The survey found that 28% of organizations have a social media strategy. Larger organizations and those with multinational locations were more likely to have a strategy than smaller firms and those with only US operations. Marketing, IT, HR and senior management were most likely to lead social media activities, though only 12% of organizations have a dedicated social media employee.
The document discusses how top performing marketing organizations are leveraging social media more effectively than others. It finds that the best-in-class are more likely to actively engage and monitor social media conversations, have executive support for social media initiatives, dedicate resources to managing social efforts, and deploy tools to measure customer experience data from social media. The best-in-class also focus on metrics like new sales leads to establish a strong business case for social media investments and drive greater marketing performance results.
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.
SOCIALLY ENGAGED COMPANIES$SEE 4X GREATER BUSINESS IMPACTGenaro Bardy
A new study by PulsePoint Group and The Economist Intelligence Unit found that companies that fully embrace social engagement experience four times greater business impact than less engaged companies. The study identified six types of socially engaged enterprises and provided insights on measuring social engagement strategies. Companies that are most engaged see a 7.7% return on social engagement activities, compared to a 1.9% return for less engaged companies. C-suite advocacy and commitment to social engagement as a strategy was found to be critical for high performance.
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.
Social analytics uses data from enterprise social platforms and other sources to identify patterns of interaction within an organization. This makes previously invisible interactions visible and measurable. Analyzing these patterns along with operational metrics can reveal causal relationships between interactions and performance. Using social analytics to provide targeted, actionable insights to employees through feedback loops has the potential to continuously improve organizational performance.
The corporate communicator's role has expanded in recent years. A survey of 191 corporate communicators found that they are now responsible for more areas like social media, crisis management, and executive communications. They also face more challenges like managing internal departments, tight budgets, and keeping up with changing technology. While over half report directly to senior leadership, many communicators experience budget constraints and organizational silos that impede their work. As companies integrate marketing and communications more closely, communicators are playing a bigger strategic role in driving business results through reputation management and consistent messaging.
With the tough competition and world economics problems the need for accurate data and deep analytics are increased and become vital to companies survival
The document discusses the state of social media and social business. Some key points:
- Most companies now have dedicated social media teams that are growing in size and responsibilities.
- Many companies consider themselves at an intermediate stage of social business maturity.
- Social data is being used across the entire customer journey from awareness to loyalty.
- The top challenges for social business are getting executive support, having a holistic strategy, clear metrics, and employee training.
- Seven factors for a successful social business strategy are outlined, including defining goals, establishing vision, getting support, defining a roadmap, governance, resources, and technology.
The document discusses how top performing marketing organizations are leveraging social media more effectively than others. It finds that the best-in-class are more likely to actively engage and monitor social media conversations, have executive support for social media initiatives, dedicate resources to managing social efforts, and deploy tools to measure customer experience data from social media. The best-in-class also focus on metrics like new sales leads to establish a strong business case for social media investments and drive greater marketing performance results.
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.
SOCIALLY ENGAGED COMPANIES$SEE 4X GREATER BUSINESS IMPACTGenaro Bardy
A new study by PulsePoint Group and The Economist Intelligence Unit found that companies that fully embrace social engagement experience four times greater business impact than less engaged companies. The study identified six types of socially engaged enterprises and provided insights on measuring social engagement strategies. Companies that are most engaged see a 7.7% return on social engagement activities, compared to a 1.9% return for less engaged companies. C-suite advocacy and commitment to social engagement as a strategy was found to be critical for high performance.
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.
Social analytics uses data from enterprise social platforms and other sources to identify patterns of interaction within an organization. This makes previously invisible interactions visible and measurable. Analyzing these patterns along with operational metrics can reveal causal relationships between interactions and performance. Using social analytics to provide targeted, actionable insights to employees through feedback loops has the potential to continuously improve organizational performance.
The corporate communicator's role has expanded in recent years. A survey of 191 corporate communicators found that they are now responsible for more areas like social media, crisis management, and executive communications. They also face more challenges like managing internal departments, tight budgets, and keeping up with changing technology. While over half report directly to senior leadership, many communicators experience budget constraints and organizational silos that impede their work. As companies integrate marketing and communications more closely, communicators are playing a bigger strategic role in driving business results through reputation management and consistent messaging.
With the tough competition and world economics problems the need for accurate data and deep analytics are increased and become vital to companies survival
The document discusses the state of social media and social business. Some key points:
- Most companies now have dedicated social media teams that are growing in size and responsibilities.
- Many companies consider themselves at an intermediate stage of social business maturity.
- Social data is being used across the entire customer journey from awareness to loyalty.
- The top challenges for social business are getting executive support, having a holistic strategy, clear metrics, and employee training.
- Seven factors for a successful social business strategy are outlined, including defining goals, establishing vision, getting support, defining a roadmap, governance, resources, and technology.
The document discusses trends in social computing adoption by organizations. It finds that:
1) Companies are increasingly using social tools both internally for employee collaboration and externally to engage customers, with goals like building brand advocacy, innovation, and customer service.
2) While marketing was initially the main focus, organizations now use social media for recruitment, product development, and brand management.
3) Adoption of social technologies is widespread across industries and includes objectives from driving innovation to improving customer service.
4) Internally, social tools enhance employee communication and knowledge sharing, while external uses include engaging customers through social media channels.
This document summarizes an IBM executive report on using business analytics to gain competitive advantage. It discusses how analytics can help organizations understand customer behavior, risks, and regulations to inform strategic decision making. The report finds that while technology barriers to analytics are decreasing, organizational culture challenges remain, such as integrating data across departments and establishing a leadership mandate to make decisions based on facts. It recommends that organizations lay the foundation for fast responses, extract value by aligning objectives with integrated data, and use predictive analytics to detect opportunities. When applied to understanding customers, risks, and regulations, analytics can help optimize performance in today's complex environment.
A contrarian view to adoption of collaboration-tools-in-the-global-workplaceSubroto Gupta
This document provides a contrarian view on adopting collaboration tools in global workplaces. While building collaborative capabilities seems obvious, it faces challenges like geographical distribution and cultural differences. The author argues conventional wisdom on best practices for adoption is sometimes misguided. Successful strategies often do the opposite - like focusing on grassroots adoption over executive support, choosing the right technology over any platform, making community managers the owners instead of IT, integrating tools into workflows instead of expecting people to use them, and starting small within interested groups instead of expecting company-wide adoption. Taking these counterintuitive approaches may lead to higher rates of sustained adoption and collaboration.
A social business is an organization whose culture and systems encourage networks of people to create business value. Social businesses connect individuals, so they can rapidly share information, knowledge and ideas by having conversations and publishing informal content. They analyze social content from multiple channels and sources, in addition to structured data, to gain insights from both external and internal stakeholders. When those things happen, innovation and business execution rates increase, better decisions are made, and customers and employees are more engaged and satisfied. Social businesses enjoy lower operating costs, faster speed-to-market, improved customer and employee engagement, and increased profitability.
This document discusses best practices for internal communications based on a study of over 400 companies. It finds that employee engagement is the top goal of internal communicators. The biggest challenge they face is managing information overload. Email and intranet are the most used and effective channels currently, though video and social media are growing. The document offers tips for internal communicators to boost engagement, including making communications timely, targeted, relevant, personalized, and measurable. It stresses the importance of collaboration between internal and external communications teams.
Small businesses face pressures to reduce costs while managing growth expectations. Many use outdated systems like spreadsheets that cannot adequately support business needs. ERP provides capabilities to standardize processes, increase efficiency, improve collaboration, and provide visibility across the organization. The best-performing small businesses are more likely to modernize applications including ERP to address challenges and take advantage of these capabilities.
IBM social business patterns paper / April 2013 - Venite a vederli il 23/5 al...Max Ardigó 🇦🇷
This document discusses patterns in achieving social business success through leading organizations. It describes how social business practices can help organizations adapt to changing economic conditions and create competitive advantages. Six social business patterns are identified: finding expertise, gaining external customer insights, increasing knowledge sharing, improving recruiting and onboarding, managing mergers and acquisitions, and enabling workplace safety. Each pattern is described in detail with examples of how organizations have successfully implemented social capabilities to address common business challenges and achieve benefits like faster problem solving, reduced costs, improved customer and employee engagement, and increased innovation.
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.
Whitepaper IBM on social business patternse-office bv
In dit whitepaper worden 6 use cases beschreven voor succesvol inzetten van social voor bedrijfsprocessen. Use cases zijn: toegang tot kennis, inzicht in klantvragen, kennisdelen, werving en inwerken, fusies en overnames, veiligheid op de werkplek.
Cracking the data conundrum - how successful companies make big data operationalRick Bouter
- Only 13% of organizations have fully implemented Big Data initiatives despite large investments, with challenges including scattered data silos, ineffective coordination of analytics teams, and reliance on legacy systems.
- Successful companies establish centralized teams to coordinate Big Data efforts, adopt systematic implementation approaches with clear selection criteria and metrics, and have strong executive leadership driving cultural change towards data-driven decision making.
- Top performers also leverage multiple channels like partnerships, acquisitions, and innovation labs to develop Big Data talent.
Cracking the Data Conundrum: How Successful Companies Make #BigData OperationalSubrahmanyam KVJ
There is little arguing the benefits and disruptive potential of Big Data. However, many organizations have not fully embedded Big Data in their operations. In fact, our research shows that only 13% have achieved full-scale production for their Big Data implementations. The most troubling development is that most organizations are failing to benefit from their investments. Only 27% of respondents described their Big Data initiatives as “successful” and only 8% described them as “very successful”.
So, how can organizations make Big Data operational? There are many factors that go into the making of a successful Big Data implementation. However, the single biggest factor that we observed in our research was that organizations that have a strong operating model stood apart. This operating model has multiple distinct elements, which include, among others, a well-defined organizational structure, systematic implementation plan, and strong leadership support. For instance, success rates for organizations with an analytics business unit are nearly 2.5 times those that have ad-hoc, isolated teams. The report highlights the key factors for successful Big Data implementations.
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.
The Coming Change in Social Media by Social Media TodayElizabeth Lupfer
In a major paradigm shift that is impacting public relations and marketing oranizations, companies are now viewing social media as their front line strategy for customer engagement, immediate contact, and lead generation. This means the software tools we use in the social space will be changing a lot too. This gamebreaker call was based on research developed by our resident trendspotter, Josh Gordon, in Social Media Today's latest free download white paper The Coming Change In Social Media. It's our focus here at Social Media Today to help frame the issues and put them into perspective so that community members can use them as a roadmap and drive the future of social media. Don't get behind the curve.
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.
Using Digital Tools to Unlock HR’s True PotentialVIRGOkonsult
The document discusses how digital technologies are impacting HR functions but HR has been slow to adopt digital. Job seekers and employees are increasingly using digital channels like social media and mobile devices. However, most organizations still rely on traditional HR processes and systems. The document recommends that HR build top management support, upgrade flexible IT systems, use data to drive decisions, and implement pilot programs to drive digital transformation in HR.
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.
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.
The survey found that 68% of organizations use social media to reach external audiences. The most commonly used platforms are Facebook (45%), LinkedIn (34%), and Twitter (28%). Marketing (67%), HR (44%), and public relations (38%) are the most likely to engage in social media activities on behalf of organizations. While 31% of companies track employee social media use and 43% block access to platforms on work devices, larger organizations are more likely to monitor and restrict access. The majority of organizations have used social media for 1-2 years to engage external groups like customers and employees.
The 2013 Social Business Benchmark Preliminary FindingsLeader Networks
Explore the details from the 2013 Social Business Benchmark Study in this Preliminary Findings Report. Increasing, organizations are using social business to impact core operations and show business value.
[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.
Ready to launch the greatest social media campaign ever? In many organizations, you'll have to get the approval of a senior leadership team. In this presentation, you'll learn a variety of insights, strategies and tactics for overcoming executive resistance toward social media efforts.
Presented by Ryan Cohn, Vice President of Social/Digital Operations at Sachs Media Group, at the Social Fresh EAST Conference in Tampa on April 19, 2013.
The document discusses trends in social computing adoption by organizations. It finds that:
1) Companies are increasingly using social tools both internally for employee collaboration and externally to engage customers, with goals like building brand advocacy, innovation, and customer service.
2) While marketing was initially the main focus, organizations now use social media for recruitment, product development, and brand management.
3) Adoption of social technologies is widespread across industries and includes objectives from driving innovation to improving customer service.
4) Internally, social tools enhance employee communication and knowledge sharing, while external uses include engaging customers through social media channels.
This document summarizes an IBM executive report on using business analytics to gain competitive advantage. It discusses how analytics can help organizations understand customer behavior, risks, and regulations to inform strategic decision making. The report finds that while technology barriers to analytics are decreasing, organizational culture challenges remain, such as integrating data across departments and establishing a leadership mandate to make decisions based on facts. It recommends that organizations lay the foundation for fast responses, extract value by aligning objectives with integrated data, and use predictive analytics to detect opportunities. When applied to understanding customers, risks, and regulations, analytics can help optimize performance in today's complex environment.
A contrarian view to adoption of collaboration-tools-in-the-global-workplaceSubroto Gupta
This document provides a contrarian view on adopting collaboration tools in global workplaces. While building collaborative capabilities seems obvious, it faces challenges like geographical distribution and cultural differences. The author argues conventional wisdom on best practices for adoption is sometimes misguided. Successful strategies often do the opposite - like focusing on grassroots adoption over executive support, choosing the right technology over any platform, making community managers the owners instead of IT, integrating tools into workflows instead of expecting people to use them, and starting small within interested groups instead of expecting company-wide adoption. Taking these counterintuitive approaches may lead to higher rates of sustained adoption and collaboration.
A social business is an organization whose culture and systems encourage networks of people to create business value. Social businesses connect individuals, so they can rapidly share information, knowledge and ideas by having conversations and publishing informal content. They analyze social content from multiple channels and sources, in addition to structured data, to gain insights from both external and internal stakeholders. When those things happen, innovation and business execution rates increase, better decisions are made, and customers and employees are more engaged and satisfied. Social businesses enjoy lower operating costs, faster speed-to-market, improved customer and employee engagement, and increased profitability.
This document discusses best practices for internal communications based on a study of over 400 companies. It finds that employee engagement is the top goal of internal communicators. The biggest challenge they face is managing information overload. Email and intranet are the most used and effective channels currently, though video and social media are growing. The document offers tips for internal communicators to boost engagement, including making communications timely, targeted, relevant, personalized, and measurable. It stresses the importance of collaboration between internal and external communications teams.
Small businesses face pressures to reduce costs while managing growth expectations. Many use outdated systems like spreadsheets that cannot adequately support business needs. ERP provides capabilities to standardize processes, increase efficiency, improve collaboration, and provide visibility across the organization. The best-performing small businesses are more likely to modernize applications including ERP to address challenges and take advantage of these capabilities.
IBM social business patterns paper / April 2013 - Venite a vederli il 23/5 al...Max Ardigó 🇦🇷
This document discusses patterns in achieving social business success through leading organizations. It describes how social business practices can help organizations adapt to changing economic conditions and create competitive advantages. Six social business patterns are identified: finding expertise, gaining external customer insights, increasing knowledge sharing, improving recruiting and onboarding, managing mergers and acquisitions, and enabling workplace safety. Each pattern is described in detail with examples of how organizations have successfully implemented social capabilities to address common business challenges and achieve benefits like faster problem solving, reduced costs, improved customer and employee engagement, and increased innovation.
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.
Whitepaper IBM on social business patternse-office bv
In dit whitepaper worden 6 use cases beschreven voor succesvol inzetten van social voor bedrijfsprocessen. Use cases zijn: toegang tot kennis, inzicht in klantvragen, kennisdelen, werving en inwerken, fusies en overnames, veiligheid op de werkplek.
Cracking the data conundrum - how successful companies make big data operationalRick Bouter
- Only 13% of organizations have fully implemented Big Data initiatives despite large investments, with challenges including scattered data silos, ineffective coordination of analytics teams, and reliance on legacy systems.
- Successful companies establish centralized teams to coordinate Big Data efforts, adopt systematic implementation approaches with clear selection criteria and metrics, and have strong executive leadership driving cultural change towards data-driven decision making.
- Top performers also leverage multiple channels like partnerships, acquisitions, and innovation labs to develop Big Data talent.
Cracking the Data Conundrum: How Successful Companies Make #BigData OperationalSubrahmanyam KVJ
There is little arguing the benefits and disruptive potential of Big Data. However, many organizations have not fully embedded Big Data in their operations. In fact, our research shows that only 13% have achieved full-scale production for their Big Data implementations. The most troubling development is that most organizations are failing to benefit from their investments. Only 27% of respondents described their Big Data initiatives as “successful” and only 8% described them as “very successful”.
So, how can organizations make Big Data operational? There are many factors that go into the making of a successful Big Data implementation. However, the single biggest factor that we observed in our research was that organizations that have a strong operating model stood apart. This operating model has multiple distinct elements, which include, among others, a well-defined organizational structure, systematic implementation plan, and strong leadership support. For instance, success rates for organizations with an analytics business unit are nearly 2.5 times those that have ad-hoc, isolated teams. The report highlights the key factors for successful Big Data implementations.
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.
The Coming Change in Social Media by Social Media TodayElizabeth Lupfer
In a major paradigm shift that is impacting public relations and marketing oranizations, companies are now viewing social media as their front line strategy for customer engagement, immediate contact, and lead generation. This means the software tools we use in the social space will be changing a lot too. This gamebreaker call was based on research developed by our resident trendspotter, Josh Gordon, in Social Media Today's latest free download white paper The Coming Change In Social Media. It's our focus here at Social Media Today to help frame the issues and put them into perspective so that community members can use them as a roadmap and drive the future of social media. Don't get behind the curve.
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.
Using Digital Tools to Unlock HR’s True PotentialVIRGOkonsult
The document discusses how digital technologies are impacting HR functions but HR has been slow to adopt digital. Job seekers and employees are increasingly using digital channels like social media and mobile devices. However, most organizations still rely on traditional HR processes and systems. The document recommends that HR build top management support, upgrade flexible IT systems, use data to drive decisions, and implement pilot programs to drive digital transformation in HR.
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.
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.
The survey found that 68% of organizations use social media to reach external audiences. The most commonly used platforms are Facebook (45%), LinkedIn (34%), and Twitter (28%). Marketing (67%), HR (44%), and public relations (38%) are the most likely to engage in social media activities on behalf of organizations. While 31% of companies track employee social media use and 43% block access to platforms on work devices, larger organizations are more likely to monitor and restrict access. The majority of organizations have used social media for 1-2 years to engage external groups like customers and employees.
The 2013 Social Business Benchmark Preliminary FindingsLeader Networks
Explore the details from the 2013 Social Business Benchmark Study in this Preliminary Findings Report. Increasing, organizations are using social business to impact core operations and show business value.
[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.
Ready to launch the greatest social media campaign ever? In many organizations, you'll have to get the approval of a senior leadership team. In this presentation, you'll learn a variety of insights, strategies and tactics for overcoming executive resistance toward social media efforts.
Presented by Ryan Cohn, Vice President of Social/Digital Operations at Sachs Media Group, at the Social Fresh EAST Conference in Tampa on April 19, 2013.
Social media insights - What most companies & brands don't knowGeek4Green
Most companies are investing in social media but few feel they are using it effectively. While 79% of companies surveyed use or plan to use social media, only 12% feel they are using it effectively. Effective users engage with customers by monitoring trends, researching new products on social media, and using multiple social media channels. However, many companies still view social media as one-way marketing rather than a conversation. Few have formal social media strategies or measure return on investment from social media. While awareness and website traffic are common benefits, effective users see social media as a way to interact with customers.
While many leading companies have the building blocks in place to participate in and leverage social media, many are pausing and asking deeper questions around how they can best evolve and transform their technology systems and operating processes in order to maximize the benefits social media offers.
Social strategist aren’t thinking strategically!Jay Deragon
Today’s leaders must embrace social media but f irst t hey must learn relevant implicat ions t hat
ef f ect st rat egic t hinking. Most are act ively part icipat ion in social media but f ew are t hinking
st rat egically about t heir part icipat ion and t he relevant implicat ions.
Int egrat ing social t ools int o your web sit e wit hout t hinking and planning a sound st rat egy f or t he
ent ire organizat ion ref lect s a lack of t hinking which means you’ll end up doing t he wrong t hings.
The document discusses the evolution of social business strategies in companies through six distinct stages of maturity. It conducted interviews and a survey of executives to develop a social business maturity matrix showing how strategies typically progress from external-focused planning to having social fully converged into business operations. The key findings are that most social strategies are not clearly linked to business goals and lack organizational alignment and support for execution. Only 34% of surveyed companies felt their strategy was connected to outcomes. Success requires top executive alignment, coordination of disparate efforts, and focusing social technologies on achieving business goals over time.
The document summarizes key findings from a study on social media use in the workplace and its impact on employee attitudes and behaviors. Some of the main findings include:
1) Employees who feel they can communicate openly, participate in decisions, and feel valued showed greater trust, satisfaction, loyalty and motivation compared to those who did not. Simply allowing social media use did not have as large an impact as these cultural factors.
2) Different corporate functions like marketing, communications, management and HR had differing views on factors like trust, satisfaction and pride in the workplace.
3) An individual's level in the company was not related to their social media use at work.
During 2014, Harris Poll conducted 760+ surveys with global Enterprise organizations on behalf of Hootsuite. Research topics related to social media included: usage, benefits and challenges, strategies and implementation and usage and benefits of a management platform.
Cracking the Data Conundrum: How Successful Companies Make #BigData OperationalCapgemini
There is little arguing the benefits and disruptive potential of Big Data. However, many organizations have not fully embedded Big Data in their operations. In fact, our research shows that only 13% have achieved full-scale production for their Big Data implementations. The most troubling development is that most organizations are failing to benefit from their investments. Only 27% of respondents described their Big Data initiatives as “successful” and only 8% described them as “very successful”.
So, how can organizations make Big Data operational? There are many factors that go into the making of a successful Big Data implementation. However, the single biggest factor that we observed in our research was that organizations that have a strong operating model stood apart. This operating model has multiple distinct elements, which include, among others, a well-defined organizational structure, systematic implementation plan, and strong leadership support. For instance, success rates for organizations with an analytics business unit are nearly 2.5 times those that have ad-hoc, isolated teams. The report highlights the key factors for successful Big Data implementations.
This document discusses how to get CEOs and senior leadership on board with social media strategies. It finds that half of executives are not informed or engaged with their company's social media efforts. To address this, it recommends reframing misconceptions about social media, connecting social strategies to organizational goals, and encouraging senior leadership to participate directly in social media to experience the benefits firsthand. A study cited found that employees have more trust in and preference to work for companies where leadership is active on social media. The overall aim is to turn resistors into advocates by demonstrating how social media aligns with business objectives.
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
DUP (DELOITTE UNIVERSITY PRESS)
Social Business Report: Shifting Out of First Gear
Explore the findings of the second annual global study, conducted in collaboration with MIT Sloan Management Review, to gain fresh insight into the social business landscape today and discover how some businesses are reaping value.
Social Media (Influence) Marketing by Martin WalshMartin Walsh
This is the detailed Social Media (Influence) Marketing Framework I developed a few years ago but which I constantly update based on practical experience implementing it in my roles at Microsoft and IBM. I have shared this strategic framework with many other organisations and provided advice on how to define, implement, operationalise and execute this tactic, particularly in context of a 360 degree integrated program and or campaign.
The document discusses the state of social media and social business in companies. Some key points:
- Most companies now have dedicated social media teams that are growing in size and responsibilities.
- Companies see social data as important across the entire customer journey from awareness to loyalty.
- Many companies characterize themselves as intermediate in social business maturity but see it improving brand experience and marketing effectiveness.
- Integrating social data with other enterprise data remains a challenge for most companies.
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.
Social Data Intelligence: Integrating Social and Enterprise Data for Competit...Susan Etlinger
This report lays out a mandate for enterprise organizations to integrate social data into other enterprise data streams, or risk building a "social silo." Includes best practices, frameworks, and a social data maturity map.
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.
Social media usage in HR departments in Greece ghazinn
1. The document summarizes a thesis submitted in partial fulfillment of the requirements for a Master's degree that examines social media usage in HR departments in Greece.
2. The thesis aims to provide an overview of how organizations in Greece use social media in HR, explore the advantages and disadvantages, and examine internal social media usage.
3. To research this, the author conducted a survey of 100 Greek companies, receiving 27 responses, to understand their social media use and perceptions of pros and cons.
Similar to SHRM Social Networking in Business (20)
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Structural Design Process: Step-by-Step Guide for BuildingsChandresh Chudasama
The structural design process is explained: Follow our step-by-step guide to understand building design intricacies and ensure structural integrity. Learn how to build wonderful buildings with the help of our detailed information. Learn how to create structures with durability and reliability and also gain insights on ways of managing structures.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.