“You can still dunk in the dark.” Those are Oreo’s now-famous words heard around the social media world, and the creative concept behind a great example of the new wave of real-time marketing. It’s is where Logic meets Magic!
You will learn:
Plan for real-time opportunities that transcend multiple channels
Get results that move campaigns beyond hype via social
Employ best practices for developing a program for real-time marketing
6. 1. A new audience of connected customers is emerging and they are
becoming more influential than your business
2. The state of social media creates new touchpoints and expectations
3. The roles of the customer (and employees) are greater than the reach of
marketing
4. Without engagement, customer activity and shared experiences steers
conversations and actions and shapes reputation
5. The future of business takes a culture rich with employee empowerment
and customer-centricity (we are not there today)
The Top 5 Reasons for Transformation
12. Many follow, but very few lead.
Many compete to survive, but few compete for relevance.
Do we listen to our customers? Do we truly understand them?
Do we create experiences or do we simply react?
The future of business comes down to one word…change.
This is a new era that redefines everything.
An era of empowered consumers and employees.
Will we fall to natural selection or will we rise to lead the revolution?
This is our time to make business relevant.
Because people, after all, are everything…
The Path to Social Business Transformation Starts with You
13. It’s time to consumer change. But until now, we’ve not had a “change
manifesto” – until now. Here’s your guide to be a change agent.
14. We’ve arrived at a crossroads and we need to make a decision on our
role driving change within the organization
Social
Media
Expert
Change
Agent
Go your own way,
We will follow…
17. The future of your
business is defined
through shared
experiences…
The “customer voice” is
expressed through shared
experiences must be co-
created.
Without design or
engagement, the collective
of customer experiences
become the “brand” for
connected customers.
21. Businesses are investing in social brands and not social businesses,
customers see and feel the difference.
22. Anti- Social Business
Representative Customer
Engagement
Elements
Customer Engagement
Brand
Experience
The last mile of is paved through engagement and you are its engineer
23. The future of your
business is defined
through shared
experiences…
Social media is the new “normal” – The choice we now face now is
whether or not to initially invest in a social brand or social business
25. 1. Marketing
2. Corporate Communications
3. Web/Digital
4. Social Media
Who owns social media? “The People” should own it, but instead, marketing
has already siloed social media…it’s time to spread the love.
26. The subtle, but overt nuances between a social brand and a
social business
Social Brand
• Organized in a hub and spoke formation
• Social media led by marketing department
• All budget and resources are dedicated to
promotion and community building
• Strategies are designed around
engagement metrics
• Center of Excellence promotes training and
best practices against other companies that
perform against engagement metrics
• Playbooks, guidelines, and guardrails are
developed at a 101 level
• Engagement is executed in the form of
conversations and content
Social Business
• Organized in an extended hub and spoke
formation
• Social media is led by a social media
taskforce of organizational stakeholders
• Budget and resources are allocated at the
enterprise, LoB and functional level
• Strategies are designed at every level, but
guided by a common vision
• Center of excellence provides training for
101 and against desired outcomes at every
level
• All materials are designed from the top-
down to deliver a holistic presence
• Engagement is executed where
conversations and content = ROI
29. • Customer Profile (Social media behavior)
• Market Analysis (Understanding of social media activities in the industry)
• Internal Audit (Capabilities, Expertise, Knowledge of current social media
initiatives)
• Policies
• Processes
• Organizational Model (Support across the organization)
• Strategy Roadmap
• Social Media Education
• Social Media Roles
• Stakeholders
• Internal Communication
• Listening/Response (roles, processes and technology)
• Program Measurement (roles, processes and technology)
Assess readiness to understand where your journey really begins
30. CMOs are reporting that
they are under prepared to
manage the impact of the
connected consumer
revolution
Source: IBM CMO Study 2011
31. CMOs are prioritizing
new technology to
increase engagement
and improve customer
relationships AND
experiences
32. Measuring technology’s impact on business,
opportunities and customer experiences
Business Value
Customer Experience
Immediate Return
Long-term YieldBrand Lift
Sales Lift
Customer Value
34. The key is not to be afraid. The worst mistake
you can make is to not try. This is your time to
use your voice. We would love to be in a
position to have to say no to too many ideas
- Management
This is your time…Fear, risk, uncertainty are off the table.
Your work is an investment in creating a test and learn culture.
35. ARAMARK set out to launch a social media marketing strategy,
they focused on the development of a social business first
36. Understand that where you are with
social media and where you need to be
is separated only by your leadership and
desired experiences and outcomes. This
is where our adventure begins.
38. Assess the roadblocks within the
organization. Identify hurdles and
obstacles. Develop an internal
strategy and comms plan to rally the
organization toward a social business.
41. If social media is presented as an independent priority, it’s
going to lose support every time.
As an enabler, linked to priority business goals and objectives,
however, it will gain sponsorship inside.
Social media must always be an enabler of something.
The Social Business Code:
43. The Social Media
Taskforce will work
together to
1. Prioritize objectives
2. Define the vision
3. Assemble the team
4. Establish
governances
5. Provide training
6. Introduce metrics
7. Offer advice and
examples
Taskforce
Hub
Sales
Finance
Research
LoBs
HR
Legal
Marketing
IT
44. A social business
introduces social
media to each
relevant LoB and
business
function to better
collaborate and
engage with
stakeholders
45. Develop an integrated strategy that
empowers employees, defines their
charter, and supports their engagement
now and over time. What are the
capabilities today and where do they need
to be?
46. A social business strategy will span the entire organization. You will need a taskforce to
help you make the transformation and break out of marketing
Thought
Leadership
Service
Wisdom of
Customers
Sales
Influence
Collaboration
R&DHR
Enterprise
LoB
Function
47. Think like the customer. Help internal
teams better understand who they’re
trying to reach and what moves them.
Bridge the customer gap…
48. Six Qualities that Define Engagement
The Pillars of a Social Brand
Consumers cited "feeling
valued" as the most important
element of brand engagement
49. Create a social media foundation to
deliver an integrated brand experience.
What are the existing capabilities, what’s
needed to execute, and fill in the gaps
with training, guidelines, guardrails, and a
VISION, MISSION and PURPOSE
50. Assess your readiness to be a social business
• Customer Profile (Social media behavior)
• Market Analysis (Understanding of social media activities in the industry)
• Internal Audit (Capabilities, Expertise, Knowledge of current social media
initiatives)
• Policies
• Processes
• Organizational Model (Support across the organization)
• Strategy Roadmap
• Social Media Education
• Social Media Roles
• Stakeholders
• Internal Communication
• Listening/Response (roles, processes and technology)
• Program Measurement (roles, processes and technology)
• Intelligence (process to translate data into insights and take action)
51. Empowerment,
Cross-Learning,
Measurement
Asset Inventory,
Best Practice Sharing,
Center of Excellence
Dedicated Team, Workflow, Crises Preparedness
Objectives, Policies, Education, Access
Holistic,
Real-time
Adaptive
Foundation
Safety
Formation
Enablement
Enlightenment
The Social Business Hierarchy of Needs
Integrated
56. Design and introduce meaningful and
shareable experiences through content,
commerce, and engagement programs.
57.
58. Create a process for intelligence and
strategy. Listening is not enough. This
takes technology, “the human algorithm”
and a supporting process for workflow
and action.
61. Where in the world are the most vocal Starbucks customers?
62. Findings that we would have missed with monitoring…
@starbucks followers identify themselves as: enthusiasts,
geeks, addicts, junkies, creatives
Music, Food, Coffee, and Fashion are the most popular
areas of interest
@starbucks followers may favor dogs to cats 2 – 1
Students account for more than any single Professional
field
63. Best Practices: The Tenets of Transformation
• Identify the channels your stakeholders use to communicate, learn and share.
• Study the true sentiment and experiences of those who represent threats and
opportunities.
• Document themes, trends, gather the necessary data, and open yourself to input and
empathy.
• Evaluate the best practices in how other similar organizations are successfully embracing
change.
– Also study those who are failing to recognize opportunities.
• Conduct an internal and external audit to assess needs, readiness for change and surface
the nuances necessary to create an action plan.
• Write your change manifesto to define the change you wish to see and demonstrate the
upside of transformation to make the case to skeptics or the uninformed.
– Ensure that your manifesto becomes a working strategy and plan...make it actionable.
• Seek an influential, executive-level sponsor who will champion your mission among
decision makers.
64. Best Practices: The Tenets of Transformation
• Organize a taskforce of authoritative or connected stakeholders to create a
centralized organization to take responsibility for leading the transformation.
– This taskforce includes representatives from all functions, affected divisions,
– and notable stakeholders
– Assign responsibilities and milestones to your change management team...
– make everyone accountable for delivering against the plan
• Define messages and the communication plan.
– Shape the messages for each stakeholder group
– Set expectations
– Reduce fears and concerns
– Inspire your stakeholders to make change scale and optimize transformation
• Activate all social channels that reach stakeholders to impart and earn relevance.
– Communicate the vision, mission, and purpose
– Convey empathy
– Build awareness and demonstrate progress
– Convert detractors
– Recruit new stakeholders to extend reach