![Customers are becoming more social
There are now 3 types of customers:
• traditional
• online
• social
“[Social customers] require a different level of engagement.
They’re connected. They’re influential.”
Brian Solis, Altimeter Group](https://image.slidesharecdn.com/practicalstepstobecomeasocialbusinessfinal-110921051559-phpapp02/75/Practical-steps-towards-being-a-social-business-14-2048.jpg)
![Gift Giving
• Trust comes via authentic voices
• Reciprocity comes via participation
• Social capital comes via recognition
[Miettinen 2009]
!](https://image.slidesharecdn.com/practicalstepstobecomeasocialbusinessfinal-110921051559-phpapp02/75/Practical-steps-towards-being-a-social-business-47-2048.jpg)
Uploaded byZipipop Freud
Practical steps towards being a social business
The document outlines 5 steps for organizations to become more social businesses. It discusses using social media internally with employees and externally with clients and partners. It emphasizes engaging with social customers and building a business to support them through improved collaboration. A key step is to establish a social media team to guide strategy and monitor conversations.
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Similar to Practical steps towards being a social business
Practical steps towards being a social business
- 1. Practical steps towardsbeing a social business 21.9.2011 Richard von Kaufmann // concepting director // co-founder
- 2. We help withsocial media guidance, marketing, analysis, and organizational collaboration. (registered 2007)
- 3.
- 4. OSKE (TEM) CollaborationEnvironment shared space
- 5. 5 Steps towardsbeing a Social Business ra llel Social media with partners in pa ped elo dev Social media with employees be can Social media with clients Social Media Team Social Media Strategy
- 6. What is socialmedia? Online applications, platforms and media which aim to facilitate interaction, collaboration and the sharing of content. (Universal McCann’s Social Media Research Wave 3, 2008)
- 7. What is socialmedia? Online applications, platforms and media which aim to facilitate interaction, collaboration and the sharing of content. (Universal McCann’s Social Media Research Wave 3, 2008)
- 8. No Doubt Social mediahas change the way we do things. New contact books New encyclopedias New photo albums New diaries
- 9. New Potential Now it’schanging the way we do business. New marketing New communication New intranets New workflows channels
- 10.
- 11.
- 12. salesforce.com, 2011 www.company facebook.com/company
- 13.
- 14. Customers are becomingmore social There are now 3 types of customers: • traditional • online • social “[Social customers] require a different level of engagement. They’re connected. They’re influential.” Brian Solis, Altimeter Group
- 15. Why be aSocial Business? Engage with social customers and build a business to support them. Improved collaboration between employees, partners and customers.
- 16. C M O ost of issed pportunities Ask not what is the the ROI of social media Ask what is the cost of not doing it
- 17. Help! What canI do about it?
- 18. listen more Use monitoringtools for tracking social media discussions
- 19.
- 20. Start guiding conversations Influencingand guiding social media “conversations” is now a necessity and should be part of the overall customer relations / marketing strategy.
- 21. Brand Friend: FriendshipGrowth Community driven Intimate Friendship Acquaintance Awareness Growth Viral
- 22. Brand Friend: FriendshipGrowth Community driven strategy soc ia l media Intimate Friendship Acquaintance Awareness Growth Viral
- 23. Brand Friend: monitoring Community driven Intimate Friendship Acquaintance Awareness Unaware Anger Indifference Avoidance Growth Viral Deterioration
- 24. Brand Friend: reactingquickly Community driven Intimate Friendship Acquaintance Awareness Unaware Anger Indifference Avoidance Growth Viral Deterioration
- 25. the landscape ischanging
- 26. Quality product /service
- 27. Engagement & Support Qualityproduct / service
- 28. Social Media Team Engagement & Support Quality product / service
- 29. Media campaigns Engagement & Support Quality product / service
- 30. Media campaigns Engagement & Support Quality product / service
- 31. “It’s not acampaign – it’s the start of a relationship” Jeremiah Owyang, Altimeter Group Media campaigns Social conversations Engagement & Support Quality product / service
- 32. useful, entertaining, relevant Digital marketing Media campaigns Social conversations Engagement & Support Quality product / service
- 33. Customer evangelists Digital marketing Media campaigns Social conversations Engagement & Support Quality product / service
- 34. Social Media “Marketing”Strategy: • What are objectives • Target groups/audiences • What does the audience expect • What do we want the audience to do • What do we do to achieve these goals • Continuity with brand identity (tone of voice, etc.) • How do we know we have succeeded • How can we keep the activity going • How do we respond to a crisis situation
- 35. Customer support ismarketing Happy customers tell a few friends. Unhappy customers tell many more.
- 36. Avoiding Dell Hell Negativediscussions can quickly escalate out of control. Being responsive to criticism can help rebuild and often reinforce relationships. Dell now has reputation as being one of the most switched on users of social media. They have earned over $3 million in revenue directly through Twitter since 2007 (Dell, 2009)
- 37. Provide more socialsupport Benefits: • Fast • Simple • Convenient • Collaborative • Customer friendly
- 38. Reach out throughsocial platforms Customer support can be provided through existing social media services. Go to where your customers already are.
- 39. Advanced customer support Providecustomers with services that are useful, entertaining and relevant. Terveystalo produced an appointment app using marketing funds
- 40.
- 42. Purple Cows To getnoticed in today’s market you need to: • Be a “purple cow”*, i.e. be remarkable and stand out from the crowd. • Find interesting, authentic stories behind your team, brand, product or company. • Provide marketing content that is: entertaining, useful and relevant * http://www.fastcompany.com/magazine/67/purplecow.html
- 43. Tell your story •What do you stand for • Who you are • What your goals are • What is happening • Your values
- 44. Start blogging Start conversations and promote internal and external knowledge sharing. A focused topical blog can be used to claim your space as an expert in the field.
- 45.
- 46. Support your communities Supportingcommunities can enhance customer engagement, trust, loyalty, passion, interaction and brand awareness
- 47. Gift Giving • Trustcomes via authentic voices • Reciprocity comes via participation • Social capital comes via recognition [Miettinen 2009] !
- 48. Competitions are popular Friends of Fans Discovery Fans and Awareness Campaign Recruit, Engage and Convert
- 49.
- 50. Champion Users • Fromacross the organization • Setting the right usage rules for collaboration tools is crucial • New users learn the rules through observing how the community is already using the space. http://www.flickr.com/photos/center_for_jewish_history/4352152712/sizes/o/
- 51. Social Media Guidelines Educateusers on basic participation guidelines: • representing self • seeking permissions • avoiding offence • giving credit • asking questions • use a smiley when you mean it lamunecadelasonrrisaalegre.blogspot.com
- 52. Riikka Pellikka - OSKEChief Community Manager Generation Y: mid 1970s to 2000
- 53. The importance ofGeneration Y • Actively engaged Generation-Y employees as key “transformers” (connectors) • Gen Y have been sharing and collaborating online most of their lives
- 54. Starting small Social mediaskills are new to many employees and therefore it is important to start with easy but beneficial tools and collaboration workshops.
- 55. OSKE Collaboration Workshops* Preparation 1st Month 2nd Month 3rd Month 4th Month Client Q&A / Online survey Yammer & Google Sites Setup 6 x Community Manager / Admin Workshops “The social media policies introduced by Zipipop 6x User workshops have already improved our communication and collaboration processes. Although many of the participants had no previous experience using social media, Zipipop’s training has enabled them User review workshop to fully engage with the new technologies.” Riikka Pellikka (OSKE, Head of Communications) * Workshop order and months grouped and adjusted to aid understanding
- 56. Zipipop trains organizationsto better manage this space Partners / stakeholders RULES GUIDANCE Business / SUPPORT organization Customers
- 57. What is aCommunity Manager? A Community Manager guides communities towards smooth and effective collaboration. http://www.fillmoregazette.com/arts-entertainment/ventura-college-symphony-orchestra-%E2%80%9Cwinner%E2%80%99s-circle%E2%80%9D-concert-october-25
- 58. Linking the communitiestogether Community Managers are being recruited to manage the interactions between organizations, partners and customers.
- 59.
- 60. Falling out oftouch "When a 12-year-old can gather information faster, process it more efficiently, reference more diverse professionals, and get volunteer guidance from better sources than you can at work, how can you pretend to be competitive?" Thomas Friedman, The DIY Economy, New York Times, December 2009 http://www.flickr.com/photos/sachac/222673565/sizes/m/in/photostream/
- 61. What really motivatesworkers? Harvard Business Review asked 600 managers to rank what motivates employees: • recognition • incentives • interpersonal support • support for making progress • clear goals
- 62. Which one didthe managers vote least important? support for making progress
- 63. Which one did12,000 employee diary entries highlight as the most important? support for making progress
- 64. Why are organizationsusing social media for internal collaboration?
- 65. Benefits: •Find out about each other. Gartner, October 2009
- 66. Benefits: •Find out about each other. • Form teams, communities or informal groups. Gartner, October 2009
- 67. Benefits: •Find out about each other. • Form teams, communities or informal groups. • Work together on the same work objects. Gartner, October 2009
- 68. Benefits: •Find out about each other. • Form teams, communities or informal groups. • Work together on the same work objects. • Discuss and comment on their work. Gartner, October 2009
- 69. Benefits: •Find out about each other. • Form teams, communities or informal groups. • Work together on the same work objects. • Discuss and comment on their work. • Identify relevant work. Gartner, October 2009
- 70. Benefits: •Find out about each other. • Form teams, communities or informal groups. • Work together on the same work objects. • Discuss and comment on their work. • Identify relevant work. • Discover other people with common interests. Gartner, October 2009
- 71. Benefits: • Learnfrom others' expertise. Gartner, October 2009
- 72. Benefits: • Learnfrom others' expertise. • Facilitating social interaction by helping people to establish and strengthen personal relationships, develop trust and, in the end, reduce friction and accelerate the business processes that people are engaged in. Gartner, October 2009
- 73. Benefits: • Learnfrom others' expertise. • Facilitating social interaction by helping people to establish and strengthen personal relationships, develop trust and, in the end, reduce friction and accelerate the business processes that people are engaged in. • Accessing relevant knowledge and expertise that can be used to formulate a plan of action when decisions need to be made. Gartner, October 2009
- 74. OSKE Case-study The mainneeds were: • Improve communication efficiency from the coordinating body to around 200 related members • Improve collaboration between and within the 13 clusters and 22 centres of excellence
- 75.
- 77. Pass the Parcel Project management via email attachments can be frustrating.
- 78. Pass the Parcel Project management via email attachments can be frustrating.
- 79. Pass the Parcel Project management via email attachments can be frustrating.
- 80. Pass the Parcel Project management via email attachments can be frustrating.
- 81. Pass the Parcel Project management via email attachments can be frustrating.
- 82. Pass the Parcel Project management via email attachments can be frustrating.
- 83. Cloud Computing Cloud
- 84. New Collaboration Spaces collabora've real‐'me hosted open‐source transparent flexible low cost
- 85. You have probablyalready been working in the cloud?
- 86. People can workon the same document or in the same space.
- 87.
- 88. 4Cs of Collaboration •Community (must have a shared purpose) • Communication (cultivate an ethic of contribution) • Coordination (develop scalable processes) • Co-creation (reward collaboration)
- 89. Enterprise Social Services ForresterWave: Enterprise Social Platforms Q3’11 Gartner (August 2011) Magic Quadrant for Social Software in the Workplace
- 90.
- 91.
- 92.
- 93. Service Selection Process • Past experience (+3 years collaborating online) • Benchmarking (Confluence, Elgg, Ning, Basecamp, Microsoft online docs (beta release), etc.) • User collaboration survey
- 94. Social media skills Resultsfrom the OSKE collaboration survey show that many members were already familiar with some key social media activities. • 75% have commented online • 60% have downloaded a file • 58% have used Skype • 55% initiated a discussion • 26% have embedded a file • 17% have not participated in social media
- 95. Social Media Toolbox It is more about guidelines and coaching than implementing technology. Campfire Basecamp
- 96. Daily Workflow Social toolshave to be truly integrated into the daily workflow. Tools
- 97. Taking the Lead Managementneeds to dive in. Make an inviting and productive place to play together. http://www.sxc.hu/photo/624694
- 98. Without an audience, weare not motivated… http://www.besser20.de/english
- 99. Social software makes givingfeedback easy : )
- 100. Social Credit Recognition asan expert. Community contributions. Napoleon said; “A soldier will fight long and hard for a piece of coloured ribbon.”
- 101. High value —Low cost
- 102. Enterprise Micro-blogging Enterprise micro-blogging uses conventions developed from consumer social media: most notably Facebook and Twitter. There are many enterprise micro-blogging services:
- 103. Facebook pioneered thedevelopment of the live “News Feed” stream. This interaction format is now widespread in many services and it is fast becoming a standard part of business software.
- 104. News Feed components: • Real-time •Status Messages • Links • Likes • Comments
- 105. Micro-blogging Businesssoftware has now adapted the News Benefits: Feed and micro-blogging practices to improve • Improving awareness collaboration within and • Requesting help between organizations. • Finding people • Sharing tips and links • Coordinating • Reduces overall email traffic • Makes important email standout
- 106. Avoid that spammyfeeling Don’t have private conversations inside a large open community!
- 107. Yammer Usage: Large Communities THINK:“community news stream”
- 108. Yammer Usage: Small Groups THINK:“micro-forum”
- 109. Creating a widernetwork X Cluster Yammer Community OSKE Admins cluster members Networks are a great way to cluster managers expand a collaboration “community” “community” community. network network OSKE.net admins only “parent” OSKE Community X Cluster network Network cluster members Zipipop used Yammer open “community” Community Networks to all OSKE users create a linked network of network 13 OSKE competence “community” network X Cluster clusters consisting of 22 cluster members different organizations – which could use their own work emails to get access. (“community” network)
- 110. Wiki Spaces • knowledgestorage • ease-of-use • comprehensive sharing options
- 111. Focused Sites Information isfocused by creating Google Sites that are set up for each cluster. All members can access the main A cluster sites, however, closed project sites can also be created.
- 112. hub.oske.net A place toshare news and knowledge A central site that links all parts with the whole community. of the collaboration environment.
- 113. Empowering Users Employees can add the content directly. Big benefits in knowledge generation and participation. Structure and content can be easily post-moderated by Community Managers.
- 114.
- 115.
- 116. Data collection anddecision-making The OSKE Secretariat have been using simple Google Forms to collect data from the members.
- 117. Open Leadership Using quickonline surveys you can easily access your teams collaborative wisdom to help make decisions.
- 118. Internet culture: •flat • open • meritocratic • flexible
- 119. The brightest andthe best "If any organization wants to hire the best and the brightest around the world the internal social reality in that organization is going to have to mirror the social reality of the web.” Gary Hamel, BBC Global Business May, 2010 Gary Hamel is the originator (with C. K. Prahalad) of the concept of core competencies. And the Wall Street Journal recently ranked Gary Hamel as the world's most influential business thinker
- 120. Meritocracy Ideas should be judged openly on merit and credited accordingly. When people watch a YouTube video they ask whether it was good or not. They don’t ask who made it. http://www.dailymail.co.uk/news/article-1222861/Pensioner-complained-gay-pride-march-warned-police-hate-crime.html
- 121. Transparency We Being open and transparent is not about giving away secrets, it’s about being genuine, telling the truth, enhancing organizational trust, and winning the support of loyal customers. I respect and love you!
- 122. Shared Value Companies needto think hard about creating “shared value”, i.e. the core activities of a company must benefit society as a whole. Michael Porter
- 123.
- 124. Nestle Boycott This longrunning dispute is now using social media to gain traction.
- 125.
- 126.
- 127. Social Media Benefits (some highlights) Improve brand visibility. Use new channels to get closer to customers. Influence real-time "conversations" concerning brands. Make customer service more responsive and easier to interact with. Improve efficiencies and innovations though collaboration. New ways to support your employees to get their work done.
- 129. Kiitos! Richard von Kaufmann conceptingdirector // co-founder puh. 045 11 222 73 s-posti: richard@zipipop.com www.zipipop.com