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Social Strategy:<br />Getting Your Company Ready<br />Charlene Li<br />Founder and Partner<br />1<br />April 14, 2010	    ...
Technology is only part of the solution. Getting your company ready and developing a strategy are the key drivers of succe...
Image by Roo Reynolds used with Attribution as directed by Creative Commons http://www.flickr.com/photos/zerega/1366292835...
Image by divemasterking2000 used with Attribution as directed by Creative Commons http://www.flickr.com/photos/divemasterk...
Many companies do not engage with their customers<br />Source: http://www.engagementdb.com<br />5<br />ENGAGEMENTdb ranked...
Many companies like the idea, but don’tfully execute<br />6<br />
7<br />Get Ready Internally First<br />
8<br />To be successful using social technologies, companies must first prepare and align internalroles, processes, polici...
Getting Your Company Ready<br />Research<br />Planning<br />Resources<br />Social Readiness Checklist and Scorecard<br />Q...
10<br />Getting Your Company Ready<br />
Research<br />
Demographics<br />e.g. Where are moms online?<br />Customer profile<br />12<br />Psychographics<br />e.g. Who are moms inf...
Where are your customers online?<br />What are your customers’ social behaviors online?<br />What social information or pe...
Engagement Pyramid<br />14<br />Map out how your customers social behaviors online in order to determine what technologies...
Community pain points<br />Source: Communispace<br />15<br />Communispace customer communities allow marketers to gain ins...
Market analysis<br />16<br />Companies should constantly measure what competitors are doing in the social space.  Here are...
What is your company currently doing in the social space?  What are employees doing? Product team, field, and support?<br ...
Processes<br />
Crisis response plan<br />19<br />
Social media triage<br />20<br />Take reasonable action to fix issue and let customer know action taken<br />Negative<br /...
Organizational Models<br />
Social Business Organizational Models<br />Centralized<br />
Organic growth<br />Authentic<br />Experimental<br />Not coordinated<br />e.g. Sun<br />Organic<br />23<br />
One hub sets rules, best practices, procedures<br />Business units undertake own efforts<br />Spreads widely around the or...
Similar to Coordinated but across multiple brands and units <br />e.g. HP<br />Multiple hub and spoke or “Dandelion”<br />...
Each employee is empowered<br />Unlike Organic, employees are organized.<br />e.g. Dell, Zappos<br />Holistic or “Honeycom...
Policies<br />
Disclosure/ethics policy<br />28<br />From WalmartElevenmom’s disclosure policy:<br /> “Participation in the WalmartEleven...
Social media policy<br />29<br />Intel updates it’s Social Media policy regularly (last in March 2010) and offers tips and...
Community policy<br />30<br />SeaWorld sets boundaries on its blog for readers.  For example, Seaworld asks for favorite p...
Internal education<br />31<br />Host brown bags, invite external speakers to talk, and promote memberships in organization...
Communication and collaboration<br />32<br />Sites like Yammer, Socialtext and Socialcast offer lightweight ways for staff...
Resources<br />
Social strategist*: <br />Responsible for the overall program, including ROI.<br /> There may be multiple strategists at e...
Test to see that they focus on relationships, not campaigns.<br />Ask when they failed at social media – and what they lea...
Customer advocates<br />36<br />
Executives: <br />Approval to move forward, budget, allocate resources<br />Communications: <br />What new skills will the...
Reporting<br />38<br />Community analytics<br />Web analytics<br />
39<br />Image by randomcuriousity used with Attribution as directed by Creative Commons http://www.flickr.com/photos/rando...
Your social readiness score<br />40<br />
41<br />Your social readiness score<br />Ideally, you should be at “4.0” for launch.<br />Area of opportunity.<br />
Includes findings, scoring, roles, and specific recommendations from a trusted third party.   <br />42<br />Full details o...
Have the confidence to let go and still inspire results<br />43<br />Register for our upcoming webinar:<br />“Making the C...
44<br />Thank you<br />Charlene Li<br />charlene@altimetergroup.com<br />charleneli.com<br />Twitter: charleneli<br />Jere...
45<br />About Us<br />Altimeter Group is a Silicon Valley-based strategy research and<br />consulting firm that provides c...
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  • [1] Marriott’s Insider Rewards community doesn’t have any call to action and its community has not taken off. http://www.marriottrewardsinsiders.marriott.com/index.jspa[2] Tiffany &amp; Co tweeted the first time on February 25. Has 10 tweets so far. http://twitter.com/tiffanyandco[3] McDonald’s links to its Facebook fan page from its corporate website, but has this funny message “Are you sure you want to leave?” http://mcdonalds.com
  • [1] http://instoresnow.walmart.com/Community.aspx
  • [1] Social Media Club Dallas: January &apos;10 Meeting, http://www.flickr.com/photos/gangwayadvertising/4294189889/[2] BlogwellMeetup: June 2009, http://www.flickr.com/photos/kristiewells/3718283985/
  • [1] http://instoresnow.walmart.com/Community.aspx[2] http://thedomesticdiva.org/blog/2008/08/03/big-announcement-the-domestic-diva-is-one-of-eleven-moms-choosen-to-participate-in-wal-marts-money-saving-community-project/
  • Transcript of "Social Strategy: Getting Your Company Ready"

    1. 1. Social Strategy:<br />Getting Your Company Ready<br />Charlene Li<br />Founder and Partner<br />1<br />April 14, 2010 <br />#socialchecklist<br />Jeremiah Owyang<br />Partner<br />
    2. 2. Technology is only part of the solution. Getting your company ready and developing a strategy are the key drivers of success.<br />Our final webinar (Part 3) of this series will help you get your company ready with our Social Readiness checklist.<br />View all webinar slides and recordings, including today’s, at: blog.altimetergroup.com<br />Use the hashtag #socialchecklist for today<br />A 3-part series<br />2<br />
    3. 3. Image by Roo Reynolds used with Attribution as directed by Creative Commons http://www.flickr.com/photos/zerega/1366292835<br />Companies Jump Into Social<br />
    4. 4. Image by divemasterking2000 used with Attribution as directed by Creative Commons http://www.flickr.com/photos/divemasterking2000/3827673841<br />Yet Most Companies Fail to Plan Properly<br />
    5. 5. Many companies do not engage with their customers<br />Source: http://www.engagementdb.com<br />5<br />ENGAGEMENTdb ranked the world's most valuable brands based on how they leverage social media to interact with customers. <br />
    6. 6. Many companies like the idea, but don’tfully execute<br />6<br />
    7. 7. 7<br />Get Ready Internally First<br />
    8. 8. 8<br />To be successful using social technologies, companies must first prepare and align internalroles, processes, policiesand stakeholders with their business objectives.Social business is aprofound change that impacts all departments in the organization.<br />
    9. 9. Getting Your Company Ready<br />Research<br />Planning<br />Resources<br />Social Readiness Checklist and Scorecard<br />Questions<br />Agenda<br />9<br />
    10. 10. 10<br />Getting Your Company Ready<br />
    11. 11. Research<br />
    12. 12. Demographics<br />e.g. Where are moms online?<br />Customer profile<br />12<br />Psychographics<br />e.g. Who are moms influenced by?<br />Source: “Digital Mom,” RazorFish and CafeMom, 2009<br />
    13. 13. Where are your customers online?<br />What are your customers’ social behaviors online?<br />What social information or people do your customers rely on?<br />What is your customers’ social influence? Who trusts them?<br />How do your customers use social technologies in the context of your products.<br />Socialgraphics<br />13<br />
    14. 14. Engagement Pyramid<br />14<br />Map out how your customers social behaviors online in order to determine what technologies to deploy.<br />
    15. 15. Community pain points<br />Source: Communispace<br />15<br />Communispace customer communities allow marketers to gain insights from their own customers<br />
    16. 16. Market analysis<br />16<br />Companies should constantly measure what competitors are doing in the social space. Here are some examples in the hotel industry that can be added to a chart of industry assets.<br />
    17. 17. What is your company currently doing in the social space? What are employees doing? Product team, field, and support?<br />Identify internal experts by hosting brown bag lunches where anyone can share what they are doing in the social space. <br />Tip: Don’t relegate social media to Gen Y just because they use it for personal use.<br />Current social audit <br />17<br />
    18. 18. Processes<br />
    19. 19. Crisis response plan<br />19<br />
    20. 20. Social media triage<br />20<br />Take reasonable action to fix issue and let customer know action taken<br />Negative<br />Positive<br />Yes<br />Yes<br />No<br />Assess the message<br />Evaluate the purpose<br />Do you want to respond?<br />Does customer need/deserve more info?<br />Unhappy Customer?<br />No Response<br />Yes<br />Are the facts correct?<br />Gently correct the facts<br />Yes<br />No<br />No<br />No<br />Can you add value?<br />DedicatedComplainer?<br />Are the facts correct?<br />Yes<br />Yes<br />No<br />No<br />Yes<br />Respond in kind & share<br />Thank the person<br />Comedian Want-to-Be?<br />Explain what is being done to correct the issue.<br />Is the problem being fixed?<br />Yes<br />No<br />Yes<br />This framework was built using the USAF Blog Triage. (Added this attribution post webinar)<br />Let post stand and monitor.<br />
    21. 21. Organizational Models<br />
    22. 22. Social Business Organizational Models<br />Centralized<br />
    23. 23. Organic growth<br />Authentic<br />Experimental<br />Not coordinated<br />e.g. Sun<br />Organic<br />23<br />
    24. 24. One hub sets rules, best practices, procedures<br />Business units undertake own efforts<br />Spreads widely around the org<br />Takes time<br />e.g. Red Cross<br />Coordinated<br />24<br />
    25. 25. Similar to Coordinated but across multiple brands and units <br />e.g. HP<br />Multiple hub and spoke or “Dandelion”<br />25<br />
    26. 26. Each employee is empowered<br />Unlike Organic, employees are organized.<br />e.g. Dell, Zappos<br />Holistic or “Honeycomb”<br />26<br />
    27. 27. Policies<br />
    28. 28. Disclosure/ethics policy<br />28<br />From WalmartElevenmom’s disclosure policy:<br /> “Participation in the WalmartElevenmoms program is voluntary. Participants in the program are required to clearly disclose their relationship with Walmart as well as any compensation received, including travel opportunities, expenses or products. In the event that products are received for review, participants may keep or dispose of product at their discretion. <br />
    29. 29. Social media policy<br />29<br />Intel updates it’s Social Media policy regularly (last in March 2010) and offers tips and pragmatic rules of engagement such as “Be transparent,” “Be judicious,” and “Write what you know.”<br />
    30. 30. Community policy<br />30<br />SeaWorld sets boundaries on its blog for readers. For example, Seaworld asks for favorite park experiences and tips, and will not post “foul or offensive language.”<br />
    31. 31. Internal education<br />31<br />Host brown bags, invite external speakers to talk, and promote memberships in organizations like Social Media Club or Social Media Business Council, as seen here. Internal training is important to organizational change.<br />
    32. 32. Communication and collaboration<br />32<br />Sites like Yammer, Socialtext and Socialcast offer lightweight ways for staff to share insights and best practices internally. Telligent is a more robust enterprise-level tool.<br />
    33. 33. Resources<br />
    34. 34. Social strategist*: <br />Responsible for the overall program, including ROI.<br /> There may be multiple strategists at each spoke.<br />Community manager: <br />Customer facing role trusted by customers. <br />Companies may have dozens of community managers.<br />Key roles<br />34<br />*Look out for our research paper on the role of the Social Strategist later this year.<br />
    35. 35. Test to see that they focus on relationships, not campaigns.<br />Ask when they failed at social media – and what they learned.<br />Hire only agencies with “scar tissue.”<br />Leverage agencies and have them train you in all things social.<br />Enable fast, concerted entry into the market.<br />Be wary of agencies wanting to craft your strategy – only you can do that. <br />Agencies<br />35<br />
    36. 36. Customer advocates<br />36<br />
    37. 37. Executives: <br />Approval to move forward, budget, allocate resources<br />Communications: <br />What new skills will they need to learn and unlearn?<br />Employees: <br />How will they be educated, armed, and supported? <br />Legal: <br />Protect employees and corporation by co-creating policies and guidelines<br />Stakeholders<br />37<br />
    38. 38. Reporting<br />38<br />Community analytics<br />Web analytics<br />
    39. 39. 39<br />Image by randomcuriousity used with Attribution as directed by Creative Commons http://www.flickr.com/photos/randomcuriosity/3445573373/<br />Social Readiness Score Card<br />
    40. 40. Your social readiness score<br />40<br />
    41. 41. 41<br />Your social readiness score<br />Ideally, you should be at “4.0” for launch.<br />Area of opportunity.<br />
    42. 42. Includes findings, scoring, roles, and specific recommendations from a trusted third party. <br />42<br />Full details on our checklist<br />
    43. 43. Have the confidence to let go and still inspire results<br />43<br />Register for our upcoming webinar:<br />“Making the Case for <br />Open Leadership”<br />Monday, April 26 at 10 am PST<br />http://bit.ly/openleaderweb1 <br />
    44. 44. 44<br />Thank you<br />Charlene Li<br />charlene@altimetergroup.com<br />charleneli.com<br />Twitter: charleneli<br />Jeremiah Owyang<br />jeremiah@altimetergroup.com<br />web-strategist.com/blog<br />Twitter: jowyang<br />With assistance from Christine Tran, Researcher<br />
    45. 45. 45<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 http://www.altimetergroup.com or contact info@altimetergroup.com.<br />
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