• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
The Social Façade: Integrating Social Media into Internal Processes and Culture
 

The Social Façade: Integrating Social Media into Internal Processes and Culture

on

  • 648 views

The Social Façade: Integrating Social Media into Internal Processes and Culture was delivered by Richard Hughes (Broadvision) at The Social Customer 2012 Paris

The Social Façade: Integrating Social Media into Internal Processes and Culture was delivered by Richard Hughes (Broadvision) at The Social Customer 2012 Paris

Statistics

Views

Total Views
648
Views on SlideShare
648
Embed Views
0

Actions

Likes
2
Downloads
0
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    The Social Façade: Integrating Social Media into Internal Processes and Culture The Social Façade: Integrating Social Media into Internal Processes and Culture Presentation Transcript

    • The Social Façade Integrating Social Media into Internal Processes and Culture Richard Hughes Director of Social Strategy rhughes@broadvision.com @_richardhughes www.broadvision.com enterprisinglysocial.com
    • Is your social media strategy disguising thetype of organization you really are?
    • Happy on the outside…
    • …crying on the inside
    • Stuck with the same oldanti-social working practices
    • What is Social CRM? “Social CRM is a philosophy and a business strategy, supported by a technology platform, business rules, processes and social characteristics, designed to engage the customer in a collaborative conversation Paul Greenberg in order to provide mutually beneficial value in a trusted and transparent business environment.” It is the companys programmatic response to the customers control of the conversation.”
    • “Its one thing to read about your company, but when a customer can associate it with an actual person, it creates a deeper, more meaningful connection to the brand”Tony Hsieh
    • Poll Are the social business projects in your organisation Separate Integrated External- Internal- external external facing facing and and internal internal
    • Three main types of social network Public social network Social extranet (customer community) Social intranet
    • Three main types of social network Public social network• Great place for making contact Social extranet• Not so great for productive conversations Social intranet
    • Three main types of social network Public social network Social extranet • A better place for deeper engagement with customers • Easier for customers Social intranet to help each other
    • Three main types of social network Public social network• Connects employees to each other Social extranet• Enables better knowledge sharing throughout the organisation Social intranet
    • Channel mismatch
    • Integrated social business strategy Public social network Social extranet Social intranet
    • Engage in the right place Public social network
    • Engage in the right place Social extranet
    • Product support community
    • Peer-to-peer support
    • Issue resolution
    • CRM integration
    • B2B post-sale account management
    • Engage in the right place Social intranet
    • Knowledge sharing
    • Project Collaboration
    • Social media integration
    • Customer service
    • Customer service escalations
    • Issue resolution
    • Social business benefits From a 2011 McKinsey Quarterly survey of 4,261 enterprise executives using social technologies: • faster access to knowledge (74%) For internal • reduced communication costs (58%) purposes: • faster access to internal experts (51%) • increased marketing effectiveness (69%) For customer • increased customer satisfaction (47%) purposes: • reduced marketing costs (43%) For partner or • faster access to knowledge (65%) supplier • reduced communication costs (61%) purposes: • Faster access to external experts (50%) “How Social Technologies are Extending the Organization,” McKinsey Quarterly, November 2011.
    • McKinsey Global Institute • 25% less time spent on emails • 35% less time spent searching for information • 20-25% improvement in knowledge worker productivity “Social networking could contribute between $900 billion and $1.3 trillion in annual value in just four industry sectors […] 2X potential value from better enterprise communication and collaboration compared with other social technology benefits”
    • “Too often, companies implement socialsoftware without clear business objectives or a strategy for making an impact on organizational performance. These efforts typically fail.” Deloitte Center for the Edge, March 2011
    • When ESNs are first deployed, they are usually greeted with a strong level of interest. But the lack of commonality and connections betweenfar-flung participants sometimes resulted in less and less participation.We also found that the reality of everyday work pushed ESN use to the side, causing people to pull away from their ESN activities and return back to their original work and communication patterns. Charlene Li Making the Business Case for Enterprise Social Networking, Feb 2012
    • “Reality Of Everyday Work”
    • Where Real Work Gets Done
    • 5 tips for successful implementation Choose specific business processes to implement Gain senior management approval Align with external-facing social strategy Measure success throughout the project Recognise that cultural change will be the biggest challenge
    • Integrated social business strategy Public social network Connect with customers Resolve simple issues Social extranet Deeper, more focused engagement Social intranet Share knowledge Respond better
    • Questions?
    • www.clearvale.com