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L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC 1
The Social Business Benchmark ™
Preliminary Study Findings
By...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC
The purpose of the Social Business Benchmark Project
2
Study wh...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC
Research Methods
3
To explore these questions we did a mixed me...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC 4
For many
companies,
social media
means using a
digital
megaph...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC
But, the real opportunity can be found in
listening to and inte...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC
The lines between social media marketing &
social business ofte...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC
Less than half (41%) believe that their
organizations’ social a...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC
47% of organizations are using social data to
impact operations...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC 9
The Community Management Team works with Marketing and R&D to...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC
On to the highlights of what we learned…
And be sure to read th...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC
Through the data, we were able to develop 4 profiles
of the org...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC
“Socially Present”
“Socially Familiar”
“Socially Integrated”
“S...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC
The 6 pillars of social business success
1. Strategic intention...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC 14
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC 15
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC
On to the data drill down of the study findings…
16
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC
Strategic Intention: The vision is strong but
implementation so...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC 19%
9%
9%
13%
17%
19%
22%
22%
24%
28%
30%
44%
72%
35%
4%
15%
15...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC
Operations: Many organizations understand social
business drive...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC 20
Operations: Few believe their organization’s social
strategy...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC
2%
13%
16%
20%
22%
27%
29%
40%
69%
69%
Beta test new products o...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC
Staff Proficiency
Social Media
Platforms for
Recruiting
Useful ...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC
Many organizations staff are still experimenting with
social sk...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC
Governance: millennial and executives more satisfied
with socia...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC 25
Governance: Social media policy guidelines
Formal
Written Po...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC
Tools: Current focus is on broadcast over engagement
26
18%
22%...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC 27
36%
46%
18%
Consistently
Sometimes
Never
0% 10% 20% 30% 40% ...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC
Organizational Readiness Maturity
28
• Almost half of responden...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC 29
Organizational Readiness: About half report management
embra...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC 30
Organizational Readiness: Almost half report using or
levera...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC 31
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC
For more information on this study
Vanessa DiMauro
CEO, Leader ...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC
About Us
Leader Networks
Leader Networks is a research and
stra...
L E A D E R NETWORKS
Copyright © 2013 Leader Networks, LLC
Join the leading global network of thought leaders, scholars, b...
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The 2013 Social Business Benchmark Preliminary Findings

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Explore the details from the 2013 Social Business Benchmark Study in this Preliminary Findings Report. Increasing, organizations are using social business to impact core operations and show business value.

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Transcript of "The 2013 Social Business Benchmark Preliminary Findings"

  1. 1. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC 1 The Social Business Benchmark ™ Preliminary Study Findings By Vanessa DiMauro - CEO Leader Networks, SNCR Research Co-Chair Peter Ward - Managing Partner, Leader Networks
  2. 2. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC The purpose of the Social Business Benchmark Project 2 Study what companies are (really) doing with their social business activities and to benchmark organizations readiness for social business & provide future guideposts Key research questions: • Do companies differentiate social media marketing from social business? • What is the social strategic intention, operational alignment, staffing, policy, and governance structures norms for social?
  3. 3. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC Research Methods 3 To explore these questions we did a mixed method research study with support from Society of New Communications Research (SNCR) Study composition: 75 companies participated in this preliminary findings report 25 participated in pilot qualitative interviews between Nov. 2012 – Feb. 2013 The responses came from a range of industries and company sizes but the majority were mainly larger organizations (between 1K to <50K employees) and 62% focused on Business to Business (B2B) The study is longitudinal – meaning it keeps going on (so please participate if you haven’t already – we need your help!)
  4. 4. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC 4 For many companies, social media means using a digital megaphone
  5. 5. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC But, the real opportunity can be found in listening to and interacting with customers 5
  6. 6. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC The lines between social media marketing & social business often blur Only half (52%) differentiate between Social Media Marketing and Social Business within their organization. 6
  7. 7. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC Less than half (41%) believe that their organizations’ social activities are well defined. Only 11% believe that their company’s social strategy is being well executed within their organization. 7
  8. 8. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC 47% of organizations are using social data to impact operations 8 Companies who reported being high social business achievers typically found the ROI when core operations were guided by talking with their stakeholders (customers, partners etc). - e.g. fewer defects, faster products and services to market, high innovation outcomes
  9. 9. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC 9 The Community Management Team works with Marketing and R&D to understand requirements and then works with members to: - Test new products or services. - Participate in focus groups, concept testing, etc. - Help further define the exact product or service they need. Marketing / R&D Most Valued MembersProduct / Service Prototype Online Community Management Team Trial & Feedback Here is an example social business operations
  10. 10. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC On to the highlights of what we learned… And be sure to read the study report at http://tinyurl.com/socialbusinesbenchmarkreport 10
  11. 11. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC Through the data, we were able to develop 4 profiles of the organizational social business journey 1) Socially Present 2) Socially Familiar 3) Socially Enabled 4) Socially Integrated 11
  12. 12. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC “Socially Present” “Socially Familiar” “Socially Integrated” “Socially Enabled” Design for marketing presence on the social channel to communicate information and ideas online and drive awareness. Design for leveraging information and relationships gathered through social efforts in support of key business functions. Design for learning about cause and effect online. “If I do this, then that will happen….” Design for operational scale and efficiencies using social the centerpiece of most customer- facing efforts. InternallyfocusedExternallyfocused - Organizational Complexity + Social Business Behavioral Framework
  13. 13. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC The 6 pillars of social business success 1. Strategic intention 2. Operational alignment 3. Staffing 4. Tool use 5. Governance 6. Organizational readiness 13
  14. 14. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC 14
  15. 15. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC 15
  16. 16. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC On to the data drill down of the study findings… 16
  17. 17. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC Strategic Intention: The vision is strong but implementation sometimes falters 17 0 0.2 0.4 0.6 0.8 1 Differentiate Social Media from Social Business Has a strategic framework for Social Integrated Social Media Strategy development Integrated Social Business Strategy development Social Media Strategy Leadership Social Business Strategy Leadership Benchmark Yes, 48% No, 52%See right Differentiate 52% of Benchmark participants differentiate Social Media marketing and Social Business.
  18. 18. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC 19% 9% 9% 13% 17% 19% 22% 22% 24% 28% 30% 44% 72% 35% 4% 15% 15% 8% 12% 19% 19% 27% 15% 12% 54% 38% Other Product Development Product Marketing External mgmt consultancy Our social media tool vendors Sales Customer Service Legal IT Our PR or digital agency Staff Key cross-functional stakeholders Marketing Social Business Strategy Social Media Marketing Strategy Strategic Intention: New trend – cross-functional stakeholders are participating Who participated in the development of your social programs (check all that apply)? 18
  19. 19. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC Operations: Many organizations understand social business drivers 19 Social Strategy Execution Identification of Social Strategy Drivers Clearly Defined KPIs Measure and Report KPIs Evolve Social Business Strategy To Business Needs KPIs Not Aligned Rarely Use Social Outcomes Data Do Not Measure Performance Benchmark 59% 65% 53% 47% 47% 48% 52% 57% 0% 20% 40% 60% 80% 100%
  20. 20. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC 20 Operations: Few believe their organization’s social strategy is well executed Excellent 11% Somewhat Well 66% Not Well 7% We Do Not Have a Well-Articulated Strategy 16% How well is the social strategy being executed within the organization?
  21. 21. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC 2% 13% 16% 20% 22% 27% 29% 40% 69% 69% Beta test new products or services Competitive intelligence If other, please specify Collaboration with suppliers and / or business partners Generation of new products / services / ideas Collaboration within the organization Better account management / coverage / customer service Lead generation Reach / Awareness Collaboration with customers / clients What are the primary drivers for your social strategy? (Select the top 3) Social business Operations: Focus on social media marketing success drivers 21 Social media marketing
  22. 22. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC Staff Proficiency Social Media Platforms for Recruiting Useful Intranet Competitive Differentiator Benchmark 57% 59% 35% 53% 0% 20% 40% 60% 80% 100% Staffing: Useful intranets and staff competencies can offer gateways to external social performance 22
  23. 23. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC Many organizations staff are still experimenting with social skills 23 Many staff using 29% Select experiments 44% Trained key personnel 18% Not using social tools or strategies 9% What is the level of staff proficiency with social skills?
  24. 24. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC Governance: millennial and executives more satisfied with social policies than management, when policy exists 24 Social Media Policy Guidelines Millenial Satisfaction with Policy Management Satisfaction with Policy Executive Satisfaction with Policy Communication with External Constituents Benchmark 34% 45% 38% 44% 53% 0% 20% 40% 60% 80% 100%
  25. 25. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC 25 Governance: Social media policy guidelines Formal Written Policy and Trained Staff 21% Formal Written Policy 17% Unwritten Policy 33% No Policy 29% What is the state of your social media policy guidelines? Policy trends • Focus on do’s and don’t over enabling opportunity • Typically not revised frequently to account for emerging technologies • Rarely enforced • Select orgs train and focus on developing social competencies • Crisis communications planning on the rise • Social media policies need to extend to social business behaviors (e.g. with suppliers)
  26. 26. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC Tools: Current focus is on broadcast over engagement 26 18% 22% 16% 29% 22% 16% 33% 40% 56% 42% 73% 76% 69% 11% 18% 18% 22% 22% 22% 27% 29% 38% 40% 49% 53% 58% Social games Internal collaboration tools (Yammer) Social CR platform Public social content sharing (Pintrest, Flickr) Participation or sponsorship of online community that company does not run Private label online community platforms (Jive, Telligent) Company sponsored video channel Company sponsored online community Blog platform Mobile applications Public selective platforms (Facebook, G+) Public social networks (Twitter, YouTube) Public professional social networking platforms (LinkedIn) Which social platforms do your company use? To engage with customers or prospects To extend the brand
  27. 27. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC 27 36% 46% 18% Consistently Sometimes Never 0% 10% 20% 30% 40% 50% Use Social Media Platforms to Recruit Useful Intranet Question: Does the organization use social media platforms like LinkedIn, Facebook and Twitter to recruit qualified staff? Question: Does your organization have a useful Intranet for inter-company collaboration? Tools: Social is a strong recruiting tool, but not as frequently used for knowledge management activities 7% 25% 30% 39% 0% 10% 20% 30% 40% 50% No - Difficult to Use No - Not well used No - Do Not Have Yes
  28. 28. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC Organizational Readiness Maturity 28 • Almost half of respondents leverage social data to impact core operations, but strategy and funding lag 0% 20% 40% 60% 80% 100% Strategy Embraced by Management Budget Dedicated to Social Projects Future Budget for Social Projects Leverage Social Data to Impact Core Operations Benchmark
  29. 29. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC 29 Organizational Readiness: About half report management embrace their organizations social strategy Strategies to support management • Align social strategy with strategic objectives • Identify business process accelerators that social business could support (e.g. customer support, new product development) • Follow the pain – look for solutions to evergreen business problems • Develop strong business driven KPI and performance metrics • Invest in social education for management (e.g. reverse mentoring programs) Yes, 52% In Part, 48% No, 0% Is your social strategy embraced by management? While almost half report management support for social strategy, additional behavioral indicators suggest that management buy-in is not as strong as perceived.
  30. 30. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC 30 Organizational Readiness: Almost half report using or leveraging social data to impact core operations Yes 47% No 39% I Don't Know 14% Does your organization use or leverage social data to impact core operations (customer care, R&D etc.)? Current Concentration: • Marketing • Technical Support • Customer Satisfaction Future Plans: • Research and Development • New Product / Solutions • Sales • Supplier/Distributor • Competitive Intelligence
  31. 31. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC 31
  32. 32. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC For more information on this study Vanessa DiMauro CEO, Leader Networks 617-484-0778 vdimauro@leadernetworks.com  The survey remains open for participation – please add your (confidential) voice: http://www.surveymethods.com/EndUser.aspx?86A2CED484CCD6D480  Read the study report at http://www.slideshare.net/vdimauro/social-business- benchmark-report  We offer individualized social business benchmarks for organizations who want to examine their strengths and opportunities for improvement.
  33. 33. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC About Us Leader Networks Leader Networks is a research and strategy consulting group focused on helping organizations build deeper B2B relationships with key stakeholders, thus creating significant competitive advantage and outstanding business results. We guide firms in the strategic use and deployment of online social platforms and techniques, including developing innovative ways to listen to, learn about, interact with and build trust across a wide range of constituencies including prospective and current customers, suppliers, partners, and employees. http://www.leadernetworks.com About SNCR The Society for New Communications Research is a global nonprofit 501(c)(3) research and education foundation and think tank founded in 2005 to focus on the advanced study of the latest developments in new media and communications, and their effect on traditional media and business models, communications, culture and society. http://www.sncr.org 33
  34. 34. L E A D E R NETWORKS Copyright © 2013 Leader Networks, LLC Join the leading global network of thought leaders, scholars, business leaders, professional communicators, members of the media and technologists exploring the advanced study of the latest developments in new and emerging communications tools and technologies such as digital, social media, and mobile, and their effect on business, culture, and society. Your participation and support is vital to our success. Gain access to up-to-the-minute research and expertise on the evolving world of new media and communications. Join us to support the work of SNCR’s Fellows. Visit SNCR.org/Membership-Benefits today!
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