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.
This document describes seven social business patterns that organizations can use to improve business processes and gain measurable returns. The innovation pattern is discussed. It aims to increase innovation through a wider reach of ideas and faster time to market. Key actions include using collaboration tools to openly communicate strategy and generate ideas, engaging internal and external crowds to vet ideas, and using gamification to improve engagement. Companies that have applied this pattern have seen benefits like $40 million in manufacturing savings and launching new global products in 1/3 the time.
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.
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.
Corporate Social Strategists on SlideShareRoss Mayfield
This document analyzes the SlideShare usage of corporate social strategists. It finds that while many joined the site in 2006-2007, activity increased in 2008 as the site grew in popularity. The top presentations shared cover social media strategy and trends. The strategists with the most views and uploads tend to also have the most followers and engagement on the site. However, many strategists still primarily consume content rather than contribute. The document provides recommendations to social strategists for how to better leverage SlideShare within their roles.
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
Involucrando a empleados, a tu equipo y a tus clientes en tu empresa a través de las redes.
Relationship Economics: How genuine communication and engagement in social media helps businesses grow relationships with employees and customers while improving the bottom line.
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.
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.
This document describes seven social business patterns that organizations can use to improve business processes and gain measurable returns. The innovation pattern is discussed. It aims to increase innovation through a wider reach of ideas and faster time to market. Key actions include using collaboration tools to openly communicate strategy and generate ideas, engaging internal and external crowds to vet ideas, and using gamification to improve engagement. Companies that have applied this pattern have seen benefits like $40 million in manufacturing savings and launching new global products in 1/3 the time.
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.
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.
Corporate Social Strategists on SlideShareRoss Mayfield
This document analyzes the SlideShare usage of corporate social strategists. It finds that while many joined the site in 2006-2007, activity increased in 2008 as the site grew in popularity. The top presentations shared cover social media strategy and trends. The strategists with the most views and uploads tend to also have the most followers and engagement on the site. However, many strategists still primarily consume content rather than contribute. The document provides recommendations to social strategists for how to better leverage SlideShare within their roles.
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
Involucrando a empleados, a tu equipo y a tus clientes en tu empresa a través de las redes.
Relationship Economics: How genuine communication and engagement in social media helps businesses grow relationships with employees and customers while improving the bottom line.
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.
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/
This document discusses the challenges organizations face in integrating social and enterprise data for competitive advantage. It finds that while social data is beginning to enter the enterprise mainstream, full integration is still nascent due to various challenges. Specifically, social data serves multiple internal constituents with different needs, requiring new analytical approaches. Additionally, social data and analysts currently lack credibility within organizations compared to other types of enterprise data and analysts. The document provides examples of how different departments use social data and outlines key differences between social and traditional data that complicate analysis. It emphasizes the need to understand social data's unique characteristics before fully integrating it with other enterprise information.
CFOs on Social Media: Social Insights ReportLeadtail
There is a persistent belief that CFOs don’t participate in social media; even as they are leading organizations that are increasingly being challenged by social media and the disruption it enables. As a matter of fact, best in class financial executives are now actively getting social, both so they can better understand social media’s implications and to benefit from all it can offer.
We developed this report: “How CFOs Engage on Twitter”, using Leadtail’s Social Media Insights Technology to analyze data from Twitter and share what real CFOs are really doing on social media.
The goal of this special report is to help you answer questions such as:
How can you find and connect with other finance leaders on the social web?
What topics are CFOs discussing and debating on social media?
Which online publications do finance executives turn to for news and information?
Who are the most influential publications and people with CFOs?
So whether you’re already in the CFO seat trying to navigate the social media waters, or aspire to the role in the future, these insights will help you take a more informed look at how you can use social media to communicate, collaborate, and build your own network of relationships and influence.
Social Data Intelligence: Webinar with Susan EtlingerSusan Etlinger
This webinar covers the findings from the Altimeter Group report, Social Data Intelligence, which lays out the imperative for organizations to integrate social data with other data streams in the enterprise. Includes best practices and frameworks, as well as a maturity map to enable organizations to make the best and most strategic use of social data.
Alteryx Case Study: Generating quality leads at a lower cost with LinkedIn Sp...LinkedIn
Alteryx, headquartered in Irvine, California, creates data blending and advanced analytics software that empowers data analysts to deliver deeper business insights in hours, not weeks. To more precisely target their paid acquisition campaigns, Alteryx utilized LinkedIn Sponsored Updates to deliver content offers directly to their target audience. Their utilization of Sponsored updates resulted in a 4x lower cost per lead and 3x lower cost per click than search advertising and ultimately helped them achieve 2.5x growth in their Company Page followers.
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.
Flagship Consulting, a specialist professional services communications company, has published its ‘Social Media in Accountancy’ report. We have analysed the top 60 accountancy firms, according to fee income by Accountancy Age, and conducted a review of their social media activity. Our report positions these top 60 firms according to their social media prowess.
Flagship Consulting Social Media in Accountancy ReportLuis Olaya
1. Ernst & Young is the top performing accountancy firm on social media, regularly posting engaging content on Twitter and Facebook that provides information and links to its website. However, some firms could better engage communities and stir debates.
2. Smaller, more nimble firms are also performing well through more human approaches, though larger firms' greater resources allow successful social strategies positioning them as thought leaders.
3. Most accountancy firms still use social media primarily as a broadcast channel rather than for true engagement, and would benefit from more opinion-led, conversation-based content tailored for each platform.
The document discusses predictions from marketing experts regarding social media and new media trends for 2012. Experts predict that (1) marketers will need to react in real-time to social media and embrace social business evolution, (2) brands will focus on metrics and ROI from social media and better integrate marketing tools, and (3) there will be a focus on mobile social media, measuring influence, and earning audiences rather than renting attention through paid media.
This document examines the emerging role of the corporate social strategist and their career path. It finds that social strategists typically come from digital or marketing backgrounds and are tasked with leading a company's social media efforts. However, social strategists face many challenges like measuring ROI and gaining internal support. The document outlines two potential career paths - one where social strategists are relegated to reactive help desk roles due to high demand, and a better path where they develop proactive strategies to get ahead of demands. It provides advice for companies on how to select and support social strategists to help them successfully guide their organization's social programs.
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.
The study brings new insights on the steps that senior financial executives need to take
to enhance their career and how CFOs themselves can bridge their current position with one that reflects their evolving value and clearly features their potential to organizations to finally become trusted strategic advisors. Branding the CFO confirms the findings of the 2011 CFERF study Beyond the Numbers that the value of CFOs in interpreting and anticipating risk, being an objective advocate and understanding the greater business context were seen as critical to ensuring the success of businesses.
This document reports on a pilot study that examined the quantifiable value derived from serendipitous activity within collaborative systems. Interviews with five companies found that four reported value from collaboration tools, though most did not track the actual value from serendipity. On average, measurable serendipitous results occurred within 3 months, yielding an average financial impact of $364,000. The study also outlines six rules for how value arises from serendipity through the creation, sharing, and later use of knowledge within organizations.
From Social Media to Social Business white paper series topic 3 :China‘s Soci...Kantar Media CIC
This document is a white paper in two parts that discusses social business development in China. Part I discusses the core and extension of social business, defining it as using social tools, media, and networks strategically, extensively, and comprehensively across all aspects of business operations. It outlines the core elements of social business as technology, processes, insights, and culture. Part II will examine how organizations achieve social business evolution and maturity through a roadmap based on research with 350 professionals. The white paper aims to provide guidance for enterprises to realize social business transformation.
The document discusses establishing a Social Business Center of Excellence (CoE) within an organization. It states that a CoE is key to helping change traditional organizational behaviors. An effective CoE cannot be just a committee that meets monthly, but must evolve into something larger to drive real change. It will require specialized skills across areas like content strategy, technology integration and deployment. Defining the organization's content strategy will be one of the most important and difficult tasks for the CoE. The CoE must have autonomy to make business decisions around marketing and communications to enable the transformation to a media company.
This document provides a framework for social media analytics including six use cases. It outlines challenges in social media measurement and recommendations. The framework includes aligning social strategy with business objectives, determining metrics, evaluating organizational readiness, and choosing tools based on strategy, metrics and needs. Key use cases covered are brand health, marketing optimization, customer care, product development, recruitment and internal communications. The document provides sample metrics, insights and actions for each use case.
UDPCast is software that uses multicast over UDP to copy the contents of a computer's hard drive (seed host) to other computers on a network. It allows administrators to easily install and maintain the same software and operating system configuration on multiple computers, such as in a school computer lab. The imaging process involves preparing the hosts, installing software on the seed host, and using sender and receiver processes to transfer the contents over the network from the seed host to the other hosts using multicast UDP packets.
Anatomia de un theme perfecto: Wordpress y SEOSeñor Muñoz
Este documento contiene la presentación de una charla sobre SEO en WordPress. Incluye información de contacto del orador, agradecimientos, y una serie de diapositivas que cubren temas como los cambios en SEO desde 2009, contenido duplicado en WordPress, la arquitectura de sitios, permalinks, etiquetas y categorías, diseño de páginas, .htaccess, robots.txt y el uso de plugins. También incluye enlaces a recursos adicionales sobre SEO y WordPress.
Hadoop has long had strong authentication via integration with Kerberos, authorization via user/group/other HDFS permissions and auditing via the audit log. Recent developments in Hadoop have added HDFS file access control lists, pluggable encryption key provider APIs, HDFS snapshots, and HDFS encryption zones. These features combine to given important new data protection features that every company should be using to protect their data. This talk will cover what the new features are and when and how to use them in enterprise production environments. Upcoming features including columnar encryption in the ORC file format will also be covered.
Save, Shave or Share - Case Study in Low Dollar FundraiserLirio
This social media driven fundraising campaign ran from 10-8-2012 through 10-31-2012. It had a singular goal to raise $1,000 for a mission trip to the Ukraine by having people to vote to shave my head or grow my hair out. It also allowed me the opportunity to share information about the needs in Dnipropetrovs’k
Drupal and its contributed modules provides an impressive amount of functionality without needing to write a single line of code by storing information in Drupal’s database tables. Unfortunately this poses a challenge for developers wanting to stage changes between servers. This talk starts to address these issues by describing the problem and presenting a variety of solutions as well as their pros and cons. I also discuss some possible paths to make this easier coming down the pipe.
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/
This document discusses the challenges organizations face in integrating social and enterprise data for competitive advantage. It finds that while social data is beginning to enter the enterprise mainstream, full integration is still nascent due to various challenges. Specifically, social data serves multiple internal constituents with different needs, requiring new analytical approaches. Additionally, social data and analysts currently lack credibility within organizations compared to other types of enterprise data and analysts. The document provides examples of how different departments use social data and outlines key differences between social and traditional data that complicate analysis. It emphasizes the need to understand social data's unique characteristics before fully integrating it with other enterprise information.
CFOs on Social Media: Social Insights ReportLeadtail
There is a persistent belief that CFOs don’t participate in social media; even as they are leading organizations that are increasingly being challenged by social media and the disruption it enables. As a matter of fact, best in class financial executives are now actively getting social, both so they can better understand social media’s implications and to benefit from all it can offer.
We developed this report: “How CFOs Engage on Twitter”, using Leadtail’s Social Media Insights Technology to analyze data from Twitter and share what real CFOs are really doing on social media.
The goal of this special report is to help you answer questions such as:
How can you find and connect with other finance leaders on the social web?
What topics are CFOs discussing and debating on social media?
Which online publications do finance executives turn to for news and information?
Who are the most influential publications and people with CFOs?
So whether you’re already in the CFO seat trying to navigate the social media waters, or aspire to the role in the future, these insights will help you take a more informed look at how you can use social media to communicate, collaborate, and build your own network of relationships and influence.
Social Data Intelligence: Webinar with Susan EtlingerSusan Etlinger
This webinar covers the findings from the Altimeter Group report, Social Data Intelligence, which lays out the imperative for organizations to integrate social data with other data streams in the enterprise. Includes best practices and frameworks, as well as a maturity map to enable organizations to make the best and most strategic use of social data.
Alteryx Case Study: Generating quality leads at a lower cost with LinkedIn Sp...LinkedIn
Alteryx, headquartered in Irvine, California, creates data blending and advanced analytics software that empowers data analysts to deliver deeper business insights in hours, not weeks. To more precisely target their paid acquisition campaigns, Alteryx utilized LinkedIn Sponsored Updates to deliver content offers directly to their target audience. Their utilization of Sponsored updates resulted in a 4x lower cost per lead and 3x lower cost per click than search advertising and ultimately helped them achieve 2.5x growth in their Company Page followers.
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.
Flagship Consulting, a specialist professional services communications company, has published its ‘Social Media in Accountancy’ report. We have analysed the top 60 accountancy firms, according to fee income by Accountancy Age, and conducted a review of their social media activity. Our report positions these top 60 firms according to their social media prowess.
Flagship Consulting Social Media in Accountancy ReportLuis Olaya
1. Ernst & Young is the top performing accountancy firm on social media, regularly posting engaging content on Twitter and Facebook that provides information and links to its website. However, some firms could better engage communities and stir debates.
2. Smaller, more nimble firms are also performing well through more human approaches, though larger firms' greater resources allow successful social strategies positioning them as thought leaders.
3. Most accountancy firms still use social media primarily as a broadcast channel rather than for true engagement, and would benefit from more opinion-led, conversation-based content tailored for each platform.
The document discusses predictions from marketing experts regarding social media and new media trends for 2012. Experts predict that (1) marketers will need to react in real-time to social media and embrace social business evolution, (2) brands will focus on metrics and ROI from social media and better integrate marketing tools, and (3) there will be a focus on mobile social media, measuring influence, and earning audiences rather than renting attention through paid media.
This document examines the emerging role of the corporate social strategist and their career path. It finds that social strategists typically come from digital or marketing backgrounds and are tasked with leading a company's social media efforts. However, social strategists face many challenges like measuring ROI and gaining internal support. The document outlines two potential career paths - one where social strategists are relegated to reactive help desk roles due to high demand, and a better path where they develop proactive strategies to get ahead of demands. It provides advice for companies on how to select and support social strategists to help them successfully guide their organization's social programs.
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.
The study brings new insights on the steps that senior financial executives need to take
to enhance their career and how CFOs themselves can bridge their current position with one that reflects their evolving value and clearly features their potential to organizations to finally become trusted strategic advisors. Branding the CFO confirms the findings of the 2011 CFERF study Beyond the Numbers that the value of CFOs in interpreting and anticipating risk, being an objective advocate and understanding the greater business context were seen as critical to ensuring the success of businesses.
This document reports on a pilot study that examined the quantifiable value derived from serendipitous activity within collaborative systems. Interviews with five companies found that four reported value from collaboration tools, though most did not track the actual value from serendipity. On average, measurable serendipitous results occurred within 3 months, yielding an average financial impact of $364,000. The study also outlines six rules for how value arises from serendipity through the creation, sharing, and later use of knowledge within organizations.
From Social Media to Social Business white paper series topic 3 :China‘s Soci...Kantar Media CIC
This document is a white paper in two parts that discusses social business development in China. Part I discusses the core and extension of social business, defining it as using social tools, media, and networks strategically, extensively, and comprehensively across all aspects of business operations. It outlines the core elements of social business as technology, processes, insights, and culture. Part II will examine how organizations achieve social business evolution and maturity through a roadmap based on research with 350 professionals. The white paper aims to provide guidance for enterprises to realize social business transformation.
The document discusses establishing a Social Business Center of Excellence (CoE) within an organization. It states that a CoE is key to helping change traditional organizational behaviors. An effective CoE cannot be just a committee that meets monthly, but must evolve into something larger to drive real change. It will require specialized skills across areas like content strategy, technology integration and deployment. Defining the organization's content strategy will be one of the most important and difficult tasks for the CoE. The CoE must have autonomy to make business decisions around marketing and communications to enable the transformation to a media company.
This document provides a framework for social media analytics including six use cases. It outlines challenges in social media measurement and recommendations. The framework includes aligning social strategy with business objectives, determining metrics, evaluating organizational readiness, and choosing tools based on strategy, metrics and needs. Key use cases covered are brand health, marketing optimization, customer care, product development, recruitment and internal communications. The document provides sample metrics, insights and actions for each use case.
UDPCast is software that uses multicast over UDP to copy the contents of a computer's hard drive (seed host) to other computers on a network. It allows administrators to easily install and maintain the same software and operating system configuration on multiple computers, such as in a school computer lab. The imaging process involves preparing the hosts, installing software on the seed host, and using sender and receiver processes to transfer the contents over the network from the seed host to the other hosts using multicast UDP packets.
Anatomia de un theme perfecto: Wordpress y SEOSeñor Muñoz
Este documento contiene la presentación de una charla sobre SEO en WordPress. Incluye información de contacto del orador, agradecimientos, y una serie de diapositivas que cubren temas como los cambios en SEO desde 2009, contenido duplicado en WordPress, la arquitectura de sitios, permalinks, etiquetas y categorías, diseño de páginas, .htaccess, robots.txt y el uso de plugins. También incluye enlaces a recursos adicionales sobre SEO y WordPress.
Hadoop has long had strong authentication via integration with Kerberos, authorization via user/group/other HDFS permissions and auditing via the audit log. Recent developments in Hadoop have added HDFS file access control lists, pluggable encryption key provider APIs, HDFS snapshots, and HDFS encryption zones. These features combine to given important new data protection features that every company should be using to protect their data. This talk will cover what the new features are and when and how to use them in enterprise production environments. Upcoming features including columnar encryption in the ORC file format will also be covered.
Save, Shave or Share - Case Study in Low Dollar FundraiserLirio
This social media driven fundraising campaign ran from 10-8-2012 through 10-31-2012. It had a singular goal to raise $1,000 for a mission trip to the Ukraine by having people to vote to shave my head or grow my hair out. It also allowed me the opportunity to share information about the needs in Dnipropetrovs’k
Drupal and its contributed modules provides an impressive amount of functionality without needing to write a single line of code by storing information in Drupal’s database tables. Unfortunately this poses a challenge for developers wanting to stage changes between servers. This talk starts to address these issues by describing the problem and presenting a variety of solutions as well as their pros and cons. I also discuss some possible paths to make this easier coming down the pipe.
Los bloggers de moda son los nuevos reyes de Internet, pero muchos han olvidado el SEO en su desarrollo. En esta charla te doy breves consejos para mejorar la visibilidad de tu web. Espero que te gusten
The document summarizes a presentation on social business trends for 2011. It finds that 2011 will be a year of integration, with companies focusing on (1) integrating social media into their websites and marketing, (2) measuring ROI of social strategies, and (3) hiring and staffing social media teams. It recommends that companies invest in scalable social programs, advertise on social networks, build customer advocacy, and use social relationship management systems.
Keynote: Social Business Forecast: 2011 The Year of IntegrationJeremiah Owyang
The document summarizes key findings from a presentation on social business trends for 2011. It finds that in 2011, companies will focus on (1) integrating social media programs, (2) measuring ROI, and (3) integrating social features on corporate websites. Budgets for social media programs are expected to increase, with mature companies spending the most on staff, custom technology development, and agencies. Companies are advised to invest in scalable social programs by hiring program managers, integrating social media online and through advertising, building advocate communities, and using systems like SCRM and SMMS to scale while measuring ROI.
How Corporations Should Prioritize Social Business BudgetsJeremiah Owyang
This document discusses how corporations should prioritize their social business budgets based on their maturity level. It summarizes data from a survey of 140 corporate social strategists on adoption and spending across 12 social business categories. Key findings include: 1) Spending on staff to manage social business will increase significantly but training/education will remain underfunded; 2) Companies will invest heavily in social network ads but may not truly engage customers; 3) Advanced companies will spend nearly 3 times more on boutique agencies than traditional agencies. The document provides spending benchmarks to guide social business investments based on a company's maturity as novice, intermediate, or advanced.
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.
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.
The survey results from 2010-2013 show that while social media is becoming more integrated into organizations, most are still at intermediate stages of social business maturity. Only 17% consider themselves truly strategic in their social strategies. Additionally, 52% of executives are aligned with social strategies, but many organizations experience "social anarchy" due to a lack of clear leadership, organization, and strategy around social efforts. Common priorities for social include scaling engagement, integrating data, and training. The report provides benchmarks for organizations to evaluate their own social business evolution.
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.
The Way to a True End to End Social Media Centric EnterpriseVikram Mohan
The document discusses how enterprises can become true end-to-end social media-centric organizations. It recommends that companies first assess their current social media maturity across people, tools/platforms, media and organizational views. This assessment would identify risks, benefits and the appropriate next steps. It then suggests implementing a social media governance framework and integrating social media adoption across the organization while conducting ongoing monitoring.
[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.
Unlocking Social CRM for your Organisation (Keynote)Joakim Nilsson
This document summarizes a presentation on using social CRM to leverage social media for customer management. It discusses how social media has changed CRM and the customer purchase funnel. It provides 5 strategies for using social media and emphasizes identifying your organization's social media presence, managing listening and engagement, and using the right tools. It also stresses the importance of developing programs with clear goals, objectives, metrics and actions to take based on social media insights.
Webinar Australia: What you should know about Social Media for corporationsSociety3
“What you should know about
Social Media for corporations”
This introductory webinar gives you a comprehensive insight into Social Media for corporations:
1) Cross functional strategy for business improvements
2) More effective way to compete for mind-, and market share
3) Less expensive way to create a better customer experience
It is a 60 minute compressed presentation of our 2 month leadership class
Social Media in corporations - are you ready?:
What do you know about your customers in the social web?
Do you know what customers say about you and your brand?
Do you know how open your customer base is and therefore how vulnerable you are?
How do you identify and work with key influencer?
Are you ready if your competitors go after your customers in the social web?
Are you able to create a social media strategy?
Do you know how to leverage the social web for your support organization?
Do you have an idea about ROI and effectiveness of social media?
Do you know how to measure improvements and success in the social web?
Did you ever consider involving and leveraging your partners?
Did it occur to you that the social web may be ideal to compete for mindshare?
Do you have enough information to decide whether to ignore or engage?
Agenda/Content:
The Social Web from a corporate point of view
Assessing a company’s social presence
Social media as a cross functional model
Creating a social media strategy
Understanding reporting and analytics tools
Dealing with ROI, budget and resource planning
Developing an execution plan
Building a successful social media organization
This is not about tools and how to better use LinkedIn, Facebook, or Twitter. It is about developing and executing a social media strategy for a 500 or 5,000 employee organization and creating a better business experience for customers, prospects and partners.
Target Audience:
- Business professionals on all levels and all department across all industries.
- Social media consultants or consultants entering the social media space.
The document outlines steps for developing a social media strategy. It discusses how the world has changed with the rise of social media and user participation. It then provides an overview of the current state of social business based on a survey of 140 companies. The document outlines baseline requirements, such as developing policies and guidelines, for preparing organizations internally for social media. It also discusses developing a social strategy through objectives like learning from customers and engaging in dialogue.
This whitepaper discusses best practices for creating an effective social media strategy within an organization. It recommends first prioritizing listening to social media conversations to understand consumer feedback and insights. It then suggests developing a five-step strategy: 1) plan objectives based on listening insights, 2) ongoing listening, 3) engage and participate, 4) measure and report results, and 5) refine the strategy. Finally, it provides examples of how companies like Ford, Best Buy, Southwest Airlines and Dell successfully leverage social media through dedicated teams and collaboration across departments.
The document summarizes a study on the stages of social business transformation for companies. It found that companies progress through six distinct stages as they develop social business strategies and capabilities. These stages range from initial planning to establish social media presences, to engaging communities, to fully integrating social strategies and processes into the business. The study was based on interviews with 26 executives and a survey of 698 professionals on their social media efforts. It provides an overview of each maturity stage and common goals, activities, metrics, and pitfalls seen at each level of development.
Social collaboration tools are becoming increasingly important for internal employee collaboration. While some managers are skeptical of social tools, they can improve knowledge sharing and boost team productivity by facilitating employee-built networks rather than restricting collaboration through organizational hierarchies. A holistic collaboration strategy pairs both traditional collaboration tools with newer social tools to maximize their combined benefits for enabling effective employee interactions.
Laying the Foundation: By www.marketo.com explain why social media holds tremendous opportunities for B2B companies looking to drive new business and increase revenue, but only if you first develop a solid foundation and an understanding of what makes the world of social media tick…
Most companies have adopted social media in the past 18 months, focusing on platforms like Facebook, Twitter, LinkedIn, YouTube and blogs. While brand building is currently the primary goal of social media usage, it takes time for companies to incorporate social media effectively into their business models. Communications, advertising and marketing agencies have been the leading adopters of social media so far, but lack of management support and concerns about confidentiality are still among the top obstacles to adoption.
1. A balanced social marketing scorecard considers metrics across four perspectives - financial, digital, brand, and risk management - to fully capture the value of social media programs. This avoids an overly narrow focus on direct financial metrics like ROI.
2. The financial perspective measures impacts on metrics like sales, costs, and customer spending. The brand perspective surveys consumers on brand attributes. The digital perspective analyzes owned and earned social assets. The risk management perspective estimates how social media reduces costs of potential issues.
3. Marketers should define objectives and select metrics for each perspective, and use the scorecard to align measurement, build consensus, and avoid short-term thinking that damages long-term brand health. A balanced approach
The document provides guidance on developing an effective social media measurement strategy. It outlines a 9-step framework: 1) select a use case like brand health or marketing optimization; 2) define success measures and key performance indicators; 3) ensure metrics have meaning and align to business priorities; 4) decide which social data matters; 5) choose the right technology; 6) collect data through links, tagging and integrated measurement; 7) visualize data to tell the story; and sustain efforts by iterating and benchmarking. The framework helps companies prove the value of social media by integrating measurement and tying efforts to business outcomes.
The document discusses the role of the Chief Information Officer (CIO) in developing social media policies for an organization. It notes that while CIOs initially cringe at social media due to risks, they will eventually own it. The CIO should provide a holistic view of potential social media uses, evaluate risks and benefits, identify appropriate technology, and support efforts to understand current employee social media usage. As organizations with experience implementing new policies and technologies, CIOs can help drive a successful social media policy rollout and advocate for such a policy in the C-suite. The document provides examples of key elements to include in a social media policy for employees.
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Keynote: Social Business Forecast: 2011 The Year of Integration
1. 1 LeWeb Keynote December 9, 2010 Jeremiah Owyang Industry Analyst Social Business Forecast: 2011 The Year of Integration Research reveals focus on integration, staffing, advertising, and measurement.
2. 2 What happened in 2010 What’s going to happen in 2011 What companies should do about it Agenda:
22. Maturity drives Total Budget, Team Size, and Org Model Source: Survey of Corporate Social Strategists, Altimeter Group, November 2010 We asked 140 Corporate Social Strategists their total strategy budget, number of full-time equivalent staff dedicated to social media, and organizational model:
23. Maturity drives Total Budget, Team Size, and Org Model Source: Survey of Corporate Social Strategists, Altimeter Group, November 2010 Corporations who are just getting started have miniscule budget and are significantly understaffed in a centralized team –this does not scale.
24. Maturity drives Total Budget, Team Size, and Org Model Source: Survey of Corporate Social Strategists, Altimeter Group, November 2010 Corporations who have formalized their programs have a cross-functional team that lead and serve many business units with a larger budget line–they may not deploy on their behalf.
25. Maturity drives Total Budget, Team Size, and Org Model Source: Survey of Corporate Social Strategists, Altimeter Group, November 2010 Mature and Advanced corporations have only slightly large budgets but involve many more across the company and are formed in Hub and Spoke, and often “Dandelion”
28. For Internal Goals In 2011, Social Strategists will focus on Measurement of ROI Source: Survey of Corporate Social Strategists, Altimeter Group, November 2010 We asked 140 Corporate Social Strategists: “What internal social strategy objectives will you focus most on 2011?”
29. Social Strategists struggle with relying on engagement data We asked 140 Corporate Social Strategists: What measurements are most important to evaluating the success of your program? Source: Survey of Corporate Social Strategists, Altimeter Group, November 2010
30. In External ‘Go to market’ a focus will be on integrating social onto the corporate website Source: Survey of Corporate Social Strategists, Altimeter Group, November 2010 We asked 140 Corporate Social Strategists: “What external social strategy objectives will you focus most on 2011?”
31. 2010-2011: Adoption of Social Business programs We asked 140 Corporate Social Strategists their budget for 12 social business programs in 2010, and projected increases/decreases in 2011 to calculate adoption forecast: Source: Survey of Corporate Social Strategists, Altimeter Group, November 2010
32. 2010-2011: Spending on Social Business programs We asked 140 Corporate Social Strategists their budget for 12 social business programs in 2010, and projected increases/decreases in 2011 to calculate adoption forecast: $278,000 $160,000 $129,000 $120,000 $108,000 $98,000 $90,000 $47,000 $47,000 $37,000 $23,000 $22,000 Source: Survey of Corporate Social Strategists, Altimeter Group, November 2010
33. 2011 top spending by Company Maturity Source: Survey of Corporate Social Strategists, Altimeter Group, November 2010 We asked 140 Corporate Social Strategists their budget for 12 social business programs in 2010, and projected increases/decreases in 2011 to calculate top spending by Company Maturity in 2011:
34. 2011 top spending by Maturity Source: Survey of Corporate Social Strategists, Altimeter Group, November 2010 A small compartment of staff will be hired, scalable branded communities, and reliance on agencies which could help with monitoring.
35. 2011 top spending by Maturity Source: Survey of Corporate Social Strategists, Altimeter Group, November 2010 Teams will continue to grow, but likely stymied by true ‘engagement’ brands may throw ad dollars and campaigns in order to scale –expect few to have maturity to truly engage.
36. 2011 top spending by Maturity Source: Survey of Corporate Social Strategists, Altimeter Group, November 2010 Expect the advanced to customize social media software and data, and then focus on engagement with social media agencies of record (SMAOR) –with less focus on advertising than the mature
39. Hire correctly (Gurus/Ninjas/Samurai need not apply) and properly train for scale Integrate social media on the corporate website, then aggregate and curate Invest in advertising that leverages social graph Build an unpaid army of advocates –get your customers to do the work for you Invest in scalable systems like SCRM and SMMS Learn to measure using the ROI Pyramid Invest in scalable social media programs 30
40. Gurus, Ninjas, and Samurai need not apply Hire a program manager rather than a social media “hot shot.” Seek candidates with a track record of early technology adoption in their careers. Look for a corporate entrepreneur, comfortable with “calculated risks.” An internal resource to serve the entire enterprise. 1) Hire correctly and properly train for scale 31
41. 2) Pragmatically integrate social media on the corporate website, then aggregate and curate 32 8. Seamless integration 7. Social log-in triggers sharing 6. Users stay on site with social log-in 5. Aggregate discussion on site 4. Brand integrated in social channels 3. Link away but encourage sharing 2. Link away with no strategy 1. No social integration Source: http://www.web-strategist.com/blog/2010/05/19/slides-roadmap-for-integration-of-social-into-your-corporate-website/
42. 3) Invest in advertising that leverages social graph Advertising is the second highest social business program spend in 2010-2011 ($104,000 and $160,000) 48% of corporations plan to increase their spend in 2011 Focus on clear metrics Make ads engaging and tie to social graph –not just banners 33 Twitter’s advertising is a combination of both earned and paid –that results in WOM
43. Invest in Advocacy programs – they scale Research indicates a 5 step process Example: Microsoft has @4000 MVPs who are nominated by peers, employees and other MVPs; MVPs write books, articles, participate in user groups, host events, and answer community questions 4) Build an unpaid army of advocates –get your customers to do the work for you 34
44. SCRM connects the social web to your customer data bases, in 2010 to 1011 –budgets are small $19K to $37K (SCRM) but growing Most corporations don’t know they are implementing SCRM, as brand monitoring integrated with CRM applies Invest in Social Media Management Systems (SMMS) to help your brands scale. Forecast: $14K to $22K (SMMS) in 2011 spending Vendor short list: CoTweet, HootSuite, Sprinklr, Objective Marketer, Expion, SpredFast, or Seesmic 5) Invest in scalable systems like SCRM and SMMS 35
45. Learn to measure correctly Serve the right metrics to the right roles See: The Social Media ROI Pyramid 6) Learn to measure using the ROI Pyramid 36
46. ROI Pyramid: Roles View Provide the right metrics to the right audience. A novice mistake is to provide ‘engagement metrics’ to executives
47. The ROI Pyramid: Metrics View These metrics are formulas comprised of the tier below them. Currently, there is no industry standard.
48. The ROI Pyramid: Metrics Examples (there are more) A junior mistake is providing ‘engagement data’ to executives –instead focus on business metrics.
50. 2010 was the read of Foundational Investments. In 2011, expect to see a focus on Measurement, Integration, Staffing and Advertising. Invest in Scalable Programs that leverage your crowds –1:1 dialog does not scale. Summary 41
51. This research is published under the spirit of Open Research, use it, reference it, and build on it. The more you share the more we can conduct, spread it widely. Our papers are published under non-commercial Creative Commons – you are free to use our research, with attribution to Altimeter Group. Open Research 42
52. 43 Jeremiah OwyangIndustry Analyst jeremiah@altimetergroup.com web-strategist.com/blog Twitter: @jowyang Research team includes significant contributions from Christine Tran, and Charlene Li, Altimeter Group