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.
How to build an Enterprise Community was the discussion I lead at PodCamp Boston 2009 conference. This presentation exposes the 12 stage model for enterprise community building strategy.
How to Excite Your Executives About Online Community!Leader Networks
This session is designed to surface opportunities to excite leadership about the value your online community is delivering and offer insights into ways to spotlight the potential returns and benefits. Following this approach you will be able to answer the burning questions every executive asks and community leader faces:
How does the community align with the organizational strategy?
What is the business case?
How do we know we are making the right decisions (do we have the priorities)?
How are we measuring success?
What speaks to executives at various stages of a community's lifecycle?
The findings of this research study (purchase on Amazon.com) examines the impact social media has on consumers and decision-makers around the world and characterizes the impact of social influence models. The Social Mind research explores the best practices of using social business as a platform to strengthen sustainable methods for working and living in new, interactive and collaborative business world. It identifies key characteristics and insights into the engagement behaviors of influencers and individuals, and how organizations can maximize reach and influence to execute on what we call the new Principals of Engagement in the Millennium.
Forward thinking organizations understand that social business is so much more than a marketing campaign, however many struggle with finding the starting line for ways to bring social business into their organization. This presentation take executives through a structured approach for developing social business initiative from concept to pilot, including ROI measures. Mini-case studies help bring concepts to life.
Online Communities For Associations: The Power of NowLeader Networks
Associations are one of the strongest candidates for online communities because they are able to accelerate member-care efforts, which is at the core of the association model. This plenary session, presented in April 2012 at the Digital Now conference in Orlando, FL addressed an audience of of association leadership.
Building B2B Online Communities- Best practicesLeader Networks
This document discusses how companies can build effective online customer communities to enhance their business. It begins by noting that many companies currently respond chaotically to social media rather than strategically building communities. The document then outlines how communities can deepen relationships, improve financial returns, shorten innovation cycles, and provide better customer service. Examples are provided of successful communities built by Palladium Group and LexisNexis that drove new revenues, products, and referrals. Key factors for community success include expert facilitation, a balance of content, and persistent outreach. The presentation concludes by aligning community objectives with corporate goals.
Social Media Skills: Community Roundtable discussion Richard Binhammer
a look at organizations, change, concerns about skills for effective social and community programs and how to approach a business-wide assessment to move forward.
Building constituency: a communications approach for open leadersRowan Hetherington
The document discusses building constituency as an important leadership approach for driving collaborative progress. It defines constituency as an activated group with common interests or ambitions that actively opt-in. It then presents a five step approach for leaders to build active constituencies: 1) define the constituency, 2) develop a vision for outcomes and relationship, 3) gather consolidated insights on the constituency, 4) develop integrated communication strategies to engage, energize and embrace the constituency, and 5) iterate based on outcomes, data and learnings. The goal is for leaders to listen to and collaborate with constituents to co-create value.
How to build an Enterprise Community was the discussion I lead at PodCamp Boston 2009 conference. This presentation exposes the 12 stage model for enterprise community building strategy.
How to Excite Your Executives About Online Community!Leader Networks
This session is designed to surface opportunities to excite leadership about the value your online community is delivering and offer insights into ways to spotlight the potential returns and benefits. Following this approach you will be able to answer the burning questions every executive asks and community leader faces:
How does the community align with the organizational strategy?
What is the business case?
How do we know we are making the right decisions (do we have the priorities)?
How are we measuring success?
What speaks to executives at various stages of a community's lifecycle?
The findings of this research study (purchase on Amazon.com) examines the impact social media has on consumers and decision-makers around the world and characterizes the impact of social influence models. The Social Mind research explores the best practices of using social business as a platform to strengthen sustainable methods for working and living in new, interactive and collaborative business world. It identifies key characteristics and insights into the engagement behaviors of influencers and individuals, and how organizations can maximize reach and influence to execute on what we call the new Principals of Engagement in the Millennium.
Forward thinking organizations understand that social business is so much more than a marketing campaign, however many struggle with finding the starting line for ways to bring social business into their organization. This presentation take executives through a structured approach for developing social business initiative from concept to pilot, including ROI measures. Mini-case studies help bring concepts to life.
Online Communities For Associations: The Power of NowLeader Networks
Associations are one of the strongest candidates for online communities because they are able to accelerate member-care efforts, which is at the core of the association model. This plenary session, presented in April 2012 at the Digital Now conference in Orlando, FL addressed an audience of of association leadership.
Building B2B Online Communities- Best practicesLeader Networks
This document discusses how companies can build effective online customer communities to enhance their business. It begins by noting that many companies currently respond chaotically to social media rather than strategically building communities. The document then outlines how communities can deepen relationships, improve financial returns, shorten innovation cycles, and provide better customer service. Examples are provided of successful communities built by Palladium Group and LexisNexis that drove new revenues, products, and referrals. Key factors for community success include expert facilitation, a balance of content, and persistent outreach. The presentation concludes by aligning community objectives with corporate goals.
Social Media Skills: Community Roundtable discussion Richard Binhammer
a look at organizations, change, concerns about skills for effective social and community programs and how to approach a business-wide assessment to move forward.
Building constituency: a communications approach for open leadersRowan Hetherington
The document discusses building constituency as an important leadership approach for driving collaborative progress. It defines constituency as an activated group with common interests or ambitions that actively opt-in. It then presents a five step approach for leaders to build active constituencies: 1) define the constituency, 2) develop a vision for outcomes and relationship, 3) gather consolidated insights on the constituency, 4) develop integrated communication strategies to engage, energize and embrace the constituency, and 5) iterate based on outcomes, data and learnings. The goal is for leaders to listen to and collaborate with constituents to co-create value.
Listening to customers has always been at the core of successful businesses…but Today listening at scale across the social Web provides opportunities to move beyond simply understanding…it also poses some significant challenges. Listening across the social Web can serve to inform and engage your business in new ways to create and nurture new, or further strengthen existing, customer relationships
Shortlisted submission for 2016 CEB Internal Communications Awards in the Innovations in Digital, Social and Mobile category. Winner to be announced November, 2016.
Six Essential Shifts in Social Media StrategyDave Fleet
Presentation by Dave Fleet at BlogWorld & New Media Expo New York 2012.
We’ve reached a critical point in the evolution of social media as a business tool. Gone are the days when the GMOOT (Get Me One Of Those) approach will get you anywhere – simply having a Twitter account, or a Facebook Page, isn’t enough. We’re at the point of social media saturation, and something’s got to give.
This presentation examines six essential shifts that companies need to make in their approach to social media, from a shift towards social business, to better content planning, to improved measurement and more.
Yolton mark going beyond social media to social businessMark Yolton
The document discusses SAP's transformation to social business. It notes that social media is central to B2B decision making, with over 86% of B2B tech buyers engaging in social media and 60% of purchase decisions being made before speaking to a vendor. It also discusses SAP's goals to simplify marketing, humanize their brand, invest in people, develop pull marketing, and tighten links to business. The document advocates embedding social into all aspects of SAP's business from sales and product to HR, channels, and support. It emphasizes the need to shift from push to pull marketing by nurturing long-term customer relationships through two-way dialogue and value-added content.
Social Business Centers Of Excellence: FoundationsLeader Networks
The document discusses how organizations are establishing Social Business Centers of Excellence (COEs) to better coordinate their social media strategies and initiatives across business units. It provides examples of how COEs at large companies like Shell function. COEs establish shared goals and standards to avoid duplicated efforts. They also develop tools and best practices that can be used across business units while allowing for customization. Establishing COEs helps companies leverage social media at scale through a unified vision and collaborative approach rather than competing initiatives within silos.
“The role of the CIO as a business leader is to drive
business value. It is imperative that CIOs leverage
social networks and create actionable knowledge.”
This document discusses how benchmarking can help bicycle businesses improve performance and maximize profits. It provides examples of key performance indicators and benchmarks for metrics like cost of goods sold, inventory turnover, marketing expenses, and operating profits. The document recommends bicycle retailers compare their performance to industry averages and "high profit" businesses to identify areas for improvement. Benchmarking can expose best practices, weaknesses to address, and opportunities to increase sales and profits. Sources of benchmark data are also provided.
The Integrated Planning System - Presentation for FUNNEL B2B Marketing event,...Rowan Hetherington
The document discusses the need to reimagine marketing using an integrated planning system approach. It outlines five steps for the integrated planning system: 1) understand inputs like the digital landscape and business priorities; 2) define objectives and key constituencies; 3) employ listening strategies like social media monitoring; 4) create a management plan; and 5) implement systemic changes across the marketing system. The appendix provides resources on IBM's marketing solutions and sources for further information.
A joint study conducted by LinkedIn Marketing Solutions and FTI Consulting finds that Financial Advisors overwhelmingly favor and utilize LinkedIn for business.
LinkedIn has become a critical tool for most financial advisors, with 7 in 10 already using social media for business purposes. While company policies restrict social media use, 91% of advisors who use social networks for business turn to LinkedIn. More than half of advisors expect social media to play a larger role in 2013. Those advisors who leverage LinkedIn's networking and prospecting tools have been more successful in gaining new clients and managing over $1 million in assets.
This document summarizes a presentation by Gloria Burke, Chief Knowledge Officer at Unisys, about the company's enterprise social business transformation. Unisys recognized the business value of social technologies in improving collaboration and implemented a strategy to become a more networked organization. The strategy included establishing governance, providing the right tools, gaining leadership support, educating employees, and improving knowledge management. The transformation helped Unisys better connect employees, partners and clients, increase efficiency, foster innovation, capture knowledge, and meet workforce needs.
We are social creatures and we crave social interaction. This presentation from SPSNYC is about how we build social solutions to our business problems...today.
What can you achieve by socializing your corporate intranet?
In this presentation, social business experts Gia Lyons and Kathryn Everest will examine how a social intranet enables more employees to find and engage in corporate communications and strategic messages, thus driving greater alignment and buy-in.
Jive is the world's #1 social business platform. We help employees, customers and partners connect, collaborate and communicate to achieve breakthrough results in sales, marketing, customer service and workforce productivity.
Learn more at http://bit.ly/1aTo6Vq
Case study: IBM's journey to becoming a social business (September 2012)Rowan Hetherington
MBA, Change management, Communications and IT students around the world are learning about social networking tools and the potential benefits of applying these tools within an organisational context.
Articles on this topic quickly become out of date, due to the speed of progress in this rapidly emerging area.
This case study provides information, current as at September 2012, about IBM's journey to becoming a social business.
Microsoft created a single, integrated community site for customer support that combined help content, question/answer forums, and support. This new approach improved the customer experience by consolidating disparate support entry points. The community saw increased engagement as measured by page views, answer rates, and questions answered. It also proved to be a more cost-effective support model than traditional options. Lessons learned included understanding how the new community approach would work and change support operations.
Socially synergistic enterprises 10 june m. baronMarcel Baron
This document discusses balancing internal and external collaboration to improve innovation. It describes IBM's integrated product development process which brings together multiple teams including an integrated portfolio management team, project development team, and investment review board to share market insights, develop strategies, and manage new product development from concept through launch. The process aims to improve innovation through collaboration between functions and continuous feedback from customers and markets.
Driving Social Business Transformation with The Microsoft Platform - Symon Ga...SPC Adriatics
Recent research by MIT Sloan Management shows that 70% of CEO’s believe that Social Business will important to their organisation within three years, and that many believe that social business offers opportunities to transform their organisations. But many organisations are being held back due to a lack of strategy, no clear business case or value proposition and competing priorities. Industry analysts Gartner estimates that 80% of social business efforts will fail.
This session will define clearly define social business, show how to align social business initiatives with competitive strategy and present a framework for social business transformation using Microsoft technologies including SharePoint, Office365, Yammer and Dynamics CRM. Based on a blend of consulting expertise, real world stories and on-going doctoral research we go beyond sound bites, rhetoric, and anecdotes and deliver practical guidance grounded in management science and experience that will enable you to complete your successful social business transformation.
Social Media effect on today's enterprise, What are Social Brands and Social Enterprises, and the difference between them.
How should leaders consider integration of Social Media in the organization, and much more..
Contact raz@kinshipdigital.com for presentation notes.
Presentation at Seminarium Peru on 15 November 2012 by Charlene Li in Lima. Two presentations were given.
Speech #1: Creating A Successful Social Business Marketing Strategy
With almost a billion members, Facebook's growth and stature is representative of the maturing social media landscape. Social technologies are no longer a bright shiny object, instead representing valuable relationships that require a coherent strategy and disciplined execution.
This session will make a case that social technologies should be a mainstay of your marketing program rather than a second cousin of interactive marketing. We'll look at the implications of this priority shift, using case studies from companies who are making changes to their overall business and marketing programs. We'll also go through a checklist of the actions you'll need to prioritize to be successful.
Speech #2: Title: Marketing In The Era Of Social Technologies
The excitement around social media often centers on the technologies -- Facebook, blogs, Twitter, etc. etc. But this is the wrong approach. Rather than think about crafting a strategy around social technologies, leaders should be pondering how they can use social technologies to support and strengthen customer relationships.
For many, Groundswell was the book that broke down barriers to accepting social technologies as an opportunity to make their businesses better. Open Leadership picks up where Groundswell left off, showing leaders how to open up business and create a culture that will make social media adoption–and on a greater level, adoption of a social business model–possible and successful.
We'll be looking at the art -- and the science -- of how to tap into the power of customers and employees, including examples of what organizations and leaders are successfully doing today, as well as how to get your organization started.
How to sell the vision & value of online communityGet Satisfaction
How to sell the vision & value of online community
Online communities are the life force of many customer, partner, and employee engagement programs, but community and marketing leaders often struggle to communicate ROI for the business. This roundtable discussion will share practical ways to create, measure, and communicate the business returns of your online community program.
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.
Listening to customers has always been at the core of successful businesses…but Today listening at scale across the social Web provides opportunities to move beyond simply understanding…it also poses some significant challenges. Listening across the social Web can serve to inform and engage your business in new ways to create and nurture new, or further strengthen existing, customer relationships
Shortlisted submission for 2016 CEB Internal Communications Awards in the Innovations in Digital, Social and Mobile category. Winner to be announced November, 2016.
Six Essential Shifts in Social Media StrategyDave Fleet
Presentation by Dave Fleet at BlogWorld & New Media Expo New York 2012.
We’ve reached a critical point in the evolution of social media as a business tool. Gone are the days when the GMOOT (Get Me One Of Those) approach will get you anywhere – simply having a Twitter account, or a Facebook Page, isn’t enough. We’re at the point of social media saturation, and something’s got to give.
This presentation examines six essential shifts that companies need to make in their approach to social media, from a shift towards social business, to better content planning, to improved measurement and more.
Yolton mark going beyond social media to social businessMark Yolton
The document discusses SAP's transformation to social business. It notes that social media is central to B2B decision making, with over 86% of B2B tech buyers engaging in social media and 60% of purchase decisions being made before speaking to a vendor. It also discusses SAP's goals to simplify marketing, humanize their brand, invest in people, develop pull marketing, and tighten links to business. The document advocates embedding social into all aspects of SAP's business from sales and product to HR, channels, and support. It emphasizes the need to shift from push to pull marketing by nurturing long-term customer relationships through two-way dialogue and value-added content.
Social Business Centers Of Excellence: FoundationsLeader Networks
The document discusses how organizations are establishing Social Business Centers of Excellence (COEs) to better coordinate their social media strategies and initiatives across business units. It provides examples of how COEs at large companies like Shell function. COEs establish shared goals and standards to avoid duplicated efforts. They also develop tools and best practices that can be used across business units while allowing for customization. Establishing COEs helps companies leverage social media at scale through a unified vision and collaborative approach rather than competing initiatives within silos.
“The role of the CIO as a business leader is to drive
business value. It is imperative that CIOs leverage
social networks and create actionable knowledge.”
This document discusses how benchmarking can help bicycle businesses improve performance and maximize profits. It provides examples of key performance indicators and benchmarks for metrics like cost of goods sold, inventory turnover, marketing expenses, and operating profits. The document recommends bicycle retailers compare their performance to industry averages and "high profit" businesses to identify areas for improvement. Benchmarking can expose best practices, weaknesses to address, and opportunities to increase sales and profits. Sources of benchmark data are also provided.
The Integrated Planning System - Presentation for FUNNEL B2B Marketing event,...Rowan Hetherington
The document discusses the need to reimagine marketing using an integrated planning system approach. It outlines five steps for the integrated planning system: 1) understand inputs like the digital landscape and business priorities; 2) define objectives and key constituencies; 3) employ listening strategies like social media monitoring; 4) create a management plan; and 5) implement systemic changes across the marketing system. The appendix provides resources on IBM's marketing solutions and sources for further information.
A joint study conducted by LinkedIn Marketing Solutions and FTI Consulting finds that Financial Advisors overwhelmingly favor and utilize LinkedIn for business.
LinkedIn has become a critical tool for most financial advisors, with 7 in 10 already using social media for business purposes. While company policies restrict social media use, 91% of advisors who use social networks for business turn to LinkedIn. More than half of advisors expect social media to play a larger role in 2013. Those advisors who leverage LinkedIn's networking and prospecting tools have been more successful in gaining new clients and managing over $1 million in assets.
This document summarizes a presentation by Gloria Burke, Chief Knowledge Officer at Unisys, about the company's enterprise social business transformation. Unisys recognized the business value of social technologies in improving collaboration and implemented a strategy to become a more networked organization. The strategy included establishing governance, providing the right tools, gaining leadership support, educating employees, and improving knowledge management. The transformation helped Unisys better connect employees, partners and clients, increase efficiency, foster innovation, capture knowledge, and meet workforce needs.
We are social creatures and we crave social interaction. This presentation from SPSNYC is about how we build social solutions to our business problems...today.
What can you achieve by socializing your corporate intranet?
In this presentation, social business experts Gia Lyons and Kathryn Everest will examine how a social intranet enables more employees to find and engage in corporate communications and strategic messages, thus driving greater alignment and buy-in.
Jive is the world's #1 social business platform. We help employees, customers and partners connect, collaborate and communicate to achieve breakthrough results in sales, marketing, customer service and workforce productivity.
Learn more at http://bit.ly/1aTo6Vq
Case study: IBM's journey to becoming a social business (September 2012)Rowan Hetherington
MBA, Change management, Communications and IT students around the world are learning about social networking tools and the potential benefits of applying these tools within an organisational context.
Articles on this topic quickly become out of date, due to the speed of progress in this rapidly emerging area.
This case study provides information, current as at September 2012, about IBM's journey to becoming a social business.
Microsoft created a single, integrated community site for customer support that combined help content, question/answer forums, and support. This new approach improved the customer experience by consolidating disparate support entry points. The community saw increased engagement as measured by page views, answer rates, and questions answered. It also proved to be a more cost-effective support model than traditional options. Lessons learned included understanding how the new community approach would work and change support operations.
Socially synergistic enterprises 10 june m. baronMarcel Baron
This document discusses balancing internal and external collaboration to improve innovation. It describes IBM's integrated product development process which brings together multiple teams including an integrated portfolio management team, project development team, and investment review board to share market insights, develop strategies, and manage new product development from concept through launch. The process aims to improve innovation through collaboration between functions and continuous feedback from customers and markets.
Driving Social Business Transformation with The Microsoft Platform - Symon Ga...SPC Adriatics
Recent research by MIT Sloan Management shows that 70% of CEO’s believe that Social Business will important to their organisation within three years, and that many believe that social business offers opportunities to transform their organisations. But many organisations are being held back due to a lack of strategy, no clear business case or value proposition and competing priorities. Industry analysts Gartner estimates that 80% of social business efforts will fail.
This session will define clearly define social business, show how to align social business initiatives with competitive strategy and present a framework for social business transformation using Microsoft technologies including SharePoint, Office365, Yammer and Dynamics CRM. Based on a blend of consulting expertise, real world stories and on-going doctoral research we go beyond sound bites, rhetoric, and anecdotes and deliver practical guidance grounded in management science and experience that will enable you to complete your successful social business transformation.
Social Media effect on today's enterprise, What are Social Brands and Social Enterprises, and the difference between them.
How should leaders consider integration of Social Media in the organization, and much more..
Contact raz@kinshipdigital.com for presentation notes.
Presentation at Seminarium Peru on 15 November 2012 by Charlene Li in Lima. Two presentations were given.
Speech #1: Creating A Successful Social Business Marketing Strategy
With almost a billion members, Facebook's growth and stature is representative of the maturing social media landscape. Social technologies are no longer a bright shiny object, instead representing valuable relationships that require a coherent strategy and disciplined execution.
This session will make a case that social technologies should be a mainstay of your marketing program rather than a second cousin of interactive marketing. We'll look at the implications of this priority shift, using case studies from companies who are making changes to their overall business and marketing programs. We'll also go through a checklist of the actions you'll need to prioritize to be successful.
Speech #2: Title: Marketing In The Era Of Social Technologies
The excitement around social media often centers on the technologies -- Facebook, blogs, Twitter, etc. etc. But this is the wrong approach. Rather than think about crafting a strategy around social technologies, leaders should be pondering how they can use social technologies to support and strengthen customer relationships.
For many, Groundswell was the book that broke down barriers to accepting social technologies as an opportunity to make their businesses better. Open Leadership picks up where Groundswell left off, showing leaders how to open up business and create a culture that will make social media adoption–and on a greater level, adoption of a social business model–possible and successful.
We'll be looking at the art -- and the science -- of how to tap into the power of customers and employees, including examples of what organizations and leaders are successfully doing today, as well as how to get your organization started.
How to sell the vision & value of online communityGet Satisfaction
How to sell the vision & value of online community
Online communities are the life force of many customer, partner, and employee engagement programs, but community and marketing leaders often struggle to communicate ROI for the business. This roundtable discussion will share practical ways to create, measure, and communicate the business returns of your online community program.
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 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.
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 Socially Enabled Enterprise Research Findings BriefLeader Networks
The document summarizes the key findings of a 2013 research study on socially enabled enterprises. Some of the main findings include:
- Most organizations surveyed use at least 3 social platforms and see benefits like increased customer loyalty and stronger customer connections.
- Larger organizations are further along in becoming socially enabled.
- Common metrics for measuring social business are awareness, customer satisfaction, and share of voice.
- Insights from social platforms are increasingly being used for product development, customer care, and across departments.
- Over 50% of organizations report they currently are or will be a socially enabled enterprise within a year.
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.
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.
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.
KWD Web Management Report 2013 (open resource)Comprend
The document is a report summarizing the findings of a survey of 137 professionals from 123 companies about the challenges of web management in 2013. Some key findings include: 1) Ensuring websites work well on mobile devices is a top priority in light of 17% of visits coming from mobile; 2) Companies are prioritizing their websites more and spending more on them; 3) Their biggest challenges are social media presence and developing a digital strategy. Responsive design is emphasized more than mobile apps. Social media integration and strategy are areas in need of focus.
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
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.
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.
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.
[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.
10 Native Customer Behaviors And Your Social Business StrategyGerry Moran
Native customer behaviors can help social business strategies. Understanding customer goals, behaviors, and how they use social media can help businesses leverage social platforms to engage customers. Behaviors like searching online for information, watching videos, voicing opinions, helping others, consuming content, socializing and networking, and buying behaviors can all be co-opted by businesses through their social strategies. By understanding these behaviors, businesses can connect with customers on their terms through social channels simply and in ways that accelerate information sharing and customer engagement.
The document provides guidance on developing an effective social media measurement strategy. It outlines a 9-step framework: 1) select a use case like brand health or marketing optimization; 2) define success measures and key performance indicators; 3) ensure metrics have meaning and align to business priorities; 4) decide which social data matters; 5) choose the right technology; 6) collect data through links, tagging and integrated measurement; 7) visualize data to tell the story; and sustain efforts by iterating and benchmarking. The framework helps companies prove the value of social media by integrating measurement and tying efforts to business outcomes.
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.
This report provides a look at those organizations that recognize and benefit from what can be achieved when social technologies are paired with the new ways of working they enable. That paired approach delivers shared value; generating complex business outcomes for the organization while making employee work experience easier and more fulfilling.
Social business is an opportunity to fundamentally change the way organizations works. Yet many companies face meaningful barriers to progress. This report explains why some businesses are reaping value from social business, and what is holding others back.
Conclusions de l'enquête Parties PrenantesYoumatter
The survey summarizes findings from Lundquist's 2014 CSR Online Awards Survey, which tracked trends in how experts and stakeholders engage with companies' CSR information online. Key findings include:
- LinkedIn and Facebook are the most popular social media channels for CSR discussions, with LinkedIn being the top choice. Videos and infographics are valued but must showcase material topics and multiple perspectives.
- Stakeholder engagement requires following up on feedback, transparency, and avoiding superficial interactions. Users want more personal engagement with CSR managers on social media.
- Respondents want concrete examples of strategies in action, case studies, and unbiased perspectives from a variety of sources on material topics. Self-promotional content is frustrating.
Similar to The 2013 Social Business Benchmark Preliminary Findings (20)
This talk was delivered in October 2016 at the Social Media in Higher Education Summit (Boston).
In the not too distant past, institutes of higher education relied on tried and true channels for interacting with prospective and current students, alumni and donors. But recently, due to social technologies, the tables are turned and the very groups that higher education seeks to engage with, are coming in droves digitally with questions, requests and expectations. While the audience needs remain the same, the methods for engaging have changed dramatically. As Higher Education enters this new world of 24X7 interaction, they often struggle to identify the best practices that can shepherd success. This session will share the methods for building a cohesive social strategy and measuring the impact while enabling the unique needs of various departments, programs and campaigns
Keys to Community Readiness and Growth ReportLeader Networks
In order to help branded online communities understand the critical success factors, Leader Networks and CMX collaborated on this study. The research examines the organizational people, processes, and technology scenarios that fuel existing or future community initiatives. The result is a data-driven portrait of characteristics that can be used to predict the potential business impact of an online community. Based on the trends of communities deemed “very successful,” this portrait offers an inside look at what separates these communities from the pack and provides a strategic and operational model to emulate.
Online communities have moved to the top
of the strategic marketing and customer
care agenda at many organizations. A study
conducted by Demand Metric “Online
Communities: Driving Customer Engagement
& Influencing Revenue” (September 2014)
revealed that building an online community is a
top priority. Two-thirds of companies surveyed
have online communities and among those that
don’t there is a trend to consider building one
in the future. Additionally, among those who
have online communities, the reported benefits
include a better understanding of customer/
prospect needs, a more loyal customer base,
better customer perception of the brand, and
improved customer support quality. All of
these strategic initiatives are powered by digital
engagement using online communities. But
despite the strategic focus, turning these “top
priority” initiatives into functional and successful
business activities is unfamiliar territory for many
organizations.
One major stumbling block? Turning the
sometimes fuzzy and hard-to-grasp-and-explain
benefits of an online community into a business
case; a proposal which clearly demonstrates the
value of the community to the organization’s
bottom line.
Marketing and customer care leaders are often
the first to recognize the need for an online
community, and may take the lead on creating
one. But if the project begins by acquiring a
software platform prior to developing a business
case, the success of the online community
is already in jeopardy. The time, effort and
cost required to retrofit or replace a software
platform which did not fulfill the organization’s
real business needs -- or deliver the necessary
bottom-line results -- has killed many an online
community initiative. Building a business case
for your online community is essential to its
long-term success. This short but detailed report
covers the crucial steps to building a persuasive
business case -- the roadmap for building a
successful online community.
This report draws on Leader Network’s many
years of online community strategy, best
practice and implementation experience, and
in-depth interviews with eight successful online
community leaders with real-world examples
to back up their suggestions and advice.
Building World-Class Online Communities 2014 Liferay ConferenceLeader Networks
Vanessa DiMauro is an expert in online community building with over 20 years of experience. She is the founder and CEO of Leader Networks, a consulting firm that helps organizations succeed through social business and building B2B online communities. Many of her clients have won industry awards for their online community efforts. She is considered one of the top social marketing experts worldwide.
Why Community is at the CENTER of the Customer JourneyLeader Networks
This document discusses how online communities can support customers throughout their journey, from awareness of a company or product, to evaluation of options, making a first purchase, and ongoing retention. It provides examples of how communities help advance phases of the customer journey, such as providing information to customers in the awareness phase or answering questions in evaluation. The document also discusses the role of communities in educating new customers after purchase and helping companies retain existing customers.
This Interview with Vanessa DiMauro, CEO Leader Networks and the Patricia Seybold Group explores the best practices for building professional peer communities. This joint collaboration was written in 2007 and stands as a classic reference for online community-building today.
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.
The New Symbiosis Of Professional Networks Research StudyLeader Networks
The article focuses on the impact of social media and social networks to Social Media Peer Groups (SMPG) and professional decision-makers. It mentions that customers and prospects have an instant platform of discussions for their ideas, experiences and knowledge through the use of social media, wherein their important role is utilizing the tools and mediums before engaging to decision-making processes. It states that social media increase the impressive strength of decision-making and change the dynamics of customer relationship management, marketing, and communications. It also recommends being part in a peer network or online community for sharing ideas that were often formed in office settings.
5 Secrets To Success With IT / Marketing CollaborationLeader Networks
This presentation shares research highlights about IT / Marketing collaboration including why IT / marketing collaboration is essential for social business.
A brief overview of Leader Networks services and offerings. How we help organizations succeed in social business, social marketing and online community strategy and operations.
From the AMA - a summary of the 2nd Annual New Symbiosis of Professional Networks research study that explores impact of social media on enterprise decision-
making.
.
Highlights from the 2012 SNCR research study The Social Mind. The Social Mind research project explores the interrelationships created by the consumption of information across social media channels and influence flow. The findings will enable B2B, B2P, B2C or Cause marketers to understand the importance and relevance of content - and - its ultimate impact and influence on behaviors, beliefs, decisions and actions. The Social Mind research will identify the key characteristics and insights into the engagement behaviors of individuals and how organizations can maximize reach and influence to execute the new Principals of Engagement in the millennium.
For social business to be a valuable strategic initiative it needs to support your business goals and objectives. This (revised) Social Business Strategy Map uses the Balanced Scorecard approach to help organizations define a strategic framework and determine the value for Social Business within their organization. It is a template that can be customized or you can work with Leader Networks to help develop the best approach for your organization.
This presentation delivered to the Institute of Management Consultants discussed how to be a thought leader online. Offering a strategy to get started, how to connect effectively online, rules of engagement and using time efficiently.
Legal professionals worldwide are being invited to participate in this 2009 Networks for Counsel study during the Spring. The purpose of this study is to examine the penetration and use of social media by lawyers and track the adoption and use of social media by legal practitioners. Do lawyer use social media professionally? What value or benefits do they experience, if any, from integrating social media into their practice? What are the main activities lawyers engage in when using social media and professional networks? And, what impact do they anticipate social media will have upon the business and practice of law? These are the key questions this research effort is analyzing.
This study was conducted by Leader Networks and commissioned by LexisNexis Martindale-Hubbell. http://www.leadernetworks.com
Top 5 things every practice should know about social media. This presentation was delivered at Legal Tech West Coast Conference June 25, 2009. It contains results from the Networks For Counsel 2009 Study, blogging best practice and lessons learned from using social media to advance the business and practice of law.
Presented at the 2009 Society for New Communications Research (SNCR) Forum. This presentation showcases best practices and lessons learned about building online community for enterprise. Process, business goals and metrics for brand communities to thrive.
Social media provides opportunities for health advocates to share information with the 160 million Americans who search for health information online each year. By using social media, advocates can engage with the 34% of Americans who turn to sites like Facebook and Twitter for health research. The top online health activities people conduct involve researching prescriptions, treatment options, medical procedures, and disease or wellness information.
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.
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Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
The Evolution and Impact of OTT Platforms: A Deep Dive into the Future of Ent...ABHILASH DUTTA
This presentation provides a thorough examination of Over-the-Top (OTT) platforms, focusing on their development and substantial influence on the entertainment industry, with a particular emphasis on the Indian market.We begin with an introduction to OTT platforms, defining them as streaming services that deliver content directly over the internet, bypassing traditional broadcast channels. These platforms offer a variety of content, including movies, TV shows, and original productions, allowing users to access content on-demand across multiple devices.The historical context covers the early days of streaming, starting with Netflix's inception in 1997 as a DVD rental service and its transition to streaming in 2007. The presentation also highlights India's television journey, from the launch of Doordarshan in 1959 to the introduction of Direct-to-Home (DTH) satellite television in 2000, which expanded viewing choices and set the stage for the rise of OTT platforms like Big Flix, Ditto TV, Sony LIV, Hotstar, and Netflix. The business models of OTT platforms are explored in detail. Subscription Video on Demand (SVOD) models, exemplified by Netflix and Amazon Prime Video, offer unlimited content access for a monthly fee. Transactional Video on Demand (TVOD) models, like iTunes and Sky Box Office, allow users to pay for individual pieces of content. Advertising-Based Video on Demand (AVOD) models, such as YouTube and Facebook Watch, provide free content supported by advertisements. Hybrid models combine elements of SVOD and AVOD, offering flexibility to cater to diverse audience preferences.
Content acquisition strategies are also discussed, highlighting the dual approach of purchasing broadcasting rights for existing films and TV shows and investing in original content production. This section underscores the importance of a robust content library in attracting and retaining subscribers.The presentation addresses the challenges faced by OTT platforms, including the unpredictability of content acquisition and audience preferences. It emphasizes the difficulty of balancing content investment with returns in a competitive market, the high costs associated with marketing, and the need for continuous innovation and adaptation to stay relevant.
The impact of OTT platforms on the Bollywood film industry is significant. The competition for viewers has led to a decrease in cinema ticket sales, affecting the revenue of Bollywood films that traditionally rely on theatrical releases. Additionally, OTT platforms now pay less for film rights due to the uncertain success of films in cinemas.
Looking ahead, the future of OTT in India appears promising. The market is expected to grow by 20% annually, reaching a value of ₹1200 billion by the end of the decade. The increasing availability of affordable smartphones and internet access will drive this growth, making OTT platforms a primary source of entertainment for many viewers.
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Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.