Part 3 Social Entreprise 2.0 By V Glaenzer


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This last part introduces creating, marketing, selling and communicating products in an Enterprise 2.0

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  • Decrease resistance is rightfully the first point here but could be explained in more detail. It's pretty important too. Guidelines on use and expected behaviour are needed. Changing a culture where trust is not the norm is going to be hard and possibly something needs to be done before social media takes root - although in the right way it can be used to build that trust if the possible downsides are explored and taken into account.

    We have some guidelines but there are others out there too..

    This is also quite a structure approach, I think just because of the company IBM is we led from the grassroots up, then the business took advantage and built around what had been done. A part of the business, our software group supports the internal promotion of the tools we use as they came up with most of them, but this is again led through our people, volunteers basically that do this because they believe in it.

    Slide 12 you could also just join existing communities that are already talking about your products, go to where the people are.

    Also I believe that you will need your people to take part, lots of them. This will entail a huge amount of education for those beyond the early adopter network. It's not in the skills of using new tools but in being able to pick up new one quickly and transfer from one to another. If you have enough people out there, you have less need for market research or listening as they will be doing it for you and they will be able to act upon it in real time.
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  • Looking forward to your discussion and feedback.
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Part 3 Social Entreprise 2.0 By V Glaenzer

  1. 1. The New Enterprise or Social Organization 2.0<br />Using social media communities to transform organizations into a more open enterprise.<br />Author: Virginie Glaenzer<br />December 2010<br />
  2. 2. AGENDA<br />Part 1:<br />Opportunity: what is Enterprise 2.0? <br />Communities: what are the benefits of communities for employees, shareholders and customers?<br />Challenges: what are the challenges for social teams and employees to use social media? <br />Part 2:<br />Solutions: how do we help organizations embrace social media and communities concepts? <br />Part 3:<br />BecomingEnterprise 2.0: a step-by-step process<br />How does Enterprise 2.0 operate?<br />Finals thoughts<br />Case studies <br />
  3. 3. Becoming Social Enterprise: a step-by-step process<br />Setting-up the stage. Choosing the right business goal. Launching for success.<br />
  4. 4. Step One: Setting-up the stage<br />Decrease resistance (address fear, objections and negativity from employees and social teams)<br />Find investmentresources (people, tools, time) <br />Get leadershipsupport and selectgardeners and evangelists - usually early adopters who will help build awareness using case studies to help with adoption.<br />
  5. 5. Step Two: Define a Business goal<br />Define a business goal with specific expectations<br />Increase productivity? Cost saving? Share knowledge? Increase sales? Competitive research? Innovation?...<br />Select metrics to track successes and failures<br />Metrics are based on business goal <br />Asking employees to self-report their ROI is a great way to let they know that social media has a direct impact on the business and is not a nice-to-have or a cool thing to do <br />
  6. 6. Step Three: Launch for success<br />Focus on one business unit or group at a time<br />Introduce gardeners and evangelists officially from top down <br />Meet regularly to review objectives and progress<br />Let word of mouth spread internally to other units or groups<br />Learn from first experience and expand to other business units or groups<br />
  7. 7. Step Four: Refine and Improve<br />On-going training is needed as new tools appear and needs evolve<br />Keep listening to people’s needs and challenges<br />Foster the new social culture<br />Innovation will come naturally<br />
  8. 8. How does Enterprise 2.0 operate?<br />How are communities used? How does Enterprise 2.0 create, market and communicate products?<br />
  9. 9. Creating a product in Enterprise 2.0<br />Social media used in market research will gather enough data, insights and perspectives to answer questions such as:<br /><ul><li>Where are online conversations that are relevant to my product and innovation happening today?
  10. 10. What are those conversations about, and how do they impact my product and market?
  11. 11. Who are my detractors and promoters and what is tone of conversations on my brand and product (sentiment analysis)?</li></li></ul><li>Creating a product in Enterprise 2.0<br />In enterprise 2.0, internal teams (research, engineering and marketing):<br /><ul><li>Collaboratetogether and use social media as a giant focus group made up by social virtual communities to understand competitive positioning
  12. 12. Use real time listening tools (blogs, twitter, Facebook...) to monitor share of mind and share of conversastion</li></li></ul><li>Product Marketing in Enterprise 2.0<br />Used for product marketing, social media enables the reach of a better targeted audience which result in:<br />Generating business exposure and qualified leads <br />Reducing customers acquisition cost<br />Creating new opportunities for business partnerships<br />Increasing site traffic and subscribers<br />Helping Search Engine Optimization<br />Reducing overall expenses in web marketing and advertising<br />
  13. 13. Product Marketing in Enterprise 2.0<br />A 3-steps process:<br />Create external communities and engage with key influencers of social virtual communities<br />Listento understand community dynamic and feed the community with intelligent and valuable content<br />Personalizeengagement, track and measurehow you grow relationships<br />
  14. 14. Selling Product in Enterprise 2.0<br />Used in Sales, social media helps CRM to better qualify prospects and clients by:<br />Identifying links between prospects and clients (within a company but also between companies _as friends, currently discussing online, having twitter communication or speaker at the same event than, etc…_<br />Classifying virtual social communities: a virtual social community is an online group of people passionate by an expertise or a topic (i.e cloud computing experts, mommy bloggers, wine lovers, pet owners...)<br />Calculating influence level of each prospect and client.<br />
  15. 15. Selling Product in Enterprise 2.0<br />Integrating social media into a CRM application:<br />Improves sales qualification process and enables sales people to develop the right relationship:"Should I spend time developing a one to one relationship and invite personally this prospect to a webinar or should I put this lead into an automatic newsletter program for nurturing?“<br />Enables ongoing and deep qualification process with integrated alert when prospect tweets about competitors or keywords which will enable sales rep to focus his/her attention back at the right time.<br />Find influencers based on location, community type, company and keyword for better quality prospecting and higher closing rate.<br />
  16. 16. Communicating in Enterprise 2.0<br />The Web 2.0 revolution has mainly been the revolution of usergenerated content<br />Content is created non-stop and so are opportunities forbrand exposure anduserengagement<br />
  17. 17. Communicating in Enterprise 2.0<br />Once external and internal communities are identified and developed:<br />Identify key influencers <br />Planlasersharpoutreachselectively to top, magic middle or long tail in the targeted community<br />Buzz on what matters for who matters<br />Publish hyper relevant feeds<br />Track and measure outreach and inbound links on social media content<br />
  18. 18. Final thoughts<br />Beyond Productivity and Revenue<br />
  19. 19. Enterprise 2.0 has a deeper motivation beyond increasing Productivity and Revenue<br />Interest in employees well being <br />Reputation for social Responsibility Ability to improve skills Innovation Input into decision making Resolution of customers concern Challenging works <br />High personal standards Career opportunities Good relationship with supervisors<br />List from<br />
  20. 20. Case Studies <br />Learning from early adopters<br />
  21. 21. Learning from others<br />Today, many enterprises 2.0 focus on one of these 3 majors business objectives:<br />Reducetime and processcycles: Chordiant, Toshiba, ManTech International Corporation, Embarq, Cisco, Citrix, Yum.<br />Generateleads and increase sales: Nike, Vmware, EMC, Scheels Sports, Knowledge Infusion, Netapp, UBM, Liden labs, Premier FarnellTaleo<br />Cost saving: DAK, National instrument, Intel, Fairview, CSC, SAP, Canadian Airports Council, The Value Web, Manheim, Farwest Steel<br />More detail on case studies:<br />
  22. 22. Thank you<br />Please, connect with me on <br />or write at<br />to share feedback on the presentation or share your thoughts and experiences on using or managing social media.<br />