Enterprise Communities: Best Practices and Lessons Learned Vanessa DiMauro CEO, Leader Networks & SNCR Fellow @vdimauro Ne...
Enterprise Communities are Good Business <ul><li>Break down geographical barriers globally  </li></ul><ul><ul><ul><li>Conn...
Online Communities  The Centerfold of Social Media Copyright  © 2009 Leader Networks
Guiding Factors for Enterprise Communities <ul><li>Integrating interactivity into the enterprise business model </li></ul>...
Enterprise Communities Require A Business Process Redesign Strapping new tools onto an old process won’t yield the desired...
Enterprise Community Strategic Planning What does the business need for the community to be successful? What do community ...
Three Types of Enterprise Online Communities <ul><li>Information Dissemination  The organizing body defines content, messa...
Enterprise Communities Differ  From Consumer Communities <ul><li>Consumer Communities (B2C) </li></ul><ul><li>Large number...
Enterprise Community  Audience <ul><li>Consumer Communities </li></ul><ul><ul><li>Target general public – many and more </...
Enterprise Community  Design   <ul><li>Enterprise communities must be more intuitive and simplified  than consumer communi...
Enterprise Community  Content   <ul><li>Enterprise community content must support a business process </li></ul><ul><li>Ent...
Typical  Enterprise Community Programs <ul><li>Member-Generated Content </li></ul><ul><li>Profiles / home pages </li></ul>...
What Can you Expect From Your Members? Visitors: People without a persistent identity in the community. Novices: New membe...
EXAMPLES OF SUCCESSFUL ENTERPRISE COMMUNITIES
Enterprise Community Categories <ul><li>Enterprise Buyer /Audience Communities </li></ul><ul><ul><li>The Palladium Group X...
INmobile.org Copyright  © 2009 Leader Networks
The Palladium Group  Execution Premium Community Welcome to the XPC Conference attendees continue the discussion and netwo...
ENTERPRISE COMMUNITY  BEST PRACTICES
Constituency Identification Is Key <ul><li>Understanding who you serve and in what ways provides the driving business rati...
The Most Important Thing To Get Right <ul><li>Pick the right interactive model to support the community  </li></ul><ul><ul...
Online Community Success Equation <ul><ul><li>(R1) The right approach  to leverage a key business opportunity </li></ul></...
Misstep: Business Goals Don’t Match Community Features   Intention and outcome need to be aligned The WHO should dictate  ...
Misstep:  “Tool Talk” Before Business Strategy Copyright  © 2009 Leader Networks
Misstep: Building Mausoleums instead of Sherpa Tents  Evolutionary sprints are key Build, learn, evolve, build, learn, evo...
Misstep: Excessive Exuberance Monitor and Measure  to Know and Grow The Right Metrics Matter! Copyright  © 2009 Leader Net...
Misstep: Lack of Business Integration Copyright  © 2009 Leader Networks <ul><li>Leverage what you learn internally </li></...
Metrics in Context for Enterprise Community <ul><li>1 to 9 to 90:  Leaders to activists to members Interactivity Ratio: 25...
Sample Metrics for a Enterprise Community <ul><li>Financial Metrics : revenue generated (direct and indirect i.e. client r...
Enterprise Community is NOT Marketing <ul><li>Community members  provide valuable information, content & feedback to marke...
Initial Challenges  <ul><li>Governance </li></ul><ul><ul><li>Strategy </li></ul></ul><ul><ul><li>Staffing </li></ul></ul><...
An Enterprise Community Project Plan Tools & Techniques System Design Plan Goals and  Key Objectives Metrics and  Mileston...
Strategic Success Factors for Enterprise Communities <ul><li>Solve a business issue or enable a business process improveme...
Thank you Vanessa DiMauro, Leader Networks Contact: http://www.leadernetworks.com [email_address] @vdimauro 617-484-0778
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Enterprise Communities: Best Practices and Lessons Learned

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Presented by Vanessa DiMauro
CEO, Leader Networks & SNCR Fellow
NewComm Forum April, 2009

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  • Social media are now a major component of customer care, driving revenue, and brand initiatives for enterprise
  • Professionals understand and use the core skills needed to be successful in person – being relevent, content rich and engaged with the subject matter are critical success factors for most professional roles. The same behaviors that create success in the face-to-face world are similar to those needed online. Reaching out to new people, establishing trust, offering to help others are key behaviors online and offline. But online social media are a new game, with a few new rules. Becoming an effective online professional requires adapting to new ways of engaging and thinking about your interactions, and adopting a new kind of transparency. Connecting, contributing and participating are critical success factors. To make a difference and advance your online community for business benefit, you must become an active participant.
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  • Here you can see a point comparison of the b2c vs b2b community outcomes. The audience size tends to be much larger with B2C community. Also with B2C community, the mission of the community tends to be vague and is largely driven by the user interests. On Oprah.com the community focuses on the topic of being all you can be and this can mean so many different things. Techtarget is a resource for IT decision makers which is certainly pretty broad. The users drive the focus of the community because they choose and direct the conversation and discussions and business follows the interests. Because scale is the key to financial success, it is better to be all things to all people. With B2B community, however, the members share a purpose for being a member and the mission of the community is often very well defined. Jigsaw.com is about getting sales contacts and improving sales process; Inmobile is for executives in wireless to explore trends and issues in the fast moving wireless space, sermo is for accredited doctors to share medical case history. Because of the focused nature of B2B community, they typically need to be high touch. In fact, as the goal of a B2b community is often to get closer to clients and prospects, higher touch and deeper collaboration with clients is the ideal state and outcome for the community! In contract is the B2C model where the goal is to minimize customer care efforts in order to scale more effectively. It is basically the self serve model – the more people a company can get to use the support forums for example, the lower the call center costs.
  • The B2C community is defined by size and scale of audience whereas the B2B community is defined by audience segmentation. This is one of the larger differences that directly impacts many of the decisions make about the community throughout its strategy and operations plans. Defining who you want in the community and the value the audience segment can bring is key to its success. For example, if you are an association – which often have great success with b2b communities for many reasons, the audience segmentation probably seems pretty clear – members of the association are the members of the community. Perhaps, however, you many want to extend membership to include thought leaders or visionaries? How about students? Now the waters are getting muddier! There is no right or wrong answer to defining the best audience target for the B2B community but it is important to have a plan for the audience composition and be able to justify the value each audience segmentation can bring to the table. Also, it is important for private communities especially inn the B2B space to be able to articulate the membership strategy both internally and externally. The audience acquisition model of B2c and b2b communities are also fundamentally different – advertising, and seo drives member acquisition for b2c community where word of mouth and direct invitations drive B2B community audience adoption because membership is often vetted or based on selection criteria for B2B communities. The longtail is a concept that had direct impact on the seo strategy and can often prove to be quite valuable in terms of delivering an audience. The book is great and definitely a must read by anyone exploring or experimenting with social media. Because B2B communities rely heavily upon the consolidation of a likeminded, segmented audience, one of the critical success factors is creating a well rounded understanding of who you want to attract or invite to your community, what their constituency profile is like and what key business issues keep them up at night. If you endeavor successfully to make their professional pain go away around a particular business topic or business process, word will spread about the value of the network and you will strike the right tone and provide value. Often times with B2C communities, traditional marketing conversion ratios apply. What works with direct mail will typically work with member acquisition for the network or community. Direct advertising, list rentals, blogger engagement are all effective strategies for audience efforts. One of the best practices found in B2b communities is a well crafted invitational experience where a audience segmentation is identified for the community or professional network and then reached out to by the company or sponsoring organization in a personalized way. Viral marketing also plays a large role in member acquisition strategies because trust is a driving factor in user adoption. And member retention strategies differ as well – B2C communities retention is often driven by volume and diversity of content and conversations. Again with the be all things to all people approach where as the B2B retention is based upon creating and sustaining relationships of value to the members. The bar is high and need to evolve and deepen over time.
  • There are significant design difference between B2B and B2C community. Fundamentally B2B community design needs to be simpler and much more intuitive than B2C communities. While B2B community members are just as astute typically as consumers, the context for their community use is different and those differences need to be reflected in the look and usability of the site. A B2B user generally visits a community as an extension of his or her professional learning. He may be seeking to solve a real and urgent business problem or may be looking to connect and engage with a peer in a working group style. All these use cases are driven by the need to make a business point of pain go away. Their reason for visiting the community is to interact and learn and not likely to browse and explore. Therefore the design need to make it easy for the member to find what or who they are looking for without a great deal of distraction or superhero technical know-how to achieve their goals. If a professional can’t use the community while having the phone ring and conducting a conversation in his office it is too difficult. With B2C communities, the goal is to attract many different and diverse users, and there is a need to showcase many different kinds of content, topics, and interactions with the hopes that something will pull in the user more deeply. Because there is no registration information about the users, the community production team can not make as many assumptions about what the users many be looking for from a demographic perspective. While there are many new tools available to data mining and site log analysis for B2C communities, there is still nothing more powerful than knowing your member’s name is Joe, he is the CIO of a retail company in the DC area and has bought the following products from your company as is the case with B2B community.
  • There are also a number of information or content differences between B2C and B2C community. I often say that people come for Content and stay for Community and this is definitely true. While it may seem counter-intuitive, B2B communities require less information to be displayed on the site. Yes – Less information and also what information is featured must be of higher quality or value than that which could be gotten elsewhere. The great analogy I like to use is the Neiman Marcus model.. That great store offers a high touch valuable experience. I enjoy shopping there because they have done a great deal of the work for me. They don’t give me 500 styles of gloves or shoes to choose from all piled up in a bin like that of the famous Filenes Basement. Instead, they have pre-selected a set number of items to choose from – each one beautiful and unique in some way. I cant go wrong with how I spend my time or money. Effective B2B communities need to serve as the concierge of interactions and information for the members. Each piece of content or interaction needs to be present for a reason. Even User Generated Content is well served by putting it through a voluntary editing process to help the members writing be as powerful as possible. Again with the high touch model of supporting members and helping them succeed! We often recommend that a B2B community plan out an topically driven editorial calendar which could drive about 40% of each month’s content and conversation leaving the rest to natural selection. This creates an effective framework for driving a business purpose and exploring a business topic on the community is a thoughtful and engaging way. (next slide)
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  • Overview: INMobile.org is the most influential community of wireless executives worldwide. Business Case: The founding organization is a leading executive recruitment firm in the wireless space. They wanted to extend their relationships with key executives, create IP and be thought leaders via a revenue generating community. Results: A vibrant, powerful online community and professional marketplace featuring active forums, UGC, focused research groups, and events. Featured in Business Week and the Wall Street Journal and one of the top elite networks.
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  • Mis-aligning business goals and user needs; mis-matching features &amp; functions Picking the right interactive model The who dictates the how and why
  • Transition to review strawmodel
  • Not integrating the community into broader organizational operations Leverage what you learn across sales, marketing and practice leads
  • Enterprise Communities: Best Practices and Lessons Learned

    1. 1. Enterprise Communities: Best Practices and Lessons Learned Vanessa DiMauro CEO, Leader Networks & SNCR Fellow @vdimauro NewComm Forum April, 2009
    2. 2. Enterprise Communities are Good Business <ul><li>Break down geographical barriers globally </li></ul><ul><ul><ul><li>Connect people in different ways through online interaction </li></ul></ul></ul><ul><li>Allow for more detailed and sustained conversations </li></ul><ul><ul><ul><li>Deepen customer relationships </li></ul></ul></ul><ul><li>Offer interactive access </li></ul><ul><ul><ul><li>To people, relevant content and tools professionals need to succeed </li></ul></ul></ul><ul><li>Build trusted relationships </li></ul><ul><ul><ul><li>Providing better communication channels with staffs, clients, prospects and partners </li></ul></ul></ul><ul><li>Generate revenue or business returns </li></ul><ul><ul><ul><li>While ultimately serving member needs </li></ul></ul></ul>Copyright © 2009 Leader Networks
    3. 3. Online Communities The Centerfold of Social Media Copyright © 2009 Leader Networks
    4. 4. Guiding Factors for Enterprise Communities <ul><li>Integrating interactivity into the enterprise business model </li></ul><ul><ul><li>Companies need to think more about ways to bring online participation into their business models in ways that serve the business and the customer goals alike. </li></ul></ul><ul><ul><li>People’s expectations are changing.. They no longer want to be passive recipients of information and experiences. </li></ul></ul><ul><li>The human process & trust factor </li></ul><ul><li> – what works in the face world will work in an online environment – but broken process in real life can’t be fixed by putting a tool atop. </li></ul><ul><ul><li>Need clear definition about what are the behaviors the business wants to support before launching a tool to support it. </li></ul></ul>
    5. 5. Enterprise Communities Require A Business Process Redesign Strapping new tools onto an old process won’t yield the desired results Copyright © 2009 Leader Networks
    6. 6. Enterprise Community Strategic Planning What does the business need for the community to be successful? What do community members need from the community to get value? Copyright © 2009 Leader Networks Begin with the end in mind Find the overlap & build for relevance to both audiences
    7. 7. Three Types of Enterprise Online Communities <ul><li>Information Dissemination The organizing body defines content, message and outcome. Highly controlled, paternalistic environment </li></ul><ul><li>Shop-Talk Discussion groups that focus on accomplishing a task, exchange of transactional information or getting help. “How can I?” “Where do I?” </li></ul><ul><li>Professional Collaboration / Learning Communities A safe, private online space purposefully designed to foster conversation. Tends to be membership-driven or subscription-based. </li></ul>Copyright © 2009 Leader Networks
    8. 8. Enterprise Communities Differ From Consumer Communities <ul><li>Consumer Communities (B2C) </li></ul><ul><li>Large numbers – types and audiences </li></ul><ul><li>Users share an experience </li></ul><ul><li>Focus on low-touch services </li></ul><ul><li>Forums, ratings and self-serve offering </li></ul><ul><li>Typically quick to scale but users have weak ties </li></ul><ul><li>Interpretive mission </li></ul><ul><li>Business model: Scale = financial success </li></ul><ul><li>Enterprise Communities (B2B) </li></ul><ul><li>Number can vary </li></ul><ul><li>Members share a purpose </li></ul><ul><li>Focus on higher-touch services </li></ul><ul><li>Programmatic membership offering (custom content, events ...) </li></ul><ul><li>Typically slow to scale but members have stronger/more persistent ties </li></ul><ul><li>Mission that is visibly embraced </li></ul><ul><li>Business model: Hybrid. Relevance and target audience drive partner and member revenue </li></ul>Copyright © 2009 Leader Networks
    9. 9. Enterprise Community Audience <ul><li>Consumer Communities </li></ul><ul><ul><li>Target general public – many and more </li></ul></ul><ul><ul><li>SEO, advertising and blogger outreach drives traffic </li></ul></ul><ul><ul><li>“ accept” (celebrate!) all who join </li></ul></ul><ul><li>Enterprise Communities </li></ul><ul><li>Target highly defined memberships by business process or solution focus </li></ul><ul><ul><li>Invitations and WOM drives traffic </li></ul></ul><ul><ul><ul><li>Google tracking and SEO often ineffective for private (gated) communities </li></ul></ul></ul><ul><ul><li>Develop clear membership guidelines and adhere to them strictly to yield credibility </li></ul></ul><ul><ul><li>Membership acceptance criteria often a gating factor (role, title, buying relationship) </li></ul></ul>Copyright © 2009 Leader Networks
    10. 10. Enterprise Community Design <ul><li>Enterprise communities must be more intuitive and simplified than consumer communities </li></ul><ul><li>Consumers are more agile users than business users </li></ul><ul><li>B2B users are more focused on solving problems ... </li></ul><ul><li>... and are less tolerant than consumers </li></ul><ul><li>Make no assumptions about Web 2.0 usage </li></ul><ul><ul><li>“ basic” Web 2.0 tools may not be well understood </li></ul></ul>Copyright © 2009 Leader Networks
    11. 11. Enterprise Community Content <ul><li>Enterprise community content must support a business process </li></ul><ul><li>Enterprise communities connect information with a purpose </li></ul><ul><li>Solve a business problem or support a business process </li></ul><ul><li>Each content piece must be useful, usable and engaging </li></ul><ul><ul><li>Concierge approach to interactions and information for the members </li></ul></ul><ul><ul><li>“ The Neiman Marcus Model” </li></ul></ul><ul><li>Must offer information that cannot be obtained elsewhere </li></ul>Copyright © 2009 Leader Networks
    12. 12. Typical Enterprise Community Programs <ul><li>Member-Generated Content </li></ul><ul><li>Profiles / home pages </li></ul><ul><li>Product ratings </li></ul><ul><li>Product reviews </li></ul><ul><li>Interviews and high-value content </li></ul><ul><li>creation </li></ul><ul><li>Member-To-Member Interaction </li></ul><ul><li>Discussion Forums </li></ul><ul><li>Blogs, Wikis and social media entries </li></ul><ul><li>Member created podcasts </li></ul><ul><li>Phone calls </li></ul><ul><li>Events </li></ul><ul><li>Guest events </li></ul><ul><li>Expert Seminars </li></ul><ul><li>Virtual meetings / Trade Shows </li></ul><ul><li>Outreach </li></ul><ul><li>Newsletters </li></ul><ul><li>Volunteer / Leader programs </li></ul><ul><li>Polls / surveys </li></ul><ul><li>Driving Participation: Interaction management and facilitation. ( Driving Conversion: All other site interaction. IE: polls / surveys, answering specific questions, rating content, participating in events…etc </li></ul>Copyright © 2009 Leader Networks
    13. 13. What Can you Expect From Your Members? Visitors: People without a persistent identity in the community. Novices: New members who need to learn the ropes and be introduced into community life. Regulars: Established members that are comfortably participating in community life. Leaders: The most active “regular members” who volunteer to facilitate and monitor discussions, get involved in the operational decisions and product definitions for the community, and helps the community evolve and run smoothly. Copyright © 2009 Leader Networks Visitor Novice Regular Leader
    14. 14. EXAMPLES OF SUCCESSFUL ENTERPRISE COMMUNITIES
    15. 15. Enterprise Community Categories <ul><li>Enterprise Buyer /Audience Communities </li></ul><ul><ul><li>The Palladium Group XPC </li></ul></ul><ul><ul><li>Cognizantii - community for Cognizant’s clients </li></ul></ul><ul><ul><li>EMC community </li></ul></ul><ul><ul><li>CIO Magazine’s CIO Counsel </li></ul></ul><ul><ul><li>IntegrativePractitioner.com </li></ul></ul><ul><li>Professional Market Makers </li></ul><ul><ul><li>Martindale-Hubbell Connected </li></ul></ul><ul><ul><li>Sermo.com </li></ul></ul><ul><ul><li>Inmobile.org </li></ul></ul><ul><ul><li>TheFunded.com </li></ul></ul><ul><ul><li>WegoHealth.com </li></ul></ul>
    16. 16. INmobile.org Copyright © 2009 Leader Networks
    17. 17. The Palladium Group Execution Premium Community Welcome to the XPC Conference attendees continue the discussion and networking on XPC. [read more] The Premier Community for Practitioners Seeking to Achieve an Execution Premium . Takehiko Nagumo Senior Vice President, Union Bank of California Patricia Bush Welcome to the XPC Mohammed Al Dhaheri Etihad Airways MaryCarrera State Street Bank Jim Rodgers Boeing Ralph Simon Vivendi Before taking this position, he was VP of Corporate Planning Division in NY both at The Bank of Tokyo-Mitsubishi UFJ . Takehiko has successfully implemented the BSC twice… Lucia Fortini Frank Del Rio Lessons in how to manage through today’s downturn from companies that made it through the last one. [read more] In Association With:
    18. 18. ENTERPRISE COMMUNITY BEST PRACTICES
    19. 19. Constituency Identification Is Key <ul><li>Understanding who you serve and in what ways provides the driving business rationale for an enterprise community program. </li></ul><ul><li>This leads to members who engage with each other and the enterprise and sustains their interest. </li></ul><ul><ul><li>The who dictates the where, when, why and how. </li></ul></ul>Copyright © 2009 Leader Networks
    20. 20. The Most Important Thing To Get Right <ul><li>Pick the right interactive model to support the community </li></ul><ul><ul><ul><li>Profile your constituency </li></ul></ul></ul><ul><ul><ul><li>The “who” dictates the how and the why </li></ul></ul></ul><ul><li>Offer a value proposition that is so compelling (from the user’s POV) </li></ul><ul><li>that they must engage to survive professionally </li></ul><ul><ul><li>Only then, can you create </li></ul></ul><ul><ul><ul><li>High level feature maps to figure out the right tools </li></ul></ul></ul><ul><ul><ul><li>Wrestle with a content plan that meets their needs </li></ul></ul></ul><ul><ul><ul><li>Design engagement activities which support member </li></ul></ul></ul><ul><ul><ul><li>and enterprise goals and values </li></ul></ul></ul>Copyright © 2009 Leader Networks
    21. 21. Online Community Success Equation <ul><ul><li>(R1) The right approach to leverage a key business opportunity </li></ul></ul><ul><ul><li>+ </li></ul></ul><ul><ul><li>(R2) The right people – both </li></ul></ul><ul><ul><li>constituents and staff </li></ul></ul><ul><ul><li>+ </li></ul></ul><ul><ul><li>(T) Tools well-matched to serve the interactive goals </li></ul></ul><ul><ul><li>= </li></ul></ul><ul><ul><li>(S) Successful execution </li></ul></ul><ul><ul><li>R1 + R2 + T = S </li></ul></ul>Copyright © 2009 Leader Networks
    22. 22. Misstep: Business Goals Don’t Match Community Features Intention and outcome need to be aligned The WHO should dictate the HOW and the WHY Copyright © 2009 Leader Networks
    23. 23. Misstep: “Tool Talk” Before Business Strategy Copyright © 2009 Leader Networks
    24. 24. Misstep: Building Mausoleums instead of Sherpa Tents Evolutionary sprints are key Build, learn, evolve, build, learn, evolve, build ... Copyright © 2009 Leader Networks
    25. 25. Misstep: Excessive Exuberance Monitor and Measure to Know and Grow The Right Metrics Matter! Copyright © 2009 Leader Networks
    26. 26. Misstep: Lack of Business Integration Copyright © 2009 Leader Networks <ul><li>Leverage what you learn internally </li></ul><ul><li>Mine the raw data for trend analysis </li></ul><ul><li>Report findings and outcomes to sales/marketing/product development </li></ul><ul><li>Link to CRM systems </li></ul>
    27. 27. Metrics in Context for Enterprise Community <ul><li>1 to 9 to 90: Leaders to activists to members Interactivity Ratio: 25% </li></ul><ul><li>One-quarter of community members participate in a given time period </li></ul>Best Practice: Determining Value to X a) Identify the business value drivers for the community b) Research normative returns for community, industry and company c) Develop KPIs and KRI to measure activity d) Establish data tracking and reporting system Copyright © 2009 Leader Networks
    28. 28. Sample Metrics for a Enterprise Community <ul><li>Financial Metrics : revenue generated (direct and indirect i.e. client retention or pass through revenue gained through bundled services) – Minus operational costs </li></ul><ul><li>Operational Metrics : Fully burdened costs of community operations including technology, development, content acquisition, staffing </li></ul><ul><li>Business Metrics : Click-throughs/logins, industries serviced, # of members who are clients, title portfolio of membership </li></ul><ul><li>Marketing Metrics : New member acquisition costs, Cost per Member (CPM) against Revenue per Member (RPM), Event or campaign outcomes </li></ul><ul><li>Editorial Metrics : Cost of content creation, % of UGC, content ratings/rank </li></ul><ul><li>Member Metrics : # of members login/time, % of profiles complete, return rate, premium conversion rate, revenue generated per member, number of posts per member, average page views per member or group, engagement metrics </li></ul>Copyright © 2009 Leader Networks
    29. 29. Enterprise Community is NOT Marketing <ul><li>Community members provide valuable information, content & feedback to marketing/membership. </li></ul><ul><li>Marketing/membership provides value added services and products to members in exchange for interaction. </li></ul><ul><li>Identifies and sells the community to prospects </li></ul><ul><li>Hands the new members over to the Community team </li></ul>Hand Over <ul><li>Manage the member lifecycle </li></ul><ul><li>Create value for members </li></ul><ul><li>Establish trust </li></ul><ul><li>Create Leaders and “Most Valued </li></ul><ul><li>Members” </li></ul><ul><li>Create opportunities for Marketing </li></ul><ul><li>to interact with the membership </li></ul>Community Team Marketing & Membership
    30. 30. Initial Challenges <ul><li>Governance </li></ul><ul><ul><li>Strategy </li></ul></ul><ul><ul><li>Staffing </li></ul></ul><ul><li>Brand Execution </li></ul><ul><ul><li>Promotion </li></ul></ul><ul><li>Technology </li></ul><ul><ul><li>Selection, Implementation </li></ul></ul><ul><li>Evolution </li></ul><ul><ul><li>Member Acquisition </li></ul></ul><ul><ul><li>Member Engagement model </li></ul></ul><ul><ul><li>Operations </li></ul></ul><ul><li>Continuous Improvement </li></ul><ul><ul><li>Leading Metrics </li></ul></ul>Copyright © 2009 Leader Networks
    31. 31. An Enterprise Community Project Plan Tools & Techniques System Design Plan Goals and Key Objectives Metrics and Milestone Innovation Design Development Assessment Align with Marketing Prototype tools Identify key goals: i.e. reputation management, peer group collaboration, thought leadership, evangelization Design document: Who – do you want to attract or connect with What – is your point of view: expert, learner, specialty, tone When – timeframe for mini-milestones that support goals Where – digital channels Why – measurement goals. Features & Business Requirements drive tool choices Defining success, measure and review Copyright © 2009 Leader Networks Revisit goals & continue
    32. 32. Strategic Success Factors for Enterprise Communities <ul><li>Solve a business issue or enable a business process improvement – faster or better than in person </li></ul><ul><li>Be easy and intuitive </li></ul><ul><li>Involve users in co-creation </li></ul><ul><li>Have a strong executive sponsor who is willing to lead by example </li></ul><ul><li>Generate clear revenue or returns </li></ul><ul><li>Outcomes of use must be linked to key internal functions like marketing, sales, product development </li></ul><ul><li>Have a well crafted user engagement plan (beyond the 100 days plan) </li></ul>Copyright © 2009 Leader Networks
    33. 33. Thank you Vanessa DiMauro, Leader Networks Contact: http://www.leadernetworks.com [email_address] @vdimauro 617-484-0778

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