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Why is Social so Hard for Us - OMS12
- 1. Why is Social so Hard for Us? From Social Media to Social Business Date/Location Todd Wilms Sr Director, Social Media
- 2. Email in 72 hours: t.wilms@sap.com Twitter: @socialb2p Team Blog: www.socialb2p.com Personal Blog: www.Forbes.blogs.com/sap/todd-wilms
- 3. Agenda Your Audience Your Culture Your Expectations Your Solutions 3
- 4. Your Audience 1. The Customer’s Expectations have Shifted Underneath your Feet 2. Ah, I Dream of the Heady Days of 2007 . . .
- 5. 1.The Customer’s Expectations have Shifted Underneath your Feet 5
- 6. The Customer’s Expectations have Shifted Underneath your Feet
- 7. 1.The Customer’s Expectations have Shifted Underneath your Feet You have to acknowledge the shift Time to start listening Doing the same thing – but doing it on Facebook – is not going to work Tip: Start with Empathy. How would I / You react to what you are marketing? 7
- 8. 2. Ah, I Dream of the Heady Days of 2007 . . . @socialb2p 8
- 9. Three Simple Social Media Growth Statistics 700 640 600 Facebook Users 500 400 350 12,000 Tweets per 400 300 Only 12M Facebook day 200 Users 100 12 50 100 0 07 08 09 10 11 12 60 53.5 LinkedIn Monthly Visitors 50 46.7 40 31.5 30 Traffic was less than ~2M 20 per month on LinkedIn 11.2 10 2.1 0 08 09 10 11 12 9
- 10. We still think social is “fertile soil.” @socialb2p
- 11. 2. Ah, I Dream of the Heady Days of 2007 . . . The social landscape is really crowded The “gold rush” is over (e.g. – Pop-Up Adds) If you are thinking “exponential gains,” you are going to be disappointed Tip: What can you do to “raise above the fray?” What is different about you? - Don’t try to compete the way everyone else does - 11
- 12. Your Culture 3. Social Moves Fast . . . Companies Move at a Glacial Pace 4. Your Executives are Not Helming the Ship
- 13. 3. Social Moves Fast . . . Companies Move at a Glacial Pace 13
- 14. Know Your Culture Your company needs you, but doesn’t understand you Glaciers make permanent changes, but need time Pull the Glacier, don’t push against it Tip: Your enthusiasm is your greatest asset and weakness. Start small and show results. Think “Pilots.” 14
- 15. 4. Your Executives are Not Helming the Ship 15
- 16. You are Good, But Not THAT Good Social is a cultural phenomena, not a marketing tactic Change across the organization If you see a obstacle – that’s a problem. Your execs should have removed that already. Tip: Start with the highest exec you can get on your side. Use small pilots and data to fuel their support. 16
- 17. Your Expectations 5. Your Strategy is Focused on the Trees, Not the Forest 6. The “Sales Pipeline” is No Longer . . . It is More Like “Chutes and Ladders”
- 18. 5.Your Strategy is Focused on the Trees, Not the Forest @socialb2p 18
- 19. The Top “X” List The Top 5 Things You Must Do on Facebook or You Will Die 19
- 20. 6. The “Sales Pipeline” is No Longer . . . It is More Like “Chutes and Ladders” .Com Print Ad Banner Ad
- 21. Recap: 1. Changing Customer Expectations: Try Empathy 2. No Longer 2007: Be Different 3. Company Slow, Social Fast: You, Start Small 4. Executive Not Helming Ship: Find One, Feed Data 5. Strategy on Forest, Not Trees: Don’t Forget Strategy 6. Pipeline not Straight: Think Social at All Stages
- 22. Your Solutions 1. Audience: Transparency is Key 2. Cultural: Think Scalability, with Each New Convert 3. Expectations: Reset Your Strategy
- 23. @socialb2p 1.Audience: Transparency is Key • Executive Leadership • Cultural “Influence” • Who, What, Where, W hen, Why, How 23
- 24. • Executive Presence • Strategy @socialb2p • Wins 1st, Replication 2nd 24
- 25. 3.Expectations: Reset Your Strategy • Strategy • Pilots • Feed your Executive 25
- 26. Email in 72 hours: t.wilms@sap.com Twitter: @socialb2p Team Blog: www.socialb2p.com Personal Blog: www.Forbes.blogs.com/sap/todd-wilms
- 27. @socialb2p Thank You “We are what we repeatedly do. Excellence, therefore, is not an act but a
- 28. Thank You
Editor's Notes
- Storytelling:Not my story, your story.You have a social media problem.Hero’s JourneyJoseph CampbellMinding his/her own business, a threat comes into the world, he/she tries to defeat it but cannot,Defeated, they seek wisdom – find a mentor,Mentor trains them,Hero now fights threat,Threat defeatedLord of the RingsEvery Disney Fairy TaleEvery Pixar movieStar WarsIndian JonesThe OdysseyBeowulfThe Karate Kid . . . I am your Mr. Miagi
- Your Expectations – we will change your perceptions, give you the toolsYou will have to fight the battle in your own company
- Customer is no longer like Oliver, asking for “more please”InfographicSocial Business means the customer has a great role ACROSS your organization
- Data point: your voice in 2007 vs. your voice in 2012Everyone is on social media todayWe still think of social as the great fertile place, but it is just more people try to plant seeds
- Data point: your voice in 2007 vs. your voice in 2012Everyone is on social media todayWe still think of social as the great fertile place, but it is just more people try to plant seeds
- You (and a few friends) are pulling a glacier behind youYour company needs you, but doesn’t understand youGlaciers cut deep grooves; they are permanent, but they take timePull the Glacier where it is already going, don’t try pushing it in another directionDell Example
- Social is a cultural phenomenon, not a marketing tacticSocial requires buy-in at highest levelsYour executive should remove the problems before you know there is an obstacle there.
- There is plenty of “top 5 ways to . . . “ advice out thereFocusing on being the best at a tool is only part of the problemWho, What, Where, When, Why, but not How
- Sales Pipeline: A linear events sales people use to forecastSocial Media: A non-linear, inter-dimensional free-for-all with nowhere to hide Disconnect between what Execs think they want, and what they want
- Here are the tools, but YOU have fight the battle
- Step 1: work to get executive buy-in. Execs have to helm the problem for you.Step 2: work within the culture you can “control/influence.”Step 3: Think Who, What, Where, When, Why . . . How comes LAST Define your business goals – what do you want to accomplish, who can help you do it, what exec will help chart the course for you
- Exec will have to set the toneStrategy is crucial – Who, what, where, when, whyFirst, think wins. Then review how you won, try to replicate.
- Start w Strategy,Think Pilots – quick winsGive your exec data they can manage.
- We are what we repeatedly do. Excellence, therefore, is not an act but a habit. – AristotleTry everything, but pick your battles and do that really well. This is both personal and for your program. My boss, the CMO of SAP, told me the following: it took 1 year before his blog – written every Sunday for 52 weeks, received 1000 views per month at the end of the year. Year two, (he missed posting Christmas week) 2000 views per month. Year three, 4000 per month. He is now around 8,000 per month. He is a good writer, but excellence for him is a habit – something you do continuously.