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Without Infrastructure, You Can't Be Social


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In this eBook, learn how to create great customer experiences on social media with articles from 64 thought-leaders who work for companies like Cisco, HP, Nestle Purina, Nissan, Medtronic, PayPal, …

In this eBook, learn how to create great customer experiences on social media with articles from 64 thought-leaders who work for companies like Cisco, HP, Nestle Purina, Nissan, Medtronic, PayPal, Samsung, Shell, and many others.

You'll read about how these leaders ensure governance, workflow and scale across their enterprises. With this eBook, you will be better equipped to build a truly social brand that spans your entire organization.

Published in: Social Media, Business, Technology
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  • 1. INTRODUCTION Your company receives a tweet. On the surface, it looks similar to the thousands of others that come in that day. But it’s not. It’s from a very valuable customer. She is also extremely influential in her online community. Someone you don’t know from another team, on the other side of the world, has already exchanged multiple messages with her about the topic. And your customer is getting increasingly frustrated. The question is: how quickly does your company know all of this? If you have only one social media profile, a handful of actively engaged social customers, and one or two members of your social team, then you probably know it fairly quickly. But let’s say you’re a large company. Perhaps you have hundreds – if not thousands – of social profiles you handle OR… Perhaps you have hundreds or thousands of people who can, and should, engage with your social customers OR… Perhaps you have (or want) tens of thousands of social messages. In that case, what do you do? How do you deliver a personalized, relevant experience to that customer when you are managing all of these touchpoints and conversations across teams, departments, divisions, and locations? How do you consistently deliver and manage the experience in line with rising customer expectations and build your brand? You can’t. Unless you have a Social Relationship Infrastructure. A MAN IS THE SUM OF HIS ACTIONS, OF WHAT HE HAS DONE, OF WHAT HE CAN DO, NOTHING ELSE. –GANDHI A BRAND IS THE SUM OF THE EXPERIENCES THAT IT DELIVERS, NOTHING ELSE. –RAGY THOMAS, CEO, SPRINKLR A FEW WORDS FROM SPRINKLR BY JEREMY EPSTEIN, VP OF MARKETING, SPRINKLR
  • 2. INTRODUCTION A Social Relationship Infrastructure: Creates and displays a singular, unified view of the customer that enables internal teams to take immediate, relevant action Handles all of your social media profiles, ensuring that every relevant conversation is captured Integrates with your existing infrastructure, such as brand, content, customer, knowledge, and employee management systems Provides a common seamless, integrated infrastructure for framework for managing content, campaigns, conversations, community, and collaboration across every business group, division, team, or location Surfaces the right social data to the right individuals and teams, at the right time, and in the right formats Provides social governance at both the federated level with high degrees of local control These are the attributes most global brands require to successfully tie their investment in social engagement – whether it’s in social marketing or social customer care or elsewhere – to the most important goals the business has to achieve. We call it a Social Relationship Infrastructure. And we don’t think it’s possible for businesses to win in an increasingly connected and socially enabled world without it. As Sonja Broze of PayPal said, “Without a Social Relationship Infrastructure, you can’t BE Social.” You can DO social. But you can’t BE Social. If you’re like us, you believe that most people don’t want social done to them. They simply want to BE social with the people and the brands in their lives. Being social is about forging meaningful relationships through common experience. Just like you wouldn’t try to ‘manage’ your relationship with a loved one or a friend, you can’t manage a relationship with a customer. But, you CAN manage experiences. When you manage experiences, you build relationships. And strong relationships help you drive your business goals. Welcome to Social Experience Management. Social Experience Management is a relentless commitment to achieving business objectives by managing and optimizing customer experiences at every touchpoint across every team, function, division, and location of a company. Enterprises that are not committed to Social Experience Management by investing in both a social relationship infrastructure and the supporting people and processes are doomed to fail. It bears repeating. Brands will not survive without Social Experience Management. This eBook Is by and for People Who Share That Belief. In these pages, you’ll find an elite group of executives, practitioners, and consultants who are frontline innovators in Social Experience Management. They are the ones implementing a complete social relationship infrastructure at some of the world’s largest, most social brands. They know they need to manage social experiences for their companies at every touchpoint. And they are driving initiatives across business silos, implementing processes and technology, and affecting organizational change. We asked them to share what they are doing and how they are doing it. We hope it helps.
  • 3. © Sprinklr 2014. All rights reserved. 1 COMMUNITY: MORE THAN A BUZZWORD...................................................... 8 MARK BABBITT · YOUTERN IF YOU’RE NOT READY TO SCALE, YOU’RE NOT READY TO BE SOCIAL...............................................................11 EDDY BADRINA · BUZZSHIFT WHAT IT MEANS TO BE SOCIAL..................................................................... 13 GENO CHURCH · BRAINS ON FIRE BEING PART OF A WINNING TEAM................................................................ 14 BRYAN COOK · JOE GIBBS RACING LEAN CAN BE SEXY, BUT PREPARED IS BETTER......................................... 15 GREG LINDSLEY · WELLS FARGO INFRASTRUCTURE: THE BACKBONE TO SOCIAL SUCCESS....................... 16 MARCY MASSURA · MSLGROUP SCALING INFRASTRUCTURE TO BE SOCIAL AND PURPOSEFUL................ 18 SHAWN MURPHY · SWITCH AND SHIFT THINKING IN CONVERSATIONS, NOT POSTS................................................ 19 CAITLIN MITCHELL & JOHN KEEHLER · THE RICHARDS GROUP INFRASTRUCTURE ENABLES YOU TO SCALE HELP.................................... 21 JARED OSORIO · PSE&G WITHOUT INFRASTRUCTURE, YOU CAN’T WORK YOUR MAGIC................. 23 STEPHEN SPECTOR · HEWLETT-PACKARD DOES MARKETING AUTOMATION FOSTER SPAM OR PERSONALIZATION?....................................................... 24 NATASCHA THOMSON · MARKETINGXLERATOR HUMANIZING THE ENTERPRISE CONTENTS share this eBook
  • 5. © Sprinklr 2014. All rights reserved. 3 IT TAKES INFRASTRUCTURE TO BE SOCIAL................................................ 40 JESSICA BERLIN · YAHOO A STRONG FOUNDATION: THE ROLE OF INFRASTRUCTURE IN BUILDING SOCIAL RELATIONSHIPS.............................................................. 41 SONJA BROZE · PAYPAL INFRASTRUCTURE IS THE FOUNDATION OF A STRONG SOCIAL PROGRAM....................................................................... 43 DON BULMER · ROYAL DUTCH SHELL BEING SOCIAL MEANS PUTTING RELATIONSHIPS AND EXPERIENCES FIRST.............................................................................. 45 PAUL HASKELL · OMAHA STEAKS BE PREPARED FOR ANYTHING: BEING SOCIAL AND PERSONAL @ASKCITI................................................... 47 PAUL MICHAUD · CITI TAKING YOUR IN-REAL-LIFE RELATIONSHIPS ONLINE............................... 49 JEREMIE MORITZ · PERNOD RICARD CREATING CLARITY: INFRASTRUCTURE’S ROLE IN DELIVERING YOUR MESSAGE........................................................................ 51 LARA TAMBURELLI · JOHN HANCOCK INFRASTRUCTURE: AN ENVIRONMENT USING ALL OF ITS COMPONENTS TO SUCCESSFULLY OPERATE....................................... 53 WHITNEY TISDALE · GREYHOUND LINES MANAGING THE CUSTOMER EXPERIENCE CONTENTS share this eBook
  • 6. © Sprinklr 2014. All rights reserved. 4 WINNING BUSINESSES ARE TAPPING INTO THE POWER OF SOCIAL........ 56 TAMI CANNIZZARO · IBM THE SOCIALLY ENABLED BRAND.................................................................. 58 KEITH CHACHKES · VANTAGE DELUXE WORLD TRAVEL YOU NEED INFRASTRUCTURE TO FUNCTION AT THE SPEED OF SOCIAL............................................................................. 59 JEREMY HUMPHRIES · FARMERS INSURANCE TECHNOLOGY SERVES CONTENT................................................................. 61 BOB LIBBEY · PFIZER THE C-SUITE GETS HIP TO SOCIAL BUSINESS............................................ 62 STEVE LUNCEFORD · DELOITTE DIGITAL GLOBAL BUSINESS, LOCAL FLAVORS........................................................... 64 STEVEN MOY & TIM DUNN · ISOBAR NAVIGATING THE SOCIAL MEDIA SUPERHIGHWAY..................................... 67 DARA NOBLE · MRM // McCANN INFRASTRUCTURE IS THE BACKBONE OF EVERYTHING WE DO................ 69 KELLIE PARKER · SEGA DATA DRIVES THE SOCIAL INFRASTRUCTURE............................................. 70 BRANDON PREBYNSKI · CISCO IT ALL COMES DOWN TO YOUR CORPORATE CULTURE............................. 72 MARK SCHAEFER · SCHAEFER MARKETING SOLUTIONS YOU NEED INFRASTRUCTURE TO BUILD AND SUPPORT A SUCCESSFUL SOCIAL STRATEGY.............................................................. 73 KIRA SWAIN · AUCTION.COM FROM ‘BUSINESS AS USUAL’ TO SOCIAL BUSINESS CONTENTS share this eBook
  • 7. © Sprinklr 2014. All rights reserved. 5 IS YOUR SOCIAL HOUSE IN ORDER?............................................................ 76 JULI BROWN · NESTLÉ PURINA PETCARE COMPANY INFRASTRUCTURE: BUILT BY HAND............................................................. 78 STEVE CLAYTON · MICROSOFT BEING SOCIAL IN A REGULATED INDUSTRY................................................ 79 PERRIE FINSAND · MEDTRONIC HOW TO STRUCTURE AN ORGANIZATION FOR SOCIAL MEDIA SUCCESS....................................................................... 80 ALISON J. HERZOG · FAMILYSEARCH HAVE YOU BUILT YOUR SOCIAL ARC?.......................................................... 82 KENYATA MARTIN · SHELL OIL PRODUCTS US SOCIAL INFRASTRUCTURE: GIVING A JELLYFISH A BACKBONE................ 84 PAUL MATSON · GROUPON HUMANS ARE THE CORE OF YOUR INFRASTRUCTURE.............................. 86 MATT MULLEN · 451 RESEARCH SOCIAL INFRASTRUCTURE IS A HIGHWAY................................................... 88 ERIC NYSTROM · DELL THE ‘MAGICAL SWITCH’................................................................................. 91 APRIL SONSONA · WASTE MANAGEMENT BUILDING YOUR EMPIRE................................................................................ 92 JOHN VALADEZ · SAMSUNG TELECOMMUNICATIONS AMERICA PLANTING THE SEEDS OF SOCIAL SUCCESS: THE TREE............................ 94 DAWN WAYT · AMERICAN GREETINGS FRAMEWORKS FOR SOCIAL SUCCESS CONTENTS share this eBook
  • 8. © Sprinklr 2014. All rights reserved. 6 HOW SOCIAL MEDIA IS SHAPING THE CONSUMER EXPERIENCE.............. 97 LEWIS BERTOLUCCI · HUMANA HOW SOCIAL SCREWS UP YOUR INFRASTRUCTURE.................................. 98 ELISA CAMAHORT PAGE · BLOGHER WITHOUT INFRASTRUCTURE, YOU’RE DESTINED FOR LONG-TERM FAILURE................................................................................... 100 IAN CLEARY · RAZORSOCIAL ‘INFRASTRUCTURE’ ISN’T A DIRTY WORD..................................................101 DAVE FLEET · EDELMAN DIGITAL PARACHUTES, COURAGE AND OPPORTUNITIES… DID YOU PACK THE PARACHUTE?............................................................... 103 ABBY GUTHKELCH & DANNY WHATMOUGH · KETCHUM UK IT’S TIME TO GET PERSONAL – ON A MASSIVE SCALE............................. 105 GAVIN HEATON · CONSTELLATION RESEARCH THE RISE OF SOCIAL INFRASTRUCTURE....................................................107 DION HINCHCLIFFE · DACHIS GROUP SOCIAL IN THE ECOSYSTEM: ESSENTIAL WITHIN THE INFRASTRUCTURE.............................................. 108 DEAN LANDSMAN · LANDSMAN COMMUNICATIONS GROUP A PROPER SOCIAL INFRASTRUCTURE ELIMINATES THE GUESSWORK......................................................................................... 109 ERICH MARX · NISSAN NORTH AMERICA NEW TECHNOLOGY, OLD ATTITUDES........................................................... 111 JAMES PECHT · INTERSTATE BATTERIES INFRASTRUCTURE IS A ROADMAP...............................................................112 LINA ROQUE · CA TECHNOLOGIES INFRASTRUCTURE IS THE CRUX OF A SUCCESSFUL SOCIAL MEDIA PROGRAM.................................................113 ALEX SCHOTT · ENTERGY SURVIVING SOCIAL DISRUPTION CONTENTS share this eBook
  • 10. © Sprinklr 2014. All rights reserved. 8 COMMUNITY: MORE THAN A BUZZWORD MARK BABBITT MARK BABBITT CEO AND FOUNDER YOUTERN COO SWITCHANDSHIFT.COM Mark is a serial mentor who has been quoted in the Wall Street Journal, Mashable and Forbes regarding leadership, culture, career development, and higher education’s role in preparing emerging talent for the workforce. A keynote speaker, author, and blogger, Mark’s contributions include Huffington Post, Bloomberg News and Under30CEO. Twitter: @YouTernMark LinkedIn: HUMANIZING THE ENTERPRISE share this eBook There are words and phrases that become so commonly used, they fall into an undesirable category: buzzwords. ‘Transparency,’ ‘authenticity’ and ‘at the end of the day’ have already crossed over… and I’m afraid, there will soon be a new entry… ‘community’. A community, specifically an ‘online community’ is most often considered a group of internet users with a passion for a brand, cause or, at the very least, a common purpose. Online communities span every conceivable personal interest – often with local, regional, and national organizations supporting them. Almost every industry has fine examples of established communities worthy of emulation: Kiva and Indiegogo in crowdfunding; Brazen Careerist and YouTern in the career space; SK-Gaming and Gaming Voice for gaming enthusiasts; and so many more. And yet, ‘community’ is quickly falling into buzzword territory. So misused (or perhaps just used too often by those who really don’t understand the importance of community) that even the quickest mention of the word causes rolled eyes, audible scoffs, and blatant disinterest. Still, many organizations are fighting the buzzword stigma to build a strong – almost organic – online presence: a community around their brands. They are perhaps late to the party, yet are solidifying their position among consumers, advocates, influencers – even voters. Here’s how: They Build on a Common Purpose Brands that build community to sell product… fail. Those that start a community to push a message or rebuild their reputation… fail. Those that attempt an online community just to broadcast at the members… fail. Every time. The number one rule of community: build around a common need, purpose, or agenda.
  • 11. © Sprinklr 2014. All rights reserved. 9 HUMANIZING THE ENTERPRISE share this eBook They Put the Community First Along those same lines, effective communities that grow organically put the goals of the community first. They answer questions directly, without promoting their new product line or their latest blog post on the subject. At the same time, they don’t allow community members to self-promote, solicit, or filibuster. For the community to grow and prosper, it must be a spam-free zone… including your own teams. That could be a LinkedIn Group. Perhaps a Facebook page or group makes the most sense. To enable larger groups to talk in real time, a Twitter chat might make the most sense. For smaller groups – or for subgroups within your community – a Google Hangout might be the best answer. Go exclusively where it makes the most sense for your community… even if that means ‘All of the Above’ is the best long-term answer. They Go Where the Community Members Live Yes, use of the internet is the common denominator among online communities. That, however, isn’t enough when building an online community. The first step: learn where the majority of your potential members and ambassadors thrive online. They Are Consistent Facilitators LinkedIn and Facebook groups require constant posts, interaction, and moderation. Twitter chats and Google Hangouts must be on a set schedule and thoroughly promoted so they become ‘calendar worthy.’ When topics become harder to develop, invite guest hosts and subject matter experts to join – even lead – the conversation. Consistency is king. Without a consistent effort from the facilitators, and without a diverse set of deliverable content, the community will undoubtedly die a slow death.
  • 12. © Sprinklr 2014. All rights reserved. 10 HUMANIZING THE ENTERPRISE share this eBook They Enable the Community to Self-Moderate and Self-Protect (Or: When Trolls Attack) Well-established communities do not need the organizers/moderators/facilitators to protect their members, or even their brand. The community does it for them. Think about the value of your social media team, customer service department, or even your executives not needing to confront a troll, or someone intent on disrupting the conversation with negative input. Think about how your organization can put up a ‘Do NOT Engage’ sign when that negativity surfaces. In a healthy community, the advocates rush to the defense. They become the Sergeant-at-Arms. In all but the most extreme cases, your organization gets to remain neutral – even quiet – allowing you to avoid a potentially brand-hurting dialogue. Ultimately – as the members share perspectives, questions, and expertise – this becomes a primary reason for maintaining contact with the community. In the process, your organization becomes known as a value-added brand that provides an appreciated service well past the products or services you sell. They Encourage Sharing and Self-Learning The best online communities promote the best of what the internet is meant to be: a place to share and learn. By sharing knowledge and best practices, the community grows, collectively. As the community grows, its members become mentors, teachers, and accountability partners. They Promote Individual Thinking Solid communities that survive long-term avoid one more community-killing trap: groupthink. Yes, human nature dictates that we want to be surrounded by those with common interests. However, right up until the moment the trolls take over the conversations, exceptional online communities welcome thoughtful debate. They enable emotionally intelligent disagreement. And – knowing that the members are ultimately there because they believe in the purpose and health of the community – they allow opposing views to flourish. If your business or mission is considering building an online community, please consider these important factors. Just as important, understand that community is far more than a buzzword – and can significantly impact the product development, customer service, the perception of your organization as an employer… and your bottom line.
  • 13. © Sprinklr 2014. All rights reserved. 11 IF YOU’RE NOT READY TO SCALE, YOU’RE NOT READY TO BE SOCIAL EDDY BADRINA EDDY BADRINA CO-FOUNDER AND CSO BUZZSHIFT In addition to co-founding BuzzShift, a digital strategy firm for large and mid-sized brands, Eddy also helped set up CherryPick, a content curation application for brands and bloggers. Eddy has over 11 years of experience in strategic planning, marketing and PR, including roles at the US Department of State, executive leadership at a White House initiative and director-level positions at two successful startups. Eddy is also an adjunct professor for the EMBA program at the University of Texas at Dallas. Twitter: @eddybadrina LinkedIn: HUMANIZING THE ENTERPRISE share this eBook When big brands start to build their social presence, they often focus on superficial metrics. One million followers. 24 million video views. Too frequently, the allure of eight- figure analytics blinds us to the business realities of what we’re actually doing. Have you ever considered what it would be like to handle a million followers? What will you say to them? How will you respond? If you’re not fully prepared to handle a fan base that’s triple the size you’re used to, or an intimate two- person operation expanding to 12 employees and three divisions, you’re not ready to be social. Social media success is all about scalability. And scalability can only be achieved through infrastructure. Infrastructure comes in two waves. The first, and most obvious, is technological. You need to adopt technology that allows automation, facilitates collaboration and helps you cater to different markets. Without technology, scalability can’t exist. But although technology is important, success rests on your internal infrastructure. Before you start to build your social following, you need to evaluate your internal policies and processes. You need to have a clear (yet adaptable) plan that outlines how content goes from creation to publication. You need to know every role of every individual and department. Without a carefully developed infrastructure, it might take you two days to respond to a simple Twitter question. And we all know that two days is a lifetime on social. The end goal for any social brand is to be as engaging online as it is offline. Many brands are great in real life but fall flat on digital channels. Scott Stratten calls this the ‘experience gap.’ He says that a brand is only as good as its worst interaction. Don’t let digital be at the low end of that gap. SOCIAL MEDIA SUCCESS IS ALL ABOUT SCALABILITY. SCALABILITY CAN ONLY BE ACHIEVED THROUGH INFRASTRUCTURE.
  • 14. © Sprinklr 2014. All rights reserved. 12 HUMANIZING THE ENTERPRISE share this eBook If you have a million fans, two million fans, or even just a hundred thousand fans interacting with you online, one wrong move can sink a ship. Before you lift anchor, plan your route. Make sure everyone understands the chain of command. Only after creating an effective infrastructure can you embark on improving your social presence.
  • 15. © Sprinklr 2014. All rights reserved. 13 WHAT IT MEANS TO BE SOCIAL GENO CHURCH GENO CHURCH WORD OF MOUTH INSPIRATION OFFICER BRAINS ON FIRE Geno is considered a pathfinder for Brains on Fire’s clients. He has helped build word-of-mouth into the identities of brands and organizations including: Fiskars Brands, Best Buy, National Center for Family Literacy, Anytime Fitness, and Love 146. Geno has spoken around the world at places such as the Word of Mouth Marketing Association (WOMMA), the Public Relations Society of America (PRSA), American Marketing Association (AMA), the World Africa Customer Management Conference, and BBCONAU Blackbaud Conference for Nonprofits. Twitter: @genochurch LinkedIn: HUMANIZING THE ENTERPRISE share this eBook Being social is all about building a relationship. More to the point: it begins by finding the shared passions between a brand and its advocates. In order to truly be social, a brand must understand the ‘whys’ and values they share with their advocates and advocate community. In doing so, they have a better chance to spark their customers’ and advocates’ passion, inspiring them to talk about how the brand fits into their lives. It’s great to be social as a brand; it’s even better when your advocates are inspired to be social on your behalf. At Brains on Fire, we believe social doesn’t just rest with social media touchpoints. There are so many opportunities to be social through face-to-face interactions. Going out to meet your customers and walk in their footprints is a wonderful practice in being genuinely social. Infrastructure is critical at Brains on Fire. We’re a small ship, so we have to be focused yet agile. Our infrastructure is always evolving. Research, strategy, creative execution, planning, management, and community shepherding have to be in sync. IT’S GREAT TO BE SOCIAL AS A BRAND; IT’S EVEN BETTER WHEN YOUR ADVOCATES ARE INSPIRED TO BE SOCIAL ON YOUR BEHALF.
  • 16. © Sprinklr 2014. All rights reserved. 14 BEING PART OF A WINNING TEAM BRYAN COOK BRYAN COOK DIGITAL MARKETING MANAGER JOE GIBBS RACING Bryan has loved fast cars, art, and computers since he was a kid. He has been blessed to have been able to merge those passions together into a successful digital marketing career. He was born and raised in Miami, FL and studied Fine Art at the University of North Carolina at Charlotte. Twitter: @bryanwcook LinkedIn: HUMANIZING THE ENTERPRISE share this eBook I feel like I’m living in the golden age of social. The internet used to be impersonal… brands used to rely on automated messages and mass emails to reach their core demographics. But now, we’re going back to being a one-on-one community. We’re going back to a ‘meet after church’ kind of world. That human relationship is what we try to establish through our social efforts. Our business is small, but social lets us scale and reach NASCAR fans across America. Sure, we have thousands of fans watching on TV and tuning in through radio every race weekend. But through social, I can take the viewers to a place where even the cameras aren’t allowed. NASCAR is such a fast-paced world, so it’s necessary to have up-to-the-minute updates about what’s going on in the race. Our fans don’t have to wait for the broadcast to find out what their favorite driver said on the team radio. We give it to them on the spot. But, we take the conversation even further. The easy road is to just give updates, and there’s certainly a time and place for that. But what’s really interesting – and what keeps our fans excited – is that I can ask people what they think of a certain strategy. Or, I can take them into our command center on race day. WE’RE GOING BACK TO A ‘MEET AFTER CHURCH’ KIND OF WORLD. It’s about making them part of the action. It’s all about knowing when and how to respond and engage with your fans.Your fans want to feel like they’re talking to a real person who cares about what they care about. That’s what good marketing is – making the fans feel like they’re part of your winning team. That’s something that larger companies can use to reach fans in a productive way. We’re building a community of advocates. That should be every brand’s goal. It’s not just scaling social, it’s scaling relationships.
  • 17. © Sprinklr 2014. All rights reserved. 15 LEAN CAN BE SEXY, BUT PREPARED IS BETTER GREG LINDSLEY GREG LINDSLEY SOCIAL RELATIONSHIP INFRASTRUCTURE CONSULTANT WELLS FARGO Greg has spent the last five years at Microsoft working in social media, most recently helping the company get to over 1,000 users on Sprinklr. He is now working with Wells Fargo to set up the infrastructure around their growth plans for social. Armed with both a technical and marketing background, he enjoys the challenge of helping organizations connect with their customers in the new world of social. LinkedIn: HUMANIZING THE ENTERPRISE share this eBook A common analogy these days is to ‘build the plane while flying it.’ From an organizational perspective, this is almost the very prototype of a ‘lean’ organization: build as you go. No waste. Very fast. Very cool. While impressive, taking the analogy a bit further, you can’t deny that building the plane while flying it can be very unnerving for any passengers sitting there. As a general rule, an organization should not try to scare the hell out of its customers. Although ‘lean’ can be sexy, when it comes to your customers, ‘prepared’ is better. The reason to prioritize building out a social infrastructure before going to scale with your marketing and engagement plans is that your margin of error can disappear overnight. As you add more users to your social tools and create more dependencies on your reporting, acceptance of downtime and missed deadlines will decrease rapidly until it drops to zero. You should have operations and support in place and well-baked before then; there isn’t any more room to experiment with key processes once you are at hundreds of users with daily requirements. Planning for scale early, allowing room for trial and error, user pilots, and getting process documented, will position your organization for success. And ‘success’ is always sexy. UNDER CONSTRUCTION
  • 18. © Sprinklr 2014. All rights reserved. 16 INFRASTRUCTURE: THE BACKBONE TO SOCIAL SUCCESS MARCY MASSURA MARCY MASSURA VICE PRESIDENT, WEST COAST DIRECTOR OF DIGITAL NORTH AMERICAN INFLUENCE & COMMUNITY LEAD MSLGROUP In addition to her roles at MSLGROUP, Marcy also provides strategic counsel for Proctor & Gamble North America. In addition to developing social strategies for numerous high-profile clients that this award-winning international agency represents, she maintains her own popular humor website, The Glamorous Life Association, and speaks as often as possible – spreading her passion and joy for all things social. Twitter: @marcymassura LinkedIn: HUMANIZING THE ENTERPRISE share this eBook ‘Being social’ is often erroneously associated with being ‘talkative.’ But actually ‘being social’ or, better yet, ‘living social’ represents a deep understanding of the psychology of social behavior and which actions can help to increase conversation and provide value to stakeholders. The unsung hero skill of socialization is the ability to listen well. Real-life conversation is never one- sided and in the digital space we need to spend as much effort listening before we speak as we do crafting clever content pieces to broadcast. Social is a state of being engaged and being present with a desire to be liked. Social is wanting to reciprocate, be responsive and, yes, also be entertaining. Social is being human with empathy, kindness, and even the ability to be apologetic if an error is made. Yet all of these qualities are insurmountable without the tools and technology to perform at scale. That is why the backbone of any social strategy should include a strong infrastructure to support these efforts.
  • 19. © Sprinklr 2014. All rights reserved. 17 HUMANIZING THE ENTERPRISE share this eBook Having a tangible infrastructure allows us to fully realize our aspirational goals of building relationships with clients, stakeholders, and beyond. And as an agency that specializes in relationship-driven results, we help our clients find ways to connect personally with consumers and influencers – to generate advocacy, recommendation, and lifelong loyalty. HAVING A TANGIBLE INFRASTRUCTURE ALLOWS US TO FULLY REALIZE OUR ASPIRATIONAL GOALS OF BUILDING RELATIONSHIPS WITH CLIENTS, STAKEHOLDERS, AND BEYOND. Without a tangible infrastructure of tools, software, and networks, we would sound unrealistic talking about goals of ‘bonding moments’ and ‘authentic relationships’ at scale. It is the infrastructure that allows these concepts to be fully realized and ultimately generate amazing results, no matter the size of their online communities.
  • 20. © Sprinklr 2014. All rights reserved. 18 SCALING INFRASTRUCTURE TO BE SOCIAL AND PURPOSEFUL SHAWN MURPHY SHAWN MURPHY CO-FOUNDER AND CO-CEO SWITCH AND SHIFT Change leader, speaker, writer. Top-ranked leadership blogger and social HR expert by Huffington Post. Managing Director of Organizational Development at KAI Partners. Passionately explores the space where business and humanity intersect. Promoter of workplace optimism. Twitter: @shawmu LinkedIn: HUMANIZING THE ENTERPRISE share this eBook Businesses have a purpose. It isn’t to make money. That’s an outcome. Rather a business’s purpose is its reason for existence. It could be to connect people through technology. Or it could be to resolve a social problem. Whatever the purpose, a business must rely on its infrastructure to fulfill its purpose. To that end, being social is about learning to listen and finding ways to help fans, friends, followers, customers, and potential customers be more successful, effective, or even knowledgeable in their areas of interest. Business has always been built on the back of relationships. Solid relationships enrich lives. Social allows a business to enrich lives in purposeful ways. It’s through interactions that a brand demonstrates what it stands for. In an idealistic way, being social is about paying it forward: sharing content that helps your audience who, in turn, can share it to help others. Whether it’s an audience for your message, or a whitepaper to help a business with its objectives, being social opens doors and gives access to people and content previously out of reach to most – except to those who could afford to pay for it. The good intentions behind being social can only be realized, however, by scaling your infrastructure to support a social philosophy and strategy. Mixing these elements together better positions your business to realize its purpose. THE GOOD INTENTIONS BEHIND BEING SOCIAL CAN ONLY BE REALIZED BY SCALING YOUR INFRASTRUCTURE. Infrastructure gives confidence that the activities to help the business succeed in creating value are known, learnable, scalable, and repeatable. Without an infrastructure to guide our creation-value activities, businesses are tempting fate and risking irrelevance. Going a step further, when a business overlays infrastructure with being social, the activities to listen and contribute to conversations relevant to a community become scalable. More importantly, being social creates connections and positions your business to have meaningful interactions with its target audience.
  • 21. © Sprinklr 2014. All rights reserved. 19 THINKING IN CONVERSATIONS, NOT POSTS CAITLIN MITCHELL & JOHN KEEHLER CAITLIN MITCHELL DIGITAL STRATEGY THE RICHARDS GROUP Caitlin lives and breathes social media and is always looking for new media and ways to network. Her curiosity, vivacious personality, and proficient multitasking serve her well in the ever-changing social media world that never sleeps and never slows down. If you’re ever looking to track her down, you can find her tweeting away @RichardsGroup. Twitter: @SayCaitlin LinkedIn: JOHN KEEHLER DIRECTOR, DIGITAL STRATEGY & EMERGING PLATFORMS THE RICHARDS GROUP John creates holistic digital strategies for brands, ensuring that they’re aligned with business goals, customer needs, and broader marketing strategies. He’s led digital strategy for clients such as Home Depot, Travelocity, and Walmart. John’s passion is for emerging trends and new technologies, and he’s been involved in some of the agency’s most groundbreaking work, including pioneering some of the first commercial efforts in blogging, podcasting, and social media. When he’s not hard at work for clients, John is hard at work educating the next generation of digital experts. He teaches at Southern Methodist University, UT Dallas, and the University of Colorado’s renowned Boulder Digital Works. Twitter: @johnkeehler LinkedIn: HUMANIZING THE ENTERPRISE share this eBook When scrolling through updates on your news feed, most posts earn a glance, but a few inspire reactions through likes, comments, and shares. These are the posts that somehow resonate and stand out from the others. Posts we find relevant and connect with. Usually, they are from friends. This is the promise of social media for brands – the potential to be seen as just another friend. To be seen as a friend, a brand must act like one. While most brands put considerable time and energy into optimizing social calendars across time of day, TO BE SEEN AS A FRIEND, A BRAND MUST ACT LIKE ONE. day of week, and even post type, many overlook a crucial, consumer-facing component: a well-thought- out conversation strategy. If relevant, audience engagement can attach a human element to a brand and bring its personality to life.
  • 22. © Sprinklr 2014. All rights reserved. 20 HUMANIZING THE ENTERPRISE share this eBook Listen to Understand Just like in any other relationship, listening is a key component of communicating. You must first understand the conversations that surround your brand. Social listening tools can provide insight not only into what your customers think about you, but what they need from you. It’s important to listen across social platforms, topics, and timeframes. Become ‘Alive’ through Real-time Engagement While social media certainly provides another outlet for customer service issues, it should be used for more. Finding time for live engagement is crucial for brands. A live-tweet session or time carved out for real-time engagement can be great opportunities for some of the best content you push out. Perhaps more important is that it shows your fans and followers that the brand is ‘alive.’ Express A Point of View Your fans should see how the brand sees things. What do you think is important? Do you have a take on what’s happening in the world? Once a brand has a solid point of view, it’s easier to start a conversation. Social media presents countless opportunities, but the true value lies in the connections you create, not the reach of your posts or the number of fans. The news feed is a personal conversation that, with luck, your brand is invited to join.
  • 23. © Sprinklr 2014. All rights reserved. 21 INFRASTRUCTURE ENABLES YOU TO SCALE HELP JARED OSORIO JARED OSORIO LEAD TECHNOLOGY ANALYST FOR CUSTOMER SERVICE PSE&G Jared Osorio has worked for New Jersey’s largest utility PSE&G for the past four years. His time at PSE&G started with a CIS upgrade, where he learned the business of customer service on the phones with the customers. After two years as a customer service representative, he became the lead technology analyst for customer service. In this role, Jared supports production application as well as new project development for customer service. Some challenging projects include developing an online preference center, and PSE&G’s first mobile-optimized website. Twitter: @OsOriCo99 LinkedIn: HUMANIZING THE ENTERPRISE share this eBook At PSEG, we have two different types of infrastructure: literal and social. Our literal infrastructure – that’s the power lines and electrical equipment throughout out territory. Our social infrastructure encompasses the systems, processes and people that help us communicate with our customers, especially during an emergency. Our industry is unique in that we usually get a few dozen social messages a day, but then at any given moment a storm can sweep through the region, causing 90,000 tweets to be sent to us. In cases like this, two things must happen: Our literal infrastructure needs to be quickly repaired. Our social infrastructure must be able to handle the deluge of customer questions and issues. During these situations, our social infrastructure actually supports our literal one. It helps us not only in dividing up the work and routing messages to the right teams, but it also helps us know where damaged lines exist and where people are without power. Ultimately, it helps us scale our efforts to be there for customers. Being able to scale help, that’s critical to me. I think there are two sides to any business. The corporate branding side is responsible for the image of a company, which is certainly an important aspect of any business. However, I come from the customer service side and so I see social through the eyes of our customers. I see it in terms of how it can serve people. SOMEONE ON TWITTER SAID TO ME THE OTHER DAY ‘I FEEL LIKE I HAVE A FRIEND AT THE COMPANY.’ 1 2
  • 24. © Sprinklr 2014. All rights reserved. 22 HUMANIZING THE ENTERPRISE share this eBook In a traditional customer service setting, you have a pyramid… you have to surpass one level after another, speaking to countless phone reps along the way. Social flips that pyramid upside down. If something is brewing on Twitter, for example, I can go directly to the managers of relevant teams and ask, “What are we going to do about this?” Social breaks down the silos that exist in most corporations. It bridges the gap between a brand and its customers. Someone on Twitter said to me the other day, “I feel like I have a friend at the company.” That was one of the nicest posts I ever received – something I would consider a ‘social win.’ That’s the power of social. It enables us to be there for our customers in ways that we couldn’t before. It allows us to see the real conversations customers are having about us. It allows us to react to those customers with powerful answers.
  • 25. © Sprinklr 2014. All rights reserved. 23 WITHOUT INFRASTRUCTURE, YOU CAN’T WORK YOUR MAGIC STEPHEN SPECTOR STEPHEN SPECTOR CLOUD EVANGELIST HEWLETT-PACKARD Stephen works promoting all HP Cloud solutions including private, public, and hybrid cloud. He was previously at Dell promoting their global cloud strategy and solutions and was the open source community manager for OpenStack and at Rackspace and Citrix Systems. While at Citrix Systems, he founded the Citrix Developer Network, developed global alliance and licensing programs, and even once added audio to the DOS ICA client with assembler. Stephen holds a Bachelor’s of Computer Engineering from The Ohio State University, a Master’s of Computer Science from the University of Florida, and a Master’s of Business Administration from Florida Atlantic University. Twitter: @SpectorTX LinkedIn: HUMANIZING THE ENTERPRISE share this eBook Sending a simple 140 character message to an audience over 200 million is not magic; it just appears that way. The power of behind the scenes technology or infrastructure enables HP Cloud to instantly reach out to millions of contacts with targeted communications. Without the internal systems, we would never be able to quickly push out messages and instantly engage with the respondents. The ability to manage multiple social media accounts on a variety of platforms from a single source ensures that information is received in the manner and location of choice by the consumer. Social isn’t just about pushing out a message, but rather establishing a one-to-many communication channel in the appropriate ‘voice’ with the feedback mechanism built in. At HP, direct open communication with customers is essential to our success and having a social infrastructure in place provides wizards the raw materials to work their magic. You can no longer pick one language, one tool, or one message to reach your audience. Without the sophisticated infrastructure behind the scenes, you won’t be able to spread messages in multiple languages, tools, and formats.
  • 26. © Sprinklr 2014. All rights reserved. 24 DOES MARKETING AUTOMATION FOSTER SPAM OR PERSONALIZATION? NATASCHA THOMSON NATASCHA THOMSON CEO MARKETINGXLERATOR CO-AUTHOR 42 RULES FOR B2B SOCIAL MEDIA MARKETING At MarketingXLerator, Natascha helps companies create social media marketing strategies that generate awareness, demand and long-term customer relationships. Whether a company is just getting started with social media or wants to optimize their existing strategy and channels, MarketingXLerator can provide the necessary training and expertise. Customers include Global 2000 enterprises and startups like SAP, EMC, Matrix Precise, and Centigon Solutions. Natascha brings over 15 years experience in B2B marketing to the table, and holds an Executive MBA from St. Mary’s College, California, as well as a Master of Commerce and Arts from the University of Passau, Germany. She teaches yoga in her free time. Twitter: @NaThomson LinkedIn: HUMANIZING THE ENTERPRISE share this eBook Marketing automation often carries a negative connotation. Something that could be done between two people is made anonymous by putting a platform that scales the ‘conversation’ in the middle. The word spam comes to mind. Most of us (we all?) despise the many spam emails we get or the automated direct responses on Twitter. However, it’s not the fact that we receive an (unsolicited) message that makes us perceive it as spam but the fact that the content is not relevant to us. It’s an insult. Somebody invades our space, takes up our time, without knowing what matters to us, what problems we need to solve and what dreams we try to fulfill. I am sure you have heard the term ‘People-to-People’ (P2P) in the context of social media versus B2B and B2C. There is this illusion that in social media marketing, individuals are talking to each other versus a company trying to sell a product to a big audience. Let’s be realistic. It’s not the medium that makes a conversation impersonal – it’s the lack of knowing the person you are interacting with. Do You Listen? To have a direct 1:1 conversation, email serves me as well as DM on Twitter or Facebook messaging. But I can’t have a 1:1 conversation with hundreds of customers at the same time, not even on Twitter, if conversation implies a dialogue and not a monologue. The majority of marketers still use social media mainly to push out information versus entering actual conversations. Unsurprisingly, many see poor results. IT’S NOT THE MEDIUM THAT MAKES A CONVERSATION IMPERSONAL – IT’S THE LACK OF KNOWING THE PERSON YOU ARE INTERACTING WITH.
  • 27. © Sprinklr 2014. All rights reserved. 25 HUMANIZING THE ENTERPRISE share this eBook The Issue of Scale The bigger the enterprise, the more divisions it has, and the greater the global reach, the more complicated communicating relevant information to the right people gets. What is the solution? This is where traditional and social marketing don’t differ at all: there is simply no alternative to segmenting, prioritizing and, most importantly, getting to know one’s target audience (really well). Being Relevant Imagine you need a CRM system for your growing law firm and you receive an email with the subject line: ‘How to choose the right CRM system for your law office’. You’d read it, right? So the challenge is to know what your customer needs, when and how (and where) to best reach them. Where Marketing Automation Comes In If you have hundreds or thousands of customers and prospects, you can’t listen to all their online conversations yourself. But if you have the right tools, you can automate the process of listening, analyzing the data, and creating actionable intelligence. Intelligence on what prospects and clients want; what information they need; which messages you need to respond to; as well as who your advocates and influencers are. And this is only the tip of the iceberg. THE CHALLENGE IS TO KNOW WHAT YOUR CUSTOMER NEEDS, WHEN AND HOW (AND WHERE) TO BEST REACH THEM.
  • 29. © Sprinklr 2014. All rights reserved. 27 INFRASTRUCTURE IS THE SEXIEST PART OF A MARKETER’S JOB DAVID BERKOWITZ DAVID BERKOWITZ CHIEF MARKETING OFFICER MRY Dave spearheads marketing operations, directs the agency’s communication strategy, and gains visibility for its clients such as Coca-Cola, Visa, and Johnson & Johnson. Previously, he spent seven years at agency 360i, ultimately serving as Vice President of Emerging Media, having co-founded the agency’s social media practice in 2006 and led the Startup Outlook initiative. David has written more than 500 bylines, and he has authored his own Marketers Studio blog since 2005. He has spoken at more than 200 events globally. Twitter: @dberkowitz LinkedIn: BREAKING DOWN BUSINESS SILOS share this eBook 2013 was the year when infrastructure became the most exciting part of my job, and it happened two times over. While others thought my job meant playing with new robots, artificial intelligence, and mobile apps that let you put cats all over pictures, I came to appreciate that the most important thing I needed to do my job right was shore up the agency’s infrastructure around emerging media. In that role, infrastructure meant knowledge management. Instead of waiting for approval and development resources to build sophisticated tools, I was hacking together forms in Google Drive and making better use of email. These tools allowed me to track and evaluate startups, gauge interest from colleagues as to what new technologies could best serve their clients, and establish connections with potential startup partners in a way that would make the best use of their time. When the infrastructure was working at its best, those were the most fulfilling days I had on the job at that organization. When I joined MRY over the summer, this rapidly growing agency with strengths in creative, technology, and social was probably expecting a lot of sizzle. Yes, I could bring along my network of some of the most innovative thinkers and tinkerers globally, and yes, I could do my job of getting more attention for the impressive work the agency does with brands like Visa, Coca-Cola, and Adobe. At the start of 2013, I was entering my seventh year at an advertising agency that was a pioneer in social media marketing, and my job was to be at the cutting edge, keeping my colleagues and clients current on breakthroughs in media, marketing, and technology. EVEN IF MOST PEOPLE NEVER SEE THE INVESTMENT WE PUT INTO INFRASTRUCTURE, IT IS ONE OF THE MOST IMPORTANT FACTORS CONTRIBUTING TO YOUR SUCCESS.
  • 30. © Sprinklr 2014. All rights reserved. 28 BREAKING DOWN BUSINESS SILOS share this eBook But what did I really want to focus on when I got there? Infrastructure. The first orders of business included establishing a social architecture for the agency’s owned media channels, creating a pipeline to rapidly spread thought leadership across the organization and to our clients, and working on a career path for my marketing team. Getting the infrastructure established enables my marketing team to be both more productive and more creative, and it allows my scrappy team to forge connections with practically every single member of our organization. Whether we’re interfacing with the executive, creative, media, finance, or office services teams, we’re able to pull together the resources to bring our ideas to fruition. Even if most people inside or outside our company never see the investment we put into infrastructure, it is one of the two most important factors contributing to our success. The other factor? Having the right team to carry out our mission.
  • 31. © Sprinklr 2014. All rights reserved. 29 GET PREPARED, GET ORGANIZED AND GET CONNECTED TO GET SOCIAL BEN BLAKESLEY BEN BLAKESLEY SENIOR MANAGER, GLOBAL SOCIAL MEDIA REEBOK CO-FOUNDER COMMUNITY MANAGER RECHARGE AUTHOR GET SOCIAL Ben has been working in social for the better part of a decade, spanning industries from music to finance and many in between. One of those ‘I’ll sleep when I’m dead’ kind of guys, Ben lives and breathes social and thrives on making connections and making a difference. Twitter: @benunh LinkedIn: BREAKING DOWN BUSINESS SILOS share this eBook “You tweet for a company? That’s like 140 characters, right? What do you do with the rest of your time?” I can’t even count how many conversations I’ve had like this when others ask me what I do for a living. What the general public doesn’t understand is that using social media for personal use has about as much in common with using social media for business as watching a TV commercial has in common with making one. It’s not just as simple as putting together a 140-character message and pressing ‘tweet.’ Well, that’s not really true... it’s only more complicated if you want to be successful. The job of a social media team is to listen, create, respond, measure, and report – but to do so in a completely public and transparent forum, in real time, and without mistakes. Ever. THE TIME TO DECIDE WHAT YOU’LL DO IN CASE OF A FIRE IS NOT WHEN THE FLAMES ARE ALREADY RISING. And to pull that off successfully, you can’t live in a bubble. You need partners. You need allies. You need help! That’s where social infrastructure comes in. No matter how you decide to structure your social media activities, you’re going to need connections into how your business operates and you need to understand the objectives of each business unit. The social media team is the face of the company, and need to know what’s happening throughout the business so they can be prepared for anything. Your infrastructure provides the basis for that. Just like any successful project, planning is everything, and taking the time to plan your social infrastructure will save you all kinds of time (and headaches). Social media is still a new thing. It’s going to make people in your organization uncomfortable. But your chances of creating a valuable social program that delivers on business objectives is much higher if you set up the partnerships and create the internal relationships and communication channels before things get busy, stressful, and tense. The time to decide what you’ll do in case of a fire is not when the flames are already rising! Get prepared, get organized, and get connected to get social.
  • 32. © Sprinklr 2014. All rights reserved. 30 HOW SOCIAL INFRASTRUCTURE IS CHANGING CHRIS BOUDREAUX CHRIS BOUDREAUX FOUNDER SOCIAL MEDIA GOVERNANCE Chris helps brands transform their business operations through digital and social media. He leads development and delivery of social media and text analysis offerings at a global consultancy, and maintains online resources for social media leaders at Chris helps to provide industry standards and guidance through a variety of industry bodies, and he speaks to audiences around the world about governance of social media, including strategy, planning, policy and measurement. He has been active in social media since 2005 and published two books about social media, most recently, The Most Powerful Brand on Earth (Prentice-Hall 2013). Twitter: @cboudreaux LinkedIn: BREAKING DOWN BUSINESS SILOS share this eBook As I speak with clients across industries and around the world, I see social infrastructure changing in at least four consistent ways, as follows: Process Process owners require social media to integrate into business processes. For example, gone are the days when a social customer care team could respond to customers in isolation. Social media must fully integrate into the business, just like anything else that touches the customer’s experience. That means data and workflows across enterprise systems, channels, and teams. Technology Technology is enabling greater accountability for social media. One reason is that social business is becoming expensive and complex, so executives demand that social investments demonstrate business value. In addition, processes that use social media are maturing to a point where the value levers are largely known, and social media tools are able to codify the metrics that prove value. Finally, social tools integrate with the enterprise systems that hold the additional data required to calculate value or outcomes (see second point above). People In most organizations, more and more people participate in social media, in two ways. First, more business functions use social capabilities and social data for customer care, selling, marketing, customer insights, and so on. Second, 2014 will be the year in which the average brand empowers significant numbers of employees to engage in social media on behalf of the brand – beyond professional communicators. TECHNOLOGY IS ENABLING GREATER ACCOUNTABILITY FOR SOCIAL MEDIA.
  • 33. © Sprinklr 2014. All rights reserved. 31 BREAKING DOWN BUSINESS SILOS share this eBook Scale The factors above demand that organizations operate social media at enterprise scale. As a result, many organizations are changing the tools they use for engaging in social media and for analyzing social data. As a side effect, the skills required to lead within enterprise social business are maturing and increasing – so, in many cases, people are changing.
  • 34. © Sprinklr 2014. All rights reserved. 32 WITHOUT A SOCIAL INFRASTRUCTURE, SOCIAL BUSINESS IS SIMPLY IMPOSSIBLE ANDREW JONES ANDREW JONES ANALYST ALTIMETER GROUP In his role at Altimeter Group, Andrew focuses on social media management and cross-channel customer engagement. He has worked on several reports related to social management and measurement during the past three years, and he regularly works with clients to define social business strategy and advises on technology selection. Twitter: @andrewjns LinkedIn: BREAKING DOWN BUSINESS SILOS share this eBook On a cold and windy December morning in 1903, a historic event took place. Orville Wright flew for 12 seconds over 120 feet of ground. That flight in Kitty Hawk, North Carolina marked the very first flight by a manned, controlled, heavier-than-air aircraft that flew on its own power. In the decades that followed, air traffic was largely unregulated. But today it is vast and complex, with 300,000 flights every day. As a result, we have seen the establishment of governing bodies – including the FAA in the US, and air traffic control throughout the world – to regulate and coordinate air traffic. IN OUR RESEARCH, WE’VE FOUND THAT SOCIAL BUSINESS ROUTINELY INVOLVES UP TO 13 BUSINESS UNITS. This requires policies, processes, training, and technology, and without this infrastructure, modern air traffic would be completely unfeasible. Social business is the same. Companies have embraced social media as a way to engage their customers. But as a result they have to contend with hundreds of accounts and thousands of conversations, all across multiple business units, geographies, and end users. Without investing in an infrastructure to manage this, brands expose themselves to great risk. Not only can a single post or tweet do incredible damage to a brand’s reputation in a very short period of time, but customers expect consistency across all of a brand’s touchpoints and departments. In our research, we’ve found that social business routinely involves up to 13 business units. Marketing , corporate communications, sales, customer service, loyalty, human resources, and others all have an interest in engaging with customers and prospects. In order for these diverse and distributed groups to work together effectively, they need to have access to the right information and the ability to coordinate activities in real time. They need a combination of policies, processes, education, and technology. Without a social infrastructure, social business is simply impossible.
  • 35. © Sprinklr 2014. All rights reserved. 33 BRIGHT MINDS ARE NEEDED FOR STRONG SOCIAL JASON KEATH JASON KEATH FOUNDER AND CEO SOCIAL FRESH Jason’s focus is on researching how marketers succeed and the best ways to teach others those insights. In his role at Social Fresh, the social media education company, he curates some of the smartest voices in online marketing. Jason also works as a social media speaker, consultant and analyst, having presented to thousands of marketers at events like BlogWorld and Internet Hungary among many others. Twitter: @jasonkeath LinkedIn: BREAKING DOWN BUSINESS SILOS share this eBook When I started Social Fresh in 2008, there was an overall lack of trust in social from the brand side. Brands wanted to hear pitches about social, but very few of them were willing to commit the necessary financial resources to it. And when they did, they didn’t invest heavily and deeply enough. Social wasn’t included in the overall marketing mix. It was usually a last minute add-on. If you look at the role of social in business today, the difference is like night and day. Companies are taking it a lot more seriously. They’re starting to allocate more of their budget to social. They’re including the social team during marketing campaign brainstorms. There’s still a long way to go, but the future is looking brighter. And the key to that future lies in your personnel. Just look at the most social brands out there today. They might have different recipes for success, but the main ingredient is employing the right people. This means hiring bright minds to drive your content creation. It means hiring socially savvy (and socially passionate) community managers to advocate your brand across all the major channels. Most importantly, it means having the right people at the top. If you want to have a successful (i.e. cross-silo) social media implementation, you need thought leaders on the executive team. If you don’t have executive buy-in, that’s always going to be a major roadblock. IF YOU WANT TO HAVE A SUCCESSFUL (I.E. CROSS-SILO) SOCIAL MEDIA IMPLEMENTATION, YOU NEED THOUGHT LEADERS ON THE EXECUTIVE TEAM. A strong social presence that spans your entire organization can’t just be a grassroots movement… it needs to involve everyone in your organization.
  • 36. © Sprinklr 2014. All rights reserved. 34 WHY YOUR COMPANY’S SOCIAL MEDIA IS FAILING DAVE KERPEN DAVE KERPEN CEO LIKEABLE LOCAL Dave is part of LinkedIn’s new Thought Leader Program and has been featured on CNBC’s On the Money, BBC, ABC World News Tonight, the CBS Early Show, the New York Times, and countless blogs. Dave has also keynoted at dozens of conferences across the globe and webinars for organizations such as WOMMA, TEDx, SXSW, and the American Marketing Association. Dave is proud of his business accomplishments, but prouder of Charlotte and Kate, his two daughters at home in New York. Twitter: @DaveKerpen LinkedIn: BREAKING DOWN BUSINESS SILOS share this eBook The other day, I had an issue with my television service. As a social media author and CEO, I did the first thing that comes naturally: I tweeted, and posted a complaint on the company’s Facebook page. To their credit, the company responded right away, apologizing and giving me a phone number to call to resolve my service issue. This is terrific social media practice. The only problem? When I called up the phone number they gave me on Facebook, I was put on hold for over 40 minutes! While the guilty company eventually resolved my customer service issue, I was left as angry and frustrated as I’d been before. There was zero connection between this utility company’s social media channels and its phone customer service. Several years into the coming of age of social media, most companies are still paying only lip service to the most significant communications paradigm shift in a century. Companies that spend millions of dollars on Facebook ads don’t allow their employees to access at work. Companies that dedicate full staffs to Twitter don’t have any C-level employees who even use Twitter. Companies that spend a lot of time and money on distributing content across social networks don’t use those same networks to listen to their customers. What is the root of the problem, and how can it be fixed? In many companies, social media is still silo-ed. In order to become successful, senior executives must go beyond social media and embrace social business. COMPANIES THAT DEDICATE FULL STAFFS TO TWITTER DON’T HAVE ANY C-LEVEL EMPLOYEES WHO EVEN USE TWITTER. To better explain social business, I spoke with Brian Solis, fellow LinkedIn Influencer and co-author of the brand new book The Seven Success Factors of Social Business Strategy. Here is what Brian shared with me:
  • 37. © Sprinklr 2014. All rights reserved. 35 BREAKING DOWN BUSINESS SILOS share this eBook There’s a difference between a social media and social business strategy. Social media are the channels where information and people are connected via two- way platforms. Social media strategy defines programs specific to networks and the corresponding activity within and around each. A social business strategy is one that aligns with the strategic business goals and has alignment and support throughout the organization. Here are Brian’s seven steps to successfully champion and scale social media through the organization and earn executive support along the way: Define the Overall Business Goals Explore how social media strategies create direct or indirect impact on business objectives. What are you trying to accomplish and how does it communicate value to those who don’t understand social media? Establish the Long-term Vision Articulate a vision for becoming a social business and the value that will be realized internally among stakeholders and externally to customers (and shareholders). Ensure Executive Support Social media often exists in a marketing silo. It must expand to empower the rest of the business. To scale takes the support of key senior executives, and their interests lie in business value and priorities. THERE’S A DIFFERENCE BETWEEN A SOCIAL MEDIA AND SOCIAL BUSINESS STRATEGY. Define the Strategy and Identify Initiatives Once you have your vision and you’re in alignment on business goals, you need a plan that helps you bring everything to life. A strategic social business roadmap looks out three to five years ahead and aligns business goals with social media initiatives across the organization. Establish Governance and Guidelines Who will take responsibility for social strategy and lead the development of an infrastructure to support it? You’ll need help. Form a center of excellence to prioritize initiatives, tackle guidelines and processes, and assign roles and responsibilities. Secure Staff, Resources, and Funding Determine where resources are best applied now and over the next three years. Think scale among agencies but also internally to continually take your strategy and company to the next level. Train staff on vision, purpose, business value creation, and metrics/reporting to ensure a uniform approach as you grow. Invest in Technology Platforms that Support the Greater Vision and Objectives Ignore ‘shiny object’ syndrome. Resist significant investments until you better understand how social technology enables or optimizes your strategic roadmap. Once you do, invest in the best-fit technology providers to help scale ‘social’ across your entire enterprise. It’s time for businesses to stop paying lip service to social media and to start truly becoming social organizations – organizations in which all employees use the incredible technologies we’ve come to use and love as consumers. It’s time to create a social business for your organization. Today can be your start.
  • 38. © Sprinklr 2014. All rights reserved. 36 WITHOUT INFRASTRUCTURE, YOU MIGHT BE ON SOCIAL, BUT NOT ACTUALLY SOCIAL NINA OWENS NINA OWENS SOCIAL MEDIA SPECIALIST MICHAELS STORES, INC. An employee of Michaels Stores, Inc. – North American’s largest arts and crafts specialty retailer with more than 1,100 stores in 49 states and Canada – for more than 13 years, Nina began her career as a content editor for and currently oversees the majority of the company’s social media platforms, including Facebook, Pinterest, Instagram, and Google+. Nina is also a mixed-media artist, specializing in sculpting, beading, collage, and dolls. The award-winning artist is the author of more than six craft books and does freelance craft writing in her spare time. Twitter: @artgalz LinkedIn: BREAKING DOWN BUSINESS SILOS share this eBook Just like it ‘takes a village’ to raise a child, at Michaels, delivering a successful social media campaign is a company effort. Coordination between teams and departments is critical since the Michaels brand is the heart of social media and our employees are the links, so having a solid infrastructure that everyone can rely on is one of the keys to our success. Our infrastructure includes plans for different situations, especially those that require quick action, to address challenges before things escalate. It also includes having the right tools and platforms to assist our social media teams. Platforms like Facebook, Pinterest, Twitter, Instagram, etc. – or management systems such as Sprinklr, Hootsuite, Curalate, and others – not only provide services like analytics, media monitoring, and scheduled publishing to make our jobs easier, they also allow us to engage with our consumers better. At Michaels, being social means first and foremost listening to your audience, as well as responding to them so they know they are being heard. It’s interacting in a way that feels like a real-life community, letting our customers know they are valued, and that we truly care about them. BEING SOCIAL MEANS FIRST AND FOREMOST LISTENING TO YOUR AUDIENCE, AS WELL AS RESPONDING TO THEM SO THEY KNOW THEY ARE BEING HEARD. Social media is fluid and constantly changing, but with a solid infrastructure, our team is able to react to issues in real time and deliver quality content worth sharing. Our infrastructure allows us to be part of the social community and live where our fans live. It also gives us the tools we need to listen to what’s being said and adjust our content to resonate with our fans. Without such an infrastructure, we might be on social but not actually ‘social.’
  • 39. © Sprinklr 2014. All rights reserved. 37 THE REASONS TO DROP THE SILOS COULD FILL A BOOK STEFAN TORNQUIST STEFAN TORNQUIST VICE PRESIDENT OF RESEARCH (US) ECONSULTANCY Stefan has been at the leading edge of digital for over 15 years, both as an analyst and marketer. Prior to joining Econsultancy to lead research in the US, Stefan was the research director and a primary spokesperson for research publisher MarketingSherpa. He began his career in online marketing as co- founder of rich media pioneer Bluestreak, now part of the Dentsu network of companies. Twitter: @marketingStefan LinkedIn: BREAKING DOWN BUSINESS SILOS share this eBook Recently I got to hear a candid anecdote from a leader at a B2B equipment manufacturer that’s growing quickly and has sales teams flung across the world. The last few years have seen their product set change massively and moved them to a hybrid service model, which confounded their system for attributing sales and commissions. That’s sacred territory and a real problem. She described several efforts between sales, marketing, and finance to fix things, but no solution captured the nuances important to the players. But a coincidence cut the knot: the implementation of a new internal social infrastructure. Over a few months, she saw how this organically changed the conversation from potshots lobbed between 50 different cells to a few vital conversations that were oblivious of departments, time zones, and roles. Over time, it’s become the culture for the sales and marketing teams to address the subtleties of complex deals early and together, so that finance is inputting data instead of chasing down attribution and starting brush fires. This is the kind of intractable corporate problem that can kill innovation, growth, and efforts to integrate teams, and it’s this kind of problem that (done right) social infrastructures can help overcome. This kind of change in communication is part of a movement. Econsultancy recently finished a piece of research that looks at global enterprises and their slow evolution in response to digital. One finding is that among those who have made real changes, the top most cited reason for success was dropping internal barriers… not just between elements within marketing and sales, but throughout the enterprise.
  • 40. © Sprinklr 2014. All rights reserved. 38 BREAKING DOWN BUSINESS SILOS share this eBook The reasons to drop the silos could fill a book. They go to some of the fundamental challenges and opportunities presented by the new digital landscape, especially for long-standing enterprises: To be more agile in the face of constant change To be more responsive and creative in product design and invention To understand and serve the best possible customer experience To remove structural impediments to growth With the new intensity of focus on the customer, which has been one of the great benefits of social, it’s easy to forget that the group of people who are most vital to your success is already in your network – your employees. THE TOP MOST CITED REASON FOR SUCCESS WAS DROPPING INTERNAL BARRIERS. Smart ways of using social technology to reconnect your people (and don’t forget suppliers, agencies, consultancies, and freelancers) can have effects across departments, roles, and regions by providing a structure to tackle these essential capabilities: Building the understanding between teams of their capabilities, challenges, strategic concerns, and practical everyday problems. Developing a culture of sharing information that can be useful to others in the organization. Increasing collaboration and creating ad-hoc teams to take advantage of the best people for a project, wherever they may sit, geographically or departmentally. Fostering the creativity that comes with diversity and the ‘outside’ view of those who aren’t too close to a problem or existing system. Constantly maximizing the efficiency of the organization by working together to bypass internal or external roadblocks to speed projects and development. These are important goals, but it’s not easy to restructure. Years of momentum and procedure stand in the way of a truly interconnected organization. But the companies leading the way are reporting successes that range from better employee and customer retention to more responsive product design to the most important of all, revenue growth.
  • 42. © Sprinklr 2014. All rights reserved. 40 IT TAKES INFRASTRUCTURE TO BE SOCIAL JESSICA BERLIN JESSICA BERLIN SOCIAL MEDIA MANAGER YAHOO Jessica is a social media strategist with a background in public relations, marketing, and digital marketing. She currently manages social media for Yahoo based in Santa Monica, CA where she works on the social strategy across Yahoo’s many brands and products. Prior to Yahoo, Jessica was at American Eagle Outfitters overseeing the social content, experience, and engagement programs for an active community of over nine million Facebook fans and multiple other social channels. Jessica lives in Los Angeles with her family and is a proud graduate of Vanderbilt University. Twitter: @JessBerlin LinkedIn: MANAGING THE CUSTOMER EXPERIENCE share this eBook It takes a lot to succeed in social – creating compelling content, listening, responding, and further engaging your customers and then measuring the impact. But the hardest part of a social media strategy is integrating all of these various tactics, tools, and data to determine the effectiveness of your efforts, holistically. Having an established infrastructure helps in managing and organizing all of this information to improve response times, increase brand engagement, customer loyalty, and drive traffic to your site. Without infrastructure, your efforts can appear disjointed and inconsistent. Infrastructure is hugely important to our social team. Yahoo has multiple products and properties with thousands of mentions a day. We need to be able to filter through the noise to understand how and which customers interface cross-channel and cross-brand, so we can ensure their needs are being met quickly and effectively. Being social means meaningfully engaging with your communities and advocating on behalf of your customers. Customers expect timely responses and organizations expect relevant data. The only way to deliver on both needs is with a solution and process in place to scale. This infrastructure helps improve our relationships with customers and creates efficiencies internally so we can consistently strive to deliver a better customer experience. WITHOUT INFRASTRUCTURE, YOUR EFFORTS CAN APPEAR DISJOINTED AND INCONSISTENT. Establishing an infrastructure is now necessary to take enterprise social media to the next level. With so much data and customer insight available, there is a huge opportunity for marketers to make sure every customer’s voice is heard, know how every complaint is resolved and how every compliment is recognized.
  • 43. © Sprinklr 2014. All rights reserved. 41 A STRONG FOUNDATION: THE ROLE OF INFRASTRUCTURE IN BUILDING SOCIAL RELATIONSHIPS FEATURING SONJA BROZE SONJA BROZE HEAD OF SOCIAL RELATIONSHIP INFRASTRUCTURE PAYPAL Sonja Broze sits at the head of the relationship management table both in the workplace and out. As PayPal’s Head of Social Relationship Infrastructure, she nurtures the platforms that make conversation possible, effectively enabling the very engagement that keeps a brand running. In her down time she is an active volunteer in professional women groups, LWT & eWiT, local community FOLGC and is looking forward to her volunteerism sabbatical in Africa with Africa Impact. Twitter: @slbroze LinkedIn: MANAGING THE CUSTOMER EXPERIENCE share this eBook When you think of a home, you think of time spent with loved ones and all the memories held under one roof. You rarely think about the materials that hold the house together — the foundation that makes it possible to have a home. Why the Emphasis on Infrastructure? It’s clear to Sonja, and other leaders at PayPal, that social isn’t just another platform to push promotional messages onto customers. Rather, it presents an opportunity to converse with them, get to know them and nurture relationships with them. And with 132 million active registered PayPal accounts in 193 markets, the brand has a lot of relationships to maintain. So, they’ve put in place a framework that would integrate their social channels, keep track of conversations worldwide and provide valuable feedback. This is especially helpful as PayPal continues to expand into international markets. Thanks to a robust infrastructure, PayPal knows when their customers need help and how to take steps to get in touch. And they know this on a global scale. WITHOUT AN INFRASTRUCTURE, YOU’RE JUST NOT SOCIAL. The same applies to social. You rarely think about the systems in place to make all those tweets, shares and conversations possible. You overlook the role of infrastructure in building and maintaining relationships. But the reality is: “Without an infrastructure, you’re just not social,” says Sonja Broze, Head of Social Relationship Infrastructure at PayPal.
  • 44. © Sprinklr 2014. All rights reserved. 42 MANAGING THE CUSTOMER EXPERIENCE share this eBook An infrastructure empowers companies to “make business decisions by knowing – not just having – customers,” Sonja says. AN INFRASTRUCTURE EMPOWERS COMPANIES TO MAKE BUSINESS DECISIONS BY KNOWING – NOT JUST HAVING – CUSTOMERS. A Bold Prediction Sonja believes enterprises will soon (if they haven’t already) put the same emphasis on building a strong social infrastructure. “Infrastructure isn’t a sexy word,” she says. “But it allows us to stay in touch with those who matter to us most – our customers.”
  • 45. © Sprinklr 2014. All rights reserved. 43 INFRASTRUCTURE IS THE FOUNDATION OF A STRONG SOCIAL PROGRAM DON BULMER DON BULMER VP OF COMMUNICATION STRATEGY ROYAL DUTCH SHELL Don is vice president of communication strategy at Shell where he is responsible for the design, governance, implementation, and measurement of Shell’s global social media, influence, and partner communication strategies. Don has 19 years of success leading innovative, award-winning marketing, and communication programs at top energy, enterprise technology, internet startup, and professional services companies. Twitter: @dbulmer LinkedIn: MANAGING THE CUSTOMER EXPERIENCE share this eBook At Shell, the goal of social is not to sell or convince people to consume more or buy more. It’s to educate and engage with our audience on the issues around energy… and to do so in a very simple, human, and relatable way. To a child, for example, the concept of energy and sustainability could mean turning the lights on and off. To an adult, it’s about getting from point A to point B in the most cost-effective way. And to a grandparent, it represents leaving the world a better place for future generations. Energy is complex, with various meanings depending on the audience. We use social to reduce these complexities.
  • 46. © Sprinklr 2014. All rights reserved. 44 MANAGING THE CUSTOMER EXPERIENCE share this eBook Over the past two years, we have developed a strong presence across the major platforms: Facebook, LinkedIn, Twitter, Sina Weibo, Instagram and G+. We now have people from nearly 90 countries engaging with us through social. The coordination of content and community management across these platforms, at such scale, is simply not possible without a robust technical infrastructure. There is too much at risk for brands that don’t adopt a cross-enterprise infrastructure. If you’re only using the native interfaces… It’s an inefficient use of your resources (staff, agency, and general budget). You face limitations regarding insight, reporting, and measurement – the elements necessary to showcase the impact, value, and movement toward business- driven results. You leave your enterprise at risk for corporate identity theft and publication of brand-damaging rogue content. The technical infrastructure that we use at Shell is foundational to our program. Without it, our ability to meet our social (and business) goals would be stunted. THERE IS TOO MUCH AT RISK FOR BRANDS THAT DON’T ADOPT A CROSS-ENTERPRISE INFRASTRUCTURE. IF YOU’RE ONLY USING THE NATIVE INTERFACES… Our infrastructure gives us the ability to maintain governance over who communicates on behalf of the brand, visibility into content across platforms, analysis and insights from engagement, real-time monitoring of comments and conversations, reporting, etc. Infrastructure allows us to understand what our social communities care about, what their concerns are, and how we can provide value for them. 1 2 3
  • 47. © Sprinklr 2014. All rights reserved. 45 BEING SOCIAL MEANS PUTTING RELATIONSHIPS AND EXPERIENCES FIRST PAUL HASKELL PAUL HASKELL SOCIAL COMMERCE AND EMERGING MEDIA MANAGER OMAHA STEAKS Paul leads social strategy at Omaha Steaks and is a key advocate for the company’s content marketing efforts. Under his direction, Omaha Steaks has continued to grow and deepen relationships with its social community by providing not only top-notch customer service, but also engaging and valuable content that helps people do great things in the kitchen or on the grill. If you choose to follow Paul on Twitter, apologies in advance for all the cycling tweets. Twitter: @phaskell LinkedIn: MANAGING THE CUSTOMER EXPERIENCE share this eBook It seems like the act of being social often takes on a very different meaning for the average person using social media when compared to their brand counterparts. People want to share personal happenings, keep up with their friends, and consume news in real time, while brands too often just want to tell their followers about their great products. These disparate definitions of what it is to be social cause a division in the social relationship between the two. Relationships and Experiences Come First At Omaha Steaks, our focus is on the relationship and the experience our customers have consuming and sharing our products, and in their interactions with our brand and employees. ‘Being social’ to us means actively listening to, learning from our social constituents, and communicating with them as though they were our friends, family, and neighbors. We’ve built our social infrastructure to support this philosophy, and we work hard to grow and nurture it as the social space evolves. Social Infrastructure Best Practices Find engaging people who get a real charge out of helping others and understand how to communicate in each social medium. Enable them to do more than just solve problems. Let them be your brand voice and encourage them to join and start conversations with customers and non-customers alike. Make it easy for your company’s social engagers to reach out internally to discover the best answer to a customer’s question or concern. Document that knowledge in an accessible reference book so it can be reused and built upon. Utilize a powerful listening tool that enables members of your social team to answer both direct and indirect brand mentions and questions. You don’t truly know what the conversation is until you are ready to find and listen to it.
  • 48. © Sprinklr 2014. All rights reserved. 46 MANAGING THE CUSTOMER EXPERIENCE share this eBook The Result of Relationships + Infrastructure Instead of broadcasting noise, Omaha Steaks is able to deliver content, resources, and offers that we know our fans will find valuable (like cooking methods our chef has perfected, sneak peeks at upcoming sales, or creative recipes curated from Pinterest). We are also able to more quickly find and address concerns and pass that information to other areas of the company to improve our products and processes. In the end, we are able to deliver better experiences and develop deeper and more meaningful relationships with people every day.
  • 49. © Sprinklr 2014. All rights reserved. 47 BE PREPARED FOR ANYTHING: BEING SOCIAL AND PERSONAL @ASKCITI FEATURING PAUL MICHAUD PAUL MICHAUD SENIOR VICE PRESIDENT OF NORTH AMERICA MARKETING CONTENT & SOCIAL CITI In this role, Paul is responsible for guiding social strategy and measurement, social listening insights, social customer care, and relationships with the social networks and solution providers. He has been with Citi for seven years. Prior to Citi, Paul led professional service teams at Viant, Watchfire and Seer Technologies. He began his career as a technology manager at Chemical Bank, now JPMorgan Chase. Twitter: @EHandNYC LinkedIn: MANAGING THE CUSTOMER EXPERIENCE share this eBook It’s pure Americana: a gorgeous newlywed couple is driving in their red convertible decorated with a “Just Married” sign. They pull over to the side of the road for a kiss — the perfect start for a honeymoon. This scene was recently posted on the Citibank US Facebook page, inviting customers to check out Citi Popmoney, a convenient service to send money via email. But one Facebook fan had other things on her mind: “Citibank, I need money to buy a house for me in New York. CAN YOU HELP ME??????” Esther, a Citibank representative, gives the customer the phone number to connect with a mortgage specialist and advises that further questions be shared through a private message to protect her privacy. It’s a scenario that repeats itself on the Citibank US Facebook page multiple times each day, regardless of whether the photo is a baseball player sharing a ballpark promotion or a rock star touting presale ticket access for Citi cardmembers. For Paul Michaud, Senior Vice President of Social Media at Citi, facing these kind of conversational curveballs is just business as usual. “The customer may not consider the context of our wall post,” he says. “Seeing the Citi name might just remind them that they have a question or complaint. And when they get in touch, our customer service team has to be ready to engage with them.” “We moderate all of our comments but, for the sake of transparency, we don’t delete any of the negative feedback,” Michaud adds. “The only things we remove are customers’ personal identity information, profanity, completely off-topic material, or spam messages.” Taking a peek at Citi’s Global Consumer Banking business, best known as Citibank, is a case study on how financial institutions can be social at scale — while still engaging with customers on a personal level. Citibank serves more than 100 million clients in 40 countries, with about half of their total loans, deposits, revenues and net income coming from the United States. With more than a million of those customers following its multiple accounts on Facebook, Twitter and YouTube, Citi needed a social relationship infrastructure (SRI) to monitor and respond to the thousands of messages streaming in daily.
  • 50. © Sprinklr 2014. All rights reserved. 48 MANAGING THE CUSTOMER EXPERIENCE share this eBook According to Michaud, Citi chose Sprinklr to quickly process and prioritize the fire hose of social media comments, and coordinate who in the company should respond. Although Citi has specific channels devoted to specific purposes — e.g. @AskCiti on Twitter is devoted to resolving customer issues on a private line once contact is established — the customer usually makes no such distinctions. “We tell our customer service team to be prepared for just about anything,” Michaud says. “We might get a public affairs question, a recruiting question from someone applying for a job, or a vendor trying to find the right internal contact. Occasionally, we may even see crisis-related social conversations.” During Hurricane Sandy, Citi posted updates about branch openings, locations of its mobile branches, donations and opportunities to donate, and information on various fee waivers. Customers responded with comments and questions, as well as providing feedback on Citi’s handling of the crisis. Whether the social media messages are urgent or routine business, customer service representatives use the Sprinklr SRI to triage the questions to the most appropriate Citi team. Michaud credits the new system for saving roughly 20 percent of his community manager’s time that was previously devoted to customer service issues. The community manager had previously been in the role of liaison between customer service and other departments. That saved time is now used to create more original content and engage with customers. “We like the fact that the Sprinklr team is very entrepreneurial and responsive to our needs,” says Michaud. “Our main focus now is using it to track our performance. We were using an agency to compile metrics and it was very labor-intensive. Now, we’ve shifted their focus from reporting metrics to delivering actionable business insights to improve our strategy.” Because all Citi marketing content must be reviewed by the appropriate legal and compliance teams, using an SRI to track the approval of each post is invaluable. The system is also used to catalog and manage the company’s library of licensed images – every photograph posted on social media must be cleared for copyright. “Customer service is obviously vital for financial services; and if you’re going to have a brand presence on social media and invite conversation, you’d better be prepared to handle every conversation,” Michaud says, stressing that Citi social media channels also attract plenty of compliments to balance out the complaints. ‘If you follow our @CitiPrivatePass handle on Twitter, you’ll see lots of customers who are thrilled to get presale or VIP access to concerts, sports, dining and family events,’ he says. “We try our best to treat all of our customers like rock stars,” he adds. IF YOU’RE GOING TO HAVE A BRAND PRESENCE ON SOCIAL MEDIA AND INVITE CONVERSATION, YOU’D BETTER BE PREPARED TO HANDLE EVERY CONVERSATION.
  • 51. © Sprinklr 2014. All rights reserved. 49 TAKING YOUR IN-REAL-LIFE RELATIONSHIPS ONLINE JEREMIE MORITZ JEREMIE MORITZ SOCIAL MEDIA MANAGER PERNOD RICARD Jeremie started to build websites when he was 14 and launched a first direct sales online business in rugby goods when he was 19. His career started at Henkel France as the internet product manager. In 2005, he took the position of Senior Digital Marketing Consultant at Fullsix European Agency, working withclients like SFR and Whirlpool. In 2007, Jeremie became the business developer and marketing manager in Europe for Metaboli/Gametap, one of the leading companies in video games digital distribution. After three years, he became consultant for some startups, living between Paris and New York. He joined Pernod Ricard in 2012. Jeremie is a long time digital evangelist and also launched the French version of ReadWriteWeb in 2008. Twitter: @jmoritz LinkedIn: MANAGING THE CUSTOMER EXPERIENCE share this eBook As a company, we have been social since the beginning. Our founder wanted to be very close with people – his mantra was to make a new friend every day. So, for us, being social happened way before social media even emerged. With the arrival of the digital era, however, it became essential that the social links we were building offline (the decades of relationships nurtured) also translated online. We’re not doing this perfectly everywhere, every time. But putting the different markets on the same platforms, sharing what works and what doesn’t work, creating enterprise-wide guidelines for social behavior… essentially building a social infrastructure... has helped us along the way. Being social (both offline and online) is incredibly important to our organization. There are some organizations that don’t want to change and adapt to the social landscape, but that’s like being in a pool and keeping your head under the water. You’ll end up missing out on the things happening around you, and you won’t last very long.
  • 52. © Sprinklr 2014. All rights reserved. 50 MANAGING THE CUSTOMER EXPERIENCE share this eBook People are going to be talking about your brand, regardless of whether you join the conversation. For example, the Ricard Pastis brand had 50,000 active fans on Facebook before the official page was even created. Social is not a trend. People are doing it, and they’ll do it with or without your participation. So, you have to be aware of what people are saying on every platform. You have to know your audience across all channels. You have to be involved. One thing that is crucial to all of this is to understand who your brand is. If you’re not honest about what you do – owning the fact that “I am a brand. I have a tone of voice. I have an image and I’m ready to put that out there” – it’s going to hold you back from fully connecting with people. PEOPLE ARE GOING TO BE TALKING ABOUT YOUR BRAND, REGARDLESS OF WHETHER YOU JOIN THE CONVERSATION.
  • 53. © Sprinklr 2014. All rights reserved. 51 CREATING CLARITY: INFRASTRUCTURE’S ROLE IN DELIVERING YOUR MESSAGE LARA TAMBURELLI LARA TAMBURELLI DIRECTOR OF BRAND CONTENT JOHN HANCOCK Lara holds a degree in Information Design and Corporate Communications from Bentley College, and has worked in the financial services industry for over 10 years, crafting compelling content to support sales, educate consumers on financial products, and raise brand awareness. She fully engages both her left and right brain to combine her technical financial product knowledge with creative storytelling methods. Currently, she helps support John Hancock’s brand- and sponsorship-related social strategy. You can reach her at LinkedIn: MANAGING THE CUSTOMER EXPERIENCE share this eBook Do you remember the childhood game, Telephone? One person whispers a message to another, and the message is passed down a line of people until the end person is asked to repeat what they were told. Errors accumulate each time the message is relayed, rendering it amusingly different than the original. With a business model where products are sold through advisors rather than directly to consumers, social presents financial services firms with the unique opportunity to directly engage with the consumer and showcase the personality and voice of the brand. That’s why it’s vital to deliver a clear message. “But That’s What I Thought You Meant!” Without infrastructure, particularly in the financial services industry, the approval process of social conversations can often dissolve into a game of Telephone. Our world is one where many parties influence the messages we relay via social – whether they are our business partners in public relations and legal and compliance, or outside regulatory bodies such as the Financial Industry Regulatory Authority (FINRA) or the Securities and Exchange Commission (SEC). Feedback will often tweak the direction, or even the tone, of a message. In situations where multiple layers of feedback are provided, a final ‘approved’ message to share with our audience will often differ significantly from the original.
  • 54. © Sprinklr 2014. All rights reserved. 52 MANAGING THE CUSTOMER EXPERIENCE share this eBook Funneling feedback through a linear review and approval process that does not facilitate collaboration frequently results in the compounding of edits that can oftentimes contradict the original intent of the message. Having an infrastructure enables our team to bring all reviewers to the table and craft messages collaboratively. This helps all parties understand and address the concerns of each stakeholder, and allows us to swiftly deliver these messages to our audience without feeling as though they were compromised in some way. THE APPROVAL PROCESS OF SOCIAL CONVERSATIONS CAN OFTEN DISSOLVE INTO A GAME OF TELEPHONE. Relay the Right Message Social success starts at home. An infrastructure that allows internal teams to share feedback on social content, rather than having tunnel vision during the approval process, helps ensure that a message will avoid the Telephone trap.
  • 55. © Sprinklr 2014. All rights reserved. 53 INFRASTRUCTURE: AN ENVIRONMENT USING ALL OF ITS COMPONENTS TO SUCCESSFULLY OPERATE WHITNEY TISDALE WHITNEY TISDALE SOCIAL ENGAGEMENT SPECIALIST GREYHOUND LINES, INC. Whitney, a Hampton University graduate, is the official driver of Greyhound’s social channels. She’s behind the wheel for each of its brands: Greyhound, BoltBus, and YO! Bus – connecting with the social community via Facebook, Twitter, YouTube, Flickr, Pinterest, Foursquare, and Greyhound’s blog, The Hound. Twitter: @TisLynn LinkedIn: MANAGING THE CUSTOMER EXPERIENCE share this eBook It’s important that we encourage every part of our infrastructure to be active – without customer feedback we wouldn’t know how to improve; without maintenance our equipment would fail; without operations and all the different business areas – we’d be absolutely lost. WITHOUT A WELL-WORKING INFRASTRUCTURE, DEPARTMENTS WOULD WORK SOLELY BASED ON THEIR INDIVIDUAL SUCCESS, RATHER THAN THE SUCCESS OF THE BUSINESS AS A WHOLE. Every piece together plays an integral part in the success of our product. Without a well-working infrastructure, departments would work solely based on their individual success, rather than the success of the business as a whole. The amazing thing about infrastructure is that we’re all insiders in some way, working together. Customers work from the inside because they experience our brand first- hand and give us valuable insight into their experience. And we’re listening and improving our product based not only on what our customers tell us, but also through self- evaluation. Infrastructure is important to our organization because, as a transportation industry, we get to see in real time what customers experience – from waiting in the terminal to traveling on the bus. BUS
  • 56. © Sprinklr 2014. All rights reserved. 54 MANAGING THE CUSTOMER EXPERIENCE share this eBook With social media now having such a large influence on companies, we’re taking hold of what that might look like. Being social means listening, engaging, and responding. As a brand on social media, we want our current and future customers to know that we want to connect with them – that behind the brand, there are people there every day working to make it better. When you’re in a real-life social setting, you’re engaging in conversation, but it takes effort and involvement on both sides. Social media is no different. And because of that, infrastructure and social must work together – whether it’s listening to customers who suggest improvements or working with customer service and operations to successfully resolve a service failure. One without the other would just be a one-sided chat – no conversation; and we’re not on ‘social’ media to talk to ourselves. We strive to provide our customers a forum for discussion – whether to wish them happy travels or to assist in resolving a situation. The beauty of fusing infrastructure and social is that you realize that it’s not just about you – it’s about the bigger picture. Helping each other and making the experience better because of that. THAT BEHIND THE BRAND, THERE ARE PEOPLE THERE EVERY DAY WORKING TO MAKE IT BETTER.
  • 58. © Sprinklr 2014. All rights reserved. 56 WINNING BUSINESSES ARE TAPPING INTO THE POWER OF SOCIAL TAMI CANNIZZARO TAMI CANNIZZARO GLOBAL DIRECTOR OF MARKETING IBM Tami Cannizzaro is responsible for driving IBM’s Social Business initiative, which helps companies to improve sales, marketing, and workforce productivity by building social into the fabric of their organizations. Her stated mission is to help IBM become the number one social business in the world and to help clients become socially forward businesses. Tami has a passion for digital marketing and speaks internationally on the topics of digital marketing and social business. She writes a blog for marketers Twitter: @TamiCann LinkedIn: FROM ‘BUSINESS AS USUAL’ TO SOCIAL BUSINESS share this eBook Social is a force that can empower businesses to connect, innovate, create value, and solve real problems in real time. For businesses, information flow is changing from a top-down model, where media outlets and brands have the dominant voice, to a more democratic model, where the dominant voice is held by communities of customers and employees. Wherever they are, so is your business. As I see it, there are three points to consider on your path to becoming a social business: I. Social is the New Production Line Social media has had a sweeping impact on human interaction, fundamentally changing how we engage with one another. The touch points of business are no longer contained within brick and mortar, but extend beyond the enterprise through a connected network of your clients, your products, and your workforce. Social connects people so they can work together to create value – share ideas, innovate, solve problems. In fact, social is becoming the new standard expectation of how employees and customers interact with organizations. A social business will support social engagement within the organization and drive more relevant, engaging customer experiences.
  • 59. © Sprinklr 2014. All rights reserved. 57 FROM ‘BUSINESS AS USUAL’ TO SOCIAL BUSINESS share this eBook II. Social is the New Intelligence for Business Social is providing a new human face to data. Social data gives you a wealth of insight to improve individual connections and information sharing, to create opportunities for collaboration and innovation, and to see trends earlier. Whether social interactions are occurring inside or outside of your organization, you have a new natural resource in social data that can be mined for competitive advantage. Winning businesses in the era of social business will harness social data and analytics throughout their enterprises to improve employee and customer experience and tap into the power of collective intelligence to drive innovation. III. Social is the Future of How Modern Enterprises Work Social interaction between people is increasingly the way work gets done in the modern enterprise. Benefiting from social centricity requires a strategic approach that looks at each element of your business operating model – including the processes, people, and technologies that span the value chain – to identify the biggest opportunities to reduce cost, increase speed, and leverage new sources of information to innovate. Social business is about harnessing these dynamics to unleash innovation across all the touch points, transforming your people, your product, and your client experience for greater value.
  • 60. © Sprinklr 2014. All rights reserved. 58 THE SOCIALLY ENABLED BRAND KEITH CHACHKES KEITH CHACHKES SOCIAL MEDIA MANAGER VANTAGE DELUXE WORLD TRAVEL Keith is a social media strategist and community manager living in Boston, MA. He is a two-time graduate of Boston University, with a Master’s degree in Advertising and another degree in Business Management. In addition to the travel industry, Keith has consulted for a variety of businesses such as marketing, publishing, finance, the music industry, real estate, and non-profits in his career. LinkedIn: FROM ‘BUSINESS AS USUAL’ TO SOCIAL BUSINESS share this eBook When it comes to scaling social media in a company, infrastructure is key to developing a successful plan. One of the more common mistakes I have seen is that many managers are lured by the shiny objects that are social networks. Diamonds in their eyes, building those communities – which, of course, are low-hanging fruit – is seen as a quick fix. However, the real lifeblood of success for scaling social is learning to fit it into a company’s overall hierarchy, not just the marketing department. The ability to be a ‘socially enabled brand’ is much more than just a presence on Facebook or Pinterest. Managers always want to know how social will support the sales funnel, but what about customer service? What about A/R? What about fulfillment? Social media is not just a tool to talk to sales leads, but it can serve nearly every function of your business. When I took a recent position at a global leader in luxury travel, I saw an opportunity to provide great customer service to our audience using social. Our community was underserved, and many questions posted went unanswered for months at a time. I quickly put a response team in place and, along with various stakeholders, crafted a plan of action. It was important to make sure we all had an equal say in the plan, and I made sure everyone understood how social supported them. Not only did this keep customers from falling through the cracks and getting turned off by our brand, we even earned a new reputation as a ‘proactive and responsive’ company on Facebook. Answering customers using social kept our call center from getting overburdened, and we were ready to answer some serious customer pain online just a short time later as a result. Not everyone can pull back the curtain and see this process easily. That is why social marketers need to be proactive to get stakeholders involved early, to help them understand how versatile social can be. You might find out that, when a crisis arises, senior managers won’t always stop to walk through a straw plan with you. Be prepared for disaster before it happens, and reap the benefits of becoming a socially enabled brand. THE REAL LIFEBLOOD OF SUCCESS FOR SCALING SOCIAL IS LEARNING TO FIT IT INTO A COMPANY’S OVERALL HIERARCHY, NOT JUST THE MARKETING DEPARTMENT.
  • 61. © Sprinklr 2014. All rights reserved. 59 YOU NEED INFRASTRUCTURE TO FUNCTION AT THE SPEED OF SOCIAL JEREMY HUMPHRIES JEREMY HUMPHRIES SOCIAL MEDIA MANAGER FARMERS INSURANCE As the integration manager, Jeremy is responsible for executing social strategy focused on integrating relevant business units across the Farmers enterprise. Prior to Farmers, Jeremy lived in Germany, where he worked for Amphenol-Tuchel as a Marketing Intern. In his spare time, he enjoys live music and craft beers, sometimes simultaneously. Twitter: @jerhumphries LinkedIn: FROM ‘BUSINESS AS USUAL’ TO SOCIAL BUSINESS share this eBook One of the biggest challenges for Farmers Insurance, and for most highly-regulated industries, is compliance. Social is fluid, unexpected, and spontaneous. However, if you are in a highly-regulated industry, you cannot always turn on a dime. The road from content creation to content publication is long and winding due to the numerous compliance checkpoints. It would seem that real-time social and corporate compliance simply cannot coexist, leading companies to hesitate adopting social for their business. However, establishing a social presence in the business community is quickly becoming the standard to maintain relevancy and success. Like current businesses that fail to create a website, in the future, a lack of social presence could mean the downfall for many companies. Companies need to be social. This does not mean abandoning the necessary checkpoints, but rather, learning how to streamline the process. That is where infrastructure comes in. What exactly constitutes a strong infrastructure? Developing clear, comprehensive guidelines, building strong internal relationships, and most importantly, investing in technology. LACK OF SOCIAL PRESENCE COULD MEAN THE DOWNFALL FOR MANY COMPANIES. It takes time to put all of these things in place, but it is a tremendously important investment – an investment that pays dividends once established. ∞
  • 62. © Sprinklr 2014. All rights reserved. 60 FROM ‘BUSINESS AS USUAL’ TO SOCIAL BUSINESS share this eBook Infrastructure allows for order and efficiency. It ensures that all parties involved have a role, and that all roles are clearly defined. At Farmers, we can turn around content – with approval from all necessary parties – in less than 24 hours. Before our current infrastructure, the process could take up to a week. People simply did not know at which point they were supposed to provide feedback leading to a process that was clunky. Infrastructure also allows for adaptability, which is crucial when it comes to being social. We want to plan calendars months in advance, but in reality, it is necessary to have a mix of both evergreen and timely content pieces. In order to leverage a current event, a quick turn-around time is essential. This is only possible with a solid infrastructure. In short: infrastructure is necessary to function at the speed of social.
  • 63. © Sprinklr 2014. All rights reserved. 61 TECHNOLOGY SERVES CONTENT BOB LIBBEY BOB LIBBEY HEAD OF DIGITAL AND SOCIAL COMMUNICATIONS PFIZER INC. In his role at Pfizer Inc, Bob is responsible for all aspects of the company’s corporate digital media channels and social communications, including the development and execution of an integrated, long-term digital media strategy. Prior to joining Pfizer in 2005, he worked in industries that include telecommunications, insurance, and biotechnology. Bob is president of the New York Chapter of the International Association of Business Communicators. Twitter: @bob_libbey LinkedIn: FROM ‘BUSINESS AS USUAL’ TO SOCIAL BUSINESS share this eBook With so much of corporate communications today prepared and delivered digitally, technology is more important to our success than ever. At Pfizer Inc., where we operate in more than 175 markets globally, we need a strong technological infrastructure and excellent support to manage the various digital and social platforms that reach our audiences around the world. We need technologies that are dependable, adaptable, and easy to use and customize. We need technologies that we can bend to our needs, especially given how fast our needs are evolving; and we need technological support that is prompt, effective, and efficient. That said, it’s easy to lose perspective on technology’s place in communications, to slip into the ‘bright, shiny object syndrome,’ to let technology hypnotize us. We sometimes see this among clients and business partners; and communicators sometimes fall into it. As the digital landscape continues to expand, putting new platforms and new tools at our disposal, the danger of losing sight of technology’s proper place in our work grows. So, remembering that technology is a means in our work, not an end in itself, is as important as the technology itself. In our work, the best technologies are those that help us better prepare, package, and deliver our content, while helping our audiences access, understand, and share that content. The right communications technologies help us do all of this so that we can focus on creating the best possible content. Technology is the servant of content.
  • 64. © Sprinklr 2014. All rights reserved. 62 THE C-SUITE GETS HIP TO SOCIAL BUSINESS PROVIDED BY STEVE LUNCEFORD STEVE LUNCEFORD SPECIALIST LEADER DELOITTE DIGITAL FROM ‘BUSINESS AS USUAL’ TO SOCIAL BUSINESS share this eBook C-level executives are warming to the benefits and value of social business, and their commitment makes the difference in the progress of their organization’s social initiatives, according to the 2013 Social Business Global Executive Study and Research Project. Top executives’ attitudes toward social business are changing – in some cases dramatically. Where many C-suite executives were once quick to dismiss social business as a fad or distraction, more and more recognize the role social business can play in customer engagement, branding, innovation, and other activities, according to the 2013 Social Business Global Executive Study and Research Project¹ conducted by the MIT Sloan Management Review and Deloitte. Results from the previous survey in 2012 showed that C-suite executives who viewed social business as important were in the minority (see Figure 1) In contrast, this year’s survey shows a majority of C-level executives recognizing social business’s transformative potential (see Figure 2). They no longer see social business as a risk to be mitigated or “just another communication tool.” They’ve begun to understand its fundamental business value. C-suite executives’ embrace of social business bodes well for the individuals spearheading these initiatives within their organizations, as progress often hinges on executive support. Since social business often results in process and workflow changes for employees, executives need to explain the purpose and value of social tools, according to the MIT Sloan Management Review. If employees see top executives who are genuinely excited about and committed to using these new tools, they’ll be more likely to adopt them. The study indicates that companies with strong executive support for social business tend to have more effective programs and experience better results.
  • 65. © Sprinklr 2014. All rights reserved. 63 FROM ‘BUSINESS AS USUAL’ TO SOCIAL BUSINESS share this eBook Notably, CEOs, CFOs, CIOs, and chief marketing officers (CMOs) have distinct ideas on the top uses of social business in their respective functions, though CEOs and CMOs are most closely aligned (see Figure 3). CEOs and marketing chiefs see driving brand affinity, increasing sales, and crowdsourcing ideas and knowledge among the top uses of social business. Perhaps not surprisingly, CIOs wish to tap social business primarily in project management, while CFOs want to see social business increase sales. CEOs’ and CMOs’ alignment on social business may lead marketing officers to eclipse CIOs as leaders of corporate social business initiatives. According to the study: “As social business initiatives become more successful, CMOs are playing a larger leadership role by capitalizing on digital technologies that enhance their oversight and leadership of social business efforts. …[Meanwhile] CIOs face barriers and constraints in maintaining their leadership roles in social business initiatives. The rapid growth in influence of marketing on technology initiatives and static CIO budgets is prompting analysts to question how far CIOs will be able to take the lead in social business.” Survey results seem to corroborate marketing’s ascendance in the social business realm. One-third of survey respondents said a member of the marketing function leads their organization’s social business activities; only 11 percent said someone from IT was at the helm. Where CIOs can maintain a position of influence, according to John Hagel, a director with Deloitte Consulting LLP and co-chairman of Deloitte LLP’s Center for the Edge, is in their ability to grasp the “larger architectural implications” of social business initiatives. In an interview with MIT Sloan Management Review, Hagel noted that CIOs could create value for their organizations by anticipating the IT architecture needed to scale a social business initiative and by identifying other resources or IT platforms within the enterprise that can complement it. Regardless of whether CIOs or CMOs assume ownership of social business, building the capability will likely lead to greater collaboration and understanding between these two C-suite executives.
  • 66. © Sprinklr 2014. All rights reserved. 64 GLOBAL BUSINESS, LOCAL FLAVORS STEVEN MOY & TIM DUNN STEVEN MOY CHIEF COMMERCE OFFICER ISOBAR Steven Moy is a strategist, a marketer and a technologist. He has over 25 years of experience in designing and delivering innovative business solutions for leading Fortune 500 companies across multiple industries. These have included Staples, CVS Caremark, Liberty Mutual, The Hartford, PUMA, Dunkin Donuts, AT&T, Luxottica, and many others. He is passionate about creating integrated experiences that connect brands with their consumers for the connected world. Prior to Isobar, Steven spent the past decade with SapientNitro and was part of the SapientNitro North America leadership team. LinkedIn: TIM DUNN DIRECTOR OF STRATEGY ISOBAR Tim Dunn is a digital and communications strategist with over 15 years in the field. He specializes in leading clients through the many different options available to achieve business objectives. He has developed significant digital strategies across categories including finance, luxury, automotive, and FMCG, focusing on scalable frameworks for marketing and services that can be realistically achieved, resonate with consumer trends and insights, and pull together under an agreed set of business objectives. Twitter: @timmcdunn LinkedIn: FROM ‘BUSINESS AS USUAL’ TO SOCIAL BUSINESS share this eBook Tim Dunn and Steven Moy both have first-hand, personal experiences with cultural complexity, language without context and intent, and communication getting lost in translation. Steven: Speaking for myself, if anyone has ever been to mainland China or Hong Kong, Chinese language is all about context. In some cases, intonation could be the difference between making a statement and asking a question. For instance, the word ‘red’ in Chinese could either mean the actual color or prosperity; and ‘white and black’ sometimes means death. In addition, new words are created to reflect the current trends and social values – just like ‘Google’ has become a verb in the world today. Without knowing the tone, the context, and the intent behind the messaging, a brand’s connection with consumers could be unpredictable. Tim: As someone who’s recently moved across the Atlantic from the UK, I know first-hand the cultural and linguistic difficulties of operating as a stranger in a strange land. Everything from business jargon to restaurant menus has held daily surprises and fear of the unknown. And some English colloquialisms, particularly those around cigarette consumption, are hugely offensive in the states. And so, in international business and marketing, it’s very easy to blunder in and assume that the same thing we’ve been doing for decades – or leveraging automated translation tools – is just going to repeat its magic in a new environment.
  • 67. © Sprinklr 2014. All rights reserved. 65 FROM ‘BUSINESS AS USUAL’ TO SOCIAL BUSINESS share this eBook This is particularly key in social, where it’s easy to strike the wrong note, or even make a fatal faux pas. Each market has its nuances: a regular promotion in the US might sound like outright boasting to more modest European ears; and a sophisticated piece of brand content might fail to make any impact against a background of noisy Chinese social chatter. Getting the right balance of central control and local sensitivity is clearly a challenge. And with the daily demands and rapid response required in social, it’s not one that can be solved without some thinking around infrastructure. The issues to address can be broken down as follows: Devices Social is moving increasingly to mobile, particularly in growth markets. Also, performing any kind of relationship management is likely to involve use of SMS/BBS instead of email. Platforms While many regional social networks are starting to be brought into line with the norms of Facebook and Twitter (Holland’s Hyves and Japan’s Mixi are examples), there are significant local variances. China is the most differentiated market with Weibo and WeChat generally considered mandatory. Africa is notable for the mobile- first channels such as Mxit, which enables social interaction where there is no fixed web. Also vertical communities such as OnlyLady, which serves cosmetics fans, have huge impact. Content There are any number of differences in tone and subject matter (as well as content) that are only specific to certain markets, which can conflict with social platforms that only provision one global page. Then there are issues of translation and ‘transcreation’. It’s well worth remembering that 70 percent of people on earth don’t speak a word of English, and the Chinese market in particular desires to see Chinese actors and personalities, rather than global assets with dubbed or subtitled language.
  • 68. © Sprinklr 2014. All rights reserved. 66 FROM ‘BUSINESS AS USUAL’ TO SOCIAL BUSINESS share this eBook So how does infrastructure cater for this seeming car-crash of social complexity? Process and rules-of- engagement are critical to finding your voice throughout the global social domain. So infrastructure is not purely a set of tools and automated processes to be deployed – it’s about a shared vision and a mindset appreciative of the local needs of the global brand. Policy A set social strategy organized from the center is key to any kind of efficiency. But it must be geared toward the immediacy of social channels, and provide local teams with enough flex to manage their consumers and make their own decisions within agreed guiderails. People None of this works without the right people trained and aligned around a core vision. If the strategy is set correctly, local teams will feel supported and empowered to drive value from their channel. If global social business were a real-life party, most brands would be sitting in the corner by themselves, except for a few who parade around making huge amounts of noise whilst accidentally have their skirt wedged into their underwear. But with the increasing importance of social business, an investment in creating this kind of infrastructure will not just save face, but also hopefully drive all sorts of new revenue opportunities. THE INFRASTRUCTURE YOU REQUIRE IS UNLIKE ANY YOU’VE SEEN BEFORE. Systems We’re just getting to the point where we can deploy global and scalable community management systems to cater for the majority of requirements. As well as standardizing processes for posting and community management, we get the added benefit of harmonized analytics, taking us closer to the ultimate goal of truly measuring social ROI. These three core components comprise the essence of a truly global social infrastructure:
  • 69. © Sprinklr 2014. All rights reserved. 67 NAVIGATING THE SOCIAL MEDIA SUPERHIGHWAY DARA NOBLE DARA NOBLE SOCIAL MEDIA MANAGER MRM // McCANN Dara has helped some of the world’s most-loved brands ‘be social’ with communities exceeding five million fans/followers. Dara has deep knowledge of social strategy, community management, promotions, and analytics thanks to the work she’s done for brands including IHOP, Smucker’s, Pillsbury Baking, Uncrustables, Jif, Crisco, and ETS. She is a lover of language, data, and consumer behavior. Twitter: @execsweetie LinkedIn: FROM ‘BUSINESS AS USUAL’ TO SOCIAL BUSINESS share this eBook The term ‘infrastructure’ has been used since the 1920s when collectively referring to the structures that support society such as roads, highways, bridges, airports, and railways. Engineers designed these systems to enable the masses to get from point A to point B as quickly as possible. Fast-forward to the ’70s and the term ‘information superhighway’ entered our lexicon. This superhighway was not made of pavement, but rather invisible information traveling all around us – bringing together the masses seeking to exchange information. Today, the social web is an extremely crowded road where brands and consumers are converging, while traveling at 100 mph. As with any thoroughfare, you can’t simply build it and leave it – you must always plan for obsolescence. As more and more traffic emerges, more maintenance and effort is required. As technology continues to evolve, human behaviors will change. The right infrastructure enables organizations to pull all of the pieces together, garners deep insights, and allows flexibility to adapt for the future.
  • 70. © Sprinklr 2014. All rights reserved. 68 FROM ‘BUSINESS AS USUAL’ TO SOCIAL BUSINESS share this eBook At MRM // McCANN, our infrastructure serves as the backbone of our operations. In order to accomplish our clients’ goals, everything is tightly connected to facilitate immediacy, transparency, accountability, and consistency. AT MRM // MCCANN, OUR INFRASTRUCTURE SERVES AS THE BACKBONE OF OUR OPERATIONS. This foundation provides us with rich insights into our audience and the means to act on them, much like a GPS that is always guiding you to your destination. For us, we’ve arrived when we’re developing meaningful content and forging stronger relationships on behalf of our clients.
  • 71. © Sprinklr 2014. All rights reserved. 69 INFRASTRUCTURE IS THE BACKBONE OF EVERYTHING WE DO KELLIE PARKER KELLIE PARKER SENIOR COMMUNITY MANAGER SEGA Kellie leads the community/social media team for SEGA, covering North America, Latin America, and Europe. Her team is responsible for creating and executing community and social media strategies to support SEGA’s games, and manages forums, blogs, podcasts, Facebook pages, Twitter feeds, YouTube pages, Flickr feeds, outreach to fan sites, contests, and more. In her previous role, Kellie was the Online Community Manager for and Kellie holds an MBA in Marketing (with Graduate Honors) from Regis University. Twitter: @kellieparker LinkedIn: FROM ‘BUSINESS AS USUAL’ TO SOCIAL BUSINESS share this eBook ‘Being social’ means a lot of different things to us. It’s not only sharing our content, but it’s sharing other people’s relevant content and engaging in interactions with our audience. In addition to our own content, we happily post SEGA-related content from other sources (such as local news, BuzzFeed, gaming websites, etc.) that we think our audience would enjoy. We are also very active on Twitter and in our Facebook comments to interact with our fans. We answer questions, we share jokes, we have conversations. Infrastructure is incredibly important in helping us do all of this. Although we manage many different brands under the SEGA umbrella – and the different social accounts associated with those brands – it’s important that we maintain consistent practices and standards across all of our brands so they all have a SEGA touch. Each brand and brand account can and should have its own voice, but it also has to fit in with the overall picture. We do endeavor to make SEGA a brand that is fun, friendly, helpful, and conversational. Infrastructure is the backbone of everything we do – not only the tools that we use, but the style and voice that we use to communicate about all of our products to our audience. This kind of cohesiveness is incredibly important to us. WE ANSWER QUESTIONS, WE SHARE JOKES, WE HAVE CONVERSATIONS. Our audience sees us as SEGA, not as different internal teams communicating about different things.
  • 72. © Sprinklr 2014. All rights reserved. 70 DATA DRIVES THE SOCIAL INFRASTRUCTURE BRANDON PREBYNSKI BRANDON PREBYNSKI DIGITAL AND SOCIAL MEDIA CISCO Brandon has developed global marketing strategies with some of the world’s most recognized brands. He currently manages data-driven digital and social media initiatives at Cisco and produces content at Robot Superhero. Twitter: @prebynski LinkedIn: FROM ‘BUSINESS AS USUAL’ TO SOCIAL BUSINESS share this eBook Infrastructure is one of those words that could mean so much... or so little without reference to industry and scenario. By itself, it’s an icky word, but a bit of context can help clarify. When a vague term like ‘infrastructure’ becomes ‘social infrastructure,’ it starts to look better. The collective internet would tell us that a social infrastructure consists of “a class of Internet services that allows websites or mobile devices to integrate social functionality into their application user experience.” As we know, new Internet services are developed every day by code-slinging elves who live in the forest. The purpose and functionalities of each service varies and includes social log-ins, social analytics, and activity feeds. Users of these services create truckloads of social data on platforms across the web. WEBSITE APP Social Login Services & Technologies Sharing Comments Ratings & Reviews Activity Feeds Live Chat Gamification Consumer Identity Data Storage Social Analytics Social APIs OAuth Security Application Secret Keys Encrypted Channels Digital Signatures Friendship Signatures While the makeup of a social infrastructure may consist of various web services, it’s the data within the services that make them worthwhile. When web services play nice with our websites and apps, we are able to create positive user experiences. With this in mind, any social practitioner might tell you that getting to know your customers means being able to connect and leverage the data created by social activity – not only within individual platforms but across the entire infrastructure. I won’t be the first to say that ‘infrastructure’ usually isn’t the first word that comes to mind when thinking about nurturing digital relationships. But, when we leverage the value of data within a social infrastructure, we are able to do more with our socially fueled initiatives. We’re able to do a better job at being social. As Sprinklr Marketing VP Jeremy Epstein says, “... ‘doing social’ flies in the face of how humans behave with each other. We are social beings. We act in social ways with each other. We don’t do social when we go to the bar or the game with our friends… we just ARE social.”
  • 73. © Sprinklr 2014. All rights reserved. 71 FROM ‘BUSINESS AS USUAL’ TO SOCIAL BUSINESS share this eBook The brand-to-customer relationship is enhanced when strategic social integration not only helps achieve company objectives (increased brand awareness, enhanced customer issue resolution, increased process efficiencies, lead and revenue generation, etc.), but also provides value to the customer (content, products, happiness, services, or otherwise). A solid infrastructure helps make social a truly organic experience in our lives when the data is leveraged to enhance the user experience. What and how you integrate is up to you. A SOLID INFRASTRUCTURE HELPS MAKE SOCIAL A TRULY ORGANIC EXPERIENCE WHEN THE DATA IS LEVERAGED TO ENHANCE THE USER EXPERIENCE
  • 74. © Sprinklr 2014. All rights reserved. 72 IT ALL COMES DOWN TO YOUR CORPORATE CULTURE MARK SCHAEFER MARK SCHAEFER EXECUTIVE DIRECTOR SCHAEFER MARKETING SOLUTIONS LLC Mark is a college educator, blogger, speaker, and consultant who specializes in corporate social media marketing workshops. He is the author of three best-selling books including Return On Influence. Twitter: @markwschaefer LinkedIn: FROM ‘BUSINESS AS USUAL’ TO SOCIAL BUSINESS share this eBook The number one predictor of social media success is not budget or vision or strategy. It’s the corporate culture. If you’re going to move beyond just checking a box, this is a major change: transforming from a company accustomed to broadcasting and advertising to listening, responding, publishing, and even occasionally taking some heat in public. This is a significant shift for leadership, marketing, IT, legal, HR… almost every aspect of the company, really. This change has to start at the top – there is no such thing as a grassroots cultural change. The company leaders must understand, embrace, and consistently nurture this change. So even before a company dives into a social strategy, it might make sense to ensure that the leaders understand and are aligned. For an established company, the organizational changes may take years to accomplish, and the adaptation and adoption really never end as we adjust to new customer demands, technological innovations, and market opportunities. The infrastructure needed to support this change can be daunting. New policies, technology, training, skillsets… maybe even new employees and reward systems. I think it’s smart for a company to recognize these needs and to make somebody accountable to keep pushing, moving, innovating, and driving toward the changes needed to be a social organization. I believe success can result in competitive advantage for a company. THIS CHANGE HAS TO START AT THE TOP – THERE IS NO SUCH THING AS A GRASSROOTS CULTURAL CHANGE.
  • 75. © Sprinklr 2014. All rights reserved. 73 YOU NEED INFRASTRUCTURE TO BUILD AND SUPPORT A SUCCESSFUL SOCIAL STRATEGY KIRA SWAIN KIRA SWAIN SOCIAL MEDIA MARKETING AND COMMUNITY MANAGER AUCTION.COM Kira manages social for the nation’s leading online real estate marketplace. She has run social media strategy development and execution for the past six years for companies like, SuccessFactors, and Cisco Collaboration. She’s spoken at Sprinklr Social@Scale events and is a social media advisor to Social Tribe, a San Francisco-based social media agency. You can follow her adorable Boston Terrier on Instagram! Twitter: @kirainsf LinkedIn: Instagram: winstagram2 FROM ‘BUSINESS AS USUAL’ TO SOCIAL BUSINESS share this eBook When you think of social media, infrastructure isn’t one of the words that immediately comes to mind. Social is all about the present, what’s going on right now, immediate engagement and interactions. But all of those interactions, conversations, and posts are less meaningful without a solid infrastructure to tie everything together. A social infrastructure helps provide a foundation for any social strategy and, more importantly, provides a mechanism for measuring the success of social campaigns. Most organizations have many different infrastructures. For example, companies have an IT infrastructure that enables them to provision new users, procure equipment, and set up each employee with the tools to do their jobs. A company might also have a CRM infrastructure to guide, track, and measure customer engagement and interactions. Similarly, social infrastructure provides the backbone and processes for provisioning social media channels and their respective curators, managing content, publishing posts, and engaging with an audience, all while capturing metrics and KPIs. As someone who has been a team of one throughout most of my social media career, I NEED a strong social media infrastructure to get everything done. I’ve been fortunate that I’ve been empowered in my current job and in previous roles to define the requirements and assemble the pieces of a social infrastructure for maximum social media success. AT THE END OF THE DAY, A SOLID SOCIAL MEDIA INFRASTRUCTURE IS NECESSARY TO BUILD AND SUPPORT A SUCCESSFUL SOCIAL MEDIA STRATEGY. For me, a strong social media infrastructure will include repeatable processes to enable all channels to post, engage, and measure their success at regular intervals.
  • 76. © Sprinklr 2014. All rights reserved. 74 FROM ‘BUSINESS AS USUAL’ TO SOCIAL BUSINESS share this eBook It will also include the company policy on social media so that employees can get involved in social in ways that are supportive to the overall social media strategy. Finally, the real backbone of a social infrastructure is a platform that brings all the pieces together and provides a way to measure and track online engagements. Any infrastructure that supports publishing as well as listening and measuring will help an organization be successful with social media. I’ve been lucky (or not so lucky, depending on your view) to build two social media programs from the ground up. The very first thing I’ve always done is to understand what the organizational goals are for social media. After that, I develop the strategy to achieve those goals and determine the best infrastructure elements to support that strategy. From there, building a social media program to become a social organization is easy. At the end of the day, a solid social media infrastructure is necessary to build and support a successful social media strategy. The right infrastructure enables an organization to successfully interact with its customers online. And when an organization spends time engaging and listening to its customers in meaningful ways online, it becomes a successful social organization.
  • 78. © Sprinklr 2014. All rights reserved. 76 IS YOUR SOCIAL HOUSE IN ORDER? JULI BROWN JULI BROWN COMMUNICATIONS STRATEGIST NESTLÉ PURINA PETCARE COMPANY Juli has been a pioneer in digital communication research during her time at Nestlé Purina PetCare. She established the first social listening enterprise program within Nestlé, partnered with industry leaders to create methodological advances, and drove technology recommendations to enhance research capabilities in the field. In her current role, Juli guides communication planning for numerous Purina brands across the media spectrum. She is also a member of the Digital Media Marketing Board at the University of Missouri in St. Louis and especially enjoys shaping the curriculum for the Digital Marketing leaders of the future. Twitter: @julilbrown LinkedIn: FRAMEWORKS FOR SOCIAL SUCCESS share this eBook In 2013, there can be no doubt about the necessity of social media to our brands. Corporations continue to evolve in the face of changing technology and an ever-changing toolbox that allows us to improve and streamline the ways in which we build and maintain our social house. However, as many of us continue to grow and experiment, have we really laid a solid foundation for our social house to stand on? We often talk about the importance of driving engagement and understanding the business impact of social media. Still, in our quest to understand the role of social for our brands, we too often are neglecting the infrastructure that is critical to making sure that our organization is gaining the maximum value from our social interactions. In order to uncover meaningful insights, leverage consumer feedback and continue to grow relationships, it is critical that the appropriate tools and support are in place across the organization to do so. The integration of key tools for social listening, community and asset management, influencer mining, amplification, etc. are critical to getting the most out of our social properties. This foundation needs to be supportive of all business units so that all areas of the company have access to the compelling information that we derive from social interactions with our consumers. Everything from product feedback to innovation opportunities can be mined and leveraged to impact our business. It is essential that we have a systematic way to get these powerful insights to the right people in order to make a difference for us and for our consumers. IN OUR QUEST TO UNDERSTAND THE ROLE OF SOCIAL, WE TOO OFTEN NEGLECT THE ROLE OF INFRASTRUCTURE.
  • 79. © Sprinklr 2014. All rights reserved. 77 FRAMEWORKS FOR SOCIAL SUCCESS share this eBook Questions to ask on the road to a solid social infrastructure: Is the social foundation we have in place supportive of all business units (not just marketing or consumer relations)? Are our community managers empowered with the right tools to achieve our ideal social presence? Do the right areas ..have timely access to the powerful insights we gain from our consumers? Are the tools we have today diverse enough to meet our cross-functional needs? Have we organized internally to best support our social aspirations? Many organizations have not yet created an organization- wide social infrastructure but the tools to begin this endeavor are available today! 1 2 3 4 5
  • 80. © Sprinklr 2014. All rights reserved. 78 INFRASTRUCTURE: BUILT BY HAND STEVE CLAYTON STEVE CLAYTON CHIEF STORYTELLER MICROSOFT Steve is editor of the Next at Microsoft blog, resident Microsoft storyteller and manages Microsoft’s ‘owned’ corporate media platforms. In this role, Steve works with teams across Microsoft to tell the story of the brand via Microsoft News Center, Twitter, Facebook, and YouTube, and was the architect of the acclaimed ‘88 Acres’ story that heralded a new direction for Microsoft’s corporate storytelling. On the Next blog, Steve highlights the work of product groups, Microsoft Research, incubation teams,and individuals – all with the aim of providing an insider’s view of Microsoft and showing people what’s next in technology. He spends time with the company’s developers, researchers, ethnographers, sociologists, cinematographers, and even race car drivers and highlights their work through storytelling. Twitter: @stevecla LinkedIn: FRAMEWORKS FOR SOCIAL SUCCESS share this eBook When I think of infrastructure, I think of the built environment – it’s the architect in me. And when I think of the built environment, I think of LEGO. Anyone who has played with LEGO knows the hard work to put all the bricks in place to build something as epic as the Death Star or Millennium Falcon – the plumbing, if you will. They also know that it only takes one piece to be missing for the model to not work – and to be on shaky foundations. That’s the thing about infrastructure: it takes time and patience – and the finished article often belies that dedication. The other thing about LEGO is it’s built by hand – and that’s the best kind of infrastructure. That’s not to suggest we should start building everything by hand but solid infrastructure gets built thoughtfully, with care and with purpose – brick by brick, each one chosen for their fit in the model. Building a team, building a website, building a city, building a program – if we apply those characteristics to it, I believe it has a better chance of standing the test of time. Picking the right parts, having a plan, and knowing there are no shortcuts. There really are no shortcuts to good infrastructure. And as LEGO builders know, when you place that final brick, you step back and have quiet pride that you know it’s all working in harmony, every brick in its place… and the infrastructure fades into the background. THAT’S THE THING ABOUT INFRASTRUCTURE, IT TAKES TIME AND PATIENCE – AND THE FINISHED ARTICLE OFTEN BELIES THAT DEDICATION.
  • 81. © Sprinklr 2014. All rights reserved. 79 BEING SOCIAL IN A REGULATED INDUSTRY PERRIE FINSAND PERRIE FINSAND GLOBAL SOCIAL MEDIA MANAGER MEDTRONIC Working closely with all of Medtronic’s divisions and businesses, Perrie leads social media communications, drives business development opportunities, and develops education and training programs for employees and executives. Twitter: @perriefinsand LinkedIn: FRAMEWORKS FOR SOCIAL SUCCESS share this eBook In many organizations, it is easy to understand the opportunities associated with gaining a corporate presence on social media. However, for those of us working in the medical technology industry – and any highly regulated industry, for that matter – building a strong social presence does not always come with such ease. Thus, our focus lies first with archiving and monitoring, and then content creation and maintaining active relationships with our audiences. Our international, company-wide employee trainings support our strong focus on standards and processes. These trainings range from an online read-and-acknowledge to personal one-on-one trainings, depending on the employee’s role. As a global company, Medtronic often sees the need to create localized social media presences. While our social media trainings provide some level of support, regional social media teams have an additional need to work regularly with the lead, corporate social media team. We leverage technology in order to make this happen seamlessly. To streamline communication and mitigate risk of a geographically decentralized team, we use a social media CRM platform, allowing our social media managers to maintain control of their social activity, while ensuring brand consistency and coordination with our other social communities. It has become the backbone of our global social media presence. Now, with a strong infrastructure in place (thanks to well-defined internal processes and dependable technology), our focus is on creating compelling content and engaging with our key audiences in a personalized manor. As healthcare evolves, we relish the opportunity to creatively transform the way we communicate. This process involves capitalizing on the opportunity to generate visibility, gaining share of voice, engaging our stakeholders – all while mitigating risks. These goals often contradict one another, making the road to being social in a regulated industry especially bumpy. As it stands, the regulatory bodies that oversee our social media activity ensure that our activities meet the legal obligations associated with our greater corporation, as well as our individual business units. WE LEVERAGE TECHNOLOGY IN ORDER TO MAKE THIS HAPPEN SEAMLESSLY.
  • 82. © Sprinklr 2014. All rights reserved. 80 HOW TO STRUCTURE AN ORGANIZATION FOR SOCIAL MEDIA SUCCESS ALISON J. HERZOG ALISON J. HERZOG SOCIAL MEDIA DIRECTOR FAMILYSEARCH Alison J. Herzog has developed global marketing strategies for some of the most engaged brands. She currently manages digital and social media initiatives for the largest family history organization in the world. Working cross-functionally with PR, marketing teams, product and customer care leaders, Herzog has designed and implemented international programs in emerging digital and social technologies. Known for innovation and tactical straightforwardness, Herzog drives strategies to improve brand and customer results. Twitter: @alisonjherzog LinkedIn: FRAMEWORKS FOR SOCIAL SUCCESS share this eBook ‘There is nothing new about social media other than the place in which our social interactions occur.’ This is a phrase I use often at work to help shed light on an ever-changing medium. Humans thrive on connecting with one another. Social media is not a revolutionary or extreme notion but a transfer of human interaction into the digital space. It is both as simple and as complex as any interface between people. In my role as a director and strategist for social media, educating and enabling are top priorities for success. Family history is an innately social field. What could be more social than a family unit? However, sometimes our strengths can also be weaknesses. Genealogy is a field ripe for social connection, but the industry is hierarchal and internal infrastructures are not always designed for optimal introduction to digital conversations. When I rejoined FamilySearch as the head of social media, my first order of business was to begin laying the foundation for a strong community experience. One of the most important aspects of a properly working infrastructure of any kind is understanding where you want to go (goals) and the best path to take you there (strategy). Important elements of our structure have included: Strategy Objectives Tools Learning Adoption
  • 83. © Sprinklr 2014. All rights reserved. 81 FRAMEWORKS FOR SOCIAL SUCCESS share this eBook I cannot emphasize enough that a social plan does not work and cannot succeed without having your corporate team and your community onboard. The experience must contain value for all involved (external and internal social ambassadors). Be sure to clearly demonstrate what that value is. Additionally, when it comes to utilizing social media, do not reinvent the wheel. Realize that social media exists to enhance human connections, not change them. Finally, follow the KISS (keep it simple and straightforward) principle. In the words of Leonardo da Vinci, ‘Simplicity is the ultimate sophistication.’ SOCIAL MEDIA IS NOT A REVOLUTIONARY OR EXTREME NOTION BUT A TRANSFER OF HUMAN INTERACTION INTO THE DIGITAL SPACE.
  • 84. © Sprinklr 2014. All rights reserved. 82 HAVE YOU BUILT YOUR SOCIAL ARC? KENYATA MARTIN KENYATA MARTIN HEAD OF MARKETING STRATEGY NA LUBRICANTS FOR SHELL OIL PRODUCTS US Kenyata is responsible for increasing marketing capability within the NA Lubricants’ organization, as well as delivering scaled marketing strategies that have direct-to-consumer impact on both the B2C & B2B businesses. Prior to this, Kenyata spent 11 years at Procter & Gamble, where he had several social media highlights including launching Crest’s first YouTube channel and being a key leader on the team that delivered the now legendary Old Spice ‘Smell Like a Man, Man’ campaign. Twitter: @yataman LinkedIn: FRAMEWORKS FOR SOCIAL SUCCESS share this eBook A very interesting question indeed, but you have to know what an ARC is first. We’ll get to that. Many will ask the question: “Is having a social infrastructure important to my organization or brand being social?” My answer is really simple: “If you want to remain in business, yes.” So then the immediate next question is: “So how do I build a social infrastructure?” As a student of frameworks, I stopped to ask myself the question: “Do you need new methods to build social infrastructure?” And as usual, I find myself identifying the answer to that question as “No Kenyata. Nothing is new under the sun.” So, I’ll share with you a framework that I cannot take credit for, but one that I think creates a simplified view to answer the question… “How do you build an infrastructure that enables your organization to be social?” A student in my MBA program, Matthew Bothner, former professor at the University of Chicago Booth School Of Business and now current professor at the European School of Management and Technology, introduced to me the best filter I have encountered in evaluating whether an organizational infrastructure is fit for purpose to accomplish anything: the ARC. This eloquent acronym stands for “Architecture, Routines, & Culture.” Professor Bothner submitted a simple concept behind this framework: if your ARC is broken, your strategy will fail. With that concept in mind, let’s evaluate how to build an ARC for an organization that is going to ‘be social.’ The following two diagrams show the ARC cycle and the definition of each component, and the translation of those elements to a social infrastructure: Culture Rewards? Reprimands? Architecture Right Structure? Right Talent? Routines Standard Operating Procedures? Technology and People Systems?
  • 85. © Sprinklr 2014. All rights reserved. 83 FRAMEWORKS FOR SOCIAL SUCCESS share this eBook While this is a very simplified view of how to begin creating an infrastructure that will allow your organization to be social, I think the best frameworks are the simple ones. They’re easy to remember, and generally elegant enough to absorb all the weeds you can get into when working through the maze of social media tools available to communicate to your consumers, customers, or both.
  • 86. © Sprinklr 2014. All rights reserved. 84 SOCIAL INFRASTRUCTURE: GIVING A JELLYFISH A BACKBONE PAUL MATSON PAUL MATSON HEAD OF CONTENT AND SOCIAL MEDIA GROUPON Paul leads social marketing and content at Groupon, based at its headquarters in Chicago. A storyteller at heart, Paul’s combined background in technology and public relations has uniquely enabled him to help bring brands to life online through social media. Over the course of his career, Paul has helped develop social media strategies for a wide variety of Fortune 500 brands such as MARS Chocolate, Unilever, Weight Watchers International, and Kraft, also having served as the ‘voice’ for brands such as Kool-Aid, M&M’s, and Cheez-It. Paul resides in Chicago with his wife, Molly. In addition to his involvement with various professional organizations, Paul enjoys craft beers and fantasizing about the Chicago Bears winning the Super Bowl. Twitter: @PaulMatson LinkedIn: FRAMEWORKS FOR SOCIAL SUCCESS share this eBook The social media space is not a natural environment for brands. To succeed, marketers must recognize that social technology enables people to connect with each other on a massive, borderless scale. And maybe, on occasion, with businesses. A business can rarely be defined as a person, hence, ‘being social’ simply refers to the means of humanizing a brand. Similar to the nature of a jellyfish, social media brings the need to be fully transparent, the ability to blend in, and the understanding of when to stand out. At Groupon, we define our success in social media by whether or not we have met one simple objective:
  • 87. © Sprinklr 2014. All rights reserved. 85 FRAMEWORKS FOR SOCIAL SUCCESS share this eBook Inspire conversation that drives action. To inspire conversation that drives action in the social space, an organization’s infrastructure must support the ability to adapt to behavioral trends almost in real time, moving fluidly, but maintaining structure. Much like giving a jellyfish a backbone. Making this happen is far from easy. Groupon has the benefit of being a young, nimble organization with a penchant for pushing the envelope, which grants us the ability to experiment extensively in social channels. However, we have the added challenge of being a global brand with a geo-local focus, which calls for a massive volume of content and extensive community management needs. A BUSINESS CAN RARELY BE DEFINED AS A PERSON, HENCE, ‘BEING SOCIAL’ SIMPLY REFERS TO THE MEANS OF HUMANIZING A BRAND. To cost-effectively scale our presence, we have three pillars at the foundation of our social infrastructure: Technology: Marketers must choose the right combination of content management systems, social listening, and measurement tools to efficiently keep social efforts ‘turned on’ 24/7. Proximity: Brands such as Gatorade, Delta, and Best Buy have overcome organizational challenges by bringing all stakeholders into the same physical room (sometimes referred to as ‘mission control’ or ‘nerve centers’). Communication among managers is key, which is most easily achieved through being in close proximity to one another. In-house delivery: While some companies continue to rely on support from agencies to maintain and grow their social presence, more and more are bringing community management and strategy in- house. Centralizing ownership enables brands to provide an added layer of transparency to who is the wizard behind the curtain. As many industry thought-leaders agree, social technology and user behavior will only continue to evolve at an increasing pace. Now is the time for businesses to institutionalize social media practices. Establishing an infrastructure such as the model above will not only benefit near-term agility, but boost immunity against future challenges in corporate policy, creative ownership, and more. 1 2 3
  • 88. © Sprinklr 2014. All rights reserved. 86 HUMANS ARE THE CORE OF YOUR INFRASTRUCTURE MATT MULLEN MATT MULLEN SENIOR ANALYST, DIGITAL MARKETING 451 RESEARCH At 451 Research, Matt’s primary areas of focus are digital marketing and customer acquisition technology. Prior to this, Matt was an analyst with Real Story Group, following a lengthy career in and around the content management software industry – after becoming hooked on internet technology while using his first text-based browser at IBM in the early 1990s. Twitter: @MattMullenUK LinkedIn: FRAMEWORKS FOR SOCIAL SUCCESS share this eBook A few weeks ago, I was collared at a conference I was attending and asked a simple question: “We’re a medium-sized tech business, but we’re struggling to make sense of how we do social. Can you recommend the killer application to make it work for us?” A simple question. After all, I’m an industry analyst and my beat is digital marketing, so I spend a great deal of my time talking to people about social media and technology that helps organizations succeed in using it. So what was my response? What was the silver bullet application I told the ‘collarer’ to immediately invest in? I told him to invest in people. Good people. People who know how to communicate – and then give them the ability to execute. For me, the key foundation of any successful social strategy is, first, to employ humans. Humans are great (full disclosure: I am a human, so I’m naturally biased in their favor) and as it will be humans that you’ll be communicating with, they’ll be able to bring those elements of empathy – sometimes sympathy – that you’ll need to have to communicate effectively. They also are really good at understanding what really matters, because even though they are employees, they are all customers in their spare time. WHAT WAS THE SILVER BULLET APPLICATION I TOLD THE ‘COLLARER’ TO IMMEDIATELY INVEST IN? I TOLD HIM TO INVEST IN PEOPLE.
  • 89. © Sprinklr 2014. All rights reserved. 87 FRAMEWORKS FOR SOCIAL SUCCESS share this eBook Where humans are not so good is around consistency and scale. My personal productivity is pretty good at 9am when I’ve reached the right level of caffeination, but come 9pm… noticeably less so. I’m also pretty good at multitasking; I can do two or even three things at once, but multiply that even a couple of times and again, I’m going to fail to do any one of those tasks to any degree of accuracy or precision. This is when software becomes useful; if we’ve got the right humans, doing the right jobs in the right way, then adding automation into our infrastructure allows us to operate both at scale and with consistency. If we’ve got that human element right, then our being able to replicate that experience stands a much higher chance of succeeding. Even once you’ve gotten to the point of implementing a platform that affords this scale and consistency, the humans are still the core part of your infrastructure; think of it as human-guided automation. It is they who will continue to understand that routing a socially generated enquiry straight to a contact center is probably not the right thing to do, or that receiving a response to a complaint that says “I’m sorry you feel that way” is likely to enrage, rather than soothe. They’ll bridge the gap between what is logical and what is helpful. Oh and technology, I still love you. Really, I do (hugs technology). IF WE’VE GOT THE RIGHT HUMANS, DOING THE RIGHT JOBS IN THE RIGHT WAY, THEN ADDING AUTOMATION INTO OUR INFRASTRUCTURE ALLOWS US TO OPERATE BOTH AT SCALE AND WITH CONSISTENCY.
  • 90. © Sprinklr 2014. All rights reserved. 88 SOCIAL INFRASTRUCTURE IS A HIGHWAY ERIC NYSTROM ERIC NYSTROM DIRECTOR OF SOCIAL MEDIA SERVICES GROUP DELL Eric is responsible for developing and managing go-to market and customer engagement models for Dell’s Social Media Services Group, extending the company’s unique enterprise social media business expertise to help create powerful business value through informed and efficient listening, engagement, collaboration, and innovation. Eric lives in Los Gatos, California with his wife and two kids, is an avid surfer and crazy chocoholic. Twitter: @ericnystromsays LinkedIn: FRAMEWORKS FOR SOCIAL SUCCESS share this eBook Celebrating the Lincoln Highway centennial this year – the first U.S. transcontinental highway – I thought about Alice Ramsey. In 1908, Alice was the first woman to traverse our country coast to coast via auto. Three years later, her path was the foundation for the Lincoln Highway. Alice’s story and the building of the first highway infrastructure are both germane to our new social world. Infrastructure means different things to different people. It’s not just technology; rather, it is program building. Blazing the trail like Alice with a small team gets the ball rolling… but it doesn’t scale. A framework needs to be established for success. The Pavement: A Platform-Agnostic Strategy Every infrastructure needs a foundation. A well-defined social strategy is the foundation. At Dell, our strategy is to create and further nurture customer relationships by listening to, and engaging with, customers in meaningful ways. A social business strategy delivers benefits across the customer lifecycle by: expanding visibility and access, providing insights, embedding the customer’s voice in innovation, and enabling direct relationships. It should not be platform-specific. The social web is amorphous; platforms rise and fall and customers shift. A core social business strategy focuses on the intersection of intrinsic customer and brand value drivers. THE SOCIAL WEB IS AMORPHOUS, PLATFORMS RISE AND FALL AND CUSTOMERS SHIFT.
  • 91. © Sprinklr 2014. All rights reserved. 89 FRAMEWORKS FOR SOCIAL SUCCESS share this eBook The Guideposts: Governance to Manage Scale Effective governance brings the program to life, fosters consistency and alignment. Our core governance team drives policy, platform approaches, coordinates involvement globally, and acts as a strategic advisor to the business. Our governance model is about empowerment – enabling businesses to effectively use social for their unique initiatives. ENGAGING IN HONEST, DIRECT CONVERSATIONS IS A PART OF WHO WE ARE, WHO WE’VE ALWAYS BEEN.The Vehicle: A Method to Educate and Empower Empowering the collective audience requires a vehicle to scale. Dell’s vehicle is our Social Media and Community University: our education and empowerment program through which we have certified over 9,000 team members to be brand ambassadors. Social is inherent to Dell’s commitment to direct customer relationships. Programs powered by the collective social ecosystem are essential to the customer experience. This allows Dell to get closer than ever to customer needs and market dynamics. Empowering team members to make connections online and leverage social technologies adds value across lines of business. Michael Dell leads Dell saying, ‘Engaging in honest, direct conversations is a part of who we are, who we’ve always been. The social web amplifies our opportunity to listen, learn, and invest ourselves in two-way dialogue, enabling us to become a better company with more to offer the people who depend on us.’ The Gas: An Embracing Culture You need oomph behind the program – fuel. Leadership conviction is critical to social business success. From the top down, Dell has built a social culture among its team members to unlock the power of direct connections.
  • 92. © Sprinklr 2014. All rights reserved. 90 FRAMEWORKS FOR SOCIAL SUCCESS share this eBook The Map: Measuring Value Social analytics provide insights, telling you if you are on course to accelerate the journey. Analytics allow for better understanding of broader market dynamics – providing specific, actionable information to the enterprise. Value is aligned to business priorities and measurements ensure objectives are met consistently. Analytics extend beyond traditional KPIs to prove causality between social media activities and performance on marketing spend, SEO, cost per lead (CPL), customer lifetime value (CLV), conversion rates and operating expense (OpEx). The Rearview Mirror: Conclusion The Lincoln Highway connected the country, making people more accessible. The social web creates the opportunity for brands to be more accessible to their customers: to build real, authentic, and long-term relationships with them. Creating the infrastructure is a journey unto itself. Pave the road, fill up the car, and enjoy the ride!
  • 93. © Sprinklr 2014. All rights reserved. 91 THE ‘MAGICAL SWITCH’ APRIL SONSONA APRIL SONSONA SENIOR MANAGER OF SOCIAL MEDIA WASTE MANAGEMENT, INC. With seven years in social media, public relations and communications at Fortune 200 companies and the federal government, April has worked in industries including Retail, Telecom, Energy and Public Health. Speaking engagements have included the School of Public Health at the University of North Carolina and the iSchool at Syracuse University. Born and raised in the San Francisco Bay area, then moving to Georgia in 2007, April attended California State University, East Bay for Marketing Management. Twitter: @aprils_pen LinkedIn: FRAMEWORKS FOR SOCIAL SUCCESS share this eBook When a company makes the choice to ‘go social’ in the C-level executive suite at a Fortune 500, there is no magical switch that makes the company-to-audience engagement seamless. This decision is typically made based on the benefits for the company of a new avenue to reach its audience, customers and employees. Social media has created a unique opportunity for the masses to directly contact a company with questions, comments or issues, and receive direct, personalized responses. Avoid the impulsive urge to put up a page on each channel and start engaging until you know what your responses will be. One of the basic infrastructures to implement is a response matrix. Many organizations will have communications, marketing, customer service, operations and even information technology that will want to talk with the company’s audience. Building out the way each possible comment can be responded to is a great way to divide and conquer the monitoring and give quick responses. Categorizing those questions, and determining who responds to each one, is also part of the matrix that allows the teams to respond and communicate with customers in a quick and consistent manner. The United States Navy published an example of a response matrix which can be used to baseline your own plan. Their communication response matrix strategy was a clear and concise decision-making flow chart that outlines and categorizes each response into how it should be answered. This basic step in a company’s infrastructure is critical, as it allows cross-functional departments to quickly categorize responses and action them in a timely manner. Adding specific scenarios to your response matrix will personalize it to your company. Remember to leave room for when to avoid the trolls, late night rants, non-related comments, and the general thank you. In social media, timely response is the beauty of the medium. It is also a burden, and if rushed into, may cause the divorce of a company from its social media channels. Knowing how to respond properly allows companies to engage and be social with their audiences. The ‘magical switch’ that the C-level executives seek is, in the end, just a series of organized and timely responses implemented by a team who make it appear seamless. IN SOCIAL MEDIA, TIMELY RESPONSE IS THE BEAUTY OF THE MEDIUM. IT IS ALSO A BURDEN.
  • 94. © Sprinklr 2014. All rights reserved. 92 BUILDING YOUR EMPIRE JOHN VALADEZ JOHN VALADEZ SOCIAL MEDIA ANALYST SAMSUNG TELECOMMUNICATIONS AMERICA John leads the Social Media Care program for Samsung Mobile USA, where he manages a team that provides technical support to more than 33 million fans and followers, which has led them to adopt innovative support models and partnership programs to sustain its ongoing growth. Prior to Samsung, John helped pioneer and grow BlackBerry’s Spanish Social Media Care program to an audience of 500,000+ followers and averaged 1,000 daily support engagements. He was also part of the team that helped contribute to a global social customer service award (Shorty Awards), two years in a row. Twitter: @johntony LinkedIn: FRAMEWORKS FOR SOCIAL SUCCESS share this eBook I’ve been labeled a social media specialist, analyst, digital specialist, project manager, and social media guru. However, I’m simply a program manager in an operational channel currently known as social media. I consider social as a neighborhood that holds unique conversations and points of views. Many things have to be considered when beginning a project. We too often go straight to focusing on the ‘foundation’ and ‘framing.’ But before any of this is done, we must look into the planning phase – requiring you to take a closer look at potential lots before you break ground. To find out where to begin, I’d suggest researching prospective neighborhoods within your organization. If you’re creating a new division, look to see if it makes sense to be under the umbrella that is currently designated to your group by defining your Key Performance Indicators. This can vary from one department to another. If you’re looking at it from a sales and marketing perspective, KPIs could include market share, sentiment, pricing, cost per lead, etc. In support operations, KPI focus would shift to customer loyalty, customer satisfaction, return rates, cost per interaction, and first resolution rate. Once you establish your KPIs, you must then match your goals to the department that best encompasses this to ensure common business objectives are fostered. This is, of course, oversimplifying things; but in short, don’t settle for your assigned lot. It makes it harder to relocate if not done properly the first time. Once you find your perfect lot, move in! Meet Your Neighbors Reach out to each department your group is already working with. Share with them your vision, objectives, and tactics. Then listen (really listen) to any objections or second opinions they may have to your outline. This is a great way to work together and achieve such goals.
  • 95. © Sprinklr 2014. All rights reserved. 93 FRAMEWORKS FOR SOCIAL SUCCESS share this eBook Update the Home After collaborating and having better insights from each team, draft an interaction matrix that outlines delineation points. Visuals are always great; having this on a common wall will clearly outline each group’s responsibilities. Don’t be afraid to break the current (if any) matrix already put in place, but be open to suggestions. Build and Host Once in agreement from all parties, finalize it, and share it! The neighborhood will be ridden of strangers, and you will see immediate increase of value of the new community that you’ve helped grow. But remember, there is always room for remodeling! Scale by following the same steps for every department. Yes, every department; don’t be afraid to visit that corner lot house at the end of the street (I’m looking at you, Legal). Doing all of this will help align your organization’s content and cadence. If you focus on just the surface, you will end up building your empire over what could be an artificial island sitting atop a lagoon. This will cause your infrastructure to slowly sink over time until it is completely underwater. Having a clear blueprint will help ensure your goals are set. And most importantly, you will quickly find yourself growing alongside the program you have built. Social media is fungible, and as such, your program should be ready for change – big or small. #BuildingYourEmpire Cup of Sugar Sharing is caring. In follow up conversations, offer some more in-depth insights on what your group produces, and be sure to be transparent and not leave off any pertinent details that may question intent. Sweeten the pot by offering help to their line of work, especially if you see a fit based on your initial conversations and watch how such a gesture as simple as sharing can go a very long way.
  • 96. © Sprinklr 2014. All rights reserved. 94 PLANTING THE SEEDS OF SOCIAL SUCCESS: THE TREE DAWN WAYT DAWN WAYT DIRECTOR OF MARKETING, HEAD OF SOCIAL MEDIA AMERICAN GREETINGS Dawn leads social strategy and a team responsible for social media and content marketing across a family of brands including American Greetings, Cardstore, justWink, Blue Mountain, and more. A 19-year veteran of consumer and ecommerce marketing, she has shared her experiences by speaking at industry conferences including eTail, Internet Retailer Web Design, and Voice of the Brand; by being interviewed for articles and whitepapers for MarketingSherpa, Internet Retailer, Multichannel Merchant, and the e-tailing group, and by serving as a judge for the annual Ohio Interactive Awards. LinkedIn: FRAMEWORKS FOR SOCIAL SUCCESS share this eBook Establishing a social infrastructure is critical to effectively mobilize cross-functional resources and engage consumers on behalf of your brand(s). With a clearly defined organization, social partners around your office or around the world can put a face on your brand, facilitate personal interactions with consumers, meet their needs, respond to feedback, and continuously improve their experience with you. Here are four simple steps to organize your resources and build a strong foundation for success. I call it ‘The Tree.’ Step 1: Build a solid ‘trunk’ or center of excellence by centralizing core functions and enterprise level resources. To avoid silos that can lead to duplicated efforts, let brands tap into key functions such as: Content creation / curation Crisis management / legal Customer care Monitoring / listening Reporting, analysis, and insights Social media management tools Social policy Social training Technology
  • 97. © Sprinklr 2014. All rights reserved. 95 FRAMEWORKS FOR SOCIAL SUCCESS share this eBook Step 2: Maintain decentralized ‘branches’ for your brand(s) and enable varied, brand- appropriate approaches to social media. Educate brand leaders about the brand-building, insight-generating, traffic-driving, conversion, and retention benefits of participating in social media. Agree upon the primary role of each social channel (for example, a brand may choose to use Facebook to connect, Twitter to inform, YouTube to help, Pinterest to inspire, etc.). Establish consistent brand voice guidelines, especially when multiple people are responsible for communicating on behalf of a brand. Share results, learnings, feedback, and ideas with brand partners and others on a regular basis. Step 3: Connect the brand ‘branches’ to the central resource ‘trunk’ via active community management. Assign a community manager to each brand to develop and execute the social roadmap and content calendar, leaving room for real-time responses to trending topics and breaking news that can provide value to your audience when tied to your brand. Empower community managers to post content and respond to consumers on-time, on-brand, and always with respect – not only within your owned social channels but also in external forums, blogs, etc. as appropriate, in accordance with your brand guidelines and social policy. Step 4: Leverage your ‘leaves’ by linking employees’ relevant social activity to your brand. If you have socially active associates who are also subject matter experts, encourage them to mention and link to your brand in relevant, appropriate posts, shares, tweets, videos, etc. Be sure they disclose that they are employees and adhere to your social policies. Rooted in best practices but flexible enough to enable even large, global organizations to nimbly respond to fast-paced social media marketing, The Tree is one way to organize your social team and ensure that your brand is well positioned for future growth.
  • 99. © Sprinklr 2014. All rights reserved. 97 HOW SOCIAL MEDIA IS SHAPING THE CONSUMER EXPERIENCE LEWIS BERTOLUCCI LEWIS BERTOLUCCI HEAD OF SOCIAL MEDIA HUMANA INC. Lewis has over 10 years’ experience in a very dynamic and heavily regulated health care industry. In his role, he is responsible for building a scalable social media program across the enterprise from the ground up. Lewis was able to harness his passion for digital and an iMBA (Integrated MBA) in entrepreneurship within the corporate walls to build not only a sustainable social media program, but also a team of associates that he leads. Twitter: @Lewis502 LinkedIn: SURVIVING SOCIAL DISRUPTION share this eBook We no longer live in a world where companies closely control their brand’s perception. Social media, by its nature, has produced an empowered consumer whose amplified experiences are creating a new paradigm. The emergence of social media has made it possible for one person to communicate with hundreds, or even thousands, of other people about brands and the products and services they offer. Today’s consumers are moving away from traditional forms of advertising and are demanding more control over the way they’re consuming media. In addition, they’re connecting with brands in fundamentally new ways. The empowered consumer is now a critical factor in influencing the perception of your brand and shaping the views of other people’s opinions, attitudes, and purchase behaviors. This groundswell has vastly shifted power to the consumer, who now has increasingly more control over the content and conversations that shape purchase behavior. The days of traditional marketing funnel metaphors are out of the window. Brands must now map their unique current and future state consumer experiences to stay competitive in today’s ever-changing landscape. Though social media has disrupted the consumer experience, it’s not the endgame, but rather one aspect of a larger marketing strategy and a means to engage and meet consumers where they’re at. How are you cutting across silo-ed business functions to create a unified, engaging, and meaningful consumer experience? Have you mapped your unique customer’s current and future state experience? Do you have a C-Level champion who supports and embraces not just social media, but a transformative cultural change to break through silos? WE NO LONGER LIVE IN A WORLD WHERE COMPANIES CLOSELY CONTROL THEIR BRAND’S PERCEPTION.
  • 100. © Sprinklr 2014. All rights reserved. 98 HOW SOCIAL SCREWS UP YOUR INFRASTRUCTURE ELISA CAMAHORT PAGE ELISA CAMAHORT PAGE CO-FOUNDER AND COO BLOGHER, INC. Elisa Camahort Page co-founded BlogHer, Inc., in 2005 with Jory Des Jardins and Lisa Stone, and serves as the company’s COO. With Elisa leading the BlogHer conference business, it has grown from a single conference hosting 300 attendees in 2005, to many diverse events that hosted more than 5,500 attendees in 2012. Elisa’s work leading consumer insights and public relations has resulted in coverage from many leading media outlets, including USA TODAY, New York Times, Washington Post, Advertising Age, Forbes, Fast Company, CNN, TODAY Show, The Wall Street Journal, and more. Twitter: @ElisaC LinkedIn: SURVIVING SOCIAL DISRUPTION share this eBook When companies enter Phase 1 of getting ‘social,’ they often do one of two things: Outsource it to their PR firm Toss it to someone in their marketing department who already has a full-time job and ask them to take it on The next phase of adoption often entails realizing that: Your customers want to talk to empowered internal resources (i.e. employees) Success breeds excess (i.e. social media activity can quickly become overwhelming, given the number and variety of social tools out there to be mastered) So you end up hiring a dedicated, internal resource, which is good. But they’re empowered to be empathetic and responsive, not necessarily effective, which is not so good. That’s Phase 2. So when there’s a customer service issue, they can get it solved. When there’s big news coming, they’ve been alerted, so they can prime the promotional pump. They’re in the know and on the ball… but to remain so, they are destined to rethink their entire approach every six months to a year. Perhaps eventually you have Phase 3, the corporate version of social nirvana: a staff that is dedicated to social, but integrated across the company. SOCIAL CREATES A VOLATILE, DYNAMIC FOUNDATION UPON WHICH YOU TRY VALIANTLY TO BUILD A STABLE, DEPENDABLE INFRASTRUCTURE. a b b a
  • 101. © Sprinklr 2014. All rights reserved. 99 SURVIVING SOCIAL DISRUPTION share this eBook Why? Because social screws with your infrastructure. Social creates a volatile, dynamic foundation upon which you try valiantly to build a stable, dependable infrastructure. Think about just the last two years. How many times has Facebook changed its rules about promotions in that time? How many times has Twitter changed its method for handling images? How much further has Google moved towards unifying all its tools, using Google+, the Rodney Dangerfield of social tools, to do so? Two years ago, Instagram and Tumblr were independent entities. (And the Washington Post was still owned by the inimitable Graham family.) And it’s not just the social platform companies that are creative, but fickle, when you realize that: It was users who came up with @ replies and hashtags Facebook was built by and for teens, but is now watching teens leave in droves Then you give in to the fact that social means you’ll always be catching up to: The creativity of the crowd The rapid development cycles of web geniuses Have faith that you’ve built an infrastructure that can withstand high winds, moderate earthquakes, and other general shaking up of the conventional social wisdom. And revisit your social strategy early. And often. a b b a
  • 102. © Sprinklr 2014. All rights reserved. 100 WITHOUT INFRASTRUCTURE, YOU’RE DESTINED FOR LONG-TERM FAILURE IAN CLEARY IAN CLEARY FOUNDER RAZORSOCIAL Ian is the founder of RazorSocial, the world’s leading site for unbiased advice on social media tools and technology. Ian speaks internationally on social media, writes for some of the leading social media blogs in the world and is often quoted in media such as The New York Times. As an award-winning tech blogger, Ian has also been published on Huffington Post, Marketing Profs and writes regularly for Social Media Examiner. Twitter: @IanCleary LinkedIn: SURVIVING SOCIAL DISRUPTION share this eBook Becoming a truly social organization is challenging and difficult. We are now in a world of technology that moves so quickly, it’s difficult for organizations to keep up. But with the right investment in infrastructure, an organization has a solid foundation to build on. Core Areas of Investment Prior to working in social media I ran development groups within software organizations. With any new role I focused on the people, process, and technology. These core areas of investment were the key to my success in these organizations. For a brand to be social, it requires a similar approach. Investment is required in all three areas as becoming a social organization requires significant change. You can tell an organization is truly social because it behaves in a different way. It has different processes and skills, it interacts differently, and it follows a different path. Becoming a social organization requires investment and without that investment, you will not achieve the success that is possible. Infrastructure Requirements A strong social infrastructure supports the long-term goals of an organization. Technology is a key part of this infrastructure investment. The right scalable technology will provide the foundation for all social activities going forward. It will help organizations build a repeatable process, support their communication requirements, and help monitor and achieve results. Of course, technology is not the only investment. A process framework needs to be developed which will be supported by the technology. Each person in the organization will also need to enhance their skills in this area and new skills may need to be added to the team. Transforming into a true social organization is an attainable goal that positions you ahead of your competitors. However, without a supporting infrastructure, any success you achieve could be short- lived, leaving you destined for long-term failure. A STRONG SOCIAL INFRASTRUCTURE SUPPORTS THE LONG-TERM GOALS OF AN ORGANIZATION.
  • 103. © Sprinklr 2014. All rights reserved. 101 ‘INFRASTRUCTURE’ ISN’T A DIRTY WORD DAVE FLEET DAVE FLEET SENIOR VICE PRESIDENT CANADA EAST AT EDELMAN DIGITAL Dave leads a 30-person digital team working across Edelman’s Toronto and Montreal offices. An award-winning communications professional with both public and private sector experience, Dave is responsible for developing and implementing digital engagement strategies for some of the world’s best-known brands across consumer, corporate, technology, corporate, and public affairs verticals. Twitter: @davefleet LinkedIn: SURVIVING SOCIAL DISRUPTION share this eBook If we look at the high-level driving forces in social media now, we see – among others – three major trends: Continuing convergence of earned, owned, and paid media Increasing imperative towards the rapid and flexible development of highly visual content Increasing scale driven by maturing social media channels To handle any one of these alone is difficult enough; to handle all of them is a major challenge. A few years ago, you could receive acclaim just for being ‘in’ social media. That’s not the case anymore – social media has been around long enough that businesses aren’t just in this to experiment, and they’re expecting a return on their investment. At Edelman, we work with household name clients around the world to solve these challenges and our clients (rightly) ask us to measure and demonstrate results. Unless you’re working with B2B or niche audiences, that means increasing the scale of social media operations – the results you can drive without scaling aren’t going to make a dent in anyone’s year-end books. %&*@#!
  • 104. © Sprinklr 2014. All rights reserved. 102 SURVIVING SOCIAL DISRUPTION share this eBook In this context, social infrastructure becomes critical as an enabler of nimbleness. It sounds counterintuitive, but in a complex situation, that complexity can drive paralysis unless you have systems in place to drive decision-making. INFRASTRUCTURE CAN SEEM DULL. IT CAN SEEM LIKE IT’S SOMETHING THAT THE SPIRIT OF SOCIAL MEDIA DICTATES THAT WE SHOULD AVOID. IT’S NOT. That means workflows to coordinate effectively across earned, owned, and paid. It means systems to nimbly coordinate resources to turn around visual content in hours, not days. It means processes to handle a significant volume of conversation on a daily basis. Infrastructure can seem dull. It can seem like it’s something that the spirit of social media dictates that we should avoid. It’s not. It’s a prerequisite for moving from small-scale conversation to driving results for your business.
  • 105. © Sprinklr 2014. All rights reserved. 103 PARACHUTES, COURAGE AND OPPORTUNITIES… DID YOU PACK THE PARACHUTE? ABBY GUTHKELCH & DANNY WHATMOUGH ABBY GUTHKELCH HEAD OF DIGITAL AND SOCIAL KETCHUM UK Abby is a communication modernizer with more than a decade of experience in senior communications roles, both agency and in-house, and a proven track record of integrating digital and social media across internal and external communication. Twitter: @guthka LinkedIn: DANNY WHATMOUGH ASSOCIATE DIRECTOR OF DIGITAL KETCHUM UK With a wealth of experience working in digital marketing and PR, Danny is a thought leader in the PR industry. He is chairman of the PRCA’s Digital Group and is currently heading a PRCA working group looking at the ‘future of the PR agency.’ He is also an influential industry commentator through his own blog ( Twitter: @DannyWhatmough LinkedIn: SURVIVING SOCIAL DISRUPTION share this eBook While it all seems so simple to the casual onlooker, the reality is that social media is a complex beast for marketers to get right and there is no one-size-fits-all solution. It’s precisely these factors that make social media so compelling – low barrier to entry, ease of use, potential for self-expression, and network connections – and also why it can be an exceptionally messy proposition for organizations. The result is confused chaos – hundreds of channels with different identities and resources, different goals, strategies or systems in place – a counterproductive nightmare for both the company and its target audiences.
  • 106. © Sprinklr 2014. All rights reserved. 104 SURVIVING SOCIAL DISRUPTION share this eBook This is why taking the time to put the right social infrastructure in place is as important as having a pilot or packing a parachute when you go skydiving. The infrastructure you require is unlike any you’ve seen before. For the outer structure, you need a clear, rigid framework that allows you to plan and measure, safe in the knowledge you can prove success and analyze returns. But, in this era of real-time content marketing, your infrastructure also needs to be elastic in order to balance the impromptu actions that will be necessary, within the basic framework that campaign ‘performance’ is centered around. You can’t wing it, but you can’t read a script either. Planning that has elasticity built in will ensure you are prepared for all eventualities and can present a consistent, authentic brand voice to your audience at all times, no matter what they might throw at you. This mix of rigidity and flexibility gives companies the ability to ‘take a chance’ – something often at the heart of social campaign successes. So bring together a nimble team of specialists and empower them to make decisions and you never know what might happen. In 2014, social media marketing is complex and demands that you have the right infrastructure in place to be able to capitalize. The PR industry has been newsjacking for years. We know that it requires an authentic voice and the ability to be constantly prepared and ready to act. If Oreo hadn’t had the right team ready to go at the Superbowl, then there wouldn’t have been any dunkin’ in the dark… THE INFRASTRUCTURE YOU REQUIRE IS UNLIKE ANY YOU’VE SEEN BEFORE.
  • 107. © Sprinklr 2014. All rights reserved. 105 IT’S TIME TO GET PERSONAL – ON A MASSIVE SCALE GAVIN HEATON GAVIN HEATON VICE PRESIDENT AND PRINCIPAL ANALYST – DIGITAL MARKETING TRANSFORMATION CONSTELLATION RESEARCH Based in Sydney, Australia, Gavin has extensive international experience in driving measurable outcomes via digital customer experience platforms, digital strategy, and executing innovative content driven campaigns. With a background in enterprise technology innovation, digital strategy, and customer engagement, Heaton connects the dots between disruptive technologies, enterprise governance, and business leaders. Twitter: @ServantOfChaos LinkedIn: SURVIVING SOCIAL DISRUPTION share this eBook We are at a point of convergence. The dramatic changes in technology, infrastructure, thinking, practice, and culture that closed out the 20th century have accelerated in the 21st. This is forcing us to re-evaluate. Everything. But rather than centering on the enterprise as the driving force of innovation, this transformation is happening further out. These days, innovation doesn’t happen at the edge of our enterprise, but far from its fringes. It’s happening in the personal spaces of our connected consumers and seeping through the porous borders of our businesses from the outside-in. Even while we have focused on becoming customer centric, customer focused, customer companies, our business infrastructure has remained mired in the fixed hierarchies of a previous era. Our organization charts with fixed boxes, offshoots, and delegation lines look increasingly like the scales and backbone of a stegosaurus, a world away from the network charts and dispersion diagrams that characterize a socially connected digital world. We are waking up to the fact that we are living in an alien world powered by geeks, data, and passion. To remain relevant – and to just survive – enterprises need to recalibrate. The challenge goes beyond simply ‘being social.’ We need to be social at scale. It’s time we brought our brains, infrastructure, and insight to the social network party. It’s time to get personal – on a massive scale. Mass personalization – where we are able to engage, delight, transact, and transform consumer relationships one experience at a time – is not just a marketing buzzword. It is the basis of customer expectation in the 21st century. Every moment, every transaction, and every sale that an organization delays in transforming its business leaves it open to disruption. WE ARE WAKING UP TO THE FACT THAT WE ARE LIVING IN AN ALIEN WORLD POWERED BY GEEKS, DATA, AND PASSION.
  • 108. © Sprinklr 2014. All rights reserved. 106 SURVIVING SOCIAL DISRUPTION share this eBook Indeed, disruption is the new ‘business as usual’ – and our challenge is to create and employ infrastructure that allows us to remain relevant in a time of disruption. This means: Participating with Purpose This is not just about being online (creating, sharing, and distributing various types of content). It means moving beyond content to the realm of service. Brands must fulfill a role or purpose that aligns with the needs and aspirations of connected consumers. Being Connected and Connectable Consumers don’t care about your strategy, your mobile platform or network. They care about access and availability – any channel, any time, in a consumable form. If you are not connected and connectable then you are NOT RELEVANT. Realizing that Channels Are Dead Businesses are addicted to talking, thinking, and acting in terms of channels. We create and reinforce silos. Channels are dead in terms of strategy – find new ways to organize for execution. DISRUPTION IS THE NEW ‘BUSINESS AS USUAL’.
  • 109. © Sprinklr 2014. All rights reserved. 107 THE RISE OF SOCIAL INFRASTRUCTURE DION HINCHCLIFFE DION HINCHCLIFFE CHIEF STRATEGY OFFICER ADJUVI Dion is a well-known enterprise architect, author, blogger, and business strategist. He currently works with the leadership teams of Fortune 500 and Global 2000 firms to devise strategies to help them adapt their organizations to the challenges and opportunities of the 21st century. He has extensive practical experience with enterprise technologies and he consults, advises, and writes prolifically on social business, IT, and enterprise architecture. Twitter: @dhinchcliffe LinkedIn: SURVIVING SOCIAL DISRUPTION share this eBook A few years ago, it was acceptable for companies engaging in social media to do it relatively informally and with a few simple tools like search and analytics. These days, the sheer volume of social channels, scale and heterogeneity of the audience, and number of business processes that social conversations impact have escalated to a boiling point. Large companies must build a strong social infrastructure to withstand the age of social disruption. We’re still largely determining what better infrastructure means when it comes to the typical enterprise – and models can differ depending on the needs of the company. But in general, this means a combination of software and operational capabilities. Your social infrastructure needs to span across every team, department and location of your enterprise. At the very least, organizations must be connected to their stakeholders on social and be aware of what they’re saying. The next layer of sophistication involves not just inventorying conversations, but understanding the source of these conversations and triaging both the participant and what they are saying in terms of importance to the business. Tracking participants across channels and conversations is key to maintaining a meaningful relationship with key social stakeholders. Once a business has the technology necessary to listen and evaluate conversations, then it can engage with those conversations as needed, and do so at scale. LARGE COMPANIES MUST BUILD A STRONG SOCIAL INFRASTRUCTURE TO WITHSTAND THE AGE OF SOCIAL DISRUPTION. Without the ability to scale engagement, a company is relegated to a primarily passive role, without influence or meaningful impact to the business. Effective engagement at scale requires additional infrastructure. Typically, this means two things: a social media advocacy database (internal staff and external influencers, as well as genuine organic advocates out in the market) and the technology to orchestrate them in large enough numbers to have the desired effect. A strong social infrastructure is integral to managing conversations at scale – whether that’s handling a social media crisis, amplifying marketing campaigns, or general customer support. It’s integral to becoming a truly social enterprise. In the end, the complexities of the social business stack continue to increase as the industry matures. Today’s companies need to build an enterprise- wide infrastructure in order to maintain relevancy in tomorrow’s world.
  • 110. © Sprinklr 2014. All rights reserved. 108 SOCIAL IN THE ECOSYSTEM: ESSENTIAL WITHIN THE INFRASTRUCTURE DEAN LANDSMAN DEAN LANDSMAN PRESIDENT AND OWNER LANDSMAN COMMUNICATIONS GROUP Dean is a digital strategist concentrating on making the web and the net work for clients. From web presence strategic alliances and development, to findability, to revenue development, he creates value for his clients at LCG. A long-time broadcaster, marketer, and researcher, he brought radio stations to the web, and was an early blogger as far back as 1999. Dean is a dyed-in-the-wool New Yorker and an avid baseball (Yankees!) fan. Twitter: @DeanLand LinkedIn: SURVIVING SOCIAL DISRUPTION share this eBook Social media infrastructure can be defined as expanding the communications opportunity for business, company- wide or enterprise-wide. Social media was new five years ago, now it is commonplace: an integral part of internal and external communications, sales, marketing, PR, and a basic tool of the trade. Not so very long ago many companies were reluctant to embrace the fax machine, or even email, for use in their communications. Both of those morphed into more of a B2B role, but in either case, it was usually the legal department protecting the enterprise – fear-mongering liability, potential breaches or leaks that might occur. Go back even further, and there was a time that telephones were questioned by naysayers. Social media does require a strong corporate mission and policy for compliance to minimize risk. Moderated output (read: departmentalized preview and permission before hitting send) and the anointing of trusted employees to ‘speak for the company via social media’ become an infrastructural necessity. These employees must possess a critical view of company ethos and ethics, and be accountable. This is why ‘some college kid for $30,000’ is not the safe way to go with social media. As an infrastructure matter, it requires a look at the many areas and methods that qualify as social media. A blog is social media. Same goes for Facebook, Twitter, Pinterest, LinkedIn, Google+, photo sharing sites or specific category bulletin boards or discussion groups. This then spreads out exponentially, as though with tentacles, throughout the entire organization. Checks and balances, operational, and fail-safe systems are crucial. Again, this is just like the early adoption of phones – then phone systems, fax machines, and email. Just as phones evolved into PBXs, so does a well-formed infrastructural social media program or platform to oversee and execute strategy, across the ecosystem of the organization. SOME COLLEGE KID FOR $30,000 IS NOT THE SAFE WAY TO GO WITH SOCIAL MEDIA.
  • 111. © Sprinklr 2014. All rights reserved. 109 A PROPER SOCIAL INFRASTRUCTURE ELIMINATES THE GUESSWORK ERICH MARX ERICH MARX DIRECTOR, WEBSITE AND SOCIAL MEDIA MARKETING NISSAN NORTH AMERICA Erich Marx is responsible for the strategy, planning, and execution of the website, as well as all social media marketing and PR for the division. In this leadership role, he guides Nissan online messaging and brand stewardship through customer-facing and press-facing channels. He’s been with the company for 20 years, working in a variety of disciplines including sales, marketing, distribution, and research. Marx received his B.A. from Occidental College in Los Angeles, California and earned his MBA from the University of Michigan at Ann Arbor. Twitter: @emarxe LinkedIn: SURVIVING SOCIAL DISRUPTION share this eBook People love to guess. Guessing is fun. Guessing is easy. It takes almost no effort. It’s pretty much always the path of least resistance. And from the time we were old enough to talk, we have played guessing games. ‘Guess who?’ ‘Take a wild guess!’ ‘Guess which hand?!’ Heck, my daughter was told that since there isn’t any penalty for wrong answers on her ACT college entrance exams, just guess if you’re not sure. And when social media began its rise to prominence a few years back, I think everyone would agree it was pretty much one big guess. Especially for brands. We all just sort of guessed how to act within the space. We guessed at who should run it (the digitally-savvy 24 year old, or the 44 year old marketing vet?). Some brands guessed it would be best to have social reside in PR. Others guessed it should be in marketing. Some guessed whether they should do it at all… I would argue that many brands are still guessing. But as the social media space matures, and the active users in the space grow well into the billions, guessing isn’t as much fun anymore. Fact is: the cost of guessing wrong and misbehaving or simply being inconsequential in the space has risen exponentially. So, how have the most successful ‘social’ brands minimized the guesswork and leveraged the space to build brand and deepen relationships with customers and fans? They have invested in social infrastructure. I say invested, but it’s not solely a financial investment.
  • 112. © Sprinklr 2014. All rights reserved. 110 SURVIVING SOCIAL DISRUPTION share this eBook Certainly investment in infrastructure such as management tools, listening tools, and analytics packages – as well as agency partners who can help with day-to-day operation and execution – is critical. But it’s also about investing in infrastructure such as cultivating a social mindset throughout an organization. It’s about investing in social marketing, PR, and CRM processes across divisions. It’s about installing a social governance policy as a core piece of infrastructure. It’s about being ‘built for social.’ A best-in-class social enterprise starts with social infrastructure that removes guesswork and provides a blueprint for how a brand will engage in the social space. If a brand wants to leverage social media primarily for CRM and customer care purposes, then it must install infrastructure (tools, processes, governance, and mindset) that leads the organization down a successful path toward its social CRM goals. If you want to use social media to build brand consideration and trial, then install infrastructure centered around this goal. Bottom line: a proper social Infrastructure takes the guesswork out of building brand power and a competitive advantage in the social age. IT’S ABOUT BEING ‘BUILT FOR SOCIAL’.
  • 113. © Sprinklr 2014. All rights reserved. 111 NEW TECHNOLOGY, OLD ATTITUDES JAMES PECHT JAMES PECHT SOCIAL MEDIA SPECIALIST INTERSTATE BATTERIES At the age of six, James Pecht wowed his kindergarten class with a dramatic reading of Green Eggs and Ham. Thus began his fascination with storytelling. Today, he’s an accomplished writer and editor with a 15-year background in all media: print, broadcast and the web. He knows how to tell a good story and how to build relationships with a brand’s customers on social media. Beware: He’ll talk your ears off about NASCAR if given a chance. Twitter: @itsjames2u LinkedIn: SURVIVING SOCIAL DISRUPTION share this eBook It may be hard to believe, but many enterprise brands are approaching social media with an infrastructure from the 1950s. When my father was my age, he worked for a medium-sized manufacturing company. To call him at work, you’d have to go through a woman named Reba. Reba wasn’t his secretary or even what we’d call a receptionist today. Reba was a switchboard operator. Not only did all incoming calls route through Reba, all outgoing calls went through her, too. Hers was the first voice that greeted you, and your first impression of his company depended greatly on whether she was having a good day. (And boy, could she be cranky!) Today, most businesses wouldn’t dream of having all communications routed through a single under- appreciated curmudgeon. Although we may have friendly receptionists to route incoming calls made to a general business line, most of us have direct extensions at our desks. We don’t have to depend on Reba for every communication. Unfortunately, many brands treat their social media as an old-school switchboard. Marketing, customer service, public relations and other departments often all go through one employee. On the surface, it makes sense: You want a consistent brand voice, so why not let one person serve as a ‘social spokesman’ for your company? The problem is, just like with Reba, that model doesn’t scale effectively, and it could cost you business. If your current single-voice strategy works for you today, great. Just remember this: We don’t use switchboard operators today for a good reason, and we won’t use single social media switchboards forever, either. It’s time to give Reba a little help.
  • 114. © Sprinklr 2014. All rights reserved. 112 INFRASTRUCTURE IS A ROADMAP LINA ROQUE LINA ROQUE SOCIAL MEDIA MANAGER CA TECHNOLOGIES Lina is a Social Media Manager at CA Technologies. She’ll never be found without her iPhone and feels like the only person on the web who doesn’t claim to be a social media guru. Stalk her on Twitter. Twitter: @linaroque LinkedIn: SURVIVING SOCIAL DISRUPTION share this eBook Social business adoption is growing at a rapid pace. Somewhere down the line, you just had Facebook and Twitter. But then you blink, and suddenly there are 13 other social networks where conversations are happening about you that you don’t even know about. Not joining the conversation – or losing track and control of the conversation about your brand – results in risking how your brand is perceived. It also results in a missed opportunity to maintain and grow a loyal community. The panacea to keeping up with the real- time nature of social is a roadmap – an infrastructure that will provide the basic framework for your company’s social media presence. If you want to be smart in social, you must have a smart infrastructure to support it. Gone are the days when marketing and advertising were a one-way street – now they’re a conversation. With social removing the middleman, brands are suddenly stripped down to walk and talk just like their consumers. This gives brands the opportunity to develop swagger and personality. We’re talking directly to our customers and prospects. We’re telling them how our products and services can help. We’re asking them for feedback. We’re showing them our commitment through – and surprising and delighting them with – personalized media. The conversation is now a relationship. How committed are you? IF YOU WANT TO BE SMART IN SOCIAL, YOU MUST HAVE A SMART INFRASTRUCTURE TO SUPPORT IT.
  • 115. © Sprinklr 2014. All rights reserved. 113 INFRASTRUCTURE IS THE CRUX OF A SUCCESSFUL SOCIAL MEDIA PROGRAM ALEX SCHOTT ALEX SCHOTT MANAGER OF SOCIAL AND DIGITAL MEDIA ENTERGY In his role at Entergy, a Fortune 500 utility company headquartered in New Orleans, LA, Alex develops ongoing digital media strategies across more than 30 digital channels and is responsible for establishing and executing initiatives that enable the company to deepen its relationship with customers and all stakeholders. Alex has led and directed Entergy’s social media crisis communications efforts during Hurricane Isaac, Superstorm Sandy and during Super Bowl XXVII. Alex also conceived and led the development of Entergy’s mobile app. Twitter: @ComfortablyAlex LinkedIn: SURVIVING SOCIAL DISRUPTION share this eBook It has been quite amazing to watch social media evolve within corporations over the past four to five years. Social media has flipped the traditional paradigm of the business-to-consumer relationship to a degree rarely seen before. When the public wants something, or rather demands something, corporations have no leg to stand on. Prior to social media, a customer’s chances for reaching a ‘caring ear’ within a corporation were extremely slim due to the layers and layers of infrastructure implemented to handle large volumes of customers at a scalable level. While effective for some, many rebelled from being treated as just another customer in the queue. Left with a sense of helplessness, they would seek solace in venting their frustrations to friends, neighbors, family, colleagues, and perhaps local radio or local news outlets. But, at the end of the day, the venting would quickly disappear and be forgotten by others because it had no longevity or shelf life extending beyond that person’s immediate social circle. You know where I’m going with this. Social circles are a thing of the past. Today, we are all connected… literally and figuratively. Your former social circles have morphed into international social networks. Like it or not, anyone on social media today has a social infrastructure that must be managed wisely. This is especially true for businesses. SOCIAL MEDIA HAS FLIPPED THE TRADITIONAL PARADIGM OF THE BUSINESS-TO- CONSUMER RELATIONSHIP TO A DEGREE RARELY SEEN BEFORE.
  • 116. © Sprinklr 2014. All rights reserved. 114 SURVIVING SOCIAL DISRUPTION share this eBook In the past, communications was a tightly contained specialization housed within one, maybe two, departments in a corporation. Today, forget it. Your company’s social infrastructure includes all your employees, many of whom are expanding their social networks by the day. This is a good thing. A scary thing, yes, but ultimately this is the new digital world we all live in. When one thinks of social media, there are many words that quickly come to mind. Infrastructure is most likely not one of them. However, I would contend that it is the crux of a successful social media program. Customers today are: hyperconnected, hypersocial, hyperopinionated. At any moment, a simple 140-character stream of consciousness rant could cause a large corporation to go into crisis mode. This is where a good infrastructure must come into play. If you get caught flatfooted in today’s world, you’re toast. Having a strong infrastructure is critical to preventing a social media catastrophe. But what does a strong social infrastructure look like? I contend it’s not very different from how any great general prepares his/her troops for battle or any great conductor prepares his/her orchestra. There has to be agreement on a common goal that everyone on the social media team believes can be achieved. The social media team must be trained and battle- tested (be it through daily use and constant practice of social tools and/or through crisis simulation drills). The proper tools (social media dashboards) to achieve the ultimate goal must be in place and configured to maximize reach and impact on the target audiences. The team must be trained on this one common tool that allows for collaboration and organization. This leads to my fifth point: a social team that spans across the company and encompasses subject matter experts everywhere from customer service, human resources, investor relations, marketing, employee communications, media relations, and external relations. Identifying and training personnel from each of these areas helps form that strong social infrastructure that will position any company well for whatever situation arises. A social infrastructure is not that different from an orchestra, which relies on a variety of different instruments playing in harmony and when called upon. That’s not to say this is easy to achieve, or that once it is achieved, everything will go swimmingly. It never does. But the more defined a social infrastructure is, the less chance of failure. 1 2 3 4