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SOCIAL	
  BUSINESS	
  PLANNING 	
                                          ©

BUILDING	
  AN	
  INTELLIGENT	
  BUSINESS	
  &	
  CONNECTED	
  BRAND	
  
	
  
David	
  Armano	
  &	
  Mike	
  Kuczkowski	
  	
  
Edelman	
  Digital	
  |	
  Edelman	
  ConsulGng	
  
 

THE	
  WORLD	
  HAS	
  CHANGED	
  
IN	
  A	
  MULTI-­‐STAKEHOLDER	
  WORLD,	
  PARTICIPATION	
  TRUMPS	
  BROADCASTING	
  




   Today,	
  70%	
  OF	
  ALL	
  INFORMATION	
  is	
  created	
  by	
  individuals	
  and	
  
   the	
  size	
  of	
  the	
  digital	
  	
  universe	
  DOUBLES	
  EVERY	
  TWO	
  YEARS	
  


           Source: IDC, “Digital Universe Study”, 2011
   3	
  
CUSTOMERS	
  CAN	
  BE	
  ADVOCATES	
  




“For brands today in this fragmented world getting us, as multifaceted
people, to take action and engage is one of the biggest challenges
marketers face”
~Christina Smedley, Edelman Global Chair Consumer Marketing
	
     4	
  
OR	
  “BADVOCATES”	
  




“The first duty of a revolutionary is to get away with it”
~Abbie Hoffman	
  


  5	
  
EMPLOYEES	
  ARE	
  AMBASSADORS	
  




  “To	
  succeed	
  with	
  empowered	
  customers,	
  you	
  must	
  empower	
  
  your	
  employees	
  to	
  solve	
  customer	
  problems”	
  
  ~Josh	
  Bernoff,	
  Forrester	
  Analyst	
  &	
  Author	
  of	
  Empowered	
  




6	
  
INFORMATION	
  HAS	
  BEEN	
  UNLEASHED	
  




    “For	
  the	
  first	
  Gme,	
  this	
  year’s	
  Trust	
  Barometer	
  shows	
  that	
  trust	
  and	
  
    transparency	
  are	
  as	
  important	
  to	
  corporate	
  reputaGon	
  as	
  the	
  quality	
  of	
  
    products	
  and	
  services”	
  	
  
    ~Edelman	
  Trust	
  Barometer	
  




7	
  
MEDIA	
  HAS	
  CHANGED	
  




“It‘s	
  esGmated	
  that	
  the	
  combined	
  installed	
  base	
  of	
  smartphones	
  and	
  
browser-­‐equipped	
  enhanced	
  phones	
  will	
  surpass	
  1.82	
  billion	
  units	
  by	
  
2013,	
  eclipsing	
  the	
  total	
  of	
  1.78	
  billion	
  PCs	
  by	
  then.”	
  
~eMarketer,	
  Gehng	
  To	
  Know	
  The	
  Mobile	
  PopulaGon	
  	
  
	
  	
  
8	
  
BUT	
  YOUR	
  BUSINESS	
  HASN’T	
  




marketing      public                            customer     product
                                sales
              relations                           service   development




“To stand out in a commoditized market, companies must
understand what customers truly value. The only way to do that is
to break down the traditional, often entrenched, silos and unite
resources to focus directly on customer needs."
~Ranjay Gulati, Harvard Business Review	
  


9	
  
 
                       	
  
SOCIAL is not a “silver bullet” for business.
      It just CHANGES THE GAME…again.
 

CHALLENGES	
  	
  
ORGANIZATIONS	
  FACE	
  
CHALLENGES:	
  UNCLEAR	
  OBJECTIVES,	
  MEASUREMENT	
  &	
  ROI	
  




12	
  
CHALLENGES:	
  UNDERPERFORMING	
  DIGITAL/SOCIAL	
  INITIATIVES	
  

                                                                          Benefits of Social Media have been
                                                                          fully demonstrated by a select few
                      Organizations have unrealistic expectations         organizations
                      of social media effectiveness and therefore
                      are unable to harness benefits




                       WE ARE
                        HERE




                                        Experienced organizations have realized the difficulties
                                        with social media objectives and ROI and have taken
                                        new, practical approaches to implementation




                                               Based upon the Gartner Hype Cycle




13	
  
CHALLENGES:	
  MISALIGNED	
  SKILLS	
  &	
  COMPETENCIES	
  




marketing




14	
  
CHALLENGES:	
  LACK	
  OF	
  COORDINATION	
  &	
  INTEGRATION	
  




 marketing




“Your marketing department has set up a Facebook page. Your human resources department is thinking
about using social media as a recruiting tool. Your sales department isn’t quite sure how social media can
deliver qualified sales leads. Your employees are tweeting away about what they’re doing all day at work.

Your IT department is worried about the threat of viruses and malware. Your customer service department is
overwhelmed by the amount of content out there that needs monitoring. Sounds        like chaos."
~ Veronica Fielding	
  


 15	
  
CHALLENGES:	
  CLOSED	
  BUSINESS	
  CULTURE	
  
“A new organizational structure is required to accommodate and benefit
from the culture of sharing that social media has fueled over the last four
years. The information flow we all experience daily can no longer be
organized into neat org-chart silos."
~Charlene Li, Author of Open Leadership	
  




   *For an evolved version of this visual concept (in collaboration with
   Brian Solis), see The End of Business As Usual

               CLOSED                                    COLLABORATIVE                                             CONNECTED
   Silos, rigidity & information hoarding vs.            Freely sharing information and                  Connecting internal and external ecosystems/
                   collaboration              knowledge internally while acting more social externally           communities for mutual gain


16	
  
 

BRANDS	
  MUST	
  BECOME	
  
SOCIAL,	
  CONNECTED	
  
AND	
  AGILE	
  
	
  
Social	
  Enterprise	
  +	
  Social	
  Brand	
  =	
  Social	
  Business	
  
                                                       Initiatives

                                              Community	
  Management	
  
                                                 Customer	
  Service	
  
                                                 CommunicaJons	
  
                                                  Crowdsourcing	
  
                                                    Marketing	
  
                                                    Campaigns	
  
                                                     Advocacy	
  
                                                       Crisis	
  
                                                           	
  


            SOCIAL	
  BRAND	
                 SOCIAL	
  BUSINESS	
                SOCIAL	
  ENTERPRISE	
  
                     (External)	
                                                        (Internal)	
  

                                                       Training	
  
                                                        Process	
  
                                                     CollaboraJon	
  
                                                Organization Models	
  
           Source: David Armano,              Research	
  &	
  Development	
  
           Edelman 2011, edelmandigital.com     Policies	
  &	
  Guidelines	
  
                                                 Knowledge	
  Sharing	
  
                                                       Culture	
  
                                                    Infrastructure


18	
  
SOCIAL	
  BUSINESS	
  EXTENDS	
  THE	
  ENTERPRISE	
  




*Source: McKinsey Quarterly, How social technologies are extending the organization
SOCIAL	
  BUSINESS	
  PLANNING	
  DRIVES	
  STRATEGY	
  &	
  EXECUTION	
  
                                                      INTERNAL + EXTERNAL INITIATIVES




                                                   SOCIAL	
  BUSINESS	
  PLANNING	
  
                                                      (people,	
  process,	
  plarorms)	
  



                                            SOCIAL/DIGITAL	
  STRATEGY	
  &	
  PROGRAMS	
  
                              (engagement,	
  content,	
  communicaGon,	
  collaboraGon,	
  programs)	
  

         Source: David Armano,
         Edelman 2011, edelmandigital.com
                                                           	
  
                                               IMPLEMENTATION	
  &	
  EXECUTION	
  
                         (deployment,	
  maintenance,	
  measurement,	
  refinement,	
  integraGon)	
  
                                                                     	
  


20	
  
 

WHY	
  BECOME	
  A	
  	
  
“SOCIAL	
  BUSINESS”?	
  
CUSTOMERS	
  HAVE	
  EVOLVED	
  AND	
  SO	
  MUST	
  BUSINESS	
  




Move past being a linear process-driven organization
and create a new, dynamic, networked businesses
EVERYONE	
  IS	
  AN	
  ACTIVIST	
  	
  




23	
  
CRISIS	
  MANAGEMENT	
  IS	
  REAL	
  TIME	
  




24	
  
MARKETING	
  IS	
  SOCIAL	
  




                          Energizer is an Edelman Client


25	
  
IDEAS	
  CAN	
  COME	
  FROM	
  ANYWHERE	
  




                                                        Starbucks is an Edelman Client



26	
  
BUSINESS	
  EMBRACES	
  RESPONSIBILITY	
  




                                                        "We're	
  calling	
  for	
  a	
  business	
  model	
  that	
  	
  
                                                        decouples	
  growth	
  from	
  environmental	
  
                                                        	
  impact,	
  and	
  that	
  frankly	
  isn't	
  out	
  there	
  yet,”	
  
Unilever is an Edelman Client
                                                        ~Paul	
  Polman,	
  Unilever	
  CEO	
  

27	
  
PUBLICS	
  SEEK	
  PURPOSE	
  




“86 percent of global consumers believe that business needs to
place at least equal weight on society’s interests as on a
business’ interests.”
~Edelman 2010 Good Purpose Study	
  
                                                      Starbucks is an Edelman Client



28	
  
BEING	
  SOCIAL	
  WITHIN	
  




LEARN	
  ABOUT	
  CO-­‐WORKERS	
  personally and professionally
MINE	
  NETWORKS	
  OF	
  CONTACTS	
  and acquaintances for advice, references and referrals
FORM	
  TEAMS, communities or informal groups
COLLABORATE,	
  DISCUSS	
  AND	
  COMMENT	
  on work products
ORGANIZE	
  AND	
  IDENTIFY	
  relevant work within the organization
ALERT	
  USERS	
  to relevant information




*Source: Gartner, “Magic Quadrant for Social Software in the Workplace”, 2011 August; Edelman Consulting analysis
 

SOCIAL	
  BUSINESS	
  
PLANNING	
  DEFINED	
  
SOCIAL	
  BUSINESS	
  PLANNING	
  	
  




         Social business planning is the blueprint for the
    transformation of an organization—bridging the external
    with internal, resulting in a more connected way of doing
    business which creates shared value for all stakeholders	
  




31	
  
EXTEND	
  SOCIAL	
  MEDIA	
  BEYOND	
  MARKETING	
  

CORPORATE USAGE %*                       SOCIAL MEDIA USE                                           DEPARTMENT                      NOT	
  JUST	
  A	
  MARKETING	
  
                 96%                Advertising/Promotions                                          MARKETING	
  
                                                                                                                                    FUNCTION.	
  	
  
                 88%                         Public Relations                                       SALES	
                         Social	
  media	
  impacts	
  the	
  
                 75%                       Customer Service                                         FINANCE	
  
                                                                                                                                    enGre	
  organizaGon.	
  	
  

                 56%                        Market Research                                         COMMUNICATIONS	
                Embrace	
  social	
  media	
  
                                                                                                                                    internally	
  and	
  externally	
  
                 48%                        Sales/Commerce                                          HUMAN	
  RESOURCES	
  
                                                                                                                                    and	
  watch	
  your	
  
                 40%                   Product Development                                          INFORMATION	
  TECHNOLOGY	
     organizaGon	
  grow	
  from	
  
UNREALIZED	
  
POTENTIAL	
  




                 24%              Internal Communications                                           OPERATIONS	
                    the	
  inside	
  out	
  and	
  outside	
  
                                                                                                                                    in.	
  	
  
                 <10%                                Recruiting                                     PRODUCT	
  DEVELOPMENT	
  



            *Source: Booz & Co. and Buddy Media, “Campaigns to Capabilities: Social Media & Marketing”, 2011
SOCIAL	
  BUSINESS	
  BECOMES	
  THE	
  CONNECTIVE	
  TISSUE	
  	
  

                                            MARKETING	
                                 BEYOND	
  BUSINESS	
  SILOS	
  
                                                                                        Social	
  Business	
  Planning	
  
                 SUPPLY	
                                             PUBLIC	
          looks	
  at	
  mulGple	
  
                 CHAIN	
                                            RELATIONS	
  
                                                                                        operaGons	
  across	
  the	
  
                                                                                        organizaGon	
  and	
  
                                                                                        idenGfies	
  opportuniGes	
  
                                             SOCIAL	
  
                                            BUSINESS	
                                  for	
  the	
  integraGon	
  of	
  
          HUMAN	
  
         RESOURCES	
  
                                                                         CUSTOMER	
  
                                                                          SERVICE	
  
                                                                                        doing	
  business	
  in	
  a	
  more	
  
                                                                                        social	
  way.	
  	
  
                                                                                        A	
  social	
  business	
  is	
  a	
  
                              PRODUCT	
  
                                                            SALES	
  
                                                                                        connected	
  business.	
  
                         DEVELOPMENT	
  




33	
  
SOCIAL	
  BUSINESS	
  SYSTEMS	
  NEED	
  TO	
  INTEGRATE	
  

                                              ExisGng	
  

                   Legacy	
  	
                                  Social	
  

                                                IntegraGon	
  
                                                 Planning	
  

                              Source: David Armano,
                              Edelman 2011, edelmandigital.com




               Internal	
                                             External	
  

34	
  
 

THE	
  PATH	
  TO	
  BECOMING	
  
A	
  SOCIAL	
  BUSINESS	
  
A	
  CONTINUOUS	
  EVOLUTION	
  


           ASSESSMENT                  STRATEGY                     ORGANIZATION              ENGAGEMENT              EVALUATION
Source: Edelman Consulting 2011


Develop an approach to            Define a social business      Align the               Enact the social media     Take a continuous
undertake your social             strategy that outlines core   organization to fully   strategy and engage each   “measure and
business endeavor.                objectives, roadmap,          harness the power       major stakeholder group    respond” approach
Decide where to start,                                          of social permeating    through social media.      around social media
                                  measurement, process
what the finish line                                            the internal and                                   investments,
                                  and technology integration.
looks like and what the                                         external enterprise.                               optimizing the
                                  Identify, evaluate and                                                           execution model
organization is willing to
commit to get from point          prioritize stakeholder                                                           based on continuous
A to point B.                     needs and wants into an                                                          stakeholder
                                  overall stakeholder                                                              feedback.
                                  engagement plan.


            Becoming a social business is NOT A CAMPAIGN—it is a
            CONTINUOUS EVOLUTION.
STEP	
  1:	
  APPROACH	
  


           ASSESSMENT             STRATEGY            ORGANIZATION        ENGAGEMENT   EVALUATION
Source: Edelman Consulting 2011




   Often two approaches:
   1. Wait until you’ve mastered current social media implementations (popular)
   2. Galvanize leaders around social needs and begin to add layers of social
   engagement now (recommended)	
  
STEP	
  2:	
  STRATEGY	
  


           ASSESSMENT             STRATEGY            ORGANIZATION            ENGAGEMENT                             EVALUATION
Source: Edelman Consulting 2011




            Utilize pre-built frameworks to organize a clear, actionable plan	
  




                                                                      Source: Forrester. “Social Business Strategy for CIOs” ,February 2011
STEP	
  3:	
  ORGANIZATION	
  


           ASSESSMENT             STRATEGY          ORGANIZATION      ENGAGEMENT   EVALUATION
Source: Edelman Consulting 2011


            Break down functional silos around social media with aligned and
            coordinated organizational structures	
  
STEP	
  4:	
  ENGAGEMENT	
  


           ASSESSMENT                         STRATEGY              ORGANIZATION         ENGAGEMENT   EVALUATION
Source: Edelman Consulting 2011




            Activate social business strategy across various stakeholders	
  


 CUSTOMERS	
  


                   BUSINESS	
  PARTNERS	
  


                                  EMPLOYEES	
  


                                              MEDIA	
  
STEP	
  5:	
  EVALUATION	
  


           ASSESSMENT             STRATEGY                     ORGANIZATION                         ENGAGEMENT   EVALUATION
Source: Edelman Consulting 2011




            Evaluate data, analyze for meaning and adapt with change	
  

                                                   adapt	
                    gather	
  




                                         disseminate	
                             synthesize	
  



                                                               evaluate	
  
 

STRATEGY:	
  SOCIAL	
  BUSINESS	
  
PLANNING	
  FRAMEWORK	
  
3	
  P’s:	
  THE	
  SOCIAL	
  BUSINESS	
  TRIUMVERATE	
  


                              People	
  




          Process	
                            Plarorms	
  
43	
  
A	
  FOUR	
  PRONGED	
  FRAMEWORK	
  
                                                STRATEGY
                                                      Vision

                                              Business Objectives

                                                  Roadmap


         ORG & GOVERNANCE                                                  MEASUREMENT
            Organizational Design                     PEOPLE                  Key Performance
                                                                                 Indicators
            Governance & Control
                                            PROCESS            PLATFORMS
                                                                           Analytics & Methodology
            Culture & Leadership

          Source: Edelman Consulting 2011
                                               ECOSYSTEM
                                                   Audience

                                                 Engagement

                                                       Risk



44	
  
ALIGN	
  SOCIAL	
  ACTIVITIES	
  WITH	
  BUSINESS	
  STRATEGY	
  




                                                                                                                                          STRATEGY
                                                   •  Learning	
  and	
  listening	
  
                                  Internal	
  
                                Intelligence	
     •  Visibility	
  
                                                   •  Knowledge	
  sharing	
  
          Business Objectives




                                                   •  Demand	
  generaGon	
  
                                    Sales	
        •  Lead	
  generaGon	
  
                                                   •  Conversion	
  

                                                   •  Brand	
  awareness	
  
                                Awareness	
        •  Engagement	
  data	
  
                                                   •  Word	
  of	
  mouth	
  

                                                   •  Brand	
  engagement	
  
                                 RetenGon	
  
                                                   •  Customer	
  loyalty	
  
                                                                                * Edelman Consulting analysis based on Gartner research




45	
  
CONSTRUCT	
  THE	
  ROADMAP:	
  FROM	
  CRAWLING	
  TO	
  FLYING	
  




                                                                                                                                                                                                                                             STRATEGY
I	
       • Steering	
  Commiwee	
  IdenGfied	
                          • Social	
  Enterprise	
  Architecture	
         • Partners	
  Coordinated	
  &	
  Connected	
               • Systems Integrated on Back
N	
       • Governance models in place	
                                     Constructed	
                                 To	
  Internal	
  Lead	
                                    End
T	
       • Internal	
  network	
  deployed	
                           • Rules Of Engagement                            • Social	
  CMS	
  Tools	
  &	
  Internal	
  Staffing	
       • Employees, Partners, &
                                                                             Circulated                                  Formalized	
  
E	
       • 	
  Listening	
  tools	
  &	
  process	
  in	
  place	
                                                                                                                  Customers Connected 	
  
                                                                        • Early Adopter Training Initiated               • Regional	
  AddiGons	
  to	
  Steering	
  
R	
       • KPI/Measurement	
  Framework	
                                                                                                                                           • Culture	
  of	
  OrganizaGon	
  More	
  	
  
            Established	
                                               • Monitoring/AnalyGcs	
  inform	
  policy,	
       Commiwee	
                                                Adaptable	
  
N	
                                                                          process	
  and	
  content	
  
          • Policy	
  established	
                                                                                      • Training	
  Rolled	
  Out	
  In	
  Across	
  	
           • People,	
  Processes	
  &	
  Plarorm	
  
A	
                                                                     • Community	
  Management	
  Plan	
                EnGre	
  OrganizaGon	
  
          • Center	
  of	
  Excellence	
  IdenGfied	
                                                                                                                                   Maturity	
  Well	
  Established	
  
L	
                                                                          AcGvated	
  
                                                                        	
  

                             CRAWL	
                                                      WALK	
                                            RUN	
                                                             FLY	
  
         POLICY,	
  PROCESS,	
  PROCEDURE	
                               PROPERTY	
  MANAGEMENT	
                         ECOSYSTEM	
  ENGAGEMENT	
                                        SOCIAL	
  INNOVATION	
  &	
  
E	
                                                                                                                                                                                             	
  INTEGRATION	
  
X	
        •	
  Public	
  Facing	
  ModeraGon	
  Policy	
               • Social	
  properGes	
  enhanced	
              • Influencer	
  Partnerships	
  formed	
  
T	
        • Community	
  CoordinaGon	
                                 • Voice	
  and	
  tone	
  established	
          • Plarorm	
  Partnerships	
  solidified	
                    • Ambassador	
  Programs	
  operaGng	
  
E	
                                                                                                                                                                                    globally	
  
           • Content	
  Development	
                                   • Influencers	
  idenGfied	
                       • 	
  Engagement	
  at	
  scale	
  established	
  
R	
                                                                                                                                                                                  • Employees	
  engaged	
  systemaGcally	
  
           • Controlled	
  Paid	
  Media	
  in	
  Social	
              • Test	
  &	
  learn	
  pilots	
  launched	
     • 	
  CoordinaGon	
  Exists	
  Between	
  	
  
N	
                                                                                                                           Social,	
  Owned,	
  Mainstream	
  &	
                 • Systems	
  integrated	
  on	
  front	
  end	
  	
  
                                                                        •	
  Content	
  Published	
  Across	
  
A	
                                                                     MulGple	
  ProperGes	
                                Hybrid	
  ProperGes	
                                  • All	
  business	
  funcGon	
  integrate	
  
                                                                                                                         • Measurement,	
  KPI’s	
  Formalized	
  &	
                  social	
  layer	
  
L	
        Source:
           Edelman 2011, edelmandigital.com                                                                                   Standardized	
  Across	
  OrganizaGon	
                • Product	
  /service	
  innovaGons	
  result	
  
                                                                                                                         	
  


        AD	
  HOC	
  SOCIAL	
  MEDIA	
  TACTICS	
                                                                                                                              THE	
  BUSINESS	
  ITSELF	
  IS	
  SOCIAL	
  


          46	
  
TEST	
  PILOTS	
  AND	
  VALIDATE	
  OUTCOMES	
  




                                                                                                                                                                                        STRATEGY
ACROSS	
  ALL	
  BRANDS/BUSINESS	
  FUNCTIONS	
  &	
  TEAMS	
  
                                      SOCIAL	
  BUSINESS	
  PLANNING	
  	
  	
  




AT	
  THE	
  BRAND/BUSINESS	
  FUNCTION	
  LEVEL	
                                                                                 Source: David Armano,
                                                                                                                                   Edelman 2011, edelmandigital.com

          STRATEGIC	
  INITIATIVE	
                                         STRATEGIC	
  INITIATIVE	
                                         STRATEGIC	
  INITIATIVE	
  




     PILOT A                 PILOT B                             PILOT A                PILOT B                 PILOT C                                  PILOT A

          	
  Planning:	
  Infrastructure	
  	
  	
  	
  	
  	
  	
  	
  	
  IniJaJves:	
  Strategic	
  efforts	
  	
  	
  	
  	
  	
  	
  	
  	
  Pilots:	
  Measurable	
  tacGcs	
  
 47	
  
MAP	
  STAKEHOLDERS	
  AND	
  IDENTIFY	
  CONNECTIVE	
  TISSUE	
  	
  




                                                                                                                                                      ECOSYSTEM
                                                •  People	
  who	
  do	
  business	
  with	
  the	
  organizaGon	
  
             Customers	
  or	
  Prospects	
     •  Can	
  be	
  split	
  into	
  high-­‐value	
  and	
  new	
  customers	
  


                     Employees	
                •  IdenGfiable	
  people	
  on	
  the	
  payroll	
  


                                                •  PR	
  and	
  corporate	
  communicaGon	
  departments	
  as	
  well	
  as	
  
                     Corporate	
                   company	
  execuGves	
  


                 Business	
  Partners	
         •  Suppliers,	
  vendors,	
  contractors,	
  alumni	
  



                     Social	
  Web	
            •  AddiGonal	
  individuals	
  who	
  interact	
  on	
  the	
  social	
  web	
  
                                                                                            * Edelman Consulting analysis based on Gartner research




48	
  
IDENTIFY	
  LEVELS	
  OF	
  ENGAGEMENT	
  	
  




                                                                                                                                    ECOSYSTEM
                    AND	
  ALIGN	
  WITH	
  OBJECTIVES	
  

                            •  AcGvely	
  involve	
  the	
  audience	
  (e.g.,	
  feedback	
  on	
  branding,	
  new	
  
         Co-­‐create	
         product	
  development)	
  


         ParGcipate	
       •  Listen	
  and	
  respond	
  to	
  the	
  audience	
  	
  



            Share	
         •  Share	
  company	
  perspecGve	
  (e.g.,	
  CEO	
  blog)	
  



          Discover	
        •  Analyze	
  conversaGons	
  to	
  gain	
  insight	
  and	
  discover	
  pawerns	
  



          Monitor	
         •  Listen	
  to	
  conversaGons	
  happening	
  around	
  the	
  organizaGon	
  
                                                                          * Edelman Consulting analysis based on Gartner research




49	
  
DEFINE	
  ROLES	
  AND	
  RESPONSIBILITIES	
  	
  




                                                                                                                                                                  GOVERNANCE
                                                                                                                                                                     ORG &
                                •  Oversees	
  all	
  digital	
  integraGon	
  iniGaGves	
  between	
  tradiGonal,	
  digital	
  and	
  social.	
  	
  
          Leadership	
          •  Sample	
  Title:	
  Chief	
  Digital	
  Officer	
  



                                •  Focuses	
  on	
  social	
  strategy	
  and	
  integraGon	
  across	
  designated	
  acGviGes	
  (markeGng,	
  
           Strategy	
              customer	
  service,	
  crisis	
  etc.)	
  
                                •  Sample	
  Title:	
  Social	
  Strategist	
  


                                •  Determines	
  content	
  plans,	
  strategies	
  and	
  deployment	
  of	
  all	
  content	
  through	
  social	
  
            Content	
              systems	
  
                                •  Sample	
  Title:	
  Content	
  Strategist	
  



                                •  Monitors,	
  and	
  reports	
  stakeholder	
  acGvity	
  and	
  engages	
  in	
  a	
  variety	
  of	
  social	
  systems	
  
          Community	
           •  Sample	
  Title:	
  Community	
  Manager	
  



                                •  Analyze	
  key	
  metrics	
  to	
  draw	
  intelligence	
  from	
  social	
  media	
  efforts	
  and	
  report	
  
         Measurement	
             effecGveness	
  (ROI)	
  
                                •  Sample	
  Title:	
  Measurement	
  &	
  Data	
  Analyst	
                               Source: Edelman Consulting 2011




50	
  
REVISE	
  REPORTING	
  STRUCTURES	
  




                                                                        GOVERNANCE
                                                                           ORG &
                                                 A multi-departmental
                                                 social business committee
                                                 accelerates integration
                                                 and helps bridge
                                                 organizational silos




51	
  
BREAK	
  DOWN	
  SILOS	
  WITH	
  COLLABORATIVE	
  GOVERNANCE	
  




                                                                                                                                                                                           GOVERNANCE
                                                                                                                                                            INTEGRATION	
  




                                                                                                                                                                                              ORG &
                                                                           B	
  

         GLOBAL	
  DIGITAL	
                   SOCIAL	
  MEDIA	
                           P	
           B	
  =	
  BRANDS,	
  P	
  =	
  PARTNERS,	
  O	
  =	
  OPERATIONS	
  
            SERVICES	
                          COMMITTEE	
  

                                                                                   O	
  



                                                                                                      AGENCY	
  
                                                                                                     PARTNERS	
  


                                     YES	
                                                                                                                            L	
  
         SOCIAL	
  MEDIA	
                       WHICH	
              BRAND	
                                                               PILOT	
                               RESULTS	
  
                                                                                                   BRAND	
  TEAM	
  	
  
          COMMITTEE	
                            BRAND?	
               X	
                                                               PROGRAM	
                              REPORTED	
  
                                     NO	
                                                                                                                            M	
  
                                Source: Edelman 2011, edelmandigital.com
                                                                                                                                                              L	
  =	
  LAUNCH	
  
                                                                                                   TECHNOLOGY	
                                               M	
  =	
  MEASURE	
  
                                                                                                    PARTNERS	
  


                               PLANNING	
                                                                STRATEGY	
                                       IMPLEMENTATION	
  

52	
  
CONNECT	
  METRICS	
  WITH	
  BUSINESS	
  OBJECTIVES	
  




                                                                                                                        MEASURMENT
                                                                        Key	
  Performance	
  Indicator	
  
                                    Business	
  ObjecJve	
  
                                                                                     (KPI)	
  
                                                                   Engagement	
  DuraGon	
  
                                  Foster	
  Dialog	
  
                                                                   Share	
  of	
  Voice	
  
                                                                   Loyalty	
  (member	
  re-­‐share)	
  
                                  Brand	
  Advocacy	
  
                                                                   Brand	
  MenGons	
  
                                                                   ResoluGon	
  Rate	
  
                                  Facilitate	
  Support	
  
                                                                   ResoluGon	
  Time	
  
                                                                   Topic	
  Trends	
  
                                  Spur	
  InnovaJon	
  
                                                                   Idea	
  Impact	
  
          For	
  example:	
  
                                                                           Brand	
  MenGons/	
  	
  
                                Share	
  of	
  Voice	
   =
                                                              (Total	
  MenGons	
  (brand	
  +	
  compeGtors)	
  	
  

*Based on Altimeter's "Social Marketing Analytics" research, April 2010.

 53	
  
ANALYZE	
  SIGNALS	
  FOR	
  MEANING	
  




                                                                       MEASURMENT
                            Source: Edelman 2011, edelmandigital.com




54	
  
 

ORGANIZATION:	
  ALIGN	
  
BUSINESS	
  TO	
  STRATEGY	
  
ORGANIZATION	
  MODEL:	
  CENTRALIZED	
  	
  


                                                                                        CORPORATE	
  




          BRAND	
  /	
  BU	
                                  BRAND	
  /	
  BU	
                        	
  BRAND	
  /	
  BU	
        	
  BRAND	
  /	
  BU	
  



                    T	
                                                 T	
                                          T	
                          T	
  
                   BT	
                                                BT	
                                        BT	
                         BT	
  
           S	
              D	
                                S	
              D	
                        S	
                D	
       S	
                D	
  

                                                      Source: Edelman 2011, edelmandigital.com

KEY	
  
BT:	
  BRAND	
  OR	
  BUSINESS	
  UNIT	
  TEAMS	
  
T:	
  TRADITIONAL	
  
D:	
  DIGITAL	
  
S:	
  SOCIAL	
  


 56	
  
ORGANIZATION	
  MODEL:	
  DE-­‐CENTRALIZED	
  	
  
                     T	
                                                                                        T	
  

                                                                                                           BT	
                                                                                                   T	
  
                    BT	
  
            S	
              D	
                                                                S	
                              D	
  
                                                                                                                                                 BRAND	
  /	
  BU	
                                              BT	
  
                                                                                                                                                                                                         S	
              D	
  

                                     BRAND	
  /	
  BU	
  

                                                                                                                         T	
                                                          BRAND	
  /	
  BU	
  

                                                                     T	
                                                BT	
  
                                                                                                        S	
                              D	
  
                                                                    BT	
  
                                                            S	
              D	
                                                                     BRAND	
  /	
  BU	
                T	
  

                                                                                                                                                                                      BT	
  
                                                                                                                        Source: Edelman 2011, edelmandigital.com
                                                                                                                                                                              S	
              D	
  
                                                                             BRAND	
  /	
  BU	
  


                                                                                                                                                                            BRAND	
  /	
  BU	
  
KEY	
  
BT:	
  BRAND	
  OR	
  BUSINESS	
  UNIT	
  TEAMS	
  
T:	
  TRADITIONAL	
  
D:	
  DIGITAL	
  
S:	
  SOCIAL	
  


 57	
  
ORGANIZATION	
  MODEL:	
  COORDINATED	
  (CENTER	
  OF	
  EXCELLENCE)	
  
                                                                                                                                            T	
  

                                                                                  T	
                                                                                                                      T	
  
                                                                                                                                          BT	
  
                                                                                                                              S	
                           D	
  
                                                                                 BT	
                                                                                                                     BT	
  
                                                                    S	
                       D	
                                     BRAND	
  
                                                                                                                                                                                              S	
                      D	
  

                                                                                                      BRAND	
                         OR	
  	
  BU	
                         BRAND	
  
                     STRATEGY	
                                                                                                                                                                                                         T	
  
                                                                                                      OR	
  BU	
                                                             OR	
  BU	
  
                     Source: Edelman 2011, edelmandigital.com
                                                        T	
                                                                                                                                                                            BT	
  
                                                                                BRAND	
                                                                                                       BRAND	
                          S	
              D	
  
                                                      BT	
                      OR	
  BU	
                                                                                                    OR	
  BU	
  


                                                                                                                          COE	
  
                                              S	
                D	
  
                                                                                                                                                                                                                                  PLANNING	
  &	
  INTEGRATION	
  

                                                                         BRAND	
                                       (CENTER	
  OF	
                                                                BRAND	
                           T	
  
                                                       T	
                                                                                                                                            OR	
  BU	
  
                                                                         OR	
  BU	
                                    EXCELLENCE)	
  
                                                      BT	
                                                                                                                                                                             BT	
  
                                             S	
                D	
                                                                                                                                                            S	
              D	
  
                                                                                          BRAND	
                                                                                       BRAND	
  
                                                                                          OR	
  BU	
                                                                                    OR	
  BU	
  
                                                                        T	
                                                                                                                                    T	
  
                                                                                                                   BRAND	
                              BRAND	
  
                                                                    BT	
                                                                                                                                                                                IMPLEMENTATION	
  
KEY	
                                                                                                              OR	
  BU	
                           OR	
  BU	
                                           BT	
  
BT:	
  BRAND	
  OR	
  BUSINESS	
  UNIT	
  TEAMS	
   S	
                            D	
  
                                                                                                           T	
                                                                                    S	
                     D	
  
                                                                                                                                                                     T	
  
T:	
  TRADITIONAL	
  
D:	
  DIGITAL	
                                                                                           BT	
                                                      BT	
  
S:	
  SOCIAL	
                                                                                  S	
                   D	
                           S	
                         D	
  


   58	
  
ORGANIZATION	
  MODEL:	
  ANTHILL	
  (ORGANIC	
  COORDINATION)	
  
                 Source: Edelman Consulting 2011




                                                       Each employee is
                                                       empowered within an
                                                       organized framework




59	
  
 

SOCIAL	
  BUSINESS	
  
ACTIVITIES	
  
PROCESS	
  DESIGN	
  




                                 Source: David Armano,
                                 Edelman 2011, edelmandigital.com




61	
  
INFLUENCE	
  MAPPING	
  




         Source: Edelman 2011, edelmandigital.com




62	
  
DATA	
  PLANNING	
  




         Source: Edelman 2011, edelmandigital.com




63	
  
SOCIAL	
  BUSINESS	
  INTELLIGENCE	
  




         Wal-Mart is an Edelman client


64	
  
 

EDELMAN	
  	
  
SOCIAL	
  BUSINESS	
  PLANNING	
  	
  
PRACTITIONERS	
  
REAL	
  WORLD	
  EXPERTISE	
  IN	
  SOCIAL	
  BUSINESS	
  AT	
  SCALE	
  
KAZIM ALI                                        MICHAEL BRITO
Kazim is a Consultant for Edelman Consulting,    Michael is the Senior Vice President of Social
a management consultancy focused on the          Business Planning at Edelman Digital, working
intersection of strategy, marketing, and         previously with Intel where he was their Social
communications. He was the former CTO of         Media Strategist. He wrote the book on social
an education-based startup and has led           business titled “Smart Business, Social
several IT strategy and decision modeling        Business: A Playbook for Social Media in Your
projects for Gartner Consulting.                 Organization”.

ROBIN HAMMAN                                     MARSHALL MANSON
Robin is the Director of Edelman’s Digital       Marshall Manson is Managing Director of
practice in London. He has vast experience       Digital for Edelman in EMEA, and a leader in
in recognizing the crucial role that digital     the field of online strategy, communications
plays in business transformation, both at the    and reputation management. Marshall is based
BBC where he was Senior Community                in London, and previously was Vice-President
Producer and at Headshift where he led the       of Digital Public Affairs in Washington, DC.
social media team for two years.

ZENA WEIST                                       CHUCK HEMANN
Zena is Vice President Social Business           Chuck is Vice President measurement and
Planning out of Edelman Digital’s Chicago        analytics of Edelman Digital’s central region.
practice. She has over 16 years experience in    Prior to Edelman, Chuck led measurement
digital media including start-ups and acted as   activities at WCG and was a social strategist at
social media manager for H&R Block prior to      Ogilvy Digital Influence. Chuck acts as co-
joining Edelman. Zena is also an active writer   organizer for the social business track at
and industry speaker.                            Blogworld New Media Summit.


                                                                                           66	
  
David Armano                           Mike Kuczkowski
EVP, Global Innovation & Integration   President, Edelman Consulting
David.Armano [at] edelman.com          Michael.Kuczkowski [at] edelman.com
Edelmandigital.com                     consulting.edelman.com

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Social Business Planning

  • 1. SOCIAL  BUSINESS  PLANNING   © BUILDING  AN  INTELLIGENT  BUSINESS  &  CONNECTED  BRAND     David  Armano  &  Mike  Kuczkowski     Edelman  Digital  |  Edelman  ConsulGng  
  • 2.   THE  WORLD  HAS  CHANGED  
  • 3. IN  A  MULTI-­‐STAKEHOLDER  WORLD,  PARTICIPATION  TRUMPS  BROADCASTING   Today,  70%  OF  ALL  INFORMATION  is  created  by  individuals  and   the  size  of  the  digital    universe  DOUBLES  EVERY  TWO  YEARS   Source: IDC, “Digital Universe Study”, 2011 3  
  • 4. CUSTOMERS  CAN  BE  ADVOCATES   “For brands today in this fragmented world getting us, as multifaceted people, to take action and engage is one of the biggest challenges marketers face” ~Christina Smedley, Edelman Global Chair Consumer Marketing   4  
  • 5. OR  “BADVOCATES”   “The first duty of a revolutionary is to get away with it” ~Abbie Hoffman   5  
  • 6. EMPLOYEES  ARE  AMBASSADORS   “To  succeed  with  empowered  customers,  you  must  empower   your  employees  to  solve  customer  problems”   ~Josh  Bernoff,  Forrester  Analyst  &  Author  of  Empowered   6  
  • 7. INFORMATION  HAS  BEEN  UNLEASHED   “For  the  first  Gme,  this  year’s  Trust  Barometer  shows  that  trust  and   transparency  are  as  important  to  corporate  reputaGon  as  the  quality  of   products  and  services”     ~Edelman  Trust  Barometer   7  
  • 8. MEDIA  HAS  CHANGED   “It‘s  esGmated  that  the  combined  installed  base  of  smartphones  and   browser-­‐equipped  enhanced  phones  will  surpass  1.82  billion  units  by   2013,  eclipsing  the  total  of  1.78  billion  PCs  by  then.”   ~eMarketer,  Gehng  To  Know  The  Mobile  PopulaGon         8  
  • 9. BUT  YOUR  BUSINESS  HASN’T   marketing public customer product sales relations service development “To stand out in a commoditized market, companies must understand what customers truly value. The only way to do that is to break down the traditional, often entrenched, silos and unite resources to focus directly on customer needs." ~Ranjay Gulati, Harvard Business Review   9  
  • 10.     SOCIAL is not a “silver bullet” for business. It just CHANGES THE GAME…again.
  • 12. CHALLENGES:  UNCLEAR  OBJECTIVES,  MEASUREMENT  &  ROI   12  
  • 13. CHALLENGES:  UNDERPERFORMING  DIGITAL/SOCIAL  INITIATIVES   Benefits of Social Media have been fully demonstrated by a select few Organizations have unrealistic expectations organizations of social media effectiveness and therefore are unable to harness benefits WE ARE HERE Experienced organizations have realized the difficulties with social media objectives and ROI and have taken new, practical approaches to implementation Based upon the Gartner Hype Cycle 13  
  • 14. CHALLENGES:  MISALIGNED  SKILLS  &  COMPETENCIES   marketing 14  
  • 15. CHALLENGES:  LACK  OF  COORDINATION  &  INTEGRATION   marketing “Your marketing department has set up a Facebook page. Your human resources department is thinking about using social media as a recruiting tool. Your sales department isn’t quite sure how social media can deliver qualified sales leads. Your employees are tweeting away about what they’re doing all day at work. Your IT department is worried about the threat of viruses and malware. Your customer service department is overwhelmed by the amount of content out there that needs monitoring. Sounds like chaos." ~ Veronica Fielding   15  
  • 16. CHALLENGES:  CLOSED  BUSINESS  CULTURE   “A new organizational structure is required to accommodate and benefit from the culture of sharing that social media has fueled over the last four years. The information flow we all experience daily can no longer be organized into neat org-chart silos." ~Charlene Li, Author of Open Leadership   *For an evolved version of this visual concept (in collaboration with Brian Solis), see The End of Business As Usual CLOSED COLLABORATIVE CONNECTED Silos, rigidity & information hoarding vs. Freely sharing information and Connecting internal and external ecosystems/ collaboration knowledge internally while acting more social externally communities for mutual gain 16  
  • 17.   BRANDS  MUST  BECOME   SOCIAL,  CONNECTED   AND  AGILE    
  • 18. Social  Enterprise  +  Social  Brand  =  Social  Business   Initiatives Community  Management   Customer  Service   CommunicaJons   Crowdsourcing   Marketing   Campaigns   Advocacy   Crisis     SOCIAL  BRAND   SOCIAL  BUSINESS   SOCIAL  ENTERPRISE   (External)   (Internal)   Training   Process   CollaboraJon   Organization Models   Source: David Armano, Research  &  Development   Edelman 2011, edelmandigital.com Policies  &  Guidelines   Knowledge  Sharing   Culture   Infrastructure 18  
  • 19. SOCIAL  BUSINESS  EXTENDS  THE  ENTERPRISE   *Source: McKinsey Quarterly, How social technologies are extending the organization
  • 20. SOCIAL  BUSINESS  PLANNING  DRIVES  STRATEGY  &  EXECUTION   INTERNAL + EXTERNAL INITIATIVES SOCIAL  BUSINESS  PLANNING   (people,  process,  plarorms)   SOCIAL/DIGITAL  STRATEGY  &  PROGRAMS   (engagement,  content,  communicaGon,  collaboraGon,  programs)   Source: David Armano, Edelman 2011, edelmandigital.com   IMPLEMENTATION  &  EXECUTION   (deployment,  maintenance,  measurement,  refinement,  integraGon)     20  
  • 21.   WHY  BECOME  A     “SOCIAL  BUSINESS”?  
  • 22. CUSTOMERS  HAVE  EVOLVED  AND  SO  MUST  BUSINESS   Move past being a linear process-driven organization and create a new, dynamic, networked businesses
  • 23. EVERYONE  IS  AN  ACTIVIST     23  
  • 24. CRISIS  MANAGEMENT  IS  REAL  TIME   24  
  • 25. MARKETING  IS  SOCIAL   Energizer is an Edelman Client 25  
  • 26. IDEAS  CAN  COME  FROM  ANYWHERE   Starbucks is an Edelman Client 26  
  • 27. BUSINESS  EMBRACES  RESPONSIBILITY   "We're  calling  for  a  business  model  that     decouples  growth  from  environmental    impact,  and  that  frankly  isn't  out  there  yet,”   Unilever is an Edelman Client ~Paul  Polman,  Unilever  CEO   27  
  • 28. PUBLICS  SEEK  PURPOSE   “86 percent of global consumers believe that business needs to place at least equal weight on society’s interests as on a business’ interests.” ~Edelman 2010 Good Purpose Study   Starbucks is an Edelman Client 28  
  • 29. BEING  SOCIAL  WITHIN   LEARN  ABOUT  CO-­‐WORKERS  personally and professionally MINE  NETWORKS  OF  CONTACTS  and acquaintances for advice, references and referrals FORM  TEAMS, communities or informal groups COLLABORATE,  DISCUSS  AND  COMMENT  on work products ORGANIZE  AND  IDENTIFY  relevant work within the organization ALERT  USERS  to relevant information *Source: Gartner, “Magic Quadrant for Social Software in the Workplace”, 2011 August; Edelman Consulting analysis
  • 31. SOCIAL  BUSINESS  PLANNING     Social business planning is the blueprint for the transformation of an organization—bridging the external with internal, resulting in a more connected way of doing business which creates shared value for all stakeholders   31  
  • 32. EXTEND  SOCIAL  MEDIA  BEYOND  MARKETING   CORPORATE USAGE %* SOCIAL MEDIA USE DEPARTMENT NOT  JUST  A  MARKETING   96% Advertising/Promotions MARKETING   FUNCTION.     88% Public Relations SALES   Social  media  impacts  the   75% Customer Service FINANCE   enGre  organizaGon.     56% Market Research COMMUNICATIONS   Embrace  social  media   internally  and  externally   48% Sales/Commerce HUMAN  RESOURCES   and  watch  your   40% Product Development INFORMATION  TECHNOLOGY   organizaGon  grow  from   UNREALIZED   POTENTIAL   24% Internal Communications OPERATIONS   the  inside  out  and  outside   in.     <10% Recruiting PRODUCT  DEVELOPMENT   *Source: Booz & Co. and Buddy Media, “Campaigns to Capabilities: Social Media & Marketing”, 2011
  • 33. SOCIAL  BUSINESS  BECOMES  THE  CONNECTIVE  TISSUE     MARKETING   BEYOND  BUSINESS  SILOS   Social  Business  Planning   SUPPLY   PUBLIC   looks  at  mulGple   CHAIN   RELATIONS   operaGons  across  the   organizaGon  and   idenGfies  opportuniGes   SOCIAL   BUSINESS   for  the  integraGon  of   HUMAN   RESOURCES   CUSTOMER   SERVICE   doing  business  in  a  more   social  way.     A  social  business  is  a   PRODUCT   SALES   connected  business.   DEVELOPMENT   33  
  • 34. SOCIAL  BUSINESS  SYSTEMS  NEED  TO  INTEGRATE   ExisGng   Legacy     Social   IntegraGon   Planning   Source: David Armano, Edelman 2011, edelmandigital.com Internal   External   34  
  • 35.   THE  PATH  TO  BECOMING   A  SOCIAL  BUSINESS  
  • 36. A  CONTINUOUS  EVOLUTION   ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION Source: Edelman Consulting 2011 Develop an approach to Define a social business Align the Enact the social media Take a continuous undertake your social strategy that outlines core organization to fully strategy and engage each “measure and business endeavor. objectives, roadmap, harness the power major stakeholder group respond” approach Decide where to start, of social permeating through social media. around social media measurement, process what the finish line the internal and investments, and technology integration. looks like and what the external enterprise. optimizing the Identify, evaluate and execution model organization is willing to commit to get from point prioritize stakeholder based on continuous A to point B. needs and wants into an stakeholder overall stakeholder feedback. engagement plan. Becoming a social business is NOT A CAMPAIGN—it is a CONTINUOUS EVOLUTION.
  • 37. STEP  1:  APPROACH   ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION Source: Edelman Consulting 2011 Often two approaches: 1. Wait until you’ve mastered current social media implementations (popular) 2. Galvanize leaders around social needs and begin to add layers of social engagement now (recommended)  
  • 38. STEP  2:  STRATEGY   ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION Source: Edelman Consulting 2011 Utilize pre-built frameworks to organize a clear, actionable plan   Source: Forrester. “Social Business Strategy for CIOs” ,February 2011
  • 39. STEP  3:  ORGANIZATION   ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION Source: Edelman Consulting 2011 Break down functional silos around social media with aligned and coordinated organizational structures  
  • 40. STEP  4:  ENGAGEMENT   ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION Source: Edelman Consulting 2011 Activate social business strategy across various stakeholders   CUSTOMERS   BUSINESS  PARTNERS   EMPLOYEES   MEDIA  
  • 41. STEP  5:  EVALUATION   ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION Source: Edelman Consulting 2011 Evaluate data, analyze for meaning and adapt with change   adapt   gather   disseminate   synthesize   evaluate  
  • 42.   STRATEGY:  SOCIAL  BUSINESS   PLANNING  FRAMEWORK  
  • 43. 3  P’s:  THE  SOCIAL  BUSINESS  TRIUMVERATE   People   Process   Plarorms   43  
  • 44. A  FOUR  PRONGED  FRAMEWORK   STRATEGY Vision Business Objectives Roadmap ORG & GOVERNANCE MEASUREMENT Organizational Design PEOPLE Key Performance Indicators Governance & Control PROCESS PLATFORMS Analytics & Methodology Culture & Leadership Source: Edelman Consulting 2011 ECOSYSTEM Audience Engagement Risk 44  
  • 45. ALIGN  SOCIAL  ACTIVITIES  WITH  BUSINESS  STRATEGY   STRATEGY •  Learning  and  listening   Internal   Intelligence   •  Visibility   •  Knowledge  sharing   Business Objectives •  Demand  generaGon   Sales   •  Lead  generaGon   •  Conversion   •  Brand  awareness   Awareness   •  Engagement  data   •  Word  of  mouth   •  Brand  engagement   RetenGon   •  Customer  loyalty   * Edelman Consulting analysis based on Gartner research 45  
  • 46. CONSTRUCT  THE  ROADMAP:  FROM  CRAWLING  TO  FLYING   STRATEGY I   • Steering  Commiwee  IdenGfied   • Social  Enterprise  Architecture   • Partners  Coordinated  &  Connected   • Systems Integrated on Back N   • Governance models in place   Constructed   To  Internal  Lead   End T   • Internal  network  deployed   • Rules Of Engagement • Social  CMS  Tools  &  Internal  Staffing   • Employees, Partners, & Circulated Formalized   E   •   Listening  tools  &  process  in  place   Customers Connected   • Early Adopter Training Initiated • Regional  AddiGons  to  Steering   R   • KPI/Measurement  Framework   • Culture  of  OrganizaGon  More     Established   • Monitoring/AnalyGcs  inform  policy,   Commiwee   Adaptable   N   process  and  content   • Policy  established   • Training  Rolled  Out  In  Across     • People,  Processes  &  Plarorm   A   • Community  Management  Plan   EnGre  OrganizaGon   • Center  of  Excellence  IdenGfied   Maturity  Well  Established   L   AcGvated     CRAWL   WALK   RUN   FLY   POLICY,  PROCESS,  PROCEDURE   PROPERTY  MANAGEMENT   ECOSYSTEM  ENGAGEMENT   SOCIAL  INNOVATION  &   E    INTEGRATION   X   •  Public  Facing  ModeraGon  Policy   • Social  properGes  enhanced   • Influencer  Partnerships  formed   T   • Community  CoordinaGon   • Voice  and  tone  established   • Plarorm  Partnerships  solidified   • Ambassador  Programs  operaGng   E   globally   • Content  Development   • Influencers  idenGfied   •   Engagement  at  scale  established   R   • Employees  engaged  systemaGcally   • Controlled  Paid  Media  in  Social   • Test  &  learn  pilots  launched   •   CoordinaGon  Exists  Between     N   Social,  Owned,  Mainstream  &   • Systems  integrated  on  front  end     •  Content  Published  Across   A   MulGple  ProperGes   Hybrid  ProperGes   • All  business  funcGon  integrate   • Measurement,  KPI’s  Formalized  &   social  layer   L   Source: Edelman 2011, edelmandigital.com Standardized  Across  OrganizaGon   • Product  /service  innovaGons  result     AD  HOC  SOCIAL  MEDIA  TACTICS   THE  BUSINESS  ITSELF  IS  SOCIAL   46  
  • 47. TEST  PILOTS  AND  VALIDATE  OUTCOMES   STRATEGY ACROSS  ALL  BRANDS/BUSINESS  FUNCTIONS  &  TEAMS   SOCIAL  BUSINESS  PLANNING       AT  THE  BRAND/BUSINESS  FUNCTION  LEVEL   Source: David Armano, Edelman 2011, edelmandigital.com STRATEGIC  INITIATIVE   STRATEGIC  INITIATIVE   STRATEGIC  INITIATIVE   PILOT A PILOT B PILOT A PILOT B PILOT C PILOT A  Planning:  Infrastructure                  IniJaJves:  Strategic  efforts                  Pilots:  Measurable  tacGcs   47  
  • 48. MAP  STAKEHOLDERS  AND  IDENTIFY  CONNECTIVE  TISSUE     ECOSYSTEM •  People  who  do  business  with  the  organizaGon   Customers  or  Prospects   •  Can  be  split  into  high-­‐value  and  new  customers   Employees   •  IdenGfiable  people  on  the  payroll   •  PR  and  corporate  communicaGon  departments  as  well  as   Corporate   company  execuGves   Business  Partners   •  Suppliers,  vendors,  contractors,  alumni   Social  Web   •  AddiGonal  individuals  who  interact  on  the  social  web   * Edelman Consulting analysis based on Gartner research 48  
  • 49. IDENTIFY  LEVELS  OF  ENGAGEMENT     ECOSYSTEM AND  ALIGN  WITH  OBJECTIVES   •  AcGvely  involve  the  audience  (e.g.,  feedback  on  branding,  new   Co-­‐create   product  development)   ParGcipate   •  Listen  and  respond  to  the  audience     Share   •  Share  company  perspecGve  (e.g.,  CEO  blog)   Discover   •  Analyze  conversaGons  to  gain  insight  and  discover  pawerns   Monitor   •  Listen  to  conversaGons  happening  around  the  organizaGon   * Edelman Consulting analysis based on Gartner research 49  
  • 50. DEFINE  ROLES  AND  RESPONSIBILITIES     GOVERNANCE ORG & •  Oversees  all  digital  integraGon  iniGaGves  between  tradiGonal,  digital  and  social.     Leadership   •  Sample  Title:  Chief  Digital  Officer   •  Focuses  on  social  strategy  and  integraGon  across  designated  acGviGes  (markeGng,   Strategy   customer  service,  crisis  etc.)   •  Sample  Title:  Social  Strategist   •  Determines  content  plans,  strategies  and  deployment  of  all  content  through  social   Content   systems   •  Sample  Title:  Content  Strategist   •  Monitors,  and  reports  stakeholder  acGvity  and  engages  in  a  variety  of  social  systems   Community   •  Sample  Title:  Community  Manager   •  Analyze  key  metrics  to  draw  intelligence  from  social  media  efforts  and  report   Measurement   effecGveness  (ROI)   •  Sample  Title:  Measurement  &  Data  Analyst   Source: Edelman Consulting 2011 50  
  • 51. REVISE  REPORTING  STRUCTURES   GOVERNANCE ORG & A multi-departmental social business committee accelerates integration and helps bridge organizational silos 51  
  • 52. BREAK  DOWN  SILOS  WITH  COLLABORATIVE  GOVERNANCE   GOVERNANCE INTEGRATION   ORG & B   GLOBAL  DIGITAL   SOCIAL  MEDIA   P   B  =  BRANDS,  P  =  PARTNERS,  O  =  OPERATIONS   SERVICES   COMMITTEE   O   AGENCY   PARTNERS   YES   L   SOCIAL  MEDIA   WHICH   BRAND   PILOT   RESULTS   BRAND  TEAM     COMMITTEE   BRAND?   X   PROGRAM   REPORTED   NO   M   Source: Edelman 2011, edelmandigital.com L  =  LAUNCH   TECHNOLOGY   M  =  MEASURE   PARTNERS   PLANNING   STRATEGY   IMPLEMENTATION   52  
  • 53. CONNECT  METRICS  WITH  BUSINESS  OBJECTIVES   MEASURMENT Key  Performance  Indicator   Business  ObjecJve   (KPI)   Engagement  DuraGon   Foster  Dialog   Share  of  Voice   Loyalty  (member  re-­‐share)   Brand  Advocacy   Brand  MenGons   ResoluGon  Rate   Facilitate  Support   ResoluGon  Time   Topic  Trends   Spur  InnovaJon   Idea  Impact   For  example:   Brand  MenGons/     Share  of  Voice   = (Total  MenGons  (brand  +  compeGtors)     *Based on Altimeter's "Social Marketing Analytics" research, April 2010. 53  
  • 54. ANALYZE  SIGNALS  FOR  MEANING   MEASURMENT Source: Edelman 2011, edelmandigital.com 54  
  • 56. ORGANIZATION  MODEL:  CENTRALIZED     CORPORATE   BRAND  /  BU   BRAND  /  BU    BRAND  /  BU    BRAND  /  BU   T   T   T   T   BT   BT   BT   BT   S   D   S   D   S   D   S   D   Source: Edelman 2011, edelmandigital.com KEY   BT:  BRAND  OR  BUSINESS  UNIT  TEAMS   T:  TRADITIONAL   D:  DIGITAL   S:  SOCIAL   56  
  • 57. ORGANIZATION  MODEL:  DE-­‐CENTRALIZED     T   T   BT   T   BT   S   D   S   D   BRAND  /  BU   BT   S   D   BRAND  /  BU   T   BRAND  /  BU   T   BT   S   D   BT   S   D   BRAND  /  BU   T   BT   Source: Edelman 2011, edelmandigital.com S   D   BRAND  /  BU   BRAND  /  BU   KEY   BT:  BRAND  OR  BUSINESS  UNIT  TEAMS   T:  TRADITIONAL   D:  DIGITAL   S:  SOCIAL   57  
  • 58. ORGANIZATION  MODEL:  COORDINATED  (CENTER  OF  EXCELLENCE)   T   T   T   BT   S   D   BT   BT   S   D   BRAND   S   D   BRAND   OR    BU   BRAND   STRATEGY   T   OR  BU   OR  BU   Source: Edelman 2011, edelmandigital.com T   BT   BRAND   BRAND   S   D   BT   OR  BU   OR  BU   COE   S   D   PLANNING  &  INTEGRATION   BRAND   (CENTER  OF   BRAND   T   T   OR  BU   OR  BU   EXCELLENCE)   BT   BT   S   D   S   D   BRAND   BRAND   OR  BU   OR  BU   T   T   BRAND   BRAND   BT   IMPLEMENTATION   KEY   OR  BU   OR  BU   BT   BT:  BRAND  OR  BUSINESS  UNIT  TEAMS   S   D   T   S   D   T   T:  TRADITIONAL   D:  DIGITAL   BT   BT   S:  SOCIAL   S   D   S   D   58  
  • 59. ORGANIZATION  MODEL:  ANTHILL  (ORGANIC  COORDINATION)   Source: Edelman Consulting 2011 Each employee is empowered within an organized framework 59  
  • 61. PROCESS  DESIGN   Source: David Armano, Edelman 2011, edelmandigital.com 61  
  • 62. INFLUENCE  MAPPING   Source: Edelman 2011, edelmandigital.com 62  
  • 63. DATA  PLANNING   Source: Edelman 2011, edelmandigital.com 63  
  • 64. SOCIAL  BUSINESS  INTELLIGENCE   Wal-Mart is an Edelman client 64  
  • 65.   EDELMAN     SOCIAL  BUSINESS  PLANNING     PRACTITIONERS  
  • 66. REAL  WORLD  EXPERTISE  IN  SOCIAL  BUSINESS  AT  SCALE   KAZIM ALI MICHAEL BRITO Kazim is a Consultant for Edelman Consulting, Michael is the Senior Vice President of Social a management consultancy focused on the Business Planning at Edelman Digital, working intersection of strategy, marketing, and previously with Intel where he was their Social communications. He was the former CTO of Media Strategist. He wrote the book on social an education-based startup and has led business titled “Smart Business, Social several IT strategy and decision modeling Business: A Playbook for Social Media in Your projects for Gartner Consulting. Organization”. ROBIN HAMMAN MARSHALL MANSON Robin is the Director of Edelman’s Digital Marshall Manson is Managing Director of practice in London. He has vast experience Digital for Edelman in EMEA, and a leader in in recognizing the crucial role that digital the field of online strategy, communications plays in business transformation, both at the and reputation management. Marshall is based BBC where he was Senior Community in London, and previously was Vice-President Producer and at Headshift where he led the of Digital Public Affairs in Washington, DC. social media team for two years. ZENA WEIST CHUCK HEMANN Zena is Vice President Social Business Chuck is Vice President measurement and Planning out of Edelman Digital’s Chicago analytics of Edelman Digital’s central region. practice. She has over 16 years experience in Prior to Edelman, Chuck led measurement digital media including start-ups and acted as activities at WCG and was a social strategist at social media manager for H&R Block prior to Ogilvy Digital Influence. Chuck acts as co- joining Edelman. Zena is also an active writer organizer for the social business track at and industry speaker. Blogworld New Media Summit. 66  
  • 67. David Armano Mike Kuczkowski EVP, Global Innovation & Integration President, Edelman Consulting David.Armano [at] edelman.com Michael.Kuczkowski [at] edelman.com Edelmandigital.com consulting.edelman.com