Complex organizations must integrate social into how they do business despite the shifts needed to make it happen. Contact David.Armano[at]Edelman.com for more information on Social Business Planning and how it can help your organization integrate social at scale.
Chapter 3 is about building the foundation and kicks off section 2. I start off discussing the need to create a centralized editorial team that will responsible for driving change within the organization.
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.
Complex organizations must integrate social into how they do business despite the shifts needed to make it happen. Contact David.Armano[at]Edelman.com for more information on Social Business Planning and how it can help your organization integrate social at scale.
Chapter 3 is about building the foundation and kicks off section 2. I start off discussing the need to create a centralized editorial team that will responsible for driving change within the organization.
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.
Slides for Altimeter's webinar: A Culture of Content. Watch the webinar replay at: http://www.slideshare.net/Altimeter/webinar-a-culture-of-content-by-altimeter-group.
Description:
When content becomes an ingrained part of an organization's culture, content strategy functions like a well-oiled engine, producing, circulating, and begetting content, creating numerous efficiencies in the process.
In this 1-hour webinar, learn how companies evangelize, reinforce, and institutionalize the importance of content throughout and beyond the marketing organization. Rebecca Lieb and Jessica Groopman share findings and recommendations from their report, Culture of Content.
Download the report at: pages.altimetergroup.com/culture-of-content-report.html
Public Relations and the "S" Curve: adoption, innovation and moving forwardRichard Binhammer
Recently I had the pleasure of joining the good folks at Spinsucks to talk about innovation, disruption, adoption, and the dreaded S curve as it relates to PR and Communications.
The added bonus was that I got to join the talented, strategic, insightful, bright business leader, Gini Dietrich -- who is also just a lot of fun to be with. I was so excited...I was standing on my head. Youll see. Oh, and the approach to the slides was also a little fun and different. You can see the different approach to slides at my channel on youtube, https://www.youtube.com/channel/UCFFcvm_Sn7DxAQGIlodYTLA
Hope you enjoy it
Social Media Skills: Community Roundtable discussion Richard Binhammer
a look at organizations, change, concerns about skills for effective social and community programs and how to approach a business-wide assessment to move forward.
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.
MSLGROUP Reputation Impact Indicator Study 2015MSL
MSLGROUP has chosen to take a somewhat atypical approach to the study of reputation. Moving beyond simple rankings, or analyses of ‘drivers’ of reputation alone, we take a more holistic look at how a company must act to build a strong reputation that can facilitate success over time. The result of our research is this, the Reputation Impact Indicator study, part of MSLGROUP’s ongoing efforts to create better knowledge and tools for corporations to better understand how they can influence their reputation.
In the study, we have chosen to look at corporate reputation among a global general public. General public, because how they, as consumers and citizens, view corporations has a substantial and increasingly important impact on how other audiences view them. Global, because we live in an ‘always on’ and ‘on-demand’ world, where different audiences are constantly connected to each other. Today, more than ever, a multistakeholder perspective is necessary.
We hope you enjoy reading it and invite you to share your feedback and tips with us on Twitter @msl_group.
Follow #ReputationImpact on Twitter for insights from the report.
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
Chapter 2 is all about defining social business strategy. Essentially, I condense the entire content of my first book, Smart Business, Social Business, into one chapter and introduce new thinking, implementation strategies and new models.
MSLGROUP's Reputation Impact Indicator Study sheds light on the importance of corporate “mind space” – a measurement of how easily a person can relate to a company – in determining a brand or company’s reputation.
The study’s results demonstrate that “mind space” – meaning both how easily a person relates to a company and the nature of the connotations invoked - plays a different but equally important role in corporate reputation compared to people’s rational views about products, services, financial performance, corporate behavior and how those companies manage relationship with consumers.
Findings from our Reputation Impact Indicator study highlight key challenges facing global reputation managers today.
Download The Reputation Impact Indicator Study here: http://ow.ly/NLjIW
We hope you enjoy reading it and invite you to share your feedback and tips with us on Twitter @msl_group.
Follow #ReputationImpact on Twitter for insights from the report.
SME2: Social Media Excellence x Social Media ExpertiseRichard Binhammer
Understanding the required skill levels across areas of expertise and business functions becomes a critical factor for driving effective social media programs that are efficient and deliver business value across an enterprise or within an agency. SME2 is the first-of-its-kind consultancy helping social media teams optimize skills, tools, processes and relationships to drive better business results.
If you have been working in social media for some time, you are already familiar with a Social Business Command Center (sometimes referred to as a Social Media Listening Center). Both Dell and Gatorade were early adopters of command centers and many companies are now starting to follow suit.
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.
How to Excite Your Executives About Online Community!Leader Networks
This session is designed to surface opportunities to excite leadership about the value your online community is delivering and offer insights into ways to spotlight the potential returns and benefits. Following this approach you will be able to answer the burning questions every executive asks and community leader faces:
How does the community align with the organizational strategy?
What is the business case?
How do we know we are making the right decisions (do we have the priorities)?
How are we measuring success?
What speaks to executives at various stages of a community's lifecycle?
[Salterbaxter MSLGROUP Directions] Materiality - Breaking Out of the Strait-J...MSL
Materiality can help to deliver a range of valuable outcomes, but all too often the process ends up being nothing than a costly rubber-stamp; a matrix of prioritised issues, that’s finalised, published, and then… nothing. Our Salterbaxter MSLGROUP team present five materiality fundamentals, which are important considerations that can help improve results no matter where a company is on its journey.
Slides for Altimeter's webinar: A Culture of Content. Watch the webinar replay at: http://www.slideshare.net/Altimeter/webinar-a-culture-of-content-by-altimeter-group.
Description:
When content becomes an ingrained part of an organization's culture, content strategy functions like a well-oiled engine, producing, circulating, and begetting content, creating numerous efficiencies in the process.
In this 1-hour webinar, learn how companies evangelize, reinforce, and institutionalize the importance of content throughout and beyond the marketing organization. Rebecca Lieb and Jessica Groopman share findings and recommendations from their report, Culture of Content.
Download the report at: pages.altimetergroup.com/culture-of-content-report.html
Public Relations and the "S" Curve: adoption, innovation and moving forwardRichard Binhammer
Recently I had the pleasure of joining the good folks at Spinsucks to talk about innovation, disruption, adoption, and the dreaded S curve as it relates to PR and Communications.
The added bonus was that I got to join the talented, strategic, insightful, bright business leader, Gini Dietrich -- who is also just a lot of fun to be with. I was so excited...I was standing on my head. Youll see. Oh, and the approach to the slides was also a little fun and different. You can see the different approach to slides at my channel on youtube, https://www.youtube.com/channel/UCFFcvm_Sn7DxAQGIlodYTLA
Hope you enjoy it
Social Media Skills: Community Roundtable discussion Richard Binhammer
a look at organizations, change, concerns about skills for effective social and community programs and how to approach a business-wide assessment to move forward.
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.
MSLGROUP Reputation Impact Indicator Study 2015MSL
MSLGROUP has chosen to take a somewhat atypical approach to the study of reputation. Moving beyond simple rankings, or analyses of ‘drivers’ of reputation alone, we take a more holistic look at how a company must act to build a strong reputation that can facilitate success over time. The result of our research is this, the Reputation Impact Indicator study, part of MSLGROUP’s ongoing efforts to create better knowledge and tools for corporations to better understand how they can influence their reputation.
In the study, we have chosen to look at corporate reputation among a global general public. General public, because how they, as consumers and citizens, view corporations has a substantial and increasingly important impact on how other audiences view them. Global, because we live in an ‘always on’ and ‘on-demand’ world, where different audiences are constantly connected to each other. Today, more than ever, a multistakeholder perspective is necessary.
We hope you enjoy reading it and invite you to share your feedback and tips with us on Twitter @msl_group.
Follow #ReputationImpact on Twitter for insights from the report.
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
Chapter 2 is all about defining social business strategy. Essentially, I condense the entire content of my first book, Smart Business, Social Business, into one chapter and introduce new thinking, implementation strategies and new models.
MSLGROUP's Reputation Impact Indicator Study sheds light on the importance of corporate “mind space” – a measurement of how easily a person can relate to a company – in determining a brand or company’s reputation.
The study’s results demonstrate that “mind space” – meaning both how easily a person relates to a company and the nature of the connotations invoked - plays a different but equally important role in corporate reputation compared to people’s rational views about products, services, financial performance, corporate behavior and how those companies manage relationship with consumers.
Findings from our Reputation Impact Indicator study highlight key challenges facing global reputation managers today.
Download The Reputation Impact Indicator Study here: http://ow.ly/NLjIW
We hope you enjoy reading it and invite you to share your feedback and tips with us on Twitter @msl_group.
Follow #ReputationImpact on Twitter for insights from the report.
SME2: Social Media Excellence x Social Media ExpertiseRichard Binhammer
Understanding the required skill levels across areas of expertise and business functions becomes a critical factor for driving effective social media programs that are efficient and deliver business value across an enterprise or within an agency. SME2 is the first-of-its-kind consultancy helping social media teams optimize skills, tools, processes and relationships to drive better business results.
If you have been working in social media for some time, you are already familiar with a Social Business Command Center (sometimes referred to as a Social Media Listening Center). Both Dell and Gatorade were early adopters of command centers and many companies are now starting to follow suit.
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.
How to Excite Your Executives About Online Community!Leader Networks
This session is designed to surface opportunities to excite leadership about the value your online community is delivering and offer insights into ways to spotlight the potential returns and benefits. Following this approach you will be able to answer the burning questions every executive asks and community leader faces:
How does the community align with the organizational strategy?
What is the business case?
How do we know we are making the right decisions (do we have the priorities)?
How are we measuring success?
What speaks to executives at various stages of a community's lifecycle?
[Salterbaxter MSLGROUP Directions] Materiality - Breaking Out of the Strait-J...MSL
Materiality can help to deliver a range of valuable outcomes, but all too often the process ends up being nothing than a costly rubber-stamp; a matrix of prioritised issues, that’s finalised, published, and then… nothing. Our Salterbaxter MSLGROUP team present five materiality fundamentals, which are important considerations that can help improve results no matter where a company is on its journey.
Social media is a critical component in the B2B technology buying process. Buyers are increasingly turning to user-generated content and online recommendations to help make purchasing decisions. B2B technology marketers must leverage the power of social media to better meet the needs of potential buyers and build lasting business relationships.
In this webinar, Larry Weber of W2 Group, Dave Munn of the IT Services Marketing Association (ITSMA) and Pauline Ores of IBM discussed how B2B technology companies can effectively integrate social media into their marketing plans.
Social Media: How it Fits Into Your Customer Marketing and Retention Strategy...VIPdesk
Social Media: How it fits into your customer marketing and retention strategy
Geoff Nelson: Partner, Ivy Worldwide
Nick White: Partner, Ivy Worldwide
Social media—what is it and why is it important to your company
When, where, and how to engage the right forms of word of mouth marketing
What to do and not to do when communicating with customers via social media
Successfully organizing and executing a customer-centric social media plan
The is presentation was delivered at the Online Community Engagement conference in Sydney on 1 Nov 2012. I picked the dense topic of data, analytics and reporting and how it is critical in the social business journey. How it should/can be used to build compelling business cases.
Rick Murray, Edelman
Chris Kooluris, Micro Content Director, VaynerMedia
Stephanie Matthews, Director, Real-Time Engagement, GolinHarris
Teca Lewellyn, Senior Manager, Brand PR, Kellogg’s
Zena Weist, Vice President, Strategy & Social Media, Expion
Ever since the famous Oreo tweet, real-time marketing has quickly climbed the marketing buzzwords lists. In our WOMMA Summit session, we will discuss: the Principles of real-time marketing, how to use paid media to amplify earned media, how to creating a “real-time-ready” organization, the role of offline WOM in real-time, current best practices in B2C, B2B, and of course what's next.
Our first social media strategy document for EMBARQ, a spin-off of Sprint, circa 2007. Presented to the VP of Strategy and then the C-Suite in November 2007. Special thanks to Rick Murray, Jeremiah Owyang and Chris Brogan for providing assistance without charging me as I was building this case at night and doing my real job during the day.
In this keynote, Zena focuses on 3 Key 2013 Trends:
1) Real Time Marketing
2) Creating Youtility Through Care, Context & Creativity
3) Empowering Employees & Fans
Social Fresh West Content Marketing: Good To Great Zena Weist
There’s a lot of buzz about content marketing. But what makes your content marketing plan go from good enough to great? Great content marketing combines community insights, an optimized distribution process and most importantly, content, that not only resonates with your customers and prospects, but also leads to preferred action.
In this fast-paced session, Zena will lead you through helpful large brand content marketing case studies. She’ll share tips on streamlining process and trends to help you walk away with a “good to great” content marketing game plan.
There’s a lot of buzz about content marketing. But what makes your content marketing plan go from good enough to great? Great content marketing combines community insights, an optimized distribution process and most importantly, content, that not only resonates with your customers and prospects, but also leads to preferred action.
In this fast-paced session, Zena will lead you through helpful large brand content marketing case studies from large brands. She’ll share tips on streamlining process and trends to help you walk away with a “good to great” content marketing game plan.
Chatting with Jennifer Leggio and Bryan Person (in for Aaron Strout) on the 9/3/09 Quick-n-Dirty Podcast about The EMBARQ Social Story. The Quick-n-Dirty: Listen, strategy, listen, tweak, listen, objectives, listen, tweak, listen, tactics, listen, tweak, listen...ya hearing me?
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
3. EMBARQ CASE STUDY
WITHOUT A SOCIAL MEDIA CHAMPION
Servicing 3.5M HHs across 18 states
• Home Phone, Local and Long
Distance
• High-Speed Internet
• Satellite TV from DISH Network
• Home Computer & Technical
Support
3
4. LISTENING
In the beginning…
Google Alerts (Yahoo)
Google Blog searches
BlogPulse
DSLReports.com
Technorati
Added…
Collective Intellect
All of the above
Addictomatic
Landed on…
Radian6
All of the above
5. SOCIAL MEDIA ROADMAP
Corporate Social Media Mission:
Develop, implement and cultivate social media strategies with an
evolving tool kit to enhance communications and brand perceptions
among employees, customers, prospects, shareholders and the media –
aka: “stakeholders”. November 17, 2007
5
6. Delivering on our Practical Ingenuity brand promise, we will
leverage social media with the following strategic pillars:
1) EDUCATE: Train to create breadth and depth in our employee base to give them the tools and
opportunity to actively engage in social and emerging media.
2) SEEK & CULTIVATE: New employee talent and corporate resources to better position EQ as a
“thought-leader” in this emerging space while tapping external influencers.
3) INTEGRATE: Listen to and become part of conversations that are media agnostic and evergreen;
ensure all marketing and communication strategies are interwoven to create consistent messaging.
4) RESEARCH: Invest in socmed-specific research to identify emerging trends, shifting EQ from
followers to leaders; monitor brand perceptions to identify opportunities and gaps.
5) MEASURE: Use media appropriate metrics to evaluate performance against best-in-class examples.
6) INNOVATE & EXPERIENTAL: Utilize the socmed opportunity to evolve the brand into one that is
dynamic, interactive and relevant; leverage opportunities via conversations to position the brand for
future growth.
66
7. TYING SOCIAL INTO BUSINESS METRICS
Still Have Customers Who Won’t Recommend Embarq
Engaging in online 4Q07
conversations to Executives and employees increasingly concerned with negative Customer
posts and no Embarq response.
improve: Passion for Customer care drives initiative to ignite with a grass-roots Customer
care effort:
– Update/publish the Online Communication policy
Customer Experience, – Pool resources from front-line to get in on ground floor to develop a
sustainable, no-cost process.
Brand Perception & • Discovery
• Assessment
Employee Morale • Recommendations
• Implementation
Integrate Strategy redefined to focus on a Customer care concern.
Customers Likely to Recommend Customers Definitely Recommend
1Q08 2-3Q08
7
8. BRAND MARKETING OBJECTIVES
1. Build brand awareness
2. Create a presence in an online community where
customers & prospects are already engaged
• Go where our target is - bring our brand to them
• Promote customer and prospect engagement and
interactivity
• Expand positive sentiment built through online
customer outreach
8
9. TECHNOLOGY VIDEOS ON YOUTUBE PROMPT ACTION
67% Have taken action as result of seeing technology or
electronics-related content on YouTube.
47% Gathered more information about
a product or service
34% Considered buying a technology product
or service
27% Thought more favorably toward a product,
brand or service
21% Told someone about a product or service
1) Remember patience: Over 25 internal
13% Bought a technology or electronics-related presentations on what, why, who, how and “from-tos”
product or service
to get to final GO!
2) Third party stats - CEO said this was the “money
2008 YouTube Engagement Study
Base: Past 6 Month YouTube Visitors Who Watch Technology or Electronics-Related Videos.
slide”
Q: Which of these actions, if any, have you taken as a result of seeing a video about technology or electronics content (e.g., videos, user comments or reviews) on YouTube?
9
10. OBJECTIVES SYNC WITH BRAND PROMISE
Social Media Channel Objectives Contest Objectives
– Build brand awareness through engagement – Drive traffic to the channel
– Increase EMBARQ core services awareness – Engage customers and prospects with the brand
– Leverage and support EQ online initiatives – Build EQ HSI awareness and preference
10
11. COMMITMENT TO ENGAGEMENT WITH CONTENT STRATEGY
Program Spike | Constant Contact
“This is not a campaign, this • Short-term: Contest (HSI focus)
initiative is a strong extension of
• Long-term: How-to Videos
our brand promise – practical
ingenuity. It’s a practical • Top 10 Customer Service issues
(Call Centers, Online Listening)
communication’s vehicle helping
us build relationships, continue • Continue to listen, interact,
conversations, and form deeper resolve
ties in an innovative format.”
12. EIGHT WEEK BRAND METRICS – OVERALL WEB
AdIndex Score: Normative Benchmarking of Brand Metric Deltas*
Below Average Average Above Average Excellent Avg
Delta
Aided Brand Awareness 4.1
20.0
Online Ad Awareness 4.5
11.8
Message Association 3.1
0.8
Brand Favorability
7.4 2.3
Sign-Up/Switch Intent^
4.6 0.6
Recommend Intent^
7.4 0.6
0% 20% 40% 60% 80% 100%
Percentile Ranking of Delta ()
^ NOTE: Metrics benchmarked against Purchase Intent norms
* MarketNorms Q3/08 (Category: Telecommunications - Other, Last 3 years Baseline Unadjusted,
N=43 campaigns)
12
13. EIGHT WEEK METRICS - CHANNEL
Channel
– Total video views: >500,000
– Subscribers: 648
– Comments: 148
– Orders: ~3000
Contest
– Contest Videos Submitted: 281
– Votes: 15,500
– Contest: 4200 hrs spent with brand
– More video contest submissions than Kmart national
campaign (w/ a higher media spend)
How-to Videos
– Hours spent with brand ~11,900hrs
– Average rating 3.87 stars
– HSI reduction in call volume/time
14. WITHOUT A CHAMPION SHORT LIST
• Patience, Proactive, Parallel
• What’s It is For Me?
• Test & Learn
• Create A Champion
14 14
15. H&R BLOCK
WITH A CHAMPION
Prepare 1 in 7 US Tax Returns
• Prepared more than 24 million tax
returns worldwide in 2010
• 11,000 Offices – within 5 miles of
most Americans
• Over 100,000 Employees
• Have prepared more than 50
million digital tax returns since ‘94
16. REVOLVING HUB & SPOKE MODEL
CS
Legal HR
Product IT
Social Media
Team
Field
R&D
Com Marketing
17. CUSTOMER SERVICE, CONTENT & 100,000 ADVOCATES
Our business and our job is
about helping people
• Listening audit
• 2:1
• 2 Big ears, 1 brand voice
• Listen, Respond, Resolve, Share
18. SOCIAL MEDIA TEAM’S FOCUS
1:1 Conversation with Focus on Expertise
• GIR Community (Pilot Management)
• Influencer Engagement (Blogger outreach, social site conversation)
Brand Reputation Management
• Monitoring Online Conversation
• Crisis Management Lead for Social Media
• Partnering with CSO Online Response team for online CIR
• Social Media team leads online brand response
• Weekly reports in season
• Ad hoc reporting as deemed necessary
24/7 365 Content Strategy
• Lead HRB online content strategy
Expert tax content, Marketing messaging, Brand communications
Social Subject Matter Experts (Assist with Strategy/Tactics)
• Online Communication Policy (FTC Compliant)
• Marketing (National & Field)
• HR, Legal, Compliance, Ethics
• Product & Client Experience, Innovation
19. SIT AT THE BIG KIDS’ TABLE – KEY PERFORMANCE INDICATORS
Client Resolution Metrics
• Saves
• Resolved Issues (Service Level Agreement)
• Customer Service Survey (measured as a channel)
Cost Avoidance
• Call deflection through Listening (script for Call Centers)
• First Contact Resolution, Reduction in Call Time
Revenue
• Retail Office: Appointments Made/online
• H&R Block At Home Digital Software: Units Sold/online
Social Media Metrics
• Followers, Mentions, RTs, Sentiment, Reach, Likes, Community members
20. H&R BLOCK’S ONLINE RESPONSE PROCESS
David Armano, Edelman 2010. Repurposed with permission by H&R Block.
slidesha.re/blockresponse
21. LISTEN, RESPOND, RESOLVE
• 1:1
• Client Issue Resolution
• Listen, Respond, Resolve, Share
• Call Center Scripting Goes 140-
friendly
• Early Warning System
• Shout-outs & Shares
22. ENGAGE THROUGH EXPERT ADVICE
1:1
Get It Right Community with a
focus on expert-to-peer Q&A
More than 4.6 million people
visited the community, viewing
13.1 million pages and asking
over 157,000 unique tax-related
questions.
23. ENGAGE THROUGH SHARING, BUILD TRUST
1:Many
Get It Right Community Blog
Facebook
Twitter
YouTube
1:3
Content
26. WITH A CHAMPION SHORT LIST
• Ecosystem Audit
• We Come In Peace
• Align with Business Goals/Metrics
• Partner & Help – We Come In Peace
• Are You REALLY Listening (let’s not call it monitoring)
and Changing Course (Action Listening)?
• Find THE One
• Own Up & Come Armed
26 26
28. A SOCIAL BRAND REQUIRES BECOMING A SOCIAL BUSINESS
Programs
Community Management
Customer Service
Communications
Crowdsourcing
Marketing
Campaigns
Advocacy
Crisis
SOCIAL BRAND SOCIAL BUSINESS SOCIAL ENTERPRISE
(External) (Internal)
Training
Process
Collaboration
Organization Models
Source: David Armano, Research & Development
Edelman 2011, edelmandigital.com Policies & Guidelines
Knowledge Sharing
Culture
Infrastructure
28
29. SOCIAL BUSINESS PLANNING
Social business planning is the blueprint for the
transformation of an organization—bridging the external
with internal, resulting in a more connected way of doing
business which creates shared value for all stakeholders
29
30. SOCIAL BUSINESS PLANNING DRIVES STRATEGY & EXECUTION
INTERNAL + EXTERNAL INITIATIVES
SOCIAL BUSINESS PLANNING
(people, process, platforms)
SOCIAL/DIGITAL STRATEGY & PROGRAMS
(engagement, content, communication, collaboration, programs)
Source: David Armano,
Edelman 2011, edelmandigital.com
IMPLEMENTATION & EXECUTION
(deployment, maintenance, measurement, refinement, integration)
30
31. EXTEND SOCIAL MEDIA BEYOND MARKETING
CORPORATE USAGE %* SOCIAL MEDIA USE DEPARTMENT NOT JUST A MARKETING
96% Advertising/Promotions MARKETING
FUNCTION.
88% Public Relations SALES Social media impacts the
75% Customer Service FINANCE
entire organization.
56% Market Research COMMUNICATIONS Embrace social media
internally and externally
48% Sales/Commerce HUMAN RESOURCES
and watch your
40% Product Development INFORMATION TECHNOLOGY organization grow from
UNREALIZED
POTENTIAL
24% Internal Communications OPERATIONS
the inside out and outside
in.
<10% Recruiting PRODUCT DEVELOPMENT
*Source: Booz & Co. and Buddy Media, “Campaigns to Capabilities: Social Media & Marketing”, 2011
33. A CONTINUOUS EVOLUTION
ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION
Source: Edelman Consulting 2011
Develop an approach to Define a social business Align the Enact the social media Take a continuous
undertake your social strategy that outlines core organization to fully strategy and engage each “measure and
business endeavor. objectives, roadmap, harness the power major stakeholder group respond” approach
Decide where to start, measurement, process of social permeating through social media. around social media
what the finish line and technology integration. the internal and investments,
looks like and what the external enterprise. optimizing the
Identify, evaluate and
organization is willing to execution model
prioritize stakeholder
commit to get from based on continuous
point A to point B. needs and wants into an stakeholder
overall stakeholder feedback.
engagement plan.
34. STEP 1: ASSESSMENT
ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION
Source: Edelman Consulting 2011
Often two approaches:
1. Wait until you’ve mastered current social media implementations (popular)
2. Galvanize leaders around social needs and begin to add layers of social
engagement now (recommended)
35. STEP 2: STRATEGY
ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION
Source: Edelman Consulting 2011
Utilize pre-built frameworks to organize a clear, actionable plan
Source: Forrester. “Social Business Strategy for CIOs” ,February 2011
36. STEP 3: ORGANIZATION
ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION
Source: Edelman Consulting 2011
Break down functional silos around social media with aligned and
coordinated organizational structures
37. STEP 4: ENGAGEMENT
ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION
Source: Edelman Consulting 2011
Activate social business strategy across various stakeholders
CUSTOMERS
BUSINESS PARTNERS
EMPLOYEES
MEDIA
38. STEP 5: EVALUATION
ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION
Source: Edelman Consulting 2011
Evaluate data, analyze for meaning and adapt with change
adapt gather
disseminate synthesize
evaluate
40. 3 P’s: THE SOCIAL BUSINESS TRIUMVERATE
People
Process Platforms
40
41. A FOUR PRONGED FRAMEWORK
STRATEGY
Vision
Business Objectives
Roadmap
ORG & GOVERNANCE MEASUREMENT
Organizational Design PEOPLE Key Performance
Indicators
Governance & Control
PROCESS PLATFORMS
Analytics & Methodology
Culture & Leadership
Source: Edelman Consulting 2011
ECOSYSTEM
Audience
Engagement
Risk
41
42. ALIGN SOCIAL ACTIVITIES WITH BUSINESS STRATEGY
STRATEGY
• Learning and listening
Business
Intelligence • Visibility
• Knowledge sharing
Business Objectives
• Demand generation
Sales • Lead generation
• Conversion
• Brand awareness
Awareness • Engagement data
• Word of mouth
• Brand engagement
Retention
• Customer loyalty Source: Edelman Consulting 2011
42
43. CONSTRUCT THE ROADMAP: FROM CRAWLING TO FLYING
STRATEGY
I • Steering Committee Identified • Social Enterprise Architecture • Partners Coordinated & Connected • Systems Integrated on Back
N • Governance models in place Constructed To Internal Lead End
T • Internal network deployed • Rules Of Engagement • Social CMS Tools & Internal Staffing • Employees, Partners, &
Circulated Formalized
E • Listening tools & process in place Customers Connected
• KPI/Measurement Framework • Early Adopter Training Initiated • Regional Additions to Steering • Culture of Organization More
R
Established • Monitoring/Analytics inform policy, Committee Adaptable
N process and content
• Policy established • Training Rolled Out In Across • People, Processes & Platform
A • Community Management Plan Entire Organization
L • Center of Excellence Identified Maturity Well Established
Activated
CRAWL WALK RUN FLY
POLICY, PROCESS, PROCEDURE PROPERTY MANAGEMENT ECOSYSTEM ENGAGEMENT SOCIAL INNOVATION &
E INTEGRATION
X • Public Facing Moderation Policy • Social properties enhanced • Influencer Partnerships formed
T • Community Coordination • Voice and tone established • Platform Partnerships solidified • Ambassador Programs operating
E globally
• Content Development • Influencers identified • Engagement at scale established
R • Employees engaged systematically
• Controlled Paid Media in Social • Test & learn pilots launched • Coordination Exists Between
N Social, Owned, Mainstream & • Systems integrated on front end
• Content Published Across
A Multiple Properties Hybrid Properties • All business function integrate
• Measurement, KPI’s Formalized & social layer
L Source:
Edelman 2011, edelmandigital.com Standardized Across Organization • Product /service innovations result
AD HOC SOCIAL MEDIA TACTICS THE BUSINESS ITSELF IS SOCIAL
43
44. MAP STAKEHOLDERS AND IDENTIFY CONNECTIVE TISSUE
ECOSYSTEM
• People who do business with the organization
Customers or Prospects
• Can be split into high-value and new customers
Employees • Identifiable people on the payroll
• PR and corporate communication departments as well as
Corporate company executives
Business Partners • Suppliers, vendors, contractors, alumni
Social Web • Additional individuals who interact on the social web
Source: Edelman Consulting 2011
44
45. IDENTIFY LEVELS OF ENGAGEMENT
ECOSYSTEM
AND ALIGN WITH OBJECTIVES
• Actively involve the audience (e.g., feedback on branding, new
Co-create product development)
Participate • Listen and respond to the audience
Share • Share company perspective (e.g., CEO blog)
Discover • Analyze conversations to gain insight and discover patterns
Monitor • Listen to conversations happening around the organization
Source: Edelman Consulting 2011
45
46. DEFINE ROLES AND RESPONSIBILITIES
GOVERNANCE
ORG &
• Oversees all digital integration initiatives between traditional, digital and social.
Leadership • Sample Title: Chief Digital Officer
• Focuses on social strategy and integration across designated activities (marketing,
Strategy customer service, crisis etc.)
• Sample Title: Social Strategist
• Determines content plans, strategies and deployment of all content through social
Content systems
• Sample Title: Content Strategist
• Monitors, and reports stakeholder activity and engages in a variety of social systems
Community • Sample Title: Community Manager
• Analyze key metrics to draw intelligence from social media efforts and report
Measurement effectiveness (ROI)
• Sample Title: Measurement & Data Analyst Source: Edelman Consulting 2011
46
47. REVISE REPORTING STRUCTURES
GOVERNANCE
ORG &
A multi-departmental
social business committee
accelerates integration
and helps bridge
organizational silos
47
48. ORGANIZATION MODEL: CENTRALIZED
GOVERNANCE
ORG &
CORPORATE
BRAND / BU BRAND / BU BRAND / BU BRAND / BU
T T T T
BT BT BT BT
S D S D S D S D
Source: Edelman 2011, edelmandigital.com
KEY
BT: BRAND OR BUSINESS UNIT TEAMS
T: TRADITIONAL
D: DIGITAL
S: SOCIAL
48
49. ORGANIZATION MODEL: DE-CENTRALIZED
GOVERNANCE
ORG &
T T
BT T
BT
S D S D
BRAND / BU BT
S D
BRAND / BU
T BRAND / BU
T BT
S D
BT
S D BRAND / BU T
BT
Source: Edelman 2011, edelmandigital.com
S D
BRAND / BU
BRAND / BU
KEY
BT: BRAND OR BUSINESS UNIT TEAMS
T: TRADITIONAL
D: DIGITAL
S: SOCIAL
49
50. ORGANIZATION MODEL: ANTHILL (ORGANIC COORDINATION)
GOVERNANCE
Source: Edelman Consulting 2011
ORG &
Each employee is
empowered within an
organized framework
50
51. ORGANIZATION MODEL: COORDINATED (CENTER OF EXCELLENCE)
T
T T
BT
GOVERNANCE
S D
BT BT
ORG &
S D BRAND S D
BRAND OR BU BRAND
STRATEGY T
Source: Edelman 2011, edelmandigital.com OR BU OR BU
T BT
BRAND BRAND S D
BT OR BU OR BU
S D
BRAND
COE BRAND
PLANNING & INTEGRATION
T (CENTER OF T
OR BU EXCELLENCE) OR BU
BT BT
S D S D
BRAND BRAND
OR BU OR BU
T T
BRAND BRAND
BT IMPLEMENTATION
KEY OR BU OR BU BT
BT: BRAND OR BUSINESS UNIT TEAMS S D
T S D
T
T: TRADITIONAL
D: DIGITAL BT BT
S: SOCIAL S D S D
51
53. CONNECT METRICS WITH BUSINESS OBJECTIVES
MEASUREMENT
Business Objective Key Performance Indicator (KPI)
Engagement Duration
Foster Dialog
Share of Voice
Loyalty (member re-share)
Brand Advocacy
Brand Mentions
Resolution Rate
Facilitate Support
Resolution Time
Topic Trends
Spur Innovation
Idea Impact
For example:
Brand Mentions/
Share of Voice = (Total Mentions (brand + competitors)
53
54. KEY PERFORMANCE INDICATORS
MEASUREMENT
Client Resolution
• Resolved Issues (Service Level Agreement)
• Customer Service Survey (measured as a channel)
Cost Avoidance
• Call deflection through Listening (script for Call Centers)
• First Contact Resolution, Reduction in Call Time
Revenue
• Retail Office: Appointments Made/online
• H&R Block At Home Digital Software: Units Sold/online
55. Programs
Community
Management
Customer Service
Communications
Crowdsourcing
Marketing
Campaigns
Advocacy
Crisis
SOCIAL BRAND SOCIAL BUSINESS SOCIAL
(External) ENTERPRISE
Training (Internal)
Process
Collaboration
Organization Models
Source: David Armano, Research & Development
Edelman 2011,
edelmandigital.com Policies & Guidelines
Knowledge Sharing
Culture
Infrastructure
Becoming a social business is NOT a CAMPAIGN or a CHANNEL
STRATEGY — it is a CONTINUOUS business operations evolution.