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Social Strategy:
Getting Your Company Ready
Charlene Li
Founder and Partner
1
Jeremiah Owyang
Partner
April 14, 2010 #socialchecklist

© 2010 Altimeter Group
 Technology is only part of the solution. Getting
your company ready and developing a strategy
are the key drivers of success.
 Our final webinar (Part 3) of this series will help
you get your company ready with our Social
Readiness checklist.
 View all webinar slides and recordings, including
today’s, at: blog.altimetergroup.com
 Use the hashtag #socialchecklist for today
A 3-part series
2

Companies Jump Into Social
Image by Roo Reynolds used with Attribution as directed by Creative Commons http://www.flickr.com/photos/zerega/1366292835

Yet Most Companies
Fail to Plan Properly
Image by divemasterking2000 used with Attribution as directed by Creative Commons http://www.flickr.com/photos/divemasterking2000/3827673841

Many companies do not engage with their
customers
Source: http://www.engagementdb.com
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ENGAGEMENTdb
ranked the world's most
valuable brands based
on how they leverage
social media to interact
with customers.

Many companies like the idea, but don’t
fully execute
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Get Ready Internally First

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To be successful using social technologies,
companies must first prepare and align
internal roles, processes, policies and
stakeholders with their business
objectives. Social business is a profound
change that impacts all departments in the
organization.

 Getting Your Company Ready
• Research
• Planning
• Resources
 Social Readiness Checklist and Scorecard
 Questions
Agenda
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10
Getting Your Company Ready

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Research

Demographics
e.g. Where are moms
online?
Customer profile
12
Psychographics
e.g. Who are moms
influenced by?
Source: “Digital Mom,” RazorFish and CafeMom, 2009

1. Where are your customers online?
2. What are your customers’ social behaviors
online?
3. What social information or people do your
customers rely on?
4. What is your customers’ social influence? Who
trusts them?
5. How do your customers use social technologies
in the context of your products.
Socialgraphics
13

Engagement Pyramid
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Curating
Producing
Commenting
Sharing
Watching
Map out how your
customers social
behaviors online in order
to determine what
technologies to deploy.

Community pain points
Source: Communispace
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Communispace customer
communities allow
marketers to gain insights
from their own customers

Market analysis
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Companies should constantly
measure what competitors are
doing in the social space. Here
are some examples in the hotel
industry that can be added to a
chart of industry assets.

 What is your company currently doing in the
social space? What are employees doing?
Product team, field, and support?
 Identify internal experts by hosting brown bag
lunches where anyone can share what they are
doing in the social space.
 Tip: Don’t relegate social media to Gen Y just
because they use it for personal use.
Current social audit
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Processes

Crisis response plan
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Social media triage
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Can you add
value?
Evaluate the
purpose
Respond in
kind & share
Thank the
person
Unhappy
Customer?
Dedicated
Complainer?
Comedian
Want-to-Be?
Negative
Positive
Yes No
Do you want
to respond?
No
Response
No
Yes
Take reasonable
action to fix issue
and let customer
know action taken
Are the facts
correct?
Gently correct the
facts
No
No
No
Yes
Are the facts
correct?
Does customer
need/deserve more
info?
Yes
Explain what is being
done to correct the
issue.
Yes
Is the
problem
being fixed?
Yes
Let post stand and
monitor.
No
Yes
No
Yes
Yes
Assess the
message
This framework was built using the USAF Blog
Triage. (Added this attribution post webinar)

Organizational Models

Social Business Organizational Models
Centralized

 Organic growth
 Authentic
 Experimental
 Not coordinated
 e.g. Sun
Organic
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 One hub sets rules, best
practices, procedures
 Business units undertake
own efforts
 Spreads widely around
the org
 Takes time
 e.g. Red Cross
Coordinated
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 Similar to
Coordinated but
across multiple
brands and units
 e.g. HP
Multiple hub and spoke or “Dandelion”
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 Each employee is
empowered
 Unlike Organic,
employees are
organized.
 e.g. Dell, Zappos
Holistic or “Honeycomb”
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Policies

Disclosure/ethics policy
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From Walmart Elevenmom’s
disclosure policy:
“Participation in the Walmart
Elevenmoms program is
voluntary. Participants in the
program are required to clearly
disclose their relationship with
Walmart as well as any
compensation received,
including travel opportunities,
expenses or products. In the
event that products are
received for review,
participants may keep or
dispose of product at their
discretion.

Social media policy
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Intel updates it’s Social Media policy
regularly (last in March 2010) and offers
tips and pragmatic rules of engagement
such as “Be transparent,” “Be judicious,”
and “Write what you know.”

Community policy
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SeaWorld sets boundaries
on its blog for readers. For
example, Seaworld asks for
favorite park experiences
and tips, and will not post
“foul or offensive language.”

Internal education
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Host brown bags, invite external
speakers to talk, and promote
memberships in organizations like
Social Media Club or Social Media
Business Council, as seen here.
Internal training is important to
organizational change.

Communication and collaboration
32
Sites like Yammer,
Socialtext and Socialcast
offer lightweight ways for
staff to share insights and
best practices internally.
Telligent is a more robust
enterprise-level tool.

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Resources

 Social strategist*:
• Responsible for the overall program,
including ROI.
• There may be multiple
strategists at each spoke.
 Community manager:
• Customer facing role trusted by
customers.
• Companies may have
dozens of community
managers.
Key roles
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*Look out for our research paper on the role of the Social Strategist later this year.

 Test to see that they focus on relationships,
not campaigns.
 Ask when they failed at social media – and
what they learned.
• Hire only agencies with “scar tissue.”
 Leverage agencies and have them train you in
all things social.
• Enable fast, concerted entry into the market.
 Be wary of agencies wanting to craft your
strategy – only you can do that.
Agencies
35

Customer advocates
36

 Executives:
• Approval to move forward, budget, allocate resources
 Communications:
• What new skills will they need to learn and unlearn?
 Employees:
• How will they be educated, armed, and supported?
 Legal:
• Protect employees and corporation by co-creating
policies and guidelines
Stakeholders
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Reporting
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Web analytics Community analytics

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Social Readiness Score Card
Image by randomcuriousity used with Attribution as directed by Creative Commons http://www.flickr.com/photos/randomcuriosity/3445573373/

Your social readiness score
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Your social readiness score
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Ideally, you
should be at
“4.0” for
launch.
Area of
opportunity.

Includes findings, scoring, roles, and specific recommendations
from a trusted third party.
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Full details on our checklist

Have the confidence to let go and still
inspire results
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Register for our upcoming
webinar:
“Making the Case for
Open Leadership”
Monday, April 26 at 10 am PST
http://bit.ly/openleaderweb1

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Jeremiah Owyang
jeremiah@altimetergroup.com
web-strategist.com/blog
Twitter: jowyang
Thank you
Charlene Li
charlene@altimetergroup.com
charleneli.com
Twitter: charleneli
With assistance from Christine Tran, Researcher

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Altimeter Group is a Silicon Valley-based strategy research and
consulting firm that provides companies with a pragmatic
approach to disruptive technologies. We have four areas of
focus: Leadership and Management, Customer Strategy,
Enterprise Strategy, and Innovation and Design.
Visit us at http://www.altimetergroup.com or contact
info@altimetergroup.com.
About Us

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