[Slides] The Social Business Journey: Creating a Coherent, Sustainable Strategy, by Charlene Li and Brian Solis


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In this webinar, Altimeter Group’s Charlene Li and Brian Solis review the six distinct stages that organizations move through as they evolve their social business strategy. Attendees will learn how they can drive business value with their social business strategies -- no matter where they stand in terms of maturity. The webinar reviews findings from their recently released report "The Evolution of Social Business Strategy," and answers audience questions. Webinar recording is available here: http://www.slideshare.net/Altimeter/six-stages-of-social-business-webinar-with-charlene-li-and-brian-solis

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  • Dell was listening for 9 months before it even started a social media presence in 2006. This laid the groundwork for success.
  • How much do you really know about me? If we are going to be in a relationship, then I expect that you’ve taken the time to get to know me before we even meet. Trust becomes a significant issue. Relationship between privacy and permission
  • http://www.maersklinesocial.com/our-social-media-channels-which-one-is-right-for-you
  • http://www.sncr.org/node/445#.ULahXdPjmXgThe SolutionA self-contained online training module was selected as the ideal means for delivering training to North American employees. (PepsiCo recognized that this would limit presentation of the training to employees with access to the MyPepsiCo portal, but plans were set in motion to incorporate social media policy training into the annual face-to-face Code of Conduct training all of these employees receive.)The online module would contain a mix of text, graphics, audio and video, leveraging each based on its strengths, combining to offer a compelling and entertaining training module that employees could complete in no more than 45 minutes.The training concludes with a quiz that tests employees on their understanding of the issues presented in the training module. Upon successful completion of the quiz, employees are directed to an online survey where they are able to share their thoughts about the effectiveness of the training.Articulate, a Learning Management System (LMS)-compliant training software package, was selected as the platform for the training. Articulate is presented as a Flash element on a web page and requires no special add-ons or software (other than a web browser and Flash) for employees to use it.
  • Transition: Support is multi-channel…Here’s a support community that’s directly integrated with their CRM system.Both reduced cost and improved Net Promoter Score.BUT WHEN DO YOU STEP IN?: Autodesk had support staff assigned, but they were initially overzealous, which left little room for “Super Fans” to help. They give those fans 24 hours to respond, and if they don’t, Autodesk does.Key points to communicate:Switched from Jive to eliminate upgrade and migration challenges. Saw an immediate improvement in vibrancy.Best practice around integration with CRM system (SFDC).Best practice around Measuring ROI and the impact on NPS. Why did they replace Jive and what caused the jump in vibrancy when they switched to Lithium?15 years with forums - Jive customer 5+ years. Several versions back9 month upgrade process. need to migrate again to get required capabilitiesLithium Best Practices/restructuring300% growth in use within six months of program re-launchCredit to restructuring and SEOAutodesk is one of our customers who has done a great job integrating with their salesforce CRM system:Interesting example – highly customized SFDC – did not use productized integrationUsing similar capabilities though: automated/manual escalations, case interrupt, metricsSupport for free and subscription customers, ensures customers are provide service commensurate with their entitlementsDoes all that involvement from the support team dampen community involvement?Initially it did because Autodesk team members were being overzealous and alienating the superfans. Superfans spoke up and it was remediedTheir conclusion is the 24 Hr SLA, if a community member hasn’t responded in 24 hours, an Autodesk employee respondsAutodesk has some fantastic ROI numbers, here is how they calculate the impact of the community:Use CIC for direct deflection and survey for calculating indirect:Did this solve your problem? Would you have submitted a ticket if it did not?25% call deflection - $6.8M/yearCompany background:Autodesk, Inc. is a multinational business known for its advanced 3D Design software including its flagship AutoCAD software. It has approximately 100 products, US$ 2 billion in revenue, and 6800 employees working across 95 global locations. In 2010 it hat 175+ support forums, many of which had low levels of participation.In 2011 it launched a support community on Lithium’s platformApproach:Visionary conception of support as a continuum: a) customer self-servicer b) customer based peer to peer c) Technical support agent to customer.subscription customers have the option to call technical support and speak with a support representative. The rest of participants would need to either use self-service on the website, or participate in the forumThe SLA stated that if a customer’s post to the forum was not addressed within 24 hours, a case was opened in the customer service and support (CSS) systemSupport personnel participate during their regular work shift. Customers are asked to decide for themselves if the forum solved their issue. To do so they select, “Case Closed Using Forum” when that is the situationFor tracking purposes, subscribers are surveyed and asked if they would have phoned in if the forum community had not solved their issue. Results:within six months of program re-launch: Number of visitors is up 10%, 300% growth in postsForum reply rates are 88% within 26 hours65% of subscriber issues would have resulted in a phone call had the forum not existed.36% of the 65% of subscriber issues raised in the forum are solved in the forum.To translate this into deflected calls, for the six months May – October 2011, 90,000 calls were deflected by the forum.ROI on the project to date is calculated at 2,000%NetPromoter scores are up 10%April 30, 2012<tags>#tech#community#support#jaimy#AO
  • http://socialmediatoday.com/briansolis/497006/they-all-laughed-road-becoming-social-enterprisehttp://www.spredfast.com/social-media-resources/webinars/
  • http://www.spredfast.com/social-media-resources/webinars/
  • [Slides] The Social Business Journey: Creating a Coherent, Sustainable Strategy, by Charlene Li and Brian Solis

    1. 1. The Social Business JourneyCreating A Coherent Sustainable StrategyCharlene Li, Founder & Analyst, Altimeter Group - @charleneliBrian Solis, Principal Analyst, Altimeter Group - @briansolis
    2. 2. 34%Only 34% of social marketers use clearmetrics to associate social activities withbusiness outcomesSource: Altimeter Group. Social Business Survey, Q4 2012.2
    3. 3. Why Most Social Strategies FailNo ClearBusinessImpact
    4. 4. THE JOURNEYPREPAREALTIMETER© 2011 Altimeter Group
    5. 5. Strategy Requires Planning
    6. 6. Goals:• Understand howcustomers use socialchannels• Prioritize strategic goalswhere social can havethe most impactInitiatives:• Listening/monitoring• Internal auditsMetrics:• Mentions, sentimentStage 1:Listen to Learn
    7. 7. Customers want to be known25-55 years old, analyst, graduate degree,reads Real Simple & Wired
    8. 8. What would you do with a Watsonin your pocket?“By the end of this decade, theequivalent of Watson will fit in ourpocket.” – Dr. John Kelly
    9. 9. Stage 1: Best Practices1. Define specific business goals andobjectives for listening2. Select metrics based on those businessgoals3. Select and invest in a monitoring platform4. Disseminate your learnings5. Identify opportunities for the future
    10. 10. Goals:• Amplify existingmarketing efforts• Encourage sharingInitiatives:• Social content• Risk Management• TrainingMetrics:• Share ofvoice, Fans, Shares, Brand metrics, trafficStage 2:Stake our Claim
    11. 11. Shell Tracks Reputation Impact…Daily
    12. 12. Stage 2: Best Practices1. Link your social presence to businessobjectives2. Pass on engagement – for now3. Develop sharable content4. Establish governance with an eye to thefuture
    13. 13. Goals:• Drive considerations topurchase• Provide direct support• Internal employeeengagementInitiatives:• Longer term campaigns• Social supportcommunitiesMetrics:• Path to purchase, lowersupport cost, CustomerSatisfactionStage 3:“Dialog DeepensRelationships”
    14. 14. Maersk Line maps and plans engagement bytype of relationship17
    15. 15. Stage 3: Best Practices1. Take strategic steps to engagement2. Create rules and processes for engagement3. Look beyond engagement activity metrics tounderstand value creation4. Communicate the impact of engagementbroadly5. To scale, invest in a SMMS6. Audit regularly for new social media usage
    16. 16. Goals:• Set governance forsocial• Create discipline andprocess• Strategic businessgoalsInitiatives:• Create Center ofExcellence• Enterprise SocialNetworkMetrics:• Process efficiency, linkto department businessgoals, customerStage 4:Organized for Scale
    17. 17. Social Business Exists Across the EnterpriseMarketing Sales Human ResourcesInnovation Supply Chain
    18. 18. Ebay’s Global CoE coordinates acrossfunctions, properties, and geographies• Responsible for social strategy• Alignment of roadmaps and plans• Analytics and reporting infrastructure• Monthly Social Media Councilmeetings, with knowledge sharinginitiativesSource: http://www.slideshare.net/influencepeoples/ali-croft-monitoring-social-media-ebay
    19. 19. Kelly Services uses ESN to cultivate internalculture among its distributed workforce"We are trying to build an inside culturethat encourages risk-taking and moreinnovation at the front lines. Its critical toenable people, at all levels, who have aninterest on a topic to be able tocommunicate without going through achain of command.Carl CamdenCEO of Kelly Services
    20. 20. Stage 4: Best Practices1. BEWARE OF THE COE PITFALL2. Develop a formal social businessorganizational model3. Define the role of the CoE4. Continue to coordinate strategy through theCoE5. Develop stronger connections to businessmetrics
    21. 21. Goals:• Scale across businessunits• Moves intoHR, sales, finance, supply chain• C-level involvementInitiatives:• SMMS to scaleemployees• Social part of planningprocessMetrics:• Enterprise metrics likeNPS, LTVStage 5:Becoming a SocialBusiness
    22. 22. Autodesk’s online community deflects 25% ofsupport calls, delivers $6.8M ROI in one year
    23. 23. Stage 5: Best Practices1. Engage executives beyond the champion withfocused pilots2. Integrate CoE into core business functions3. Mastering big data for customer intelligence4. Leverage the enterprise social networkingplatform
    24. 24. Goals:• Social drivestransformation• Integrates socialphilosophy into all aspectsof enterpriseInitiatives:• Redefine processes• Enterprise-wide training• One strategy managedthrough disparate butcomplementary teamsMetrics:• Deep analytics tied tofunctions and LoB• Insights lead to adaptiveand predictive strategiesStage 6:Business is Social
    25. 25. ARAMARK must contend with separatebusinesses and differing goals and objectivesARAMARK’s challenges:1. Over 255K employees2. Organized into separatebusinesses by industry3. 1000s of client locations4. Different client goals andobjectives5. Ingredient brand
    26. 26. It’s equipped and enabled over 400+ locations tomanage social media – within parameters Rebranded for socialengagement, aroundvoice, purpose, andimage. Previously siloed, nowcreating new processesthat result in improvedcustomer satisfaction andsales across the valuechain
    27. 27. Stage 6: Best Practices1. Redefine the company’s vision to integratesocial2. Align incentives around convergence3. Redefine the role of the CoE
    28. 28. THE JOURNEYPREPAREALTIMETER© 2011 Altimeter Group
    29. 29. #1 Ask the Right QuestionsAbout Value34“We tend to overvalue the thingswe can measure, and undervaluethe things we cannot.”- John Hayes, CMO of American Express
    30. 30. # 2 Create a Culture of Sharing35
    31. 31. #3 Master the Art of Failure36Innovate!Google’s mantra:“Fail fast, fail smart”
    32. 32. THE JOURNEYPREPAREALTIMETER© 2011 Altimeter Group
    33. 33. © 2012 Altimeter Group38SBS AdvisoryStakeholderEngagementOpportunityAnalysisStrategyRoadmapGovernanceTrainingVision
    34. 34. • Learn: What can be learnedfrom customers and community• Dialog: The nature of ourinteractions with customers• Advocate: How to buildadvocacy among customersand community• Support: How to providesupport via social channels• Innovate: Using customer andcommunity to drive innovationSocial Business Initiatives FrameworkLearnDialogAdvocateSupportInnovate
    35. 35. Prioritize Initiatives Over TimeMONTHS 1-6 MONTHS 7-12Year OneMONTHS 1-6 MONTHS 7-12Year TwoMONTHS 1-6 MONTHS 7-12Year Three
    36. 36. Example Social Business StrategyInitiative Roadmap41
    37. 37. #5 Establish Governance and Process
    38. 38. Define Key Processes and CreateSupporting Materials
    39. 39. AT THE END OF THE DAY……YOU ARE NOT ALONE.These are the steps to drive your customers,employees, and relationships forward in ameaningful way. We can help you.