Building Your Social Strategy:Prioritizing Efforts for ScaleGeneral Success TrackJeremiah Owyang, Altimeter GroupGordon Ev...
How to Find This Session in the Dreamforce MobileApp                     Chatter Feed:      Session View                  ...
Safe HarborSafe harbor statement under the Private Securities Litigation Reform Act of 1995:This presentation may contain ...
Image by gsfc used with Attribution as directed by Creative Commons http://www.flickr.com/photos/gsfc/4422729133© 2011 Alt...
Image by gsfc used with Attribution as directed by Creative Commons http://www.flickr.com/photos/gsfc/4422729133          ...
An Open Leader Emerges
Image by coreburn used with Attribution as directed by Creative Commons http://www.flickr.com/photos/coreburn/487357814   ...
Compounding Demands Compounding Demands
Image by iandavid used with Attribution as directed by Creative Commons http://www.flickr.com/photos/iandavid/3532086917  ...
Image by carl-w-heindl used with Attribution as directed by Creative Commons http://www.flickr.com/photos/carl-w-heindl/36...
Image by carl-w-heindl used with Attribution as directed by Creative Commons http://www.flickr.com/photos/thirty_and_three...
Building Your Social Strategy:          Prioritizing Efforts for Scale      Path 1:                     Path 2:Grounded to...
Image by carl-w-heindl used with Attribution as directed by Creative Commons http://www.flickr.com/photos/carl-w-heindl/36...
Most programs have existed less than 3 years (as of Oct. 2010)
41% of programs are reactive to requests
Strategists work with limited budgets – averaging just $833,000 forall corporations
Relegated to the “Social Media Help Desk”The Situation                         The Problem   Customers become            ...
Companies who head towards    Path 1 will not scale.
Image by carl-w-heindl used with Attribution as directed by Creative Commons http://www.flickr.com/photos/thirty_and_three...
6 Steps to Achieve Escape Velocity –Stay out of the Social Media Help Desk.
6 steps to achieve Escape Velocity1. Formalize a Hub and Spoke model quickly2. Become an Enabler for Business Units3. Scal...
1. Formalize a Hub and Spoke model quicklyMove from fragmentation and decentralization to coordination where business unit...
How companies organize for social business Decentralized   Centralized   Hub and   Multiple Hub     Holistic or           ...
DECENTRALIZED-   Organic growth-   Authentic-   Experimental-   Not coordinated-   e.g. Sun
CENTRALIZED-   One department controls all efforts-   Consistent-   May not be as authentic-   e.g. Ford
HUB AND SPOKE-   One hub sets rules and procedures-   Business units undertake own efforts-   Spreads widely around the or...
MULTIPLE HUB AND SPOKE                        OR “DANDELION”- Similar to Hub and Spoke but across  multiple brands and uni...
HOLISTIC OR “HONEYCOMB”- Each employee is empowered- Unlike Organic, employees are organized- e.g. Dell, Zappos
Most companies organize into Hub and Spoke               Source: “The Career Path of the Corporate Social Strategist,” Alt...
2. Become an enabler for business units You can never hire enough community managers  or deploy and manage efforts. Ther...
How the CoE and spokes work together:                   CoE                                        Spokes   Set guideline...
Ebay’s CoE (Global Hub) coordinates across functions,properties, and geographies Responsible for   • Social Strategy   • ...
HP’s Center of Excellence supports multiple BUs
In 2009, an Adobe-wide audit found:Adobe social media effortslacked: Knowledge sharing and  coordination Standard metric...
With executive support, Adobe adopted a Hub and Spoke modelwith a CoE at the HubThe mission of Adobe’s CoE: “Enable more c...
3. Scale with peer-to-peer communities  Dell’s support forum    Best Buy community
Best Buy leverages “super users” to answer 30% of all questions  Started in 2008, Best Buy’s community    receives 2.5 mil...
GiffGaff mobile customers rewarded for support activities throughpayback system                                  GiffGaff,...
Community platforms are a top social business priority for allmaturity levels
4. Integrate social onto the corporate websiteWe asked 140 Corporate Social Strategists: “What three external (go-to-marke...
Evolution of the Social Corporate Website   0. No      1. Social    2. Social    3. Social      4. Social     5. SeamlessI...
Windows 7 curates mentions of its new product on a dedicatedpage
TripAdvisor visitors view friend reviews through Facebook Instant Personalization    TripAdvisor launched     Facebook’s I...
Look for opportunities at every phase of the Customer Hourglass
5. Formalize a customer advocacy programWalmart original recruited 11     Microsoft selects MVPS“mommy bloggers” for its E...
Fiskars’ “Fiskateer” moms lead a crafting brigade                                              In 2006, 5 women           ...
Ford leverages “agent”-created content across all socialproperties, like their YouTube channel    The Ford Fiesta Movement...
Microsoft recognizes 4000 MVPs every year – the program is runby 50 dedicated staff   Every year 4000 MVPs are       nomin...
MVP is a thriving, global communityThe MVP award isseen with prestige,    and MVPs worldwide attendsummits, network, and d...
Microsoft MVPs make a business impact Nearly 10M answers provided through support channels Community provides more than ...
6. Streamline internal workflow with SMMS Social Media Management Systems (SMMS) vendors  include CoTweet, (left), HootSui...
Coke has over 500 brands across the entireworld, each with its own social accounts
 This unofficial list of Microsoft accounts asks “If anyone has any more  that should be added to this list, please feel ...
Adoption outpaced expectations – already at 64% comparedwith the predicted 58%We asked: “Does your company use a social me...
SMMS investments are low across all companies
6 Steps to achieve Escape Velocity1. Formalize a Hub and Spoke model quickly2. Become an Enabler for Business Units3. Scal...
Closing thoughts on priorities1. Get ready internally, focus on governance, process, then   education to emerge in the cen...
Open Research: Use and share with attribution  Available for download at www.altimetergroup.com/media-room
Q&A                     Jeremiah Owyang                     jeremiah@altimetergroup.com                     web-strategist...
Image by carl-w-heindl used with Attribution as directed by Creative Commons http://www.flickr.com/photos/thirty_and_three...
ABOUT USAltimeter Group is a research-based advisory firm that helpscompanies and industries leverage disruption to their ...
How Could Dreamforce Be Even Better? Tell Us!      Every session    survey you submit    is a chance to win         an iPa...
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Building Your Social Strategy: Prioritizing Efforts for Scale

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How do you build a social strategy for your organization? Identifying priorities, benchmarking your efforts, and planning for future growth all apply to your social media strategy. In this session Jeremiah Owyang (@jowyang) from Altimeter Group will help you determine your readiness, org structure, workflow, team size and roles so you can walk away ready to jump right in.

Presented by: Gordon Evans, salesforce.com and Jeremiah Owyang, Altimeter Group

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Building Your Social Strategy: Prioritizing Efforts for Scale

  1. 1. Building Your Social Strategy:Prioritizing Efforts for ScaleGeneral Success TrackJeremiah Owyang, Altimeter GroupGordon Evans, salesforce.com
  2. 2. How to Find This Session in the Dreamforce MobileApp Chatter Feed: Session View Touch the Session Name
  3. 3. Safe HarborSafe harbor statement under the Private Securities Litigation Reform Act of 1995:This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any suchuncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differmaterially from the results expressed or implied by the forward-looking statements we make. All statements other thanstatements of historical fact could be deemed forward-looking, including any projections of product or service availability,subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans ofmanagement for future operations, statements of belief, any statements concerning new, planned, or upgraded servicesor technology developments and customer contracts or use of our services.The risks and uncertainties referred to above include – but are not limited to – risks associated with developing anddelivering new functionality for our service, new products and services, our new business model, our past operatinglosses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breachof our security measures, the outcome of intellectual property and other litigation, risks associated with possible mergersand acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand,retain, and motivate our employees and manage our growth, new releases of our service and successful customerdeployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprisecustomers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is includedin our annual report on Form 10-Q for the most recent fiscal quarter ended July 31, 2011. This documents and otherscontaining important disclosures are available on the SEC Filings section of the Investor Information section of our Website.Any unreleased services or features referenced in this or other presentations, press releases or public statements are notcurrently available and may not be delivered on time or at all. Customers who purchase our services should make thepurchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation anddoes not intend to update these forward-looking statements.
  4. 4. Image by gsfc used with Attribution as directed by Creative Commons http://www.flickr.com/photos/gsfc/4422729133© 2011 Altimeter Group
  5. 5. Image by gsfc used with Attribution as directed by Creative Commons http://www.flickr.com/photos/gsfc/4422729133 The World Changed© 2011 Altimeter Group
  6. 6. An Open Leader Emerges
  7. 7. Image by coreburn used with Attribution as directed by Creative Commons http://www.flickr.com/photos/coreburn/487357814 Internal Storms Hinder Progress© 2011 Altimeter Group
  8. 8. Compounding Demands Compounding Demands
  9. 9. Image by iandavid used with Attribution as directed by Creative Commons http://www.flickr.com/photos/iandavid/3532086917 What is the future?© 2011 Altimeter Group
  10. 10. Image by carl-w-heindl used with Attribution as directed by Creative Commons http://www.flickr.com/photos/carl-w-heindl/3667334884/ Path 1: Grounded to Social Media Help Desk
  11. 11. Image by carl-w-heindl used with Attribution as directed by Creative Commons http://www.flickr.com/photos/thirty_and_three/426973571Path 2: Achieve Escape Velocity
  12. 12. Building Your Social Strategy: Prioritizing Efforts for Scale Path 1: Path 2:Grounded to Social Achieve Escape Media Help Desk Velocity with Scalable Programs
  13. 13. Image by carl-w-heindl used with Attribution as directed by Creative Commons http://www.flickr.com/photos/carl-w-heindl/3667334884/ Path 1: Grounded to Social Media Help Desk
  14. 14. Most programs have existed less than 3 years (as of Oct. 2010)
  15. 15. 41% of programs are reactive to requests
  16. 16. Strategists work with limited budgets – averaging just $833,000 forall corporations
  17. 17. Relegated to the “Social Media Help Desk”The Situation The Problem Customers become  With limited resources, accustomed to “yelling companies can’t scale in public” 1:1 dialog Business units adopt  Social efforts are “social media fever” uncoordinated and and deploy on their own fragmentedAs internal and external demands mount, companies become mostly reactive, relegating themselves to a “Social Media Help Desk.”
  18. 18. Companies who head towards Path 1 will not scale.
  19. 19. Image by carl-w-heindl used with Attribution as directed by Creative Commons http://www.flickr.com/photos/thirty_and_three/426973571Path 2: Achieve Escape Velocity
  20. 20. 6 Steps to Achieve Escape Velocity –Stay out of the Social Media Help Desk.
  21. 21. 6 steps to achieve Escape Velocity1. Formalize a Hub and Spoke model quickly2. Become an Enabler for Business Units3. Scale with Peer-to-Peer Communities4. Integrate Social onto the Corporate Website5. Formalize a Customer Advocacy Program6. Streamline Internal Workflow with SMMS
  22. 22. 1. Formalize a Hub and Spoke model quicklyMove from fragmentation and decentralization to coordination where business units can deploy own their own. Tip: Governance > Process > Education will organically manifest as a Hub.
  23. 23. How companies organize for social business Decentralized Centralized Hub and Multiple Hub Holistic or Spoke and Spoke or “Honeycomb” “Dandelion”
  24. 24. DECENTRALIZED- Organic growth- Authentic- Experimental- Not coordinated- e.g. Sun
  25. 25. CENTRALIZED- One department controls all efforts- Consistent- May not be as authentic- e.g. Ford
  26. 26. HUB AND SPOKE- One hub sets rules and procedures- Business units undertake own efforts- Spreads widely around the org- Takes time- e.g. Red Cross
  27. 27. MULTIPLE HUB AND SPOKE OR “DANDELION”- Similar to Hub and Spoke but across multiple brands and units- e.g. HP
  28. 28. HOLISTIC OR “HONEYCOMB”- Each employee is empowered- Unlike Organic, employees are organized- e.g. Dell, Zappos
  29. 29. Most companies organize into Hub and Spoke Source: “The Career Path of the Corporate Social Strategist,” Altimeter Group, December 2010
  30. 30. 2. Become an enabler for business units You can never hire enough community managers or deploy and manage efforts. Therefore, establish a “Center of Excellence” at the Hub to support and enable business units
  31. 31. How the CoE and spokes work together: CoE Spokes Set guidelines, policies and processes,  Manage social media efforts on and hold spokes accountable their own, within established guidelines Provide and facilitate learning, education, and research in real time,  Report and coordinate with CoE reducing risk on strategy, deployment, and measurements Own tools, and distribute best practices  Share best practices with CoE and other spokes Report and coordinate with dotted line spokes, e.g. Executives, HR/Associates, and Legal
  32. 32. Ebay’s CoE (Global Hub) coordinates across functions,properties, and geographies Responsible for • Social Strategy • Alignment of roadmaps and plans • Analytics and reporting infrastructure Monthly Social Media Council meetings, with knowledge sharing initiatives Source: http://www.slideshare.net/influencepeoples/ali-croft-monitoring-social-media-ebay
  33. 33. HP’s Center of Excellence supports multiple BUs
  34. 34. In 2009, an Adobe-wide audit found:Adobe social media effortslacked: Knowledge sharing and coordination Standard metrics Common policies Overarching strategy Access to training Protocol for escalating customer support & crisis issues Source: Maria Poveromo, “One Company’s Journey in Social Media,” 2011
  35. 35. With executive support, Adobe adopted a Hub and Spoke modelwith a CoE at the HubThe mission of Adobe’s CoE: “Enable more coordinated and strategic social media initiatives across the company.” Source: Maria Poveromo, “One Company’s Journey in Social Media”
  36. 36. 3. Scale with peer-to-peer communities Dell’s support forum Best Buy community
  37. 37. Best Buy leverages “super users” to answer 30% of all questions Started in 2008, Best Buy’s community receives 2.5 million visitors a year, generating 100,000 conversations. In addition, 25 super users spend 8-12 hours a week on the site answering about 30 percent of all the questions asked.
  38. 38. GiffGaff mobile customers rewarded for support activities throughpayback system GiffGaff, a small UK-based mobile virtual network operator with only 14 employees, has no call center. Instead, the community receives pre-pay credits and badges for contributions. The community answers 50% of customer questions. The average response time is 3 minutes.
  39. 39. Community platforms are a top social business priority for allmaturity levels
  40. 40. 4. Integrate social onto the corporate websiteWe asked 140 Corporate Social Strategists: “What three external (go-to-market) social strategy objectives will you focus on most in 2011?” Source: Survey of Corporate Social Strategists, Altimeter Group, November 2010
  41. 41. Evolution of the Social Corporate Website 0. No 1. Social 2. Social 3. Social 4. Social 5. SeamlessIntegration Linking Publishing Aggregation Context Integration Passive Social Basic Feeds Sharing Content Social and Active Curated Contextual Sharing Aggregation Content Contextual Aggregation
  42. 42. Windows 7 curates mentions of its new product on a dedicatedpage
  43. 43. TripAdvisor visitors view friend reviews through Facebook Instant Personalization TripAdvisor launched Facebook’s Instant Personalization feature in December 2010, offeringfriend ratings, reviews, and travel history.
  44. 44. Look for opportunities at every phase of the Customer Hourglass
  45. 45. 5. Formalize a customer advocacy programWalmart original recruited 11 Microsoft selects MVPS“mommy bloggers” for its Eleven annually. program.
  46. 46. Fiskars’ “Fiskateer” moms lead a crafting brigade In 2006, 5 women were selected as “Fiskateers.” The program added an online community and certified 50 “Demonstrators,” who in turn certified 20 more who certified 100 more each. Fiskateers are paid for 15 hours/week of ambassador time. The program is run out of PR. Fiskars calls for applications every 2 years.
  47. 47. Ford leverages “agent”-created content across all socialproperties, like their YouTube channel The Ford Fiesta Movement resulted in 31K items of content, 17M customer engagements, 52K test drives, and 58% brand awareness prior to the release date of the car.
  48. 48. Microsoft recognizes 4000 MVPs every year – the program is runby 50 dedicated staff Every year 4000 MVPs are nominated by peers, employees, and other MVPs, and selected by an internal panel. The length of service is one year.
  49. 49. MVP is a thriving, global communityThe MVP award isseen with prestige, and MVPs worldwide attendsummits, network, and display their MVP status on their blogs and online networks.
  50. 50. Microsoft MVPs make a business impact Nearly 10M answers provided through support channels Community provides more than 60% of solutions on MSDN, TechNet and Microsoft Answers $1M+ in savings from reduction of content creation staffing MVPs contribute 5x more bugs than the average Beta participant MVPs contribute 10x more validated solutions on support forums than active participants MVPs represent Microsoft technologies at more than 700 events WW each year Source: Ant’s Eye View
  51. 51. 6. Streamline internal workflow with SMMS Social Media Management Systems (SMMS) vendors include CoTweet, (left), HootSuite, Sprinklr, Objective Marketer, Expion, Seesmic, Awareness, and SpredFast (right), see full list.
  52. 52. Coke has over 500 brands across the entireworld, each with its own social accounts
  53. 53.  This unofficial list of Microsoft accounts asks “If anyone has any more that should be added to this list, please feel free to let me know!”
  54. 54. Adoption outpaced expectations – already at 64% comparedwith the predicted 58%We asked: “Does your company use a social media management system (SMMS), e.g.CoTweet, Expion, Hootsuite, Seesmic, Spredfast, Sprinklr, etc.?” Yes 18.1% No 18.1% 63.9% We are currently exploring this. Source: Survey for Social Media Program Managers, conducted by Altimeter Group (Q1-Q2 2011) 144 respondents, all over 1000 employees
  55. 55. SMMS investments are low across all companies
  56. 56. 6 Steps to achieve Escape Velocity1. Formalize a Hub and Spoke model quickly2. Become an Enabler for Business Units3. Scale with Peer-to-Peer Communities4. Integrate Social onto the Corporate Website5. Formalize a Customer Advocacy Program6. Streamline Internal Workflow with SMMS
  57. 57. Closing thoughts on priorities1. Get ready internally, focus on governance, process, then education to emerge in the center of excellence.2. Remember 1:1 doesn’t scale, leverage the crowd for first response, then interact in escalations.3. Integrate social to increase relevancy and reduce costs on creating content.4. Standardize social media management tools now so data can be aggregated.5. Remember the future is more than social marketing: It cascades to support, product innovation, then supply chain.
  58. 58. Open Research: Use and share with attribution Available for download at www.altimetergroup.com/media-room
  59. 59. Q&A Jeremiah Owyang jeremiah@altimetergroup.com web-strategist.com/blog Twitter: jowyangResearch team includes significant contributions from ChristineTran, and Charlene Li, Altimeter Group
  60. 60. Image by carl-w-heindl used with Attribution as directed by Creative Commons http://www.flickr.com/photos/thirty_and_three/426973571 Achieve Escape Velocity
  61. 61. ABOUT USAltimeter Group is a research-based advisory firm that helpscompanies and industries leverage disruption to their advantage.Visit us at http://www.altimetergroup.com or contactinfo@altimetergroup.com.
  62. 62. How Could Dreamforce Be Even Better? Tell Us! Every session survey you submit is a chance to win an iPad 2! Watch your inbox at the end of each day for an email from our survey partner, Alliance Tech. Click on the personalized link to be directed to the survey page for the sessions you attended.

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