Fully Engaged Stage 3 Measurable Social engagement Stage 2 Operational Social engagement and customerStage 1 Experimental Social engagement drives real business experience is part of results, with systems the organization’sTraditional Dabbling in social becomes more DNA. Breakthrough embedded in and tools fullyTraditional, command engagement business results – business operations. optimized to supportand control business occurs but is increased revenue Internal training, confident andoperations using one- disconnected to and loyalty are channel alignment competentway communication business realized. and campaign employees and toto drive business operations. integration begin to more fully harnessoutcomes. Fractured tools, deliver tangible online relationships. silo’d efforts and disparate measures results. reign.
  • 33. What to do next? Stage 5 Stage 4 Fully Engaged Stage 3 Measurable Social engagement Stage 2 Operational Social engagement and customerStage 1 Experimental Social engagement drives real business experience is part of results, with systems the organization’sTraditional Dabbling in social becomes more DNA. Breakthrough embedded in and tools fullyTraditional, command engagement business results – business operations. optimized to supportand control business occurs but is increased revenue Internal training, confident andoperations using one- disconnected to and loyalty are channel alignment competentway communication business realized. and campaign employees and toto drive business operations. integration begin to more fully harnessoutcomes. Fractured tools, deliver tangible online relationships. silo’d efforts and disparate measures results. reign.
  • 34. What to do next? Stage 5 Stage 4 Fully Engaged Stage 3 Measurable Social engagement Stage 2 Operational Social engagement and customerStage 1 Experimental Social engagement drives real business experience is part of results, with systems the organization’sTraditional Dabbling in social becomes more DNA. Breakthrough embedded in and tools fullyTraditional, command engagement business results – business operations. optimized to supportand control business occurs but is increased revenue Internal training, confident andoperations using one- disconnected to and loyalty are channel alignment competentway communication business realized. and campaign employees and toto drive business operations. integration begin to more fully harnessoutcomes. Fractured tools, deliver tangible online relationships. silo’d efforts and disparate measures results. reign.
  • 35. Thank you!
  • 36. Christopher  Carfi  (@ccarfi)  VP,  Social  Business  Strategy  Ant’s  Eye  View     ccarfi@antseyeview.com   www.antseyeview.com   www.socialcustomer.com     twiBer.com/ccarfi   facebook.com/ccarfi       linkedin.com/in/ccarfi     ccarfi.com  

×