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

594 views

Published on

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

Published in: Technology
0 Comments
3 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
594
On SlideShare
0
From Embeds
0
Number of Embeds
7
Actions
Shares
0
Downloads
0
Comments
0
Likes
3
Embeds 0
No embeds

No notes for slide

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

  1. 1. 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
  2. 2. Is your social media strategy disguising thetype of organization you really are?
  3. 3. Happy on the outside…
  4. 4. …crying on the inside
  5. 5. Stuck with the same oldanti-social working practices
  6. 6. 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.”
  7. 7. “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
  8. 8. Poll Are the social business projects in your organisation Separate Integrated External- Internal- external external facing facing and and internal internal
  9. 9. Three main types of social network Public social network Social extranet (customer community) Social intranet
  10. 10. Three main types of social network Public social network• Great place for making contact Social extranet• Not so great for productive conversations Social intranet
  11. 11. 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
  12. 12. 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
  13. 13. Channel mismatch
  14. 14. Integrated social business strategy Public social network Social extranet Social intranet
  15. 15. Engage in the right place Public social network
  16. 16. Engage in the right place Social extranet
  17. 17. Product support community
  18. 18. Peer-to-peer support
  19. 19. Issue resolution
  20. 20. CRM integration
  21. 21. B2B post-sale account management
  22. 22. Engage in the right place Social intranet
  23. 23. Knowledge sharing
  24. 24. Project Collaboration
  25. 25. Social media integration
  26. 26. Customer service
  27. 27. Customer service escalations
  28. 28. Issue resolution
  29. 29. 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.
  30. 30. 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”
  31. 31. “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
  32. 32. 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
  33. 33. “Reality Of Everyday Work”
  34. 34. Where Real Work Gets Done
  35. 35. 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
  36. 36. 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
  37. 37. Questions?
  38. 38. www.clearvale.com

×