The document outlines a pragmatic roadmap for integrating social media into organizations, consisting of 13 strategic projects across four stages: capability building, pilot mode, integration mode, and leverage mode. Each stage focuses on specific goals such as building internal belief, executing pilot projects, redesigning company structure, and leveraging social media investments to increase customer centricity. The aim is to enhance organizational flexibility and improve ROI on marketing efforts while fostering a positive customer interaction culture.

3. This is what this presentation has to offer you:A clear & pragmaticroadmaptointegratesocial media in yourorganizationandtobecome more consumercentric.The roadmapconsists of 13 strategic projects.Thisroadmap is baseduponinterviews with 25 companies from different sectors, different countriesand different phases in theirownintegration flow.This is not a visionary document. This is a hands-on, pragmatic guideof whatto do, to make things happen. Goodluck.

4. The integration roadmap consists Of 4 different stages.Capability buildingPilot modeIntegration modeLeverage mode

5. Each stage has specific projects & goals.The very first step is building internal belief & knowledge.The objective of this phase is to get everyone in the company aligned on the importance and value of social media and customer centricity, and setting up the right infrastructure to succeedCapability buildingPilot modeIntegration modeLeverage mode

6. Each stage has specific projects & goals.In this phase pilot projects are defined. Concrete projects are set up which should lead to immediate business results. Next, these projects need to increase the learning curve of your organization.Further, two structural projects need implementing: installing a centre of excellenceand a company-wide listening culture.Capability buildingPilot modeIntegration modeLeverage mode

7. Each stage has specific projects & goals.During this phase, we bring the entire organization closer to the customer. By adapting the structure from a silo to a network organization, we create benefits for clients. Clients are more involved. Further, an important change is the installation of new business KPIsto measure success. Capability buildingPilot modeIntegration modeLeverage mode

8. Each stage has specific projects & goals.The last phase is about making your company more flexible on the one hand and, due to the integration of social media, we want to increase the return on investment of all our marketing and communication effortson the other hand. At this point, the real ROI of social media pops up: leveraging on investments. Capability buildingPilot modeIntegration modeLeverage mode

9. 13Let’s take a closer look to thestrategic projects.

10. Capability building1. Internalandexternal audit.External:Measureexistingconversations. Whospeaksaboutyou, where, whyandaboutwhat?Internal:Measure attitude & behavior of your employees withregardstosocial media.

11. Diageomappedconversationsabouttheircategory, liquors, withothercategories. Thishelpedthemtounderstand the dynamics of conversationsacrosscategories. This was part of theirexternal audit.

12. Capability building2. Set-up structural & ongoing training.In general, knowledgeaboutsocial media is too low in most companies.Gooddecisionscanonlybe taken ifenoughknowledge is present.

13. The management of AB InBevwants tolearnfrom the best in class. Their top executives were the first onestrained. Their trainers during the social media boothcampwereforinstance Marc Zuckerberg.

14. Capability building3. Adapt the HR strategy.Provide employees access tosocial mediaHire a Conversation ManagerWrite a Conversation guideAdd new recruitment criteriaAdaptcertain job descriptionsInclude new, social media relatated, KPIs in the annualevaluationFacilitateyour employees in the usage of social media

15. Cisco has adapted a number of HR policieslikeintegratingusesocial media in objectivesandevaluations. There is a globalsocial media team, whichevolvedtowardsthree teams bynow. Theirconversation guideis based on the usage of common sense of their employees.

16. Capability building4. Set-up the right infrastructureCreate social media presence and start to build reach.

17. KLMinvested in different social media channelstoconnectwiththeir target group. Bycombining a number of largercampaignsbut alsocreating a number of smaller interactions, theirreachgrewrapidly.

18. Pilot mode1. Create a center of excellence.The main goals are:Setting up the overall visionandstrategy

19. Finalizing & updating the conversation guide in close cooperation with HR

20. Role out of the training program

21. Collectingalllearnings

22. Leadingflagship projects

23. Be aninternal consultantThe center of excellence is managedby the Conversation Manager.

24. Intelhas a center of excellence installedwhich leads the globalintegration of social media intotheirotheractivities. Theirchallenge is to train as many employees as possibleto make sure Intel is an innovator andthough leader in the field of social media. The center is lead by Ekaterina Walter.

25. Pilot mode2. Execute pilot projects.Whenchoosing pilots, considerthis:Have more than 1 pilot project

26. Center of excellence is informed & consulted

27. Different people & departmentsinvolved

28. Create business impact

29. CreatelearningsFinalselection of projects is made byusingthisfeasibility/return matrix.

30. Telenet(a Belgiantelco company) launchedanunfinished new technology (Yelo). Theywantedtocapture feedback from the market andintegratethis feedback in the second version of the service. This form of public co-creation was one of their pilot projects to integrate social media in their organization.

31. Pilot mode3. Create a listening cultureConversationsbecome a KPI.Needforaninnovative research toolboxTranslate conversationsintoactions of marketing & R&D teams

32. Kodak was de first company in the worldtoinstall a chief listeningofficer. This was an important milestoneto show their company thattheyreallywantedto have a listening culture.Listen to feedback duringlaunch,adapt the product based on thefeedback andbecome market leader.At least, that’swhatKodak did.

33. Integration mode1. Re-Design overall company structureFrom silo’s tonetworks of people

34. We at InSites Consulting decidedtocreatenetworkswhoworkcloselytogetherand are linkedwitheachother. Examples of ournetworks are clienthappiness, employee happinessandinnovation services.

35. Integration mode2. ImplementexternalcollaborationCreate brand fan communitiestobuildyour brand together.Considerthem as your most valuableasset.

36. ben & Jerry’screated a brand fan community. It givestheir fans the opportunity tothinkaboutinnovationsfortheirfavorited brand. This is a structural way of collaboration.

37. Integration mode3. Install a content strategyCreate a content strategythatgoesbeyond marketing& sales.It is ok to have a limitednumberof product (sales) relatedmessages, as long as the majority is aboutyourindustry, yourclientsand relevant trends in the market.

38. Integration mode4. Conversion thinking & new KPIsNeedfor a number of company wideKPIsrelatedtosocial media.E.g. when we mentionsavings, itimpliessavingsdueto the usage of social media, possibleless media budget.Next to these company wideKPIs, there is a strong needforKPIs per department(next slide)Increase in revenueSavingsLeadsNPSKnowledge

39. Tointegratesocial media in yourorganization, everydepartmentshould have a set of new KPIs. These are suggestionsthateach of the different departmentscanuse.

40. Integration mode1. Leverage on investmentsWhensocial media is integrated in all marketing thinking andacting, thereshouldbea leverage on allyour marketing investments.Reaching more people, withless money is the leverage we are lookingfor.reachsavings

41. Kodakinvests a lot of money in events & trade shows. Theyusetheirexistingsocial media reachtoleveragethis investment. By telling peoplewho are not present about the event, the reachincreases. They make it easy forpeoplewhocameto the fair, totellothershowgreat Kodak was doing.