Enterprise Best Practice For Community

Enterprise Communities: Best Practices and Lessons Learned Vanessa DiMauro CEO, Leader Networks & SNCR Fellow @vdimauro NewComm Forum April, 2009

Enterprise Communities are Good Business
Break down geographical barriers globally
Connect people in different ways through online interaction
Allow for more detailed and sustained conversations
Deepen customer relationships
Offer interactive access
To people, relevant content and tools professionals need to succeed
Build trusted relationships
Providing better communication channels with staffs, clients, prospects and partners
Generate revenue or business returns
While ultimately serving member needs
Copyright © 2009 Leader Networks

Guiding Factors for Enterprise Communities
Integrating interactivity into the enterprise business model
Companies need to think more about ways to bring online participation into their business models in ways that serve the business and the customer goals alike.
People’s expectations are changing.. They no longer want to be passive recipients of information and experiences.
The human process & trust factor
– what works in the face world will work in an online environment – but broken process in real life can’t be fixed by putting a tool atop.
Need clear definition about what are the behaviors the business wants to support before launching a tool to support it.

Enterprise Community Strategic Planning What does the business need for the community to be successful? What do community members need from the community to get value? Copyright © 2009 Leader Networks Begin with the end in mind Find the overlap & build for relevance to both audiences

Three Types of Enterprise Online Communities
Information Dissemination The organizing body defines content, message and outcome. Highly controlled, paternalistic environment
Shop-Talk Discussion groups that focus on accomplishing a task, exchange of transactional information or getting help. “How can I?” “Where do I?”
Professional Collaboration / Learning Communities A safe, private online space purposefully designed to foster conversation. Tends to be membership-driven or subscription-based.

Enterprise Communities Differ From Consumer Communities
Consumer Communities (B2C)
Large numbers – types and audiences
Users share an experience
Focus on low-touch services
Forums, ratings and self-serve offering
Typically quick to scale but users have weak ties
Interpretive mission
Business model: Scale = financial success
Enterprise Communities (B2B)
Number can vary
Members share a purpose
Focus on higher-touch services
Programmatic membership offering (custom content, events ...)
Typically slow to scale but members have stronger/more persistent ties
Mission that is visibly embraced
Business model: Hybrid. Relevance and target audience drive partner and member revenue

Enterprise Community Audience
Consumer Communities
Target general public – many and more
SEO, advertising and blogger outreach drives traffic
“ accept” (celebrate!) all who join
Enterprise Communities
Target highly defined memberships by business process or solution focus
Invitations and WOM drives traffic
Google tracking and SEO often ineffective for private (gated) communities
Develop clear membership guidelines and adhere to them strictly to yield credibility
Membership acceptance criteria often a gating factor (role, title, buying relationship)

Enterprise Community Design
Enterprise communities must be more intuitive and simplified than consumer communities
Consumers are more agile users than business users
B2B users are more focused on solving problems ...
... and are less tolerant than consumers
Make no assumptions about Web 2.0 usage
“ basic” Web 2.0 tools may not be well understood

Enterprise Community Content
Enterprise community content must support a business process
Enterprise communities connect information with a purpose
Solve a business problem or support a business process
Each content piece must be useful, usable and engaging
Concierge approach to interactions and information for the members
“ The Neiman Marcus Model”
Must offer information that cannot be obtained elsewhere

Typical Enterprise Community Programs
Member-Generated Content
Profiles / home pages
Product ratings
Product reviews
Interviews and high-value content
creation
Member-To-Member Interaction
Discussion Forums
Blogs, Wikis and social media entries
Member created podcasts
Phone calls
Events
Guest events
Expert Seminars
Virtual meetings / Trade Shows
Outreach
Newsletters
Volunteer / Leader programs
Polls / surveys
Driving Participation: Interaction management and facilitation. ( Driving Conversion: All other site interaction. IE: polls / surveys, answering specific questions, rating content, participating in events…etc

What Can you Expect From Your Members? Visitors: People without a persistent identity in the community. Novices: New members who need to learn the ropes and be introduced into community life. Regulars: Established members that are comfortably participating in community life. Leaders: The most active “regular members” who volunteer to facilitate and monitor discussions, get involved in the operational decisions and product definitions for the community, and helps the community evolve and run smoothly. Copyright © 2009 Leader Networks Visitor Novice Regular Leader

EXAMPLES OF SUCCESSFUL ENTERPRISE COMMUNITIES

Enterprise Community Categories
Enterprise Buyer /Audience Communities
The Palladium Group XPC
Cognizantii - community for Cognizant’s clients
EMC community
CIO Magazine’s CIO Counsel
IntegrativePractitioner.com
Professional Market Makers
Martindale-Hubbell Connected
Sermo.com
Inmobile.org
TheFunded.com
WegoHealth.com

The Palladium Group Execution Premium Community Welcome to the XPC Conference attendees continue the discussion and networking on XPC. [read more] The Premier Community for Practitioners Seeking to Achieve an Execution Premium . Takehiko Nagumo Senior Vice President, Union Bank of California Patricia Bush Welcome to the XPC Mohammed Al Dhaheri Etihad Airways MaryCarrera State Street Bank Jim Rodgers Boeing Ralph Simon Vivendi Before taking this position, he was VP of Corporate Planning Division in NY both at The Bank of Tokyo-Mitsubishi UFJ . Takehiko has successfully implemented the BSC twice… Lucia Fortini Frank Del Rio Lessons in how to manage through today’s downturn from companies that made it through the last one. [read more] In Association With:

ENTERPRISE COMMUNITY BEST PRACTICES

Constituency Identification Is Key
Understanding who you serve and in what ways provides the driving business rationale for an enterprise community program.
This leads to members who engage with each other and the enterprise and sustains their interest.
The who dictates the where, when, why and how.

The Most Important Thing To Get Right
Pick the right interactive model to support the community
Profile your constituency
The “who” dictates the how and the why
Offer a value proposition that is so compelling (from the user’s POV)
that they must engage to survive professionally
Only then, can you create
High level feature maps to figure out the right tools
Wrestle with a content plan that meets their needs
Design engagement activities which support member
and enterprise goals and values

Online Community Success Equation
(R1) The right approach to leverage a key business opportunity
+
(R2) The right people – both
constituents and staff
+
(T) Tools well-matched to serve the interactive goals
=
(S) Successful execution
R1 + R2 + T = S

Misstep: Lack of Business Integration Copyright © 2009 Leader Networks
Leverage what you learn internally
Mine the raw data for trend analysis
Report findings and outcomes to sales/marketing/product development
Link to CRM systems

Metrics in Context for Enterprise Community
1 to 9 to 90: Leaders to activists to members Interactivity Ratio: 25%
One-quarter of community members participate in a given time period
Best Practice: Determining Value to X a) Identify the business value drivers for the community b) Research normative returns for community, industry and company c) Develop KPIs and KRI to measure activity d) Establish data tracking and reporting system Copyright © 2009 Leader Networks

Sample Metrics for a Enterprise Community
Financial Metrics : revenue generated (direct and indirect i.e. client retention or pass through revenue gained through bundled services) – Minus operational costs
Operational Metrics : Fully burdened costs of community operations including technology, development, content acquisition, staffing
Business Metrics : Click-throughs/logins, industries serviced, # of members who are clients, title portfolio of membership
Marketing Metrics : New member acquisition costs, Cost per Member (CPM) against Revenue per Member (RPM), Event or campaign outcomes
Editorial Metrics : Cost of content creation, % of UGC, content ratings/rank
Member Metrics : # of members login/time, % of profiles complete, return rate, premium conversion rate, revenue generated per member, number of posts per member, average page views per member or group, engagement metrics

Enterprise Community is NOT Marketing
Community members provide valuable information, content & feedback to marketing/membership.
Marketing/membership provides value added services and products to members in exchange for interaction.
Identifies and sells the community to prospects
Hands the new members over to the Community team
Hand Over
Manage the member lifecycle
Create value for members
Establish trust
Create Leaders and “Most Valued
Members”
Create opportunities for Marketing
to interact with the membership
Community Team Marketing & Membership

Initial Challenges
Governance
Strategy
Staffing
Brand Execution
Promotion
Technology
Selection, Implementation
Evolution
Member Acquisition
Member Engagement model
Operations
Continuous Improvement
Leading Metrics

An Enterprise Community Project Plan Tools & Techniques System Design Plan Goals and Key Objectives Metrics and Milestone Innovation Design Development Assessment Align with Marketing Prototype tools Identify key goals: i.e. reputation management, peer group collaboration, thought leadership, evangelization Design document: Who – do you want to attract or connect with What – is your point of view: expert, learner, specialty, tone When – timeframe for mini-milestones that support goals Where – digital channels Why – measurement goals. Features & Business Requirements drive tool choices Defining success, measure and review Copyright © 2009 Leader Networks Revisit goals & continue

Strategic Success Factors for Enterprise Communities
Solve a business issue or enable a business process improvement – faster or better than in person
Be easy and intuitive
Involve users in co-creation
Have a strong executive sponsor who is willing to lead by example
Generate clear revenue or returns
Outcomes of use must be linked to key internal functions like marketing, sales, product development
Have a well crafted user engagement plan (beyond the 100 days plan)

Thank you Vanessa DiMauro, Leader Networks Contact: http://www.leadernetworks.com [email_address] @vdimauro 617-484-0778

Enterprise Best Practice For Community

by Leader Networks on Apr 29, 2009

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