Social by design: jump-start your social business strategy

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This presentation was inspired greatly by the book 'Social Business By Design' by Dion Hinchcliffe and Peter Kim. It was meant to be an introduction to social business, and how to strategically …

This presentation was inspired greatly by the book 'Social Business By Design' by Dion Hinchcliffe and Peter Kim. It was meant to be an introduction to social business, and how to strategically approach the use of social media in your organisation for valuable business impact.

Originally presented at Creative Niche's knowledge season series, 'Project Greenhouse: Social Media Strategy to Build Brands and Communities'.

More in: Business , Technology
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  • 1. Social by design Ways to jump-start your social business strategy Timi Stoop-Alcala Social Business Analyst & Content Strategist timi.alcala@socialbizstrategy.com June 2012Tuesday, June 12, 12
  • 2. This presentation covers: - Social business at work (some stories) - What companies’ experiences tell us about social business - Ways to jump-start your social business strategyTuesday, June 12, 12
  • 3. At the end of this presentation, I hope we’ll start to ask: - What’s our end-game for social? [Why engage?] - How are we now using social media? [Are we using it to solve specific business problems?] - How can we begin to be social by design?Tuesday, June 12, 12
  • 4. Putting things in contextTuesday, June 12, 12
  • 5. A Cambrian explosion in social technologiesTuesday, June 12, 12
  • 6. Global adoption of social mediaTuesday, June 12, 12
  • 7. Changing consumers’ behaviourTuesday, June 12, 12
  • 8. Disrupting business the way we know itTuesday, June 12, 12
  • 9. Redefining relations, influence, and connectivityTuesday, June 12, 12
  • 10. BOTTOM LINE If you’re not using social media to engage with your customers, partners, and stakeholders... somebody else is.Tuesday, June 12, 12
  • 11. Tuesday, June 12, 12
  • 12. THESE WE KNOW NOW TO BE TRUE To be social is tough. The opportunity costs of not getting coordinated and being unprepared internally is steep. Social drives adaptation (but is your organisation built to adapt?) Technology becomes more sophisticated by the year. Customers’ expectations are heightened, and their demands change before the organisation can even catch up with the changes. Competitors evolve faster and possess better tools, technologies, information and methods of organisation.Tuesday, June 12, 12
  • 13. If social media is disrupting the way we do business, then we should make sure to use it strategically to adapt and achieve business outcomes.Tuesday, June 12, 12
  • 14. How some companies are adopting social businessTuesday, June 12, 12
  • 15. Tuesday, June 12, 12
  • 16. Better business based on real time customer input From #FAIL to FTW! Dell knows that it’s no longer enough to just have a social presence. They listen, learn and engage in conversations with our customers where they are. They’ve gone from Dell Hell to one of the most often praised social business company, and of the few with a Social Media Listening Command Center.Tuesday, June 12, 12
  • 17. Shared value by default Dell uses different platforms to stay connected with existing and potential customers. They’ve gone beyond solving problems to adding value exchange among its customers.Tuesday, June 12, 12
  • 18. Rethinking an existing business process The real-time response in advertising by Old Spice was possible because P&G redesigned its process of producing ads to become more social. Results: sales increased 27% in the last six months; 55% in the last three months; the month after the campaign -- 107%.Tuesday, June 12, 12
  • 19. Graphic: Buddy Media L’Oreal’s customer relationship program included a Facebook toolkit for its salons, educational resources on social media, and a $25 advertising credit Improving partner support for each of its salons.Tuesday, June 12, 12
  • 20. “A social business isnt just a company that has a Facebook page and a Twitter handle. A social business is one that embraces and cultivates a spirit of collaboration and community throughout its organization— both internally and externally.” - IBM Reorganising corporate communication IBM responded to the trends in the worker and marketplace dynamics by designing new communication approaches with matching technical capabilities. Results: As of 2011, 130 million IBM communities of professionals around the world has actively collaborated internallyTuesday, June 12, 12
  • 21. Integrating vision into social campaigns Participation by the community unlocked Levi’s contribution to Water.org of 200 million liters of clean drinking water. In its first 72 hours, it saw over 50,000 page views, with more than 20,000 challenges completed.Tuesday, June 12, 12
  • 22. Enabling participation • Team TopZorg by Menzis asks everyone (not just customers) to share their positive and negative stories on health care. • This serves as an entry point for dialogue to generate actionable insights. How these ideas are carried out is actively shared and discussed on the site. • Results: Improved services, increased involvement, and better relations as the target group understands better the complexities of healthcare.Tuesday, June 12, 12
  • 23. Conversations as currency Buurzaam Wonen (Amsterdam Smart City) launched eco-hood sessions among Geuzenveld citizens as a way to activate the community behind the project. The goal was to stimulate collective awareness of their energy consumptions patterns to trigger behaviour change. This was an offline event, but part of a bigger process based on social business tenets such as network effect (building shared value).Tuesday, June 12, 12
  • 24. Social business scales (for small business, too) Disclosure: I worked on the online strategy and social strategy of Madaga as an Associate for www.call-for-action.nl Madaga, a young start-up that delivers fresh food for babies, aimed for a social business mindset right from the start. It made the business decision to become a social brand which translates into allocating resources for social from the inception of its brand. Where social media decisions are usually add-ons for some marketing programs, social strategy was integrated at the beginning of brand-building, communications and PR development, and analytics.Tuesday, June 12, 12
  • 25. Brands must not only be ready Continuous listening and to invest resources in social monitoring, but also engage and effective management respond -- in real-time.Tuesday, June 12, 12
  • 26. Organisational readiness “Maar om de themas voor te bereiden, de dialogen dagelijks te volgen - en vooral om jullie reacties op te volgen en goede ideeën door te voeren - is veel capaciteit nodig bij XS4ALL. Tijd en aandacht die we op dit moment helaas niet kunnen bieden. De turbulentie in onze branche vraagt op dit moment onze volle aandacht....De verbetervoorstellen die voortkomen uit de dialoog met jullie sneeuwen momenteel onder in onze dagelijkse werkzaamheden.” Yellow Spaces was a platform for dialogue with clients and consumers to share experiences, opinions and ideas. Results: Over 1600 participants, 9 themes, 70 discussions, 6 projects delivered, 9 projects started up, 6 further explored. Unfortunately, it was stopped as XS4ALL didn’t have the internal capacity to sustain this effort.Tuesday, June 12, 12
  • 27. What do these experiences tell us about social business?Tuesday, June 12, 12
  • 28. Some key concepts • A shift in mindset • Social is not an add-on, but rather, “a layer that’s interwoven into the fabric of the organisation.” (David Armano, EVP Edelman Digital) It’s essential to align external social media efforts with internal roles, processes and structures. • It goes beyond campaigns, ad-hoc engagement, and one-time solutions. • Transaction becomes a by-product of interaction (rich relations). • Be a Platform Provider (not a Gate-keeper): Don’t only manage connections, but also facilitate participation. Enable your partners, customers and stakeholders to connect and engage with each other.Tuesday, June 12, 12
  • 29. Some key concepts • Importance of the internal aspect of social business • Using internal social media fosters workforce / partners / stakeholders engagement and collaboration, e.g. customer relationship management. • Listening and engaging is not just about reacting to people’s feedback, but analysing their sentiment and deriving actionable insights: it’s about business intelligence. • Listening (monitoring) is inseparable from engagement. It’s important to be prepared organisationally to respond to the rapid information and feedback cycle of the social web.Tuesday, June 12, 12
  • 30. Some key concepts • Importance of the internal aspect of social business • US Cellular, Kraft Foods, and Discover Financial Network underscored culture change as the number one determinate of social success. IBM states that overcoming the organizational challenge is 1.8 times harder than the technological obstacles of social. (Dachis Group) • Connected employees and leaders create a competitive advantage via a culture of sharing. - (Charlene Li, author of the New York Times bestseller “Open Leadership”, Founder of Altimeter Group)Tuesday, June 12, 12
  • 31. Some key concepts • People / Communities: the beating heart of any social business • Successful engagement with your target groups entails serious (and ongoing) research on your social customers in order to gain insights on the relevant communities to be activated. • Enlist the relevant community that is large enough to drive the desired results. Make sure to plan for too little or too much participation. • You can have a social business solution that may not focus primarily on online engagement or digital tools. Offline processes that activate relevant communities contribute to the whole social experience.Tuesday, June 12, 12
  • 32. To truly benefit from the social web, your organisation must adopt a business-level, people-centric, holistic, and scalable framework for using social technologies internally and externally with the end goal of creating shared value. The challenge: Transforming your organisation into a truly socially calibrated business is a long journey. Where do you begin?Tuesday, June 12, 12
  • 33. Areas for developing Organisational readiness social business B Workforce Team roles and engagement U responsibilities Governance S Guidelines and policies Collaboration tools Leadership and I Expertise and methods culture Listening strategy Training and N Monitoring, management, reporting support Openness and transparency E Internal champions S Social CEOs Internal S Network effect: shared and added value among customers, partners and employees G External Social networks Content Advocacy O strategy A Social presence Editorial calendar Advocacy programs L Social media marketing mix (tools + channels) Creation, Community-building Repurposing and management S Coordination between Publication owned, paid and earned Management media Distribution, Engagement activities Archive Social campaigns Support for on-/offline campaigns Timi Stoop-Alcala - Social Business Analyst & Content Strategist | timi.alcala@socialbizstrategy.com | +31 6 2843 1916 | @delunna | SocialBizStrategy.com Graphic adapted from the Dachis GroupTuesday, June 12, 12
  • 34. Jump-start your social business strategyTuesday, June 12, 12
  • 35. Start small, but start now Create a social business mindset Pick one goal. Make social a strategic component of reaching that goal. At the very least: - Learn to listen. - Research and develop social customer personas. - Review the current state of your social affairs.Tuesday, June 12, 12
  • 36. Create an environment for strategic thinking about social business • Adapt a social business mindset. Always begin with the goal / problem in mind. Examine your goals for this year and the problems your business wants to solve. Pick one where social can have an impact. • Analyse the business case(s). Drill down to specific use case(s). For example: • Business case: The network of salons are using and selling fewer L’oreal products due to recession. Enhancing the way salons connect, engage and deliver services can give them the competitive edge. Social media can play a major role in this. • Use case: L’oreal salons enhances engagement with their customers on Facebook via their own custom Page. They can easily customise information and content according to their business needs.Tuesday, June 12, 12
  • 37. ! Create an environment for strategic thinking Assess Your Social Business Maturity Level about social business For each section, choose the statement that best describes your social business program. Give yourself 1 point if you choose “1,” 2 points if you choose “2,” and 3 points if you choose “3.” Add up your total score below to determine your social business maturity level. A. Program ___ 1. We are mostly experimenting with social media. ___ 2. Weve launched long-term initiatives that are part of an overall social strategy. ___ 3. Social business permeates the enterprise — its transcended the Marketing department, and impacts Product, Support, R&D, etc. B. Leadership and Organizational Model • Analyse the current state of ___ 1. We do not have a formalized Social Strategist role or organizational model. ___ 2. Weve organized into a Hub and Spoke model with a formal Social Strategist role at the helm. (internal and external) social ___ 3. Weve evolved to a Multiple Hub and Spoke or Holistic model, and business units can deploy on their own with little guidance from the Hub. affairs. Sample activities: C. Processes and Policies ___ 1. We have not conducted internal audits or established processes or policies for governance. ___ 2. Weve conducted internal audits and established processes and policies across the enterprise. • Conduct social SWOT, ___ 3. Weve created clear processes and workflow across cross-functional teams. D. Education market/competitive analysis, ___ 1. There is no formal education program to train internal associates. ___ 2. Weve launched an education program but its not rolled out to the entire company. social business maturity ___ 3. We’ve formalized an ongoing education program that serves as a resource for all employees. E. Measurement test. ___ 1. We’ve tied our social media efforts back to engagement metrics, like number of clicks, fans, followers, RTs, check-ins, etc. ___ 2. We’ve tied our social media efforts back to social media analytics, like share of voice, • Identify needs or resonation, word of mouth, etc. ___ 3. We’ve tied our social media efforts back to business metrics, like revenue, reputation, CSAT, etc. opportunities that can be F. Technology your starting point or ___ 1. We’ve invested in brand monitoring to listen to and develop understanding of our customers. ___ 2. Weve invested in scalable technologies such as community platforms or social media management systems (SMMS). catalyst for adopting a ___ 3. Weve invested in social integration with other digital touchpoints like the corporate website, kiosks, mobile devices, etc., across the entire customer lifecycle. socbiz framework. Rethink Total score ____ If you scored between 0 and 6 points, your program is at the Novice level. an existing business If you scored between 7 and 12 points, your program is at the Intermediate level. If you scored between 13-18 points, your program is at the Advanced level. ! process. ! Your Social Business Maturity Level!_________________________________________! http://www.slideshare.net/jeremiah_owyang/how-mature-is-your-company-social-business-maturity-quiz !Tuesday, June 12, 12
  • 38. Create an environment for strategic thinking about social business • Review how your business is organised around social media. Review the workflows. Investigate which roles are necessary to engage customers at the functional level (service/support, sales, marketing, collaboration/ innovation, etc.) • Clarify success goals and evaluation metrics. Make decisions with metrics. • Adopt an integrated approach in planning and running. (No cherry-picking) Identify incremental values.Tuesday, June 12, 12
  • 39. Create an environment for strategic thinking about social business • Research is the basis for any strategy. Know your audience well. • Conduct socialgraphics research with the end goal of creating your company’s social customer personas. • Check if your content strategy, brand proposition, and other marketing programmes map to socialgraphic insights and the needs of your social customer personas. • Develop a listening strategy aimed at identifying influencers, hot themes/ topics, and competitor activities.Tuesday, June 12, 12
  • 40. Create an environment for strategic thinking about social business • Review your brand marketing. • What is inherently social about your brand? Which one resonates the most with your customers / partners? Which one do you want to amplify? • Are you creating marketing programmes with interaction drivers in mind? E.g. emotion, fame and fortune, fun and entertainment, utility • Are you creating marketing programmes with solid building blocks for community development?Tuesday, June 12, 12
  • 41. How social success looks like • “Social Business by Design”, by Dion Hinchcliffe and Peter Kim, lists six success factors. You know when you’re on the road to becoming a social business when your company: • Listens, analyzes, and engages, continuously • Integrates social into the flow of work • Plans for change and the unexpected • Turns on the network effect • Removes barriers to participate • Enables everyone to participate And may I add: Engages, learns, and engages again.Tuesday, June 12, 12
  • 42. Start being social by intent and design. Evolve from a social brand to a social business. A social business calibrates organisational structures, processes, culture, and leadership to an ecosystem of participation, collaboration, and adaptation, and the creation of shared value by default. Why? Because a social approach to business provides a more effective to make better decisions, brings agility to business functions, enhances workforce productivity, and creates better products that all ultimately lead to designing better experiences for your customers, partners and workforce.Tuesday, June 12, 12
  • 43. Good luck! Remember: social business is a journey. And it’s not ice-creamTuesday, June 12, 12
  • 44. Social media doesn’t solve everything.Tuesday, June 12, 12
  • 45. Thanks for listening! Blog: http://SocialBizStrategy.com www.twitter.com/@delunna timi.alcala@socialbizstrategy.com All facts and case descriptions were taken from these sources unless otherwise specified: - Book: ‘Social Business by Design’ -Dion Hinchcliffe and Peter Kim (non-Dutch cases) - Websites: Altimeter (Open Research Reports), Favela Fabric (Dutch cases) Images are given aribution where they appear.Tuesday, June 12, 12