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CEO Institute and Social Business

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CEO Institute and Social Business

  1. 1. CEO Institute Social Media in Business….a meeting of minds
  2. 2. Company Overview KINSHIP  digital  is  a  social  consultancy  that   specialises  in  understanding,  developing  and   protec:ng  its  clients’  reputa:on,  brands,   businesses  and  people  in  Social  Media.     2
  3. 3. Discussion Overview Topics   1   Why  this  Social  Media  addic:on  -­‐  an  Australian  perspec:ve?   2   Consequences  of  this  Social  Media  wave  for  enterprise  and  execu:ves   3   A  strategic  view  of  Social  Media  within  and  outside  the  enterprise   4   Review  of  Social  Media  use  cases  that  deliver  ROI   3
  4. 4. Why this Social Media addiction - an Australian perspective?
 4
  5. 5. Your, my, our desire… 
 •  to be taken seriously. •  to find my place in the world. •  to have something to believe in. •  to connect with each other. •  to be useful. •  to belong. •  for more. •  for control. •  for something to happen. •  for love and to be loved. 5
  6. 6. Consequences of this Social Media wave for enterprise and executives
 6
  7. 7. W E  LIVE  IN  A  MULTI-­‐SCREEN     ECONOMY  
  8. 8. A TTENTION  DEFICIT  DISORDER  
  9. 9. C OMMUNICATION  HAS  NO   BOUNDARIES  
  10. 10. E VERYONE  HAS  A  VOICE,  INFLUENTIAL  
  11. 11. B RANDS  NEED  TO  START  THINKING     LIKE  MEDIA  COMPANIES  
  12. 12. SOCIAL THE BRIGHT & SHINY “THING” CALLED …. MEDIA @Michae1Green"
  13. 13. Executive Dilemma 14
  14. 14. Social Media “Marketing” Has Caused Internal Business Challenges EMPLOYEES" EXPANDING" Inappropriate use of social media" Social media programs globally" INTERNAL" NON-EXISTENT" Confusion of roles & responsibilities" Governance models & Policies" INCONSISTENT" DISJOINTED" Social media measurement practices" Content & Community Practices OUTDATED" TECHNOLOGY" Crisis communications models Selection and adoption within the org" @Michae1Green"
  15. 15. A strategic view of Social Media within and outside the enterprise 16
  16. 16. CORE  BUSINESS  REMAINS  THE  SAME  
  17. 17. 81%  of  consumers  using  social  media  say  it's  important  for   businesses  to  respond  to  ques:ons  and  complaints  and  within   a  reasonable  amount  of  :me.   •  Most social customers don’t think of themselves as social customers •  Their behavior is dynamic •  Conversations sprout everywhere – Twitter, Instagram, Pinterest, Facebook •  Social Customers are influential regardless of how many friends, fans and followers they have @Michae1Green"
  18. 18. The Stakeholder Ecosystem Value Creation Model
 COLLABORATION COMMUNITY ENGAGEMENT 3 KNOWLEDGE SHARING 2 CUSTOMER/SALES SUPPORT SOCIAL ENABLEMENT CUSTOMER SATISFACTION SOCIAL  BRAND   OPERATIONAL   EXCELLENCE   INTERNAL THE SOCIAL BUSINESS EXTERNAL (employees) (customers, partners, media) PROCESS IMPROVEMENT SALES/REVENUE 4 PRODUCT INNOVATION 1 CUSTOMER ADVOCACY EMPLOYEE ADVOCACY PRODUCT FEEDBACK
  19. 19. Understanding The Social Brand Versus
 Social Business
 Programs   Community Management Marketing Customer Service Communications Events Campaigns Advocacy Crisis SOCIAL BRAND SOCIAL RESULTS (External) BUSINESS(Internal) Training Process Collaboration Organization Models Research & Development Policies & Guidelines Knowledge Sharing Culture Infrastructure   @Michae1Green" Source:  David  Armarno  
  20. 20. So then what is a Social Business?
 •  focuses on internal communications - so that the organisation is in step with it customers, markets, shareholders and so on. •  is all about engagement with employees - so that employees are better connected with their customers. •  should be owned by the entire organisation - collaboration leads to better and more inclusive decision making •  is measured by organisational change - and how processes such as marketing campaign launches are better thought out. •  Most investments in social business initiatives revolve around internal communities, social technologies, and training. •  ...and most importantly the change, measurement, culture and focus of the Social Business objectives are owned by the executive management within an organisation. 21
  21. 21. Review of Social Media use cases that deliver ROI 22
  22. 22. Social Business Affects More Than
 Just Marketing
 Deeper  levels  of  engagement  with  the  social  customer  through   COMMUNICATIONS consistent  and  relevant  content;  ability  to  scale  opera:ons   globally.     CUSTOMER SERVICE The  ability  to  solve  customer  problems  quickly  and  efficiently.       Increased  collabora:on  between  sales  professionals  in  the   SALES industry;  robust  social  CRM  pla^orm  and  analy:cs     PRODUCT DEVELOPMENT Product  and  process  innova:on  using  the  collec:ve  intellect  of  the   community   HUMAN RESOURCES Staffing  &  recrui:ng,  employee  engagement  and  empowerment   Bring  products  to  market  faster  through  increased  collabora:on   SUPPLY CHAIN with  partners  in  the  supply  chain   23
  23. 23. External Use Cases EXECUTE BUSINESS VALUE
 SOCIAL SOCIAL CUSTOMER DIGITAL MARKETING SALES SERVICE PR & COMMS ü  Social Marketing ü  Sales Insights ü  Rapid Social ü  Online Reputation Insights Support Response ü  Competitive Management ü  Rapid Social Intelligence ü  Seamless Customer ü  Crisis Marketing Experience ü  Lead Response Management Response Centre ü  Peer-to-Peer ü  Proactive PR/ ü  Social Campaign Crowd-sourced Comms Tracking Support ü  Social Event Management @Michae1Green"
  24. 24. Social Maturity Journey 1. From reporting to curating and embedding 2. From analysis and synthesis to structuring and mining 3. From data gathering to engaging and tracking 4. From identifying data to mapping people and conversation @Michae1Green"
  25. 25. @Michae1Green"
  26. 26. Okay, Bullshit Aside, Now What? 27
  27. 27. CEO Implications •  Social is about engagement and relationships •  Fit social into your business - not the other way around •  Social is not a Silo •  Social involves your entire Organisation •  Engagement cannot be Outsourced •  Success requires Engagement without Fear •  Social is based on Sharing •  Social is Not Ad Hoc •  Fish where the fish are •  Social is Measurable YOU MUST BE PREPARED TO TRANSFORM YOUR BUSINESS AT THE SPEED OF CHANGE 28
  28. 28. Social Business requires a New Leadership Paradigm
 Media and channels like Twitter and Facebook is just “a thing”; the real Social change comes from within us (the think > do > get paradigm) and starts with: •  A shift from “I” to “we” •  A shift from “what’s in it for me” to “what’s best for the common good” •  A shift from being the “best in the world” to the “best for the world” 29
  29. 29. Take control. Succeed. Lead. It’s time to ask more of your Social Media. •  Is your Social strategy actively increasing the value of your business? •  Is it measureable? Predictable? Responsive? •  Do you know exactly what’s working, and what isn’t? •  Do you have a clear view of who’s talking about your business, and what’s being said? •  Do you have an accurate, comprehensive and up-to-the-minute view of what your competitors are up to? 30
  30. 30. Customer Engagement Process EVALUATE
 ESTABLISH
 EXECUTE
 RESEARCH SOCIAL A STRATEGY & TEAM OPERATIONALISE THE SOCIAL BUSINESS CENTER OF EXCELLENCE LANDSCAPE • Conversation and • Define strategy (goals, LISTEN PLAN ENGAGE sentiment analysis actions, KPIs) • Identify listening and CRM • Create plan for employee • Launch programs, events • Surveys, polls and • Identify the right teams, software and partner training and campaigns stakeholder interviews stakeholders and emp • Establish a social media • Process and collaboration • Manage internal • Data mining from social • Establish roles & listening center design collaboration and channels responsibilities communication projects • Determine internal & • Crisis coms and customers • Intelligence gathering Market • Achieve buy-in from external topics support escalation tree • Expand teams and & Competitor) senior leadership channels globally • Social Architecture Review • Establish Social Architecture & a • Identify Business Use measurement framework Cases and Benchmarking
  31. 31. Questions 32

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