Get BOLDSocial Business AgendaSandy Carter | VP, Social Business EvangelistIBM Corporation                  Follow me @ sa...
The Fifth IT Era:The era of Social Business                                                  Social                       ...
What is a Social Business?       Engaging      Transparent        Nimble                             3
Social Media vs. Social Business   Social Media           Social Business                               Nimble            ...
The Social Business Agenda                  A   Align Organizational Goals & CultureSocial Business                  G   G...
Bayer: Cultural Shift                                         A         CULTURE         eats strategy for lunch!Goals:    ...
Gain Social Trust                                                                      GMost influential tippers vs. most ...
Engage with an Exceptional Experience                                                   E Community Pride         The Usag...
(Social) Network Processes                                         N                                                Social...
Most Active Emerging Verticals                                    NFinance and Government            •   Personalized     ...
Great Innovation From New Places                            N  “Open” Business Culture drives    productivity and innovati...
Value of Social Business                                                                                  N             18...
Design for Reputation and Risk                                                                                 DManagement...
Analytics                                                                                                                 ...
Available Now  ISBN-10: 0132618311  ISBN-13: 9780132618311     Subscribe to my bloghttp://socialmediasandy.wordpress.com/ ...
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Social Media March Book Club Featuring Get Bold by Sandy Carter

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Sandy Carter, Author of Get Bold: Using Social Media to Create a New Type of Social Business joined Social Media Book Club in March 2012 to offer a deeper dive into Get Bold and her 6-step AGENDA method. Sandy serves as VP of Social Business Evangelism at IBM.

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  • Social media on right – for marketing and PR Social business on left – throughout the organization, aligned organization, all departments, integrated in business processes…
  • Courtesy of DeepMile Corporation. An important aspect of an effective government social strategy is measuring its effectiveness. New Social Analytics are emerging to measure an individual’s effectiveness to influence others in social network domains. Here are the results of an Arab Spring Case Study to see who was really responsible for mobilizing the crowds in Egypt during Arab Spring. Social Tipper Metrics measures an individual’s social effectiveness by comparing the number of their followers and the number of reactions generated when that individual sent out a social message. For example, Wael Ghonim was thought to be the biggest influencer in mobilizing Egypt’s constituents during Arab Spring. While he had 86,000 followers on Twitter, his twitter messages created 3,291 reactions within his social networks. The real influencer of mobilizing the masses were Weddady. While he 6,900 followers, when he sent out messages, 1,281 reacted in some fashion to his messages. Weddady had a much higher metric *186) on his ability to influence other people’s behavior through social. By measuring a “Tippers” effectiveness, government agencies can focus their marketing campaigns more effectively on constituents who influence the masses. Justin Bieber sent out a few tweets reference egypt and Arab Spring, there were not many reactions to his input. Background - Analyzed 25,000,000 relevant tweets over one week Identified communities, sub-communities and mass influencers related to events in Egypt Analyzed “who” actively influenced discussions causing messages to cascade – or go viral Correlated activity to events in the physical (offline) world Highlighted profiles of several Mass Influencers who demonstrated that when they spoke, other people reacted.
  • We ’ ve mapped out entrypoints across the horizontal roles of Marketing, Customer Service, Product / Service Development and Talent Management. It ’ s important to walk through how a traditional business compares to a social. Each of these tracks align to the 4 horizontal role presentations.
  • Companies with strong social connections are in a unique position to respond to reputation or other risks to brand and/or reputation. The strategy starts with everything that’s been discussed so far. Growing friends and a digital reputation, creating exceptional engagement, and embedding social into business processes creates a strong brand, a foundation of advocates, and a level of social capital in cases of risk and reputation management. Without the foundation, the remainder of the recovery plan is diminished in effectiveness. A catastrophic recovery team and plan is the start. An initial plan should be developed based on known risks and issues to the company and the industry (e.g., insurance companies and natural disasters). Experts, advocates, media, etc. should be identified for each of the potential risks. Engagement scenarios should be discussed for each of the potential risks, so the team can be effective as soon as possible with the risk becomes a reality. Based on the planning, when the catastrophe or event occurs, the team should have the basis of the plan. Define the roles, confirm the advocates and sentiment based on current analytics. Having the social manager with the social analytic cockpit is critical to being proactive and fast. Maintain iterations of action and measurement to define success. Engage with transparency. Communicate the facts. Don’t avoid the facts, but do have actions the company will take address the current issues, affected parties, and root causes. Maintain the communication until resolution. Companies with strong social connections are in a unique position to respond to reputation or other risks to brand and/or reputation. The strategy starts with everything that’s been discussed so far. Growing friends and a digital reputation, creating exceptional engagement, and embedding social into business processes creates a strong brand, a foundation of advocates, and a level of social capital in cases of risk and reputation management. Without the foundation, the remainder of the recovery plan is diminished in effectiveness. A catastrophic recovery team and plan is the start. An initial plan should be developed based on known risks and issues to the company and the industry (e.g., insurance companies and natural disasters). Experts, advocates, media, etc. should be identified for each of the potential risks. Engagement scenarios should be discussed for each of the potential risks, so the team can be effective as soon as possible with the risk becomes a reality. Nestle: 1 week before U.S. Easter holiday 1.2 Million Negative YouTube videos 95,000 Nestle Facebook fans seeing negative messages Negative Twitter Tsunami Wall Street Journal picks up and spreads the story Based on the planning, when the catastrophe or event occurs, the team should have the basis of the plan. Define the roles, confirm the advocates and sentiment based on current analytics. Having the social manager with the social analytic cockpit is critical to being proactive and fast. Maintain iterations of action and measurement to define success. Engage with transparency. Communicate the facts. Don’t avoid the facts, but do have actions the company will take address the current issues, affected parties, and root causes. Maintain the communication until resolution. Marriott: Share access: Ex. CEO blogs – like Marriott CEO
  • Social Media March Book Club Featuring Get Bold by Sandy Carter

    1. 1. Get BOLDSocial Business AgendaSandy Carter | VP, Social Business EvangelistIBM Corporation Follow me @ sandy_carter http://twitter.com/sandy_carter Subscribe to my blog http://socialmediasandy.wordpress.com/
    2. 2. The Fifth IT Era:The era of Social Business Social Internet PCs Departmental Mainframe $200B by 2015 2
    3. 3. What is a Social Business? Engaging Transparent Nimble 3
    4. 4. Social Media vs. Social Business Social Media Social Business Nimble Engaged Transparent Primarily marketing Encompasses and PR organization and business processes
    5. 5. The Social Business Agenda A Align Organizational Goals & CultureSocial Business G Gain Social Trust E Engage through Experiences N Network Your Business Processes D Design for Reputation & Risk Management A Analyze Your Data Source: “Get Bold: Using Social Media to Create a New Type of Social Business” by Sandy Carter, ISBN: 0132618311, Copyright © 2011, IBM Press
    6. 6. Bayer: Cultural Shift A CULTURE eats strategy for lunch!Goals: Substitution of shared Capture Intellectual Improve Search drives and change Capital Mechanisms attachment handlingApproach & Results: 6
    7. 7. Gain Social Trust GMost influential tippers vs. most followed 38 186 MASS INFLUENCER / Twitter Followers: TIPPER 86,000+ Twitter Followers: Reactions 6,900+ Generated: 3,291 Reactions Generated: Reactions per 1K 1,281 followers: 38 Reactions per 1K followers: 186 Friends Transparent Responsive Tippers & & Open Followers Consistent Expertise 0.04 Justin Bieber Twitter Followers: 7.4 Million Reactions Generated: 294 Reactions per 1K followers: 0.04 7 Courtesy of DeepMile Corproation
    8. 8. Engage with an Exceptional Experience E Community Pride The Usage Life Cycle Engagement Unaware Interested Participant Participant Participant Consumption Integrated: Consistent online and offline Interactive: Gaming, Video Mobile, Virtual Gifting Identifying: Personalized, knowledge of youFeatured Contributor 8
    9. 9. (Social) Network Processes N Social Business Outcomes isten to market Traditional Business uild advocatesMarketing,CustomerService Push marketing mbed social in process ontrol brand onnect in and outsideProduct& Service nvest R&DDevelopment uild communities deas from inside ct smallOperations,Human iloedResources igid 9
    10. 10. Most Active Emerging Verticals NFinance and Government • Personalized • Experts • Best Practices “USDA is an every day, every way Department and we want • Crowdsourcing to connect with people in ways that are the most convenient Improved customer sat rating and effective for them.” from #5 to #1 10
    11. 11. Great Innovation From New Places N “Open” Business Culture drives productivity and innovation PLAN OUT LOUD Rolled out 40K iPhone Added new features from feedback TEST OUT LOUD Mock up of new Portal UI Plan, Test, Deploy - Out Loud Higher Adoption rates DEPLOY OUT LOUD Number one Community Support Community 11
    12. 12. Value of Social Business N 18% Customer Service Increased customer satisfaction 20% R&D Increased time to market and successful innovation 15% HR & Talent Management Cost reduction + Increased speed to knowledge and experts“The rise of the networked enterprise. Web 2.0 finds its payday” – McKinsey Global Survey Results, 2010 12
    13. 13. Design for Reputation and Risk DManagement Source: “Get Bold: Using Social Media to Create a New Type of Social Business” by Sandy Carter, ISBN: 0132618311, Copyright © 2011, IBM Press
    14. 14. Analytics A AFFINITY ANALYTICS SENTIMENT  Dimensional  Relationship Analysis Tables  Relationship Matrix Seton Hall  Filtering  Voice  Relationship Graph Source: http://www.shu.edu/offices/loader.cfm? COMPREHENSIVE csModule=security/getfile&pageid=156753 EVOLVING TOPICS ANALYSIS  Keyword Search  Relevant Topics  Dimensional  Associated Themes Navigation  Ranking and Volume  Drill Through to Content Source: “Get Bold: Using Social Media to Create a New Type of Social Business” by Sandy Carter, ISBN: 0132618311, Copyright © 2011, IBM Press 14
    15. 15. Available Now ISBN-10: 0132618311 ISBN-13: 9780132618311 Subscribe to my bloghttp://socialmediasandy.wordpress.com/ Follow me @ sandy_carter http://twitter.com/sandy_carter 15
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