Download - Social by design: jump-start your social business strategy

Ways to jump-start your social business strategy

Timi Stoop-AlcalaSocial Business Analyst & Content [email protected]

June 2012

Social by design

Tuesday, June 12, 12

mailto:[email protected]


This presentation covers:- Social business at work (some stories)- What companies’ experiences tell us about social business- Ways to jump-start your social business strategy


At the end of this presentation, I hope we’ll start to ask:

- What’s our end-game for social? [Why engage?]- How are we now using social media? [Are we using it to solve specific business problems?]- How can we begin to be social by design?


Putting things in context


A Cambrian explosion in social technologiesTuesday, June 12, 12

Global adoption of social mediaTuesday, June 12, 12

Changing consumers’ behaviourTuesday, June 12, 12

Disrupting business the way we know itTuesday, June 12, 12

Redefining relations, influence, and connectivityTuesday, June 12, 12

BOTTOM LINE

If you’re not using social media to engage with your customers, partners, and stakeholders...

somebody else is.


THESE WE KNOW NOW TO BE TRUE

To be social is tough. The opportunity costs of not getting coordinated and being

unprepared internally is steep.Social drives adaptation (but is your organisation built to adapt?)

Technology becomes more sophisticated by the year. Customers’ expectations are heightened, and their demands change

before the organisation can even catch up with the changes. Competitors evolve faster and possess better tools, technologies,

information and methods of organisation.


If social media is disrupting the way we do business, then we should make sure to use it strategically to adapt and achieve business outcomes.


How some companies are adopting social business


From #FAIL to FTW!

Dell knows that it’s no longer enough to just have a social presence. They listen, learn and engage in conversations with our customers where they are. They’ve gone from Dell Hell to one of the most often praised social business company, and of the few with a Social Media Listening Command Center.

Better business based on real time customer input


Dell uses different platforms to stay connected with existing and potential customers.They’ve gone beyond solving problems to adding value exchange among its customers.

Shared value by default


The real-time response in advertising by Old Spice was possible because P&G redesigned its process of producing ads to become more social. Results: sales increased 27% in the last six months; 55% in the last three months; the month after the campaign -- 107%.

Rethinking an existing business process


Graphic: Buddy Media

L’Oreal’s customer relationship program included a Facebook toolkit for its salons, educational resources on social media, and a $25 advertising credit for each of its salons.Improving partner support


Reorganising corporate communication

“A social business isn't just a company that has a Facebook page and a Twitter handle. A social business is one that embraces and cultivates a spirit of collaboration and community throughout its organization—both internally and externally.” - IBM

IBM responded to the trends in the worker and marketplace dynamics by designing new communication approaches with matching technical capabilities.Results: As of 2011, 130 million IBM communities of professionals around the world has actively collaborated internally


Participation by the community unlocked Levi’s contribution to Water.org of 200 million liters of clean drinking water. In its first 72 hours, it saw over 50,000 page views, with more than 20,000 challenges completed.

Integrating vision into social campaigns


• Team TopZorg by Menzis asks everyone (not just customers) to share their positive and negative stories on health care.

• This serves as an entry point for dialogue to generate actionable insights. How these ideas are carried out is actively shared and discussed on the site.

• Results: Improved services, increased involvement, and better relations as the target group understands better the complexities of healthcare.

Enabling participation


Buurzaam Wonen (Amsterdam Smart City) launched eco-hood sessions among Geuzenveld citizens as a way to activate the community behind the project. The goal was to stimulate collective awareness of their energy consumptions patterns to trigger behaviour change.This was an offline event, but part of a bigger process based on social business tenets such as network effect (building shared value).

Conversations as currency


Madaga, a young start-up that delivers fresh food for babies, aimed for a social business mindset right from the start. It made the business decision to become a social brand which translates into allocating resources for social from the inception of its brand. Where social media decisions are usually add-ons for some marketing programs, social strategy was integrated at the beginning of brand-building, communications and PR development, and analytics.

Social business scales (for small business, too)

Disclosure: I worked on the online strategy and social strategy of Madaga as an Associate for www.call-for-action.nl


http://www.call-for-action.nl

http://www.call-for-action.nl

Brands must not only be ready to invest resources in social monitoring, but also engage and respond -- in real-time.

Continuous listening and effective management


Yellow Spaces was a platform for dialogue with clients and consumers to share experiences, opinions and ideas. Results: Over 1600 participants, 9 themes, 70 discussions, 6 projects delivered, 9 projects started up, 6 further explored. Unfortunately, it was stopped as XS4ALL didn’t have the internal capacity to sustain this effort.

Organisational readiness“Maar om de thema's voor te bereiden,

de dialogen dagelijks te volgen - en vooral om jullie reacties op te volgen en goede ideeën door te voeren - is veel capaciteit nodig bij XS4ALL. Tijd en

aandacht die we op dit moment helaas niet kunnen bieden. De turbulentie in

onze branche vraagt op dit moment onze volle aandacht....De verbetervoorstellen die voortkomen uit de dialoog met jullie

sneeuwen momenteel onder in onze dagelijkse werkzaamheden.”


What do these experiences tell us about social business?


Some key concepts

• A shift in mindset

• Social is not an add-on, but rather, “a layer that’s interwoven into the fabric of the organisation.” (David Armano, EVP Edelman Digital) It’s essential to align external social media efforts with internal roles, processes and structures.

• It goes beyond campaigns, ad-hoc engagement, and one-time solutions.

• Transaction becomes a by-product of interaction (rich relations).

• Be a Platform Provider (not a Gate-keeper): Don’t only manage connections, but also facilitate participation. Enable your partners, customers and stakeholders to connect and engage with each other.


Some key concepts

• Importance of the internal aspect of social business

• Using internal social media fosters workforce / partners / stakeholders engagement and collaboration, e.g. customer relationship management.

• Listening and engaging is not just about reacting to people’s feedback, but analysing their sentiment and deriving actionable insights: it’s about business intelligence.

• Listening (monitoring) is inseparable from engagement. It’s important to be prepared organisationally to respond to the rapid information and feedback cycle of the social web.


Some key concepts

• Importance of the internal aspect of social business

• US Cellular, Kraft Foods, and Discover Financial Network underscored culture change as the number one determinate of social success. IBM states that overcoming the organizational challenge is 1.8 times harder than the technological obstacles of social. (Dachis Group)

• Connected employees and leaders create a competitive advantage via a culture of sharing. - (Charlene Li, author of the New York Times bestseller “Open Leadership”, Founder of Altimeter Group)


Some key concepts

• People / Communities: the beating heart of any social business

• Successful engagement with your target groups entails serious (and ongoing) research on your social customers in order to gain insights on the relevant communities to be activated.

• Enlist the relevant community that is large enough to drive the desired results. Make sure to plan for too little or too much participation.

• You can have a social business solution that may not focus primarily on online engagement or digital tools. Offline processes that activate relevant communities contribute to the whole social experience.


To truly benefit from the social web, your organisation must adopt a business-level, people-centric, holistic, and scalable framework for using social technologies internally and externally with the end goal of creating shared value.

The challenge: Transforming your organisation into a truly socially calibrated business is a long journey. Where do you begin?


Network effect: shared and added value among customers, partners and employees

Internal

BUSINESS

GOALS

Organisational readiness

Workforce engagement

Leadership and culture

Team roles and responsibilities Governance Guidelines and policiesExpertiseListening strategyMonitoring, management, reporting

Collaboration tools and methodsTraining and support Openness and transparency

Internal championsSocial CEOs

Social networksExternal

Social presenceSocial media marketing mix (tools + channels) Coordination between owned, paid and earned mediaEngagement activitiesSocial campaigns Support for on-/offline campaigns

Content strategy

Editorial calendarCreation, RepurposingPublicationManagementDistribution, Archive

Advocacy

Advocacy programsCommunity-building and management

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Timi Stoop-Alcala - Social Business Analyst & Content Strategist | [email protected] | +31 6 2843 1916 | @delunna | SocialBizStrategy.comGraphic adapted from the Dachis Group

Areas for developing social business


Jump-start your social business strategy


Start small, but start nowCreate a social business mindset

Pick one goal.Make social a strategic component of reaching that goal.

At the very least:- Learn to listen.- Research and develop social customer personas.- Review the current state of your social affairs.


Create an environment for strategic thinking about social business

• Adapt a social business mindset. Always begin with the goal / problem in mind. Examine your goals for this year and the problems your business wants to solve. Pick one where social can have an impact.

• Analyse the business case(s). Drill down to specific use case(s). For example:

• Business case: The network of salons are using and selling fewer L’oreal products due to recession. Enhancing the way salons connect, engage and deliver services can give them the competitive edge. Social media can play a major role in this.

• Use case: L’oreal salons enhances engagement with their customers on Facebook via their own custom Page. They can easily customise information and content according to their business needs.



• Analyse the current state of (internal and external) social affairs. Sample activities:• Conduct social SWOT,

market/competitive analysis, social business maturity test.

• Identify needs or opportunities that can be your starting point or catalyst for adopting a socbiz framework. Rethink an existing business process.

!

!

Assess Your Social Business Maturity Level For each section, choose the statement that best describes your social business program. Give yourself 1 point if you choose “1,” 2 points if you choose “2,” and 3 points if you choose “3.” Add up your total score below to determine your social business maturity level. A. Program

___ ___ ___

1. We are mostly experimenting with social media. 2. We've launched long-term initiatives that are part of an overall social strategy. 3. Social business permeates the enterprise — it's transcended the Marketing department, and

impacts Product, Support, R&D, etc.

B. Leadership and Organizational Model

___ ___ ___

1. We do not have a formalized Social Strategist role or organizational model. 2. We've organized into a Hub and Spoke model with a formal Social Strategist role at the helm. 3. We've evolved to a Multiple Hub and Spoke or Holistic model, and business units can deploy

on their own with little guidance from the Hub.

C. Processes and Policies

___ ___ ___

1. We have not conducted internal audits or established processes or policies for governance. 2. We've conducted internal audits and established processes and policies across the enterprise. 3. We've created clear processes and workflow across cross-functional teams.

D. Education

___ ___ ___

1. There is no formal education program to train internal associates. 2. We've launched an education program but it's not rolled out to the entire company. 3. We’ve formalized an ongoing education program that serves as a resource for all employees.

E. Measurement

___ ___ ___

1. We’ve tied our social media efforts back to engagement metrics, like number of clicks, fans, followers, RTs, check-ins, etc.

2. We’ve tied our social media efforts back to social media analytics, like share of voice, resonation, word of mouth, etc.

3. We’ve tied our social media efforts back to business metrics, like revenue, reputation, CSAT, etc.

F. Technology

___ ___ ___

1. We’ve invested in brand monitoring to listen to and develop understanding of our customers. 2. We've invested in scalable technologies such as community platforms or social media

management systems (SMMS). 3. We've invested in social integration with other digital touchpoints like the corporate website,

kiosks, mobile devices, etc., across the entire customer lifecycle.

Total score ____

If you scored between 0 and 6 points, your program is at the Novice level. If you scored between 7 and 12 points, your program is at the Intermediate level. If you scored between 13-18 points, your program is at the Advanced level. !

Your Social Business Maturity Level!_________________________________________!!

http://www.slideshare.net/jeremiah_owyang/how-mature-is-your-company-social-business-maturity-quizTuesday, June 12, 12

http://www.slideshare.net/jeremiah_owyang/how-mature-is-your-company-social-business-maturity-quiz

http://www.slideshare.net/jeremiah_owyang/how-mature-is-your-company-social-business-maturity-quiz


• Review how your business is organised around social media. Review the workflows. Investigate which roles are necessary to engage customers at the functional level (service/support, sales, marketing, collaboration/innovation, etc.)

• Clarify success goals and evaluation metrics. Make decisions with metrics.• Adopt an integrated approach in planning and running. (No cherry-picking)

Identify incremental values.



• Research is the basis for any strategy. Know your audience well.

• Conduct socialgraphics research with the end goal of creating your company’s social customer personas.

• Check if your content strategy, brand proposition, and other marketing programmes map to socialgraphic insights and the needs of your social customer personas.

• Develop a listening strategy aimed at identifying influencers, hot themes/topics, and competitor activities.



• Review your brand marketing.

• What is inherently social about your brand? Which one resonates the most with your customers / partners? Which one do you want to amplify?

• Are you creating marketing programmes with interaction drivers in mind? E.g. emotion, fame and fortune, fun and entertainment, utility

• Are you creating marketing programmes with solid building blocks for community development?


How social success looks like

• “Social Business by Design”, by Dion Hinchcliffe and Peter Kim, lists six success factors. You know when you’re on the road to becoming a social business when your company:

• Listens, analyzes, and engages, continuously

• Integrates social into the flow of work

• Plans for change and the unexpected

• Turns on the network effect

• Removes barriers to participate

• Enables everyone to participate

And may I add:

Engages, learns, and engages again.


Start being social by intent and design. Evolve from a social brand to a social business.

A social business calibrates organisational structures, processes, culture, and leadership to an ecosystem of participation, collaboration, and adaptation, and the creation of shared value by default. Why? Because a social approach to business provides a more effective to make better decisions, brings agility to business functions, enhances workforce productivity, and creates better products that all ultimately lead to designing better experiences for your customers, partners and workforce.


Good luck!

Remember: social business is a journey.

And it’s not ice-cream


Social media doesn’t solve

everything.


Thanks for listening!

All facts and case descriptions were taken from these sources unless otherwise speci!ed: - Book: ‘Social Business by Design’ -Dion Hinchcliffe and Peter Kim (non-Dutch cases)- Websites: Altimeter (Open Research Reports),Favela Fabric (Dutch cases)Images are given aribution where they appear.

Blog: http://SocialBizStrategy.com www.twitter.com/@delunna [email protected]


http://SocialBizStrategy.com

http://SocialBizStrategy.com

http://www.twitter.com/@delunna

http://www.twitter.com/@delunna



Download - Social by design: jump-start your social business strategy

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