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Behind the Curtain of a Hyper-Social Business

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Presentation from Join BroadVision/Human 1.0 webinar on 12/7/2010.

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Behind the Curtain of a Hyper-Social Business

  1. 1. BroadVision Clearvale & Human 1.0 Present:<br />Behind the Curtain <br />of a Hyper-Social Business<br />December 7, 2010<br />Our Presentation will Begin Shortly<br />www.clearvale.comwww.human1.com<br />Copyright © 2010 BroadVision, Inc. All rights reserved.<br />
  2. 2. Webinar Offer: Win a Free Copy of The Hyper-Social Organization: Eclipse the Competition by Leveraging Social Media by Francois Gossieaux<br />4 Ways To Win<br />Most Tweets During Webinar<br />Most Questions and Comments in Webinar Chat<br />Best Blog Entry About the Webinar (must be posted before Friday)<br />Two Randomly Selected Webinar Attendees<br />Winners will be contacted via email to obtain shipping information<br />
  3. 3. Let’s start off with a little example Human 1.0 vs. Web 2.0<br />The SAP Developer Community<br />
  4. 4. The SAP Developer Network<br />4<br />Stats:<br />1.4 M users<br />400K+ business experts<br />Content-rich<br />Original Incentive System:<br />Point system leading to personal rewards<br />The Results:<br />Bullying behavior in the community<br />New Incentive System:<br />Point system leading to donation to good cause<br />The Results:<br />No more bullying in the community<br />Web 2.0 or Human 1.0?<br />
  5. 5. A look at some NIH + Duke Research<br />Experiment #1:<br />People play Atari-style video game which allows them to earn or lose money for themselves<br />MRI scans shows that the pleasure side of the brain lights up – that same part that gets addicted to drugs<br />Experiment #2:<br />People play Atari-style video game which allows them to earn or lose money for a charity<br />MRI scans shows that the altruism side of the brain lights up – that same part that is responsible for social interactions<br />
  6. 6. So to understand how to do business in a 2.0 world…<br />You are better off understanding Human 1.0 – not as individuals, but as hyper-social creatures<br />You do not need to understand the Web 2.0 technologies<br />
  7. 7. Overview<br />Understanding the true drivers of Social MediaHow do Hyper-Social Organizations think about their business?What do Hyper-Social Organizations do Differently, and WHY?7 ways to think differently about Enterprise 2.0<br />
  8. 8. Let’s get a level deeper on the Human 1.0…<br />
  9. 9. Why are social beings helping one another?<br />Reciprocity = a Reflex<br />
  10. 10. Why are people going out of their way to punish others?<br />Humans have an innate sense of fairness = keeps reciprocal society working<br />
  11. 11. How do we make decisions?<br />Market Framework<br />Social Framework<br />
  12. 12. Why do people like to look like others?<br />Because humans have mirror neurons<br />
  13. 13. Why do we lie to market researchers?<br />Because we lie to ourselves and others, and we tell people what we think they want to hear<br />
  14. 14. Why is status so important (and why do we hoard it)?<br />Because it used to get us a better mate – proceed with caution: status works both ways!<br />
  15. 15. We are a herding species – self herding even<br />
  16. 16. What are the important Human 1.0 Hyper-Social Traits<br />Reciprocity – it’s a reflex that allows us to be the only super-social species without all being brothers and sisters<br />The role of fairness in assessing situations<br />Social framework of evaluating things vs. market framework<br />The importance of looking cool and mimicking others<br />Herding and self-herding<br />(early research shows that social behavior does not change when it scales)<br />So to the extent that we can basically be human with what we know, and share it as freely as we possibly can, I think we’ll go a long way towards gaining a higher or stronger level of trust with the consumers.<br />Barry Judge, CMO Best Buy<br />http://www.cmotwo.com<br />
  17. 17. How they think differently about their business<br />Successful Hyper-Social Organizations<br />Informed by Tribalization of Business Study:<br />2008-2010 – 1,000+ companies took the survey <br />
  18. 18. Hyper-Social companies think differently<br />Think tribe – not market segment<br />We need to find groups of people who have something in common based on their behavior, not their market characteristics<br />Think knowledge network – not information channel<br />The most important conversations in communities happen in networks of people, not between the company and the community.<br />Think human-centricity – not company-centricity<br />The human has to be at the center of everything you do, not the company<br />Think emergent messiness – not hierarchical fixed processes<br />People will want to see responses to their suggestions, even if it does not fit your community goals – FAST<br />“…affinity groups will quickly become the dominant social force in the emerging world economy, changing how we think about markets, fads, social movements, and, ultimately, power” <br />- Tom Hayes, Jump Point: How Network Culture is Revolutionizing Business – 2008<br />
  19. 19. What is it that they do differently?<br />Hyper-Social Organizations<br />
  20. 20. Hyper-Social Orgs – Leveraging Social Business Processes<br />Successful Hyper-Social organizations turn their business processes into “social” processes<br />Why?<br />Scale<br />Increased quality<br />Increased passion<br />Increased WOM<br />
  21. 21. Turning a business process into a social process<br />IS NOT:<br />Running traditional programs using social media platforms – PR by blogging press releases, lead gen by spamming community members, recruiting through spray and pray over Twitter, etc.<br />BUT IS:<br />Running programs based on human reciprocity and social contracts to get others, whose job it isn’t to do so, to help you do your job – customer support with the help of all employees and customers, product innovation with customers and detractors, etc.<br />TAPPING INTO PASSION, AND HUMAN 1.0 TRAITS<br />
  22. 22. 22<br />
  23. 23. …In a Hyper-Social World<br />7 ways to think differently about Enterprise 2.0<br />
  24. 24. 1) Bring down that wall<br />
  25. 25. Do like IBM – get rid of the firewall while protecting IP<br />Green Enthusiasts<br />CIO’s<br />Business model tweak<br />PR<br />Customer support<br />IP<br />IP<br />IP<br />Product Idea<br />…increase knowledge flows…and competitiveness<br />
  26. 26. 2) Don’t build new walls<br />
  27. 27. Don’t put a wall between company and people<br />
  28. 28. Don’t put a wall between company and people<br />
  29. 29. Embrace what people want<br />…and give them access…it will increase passion & productivity!<br />
  30. 30. …and get people commitment<br />3) Tear down silos <br />
  31. 31. Business objectives of communities<br />
  32. 32. Department managing community<br />
  33. 33. # of people managing community<br />
  34. 34. Establish Center for Excellence<br />Budgets<br />KPI’s<br />
  35. 35. …or don’t let history repeat itself<br />4) Don’t build what you built before<br />
  36. 36. Move with caution – it’s not easy!<br />We need Social graphs<br />We need Social CRM<br />
  37. 37. 37<br />The funnel is dead<br />Source: McKinsey Quarterly <br />http://www.mckinseyquarterly.com/The_consumer_decision_journey_2373 <br />
  38. 38. 38<br />Today’s buying cycle: a social-powered continuous loop process<br />Many more sources of information<br />Can still become part of consideration set<br />Tribes & Networks<br />Based on source: McKinsey Quarterly <br />http://www.mckinseyquarterly.com/The_consumer_decision_journey_2373 <br />
  39. 39. CRM – the makings of a social process<br />Leave company centricity behind:<br />Prospects, lead nurturing, sales funnel, etc.<br />Put the customer at the center:<br />What does she need?<br />Will it work for her?<br />Increase knowledge flows, and think tribes<br />Who can help her internally?<br />Who can help her externally?<br />Embrace a messier process<br />Allow people to jump in and help<br />
  40. 40. Don’t just think technology<br />5) Think Culture<br />
  41. 41. “We find ourselves in the oddest position – which is to tell the business units that this is not a technology issue but a people and process issue.” – CIO at a major pharmaceutical company<br />Be the Chief Cultural Officer<br />
  42. 42. The benefits of a Chief Cultural Officer<br />Better knowledge flows = Social Knowledge Management Platform<br />Customer/employee centricity = leveraging more passion<br />Leveraging passion = increasing productivity exponentially<br />More passion = increased WOM <br />= the creation of more customers with a higher lifetime value<br />“The purpose of a business is to create a customer.”<br />-- Peter Drucker<br />
  43. 43. 6) Make sure the CIO and CMO become best friends<br />
  44. 44. The benefits of a CIO/CMO friendship<br />Build the right infrastructure to support your social processes<br />Find the right pockets of culture to ensure adoption<br />Regain a strategic role at the executive table by being the representatives for the voice of the customer within your company<br />
  45. 45. How can you expect your customers to trust you if you cannot trust your employees?<br />7) Establish trust as the New Currency<br />
  46. 46. Any questions? <br />Francois Gossieaux<br />President, Human 1.0<br />e. francois@human1.com<br />w. http://www.human1.com<br />b. http://www.emergencemarketing.com<br />c. http://www.marketingtwo.net<br />t. http://twitter.com/fgossieaux<br />Jeanne McCarthy<br />Director of Customer Success, BroadVision<br />e. jean.mccarthy@broadvision.com<br />w. http://www.clearvale.com<br />Our new book: The Hyper-Social Organization<br />http://www.facebook.com/hypersocialorg<br />46<br />

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