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

2. 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

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

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

5. Many companies do not engage with their customers Source: http://www.engagementdb.com 5 ENGAGEMENTdb ranked the world's most valuable brands based on how they leverage social media to interact with customers.

6. Many companies like the idea, but don’tfully execute 6

7. 7 Get Ready Internally First

8. 8 To be successful using social technologies, companies must first prepare and align internalroles, processes, policiesand stakeholders with their business objectives.Social business is aprofound change that impacts all departments in the organization.

9. Getting Your Company Ready Research Planning Resources Social Readiness Checklist and Scorecard Questions Agenda 9

10. 10 Getting Your Company Ready

11. Research

12. 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

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

14. Engagement Pyramid 14 Map out how your customers social behaviors online in order to determine what technologies to deploy.

15. Community pain points Source: Communispace 15 Communispace customer communities allow marketers to gain insights from their own customers

16. Market analysis 16 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.

17. 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 17

18. Processes

19. Crisis response plan 19

20. Social media triage 20 Take reasonable action to fix issue and let customer know action taken Negative Positive Yes Yes No Assess the message Evaluate the purpose Do you want to respond? Does customer need/deserve more info? Unhappy Customer? No Response Yes Are the facts correct? Gently correct the facts Yes No No No Can you add value? DedicatedComplainer? Are the facts correct? Yes Yes No No Yes Respond in kind & share Thank the person Comedian Want-to-Be? Explain what is being done to correct the issue. Is the problem being fixed? Yes No Yes This framework was built using the USAF Blog Triage. (Added this attribution post webinar) Let post stand and monitor.

21. Organizational Models

22. Social Business Organizational Models Centralized

23. Organic growth Authentic Experimental Not coordinated e.g. Sun Organic 23

24. One hub sets rules, best practices, procedures Business units undertake own efforts Spreads widely around the org Takes time e.g. Red Cross Coordinated 24

25. Similar to Coordinated but across multiple brands and units e.g. HP Multiple hub and spoke or “Dandelion” 25

26. Each employee is empowered Unlike Organic, employees are organized. e.g. Dell, Zappos Holistic or “Honeycomb” 26

27. Policies

28. Disclosure/ethics policy 28 From WalmartElevenmom’s disclosure policy: “Participation in the WalmartElevenmoms 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.

29. Social media policy 29 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.”

30. Community policy 30 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.”

31. Internal education 31 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.

32. 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.

33. Resources

34. 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 34 *Look out for our research paper on the role of the Social Strategist later this year.

35. 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

36. Customer advocates 36

37. 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 37

38. Reporting 38 Community analytics Web analytics

39. 39 Image by randomcuriousity used with Attribution as directed by Creative Commons http://www.flickr.com/photos/randomcuriosity/3445573373/ Social Readiness Score Card

40. Your social readiness score 40

41. 41 Your social readiness score Ideally, you should be at “4.0” for launch. Area of opportunity.

42. Includes findings, scoring, roles, and specific recommendations from a trusted third party. 42 Full details on our checklist

43. Have the confidence to let go and still inspire results 43 Register for our upcoming webinar: “Making the Case for Open Leadership” Monday, April 26 at 10 am PST http://bit.ly/openleaderweb1

44. 44 Thank you Charlene Li charlene@altimetergroup.com charleneli.com Twitter: charleneli Jeremiah Owyang jeremiah@altimetergroup.com web-strategist.com/blog Twitter: jowyang With assistance from Christine Tran, Researcher

45. 45 About Us 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.