Royal Australian Chemical InstituteSocial Media in Business
Discussion Overview    Topics1   Why this Social Media addiction - an Australian perspective?2   Consequences of this Soci...
Why this Social Media addiction - anAustralian perspective?                                       3
Your, my, our desire…•   to be taken seriously.•   to find my place in the world.•   to have something to believe in.•   t...
Maslow’s Hierarchy ofNeeds                        Internet!
Consequences of this Social Media wavefor enterprise and executives                                         6
W    E LIVE IN A MULTI-SCREEN    ECONOMY
A    TTENTION DEFICIT DISORDER
C    OMMUNICATION HAS NO    BOUNDARIES
E    VERYONE HAS A VOICE, INFLUENTIAL
B   RANDS NEED TO START THINKING    LIKE MEDIA COMPANIES
SOCIALTHE BRIGHT & SHINY “THING” CALLED ….MEDIA
E   XECUTIVE DILEMMA                  13
Social Media “Marketing” Has CausedInternal Business ChallengesEMPLOYEES                               EXPANDINGInappropri...
A strategic view of Social Media within andoutside the enterprise                                              15
CORE BUSINESS REMAINS THE SAME
81% of consumers using social media say its important forbusinesses to respond to questions and complaints and within     ...
Stakeholder Ecosystem Value Creation Model                     COLLABORATION                           COMMUNITY ENGAGEMEN...
Social Brand Vs. Social Business                           Programs                     Community Management              ...
So then what is a Social Business?•   focuses on internal communications - so that the organisation is in step with it    ...
Review of Social Media use cases thatdeliver ROI                                        21
Social Business Affects More ThanJust Marketing                      Deeper levels of engagement with the social customer ...
Executive and OrganisationalImplications                               23
Executive Implications•    Social is about engagement and relationships•    Fit social into your business - not the other ...
Social Business requires a New LeadershipParadigmSocial Media and channels like Twitter and Facebook is just “a thing”; th...
Take control. Succeed. Lead.It’s time to ask more of your Social Media.•   Is your Social strategy actively increasing the...
The route to successful social enterprise     EVALUATE                           ESTABLISH                                ...
Questions            28
Upcoming SlideShare
Loading in …5
×

Social Media Presentation for RACi

1,464 views

Published on

Social Media effect on today's enterprise, What are Social Brands and Social Enterprises, and the difference between them.
How should leaders consider integration of Social Media in the organization, and much more..
Contact raz@kinshipdigital.com for presentation notes.

Published in: Education
  • Be the first to comment

Social Media Presentation for RACi

  1. 1. Royal Australian Chemical InstituteSocial Media in Business
  2. 2. Discussion Overview Topics1 Why this Social Media addiction - an Australian perspective?2 Consequences of this Social Media wave for enterprise and executives3 A strategic view of Social Media within and outside the enterprise4 Review of Social Media use cases that deliver ROI 2
  3. 3. Why this Social Media addiction - anAustralian perspective? 3
  4. 4. 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. 4
  5. 5. Maslow’s Hierarchy ofNeeds Internet!
  6. 6. Consequences of this Social Media wavefor 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. SOCIALTHE BRIGHT & SHINY “THING” CALLED ….MEDIA
  13. 13. E XECUTIVE DILEMMA 13
  14. 14. Social Media “Marketing” Has CausedInternal Business ChallengesEMPLOYEES EXPANDINGInappropriate use of social media Social media programs globallyINTERNAL NON-EXISTENTConfusion of roles & responsibilities Governance models & PoliciesINCONSISTENT DISJOINTEDSocial media measurement practices Content & Community PracticesOUTDATED TECHNOLOGYCrisis communications models Selection and adoption within the org
  15. 15. A strategic view of Social Media within andoutside the enterprise 15
  16. 16. CORE BUSINESS REMAINS THE SAME
  17. 17. 81% of consumers using social media say its important forbusinesses to respond to questions and complaints and within a reasonable amount of time. • 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
  18. 18. 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) (customer, partners, media) PROCESS SALES/REVENUE 4 IMPROVEMENT 1 CUSTOMER ADVOCACY PRODUCT INNOVATION PRODUCT FEEDBACK EMPLOYEE ADVOCACY
  19. 19. Social Brand Vs. 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 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. 20
  21. 21. Review of Social Media use cases thatdeliver ROI 21
  22. 22. Social Business Affects More ThanJust Marketing Deeper levels of engagement with the social customer throughCOMMUNICATIONS consistent and relevant content; ability to scale operations globally.CUSTOMER SERVICE The ability to solve customer problems quickly and efficiently. Increased collaboration between sales professionals in theSALES industry; robust social CRM platform and analyticsPRODUCT DEVELOPMENT Product and process innovation using the collective intellect of the communityHUMAN RESOURCES Staffing & recruiting, employee engagement and empowerment Bring products to market faster through increased collaborationSUPPLY CHAIN with partners in the supply chain 22
  23. 23. Executive and OrganisationalImplications 23
  24. 24. Executive 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 24
  25. 25. Social Business requires a New LeadershipParadigmSocial Media and channels like Twitter and Facebook is just “a thing”; the real changecomes 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” 25
  26. 26. 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? 26
  27. 27. The route to successful social enterprise EVALUATE ESTABLISH EXECUTE RESEARCH SOCIAL A STRATEGY & TEAM OPERATIONALISE THE SOCIAL BUSINESS CENTER OF EXCELLENCE LANDSCAPE• Conversation and sentiment • Define strategy (goals, LISTEN PLAN ENGAGE analysis actions, KPIs) • Identify listening and CRM • Create plan for employee and • Launch programs, events• Surveys, polls and • Identify the right teams, software partner training and campaigns stakeholder interviews stakeholders and emp • Establish a social media • Process and collaboration • Manage internal collaboration• Data mining from social • Establish roles & listening center design and communication projects channels responsibilities • Determine internal & external • Crisis coms and customers • Expand teams and channels• Intelligence gathering Market & • Achieve buy-in from senior topics support escalation tree globally Competitor) leadership• Social Architecture Review • Establish Social Architecture• Identify Business Use Cases & a measurement framework and Benchmarking
  28. 28. Questions 28

×