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The Social Dynamics Model:
A four step approach to integrate social media and
customer-centric thinking into your organization




                                Consumer behavior has changed radically over         longer play hide and seek. This not only affects
                                the last few years. The way people make pur-         the way companies do marketing, but it also af-
                                chase decisions is increasingly based on word-       fects their customer service, R&D procedures, IT
                                of-mouth and peer recommendations. Social me-        structure, HR strategy… In fact, there’s impact
                                dia have accelerated this evolution on a scale as    in the very heart of doing business: making peo-
                                never seen before. As a result, social media is      ple (clients, employees and other stakeholders)
                                hot in business.                                     happy.
                                Every company is trying to do ‘something’ in so-     So the real challenge companies are facing is
                                cial media to surf on the trend. Most often it’s     not learning how to use social media for market-
                                marketing- or campaign-oriented, focusing on         ing purposes, it’s trying to integrate its dynamics
                                short term results. But very few companies suc-      throughout the entire organization, in all touch-
                                ceed in integrating social media throughout the      points.
                                entire organization. Because, in essence, it’s not   In this paper we describe the different steps and
                                about social media itself, it’s about the dynam-     strategic projects your company needs to adapt.
                                ics these networks have unleashed over the last      These conclusions are based upon market re-
                                couple of years.                                     search. We interviewed 25 international compa-
                                Social media enabled the urge for transparency       nies about this topic. These are our conclusions.
                                and human interactions with brands and compa-
                                nies. People expect to be informed, respected,
                                helped, involved, amused… Expectation levels
                                are higher than ever before, companies can no




                                                                                                                                           2
What to expect from this paper:


•	 A clear and pragmatic roadmap. The roadmap
   consists of 13 strategic projects your company
   should implement to reach its goal.
•	 The roadmap is based on interviews with man-
   agers from 25 companies from different coun-
   tries, different sectors and different phases in the
   integration process of social media.
•	 All this should not be seen as a visionary docu-
   ment, you’re reading a hands-on guide of what
   to do to make the true implementation of social
   media in your company DNA happen.




                                                          3
It requires
a four step journey
     Based on the outcome of extensive in-depth interviews with
     25 international companies (see attached list in the appendix
     and the quotes we’ve published throughout the interview) we
     have analyzed what it takes for companies to integrate the
     dynamics of social media and customer centric thinking in 4
     consecutive steps. Going through all these steps leads to:

     A higher predictability whether a social media project will work or not.
     A more scalable approach of using new media in all your activities
     Increase the business impact of all your marketing actions.




                                                                                4
Here is a short overview of the four steps; later on in this paper we give more details on the required steps per phase.



      1.                                    2.                                   3.                                            4.
 CAPABILITY                               PILOT MODE                            INTEGRATION                                   LEVERAGE
 BUILDING                                                                       MODE                                          MODE
 The	very	first	step	is	building	inter-   In this phase pilot projects are      During this phase, we bring the en-           The last phase is about making your
 nal belief and knowledge. The ob-        defined.	Concrete	projects	are	set	   tire organization closer to the cus-          company	 more	 flexible	 on	 the	 one	
 jective of this phase is to get eve-     up which should lead to immediate     tomer. By adapting the structure              hand and, due to the integration of
 ryone in the company aligned on          business results. Next, these pro-    from a silo to a network organiza-            social media, we want to increase
 the importance and value of social       jects need to increase the learning   tion,	 we	 create	 benefits	 for	 clients.	   the return on investment of all our
 media and customer centricity, and       curve of your organization. After-    Clients are more involved. Further,           marketing and communication ef-
 setting up the right infrastructure to   wards, two structural projects need   an important change is the installa-          forts on the other hand. At this point,
 succeed.                                 implementing: installing a center     tion of new business KPI’s for meas-          the real ROI of social media pops
                                          of excellence and a company-wide      uring success.                                up: leveraging on investments.
                                          listening culture.

 The capability building step con-        The pilot mode step consists of 3     The integration mode consists of 4            The leverage mode step consists of
 sists of 4 projects:                     projects:                             projects:                                     2 projects:

 1.   Running an internal and ex-         1.   Setting up a center of excel-    1.   Redesigning the overall com-             1.   Leveraging on investments
      ternal audit to map the current          lence and an operational              pany structure                           2.   Agile marketing: shorter pro-
      situation                                workflow	                        2.   Implementing external collabo-                cesses and faster time to mar-
 2.   Creating company-wide knowl-        2.   Executing pilot projects to           ration                                        ket
      edge via structural & ongoing            show the business value          3.   Setting up a content strategy
      training                            3.   Cultivating a company-wide       4.   Installing conversion thinking
 3.   Adapting the overall HR strat-           listening culture
      egy
 4.   Setting up the right infrastruc-
      ture


                                                                                                                                                                        5
‘At Nokia we work with dedicated online care experts. They
are helping people in social networks, offering support
around the clock. Going into social media as a company
is a long term commitment, not a short term campaign.
We acknowledge that social media have no boundaries.
Our customers don’t think about us as in Nokia Belgium or
Nokia France, for them we’re just Nokia. Therefore there
is direct contact with people in charge of social media in
other countries and regions. At Nokia, it’s our ambition to
make ‘social’ part of every one’s job. It’s not merely a mar-
keting activity.’
Jurgen Thysmans – Communications Manager, Nokia Benelux




                                                                6
1.
CAPABILITY
BUILDING




             7
Creating
Running an           companywide
                                            Adapting the overall   Setting up the right
extensive internal   knowledge via
                                            HR strategy            infrastructure
& external audit     structural & ongoing
                     training




                                                                                          8
Running an extensive internal & external audit
The	very	first	step	is	setting	up	an	extensive	internal	and	external	audit.	The	audit	process	consists	of:




An external
conversation scan:
what are customers,                     An internal                             A SWOT analysis                            Setting up
prospects, suppliers and                conversation readiness                  with a focus on customer                   a social media
competitors saying?                     scan                                    centricity                                 dashboard




Research the existing conversations     Research the social potential of        Make a mapping of the company’s            After the audit process, you have to
on your company and brands. Un-         your employees. Do they have the        strengths, weaknesses, opportuni-          consolidate. Install a professional
derstand the tone of voice of your      right level of knowledge about social   ties and threats if you look at the cur-   monitoring dashboard to track on-
stakeholders, the most discussed        media? Are they willing to help in      rent usage of social media and your        going and real-time conversations,
subjects in your domain and the         conversations? Which channels are       current level of customer centricity.      based on the right keywords and
most popular channels where peo-        they already using? This zero meas-                                                channels	defined.
ple discuss topics related to your      urement enables you to map the ef-
industry. Also monitor how people       fectiveness of your training program.
talk about your competitors. DUB-
BELOP




                                                                                                                                                                  9
Creating
Running an           companywide
                                            Adapting the overall   Setting up the right
extensive internal   knowledge via
                                            HR strategy            infrastructure
& external audit     structural & ongoing
                     training




                                                                                          10
‘Most companies still think in silos. Social media is not a
department, it’s an approach. It’s important to connect the
global and local social media level to share best practices.
We have monthly social taskforce meetings to learn from
each other cross country.’
Marta Majewska – VP Digital & Social Media Strategist,
Porter Novelli




                                                               11
Creating company-wide knowledge via structural & ongoing training
As our world (facilitated by technology) changes at the speed of light, training needs to be an ongoing and iterative process.
Training will create buy-in and will accelerate the implementation in day-to-day business.




                                            Install hands-on iterative                                                         An internal consultancy
Start with inspiration                      training modules. Cater to                Share best practices on                  team offers project-based
workshops:                                  different levels:                         collaborative platforms:                 support:




The	 first	 training	 sessions	 need	 to	   The next step is making things con-       Create an online training & best         Sometimes employees’ knowledge
inspire your team by outlining the          crete and hands-on. The overall           practice platform where employees        will	be	insufficient	to	integrate	social	
importance of social media & cus-           belief needs to be translated to the      can share knowledge on a daily ba-       media	into	a	specific	project.	There-
                                                                                                                               fore an internal expert team is need-
tomer centricity for your business.         existing business environment. Pro-       sis. It’s important to share learnings
                                                                                                                               ed, that can provide professional
These inspiration sessions don’t            vide a list of attractive training mod-   and cases cross department. Be-
                                                                                                                               advice to make projects ‘conversa-
focus on technology; they deal with         ules (e.g. community management,          ware, it’s not easy to make internal     tion-ready’ on both a strategic and a
the impact on your industry and             monitoring conversations, and on-         social platforms successful; think       tactical level. Many companies cur-
company on a strategic level. Firstly       line customer service) for different      about smart ways to engage your          rently outsource their social media
inspiration workshops are organized         levels and needs. This training is not    employees. Again: commitment. It’s       activities to agencies because they
                                                                                                                               lack internal knowledge. Based on
for top management to create buy            a nice, but a need to have. Every         not only important to set up an ex-
                                                                                                                               our research we recommend collab-
in, in a later stage every employee         employee will need training. It is of     ternal dialogue with customers, it’s
                                                                                                                               orating with internal specialized peo-
of your company should get these            course important to tailor the train-     equally important to have strong in-     ple, since they have better knowl-
workshops.                                  ing to the day-to-day jobs of each        ternal communication.                    edge about the company values and
                                            employee.                                                                          culture. In the second phase, this
                                                                                                                               team will evolve towards a center of
                                                                                                                               excellence.




                                                                                                                                                                           12
Creating
Running an           companywide
                                            Adapting the overall   Setting up the right
extensive internal   knowledge via
                                            HR strategy            infrastructure
& external audit     structural & ongoing
                     training




                                                                                          13
‘For	the	first	time	in	business	it’s	not	just	the	agencies	doing	
the talks for companies, companies and their employees
now actually have to dive into conversations themselves.
The	 challenge	 is	 to	 set	 up	 efficient	 information	 streams	
across departments, to guarantee that what comes out of
conversations is sent to the right internal stakeholders.’
Jo Willemyns – Corporate Brand Manager Private label, Colruyt




                                                                    14
Adapting the overall HR strategy
This phase consists of the real NEED to have projects to implement social media & customer centric thinking in a structural way in your company.




Provide all employees with access to social networks                                Hire a Conversation Manager




56% of all companies block social media sites in their organization (InSites        The Conversation Manager is accountable for organizing the conversation
Consulting research) because of various reasons. In order to grasp the op-          management strategy of your company. He will be in charge of the center
portunities of social media (both for talking & listening) it’s essential to give   of excellence (see next phase) and facilitates the organization in its process
up command and control and provide access to all your employees. As a               of change. The Conversation Manager is the central axe in facilitating the
company it’s far more important to think about the opportunities rather than        dialogue with customers in all touchpoints. Check out the full job description
the possible pitfalls. Moreover, thanks to the extensive training program,          of The Conversation Manager here.
employees	are	guided	to	use	social	media	in	an	effective	&	beneficial	way.	
Giving access without training does not fully grasp the opportunity. It’s the
combination of access and training that is key.




                                                                                                                                                                     15
USE COMMON SENSE

                                                                              Don’t try to set up rules and restrictions for your employees
                                                                              on social media. In fact, they have to use common sense as
Write a conversation guide (formerly known                                    in any other situation. Stimulate employees in representing
as a ‘social media policy’)                                                   your company values and empower them to take initiative.
                                                                              If you have a code of conduct, apply the same guidelines in
                                                                              your conversation guide.


We prefer ‘conversation guide’ over ‘social media policy’ because it’s not    BE TRANSPARENT
just an enumeration of what employees shouldn’t do on social media. The
                                                                              Honesty—or dishonesty—will be quickly noticed in the so-
ambition is to create a document that motivates employees to leverage the
                                                                              cial media space. If people are interacting with customers,
power of social media and customer-centric thinking. The basics of the con-
                                                                              they need to be clear about their role and function. Help
versation guide are simple: use common sense, always be transparent and
                                                                              people	by	giving	example	profile	descriptions	for	Twitter	and	
build human relationships.
                                                                              LinkedIn, for instance.


                                                                              BE HUMAN AND BUILD RELATIONSHIPS

                                                                              In an era with ever more technology, people crave for hu-
                                                                              man connections with companies. Stimulate employees to
                                                                              talk to customers in a natural way, avoid overly pedantic or
                                                                              “composed” language. Be real.




                                                                                                                                               16
1.   Digital expertise:	visit	the	social	profiles	of	recruits	to	see	
                                                                                   how they approach the opportunities of new media, and
                                                                                   incorporate	specific	questions	on	digital	and	new	technol-
                                                                                   ogies in the recruitment interview.

Add new recruitment criteria in the recruitment process                       2.   Influence level and network: research the ‘social capital’
                                                                                   (followers on Twitter, connections on LinkedIn…) of new
                                                                                   recruits	as	an	indication	of	their	influencing	power.	Opinion	
                                                                                   influencers	 can	 leverage	 the	 company’s	 overall	 thought	
Companies currently hire people based on credentials and track records.            leadership position.
New recruits should be screened on some additional criteria. Not every
                                                                              3.   Openness for change: adaptation capacities are an im-
candidate needs to score on these criteria, but it is recommended to obtain
                                                                                   portant aspect for modern companies. Recruiting people
a good balance in your total staff.
                                                                                   who are open to change will help the company in becom-
                                                                                   ing	more	flexible	and	dynamic.

                                                                              4.   Level of customer centric thinking & acting: it’s often
                                                                                   said that being customer-friendly is something you are or
                                                                                   aren’t. It is important to hire as many people as possible
                                                                                   who have it in their nature to help other people. Other
                                                                                   skills are easier to learn.




                                                                                                                                                      17
Include individual KPI’s in the annual               Leverage your internal superstars:
Adapt job descriptions                                 evaluation of employees                              activate & facilitate them




Most job descriptions lack KPI’s for engagement        Putting the customer in the center of your busi-     Make sure to optimally facilitate employees who
with customers. Every employee can try to help         ness is easily said; acting upon it is a much big-   are	influencers	with	large	networks	(=digital	su-
customers or to promote the company, starting          ger step. By including clear objectives related      perstars). They can be extremely useful in your
from his or her job responsibilities. It’s important   to customer centricity in the employees’ yearly      marketing mix. Based on the internal conversa-
to include these expectations in existing job de-      evaluation, you underline the importance of the      tion readiness scan you’ll be able to reach out
scriptions. Especially for employees in a com-         philosophy. Make sure it’s not merely a theory       to them in a structural way. They’ll be honored
mercial role: sales, customer service, marketing       or a vision, but a concrete expectation and com-     to help.
& HR.                                                  mitment for every employee.




                                                                                                                                                           18
Creating
Running an           companywide
                                            Adapting the overall   Setting up the right
extensive internal   knowledge via
                                            HR strategy            infrastructure
& external audit     structural & ongoing
                     training




                                                                                          19
‘At Zappos there’s no brainswitching between work – and
private life. Our job is just an extension of our life. Company
culture is the backbone of our business. Most companies
are just trying to pretend to be something they’re not. We
don’t even speak about social media. We are a service
company, it’s just what we do, we want to help people in all
possible touchpoints.’
 Graham Kahr – Social Engagement Scientist, Zappos




                                                                  20
Setting up the right infrastructure




                                                                                      Tell people where
Provide the necessary                       Clean up the social media                 to find you, through all                 Increase your
hard- & software                            war field                                 touchpoints                              social media reach




The	 first	 training	 sessions	 need	 to	   The next step is making things con-       Create an online training & best         Sometimes employees’ knowledge
inspire your team by outlining the          crete and hands-on. The overall           practice platform where employees        will	be	insufficient	to	integrate	social	
importance of social media & cus-           belief needs to be translated to the      can share knowledge on a daily ba-       media	into	a	specific	project.	There-
                                                                                                                               fore an internal expert team is need-
tomer centricity for your business.         existing business environment. Pro-       sis. It’s important to share learnings
                                                                                                                               ed, that can provide professional
These inspiration sessions don’t            vide a list of attractive training mod-   and cases cross department. Be-
                                                                                                                               advice to make projects ‘conversa-
focus on technology; they deal with         ules (e.g. community management,          ware, it’s not easy to make internal     tion-ready’ on both a strategic and a
the impact on your industry and             monitoring conversations, and on-         social platforms successful; think       tactical level. Many companies cur-
company on a strategic level. Firstly       line customer service) for different      about smart ways to engage your          rently outsource their social media
inspiration workshops are organized         levels and needs. This training is not    employees. Again: commitment. It’s       activities to agencies because they
                                                                                                                               lack internal knowledge. Based on
for top management to create buy            a nice, but a need to have. Every         not only important to set up an ex-
                                                                                                                               our research we recommend collab-
in, in a later stage every employee         employee will need training. It is of     ternal dialogue with customers, it’s
                                                                                                                               orating with internal specialized peo-
of your company should get these            course important to tailor the train-     equally important to have strong in-     ple, since they have better knowl-
workshops.                                  ing to the day-to-day jobs of each        ternal communication.                    edge about the company values and
                                            employee.                                                                          culture. In the second phase, this
                                                                                                                               team will evolve towards a center of
                                                                                                                               excellence.




                                                                                                                                                                           21
2.
PILOT MODE




             22
This phase consists of the
                                          real NEED to have projects to
                                          implement social media & customer
                                          centric thinking in a structural way
                                          in your company.




Setting up a
                                         Cultivating
center of excellence   Executing pilot
                                         a company-wide
and an operational     projects
                                         listening culture
workflow




                                                                                 23
Setting up a center of excellence and an operational workflow




                                                                             •	   Setting up the overall vision & philosophy

                                                                             •	   Finalizing and updating the conversation
         The coordinating strategy for integrating social media with-
                                                                                  guide and other HR related aspects
         in the organization needs to be determined by a center of
         excellence. This central team, accountable for facilitating         •	   Rolling out an iterative company-wide
         the integration of social media in the entire company, is                training program
         directed by The Conversation Manager. Main goals of the
         center of excellence include:                                       •	   Collecting cross-border (and cross brand)
                                                                                  learnings

         The center of excellence manages the corporate social               •	   Guiding	pilot	and	flagship	projects
         brand, gathers knowledge and analyzes company related
         metrics. It is important to have this team installed early in       •	   Providing internal consultancy & support
         the change process as this creates accountability. It also               regional and local teams
         avoids	 ‘internal	 conflicts’	 about	 the	 ownership	 of	 social	
         media.



         Putting the best people in charge here is crucial. Build a
         team of people who have a natural passion for new media
         & technologies and who have great communication skills.




                                                                                                                               24
For global companies there are 3 levels of implementation:




Global                                            Regional                                          Local




the center of excellence operates and monitors    every region has a representative, a gatekeep-    local teams are responsible for day-to-day exe-
on a global level and supports the regional and   er between the overall global strategy and lo-    cution, translation of the overall approach to the
local teams. They collect cross country best      cal implementations. Regional spokespeople        local culture and languages and are in charge
practices and work closely together with repre-   meet consistently with the global team to share   of local monitoring. They report to the regional
sentatives on a regional level. The global team   knowledge and experiences.                        representatives.
reports directly to the board.




                                                                                                                                                    25
Setting up a
                                         Cultivating
center of excellence   Executing pilot
                                         a company-wide
and an operational     projects
                                         listening culture
workflow




                                                             26
‘Hierarchical structures don’t work in this new environment.
We need to move faster than ever before, companies need
to optimize their decision making process to become more
flexible.’	
Truike Vercruysse – Coordinator Communication Services – Dexia




                                                                 27
Executing pilot projects
      The extensive training project during the capability building step will create internal knowledge and support. But the proof of the pudding is in the eat-
      ing. It’s important to show the value of integrating social media through tangible output in pilot projects.
      When choosing pilot projects, there a few things to consider:




                                   Center of excellence                                                                                      Create business
                                   is informed and                    Different people                   Different departments               impact and company
More than 1                        consulted                          involved                           involved                            learnings




in order to create momentum        make sure the people in the        To boost the experience in         make sure it is not concen-         pilot projects should have a
and to build a steep learning      center of excellence are con-      your company we advise to          trated in one department. As        short term result. Every com-
curve, it is important to work     sulted and informed about all      involve different people. This     mentioned at the beginning,         pany wants to see immedi-
on a set of pilot projects at      pilot projects. This does not      creates a stronger commit-         social media is often related       ate return from its efforts.
the same time.                     imply that the center is ac-       ment towards each other            to commercial activities but        So, choose your projects
                                   tively managing all projects.      and towards the momentum           it is clear that other depart-      wisely way. Next to business
                                   The core is that they are in-      in your organization.              ments are important stake-          impact, the objective is to in-
                                   volved, facilitate and share                                          holders as well. Make sure          crease the overall learning.
                                   learning’s across projects.                                           they are also responsible for       Both objectives are impor-
                                                                                                         a pilot project.                    tant.




                                                                                                                                                                      28
To guide the selection process,
you can use the return/feasibility matrix.   1. Return: whatever your desired return is. It may be an
                                                increase in conversations, generating leads, direct
                 Based on these two axe:
                                                sales…	it	is	up	to	you	to	set	the	definition	of	return.

                                             2. Feasibility: how hard is it to implement the idea. This
                                                is	related	to	the	difficulty	(e.g.	do	we	need	to	change	
                                                our processes before we can implement them) and
                                                the amount of resources needed (e.g. time & money).




                                                                                                           29
Mapping	projects	on	these	two	axes,	we	find	four	quadrants.




                                                              1. Creating disappointment: This is a very dangerous
                                                                 quadrant. This project looks like a quick win, it actu-
                                                                 ally is a quick win, but one without any value. These
                                                                 projects will lead to internal disappointment. The com-
                                                                 pany expects some sort of return from your social me-
                                                                 dia actions, and this one is just easy to do without any
                                                                 results.


                                                              2. Slow and painful death: These projects are a chal-
                                                                 lenge, hard to implement and in the end they won’t
                                                                 give the desired return. A lot of energy, time and mon-
                                                                 ey	will	have	flown	to	this	project	and	in	the	end	people	
                                                                 will lose their belief in social media.


                                                              3. Smart quick wins:	You	should	definitely	have	two	or	
                                                                 three projects in this quadrant. Things that you can do
                                                                 as from tomorrow, but with a fast and visible return.


                                                              4. Strategic investments: Projects that take more time
                                                                 but result in a concrete business value at the end of
                                                                 the day. You also need a few of these projects.




                                                                                                                             30
Setting up a
                                         Cultivating
center of excellence   Executing pilot
                                         a company-wide
and an operational     projects
                                         listening culture
workflow




                                                             31
Cultivating a company-wide listening culture




                                                Share listening-reports
Observing conversations                         to make observations tangible                         Install an active listening
becomes a companywide KPI                       and action oriented                                   community




Conversations are a pile of insights that can   Make observational efforts visible within the         By monitoring ongoing conversations you
be used to enhance the existing company         company by sharing learnings and insights             will collect answers on questions you did
portfolio and to develop new products/ser-      on a daily or weekly basis. Don’t just create         not even ask. It’s like a giant ongoing focus
vices.	Every	employee	can	benefit	from	ob-      informative documents, make clear action              group. But it’s equally important to set up a
serving conversations and adapt his/her job     lists.	 By	 defining	 clear	 actions	 and	 timings	   dedicated	 community	 with	 specific	 profiles	
accordingly. Listening to customer feedback     you not only make internal progress, you can          (e.g. brand fans) to ask for concrete feed-
will enhance your processes and products;       also keep customers informed on how you               back and collaboration on projects.
hence observing conversations needs to be       are dealing with their feedback. Building ex-
a company-wide KPI.                             ternal expectation management is a neces-
                                                sity.




                                                                                                                                                        32
A modern research toolbox
for structural listening




Just like in advertising, traditional tools in research – like surveys and focus
groups – still have value, but should be complemented with ‘next generation’
methods that incorporate the power of conversations and social media to fully
grasp the customer.


Think about listening methods like social media netnography - a structured
mapping of thousands of existing online conversations, statistically analyzed
using advanced text analytics – and research communities. Traditional focus
groups often just create a snapshot, whereas long term research communities
enable companies to build consecutive learnings. Always on-research via com-
munities gives customers a seat on the board, to deliver insights into the heart
of your business.


Using innovative research methods is an essential step to keep up with the
ultra fast moving consumers. Also look into the opportunities of new devices
like mobile phones and tablets to capture satisfaction levels of customers at the
moment of experience. Monitoring real time feedback becomes a new element
in the customer service process.




                                                                                    33
‘At Diageo ‘social’ is at the core of every new concept. It
has become a natural part of our setup. We are in highly
regulated industry, so for us it’s an extra challenge to bring
‘social’ into our business. If there’s a will, there’s a way.’
Andrey Davtchev – Senior Digital Marketing & eRM Manager –
Diageo




                                                                 34
3.
INTEGRATION
MODE




              35
In this step, we integrate our learnings
                                                              and our new beliefs into everything
                                                              we do. Developing a framework to
                                                              implement a new way of doing
                                                              marketing is the key of this phase.




                                                                             Extending
Re-designing the   Creating
                                           Setting up a                      conversion thinking to
overall company    Implementing external
                                           content strategy                  track evolutions and
structure          collaboration
                                                                             business relevance




                                                                                                         36
Re-designing the overall company structure
Large companies are typically built in silo structures, a model that often results in different mindsets per silo. The
biggest loser of the silo structure is without any doubt the consumer. Modern companies need an organizational
design of interlinked ‘networks’. Bringing the right stakeholders together based on customer connections. Building
a new structure in which the goal is to increase the customers’ happiness level.

In order to succeed, a few steps need to be taken:




Engage in difficult (internal) conversations                                         Decrease time to market.
at an early stage                                                                    SPEED of execution is the real differentiator.




In big companies (especially in highly regulated industries) internal approv-        Leveraging conversations is not just about acknowledging and thanking
als	(e.g.	legal)	are	needed	for	external	communications.	Since	flexibility	is	       customers for their comments and ideas. It’s about acting upon them. Com-
that	important,	it’s	essential	to	involve	these	‘difficult’	conversation	partners	   panies need to cut out redundant decision making units and procedures
at an early stage. Not in a defensive frame, but in a positive way. Ask for          that block fast processing. Traditional long term R&D & marketing cycles
help and collaboration. Postponing that conversation creates insecurity and          need to be revised. Time to market needs to be reduced drastically. We’ll
will	only	entail	problems.	In	order	to	go	all	the	way,	you	need	buy-in,	so	find	     come	back	to	that	in	the	final	stage	of	the	integration	roadmap.
a way that works smoothly for everyone.




                                                                                                                                                                 37
Responsible
                                                                             The ‘responsible’ is the person doing the work to achieve the
                                                                             task. There is typically one role with a participation type of ‘re-
                                                                             sponsible’, although others can be delegated to assist in the
Install the RASCI mode for employee empowerment:                             work required.

                                                                             Accountable
                                                                             The ‘accountable’ person is the one ultimately answerable for
Companies can no longer work in a command and control model. It’s not        the correct and thorough completion of the deliverable or task

sustainable in today’s reality, where employees need to be able to take      and the one who delegates the work to the ‘responsible’. In
                                                                             other words, an ‘accountable’ must sign off on work that the
initiatives to support and surprise customers. The RASCI model is a simple
                                                                             ‘responsible’ provides. There must be only one ‘accountable’
model to set up a logical structure for internal empowerment on a project
                                                                             specified	for	each	task	or	deliverable.	In	the	integration	of	the	
level. On Wikipedia it’s explained:
                                                                             Social Dynamics model this is the Conversation Manager.

                                                                             Support
                                                                             Resources that are allocated to the ‘responsible’. Unlike the
                                                                             ‘consulted’, who may provide input to the task, ‘support’ will
Create a customer and an employee happiness network.                         assist in completing the task.

                                                                             Consulted
                                                                             Those whose opinions are sought, typically subject matter ex-
In order to become customer-centric and to use all opportunities of social   perts, and with whom there is two-way communication. Think
media, we need to make sure that both our employees and our customers        about the center of excellence for internal consultancy.
are happy. The customer happiness network is a combination of three old
                                                                             Informed
silos: sales, marketing and customer service.
                                                                             Those who are kept up-to-date on the progress of the project,
                                                                             often only on completion of the task or deliverable. In this case
                                                                             top level management.




                                                                                                                                                   38
Extending
Re-designing the   Creating
                                           Setting up a       conversion thinking to
overall company    Implementing external
                                           content strategy   track evolutions and
structure          collaboration
                                                              business relevance




                                                                                       39
Implementing external collaboration




Incremental co-creation




Co-creation is very valuable for companies to collaborate with stakeholders      Start in a closed community:
                                                                                 Testing co-creation methods in a small and closed com-
while developing new products and services. Social media and online com-
                                                                                 munity enables you to see how things work out, map the
munities enable co-creation on a far bigger scale than ever before. Unfortu-
                                                                                 possible pitfalls and evaluate the outcomes. It’s a con-
nately too many companies want to start co-creating openly too early, often
                                                                                 trolled pre-test environment allowing companies to fully
ending up with PR disasters.
                                                                                 prepare before venturing into public co-creation.

Co-creation	involves	some	very	specific	skills	and	has	a	structural	impact	      Start with co-creation on specific projects:
on the overall company. Thousands of people uploading their ideas requires       Don’t just ask people to provide feedback and ideas on
moderation and follow-up.                                                        your total offering, because it’s simply not manageable
                                                                                 (and unfocussed). Start with sharing concrete insights
                                                                                 about certain products or experiences and ask people to
Before starting to co-create openly it’s crucial to understand how customers
                                                                                 search for solutions and new ideas based on that.
behave	in	online	communities.	Note	that	co-creation	can	backfire	if	you’re	
not fully prepared for it. Therefore it’s advisable to opt for incremental co-   Co-create with your biggest fans:
creation:                                                                        Co-creation can be done with the entire target group. But
                                                                                 working together with true fans will generate the biggest
                                                                                 impact. They know your business by heart and will be de-
                                                                                 lighted to be part of the project team. It will make them
                                                                                 proud and they will talk about it with their friends.




                                                                                                                                             40
Extending
Re-designing the   Creating
                                           Setting up a       conversion thinking to
overall company    Implementing external
                                           content strategy   track evolutions and
structure          collaboration
                                                              business relevance




                                                                                       41
‘It’s important to measure the actual implementation of so-
cial media in projects. It’s not just the theory that matters,
the	true	value	is	in	the	execution.	The	very	first	KPI	of	‘so-
cial’ is not about monetary value, it’s measuring the evolu-
tions in internal knowledge.’
Jef Vandecruys – Global Project Leader Digital connection –
 AB InBev




                                                                 42
Setting up a content strategy




Infrastructure for content marketing




Content is the ‘fuel’ of conversations in social media. People want to discov-    Think about a content strategy
er and share content with others on social networks. Brands and companies         on 4 different levels:
can play a very relevant role in this process: “Every company should think
of itself as a media company and publish to its customers, to its staff, to its
communities.” (Tom Foremski, journalist and thought-leader).
But	a	solid	content	strategy	requires	an	efficient	infrastructure.	Especially	    Product level:
in larger international companies with many brands and products. Content          content created around the different products and brands
creation takes time furthermore it’s a challenge to seek for the right and
                                                                                  Category level:
consistent tone of voice over all products and categories your company is
                                                                                  content created around the different categories your com-
active in. Moreover, in an international context high translation costs are       pany is active in
involved.	So	in	order	to	make	the	content	strategy	efficient,	there	is	a	need	
for a professional infrastructure.                                                Company level:
                                                                                  content	about	your	company,	not	just	facts	and	figures	but	
                                                                                  compelling stories worth sharing

                                                                                  Industry level:
                                                                                  content about the evolutions and future of your industry to
                                                                                  increase your thought leadership




                                                                                                                                                43
Content strategy
                                        Think about                             STP                                      should be about
Make it a team effort:                  content curation:                       (Segment-Target-Position)                ‘gradual engagement’:




Creating content should not be just     “As a brand or company, you don’t       Think about a valid social chan-         The challenge is to move towards a
a job for professional editors. Based   need to create 100% of the content      neling strategy. Lots of companies       system in which your customers get
on the information that comes from      provided; you have to be great at di-   are auto-posting content to all their    new content on a regular basis. En-
                                                                                                                         suring that your content is appealing
the internal readiness scan, com-       recting users to great content.”        social	media	profiles.	Each	channel,	
                                                                                                                         enough to interact with is important.
panies can involve blogger-minded                                               be it Facebook, Twitter, Flickr… has
                                                                                                                         This implies that next to your cam-
employees to become part of the         Content curation is about selecting     very	specific	qualities	you	can	lever-   paign efforts, ongoing content pro-
content team. It’s important to have    relevant content and spreading it to    age. People connecting with you on       grams are important as well.
stories from all levels and depart-     your communities. You can become        Facebook may have different expec-
ments.                                  a trustworthy gatekeeper for your       tations than people connecting with
                                        customers, which will increase your     you on Twitter. Cater to different ex-
                                        network	and	influence.                  pectations, do it smartly.




                                                                                                                                                                 44
Extending
Re-designing the   Creating
                                           Setting up a       conversion thinking to
overall company    Implementing external
                                           content strategy   track evolutions and
structure          collaboration
                                                              business relevance




                                                                                       45
Extending conversion thinking to track evolutions and business relevance



                                                                                  Think about a content strategy
                                                                                  on 4 different levels:



                                                                                  Revenue growth:
Evaluate business objectives and KPI’s
                                                                                  visit	the	social	profiles	of	recruits	to	see	how	they	approach	the	
                                                                                  opportunities	of	new	media,	and	incorporate	specific	questions	
                                                                                  on digital and new technologies in the recruitment interview.

                                                                                  Savings:
Companies often make the mistake of measuring business KPIs at the be-            research the ‘social capital’ (followers on Twitter, connections
ginning of the process. But it’s only after successful capability building and    on	 LinkedIn…)	 of	 new	 recruits	 as	 an	 indication	 of	 their	 influ-
an insightful pilot mode that companies can start tracking the real business      encing	power.	Opinion	influencers	can	leverage	the	company’s	
                                                                                  overall thought leadership position.
value. There have been numerous articles and books published on the ROI
of social media. But the discussion needs more nuance. It’s not just about        Leads:
the return of using social media, it’s about the return of integrating customer   adaptation capacities are an important aspect for modern com-
                                                                                  panies. Recruiting people who are open to change will help the
centric thinking throughout the entire organization. A layered KPI structure
                                                                                  company	in	becoming	more	flexible	and	dynamic.
on both company level and department level helps to measure the right
                                                                                  NPS:
dimensions.
                                                                                  it’s often said that being customer-friendly is something you
                                                                                  are or aren’t. It is important to hire as many people as possible
                                                                                  who have it in their nature to help other people. Other skills are
                                                                                  easier to learn.

                                                                                  Knowledge and integration KPI’s:
                                                                                  adaptation capacities are an important aspect for modern com-
                                                                                  panies. Recruiting people who are open to change will help the
                                                                                  company	in	becoming	more	flexible	and	dynamic.




                                                                                                                                                             46
Marketing metrics   Awareness              Conversion rates     Advocacy




Customer services   Client happiness
                                           Quality of service
metrics             level




Center of           Volume of              Sentiment of         Counts: numbers of    Impact:
excellence          conversations          conversations        followers, fans,...   business KPI’s




                                                                People recruited
                                           Employee                                   Number of
HR                  Employer branding                           through social
                                           happiness                                  internal ‘superstars’
                                                                dynamics




                    Quantity and
                                           overall time
R&D                 quality of generated
                                           to market
                    insights




                                                                                                              47
‘You can’t buy or sell trust, you have to build trust along the
way. If you manage doing so, the return will follow for sure.
Companies need to understand that it’s actually permitted
to be fun. It’s written nowhere that you have to be boring.’
 Damien Van Achter – Social Media Manager – RTBF




                                                                  48
4.
LEVERAGE
MODE




           49
In this phase, our company is ready to take full advantage
of this new philosophy. All marketing and communication
investments should have a higher ROI than before this
change process. Furthermore, your company should be
able to become more agile.




                                                             50
Leveraging on investments
The objective is that all marketing plans integrate social media and a more customer-centric ap-
proach. The target here is 100%. As social reach will increase during this transition, all marketing
investments should have a higher impact than before. There are two ways to create this leverage
on your investments:




Additional reach                                                                 Savings on media budget




Your online presence can increase your reach. New target groups can be           You can have the same total reach by decreasing your traditional media
reached and the possibility to spread the content is realistic. This new reach   budget. However, relying on social media reach alone to get the message
through your owned social media is a possible leverage.                          out is not enough. The savings can be the second possible leverage.




                                                                                                                                                           51
Agile marketing
The concept of agile marketing is about making internal processes shorter in
order to increase the speed of execution towards the customer. Actually it means
that you act like a start-up company again.




Go for fully flexible budgets                                                           Keep an eye on the ball. Invest in micro-trends.




In the book ‘The Conversation Manager’ we recommend allocating a 20%                    Our world evolves at the speed of light, so it’s extremely important to re-
flexible	budget	to	grasp	opportunities	that	occur	suddenly.	In	order	to	fully	          act to new trends rapidly and proactively. Many companies have only just
integrate social media in the company strategy, 20% is not enough actually.             started the implementation of social media, whereas consumers have been
There’s	 need	 for	 more	 flexibility	 if	 you	 want	 to	 surprise	 your	 customers,	   having online conversations for years. Even if the number of users of cer-
since you’re no longer in push mode. You’re reacting on what’s happening                tain channels (e.g. Foursquare) or certain tools (e.g. tablets) is still rather
in the community.                                                                       limited, it is important to increase your company’s preparation speed to the
                                                                                        possible implications.
The goal is to reallocate traditional advertising & marketing budget towards
ongoing community building & customer service. So agree on the size of                  Hire/assign someone who’s in charge of spotting evolutions, an internal
the	total	budget,	but	keep	it	fully	flexible.                                           trend	watcher	who	keeps	a	close	eye	on	how	the	field	is	moving.	Being	a	
                                                                                        first	mover	shows	you’re	on	top	of	things,	shows	that	you’re	flexible	and	will-
                                                                                        ing to move along with the community. And you create learning value, which
                                                                                        ensures that you will move faster than your competitors.




                                                                                                                                                                          52
‘Companies really need to learn how to adapt corporate
speak to a more human tone of voice. Connecting mouths
and ears (preferably with a brain in between). That’s what
companies are obliged to learn thanks to social media.’
 Danny Devriendt – EVP Digital & Social Media Strategist –
Porter Novelli




                                                             53
The ROI of the
Social Dynamics Model
     Integrating the dynamics of social media and customer-centric thinking
      within an entire organization takes time and effort. It’s a long term
     and continuous process. The Social Dynamics Model enables
     companies to approach this process in a structured way, via 4
     consecutive steps. But what is the actual return?

     In fact, the end goal is not about social media. Social media is just
     a means to an end, in this case: a facilitator in becoming a customer
     oriented company. We believe that integrating the outlined process
     will have a positive impact on all stakeholders involved around the
     company ecosystem, i.e. the customers, the employees, the suppliers
     and eventually the shareholders.




                                                                              54
Happier clients
The	responsiveness	of	the	company	towards	customers	will	increase	significantly,	not	only	in	
a reactive way but also in a proactive way. Customers will be involved in the decision making
process, and will be enabled to provide feedback and ideas to enhance products, services and
experiences. They become valuable partners of the company.




                                                This customer-oriented focus will drive:




                                                •	   More positive and impactful word of mouth: people will talk about great customer
                                                     experiences,	and	influence	their	peers;
                                                •	   Better customer retention: better customer relationships will drive loyalty;
                                                •	   Higher NPS: people will become ambassadors in the long run and help you in
                                                     spreading the word for your business;
                                                •	   The ‘humanization’ of your company: people interacting with people (not with
                                                     logos) contributes to giving your company and brand a more ‘human’ touch




                                                                                                                                        55
Happier employees
Integrating	social	dynamics	and	customer-centric	thinking	in	the	company’s	DNA	will	have	a	significant	impact	on	the	internal	company	
culture. Empowering and rewarding people to get actively involved in conversations and social media (instead of warning and blocking them)
will contribute to an ‘open’ and ‘collaborative’ atmosphere. Breaking down the internal business silos and working together towards a bigger
goal creates drive. A great company culture will lead to happier employees. If people truly like working for your company and if they believe in
the bigger goal, they will go the extra mile.




                                                 A dynamic company culture will drive:




                                                 •	   Passion and dedication amongst employees are resulting in better performance
                                                      levels;
                                                 •	   More conversations from within the company: proud employees will talk about
                                                      their positive experiences at your company with friends and family;
                                                 •	   Better employer image: people will be triggered to work for your company, based
                                                      on what they experience in conversations.




                                                                                                                                                   56
Happier suppliers
Suppliers are mostly regarded purely as resources, whereas they can really help in building a great company. As speed of execution and
exceeding	expectations	are	getting	more	important	by	the	day,	it’s	crucial	to	work	on	strong	and	flexible	partnerships	with	your	suppliers.	
Make sure they believe in the importance of word of mouth and customer-centric thinking, and make sure they are willing to push it harder
for the bigger cause. And give back; don’t treat them as a cost, treat them as friends.




                                                 Happier suppliers will drive




                                                 •	   Consistent supplier processes and shorter time to market: this will delight your
                                                      customers because you can help them faster. Suppliers who feel like friends will
                                                      make more efforts.
                                                 •	   Again, more conversations: don’t forget that behind every B2B, there’s a C in-
                                                      volved. Happy suppliers will talk positively about your business with other people
                                                      and recommend your business to others.




                                                                                                                                               57
And ultimately: happier shareholders




      At the end of the day you want your business to grow. And so do your shareholders.
      Based on the studies we’ve outlined at the very beginning (WOM as the key driver
      for business growth) we’re convinced that implementing the Social Dynamics Model
      will ultimately boost your business.


      Hopefully the outcomes of our research have inspired you to implement the Social
      Dynamics model in your own business and to start your changes. Don’t hesitate to
      get in touch if we can be of any help. We’re more than happy to hear your feedback
      and further ideas. Take care and good luck!




      Brought to you by:
       Prof. Steven Van Belleghem | Managing Partner | steven@insites.eu | @steven_InSites |+3292691607
       Dado Van Peteghem | @dadovanpeteghem | +32474826807




                                                                                                          58
About InSites Consulting


              We are a crazy blend of academic visionaries, passion-
              ate marketers and research innovators who are deter-
              mined to challenge the status quo by taking research
              forward every day and bringing a sense of ‘coolness’
              to it. We are change agents as we connect marketers
              and consumers on research communities, help them
              develop cool brands with the power to stay hot and de-
              velop marketing activation which is worth talking about.
              We help our clients to let go and delegate real power to
              consumers, the ultimate key to making better marketing
              decisions and driving business growth. Follow us via
              Facebook, Twitter or visit our corporate website.




                                                                         59
About The Conversation Manager



            The Conversation Manager is the award-winning and bestselling book
            by Steven van Belleghem, managing partner at InSites Consulting.
            Old school advertising is not working anymore. Change is necessary
            in the daily business of advertisers: the gap between today’s consumer
            and the old-fashioned advertiser is bigger than ever and growing
            rapidly.	In	the	book	you	can	find	some	great	examples	and	crystal-
            clear concepts about how any advertiser can be a Conversation
            Manager. It does not stop with only theory: the book also gives you
            practical guidelines to start the conversation within 48 hours. Follow
            the book via Facebook, Twitter or the accompanied blog.




                                                                                     60
Appendix 1: The four key barriers for change


Most companies are trying but face big barriers for REAL change.

Even though all companies acknowledge the (r)evolution, most of them are struggling to structurally change
their modus vivendi. In our research, we found a number of barriers for change:



                                          Lacking internal                            Missing the
No internal belief:                       knowledge & capabilities:                   right resources:                              Old habits die hard:




One of the biggest barriers is getting    In	 many	 cases	 there	 is	 insufficient	   Even with fundamental belief and              Very often there’s a huge gap be-
support of top level management. In       internal knowledge to move forward.         knowledge the biggest challenge               tween good intent and execution.
many cases young enthusiasts try to       Integrating social media requires ca-       is allocating the right people and            It’s against human nature to change
                                                                                                                                    our habits:
get things going, but their ad hoc ini-   pabilities on both strategic- and tac-      budgets. Social media is too often
tiatives often lack business impact.      tic level. Understanding how social         the	 playfield	 of	 juniors	 and	 interns.	
                                                                                                                                    “The only human being that likes
Senior executives need to believe in      media work, what the actual impact          Given the impact on the organiza-             change is a baby with a wet diaper.”
the purpose to drive change. The or-      is they create, and how they can be         tion, it needs to be approached in a          (Hans Crijns, Professor of Manage-
ganizational shift has to be installed    used for business purposes is im-           professional way. Without structural          ment Practice, Vlerick)
top down to create impact, top man-       portant from a strategic standpoint.        investments it’s impossible to suc-
                                                                                                                                    Every employee will have to change
agement needs to show the way to          On a tactical level it’s important to       ceed.
                                                                                                                                    daily routines to make this process
the rest of the company.                  have an in depth understanding of
                                                                                                                                    of change successful. A company
                                          all the different channels and tools.                                                     can only move forward if there is
                                          Company-wide training is therefore                                                        true commitment and change on an
                                          the fundamental stepping stone to                                                         individual level.
                                          start the process.




                                                                                                                                                                           61
Appendix 2: The people we interviewed

  Company name           Interviewee           Job title


  AB InBev               Jef Vandecruys        Global Project Leader Digital connection
  ABB Benelux            Lien De Leenheer      Social Media Coordinator
  Cisco                  LaSandra Brill        Sr. Manager, Global Social Media
  Cisco II               Petra Neiger          Senior Manager Global Social Media
  Colruyt                Jo Willemyns          Corporate Brand Manager private label
  Dexia                  Truike Vercruysse     Coordinator Communication Services
  Diageo                 Andrey Davtchev       Senior Digital Marketing & eRM Manager
  Dutch Rose Solutions   Natasja Paulssen      Director Sales & Marketing
  Intel                  Eketarina Walter      Social Media Strategist
  Kodak CMO              Tom Hoehn (thomas)    Director Interactive and Web Marketing
  Kodak Madlen           Madlen Nicolaus       Social Media Manager EAMER
  Läkare Utan Gränser    Lina Eidmark          Head of Communications
  Microsoft              Mischa Claessens      Marketing Manager Interactive Entertainment Business
  Nokia Benelux          Jurgen Thysmans       Communications Manager
  Nokia Global           Jussi-Pekka Erkkola   Marketing Manager, Social & Digital Media
  Pemco                  Rod Brooks            V.P. & C.M.O.
  Porter Novelli         Danny Devriendt       EVP/ Digital & Social Media Strategist
  Porter Novelli         Marta Majewska        VP / Digital & Social Media Strategist
  Rabobank Nederland     Jan-Willem Waard      Marketing Manager
  RTBF                   Damien Van Achter     Social Media manager
  Studio 100             Tom Grymonprez        Commercial director
  Unilever               Nils Van Dam          SVP marketing Benelux
  Valcke group           Jurgen Holvoet        Communication coordinator
  Van Leeuwen            Danny van Krimpen     Communication consultant
  Van	Marcke	            Philippe	Borremans	   Chief	Social	Media	Officer
  Zappos                 Graham Kahr           Social Engagement Scientist




                                                                                                      62

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The Social Dynamics model: how to integrate social media in your company

  • 1.
  • 2. The Social Dynamics Model: A four step approach to integrate social media and customer-centric thinking into your organization Consumer behavior has changed radically over longer play hide and seek. This not only affects the last few years. The way people make pur- the way companies do marketing, but it also af- chase decisions is increasingly based on word- fects their customer service, R&D procedures, IT of-mouth and peer recommendations. Social me- structure, HR strategy… In fact, there’s impact dia have accelerated this evolution on a scale as in the very heart of doing business: making peo- never seen before. As a result, social media is ple (clients, employees and other stakeholders) hot in business. happy. Every company is trying to do ‘something’ in so- So the real challenge companies are facing is cial media to surf on the trend. Most often it’s not learning how to use social media for market- marketing- or campaign-oriented, focusing on ing purposes, it’s trying to integrate its dynamics short term results. But very few companies suc- throughout the entire organization, in all touch- ceed in integrating social media throughout the points. entire organization. Because, in essence, it’s not In this paper we describe the different steps and about social media itself, it’s about the dynam- strategic projects your company needs to adapt. ics these networks have unleashed over the last These conclusions are based upon market re- couple of years. search. We interviewed 25 international compa- Social media enabled the urge for transparency nies about this topic. These are our conclusions. and human interactions with brands and compa- nies. People expect to be informed, respected, helped, involved, amused… Expectation levels are higher than ever before, companies can no 2
  • 3. What to expect from this paper: • A clear and pragmatic roadmap. The roadmap consists of 13 strategic projects your company should implement to reach its goal. • The roadmap is based on interviews with man- agers from 25 companies from different coun- tries, different sectors and different phases in the integration process of social media. • All this should not be seen as a visionary docu- ment, you’re reading a hands-on guide of what to do to make the true implementation of social media in your company DNA happen. 3
  • 4. It requires a four step journey Based on the outcome of extensive in-depth interviews with 25 international companies (see attached list in the appendix and the quotes we’ve published throughout the interview) we have analyzed what it takes for companies to integrate the dynamics of social media and customer centric thinking in 4 consecutive steps. Going through all these steps leads to: A higher predictability whether a social media project will work or not. A more scalable approach of using new media in all your activities Increase the business impact of all your marketing actions. 4
  • 5. Here is a short overview of the four steps; later on in this paper we give more details on the required steps per phase. 1. 2. 3. 4. CAPABILITY PILOT MODE INTEGRATION LEVERAGE BUILDING MODE MODE The very first step is building inter- In this phase pilot projects are During this phase, we bring the en- The last phase is about making your nal belief and knowledge. The ob- defined. Concrete projects are set tire organization closer to the cus- company more flexible on the one jective of this phase is to get eve- up which should lead to immediate tomer. By adapting the structure hand and, due to the integration of ryone in the company aligned on business results. Next, these pro- from a silo to a network organiza- social media, we want to increase the importance and value of social jects need to increase the learning tion, we create benefits for clients. the return on investment of all our media and customer centricity, and curve of your organization. After- Clients are more involved. Further, marketing and communication ef- setting up the right infrastructure to wards, two structural projects need an important change is the installa- forts on the other hand. At this point, succeed. implementing: installing a center tion of new business KPI’s for meas- the real ROI of social media pops of excellence and a company-wide uring success. up: leveraging on investments. listening culture. The capability building step con- The pilot mode step consists of 3 The integration mode consists of 4 The leverage mode step consists of sists of 4 projects: projects: projects: 2 projects: 1. Running an internal and ex- 1. Setting up a center of excel- 1. Redesigning the overall com- 1. Leveraging on investments ternal audit to map the current lence and an operational pany structure 2. Agile marketing: shorter pro- situation workflow 2. Implementing external collabo- cesses and faster time to mar- 2. Creating company-wide knowl- 2. Executing pilot projects to ration ket edge via structural & ongoing show the business value 3. Setting up a content strategy training 3. Cultivating a company-wide 4. Installing conversion thinking 3. Adapting the overall HR strat- listening culture egy 4. Setting up the right infrastruc- ture 5
  • 6. ‘At Nokia we work with dedicated online care experts. They are helping people in social networks, offering support around the clock. Going into social media as a company is a long term commitment, not a short term campaign. We acknowledge that social media have no boundaries. Our customers don’t think about us as in Nokia Belgium or Nokia France, for them we’re just Nokia. Therefore there is direct contact with people in charge of social media in other countries and regions. At Nokia, it’s our ambition to make ‘social’ part of every one’s job. It’s not merely a mar- keting activity.’ Jurgen Thysmans – Communications Manager, Nokia Benelux 6
  • 8. Creating Running an companywide Adapting the overall Setting up the right extensive internal knowledge via HR strategy infrastructure & external audit structural & ongoing training 8
  • 9. Running an extensive internal & external audit The very first step is setting up an extensive internal and external audit. The audit process consists of: An external conversation scan: what are customers, An internal A SWOT analysis Setting up prospects, suppliers and conversation readiness with a focus on customer a social media competitors saying? scan centricity dashboard Research the existing conversations Research the social potential of Make a mapping of the company’s After the audit process, you have to on your company and brands. Un- your employees. Do they have the strengths, weaknesses, opportuni- consolidate. Install a professional derstand the tone of voice of your right level of knowledge about social ties and threats if you look at the cur- monitoring dashboard to track on- stakeholders, the most discussed media? Are they willing to help in rent usage of social media and your going and real-time conversations, subjects in your domain and the conversations? Which channels are current level of customer centricity. based on the right keywords and most popular channels where peo- they already using? This zero meas- channels defined. ple discuss topics related to your urement enables you to map the ef- industry. Also monitor how people fectiveness of your training program. talk about your competitors. DUB- BELOP 9
  • 10. Creating Running an companywide Adapting the overall Setting up the right extensive internal knowledge via HR strategy infrastructure & external audit structural & ongoing training 10
  • 11. ‘Most companies still think in silos. Social media is not a department, it’s an approach. It’s important to connect the global and local social media level to share best practices. We have monthly social taskforce meetings to learn from each other cross country.’ Marta Majewska – VP Digital & Social Media Strategist, Porter Novelli 11
  • 12. Creating company-wide knowledge via structural & ongoing training As our world (facilitated by technology) changes at the speed of light, training needs to be an ongoing and iterative process. Training will create buy-in and will accelerate the implementation in day-to-day business. Install hands-on iterative An internal consultancy Start with inspiration training modules. Cater to Share best practices on team offers project-based workshops: different levels: collaborative platforms: support: The first training sessions need to The next step is making things con- Create an online training & best Sometimes employees’ knowledge inspire your team by outlining the crete and hands-on. The overall practice platform where employees will be insufficient to integrate social importance of social media & cus- belief needs to be translated to the can share knowledge on a daily ba- media into a specific project. There- fore an internal expert team is need- tomer centricity for your business. existing business environment. Pro- sis. It’s important to share learnings ed, that can provide professional These inspiration sessions don’t vide a list of attractive training mod- and cases cross department. Be- advice to make projects ‘conversa- focus on technology; they deal with ules (e.g. community management, ware, it’s not easy to make internal tion-ready’ on both a strategic and a the impact on your industry and monitoring conversations, and on- social platforms successful; think tactical level. Many companies cur- company on a strategic level. Firstly line customer service) for different about smart ways to engage your rently outsource their social media inspiration workshops are organized levels and needs. This training is not employees. Again: commitment. It’s activities to agencies because they lack internal knowledge. Based on for top management to create buy a nice, but a need to have. Every not only important to set up an ex- our research we recommend collab- in, in a later stage every employee employee will need training. It is of ternal dialogue with customers, it’s orating with internal specialized peo- of your company should get these course important to tailor the train- equally important to have strong in- ple, since they have better knowl- workshops. ing to the day-to-day jobs of each ternal communication. edge about the company values and employee. culture. In the second phase, this team will evolve towards a center of excellence. 12
  • 13. Creating Running an companywide Adapting the overall Setting up the right extensive internal knowledge via HR strategy infrastructure & external audit structural & ongoing training 13
  • 14. ‘For the first time in business it’s not just the agencies doing the talks for companies, companies and their employees now actually have to dive into conversations themselves. The challenge is to set up efficient information streams across departments, to guarantee that what comes out of conversations is sent to the right internal stakeholders.’ Jo Willemyns – Corporate Brand Manager Private label, Colruyt 14
  • 15. Adapting the overall HR strategy This phase consists of the real NEED to have projects to implement social media & customer centric thinking in a structural way in your company. Provide all employees with access to social networks Hire a Conversation Manager 56% of all companies block social media sites in their organization (InSites The Conversation Manager is accountable for organizing the conversation Consulting research) because of various reasons. In order to grasp the op- management strategy of your company. He will be in charge of the center portunities of social media (both for talking & listening) it’s essential to give of excellence (see next phase) and facilitates the organization in its process up command and control and provide access to all your employees. As a of change. The Conversation Manager is the central axe in facilitating the company it’s far more important to think about the opportunities rather than dialogue with customers in all touchpoints. Check out the full job description the possible pitfalls. Moreover, thanks to the extensive training program, of The Conversation Manager here. employees are guided to use social media in an effective & beneficial way. Giving access without training does not fully grasp the opportunity. It’s the combination of access and training that is key. 15
  • 16. USE COMMON SENSE Don’t try to set up rules and restrictions for your employees on social media. In fact, they have to use common sense as Write a conversation guide (formerly known in any other situation. Stimulate employees in representing as a ‘social media policy’) your company values and empower them to take initiative. If you have a code of conduct, apply the same guidelines in your conversation guide. We prefer ‘conversation guide’ over ‘social media policy’ because it’s not BE TRANSPARENT just an enumeration of what employees shouldn’t do on social media. The Honesty—or dishonesty—will be quickly noticed in the so- ambition is to create a document that motivates employees to leverage the cial media space. If people are interacting with customers, power of social media and customer-centric thinking. The basics of the con- they need to be clear about their role and function. Help versation guide are simple: use common sense, always be transparent and people by giving example profile descriptions for Twitter and build human relationships. LinkedIn, for instance. BE HUMAN AND BUILD RELATIONSHIPS In an era with ever more technology, people crave for hu- man connections with companies. Stimulate employees to talk to customers in a natural way, avoid overly pedantic or “composed” language. Be real. 16
  • 17. 1. Digital expertise: visit the social profiles of recruits to see how they approach the opportunities of new media, and incorporate specific questions on digital and new technol- ogies in the recruitment interview. Add new recruitment criteria in the recruitment process 2. Influence level and network: research the ‘social capital’ (followers on Twitter, connections on LinkedIn…) of new recruits as an indication of their influencing power. Opinion influencers can leverage the company’s overall thought Companies currently hire people based on credentials and track records. leadership position. New recruits should be screened on some additional criteria. Not every 3. Openness for change: adaptation capacities are an im- candidate needs to score on these criteria, but it is recommended to obtain portant aspect for modern companies. Recruiting people a good balance in your total staff. who are open to change will help the company in becom- ing more flexible and dynamic. 4. Level of customer centric thinking & acting: it’s often said that being customer-friendly is something you are or aren’t. It is important to hire as many people as possible who have it in their nature to help other people. Other skills are easier to learn. 17
  • 18. Include individual KPI’s in the annual Leverage your internal superstars: Adapt job descriptions evaluation of employees activate & facilitate them Most job descriptions lack KPI’s for engagement Putting the customer in the center of your busi- Make sure to optimally facilitate employees who with customers. Every employee can try to help ness is easily said; acting upon it is a much big- are influencers with large networks (=digital su- customers or to promote the company, starting ger step. By including clear objectives related perstars). They can be extremely useful in your from his or her job responsibilities. It’s important to customer centricity in the employees’ yearly marketing mix. Based on the internal conversa- to include these expectations in existing job de- evaluation, you underline the importance of the tion readiness scan you’ll be able to reach out scriptions. Especially for employees in a com- philosophy. Make sure it’s not merely a theory to them in a structural way. They’ll be honored mercial role: sales, customer service, marketing or a vision, but a concrete expectation and com- to help. & HR. mitment for every employee. 18
  • 19. Creating Running an companywide Adapting the overall Setting up the right extensive internal knowledge via HR strategy infrastructure & external audit structural & ongoing training 19
  • 20. ‘At Zappos there’s no brainswitching between work – and private life. Our job is just an extension of our life. Company culture is the backbone of our business. Most companies are just trying to pretend to be something they’re not. We don’t even speak about social media. We are a service company, it’s just what we do, we want to help people in all possible touchpoints.’ Graham Kahr – Social Engagement Scientist, Zappos 20
  • 21. Setting up the right infrastructure Tell people where Provide the necessary Clean up the social media to find you, through all Increase your hard- & software war field touchpoints social media reach The first training sessions need to The next step is making things con- Create an online training & best Sometimes employees’ knowledge inspire your team by outlining the crete and hands-on. The overall practice platform where employees will be insufficient to integrate social importance of social media & cus- belief needs to be translated to the can share knowledge on a daily ba- media into a specific project. There- fore an internal expert team is need- tomer centricity for your business. existing business environment. Pro- sis. It’s important to share learnings ed, that can provide professional These inspiration sessions don’t vide a list of attractive training mod- and cases cross department. Be- advice to make projects ‘conversa- focus on technology; they deal with ules (e.g. community management, ware, it’s not easy to make internal tion-ready’ on both a strategic and a the impact on your industry and monitoring conversations, and on- social platforms successful; think tactical level. Many companies cur- company on a strategic level. Firstly line customer service) for different about smart ways to engage your rently outsource their social media inspiration workshops are organized levels and needs. This training is not employees. Again: commitment. It’s activities to agencies because they lack internal knowledge. Based on for top management to create buy a nice, but a need to have. Every not only important to set up an ex- our research we recommend collab- in, in a later stage every employee employee will need training. It is of ternal dialogue with customers, it’s orating with internal specialized peo- of your company should get these course important to tailor the train- equally important to have strong in- ple, since they have better knowl- workshops. ing to the day-to-day jobs of each ternal communication. edge about the company values and employee. culture. In the second phase, this team will evolve towards a center of excellence. 21
  • 23. This phase consists of the real NEED to have projects to implement social media & customer centric thinking in a structural way in your company. Setting up a Cultivating center of excellence Executing pilot a company-wide and an operational projects listening culture workflow 23
  • 24. Setting up a center of excellence and an operational workflow • Setting up the overall vision & philosophy • Finalizing and updating the conversation The coordinating strategy for integrating social media with- guide and other HR related aspects in the organization needs to be determined by a center of excellence. This central team, accountable for facilitating • Rolling out an iterative company-wide the integration of social media in the entire company, is training program directed by The Conversation Manager. Main goals of the center of excellence include: • Collecting cross-border (and cross brand) learnings The center of excellence manages the corporate social • Guiding pilot and flagship projects brand, gathers knowledge and analyzes company related metrics. It is important to have this team installed early in • Providing internal consultancy & support the change process as this creates accountability. It also regional and local teams avoids ‘internal conflicts’ about the ownership of social media. Putting the best people in charge here is crucial. Build a team of people who have a natural passion for new media & technologies and who have great communication skills. 24
  • 25. For global companies there are 3 levels of implementation: Global Regional Local the center of excellence operates and monitors every region has a representative, a gatekeep- local teams are responsible for day-to-day exe- on a global level and supports the regional and er between the overall global strategy and lo- cution, translation of the overall approach to the local teams. They collect cross country best cal implementations. Regional spokespeople local culture and languages and are in charge practices and work closely together with repre- meet consistently with the global team to share of local monitoring. They report to the regional sentatives on a regional level. The global team knowledge and experiences. representatives. reports directly to the board. 25
  • 26. Setting up a Cultivating center of excellence Executing pilot a company-wide and an operational projects listening culture workflow 26
  • 27. ‘Hierarchical structures don’t work in this new environment. We need to move faster than ever before, companies need to optimize their decision making process to become more flexible.’ Truike Vercruysse – Coordinator Communication Services – Dexia 27
  • 28. Executing pilot projects The extensive training project during the capability building step will create internal knowledge and support. But the proof of the pudding is in the eat- ing. It’s important to show the value of integrating social media through tangible output in pilot projects. When choosing pilot projects, there a few things to consider: Center of excellence Create business is informed and Different people Different departments impact and company More than 1 consulted involved involved learnings in order to create momentum make sure the people in the To boost the experience in make sure it is not concen- pilot projects should have a and to build a steep learning center of excellence are con- your company we advise to trated in one department. As short term result. Every com- curve, it is important to work sulted and informed about all involve different people. This mentioned at the beginning, pany wants to see immedi- on a set of pilot projects at pilot projects. This does not creates a stronger commit- social media is often related ate return from its efforts. the same time. imply that the center is ac- ment towards each other to commercial activities but So, choose your projects tively managing all projects. and towards the momentum it is clear that other depart- wisely way. Next to business The core is that they are in- in your organization. ments are important stake- impact, the objective is to in- volved, facilitate and share holders as well. Make sure crease the overall learning. learning’s across projects. they are also responsible for Both objectives are impor- a pilot project. tant. 28
  • 29. To guide the selection process, you can use the return/feasibility matrix. 1. Return: whatever your desired return is. It may be an increase in conversations, generating leads, direct Based on these two axe: sales… it is up to you to set the definition of return. 2. Feasibility: how hard is it to implement the idea. This is related to the difficulty (e.g. do we need to change our processes before we can implement them) and the amount of resources needed (e.g. time & money). 29
  • 30. Mapping projects on these two axes, we find four quadrants. 1. Creating disappointment: This is a very dangerous quadrant. This project looks like a quick win, it actu- ally is a quick win, but one without any value. These projects will lead to internal disappointment. The com- pany expects some sort of return from your social me- dia actions, and this one is just easy to do without any results. 2. Slow and painful death: These projects are a chal- lenge, hard to implement and in the end they won’t give the desired return. A lot of energy, time and mon- ey will have flown to this project and in the end people will lose their belief in social media. 3. Smart quick wins: You should definitely have two or three projects in this quadrant. Things that you can do as from tomorrow, but with a fast and visible return. 4. Strategic investments: Projects that take more time but result in a concrete business value at the end of the day. You also need a few of these projects. 30
  • 31. Setting up a Cultivating center of excellence Executing pilot a company-wide and an operational projects listening culture workflow 31
  • 32. Cultivating a company-wide listening culture Share listening-reports Observing conversations to make observations tangible Install an active listening becomes a companywide KPI and action oriented community Conversations are a pile of insights that can Make observational efforts visible within the By monitoring ongoing conversations you be used to enhance the existing company company by sharing learnings and insights will collect answers on questions you did portfolio and to develop new products/ser- on a daily or weekly basis. Don’t just create not even ask. It’s like a giant ongoing focus vices. Every employee can benefit from ob- informative documents, make clear action group. But it’s equally important to set up a serving conversations and adapt his/her job lists. By defining clear actions and timings dedicated community with specific profiles accordingly. Listening to customer feedback you not only make internal progress, you can (e.g. brand fans) to ask for concrete feed- will enhance your processes and products; also keep customers informed on how you back and collaboration on projects. hence observing conversations needs to be are dealing with their feedback. Building ex- a company-wide KPI. ternal expectation management is a neces- sity. 32
  • 33. A modern research toolbox for structural listening Just like in advertising, traditional tools in research – like surveys and focus groups – still have value, but should be complemented with ‘next generation’ methods that incorporate the power of conversations and social media to fully grasp the customer. Think about listening methods like social media netnography - a structured mapping of thousands of existing online conversations, statistically analyzed using advanced text analytics – and research communities. Traditional focus groups often just create a snapshot, whereas long term research communities enable companies to build consecutive learnings. Always on-research via com- munities gives customers a seat on the board, to deliver insights into the heart of your business. Using innovative research methods is an essential step to keep up with the ultra fast moving consumers. Also look into the opportunities of new devices like mobile phones and tablets to capture satisfaction levels of customers at the moment of experience. Monitoring real time feedback becomes a new element in the customer service process. 33
  • 34. ‘At Diageo ‘social’ is at the core of every new concept. It has become a natural part of our setup. We are in highly regulated industry, so for us it’s an extra challenge to bring ‘social’ into our business. If there’s a will, there’s a way.’ Andrey Davtchev – Senior Digital Marketing & eRM Manager – Diageo 34
  • 36. In this step, we integrate our learnings and our new beliefs into everything we do. Developing a framework to implement a new way of doing marketing is the key of this phase. Extending Re-designing the Creating Setting up a conversion thinking to overall company Implementing external content strategy track evolutions and structure collaboration business relevance 36
  • 37. Re-designing the overall company structure Large companies are typically built in silo structures, a model that often results in different mindsets per silo. The biggest loser of the silo structure is without any doubt the consumer. Modern companies need an organizational design of interlinked ‘networks’. Bringing the right stakeholders together based on customer connections. Building a new structure in which the goal is to increase the customers’ happiness level. In order to succeed, a few steps need to be taken: Engage in difficult (internal) conversations Decrease time to market. at an early stage SPEED of execution is the real differentiator. In big companies (especially in highly regulated industries) internal approv- Leveraging conversations is not just about acknowledging and thanking als (e.g. legal) are needed for external communications. Since flexibility is customers for their comments and ideas. It’s about acting upon them. Com- that important, it’s essential to involve these ‘difficult’ conversation partners panies need to cut out redundant decision making units and procedures at an early stage. Not in a defensive frame, but in a positive way. Ask for that block fast processing. Traditional long term R&D & marketing cycles help and collaboration. Postponing that conversation creates insecurity and need to be revised. Time to market needs to be reduced drastically. We’ll will only entail problems. In order to go all the way, you need buy-in, so find come back to that in the final stage of the integration roadmap. a way that works smoothly for everyone. 37
  • 38. Responsible The ‘responsible’ is the person doing the work to achieve the task. There is typically one role with a participation type of ‘re- sponsible’, although others can be delegated to assist in the Install the RASCI mode for employee empowerment: work required. Accountable The ‘accountable’ person is the one ultimately answerable for Companies can no longer work in a command and control model. It’s not the correct and thorough completion of the deliverable or task sustainable in today’s reality, where employees need to be able to take and the one who delegates the work to the ‘responsible’. In other words, an ‘accountable’ must sign off on work that the initiatives to support and surprise customers. The RASCI model is a simple ‘responsible’ provides. There must be only one ‘accountable’ model to set up a logical structure for internal empowerment on a project specified for each task or deliverable. In the integration of the level. On Wikipedia it’s explained: Social Dynamics model this is the Conversation Manager. Support Resources that are allocated to the ‘responsible’. Unlike the ‘consulted’, who may provide input to the task, ‘support’ will Create a customer and an employee happiness network. assist in completing the task. Consulted Those whose opinions are sought, typically subject matter ex- In order to become customer-centric and to use all opportunities of social perts, and with whom there is two-way communication. Think media, we need to make sure that both our employees and our customers about the center of excellence for internal consultancy. are happy. The customer happiness network is a combination of three old Informed silos: sales, marketing and customer service. Those who are kept up-to-date on the progress of the project, often only on completion of the task or deliverable. In this case top level management. 38
  • 39. Extending Re-designing the Creating Setting up a conversion thinking to overall company Implementing external content strategy track evolutions and structure collaboration business relevance 39
  • 40. Implementing external collaboration Incremental co-creation Co-creation is very valuable for companies to collaborate with stakeholders Start in a closed community: Testing co-creation methods in a small and closed com- while developing new products and services. Social media and online com- munity enables you to see how things work out, map the munities enable co-creation on a far bigger scale than ever before. Unfortu- possible pitfalls and evaluate the outcomes. It’s a con- nately too many companies want to start co-creating openly too early, often trolled pre-test environment allowing companies to fully ending up with PR disasters. prepare before venturing into public co-creation. Co-creation involves some very specific skills and has a structural impact Start with co-creation on specific projects: on the overall company. Thousands of people uploading their ideas requires Don’t just ask people to provide feedback and ideas on moderation and follow-up. your total offering, because it’s simply not manageable (and unfocussed). Start with sharing concrete insights about certain products or experiences and ask people to Before starting to co-create openly it’s crucial to understand how customers search for solutions and new ideas based on that. behave in online communities. Note that co-creation can backfire if you’re not fully prepared for it. Therefore it’s advisable to opt for incremental co- Co-create with your biggest fans: creation: Co-creation can be done with the entire target group. But working together with true fans will generate the biggest impact. They know your business by heart and will be de- lighted to be part of the project team. It will make them proud and they will talk about it with their friends. 40
  • 41. Extending Re-designing the Creating Setting up a conversion thinking to overall company Implementing external content strategy track evolutions and structure collaboration business relevance 41
  • 42. ‘It’s important to measure the actual implementation of so- cial media in projects. It’s not just the theory that matters, the true value is in the execution. The very first KPI of ‘so- cial’ is not about monetary value, it’s measuring the evolu- tions in internal knowledge.’ Jef Vandecruys – Global Project Leader Digital connection – AB InBev 42
  • 43. Setting up a content strategy Infrastructure for content marketing Content is the ‘fuel’ of conversations in social media. People want to discov- Think about a content strategy er and share content with others on social networks. Brands and companies on 4 different levels: can play a very relevant role in this process: “Every company should think of itself as a media company and publish to its customers, to its staff, to its communities.” (Tom Foremski, journalist and thought-leader). But a solid content strategy requires an efficient infrastructure. Especially Product level: in larger international companies with many brands and products. Content content created around the different products and brands creation takes time furthermore it’s a challenge to seek for the right and Category level: consistent tone of voice over all products and categories your company is content created around the different categories your com- active in. Moreover, in an international context high translation costs are pany is active in involved. So in order to make the content strategy efficient, there is a need for a professional infrastructure. Company level: content about your company, not just facts and figures but compelling stories worth sharing Industry level: content about the evolutions and future of your industry to increase your thought leadership 43
  • 44. Content strategy Think about STP should be about Make it a team effort: content curation: (Segment-Target-Position) ‘gradual engagement’: Creating content should not be just “As a brand or company, you don’t Think about a valid social chan- The challenge is to move towards a a job for professional editors. Based need to create 100% of the content neling strategy. Lots of companies system in which your customers get on the information that comes from provided; you have to be great at di- are auto-posting content to all their new content on a regular basis. En- suring that your content is appealing the internal readiness scan, com- recting users to great content.” social media profiles. Each channel, enough to interact with is important. panies can involve blogger-minded be it Facebook, Twitter, Flickr… has This implies that next to your cam- employees to become part of the Content curation is about selecting very specific qualities you can lever- paign efforts, ongoing content pro- content team. It’s important to have relevant content and spreading it to age. People connecting with you on grams are important as well. stories from all levels and depart- your communities. You can become Facebook may have different expec- ments. a trustworthy gatekeeper for your tations than people connecting with customers, which will increase your you on Twitter. Cater to different ex- network and influence. pectations, do it smartly. 44
  • 45. Extending Re-designing the Creating Setting up a conversion thinking to overall company Implementing external content strategy track evolutions and structure collaboration business relevance 45
  • 46. Extending conversion thinking to track evolutions and business relevance Think about a content strategy on 4 different levels: Revenue growth: Evaluate business objectives and KPI’s visit the social profiles of recruits to see how they approach the opportunities of new media, and incorporate specific questions on digital and new technologies in the recruitment interview. Savings: Companies often make the mistake of measuring business KPIs at the be- research the ‘social capital’ (followers on Twitter, connections ginning of the process. But it’s only after successful capability building and on LinkedIn…) of new recruits as an indication of their influ- an insightful pilot mode that companies can start tracking the real business encing power. Opinion influencers can leverage the company’s overall thought leadership position. value. There have been numerous articles and books published on the ROI of social media. But the discussion needs more nuance. It’s not just about Leads: the return of using social media, it’s about the return of integrating customer adaptation capacities are an important aspect for modern com- panies. Recruiting people who are open to change will help the centric thinking throughout the entire organization. A layered KPI structure company in becoming more flexible and dynamic. on both company level and department level helps to measure the right NPS: dimensions. it’s often said that being customer-friendly is something you are or aren’t. It is important to hire as many people as possible who have it in their nature to help other people. Other skills are easier to learn. Knowledge and integration KPI’s: adaptation capacities are an important aspect for modern com- panies. Recruiting people who are open to change will help the company in becoming more flexible and dynamic. 46
  • 47. Marketing metrics Awareness Conversion rates Advocacy Customer services Client happiness Quality of service metrics level Center of Volume of Sentiment of Counts: numbers of Impact: excellence conversations conversations followers, fans,... business KPI’s People recruited Employee Number of HR Employer branding through social happiness internal ‘superstars’ dynamics Quantity and overall time R&D quality of generated to market insights 47
  • 48. ‘You can’t buy or sell trust, you have to build trust along the way. If you manage doing so, the return will follow for sure. Companies need to understand that it’s actually permitted to be fun. It’s written nowhere that you have to be boring.’ Damien Van Achter – Social Media Manager – RTBF 48
  • 50. In this phase, our company is ready to take full advantage of this new philosophy. All marketing and communication investments should have a higher ROI than before this change process. Furthermore, your company should be able to become more agile. 50
  • 51. Leveraging on investments The objective is that all marketing plans integrate social media and a more customer-centric ap- proach. The target here is 100%. As social reach will increase during this transition, all marketing investments should have a higher impact than before. There are two ways to create this leverage on your investments: Additional reach Savings on media budget Your online presence can increase your reach. New target groups can be You can have the same total reach by decreasing your traditional media reached and the possibility to spread the content is realistic. This new reach budget. However, relying on social media reach alone to get the message through your owned social media is a possible leverage. out is not enough. The savings can be the second possible leverage. 51
  • 52. Agile marketing The concept of agile marketing is about making internal processes shorter in order to increase the speed of execution towards the customer. Actually it means that you act like a start-up company again. Go for fully flexible budgets Keep an eye on the ball. Invest in micro-trends. In the book ‘The Conversation Manager’ we recommend allocating a 20% Our world evolves at the speed of light, so it’s extremely important to re- flexible budget to grasp opportunities that occur suddenly. In order to fully act to new trends rapidly and proactively. Many companies have only just integrate social media in the company strategy, 20% is not enough actually. started the implementation of social media, whereas consumers have been There’s need for more flexibility if you want to surprise your customers, having online conversations for years. Even if the number of users of cer- since you’re no longer in push mode. You’re reacting on what’s happening tain channels (e.g. Foursquare) or certain tools (e.g. tablets) is still rather in the community. limited, it is important to increase your company’s preparation speed to the possible implications. The goal is to reallocate traditional advertising & marketing budget towards ongoing community building & customer service. So agree on the size of Hire/assign someone who’s in charge of spotting evolutions, an internal the total budget, but keep it fully flexible. trend watcher who keeps a close eye on how the field is moving. Being a first mover shows you’re on top of things, shows that you’re flexible and will- ing to move along with the community. And you create learning value, which ensures that you will move faster than your competitors. 52
  • 53. ‘Companies really need to learn how to adapt corporate speak to a more human tone of voice. Connecting mouths and ears (preferably with a brain in between). That’s what companies are obliged to learn thanks to social media.’ Danny Devriendt – EVP Digital & Social Media Strategist – Porter Novelli 53
  • 54. The ROI of the Social Dynamics Model Integrating the dynamics of social media and customer-centric thinking within an entire organization takes time and effort. It’s a long term and continuous process. The Social Dynamics Model enables companies to approach this process in a structured way, via 4 consecutive steps. But what is the actual return? In fact, the end goal is not about social media. Social media is just a means to an end, in this case: a facilitator in becoming a customer oriented company. We believe that integrating the outlined process will have a positive impact on all stakeholders involved around the company ecosystem, i.e. the customers, the employees, the suppliers and eventually the shareholders. 54
  • 55. Happier clients The responsiveness of the company towards customers will increase significantly, not only in a reactive way but also in a proactive way. Customers will be involved in the decision making process, and will be enabled to provide feedback and ideas to enhance products, services and experiences. They become valuable partners of the company. This customer-oriented focus will drive: • More positive and impactful word of mouth: people will talk about great customer experiences, and influence their peers; • Better customer retention: better customer relationships will drive loyalty; • Higher NPS: people will become ambassadors in the long run and help you in spreading the word for your business; • The ‘humanization’ of your company: people interacting with people (not with logos) contributes to giving your company and brand a more ‘human’ touch 55
  • 56. Happier employees Integrating social dynamics and customer-centric thinking in the company’s DNA will have a significant impact on the internal company culture. Empowering and rewarding people to get actively involved in conversations and social media (instead of warning and blocking them) will contribute to an ‘open’ and ‘collaborative’ atmosphere. Breaking down the internal business silos and working together towards a bigger goal creates drive. A great company culture will lead to happier employees. If people truly like working for your company and if they believe in the bigger goal, they will go the extra mile. A dynamic company culture will drive: • Passion and dedication amongst employees are resulting in better performance levels; • More conversations from within the company: proud employees will talk about their positive experiences at your company with friends and family; • Better employer image: people will be triggered to work for your company, based on what they experience in conversations. 56
  • 57. Happier suppliers Suppliers are mostly regarded purely as resources, whereas they can really help in building a great company. As speed of execution and exceeding expectations are getting more important by the day, it’s crucial to work on strong and flexible partnerships with your suppliers. Make sure they believe in the importance of word of mouth and customer-centric thinking, and make sure they are willing to push it harder for the bigger cause. And give back; don’t treat them as a cost, treat them as friends. Happier suppliers will drive • Consistent supplier processes and shorter time to market: this will delight your customers because you can help them faster. Suppliers who feel like friends will make more efforts. • Again, more conversations: don’t forget that behind every B2B, there’s a C in- volved. Happy suppliers will talk positively about your business with other people and recommend your business to others. 57
  • 58. And ultimately: happier shareholders At the end of the day you want your business to grow. And so do your shareholders. Based on the studies we’ve outlined at the very beginning (WOM as the key driver for business growth) we’re convinced that implementing the Social Dynamics Model will ultimately boost your business. Hopefully the outcomes of our research have inspired you to implement the Social Dynamics model in your own business and to start your changes. Don’t hesitate to get in touch if we can be of any help. We’re more than happy to hear your feedback and further ideas. Take care and good luck! Brought to you by: Prof. Steven Van Belleghem | Managing Partner | steven@insites.eu | @steven_InSites |+3292691607 Dado Van Peteghem | @dadovanpeteghem | +32474826807 58
  • 59. About InSites Consulting We are a crazy blend of academic visionaries, passion- ate marketers and research innovators who are deter- mined to challenge the status quo by taking research forward every day and bringing a sense of ‘coolness’ to it. We are change agents as we connect marketers and consumers on research communities, help them develop cool brands with the power to stay hot and de- velop marketing activation which is worth talking about. We help our clients to let go and delegate real power to consumers, the ultimate key to making better marketing decisions and driving business growth. Follow us via Facebook, Twitter or visit our corporate website. 59
  • 60. About The Conversation Manager The Conversation Manager is the award-winning and bestselling book by Steven van Belleghem, managing partner at InSites Consulting. Old school advertising is not working anymore. Change is necessary in the daily business of advertisers: the gap between today’s consumer and the old-fashioned advertiser is bigger than ever and growing rapidly. In the book you can find some great examples and crystal- clear concepts about how any advertiser can be a Conversation Manager. It does not stop with only theory: the book also gives you practical guidelines to start the conversation within 48 hours. Follow the book via Facebook, Twitter or the accompanied blog. 60
  • 61. Appendix 1: The four key barriers for change Most companies are trying but face big barriers for REAL change. Even though all companies acknowledge the (r)evolution, most of them are struggling to structurally change their modus vivendi. In our research, we found a number of barriers for change: Lacking internal Missing the No internal belief: knowledge & capabilities: right resources: Old habits die hard: One of the biggest barriers is getting In many cases there is insufficient Even with fundamental belief and Very often there’s a huge gap be- support of top level management. In internal knowledge to move forward. knowledge the biggest challenge tween good intent and execution. many cases young enthusiasts try to Integrating social media requires ca- is allocating the right people and It’s against human nature to change our habits: get things going, but their ad hoc ini- pabilities on both strategic- and tac- budgets. Social media is too often tiatives often lack business impact. tic level. Understanding how social the playfield of juniors and interns. “The only human being that likes Senior executives need to believe in media work, what the actual impact Given the impact on the organiza- change is a baby with a wet diaper.” the purpose to drive change. The or- is they create, and how they can be tion, it needs to be approached in a (Hans Crijns, Professor of Manage- ganizational shift has to be installed used for business purposes is im- professional way. Without structural ment Practice, Vlerick) top down to create impact, top man- portant from a strategic standpoint. investments it’s impossible to suc- Every employee will have to change agement needs to show the way to On a tactical level it’s important to ceed. daily routines to make this process the rest of the company. have an in depth understanding of of change successful. A company all the different channels and tools. can only move forward if there is Company-wide training is therefore true commitment and change on an the fundamental stepping stone to individual level. start the process. 61
  • 62. Appendix 2: The people we interviewed Company name Interviewee Job title AB InBev Jef Vandecruys Global Project Leader Digital connection ABB Benelux Lien De Leenheer Social Media Coordinator Cisco LaSandra Brill Sr. Manager, Global Social Media Cisco II Petra Neiger Senior Manager Global Social Media Colruyt Jo Willemyns Corporate Brand Manager private label Dexia Truike Vercruysse Coordinator Communication Services Diageo Andrey Davtchev Senior Digital Marketing & eRM Manager Dutch Rose Solutions Natasja Paulssen Director Sales & Marketing Intel Eketarina Walter Social Media Strategist Kodak CMO Tom Hoehn (thomas) Director Interactive and Web Marketing Kodak Madlen Madlen Nicolaus Social Media Manager EAMER Läkare Utan Gränser Lina Eidmark Head of Communications Microsoft Mischa Claessens Marketing Manager Interactive Entertainment Business Nokia Benelux Jurgen Thysmans Communications Manager Nokia Global Jussi-Pekka Erkkola Marketing Manager, Social & Digital Media Pemco Rod Brooks V.P. & C.M.O. Porter Novelli Danny Devriendt EVP/ Digital & Social Media Strategist Porter Novelli Marta Majewska VP / Digital & Social Media Strategist Rabobank Nederland Jan-Willem Waard Marketing Manager RTBF Damien Van Achter Social Media manager Studio 100 Tom Grymonprez Commercial director Unilever Nils Van Dam SVP marketing Benelux Valcke group Jurgen Holvoet Communication coordinator Van Leeuwen Danny van Krimpen Communication consultant Van Marcke Philippe Borremans Chief Social Media Officer Zappos Graham Kahr Social Engagement Scientist 62