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Building a social business
Building a social business
Building a social business
Building a social business
Building a social business
Building a social business
Building a social business
Building a social business
Building a social business
Building a social business
Building a social business
Building a social business
Building a social business
Building a social business
Building a social business
Building a social business
Building a social business
Building a social business
Building a social business
Building a social business
Building a social business
Building a social business
Building a social business
Building a social business
Building a social business
Building a social business
Building a social business
Building a social business
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Building a social business

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  1. Building  a  Social  Business  Best  prac5ces  for  aligning  social  approaches  with  your  company’s  goals   David  Meiselman   VP  of  Digital  Marke5ng,  Ac5fio   @dmeiselman     The  views  expressed  in  this  presenta5on  are  my  own.  
  2. Agenda•  Intros  –  How  do  you  currently  use  social  media?  •  The  basics  –  external  and  internal  use  cases.  •  Social  strategies  –  aligning  your  use  cases  with  business  goals.    •  Social  models  –  aligning  your  people  to  your  use  cases.    •  Wrap  up  and  discussion  of  what  works.    •  This  is  not  about  tools  and  tac5cs.  It’s  about  developing   strategies  and  uses  that  align  with  your  business  goals.  
  3. •  A  career  in  tech  marke5ng  and   web  strategy  •  Startups  and  Fortune  500  •  Building  digital  at  Ac5fio  •  Led  social  strategy  for  Hanover   Insurance  •  Built  1  Million+  social   community  for  language   learners  •  Enterprise  soSware  sales  and   marke5ng   My Perspective: 20+ years in marketing
  4. Why are you social?
  5. Exercise # 1Current  levels  of  social  media  usage  in  class  –  personal  v.  business.     1.  What  do  you  use  personally?   2.  What  do  you  do  for  your  business?     3.  What  are  your  top  business  goals/needs  and  how  is  social  business   currently  helping  you  to  get  there?  
  6. Social Basics
  7. Origins of Social Media = Web2.0 Interaction Places   PlaXorms  • Changes in what the web makes possible.• If Web1.0 = publishing, then Web2.0 = participation.• Web2.0 moved from: • Info Access à Rich Internet Apps • Apps à Platforms • Content à Conversations • Web Pages à Distributed Content • Browsing à Following • Communicating à Collaborating•  Platforms make content and functions multi “site” and multi-device.
  8. Interactivity Led to Changed Expectations• Not enough to just consume. People want to interact and contribute.• People expect to comment and converse.• Messages cease to be outbound statements, but rather they become part of conversations.• This freaked some marketers out, but it’s really a good thing – conversations make a greater impact than stand alone messages.
  9. Basic Nature of A Social Business Responsive - Interactive - Human
  10. What Do We Mean By A Social Business?•  Leverages  social  plaXorms  to  share  informa5on,  engage  in   conversa5on,  and  build  rela5onships.  •  Engages  and  has  human  interac5ons  (at  scale).  •  Social  interac5ons  both  externally  and  internally.  
  11. External Use Cases for Social Media1.  Fundamental  –  building  rela5onships  with  target  audiences.   •  Scalable  In5macy  (see  @miketrap).  2.  Marke5ng     •  Crea5ng  brand  advocates.   •  Growing  an  audience  .   •  Telling  your  story.  3.  Sales  –  the  ul5mate  use  case,  but  not  how  you  might  think.  4.  Service  –  human  and  responsive,  where  and  how  the   customer  wants  and  lives.  
  12. Internal Use Cases for Social Collaboration1.  Enterprise  2.0  and  collec5ve  intelligence.  2.  Project  coordina5on.  3.  Knowledge  management  and  informa5on  flow.  4.  Collabora5ve  content  development.  5.  Social  intranets  and  extranets  (partners).  6.  New  hire  assimila5on.  
  13. Exercise # 2How  can  social  use  cases  align  to  your  business  goals  and  objec5ves?     1.  List  your  3  top  pressing  goals/needs.   2.  For  each  one,  define  an  external  social  and  an  internal  collabora5on   use  case  or  approach  that  can  support  your  achieving/mee5ng  it.    
  14. Social Models
  15. Don’t assume all people get this stuff.•  Wide  range  in  social  proficiency  •  Huge  difference  between  keeping  up  with  friends  on  FB  and   leveraging  mul5ple  social  networks  and  collabora5on  tools  for   business  purposes.  
  16. The Culture Thing•  Closed  &  conserva5ve  vs.  open  &  progressive.  •  Command  &  control  vs.  individual  empowerment.  •  Guarding  informa5on  vs.  crea5ng  it  in  the  open.  •  There  is  no  correct  approach,  but  the  approach  must  match  the   basic  corporate  culture.  •  Much  of  social  adop5on  is  a  cultural  issue  for  many  companies.    
  17. Social Media Organizational Models Source:  Al5meter  Group  
  18. Planning Your Approach•  Align  your  culture  and  choose  your  model.  •  Build  social  proficiency  and  move  inside  out.  •  Involve  stakeholders  and  plan  responsibili5es.  •  Don’t  leave  it  to  chance.  Be  deliberate.  
  19. Internal Collaboration – Getting Buy-in and Driving Adoption•  What’s  in  it  for  me?  •  Follow  the  leader.  •  Build  a  user  experience  that  solves  a  problem.  •  Model  success  and  let  grass  roots  use  cases  follow.    
  20. Knowledge Management via Social Platform•  Navigate  first.  •  Search  second.  •  Ask  third.  
  21. •  Socialtext  customized  for  very  specific  use  cases  
  22. The Recipe for External Social Media•  Listen  •  Curate  •  Create  •  Engage  •  Remember  how  great  salespeople  have  built  rela5onship   based  businesses  for  much  longer  than  the  technology  age…  •  Keep  the  value/ask  ra5o  high.  
  23. A Twitter Story
  24. A Twitter Story
  25. External Social Challenges•  Cura5ng  valuable  things  to  share.  •  Crea5ng  enough  quality  content.  •  Coordina5ng  mul5ple  external  social  par5cipants.  •  Internal  can  be  used  to  solve  external  challenges.  •  Align  your  model  to  resource  constraints.    
  26. Setting Forward On Your Social Path1.  Define  the  business  goals  you  want  to  impact.  2.  Define  the  social  use  cases  that  can  help.  3.  Align  your  corporate  culture  and  social  proficiency  with  your   approach  to  implemen5ng  those  use  cases.  4.  Work  outside  in  for  listening  and  inside  out  for  speaking.  5.  Create  deliberate  successes  that  can  be  built  upon.  6.  Connect  those  successes  to  where  you  want  to  go.  
  27. Exercise # 3 Crea5ng  your  roadmap  toward  being  a  social  business     1.  Describe  your  culture,  both  today  and  what  you  aspire  for  it  to  be.   2.  Describe  the  level  of  social  proficiency  in  your  team.   3.  Pick  your  preferred  social  media  management  model  that  best  aligns   to  both  your  culture  and  the  social  proficiency  of  your  team  –  today   and  tomorrow.   4.  Define  2-­‐3  use  cases  that  will  enable  you  to  model  success  to  drive   the  desired  outcomes  you  defined  in  the  last  exercise.    
  28. Thank You! David  Meiselman   @dmeiselman   davidmeiselman.com    

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