Keynote: Three Ways Social Business Must Scale


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Keynote: How Social Business Must Scale

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  • [1]
  • We’re seeing social networks eclipse large websites like Yahoo[1]
  • It’s not just FB, but other locations are behaviors are starting to emerge[1]
  • Companies are at a crossorads. There are two types of companies.
  • One type of company will not be able to scale social media.
  • As a result there will a mess. Show a spahetti
  • The second type of company, will use leverage.Image = lever, or crowbar
  • Find an updated product, this could be it, but Im’ not sure
  • [1]
  • [1][2]
  • [1][2] Young is a WalmartElevenmom. Her blog is where she displays a 11moms badge on her sidebar. She wrote a blog called “The Truth About the WalmartElevenmoms” where she clears up misperceptions about the relationship. She writes: “Let me begin by saying that everything we ElevenMoms do with Walmart is optional and fully disclosed. Walmart does not require any thing of us but to be ourselves and remain authentic to our own voice. We have never worked forWalmart and none of us are employees ofWalmart.” (
  • Q&A product focused.
  • Mactopia is microsoft, from users using.Powerpoint Q&A
  • Bazzaarvoicesotry
  • Ommunity top features
  • Leadin board
  • JKO
  • Keynote: Three Ways Social Business Must Scale

    1. 1. 1<br />What's Next: The Three Trends Companies Must Invest in for Social Business<br />For Social Media Summit<br />June11, 2010<br />Jeremiah Owyang<br />Partner<br />
    2. 2. The conversation has shifted off domain<br />Source: Pew Resource Center’s Internet and American Life Project (October 8, 2009)<br />2<br />
    3. 3. Facebook is second biggest site in US<br />Source: (January 2010)<br />3<br />
    4. 4. 4<br />50 million tweets a day on Twitter<br />Source: Twitter (February 22, 2010)<br />
    5. 5. Image by atomicShedused with Attribution as directed by Creative Commons<br />
    6. 6. Image by atomicShedused with Attribution as directed by Creative Commons<br />
    7. 7. Image by Dominique Sanchez used with Attribution as directed by Creative Commons<br />
    8. 8. The first company.<br />
    9. 9. Image by IronRodArt - Royce Bair used with Attribution as directed by Creative Commons<br />
    10. 10. Image by Martin Deutsch used with Attribution as directed by Creative Commons<br />
    11. 11. The second company.<br />
    12. 12. Image by citizensoundused with Attribution as directed by Creative Commons<br />
    13. 13. Image by dontthink.feelused with Attribution as directed by Creative Commons<br />
    14. 14. The future of social business requires companies to scale<br />
    15. 15. Harness the Rings of Influence<br />Develop Peer to Peer Systems<br />Invest in Social CRM<br />3 Ways for Companies To Scale<br />15<br />
    16. 16. Rings of Influence<br />© 2010 Altimeter Group<br />
    17. 17. Rings of social influence<br />17<br />
    18. 18. Traditional – but limited communication<br />18<br />
    19. 19. The corporate press release often does not influence customers<br />19<br />
    20. 20. CEOs not credible among most US consumers<br />Source: Edelman Trust Barometer, 2010<br />20<br />
    21. 21. Yet long term executive voices can make a difference<br />21<br />
    22. 22. The company voice is the mainstay of corporate communications, yet to increase trust, augment with respected and trusted executives.<br />Enable executives to speak on their own –yet aid them with resources (podcast, video) analytics and advice.<br />Brands that have consumer affinity already may have brand zealots (Facebook fan pages, like Coke) develop a strategy to activate their participation.<br />Best practices: Brand Ring<br />22<br />
    23. 23. Companies enable employees to use social<br />23<br />
    24. 24. Intel employees blog give customers an “inside look” <br />24<br />“Blogs@intel offer an ‘inside look’ at Intel’s operations and provides opportunities for you to exchange ideas directly with our employees.”<br />
    25. 25. “A collective force” of thousands of Best Buy employees support customers<br />25<br />
    26. 26. Establish guardrails to protect both employees and the company<br />Offer internal training courses, (like Intel’s certification program) and recurring training<br />Offer an internal water cooler where they can talk in a safe place and plan: Yammer, Socialcast, Community Platforms<br />Best practices: Employee Ring<br />26<br />
    27. 27. Companies enable customers – ratings<br />27<br />
    28. 28. DSW customers recommend products<br />28<br />
    29. 29. Real moms advocate for Walmart<br />29<br />
    30. 30. Microsoft recognizes Most Valuable Professionals<br />30<br />
    31. 31. Starbucks partners with Foursquare to empower check-in advocates<br />31<br />
    32. 32. Google SideWiki Shifts Power to Customers<br />32<br />
    33. 33. For better or worse, customers are already talking about you – how can you aggregate their voices closer to your brand?<br />Develop an advocacy program to recognize and reward your top customers.<br />Chance your mindset to understanding that critical feedback is an opportunity for product and service improvements –then use to increase loyalty and WOM.<br />Best practices: Customer Ring<br />33<br />
    34. 34. Prospects are influenced by other rings<br />34<br />
    35. 35. Monitor what prospects are saying about you<br />35<br />
    36. 36. American Express’s ‘Workstyle’ Community<br />36<br />
    37. 37. To reach prospects, engage them in their life and workstyles.<br />Conduct a “build vs join” analysis to see which will be most appropriate. (Hint: the answer is “yes”)<br />Launch using a ‘lightly branded’ approach, by focusing on their needs –not that of the brand.<br />Best practices<br />37<br />
    38. 38. Image by Pieter Musterdused with Attribution as directed by Creative Commons<br />Develop Peer to Peer Systems<br />© 2010 Altimeter Group<br />
    39. 39. Q&A Tools and Communities<br />Ratings, Rankings, and Reputation<br />Develop Peer to Peer Systems<br />39<br />
    40. 40. Q&A Tools and Communities<br />Ratings, Rankings, and Reputation<br />Develop Peer to Peer Systems<br />40<br />
    41. 41. Adobe users trouble-shoot with product-focused Q&A<br />41<br />
    42. 42. MS Office users seek Mac specific help <br />42<br />
    43. 43. Q&A Tools and Communities<br />Ratings, Rankings, and Reputation<br />Develop Peer to Peer Systems<br />43<br />
    44. 44. Dell customers make shopping decisions based on customer ratings<br />44<br />
    45. 45. TurboTax users rank “Best Answers”<br />45<br />
    46. 46. Oracle super users recognized on leader board<br />46<br />
    47. 47. Image by Slowtronused with Attribution as directed by Creative Commons<br />Social CRM Will Enable Efficiencies<br />© 2010 Altimeter Group<br />
    48. 48. Existing customer records will tie with social networks.<br />This will lead to companies being able to anticipate customers –or respond quickly.<br />Dell, Comcast are using brand monitoring, a CRM dashboard to quickly identify customers and then respond.<br />This process will lead to a holistic customer experience and customer intelligence.<br />Social CRM Concepts and Examples<br />48<br />
    49. 49. Start with the Five 5Ms<br />49<br />
    50. 50. The 18 Use Cases of Social CRM<br />1. Social Customer Insights: The 5M’s<br />Marketing<br />Sales<br />Service & Support<br />Innovation<br />Collaboration<br />CustomerExperience<br />2. Social Marketing Insights<br />6. Social Sales Insights<br />9. Social Support Insights<br />12. Innovations Insights<br />14. Collaboration Insights<br />17. Seamless Customer Experience<br />3. Rapid Social Marketing Response<br />7. Rapid Social Sales Response<br />10. Rapid Social Response<br />13.Crowdsourced R&D<br />15. Enterprise Collaboration<br />18. VIP Experience<br />4. Social Campaign Tracking<br />8.Proactive Social Lead Generation<br />11. Peer-to-Peer Unpaid Armies<br />16. ExtendedCollaboration<br />5. Social Event Management<br />© 2010 Altimeter Group <br />Attribution-Noncommercial-Share Alike 3.0 United States<br />
    51. 51. Not All 18 Social CRM Use Cases are Market Ready<br />SP1: Social Support Insights <br />Under 6 mos.<br />SP2: Rapid Social Response<br />SP3: P2P Unpaid Armies <br />F1: Social Customer Insights<br /> S3: Proactive Lead Generation<br />6-12 mos.<br />M1: Social Marketing Insights<br />M2: Rapid Social Marketing Response <br />C2: Enterprise Collaboration <br />S1: Social Sales Insights <br />CX1: VIP Experience <br />12-18 mos.<br />Evangelizables<br />Early Movers<br />S2: Rapid Social Sales Response<br />Market Demand<br />CX2: Seamless Social<br />C3: Extended Collaboration<br />C1: Collaboration Insights<br />18-24 mos.<br />I2: Crowdsourced R&D<br />M3: Social Campaign Tracking<br />M4: Social Event Management <br />24-32 mos.<br />I1: Innovation Insights<br />Early Adoptions<br />Near Tipping Points<br />Over 32 mos.<br />Vaporware<br />Prototypes<br />Early Adoption<br />Beta Ready<br />Market Ready<br />Critical Mass<br />Tech Maturity<br />
    52. 52. Take inventory of all your current social assets.<br />Start to develop new fields in your CRM system.<br />Populate these fields manually, or by using automated systems.<br />Train employees at every customer touch point to understand how these systems work.<br />How to get started in Social CRM<br />52<br />
    53. 53. Remember, employees cannot scale for social business –customers will always outnumber you<br />Leverage all the voices in your ‘rings’, not just the traditional trained voices. Yet recognize the most trusted rings have the least control<br />Use the crowd to self support not just in customer service but also in marketing. Change your mindset to be an enabler of customer voices.<br />Develop a Social CRM roadmap by downloading the Social CRM report, google “Social CRM Report”, this is an automated way to scale.<br />Summary and Next Steps<br />53<br />
    54. 54. 54<br />THANK YOU<br />Jeremiah Owyang<br /><br /><br />Twitter: jowyang<br />With assistance from Christine Tran, Researcher<br />
    55. 55. 55<br />ABOUT US<br />Altimeter Group is a Silicon Valley-based strategy research and<br />consulting firm that provides companies with a pragmatic<br />approach to disruptive technologies. We have four areas of<br />focus: Leadership and Management, Customer Strategy,<br />Enterprise Strategy, and Innovation and Design.<br />Visit us at or contact<br />
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