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Social enterprise par

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Social enterprise par

  1. 1. Social Media to Social Business<br />Embracing Social Business as a Way of Doing Business<br />
  2. 2.
  3. 3. Marketing<br />Product Development<br />Employees<br />Customer Care<br />Legal<br />HR<br />IT<br />
  4. 4. “As companies embark on social media, the key is to embed it throughout every facet of the organization—from sales to marketing to engineering to customer service to HR to finance.” <br />Karen Quintos, senior vice president and Chief Marketing Officer at Dell*<br />*Zócalo Group client<br />
  5. 5. A few reasons why it’s important:<br />It’s not going away<br />Social business is internalas well as external<br />To mitigate potential risks and manage crisis <br />Consumer discussion impacts business – shaping perceptions and influencing buying decisions<br />The insights learned can be applied and acted upon<br />And a hundred other reasons… Efficiencies, economies, intelligence, etc. <br />
  6. 6. Challenges & Risks<br />Opportunities & Value <br />
  7. 7. One of the Biggest Social Business Challenges: Chaos<br />Marketing<br />IT<br />Customer Care<br />PR<br />Legal<br />Product Marketing<br />Franchisees<br />HR<br />
  8. 8. Doesn’t<br />Who Owns Social Media?<br />
  9. 9. A place to start<br />
  10. 10. A place to start<br /><ul><li>Executive buy-in</li></ul>Critical to have the support and participation of leadership.<br />Tie into business objectives. <br />Even President Obama is tweeting! <br />
  11. 11. A place to start<br /><ul><li>Executive buy-in
  12. 12. Clear objective</li></ul>While every department will have its own goals and metrics, becoming a social business requires clearly stated and supported strategic business objectives. <br />
  13. 13. A place to start<br /><ul><li>Executive buy-in
  14. 14. Clear objective
  15. 15. Social Playbook</li></ul>Social media policy<br />Guidelines<br />Behavior<br />Disclosure<br />Guardrails<br />Uniform success metrics<br />Program filters to appropriately align efforts<br />Process<br />Customer care<br />Crisis management<br />Internal engagement<br />
  16. 16. A place to start<br /><ul><li>Executive buy-in
  17. 17. Clear objective
  18. 18. Social Playbook
  19. 19. Educate, train and reinforce</li></ul>Ongoing training<br />In-person and digital meet-ups <br />Foster culture of sharing and learning<br />Turn listening into action<br />
  20. 20. A place to start<br /><ul><li>Executive buy-in
  21. 21. Clear objective
  22. 22. Social Playbook
  23. 23. Educate, train and reinforce
  24. 24. Centralize, Collaborate, Coordinate </li></ul>Cross-functional team provide enterprise-wide guidance, governance<br />Facilitate information sharing, best practices<br />Share plans, calendars, content<br />
  25. 25. A place to start<br /><ul><li>Executive buy-in
  26. 26. Clear objective
  27. 27. Social Playbook
  28. 28. Educate, train and reinforce
  29. 29. Centralize, Collaborate, Coordinate
  30. 30. Socialize best practices</li></ul>Share and operationalizebest practices<br />Encourage contributions<br />Benchmark and learn from others<br />Seed, facilitate and capture discussion<br />Learn from failure<br />
  31. 31. Share. Ask questions. Give feedback.@patrick1rooneyfacebook.com/patrickrooneylinkedin.com/in/patrickrooneyhttp://zocalogroup.com/zg_leadership/patrick-rooney<br />

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