The document discusses the state of social media and social business. Some key points:
- Most companies now have dedicated social media teams that are growing in size and responsibilities.
- Many companies consider themselves at an intermediate stage of social business maturity.
- Social data is being used across the entire customer journey from awareness to loyalty.
- The top challenges for social business are getting executive support, having a holistic strategy, clear metrics, and employee training.
- Seven factors for a successful social business strategy are outlined, including defining goals, establishing vision, getting support, defining a roadmap, governance, resources, and technology.
The Socially Enabled Enterprise Research Findings BriefLeader Networks
To demonstrate how organizations are leveraging social technologies and practices, Oracle, Leader Networks, and Social Media Today surveyed more than 900 marketing and technology executives from organizations around the world. The results showed that transitioning to a socially-enabled enterprise is a key priority for business executives, and also highlighted the challenges organizations need to overcome to realize the potential of social technologies.
In part one of this two part study, The Socially Enabled Enterprise, we explored the opportunities and challenges global organizations are facing in the transition to becoming socially enabled enterprises. Oracle, Leader Networks, and Social Media Today recently conducted an online survey of over 900 marketing and technology executives to understand how companies are leveraging social technologies and practices throughout their organizations.
Socially Driven Collaboration Research Study 2014 Leader Networks
What happens when Marketing and IT unite to tackle the escalating challenges that today’s
rapidly moving digital, social and mobile world bring? Collaboration brings both Marketing
and IT the potential to influence management decisions while, in tandem, add business value.
When Marketing collaborates with IT, the possibility exists for Marketing to make an impact
beyond raising awareness to improving speed to market for new products and services while
reducing project costs. In turn, IT’s collaboration with Marketing can give rise to greater
awareness of thought leadership and increase share of budget.
When collaboration happens, Marketing often leads the charge to break down the functional
silos with IT. And even though Marketing is making progress, it faces strong headwinds as it
attempts to advance collaboration within the company.
To get a better understanding of the state of collaboration between Marketing and IT, Oracle
commissioned Social Media Today and Leader Networks to field a study to investigate the
changing relationship between these functional teams. Responses were gathered from 662
Marketing and 263 IT leaders from more than 500 organizations around the world.
Companies are not created equal when it comes to social media maturity. In its latest research, Altimeter Group’s Charlene Li and Brian Solis uncovered a distinct gap between organizations that execute social media strategies and those that are truly a “social business.” On one side, there are businesses (specifically departments) that are actively investing in social media without being tied to business goals. On the other side are organizations that are deeply integrating social media and social methodologies throughout the company to drive real business impact.
As companies mature in social, Altimeter Group found a natural progression through six distinct stages: Planning, Presence, Engagement, Formalized, Strategic, and Converged. In “The Evolution of Social Business,” readers will find common guiding success factors for organizations achieving success in each social business maturity stage, as well as prescriptive recommendations and checklists to grow to the next level of maturity.
Key findings from Altimeter's benchmark report on social business
DOWNLOAD THE COMPLETE REPORT:
http://www.altimetergroup.com/2015/07/new-research-the-2015-state-of-social-business-priorities-shift-from-scaling-to-integrating/
Social Marketing Analytics: A New Framework for Measuring Results in Social M...John Lovett
This collaborative research effort by Web Analytics Demystified and Altimeter Group represents the latest thinking on measuring social media.
The paper includes four social business objectives that can be used to understand the impact of your social marketing initiatives and aligns Key Performance Indicators to these objectives. The result is a solid framework that companies can adopt to begin measuring social marketing efforts.
The average enterprise-class company owns 178 social accounts, while 13 departments — including marketing, human resources, field sales, and legal — are actively engaged in social media. Yet social data are still largely isolated from business-critical enterprise data collected from Customer Relationship Management (CRM), Business Intelligence (BI), market research, and other sources. In this report, industry analyst Susan Etlinger demonstrates how leading organizations are deriving actionable intelligence from a holistic view of social and enterprise data, the challenges and opportunities in doing so, and the criteria required to achieve social intelligence maturity.
Achieving momentum for a social business strategy for many organizations is challenging
enough, but execution is often fraught with unanswered questions: Who owns social? How are key decisions made? How do we organize to execute social?
In this report, we define a social business governance system of 4 P’s: people, policies, processes, and practices. We use that framework to provide a maturity model to assess where you are, and we include best practices, policy templates, and a decision-making matrix that you can use to define Social Business Governance (SBG) that will help you both achieve the potential of your strategy and manage risk.
Download the full report at: http://goo.gl/y2uiKR
The Socially Enabled Enterprise Research Findings BriefLeader Networks
To demonstrate how organizations are leveraging social technologies and practices, Oracle, Leader Networks, and Social Media Today surveyed more than 900 marketing and technology executives from organizations around the world. The results showed that transitioning to a socially-enabled enterprise is a key priority for business executives, and also highlighted the challenges organizations need to overcome to realize the potential of social technologies.
In part one of this two part study, The Socially Enabled Enterprise, we explored the opportunities and challenges global organizations are facing in the transition to becoming socially enabled enterprises. Oracle, Leader Networks, and Social Media Today recently conducted an online survey of over 900 marketing and technology executives to understand how companies are leveraging social technologies and practices throughout their organizations.
Socially Driven Collaboration Research Study 2014 Leader Networks
What happens when Marketing and IT unite to tackle the escalating challenges that today’s
rapidly moving digital, social and mobile world bring? Collaboration brings both Marketing
and IT the potential to influence management decisions while, in tandem, add business value.
When Marketing collaborates with IT, the possibility exists for Marketing to make an impact
beyond raising awareness to improving speed to market for new products and services while
reducing project costs. In turn, IT’s collaboration with Marketing can give rise to greater
awareness of thought leadership and increase share of budget.
When collaboration happens, Marketing often leads the charge to break down the functional
silos with IT. And even though Marketing is making progress, it faces strong headwinds as it
attempts to advance collaboration within the company.
To get a better understanding of the state of collaboration between Marketing and IT, Oracle
commissioned Social Media Today and Leader Networks to field a study to investigate the
changing relationship between these functional teams. Responses were gathered from 662
Marketing and 263 IT leaders from more than 500 organizations around the world.
Companies are not created equal when it comes to social media maturity. In its latest research, Altimeter Group’s Charlene Li and Brian Solis uncovered a distinct gap between organizations that execute social media strategies and those that are truly a “social business.” On one side, there are businesses (specifically departments) that are actively investing in social media without being tied to business goals. On the other side are organizations that are deeply integrating social media and social methodologies throughout the company to drive real business impact.
As companies mature in social, Altimeter Group found a natural progression through six distinct stages: Planning, Presence, Engagement, Formalized, Strategic, and Converged. In “The Evolution of Social Business,” readers will find common guiding success factors for organizations achieving success in each social business maturity stage, as well as prescriptive recommendations and checklists to grow to the next level of maturity.
Key findings from Altimeter's benchmark report on social business
DOWNLOAD THE COMPLETE REPORT:
http://www.altimetergroup.com/2015/07/new-research-the-2015-state-of-social-business-priorities-shift-from-scaling-to-integrating/
Social Marketing Analytics: A New Framework for Measuring Results in Social M...John Lovett
This collaborative research effort by Web Analytics Demystified and Altimeter Group represents the latest thinking on measuring social media.
The paper includes four social business objectives that can be used to understand the impact of your social marketing initiatives and aligns Key Performance Indicators to these objectives. The result is a solid framework that companies can adopt to begin measuring social marketing efforts.
The average enterprise-class company owns 178 social accounts, while 13 departments — including marketing, human resources, field sales, and legal — are actively engaged in social media. Yet social data are still largely isolated from business-critical enterprise data collected from Customer Relationship Management (CRM), Business Intelligence (BI), market research, and other sources. In this report, industry analyst Susan Etlinger demonstrates how leading organizations are deriving actionable intelligence from a holistic view of social and enterprise data, the challenges and opportunities in doing so, and the criteria required to achieve social intelligence maturity.
Achieving momentum for a social business strategy for many organizations is challenging
enough, but execution is often fraught with unanswered questions: Who owns social? How are key decisions made? How do we organize to execute social?
In this report, we define a social business governance system of 4 P’s: people, policies, processes, and practices. We use that framework to provide a maturity model to assess where you are, and we include best practices, policy templates, and a decision-making matrix that you can use to define Social Business Governance (SBG) that will help you both achieve the potential of your strategy and manage risk.
Download the full report at: http://goo.gl/y2uiKR
In June 2010, Gatorade unveiled its “Mission Control Center,” and in December of that year Dell announced its “Social Media Command Center.” Since then, organizations such as Hendrick Motorsports, The Oregon Ducks, Symantec and others have discussed how they use their social media command centers to listen to hundreds of thousands—even millions—of posts, interact with fans and customers, solve service issues and surface trends, risks and opportunities.
To learn more about the state of social media command centers, Altimeter Group spoke with three organizations — MasterCard, eBay, and Wells Fargo Bank — and found significant variations in objectives, priorities and technology for the command centers, but similarities in strategic focus and business planning.
In this report, Altimeter analyst Susan Etlinger presents findings, case studies, and expert recommendations for evaluating, building or fine-tuning a Social Media Command Center.
For more information about this report, please visit: bit.ly/evolution-of-smcc.
Data is of no use if you don’t know what to do with it. 2013 will see brands increasingly looking for social media data analysts who understand what to do with big data and how to use it for business results.
Infosys Insights: Improving effectiveness of social media strategyInfosys
It has always been challenging for businesses to determine the right resource allocation for the successful implementation of a social media strategy. Many organizations find it hard to improve the effectiveness of a social media strategy in promoting brands and increasing revenues. An iterative quantification framework, the right tools, and the ability to quantify key business relationships are critical in increasing a strategy’s effectiveness.
StrongMail Altimeter Social Forecast PresentationStrongView
As the field of social media marketing continues to grow and evolve, social media strategists are trying to determine where to invest their growing budgets for maximum impact. This webinar will explore the key goals and priorities of social media marketers in 2010 and how those priorities are shifting in 2011.
Join industry expert Jeremiah Owyang to learn where large enterprises are focusing their social media marketing budgets in 2011, as well as spending priorities based on the maturity of their social programs.
Understand Your Customers' Social BehaviorsCharlene Li
Introduction to socialgraphics and the Engagement Pyramid, a way to understand your customers in addition to traditional demographics, psychographics, etc. Research forms the foundation for your social strategy. Presented by Charlene Li and Jeremiah Owyang, Altimeter Group, on January 20, 2010. Recording is also available at blog.altimetergroup.com.
How should employees be part of my marketing mix? Can I extend the reach of my brand’s messages through employees in social media? Can I drive increased engagement of employees at work? Does the shift of social media from organic messaging to paid advertising concern you? Will there be a time when my employees will carry my messages further than our brand's social pages? If so, this research report is for you.
This presentation includes Altimeter Group research first shared in two previously published artifacts. We are publishing this research in the form of a PowerPoint presentation so that you can use and share our Open Research within your own presentations. The quotes in this presentation are from social strategists and executives interviewed for the e-book, The Seven Success Factors of Social Business Strategy (available at: http://bit.ly/7-success-factors). The data charts in this presentation are from the report, The State of Social Business 2013: The Maturing of Social Media into Social Business (available at: http://bit.ly/ssb-2013). Data is based on Altimeter Group’s annual survey of social strategists and executives, from 2010-2013.
Every day, enterprises across the globe are engaged in two key activities: delivering effectual effects and building decisions that create impact. If you are in the big business of building enterprises that will be more valuable in future than present your decisions need to be driven by smarter data.
Companies today are witnessing a huge explosion in data availability - 90% of the world’s data was formed in the most recent years. Structured, semi- structured and unstructured data across internal business systems and external sources like social
media, market data and syndicated study are now creating an incredible opportunity to construct insights, therefore leading to intelligent decisions. However, as this data is generally available to an enterprise’s competitive set, only those who have a vision for
leveraging this intellect and are adept will eventually out-compete others.
According to Altimeter Group research, the average enterprise-class company owns 178 social media accounts, while 13 departments—from marketing to customer support to legal-- actively engage in social media.
Yet social media— and as a result, social data— are still largely isolated from business-critical enterprise data sourced from platforms such as Customer Relationship Management, Business Intelligence and market research.
This lack of a holistic view of social signals in the context of other enterprise and external data can lead to partially-informed decisions, missed opportunity, and increased risk and cost, as the organization makes decisions without the benefit of critical input from external constituencies.
In this Altimeter Group research report reflecting input from 35 enterprise-class organizations and technology ecosystem contributors, industry analyst Susan Etlinger lays out an imperative for Social Data Intelligence, identifying key dimensions that organizations must understand, pragmatic steps they can take toward mature integration, and how successful businesses are already using social data in the context of other critical enterprise data to drive measurable value throughout the organization.
The power of brand advocates.
Do you know other great Brand Advocacy Cases?
Let us know and we’ll add them to this presentation!
Be sure to check out the other presentations we gave at our LBi Client Afternoon.
Five Questions To Ask About Social Media ROIAndrew Jenkins
The fact that incorporating social media into sales and marketing can generate return on investment has been and continues to be proven. Just search “social media ROI” or “proof that social media marketing works” and you will have plenty of proof. That’s not the problem. The problem is the question about ROI is still being asked, and it’s because many people are still unclear about how to measure ROI and not about whether they can prove it can be measured.
That confusion is why the following five questions are so important when it comes to understanding where to start, what to focus on, and what meaningful social media ROI looks like. Many organizations start in the wrong place or focus on the wrong metrics. Hopefully the following will prove helpful.
Presentation by Social Snap CEO Nan Dawkins at SMX-2012 in Las Vegas, NV, showing ways that advanced analytic tools such as Social Snap can build a strong quantitative case for proving ROI from your social media campaigns.
An in-depth social media study conducted by FedEx and Ketchum of more than 60 well-known companies has found that significant changes are on the horizon for the way companies will use social media tools to communicate internally. The study also examines programming, team structure and budgeting trends, including how companies are increasingly working across functions to ensure collaboration on social media projects. Interviewees also discuss why some are eager to take a leadership role in social media while others are comfortable in a more general participatory mode.
In June 2010, Gatorade unveiled its “Mission Control Center,” and in December of that year Dell announced its “Social Media Command Center.” Since then, organizations such as Hendrick Motorsports, The Oregon Ducks, Symantec and others have discussed how they use their social media command centers to listen to hundreds of thousands—even millions—of posts, interact with fans and customers, solve service issues and surface trends, risks and opportunities.
To learn more about the state of social media command centers, Altimeter Group spoke with three organizations — MasterCard, eBay, and Wells Fargo Bank — and found significant variations in objectives, priorities and technology for the command centers, but similarities in strategic focus and business planning.
In this report, Altimeter analyst Susan Etlinger presents findings, case studies, and expert recommendations for evaluating, building or fine-tuning a Social Media Command Center.
For more information about this report, please visit: bit.ly/evolution-of-smcc.
Data is of no use if you don’t know what to do with it. 2013 will see brands increasingly looking for social media data analysts who understand what to do with big data and how to use it for business results.
Infosys Insights: Improving effectiveness of social media strategyInfosys
It has always been challenging for businesses to determine the right resource allocation for the successful implementation of a social media strategy. Many organizations find it hard to improve the effectiveness of a social media strategy in promoting brands and increasing revenues. An iterative quantification framework, the right tools, and the ability to quantify key business relationships are critical in increasing a strategy’s effectiveness.
StrongMail Altimeter Social Forecast PresentationStrongView
As the field of social media marketing continues to grow and evolve, social media strategists are trying to determine where to invest their growing budgets for maximum impact. This webinar will explore the key goals and priorities of social media marketers in 2010 and how those priorities are shifting in 2011.
Join industry expert Jeremiah Owyang to learn where large enterprises are focusing their social media marketing budgets in 2011, as well as spending priorities based on the maturity of their social programs.
Understand Your Customers' Social BehaviorsCharlene Li
Introduction to socialgraphics and the Engagement Pyramid, a way to understand your customers in addition to traditional demographics, psychographics, etc. Research forms the foundation for your social strategy. Presented by Charlene Li and Jeremiah Owyang, Altimeter Group, on January 20, 2010. Recording is also available at blog.altimetergroup.com.
How should employees be part of my marketing mix? Can I extend the reach of my brand’s messages through employees in social media? Can I drive increased engagement of employees at work? Does the shift of social media from organic messaging to paid advertising concern you? Will there be a time when my employees will carry my messages further than our brand's social pages? If so, this research report is for you.
This presentation includes Altimeter Group research first shared in two previously published artifacts. We are publishing this research in the form of a PowerPoint presentation so that you can use and share our Open Research within your own presentations. The quotes in this presentation are from social strategists and executives interviewed for the e-book, The Seven Success Factors of Social Business Strategy (available at: http://bit.ly/7-success-factors). The data charts in this presentation are from the report, The State of Social Business 2013: The Maturing of Social Media into Social Business (available at: http://bit.ly/ssb-2013). Data is based on Altimeter Group’s annual survey of social strategists and executives, from 2010-2013.
Every day, enterprises across the globe are engaged in two key activities: delivering effectual effects and building decisions that create impact. If you are in the big business of building enterprises that will be more valuable in future than present your decisions need to be driven by smarter data.
Companies today are witnessing a huge explosion in data availability - 90% of the world’s data was formed in the most recent years. Structured, semi- structured and unstructured data across internal business systems and external sources like social
media, market data and syndicated study are now creating an incredible opportunity to construct insights, therefore leading to intelligent decisions. However, as this data is generally available to an enterprise’s competitive set, only those who have a vision for
leveraging this intellect and are adept will eventually out-compete others.
According to Altimeter Group research, the average enterprise-class company owns 178 social media accounts, while 13 departments—from marketing to customer support to legal-- actively engage in social media.
Yet social media— and as a result, social data— are still largely isolated from business-critical enterprise data sourced from platforms such as Customer Relationship Management, Business Intelligence and market research.
This lack of a holistic view of social signals in the context of other enterprise and external data can lead to partially-informed decisions, missed opportunity, and increased risk and cost, as the organization makes decisions without the benefit of critical input from external constituencies.
In this Altimeter Group research report reflecting input from 35 enterprise-class organizations and technology ecosystem contributors, industry analyst Susan Etlinger lays out an imperative for Social Data Intelligence, identifying key dimensions that organizations must understand, pragmatic steps they can take toward mature integration, and how successful businesses are already using social data in the context of other critical enterprise data to drive measurable value throughout the organization.
The power of brand advocates.
Do you know other great Brand Advocacy Cases?
Let us know and we’ll add them to this presentation!
Be sure to check out the other presentations we gave at our LBi Client Afternoon.
Five Questions To Ask About Social Media ROIAndrew Jenkins
The fact that incorporating social media into sales and marketing can generate return on investment has been and continues to be proven. Just search “social media ROI” or “proof that social media marketing works” and you will have plenty of proof. That’s not the problem. The problem is the question about ROI is still being asked, and it’s because many people are still unclear about how to measure ROI and not about whether they can prove it can be measured.
That confusion is why the following five questions are so important when it comes to understanding where to start, what to focus on, and what meaningful social media ROI looks like. Many organizations start in the wrong place or focus on the wrong metrics. Hopefully the following will prove helpful.
Presentation by Social Snap CEO Nan Dawkins at SMX-2012 in Las Vegas, NV, showing ways that advanced analytic tools such as Social Snap can build a strong quantitative case for proving ROI from your social media campaigns.
An in-depth social media study conducted by FedEx and Ketchum of more than 60 well-known companies has found that significant changes are on the horizon for the way companies will use social media tools to communicate internally. The study also examines programming, team structure and budgeting trends, including how companies are increasingly working across functions to ensure collaboration on social media projects. Interviewees also discuss why some are eager to take a leadership role in social media while others are comfortable in a more general participatory mode.
[Report] The State of Social Business 2013: The Maturing of Social Media into...Brian Solis
Altimeter Group conducts regular social business surveys to learn how social media is evolving within enterprise organizations. Analysis of survey results between 2010-2013 reveal that social media is extending deeper into organizations and, at the same time, strategies are maturing. What was previously a series of initiatives driven by marketing and PR is now evolving into a social business movement that looks to scale and integrate social across the organization. The following report reveals how businesses are expanding social efforts and investments. As social approaches its first decade of enterprise integration, we still see experimentation in models and approach. There is no one way to become a social business. Instead, social businesses evolve through a series of stages that ultimately align social media strategies with business goals.
While many leading companies have the building blocks in place to participate in and leverage social media, many are pausing and asking deeper questions around how they can best evolve and transform their technology systems and operating processes in order to maximize the benefits social media offers.
The Way to a True End-to-End Social Media-Centric EnterpriseCognizant
To ride the social media wave and cash in on emerging opportunities across the organization, enterprises need to establish the processes, frameworks and workflows on which social media drives business transformation.
Questions for business:
-How much is your business, as a whole, spending on social media related activity?
-What innovations is it hoping to achieve?
-And what is the return on investment?
If you don’t know the answers to these vital questions you are in need of a Social Media Audit. We can help.
Social media contributes value to interactive marketing programs in many ways — but measuring
that value is difficult. The sheer volume of social media metrics can quickly become overwhelming
and distracting for key stakeholders. To keep your team focused, you must become the hub of
your company’s social media marketing reporting and create standardized reporting templates and
frequencies for different types of stakeholders: frequent reporting of digital metrics to community
managers and social media strategists, per-campaign or annual reporting of branding and trial metrics
to other marketing team members, and quarterly or annual reporting of financial metrics to executives
Gartner webinar social media analytics 23.10.2014Irene Ventayol
Virtually every modern marketer has a presence in social channels, and many use social listening tools to monitor what people say about their brands. Yet despite being a maturing discipline, social analytics remains stubbornly difficult and frustrating to apply. How much is a Facebook fan worth? Does it matter that your "net sentiment" is in the single digits? Your "share of voice" on Twitter is down this week – should you panic? This presentation focuses on the social analytics vendors, techniques, metrics and cases that can help you most.
The 2013 Social Business Benchmark Preliminary FindingsLeader Networks
Explore the details from the 2013 Social Business Benchmark Study in this Preliminary Findings Report. Increasing, organizations are using social business to impact core operations and show business value.
Social@Ogilvy and OgilvyOne thought-leadership on unlocking engagement opportunities across the customer journey.
This research aims to answer a simple question. Do visible Social programmes undertake the fundamental Customer Engagement activities that drive sales, loyalty and advocacy?
5. That percentage (of companies with a dedicated social
media team) has increased in the last two years
Q. Does your company have a dedicated social media team that serves the
entire company or division as a shared resource?
Source: Altimeter Group Survey of Digital Strategists, Q2-3 2013 (n=65); and Q2 2011 (n=144)
33%
67%
22%
78%
Not yet Yes, at the corporate level and/or division level
2011
2013
6. 79% of companies have a dedicated team to
serving social (at the corporate and/or division
level)
43%
14%
22%
22% Yes, at the corporate level
Yes, at the division level
Yes, at the corporate and
division level
Not yet
Q. Does your company have a dedicated social media team that serves the
entire company or division as a shared resource?
Source: Altimeter Group Survey of Digital Strategists, Q2-3 2013 (n=65);
Percentages do not add up to 100% due to rounding.
7. Dedicated Social Media Teams grow in size
Role Average # Employees 2011 Average # Employees 2013
Social Strategist 1.5 1.6
Business Unit Liaison 1.5 1.7
Content Strategist N/A 1.7
Education/Training
Manager .5 0.8
Community Manager 3 2.5
Web Developer 1.5 3.4
Social Media Manager 2 2.2
Social Analyst 1 1.6
Total 11 15.6
Source: Altimeter Group Survey of Digital Strategists, Q2-3 2013 (n=51); ; and Q2 2011 (n=93)
Q. How many full-time or full-time equivalent employees make up this
dedicated social media team? (Answer for the team(s) you are most familiar
with.)
8.
9. Most enterprises characterize themselves as
Intermediate in social business maturity
6%
25% 26% 26%
14%
3%
Stage 1:
Planning
Stage 2:
Presence
Stage 3:
Engagement
Stage 4:
Formalized
Stage 5:
Strategic
Stage 6:
Converged
Q. How would you characterize where your organization is in its social
business evolution?
Source: Altimeter Group Survey of Digital Strategists, Q2-3 2013 (n=65)
10. Social data aids marketers across the entire
customer journey
88%
59%
41%
68%
59%
r prospects' awareness of our brand, product, or servicesideration: Customer or prospects' evaluation process, of our brand and our competitorsTransaction/Conversion: Impact on transaction or conversionExperience: Customer's experience with the product or service, including customer servLoyalty: Potential for customers' experience to create bran
Q. At which of the following points is social data used to better understand
your customers' decision making process? (Select all that apply)
Source: Altimeter Group Survey of Digital Strategists, Q2-3 2013 (n=35)
11. Social Business Program a primary driver of brand
experience improvement
Q. Which of the following outcomes can you attribute to your social business
program in the last 12 months?
18%
19%
24%
45%
45%
53%
29%
37%
35%
26%
23%
23%
52%
42%
39%
29%
29%
21%
Innovation: Increase in product R&D
and innovation
Operational Efficiency: Reduction in
company expenses, e.g. customer…
Revenue Generation: Increase in
actual product…
Brand Health: Improvement in
attitudes, conversation, and…
Customer Experience: Improvement
in relationship with…
Marketing Optimization: Improvement
in effectiveness of marketing…
We have formalized
metrics that show
positive outcomes
We have not been able
to tie this to positive
outcomes
We do not formally
measure this yet
53%
45%
45%
24%
19%
18%
Source: Altimeter Group Survey of Digital Strategists, Q2-3 2013 (n=65)
14. 52%
Top executives who are informed, engaged, and
aligned with their company‟s social strategy
Source: Altimeter Group. Social Business Survey, Q4 2012.14
15. At least 13 different business units may deploy social media
7.8%
9.4%
10.9%
14.1%
14.8%
16.4%
16.4%
28.9%
35.2%
36.7%
39.8%
65.6%
73.4%
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0%
Market Research
Legal
Executive
IT
Customer/User experience
Advertising
Product development/R&D
HR
Social Media
Digital
Customer Support
Corporate Communications/PR
Marketing
"In which of the following departments are there dedicated people
(can be less than one FTE) executing social?"
Source: Altimeter Group. Social Business Survey, 2012.
16. 26%Companies that approach social media
holistically, with business units operating
against an enterprise vision and strategy
Source: Altimeter Group. Social Business Survey, Q4 2012.16Source: Altimeter Group. Social Business Survey, Q4 2012.
17. 34%Social marketers who agree that their
organizations use clear metrics to associate
social activities with business outcomes
Source: Altimeter Group. Social Business Survey, Q4 2012.
19. More than 80% have yet to fully integrate social
data with other enterprise data sets
7%
11%
45%
36%
Yes, it is deeply integrated with 4+ data setsYes, it is deeply integrated with 1-3 data setsNo, it is not integrated but we view it in conjunction with other dataNo, it is completely separate at this time
Q. Do you currently integrate social data with other enterprise data within your
business?
Source: Altimeter Group Survey of Digital Strategists, Q2-3 2013 (n=62)
20. 29%Companies that measure the financial
impact of their social media efforts
Source: Altimeter Group. Social Business Survey, Q4 2012.20Source: Altimeter Group. Social Business Survey, Q4 2012.
21. 27%Companies that say their employees are
aware and trained on their company‟s
social media usage policies
Source: Altimeter Group. Social Business Survey, Q4 2012.
22. 37%Companies that rate their employees‟
knowledge of social media usage and
related policies as “poor” or “very poor”
Source: Altimeter Group. Social Business Survey, Q4 2012.22Source: Altimeter Group. Social Business Survey, Q4 2012.
23. If you want to bring about the true
promise of social media…
stop talking about social media
26. More than 88% of consumers are influenced by other
consumers‟ online comments. Source: Econsultancy.com
27. One social customer will tell 42 people about an
experience they have had with a company. Source:
AmericanExpress
28. 88%of consumers are less likely to buy from
companies that ignore complaints and
questions on social media
Source: Altimeter Group. Social Business Survey, Q4 2012.28Source: Salesforce.com
29. Loyal customers that
engage with companies
over social media spend
20% to 40% more
money with those
companies than other
customers.
As consumption habits
shift, brands require media
ubiquity
Source: Bain & Company
30.
31.
32. Martha Hayward, VP Social Media for Fidelity Investments
In the future, there shouldn‟t be a
“social strategy;”
there will just be a strategy for
customer experience.
35. The first and most principled thing to do is a
“voice of the customer” study. How can you
decide what to do in social if you don‟t
understand what your customers do with it?
Andy Markowitz, Director of Global Strategy for GE
37. Success Factor #1:
Define the Overall Business Goals
Explore how social media
strategies create direct or
ancillary impact on business
objectives. What are you trying
to accomplish, and how does it
communicate value to those
who don‟t understand social?
38. Success Factor #2:
Establish the Long-Term Vision
Articulate a vision for
becoming a social business
and the value that will be
realized internally among
stakeholders and
externally to customers
(and shareholders).
39. Success Factor #3:
Get Executive Support
Social media often exists in
its own marketing silo. At
some point, it must expand to
empower the rest of the
business. To scale takes the
support of key executives and
their interests lie in business
value and priorities.
40. Success Factor #4:
Define the Strategy Roadmap and Identify Initiatives
Once you have your vision and
you‟re in alignment on business
goals, you need a plan that
helps you bring everything to
life. A strategic social business
roadmap looks out three years
and aligns business goals with
social media initiatives across
the organization.
41. Success Factor #5:
Establish Governance and Guidelines
Who will take responsibility for
social strategy and lead the
development of an
infrastructure to support it?
You‟ll need help. Form a „hub”
or CoE to prioritize
initiatives, tackle guidelines
and processes, and assign
roles and responsibilities.
42. Success Factor #6:
Secure Staffing, Resources, and Funding
Determine where resources are best
applied now and over the next three
years. Think scale among agencies
but also internally to continually take
your strategy and company to the
next level. Train staff on
vision, purpose, business value
creation, and metrics/reporting to
ensure a uniform approach as you
grow business value and priorities.
43. Success Factor #7:
Invest in Technology That Supports Objectives
Ignore the shiny object
syndrome. Resist
significant investments until
you better understand how
social technology enables
or optimizes your strategy.
44. 1) Be clear on what you want the outcome to be, and
then structure support properly.
2) Invest in people and resources to make sure it‟s not
a one-time hit. Only take on as much as you can
continue to actively support.
3) Tie it to what‟s core to your company and for the
consumer in your space.
Julie Bornstein, SVP Digital, Sephora
45. The promise of social business is
how we introduce people back into
business…
It‟s how we work
It‟s how we communicate
It‟s how we collaborate
It‟s how we connect
It‟s how we build community and relationships
46. It‟s no longer about B2B or B2C
Social business introduces the 5th P
into the marketing mix to usher in
an era of P2P –
People to People
47. Return on Experience:
The future of marketing
and engagement lies in
creating shareable
experiences –
It starts with a
vision, mission, and a
purpose. This becomes
the core of what you will
fight for.
Editor's Notes
(Terms range from "Center of Excellence," "Social Media Resource Center," or "Social Media Group.")Yes, at Corp AND/OR Division-level79%No22%
(Terms range from "Center of Excellence," "Social Media Resource Center," or "Social Media Group.")Yes, at Corp AND/OR Division-level79%No22%
Stage 1: Planning - Listening and learning to ensure strong foundation of strategy and resource development, and organizational alignment, and execution. Do not currently have a significant presence in social media channels.Stage 2: Presence - Staking claim and moving from planning to action, establishing a formal and informed presence in social media.Stage 3: Engagement - Making a commitment where social becomes critical to relationship-building along the entire customer lifecycle.Stage 4: Formalized - Organizing for scale in social deployment and engagement across multiple departments, business units, and sub-brands.Stage 5: Strategic - Becoming a social business; social initiatives are gaining visibility through business impact. Social methodologies and technologies become integrated across functions.Stage 6: Converged - Business is social; social media strategies weave into the fabric of an evolving organization driven by a vision of improving customer and employee relationships and experiences.
Stage 1: Planning - Listening and learning to ensure strong foundation of strategy and resource development, and organizational alignment, and execution. Do not currently have a significant presence in social media channels.Stage 2: Presence - Staking claim and moving from planning to action, establishing a formal and informed presence in social media.Stage 3: Engagement - Making a commitment where social becomes critical to relationship-building along the entire customer lifecycle.Stage 4: Formalized - Organizing for scale in social deployment and engagement across multiple departments, business units, and sub-brands.Stage 5: Strategic - Becoming a social business; social initiatives are gaining visibility through business impact. Social methodologies and technologies become integrated across functions.Stage 6: Converged - Business is social; social media strategies weave into the fabric of an evolving organization driven by a vision of improving customer and employee relationships and experiences.
Awareness: Customer or prospects' awareness of our brand, product, or serviceConsideration: Customer or prospects' evaluation process, of our brand and our competitorsTransaction/Conversion: Impact on transaction or conversionExperience: Customer's experience with the product or service, including customer serviceLoyalty: Potential for customers' experience to create brand affinity, advocacy, loyaltyAt which of the following points is social data used to better understand your customers' decision making process? (Select all that apply)
Which of the following outcomes can you attribute to your social business program in the last 12 months?
IMPORTANT
This is an interesting data point. Companies seem to be overconfident in the idea that their social media efforts are connected to business outcomes (or at least the executives fielding the survey) – when you break into the data further, you can see the data points we just reviewed prove the contrary.
In the future, there shouldn’t be a ‘social strategy,’ there will just be a strategy for customer experience.
First and most principled thing to do is a voice of the customer or insight study. How can you decide what to do in social if you don’t understand what your customers do with it?
Businesses that uncover the gap between business objectives, social media strategies, and internal challenges and opportunities will open dialogue that both closes the gaps and creates alignment.
Goals are not enough. You need a long-term vision that communicates to all stakeholders why this journey is taking place. This covers future customer, employee, and stakeholder relationships and experiences to come as a result of a social strategy.
ARAMARK VP Consumer Strategies: “Get all stakeholders involved from the beginning, and make them as knowledgeable as possible. Let them take ownership…Remember: It’s a change management challenge as much as anything else.”
Less than half of orgs surveyed had a detailed roadmap that extends longer than a year. Absent was: 1) How initiatives created business value; 2) long-term planning on investments; 3) an iterative process to re-evaluate initiativesThe heart of the matter is simple: Prioritize what you will and won’t do.
Most organizations have ad hoc approach to managing social, with most knowledge residing in a small group. Building and socializing clear processes while instilling discipline become key criteria for success. Training must be available AND an organizational priority.
Overtime, it’s crucial to lean away from agency support and develop more mature capabilities in house. These individuals will lead strategy and create internal alignment.
Jumping immediately into technology selection and implementation without a strategy, roadmap, or organization in place is ill-advised – you may get stuck with a listening platform or SMMS that doesn’t meet your business requirements at scale.
“You need to be clear on what you want the outcome to be, and then structure it right to support it properly. This requires an investment in people and resources to make sure it’s not a one-time hit. … Only take on as much as you can continue to actively support, and tie it to what’s core to your company for the consumer in your space.”
“You need to be clear on what you want the outcome to be, and then structure it right to support it properly. This requires an investment in people and resources to make sure it’s not a one-time hit. … Only take on as much as you can continue to actively support, and tie it to what’s core to your company for the consumer in your space.”