The document discusses best practices for building a social business by aligning social media approaches with business goals. It covers the basics of using social media externally for marketing, sales and customer service, and internally for collaboration. It also discusses different organizational models for social media management and provides tips on planning, gaining buy-in, and addressing challenges. The overall message is that companies should define goals, identify supporting social use cases, and align their culture and approaches to effectively leverage social media.

1. Building
a
Social
Business
Best
prac5ces
for
aligning
social
approaches
with
your
company’s
goals
David
Meiselman
VP
of
Digital
Marke5ng,
Ac5fio
@dmeiselman
The
views
expressed
in
this
presenta5on
are
my
own.

2. Agenda
• Intros
–
How
do
you
currently
use
social
media?
• The
basics
–
external
and
internal
use
cases.
• Social
strategies
–
aligning
your
use
cases
with
business
goals.
• Social
models
–
aligning
your
people
to
your
use
cases.
• Wrap
up
and
discussion
of
what
works.
• This
is
not
about
tools
and
tac5cs.
It’s
about
developing
strategies
and
uses
that
align
with
your
business
goals.

3. • A
career
in
tech
marke5ng
and
web
strategy
• Startups
and
Fortune
500
• Building
digital
at
Ac5fio
• Led
social
strategy
for
Hanover
Insurance
• Built
1
Million+
social
community
for
language
learners
• Enterprise
soSware
sales
and
marke5ng
My Perspective: 20+ years in marketing

4. Why are you social?

5. Exercise # 1
Current
levels
of
social
media
usage
in
class
–
personal
v.
business.
1.
What
do
you
use
personally?
2.
What
do
you
do
for
your
business?
3.
What
are
your
top
business
goals/needs
and
how
is
social
business
currently
helping
you
to
get
there?

6. Social Basics

7. Origins of Social Media = Web2.0 Interaction
Places
PlaXorms
• Changes in what the web makes
possible.
• If Web1.0 = publishing, then
Web2.0 = participation.
• Web2.0 moved from:
• Info Access à Rich Internet Apps
• Apps à Platforms
• Content à Conversations
• Web Pages à Distributed Content
• Browsing à Following
• Communicating à Collaborating
• Platforms make content and functions
multi “site” and multi-device.

8. Interactivity Led to Changed Expectations
• Not enough to just consume. People
want to interact and contribute.
• People expect to comment and
converse.
• Messages cease to be outbound
statements, but rather they become
part of conversations.
• This freaked some marketers out, but
it’s really a good thing – conversations
make a greater impact than stand
alone messages.

9. Basic Nature of A Social Business
Responsive - Interactive - Human

10. What Do We Mean By A Social Business?
• Leverages
social
plaXorms
to
share
informa5on,
engage
in
conversa5on,
and
build
rela5onships.
• Engages
and
has
human
interac5ons
(at
scale).
• Social
interac5ons
both
externally
and
internally.

11. External Use Cases for Social Media
1. Fundamental
–
building
rela5onships
with
target
audiences.
• Scalable
In5macy
(see
@miketrap).
2. Marke5ng
• Crea5ng
brand
advocates.
• Growing
an
audience
.
• Telling
your
story.
3. Sales
–
the
ul5mate
use
case,
but
not
how
you
might
think.
4. Service
–
human
and
responsive,
where
and
how
the
customer
wants
and
lives.

12. Internal Use Cases for Social Collaboration
1. Enterprise
2.0
and
collec5ve
intelligence.
2. Project
coordina5on.
3. Knowledge
management
and
informa5on
flow.
4. Collabora5ve
content
development.
5. Social
intranets
and
extranets
(partners).
6. New
hire
assimila5on.

13. Exercise # 2
How
can
social
use
cases
align
to
your
business
goals
and
objec5ves?
1.
List
your
3
top
pressing
goals/needs.
2.
For
each
one,
define
an
external
social
and
an
internal
collabora5on
use
case
or
approach
that
can
support
your
achieving/mee5ng
it.

14. Social Models

15. Don’t assume all people get this stuff.
• Wide
range
in
social
proficiency
• Huge
difference
between
keeping
up
with
friends
on
FB
and
leveraging
mul5ple
social
networks
and
collabora5on
tools
for
business
purposes.

16. The Culture Thing
• Closed
&
conserva5ve
vs.
open
&
progressive.
• Command
&
control
vs.
individual
empowerment.
• Guarding
informa5on
vs.
crea5ng
it
in
the
open.
• There
is
no
correct
approach,
but
the
approach
must
match
the
basic
corporate
culture.
• Much
of
social
adop5on
is
a
cultural
issue
for
many
companies.

17. Social Media Organizational Models
Source:
Al5meter
Group

18. Planning Your Approach
• Align
your
culture
and
choose
your
model.
• Build
social
proficiency
and
move
inside
out.
• Involve
stakeholders
and
plan
responsibili5es.
• Don’t
leave
it
to
chance.
Be
deliberate.

19. Internal Collaboration –
Getting Buy-in and Driving Adoption
• What’s
in
it
for
me?
• Follow
the
leader.
• Build
a
user
experience
that
solves
a
problem.
• Model
success
and
let
grass
roots
use
cases
follow.

20. Knowledge Management via Social Platform
• Navigate
first.
• Search
second.
• Ask
third.

21. • Socialtext
customized
for
very
specific
use
cases

22. The Recipe for External Social Media
• Listen
• Curate
• Create
• Engage
• Remember
how
great
salespeople
have
built
rela5onship
based
businesses
for
much
longer
than
the
technology
age…
• Keep
the
value/ask
ra5o
high.

23. A Twitter Story

24. A Twitter Story

25. External Social Challenges
• Cura5ng
valuable
things
to
share.
• Crea5ng
enough
quality
content.
• Coordina5ng
mul5ple
external
social
par5cipants.
• Internal
can
be
used
to
solve
external
challenges.
• Align
your
model
to
resource
constraints.

26. Setting Forward On Your Social Path
1. Define
the
business
goals
you
want
to
impact.
2. Define
the
social
use
cases
that
can
help.
3. Align
your
corporate
culture
and
social
proficiency
with
your
approach
to
implemen5ng
those
use
cases.
4. Work
outside
in
for
listening
and
inside
out
for
speaking.
5. Create
deliberate
successes
that
can
be
built
upon.
6. Connect
those
successes
to
where
you
want
to
go.

27. Exercise # 3
Crea5ng
your
roadmap
toward
being
a
social
business
1. Describe
your
culture,
both
today
and
what
you
aspire
for
it
to
be.
2. Describe
the
level
of
social
proficiency
in
your
team.
3. Pick
your
preferred
social
media
management
model
that
best
aligns
to
both
your
culture
and
the
social
proficiency
of
your
team
–
today
and
tomorrow.
4. Define
2-­‐3
use
cases
that
will
enable
you
to
model
success
to
drive
the
desired
outcomes
you
defined
in
the
last
exercise.

28. Thank You!
David
Meiselman
@dmeiselman
davidmeiselman.com