slideshare presentation - strategy without social is strategy lite, december 2014
TRANSCRIPT
Strategy without social is strategy liteDecember 2014
It’s now good business strategy to put social at the centre of everything.
Putting social…
It’s now good business strategy to put social at the centre of everything.
Especially strategy.
Putting social…into strategy
That the social web and social media continue to be considered and deployed
in the context of sales or marketing in many organizations serves only to
emphasize one thing:
The risk of missing…
the missed context of the social web as an
essential contributor to business strategy,
The risk of missing…the bigger context
the missed context of the social web as an
essential contributor to business strategy,
not just marketing or communications strategy.
The risk of missing…the bigger context
This is because no other mechanism provides so great a level of
Strategic data on-tap
This is because no other mechanism provides so great a level of
market insight
Strategic data on-tap
This is because no other mechanism provides so great a level of
market insight,
feedback,
Strategic data on-tap
This is because no other mechanism provides so great a level of
market insight,
feedback,
on such a scale,
Strategic data on-tap
This is because no other mechanism provides so great a level of
market insight,
feedback,
on such a scale,
so close to real individuals.
Strategic data on-tap
Hard data are difficult to refute or ignore.
Strategic data on-tap
Organizations need to move away from using social tools to measure
sentiment or allegiance, towards using social to analyse and understand their
markets.
Strategic data on-tap
This is as strategic as it gets.
Strategic data on-tap
This matters because markets are complex.
Why this matters
They consist of customers, prospects, competitors, influencers, opportunities,
challenges, regulators and a broader backdrop of public sentiment.
Why this matters
And the social web provides hundreds of thousands of real-time radar signals
on the state of any given market across all of these contributing inputs, all
mapped to individuals.
Why this matters
So it makes sense – or should – to place social at the centre of
Making sense, makes sense
So it makes sense – or should – to place social at the centre of
business strategy,
Making sense, makes sense
So it makes sense – or should – to place social at the centre of
business strategy,
strategy development,
Making sense, makes sense
So it makes sense – or should – to place social at the centre of
business strategy,
strategy development,
market development,
Making sense, makes sense
So it makes sense – or should – to place social at the centre of
business strategy,
strategy development,
market development,
business process reengineering
Making sense, makes sense
So it makes sense – or should – to place social at the centre of
business strategy,
strategy development,
market development,
business process reengineering
and business reorganization.
Making sense, makes sense
And this makes most sense when social data are mapped systematically at the
strategy development phase (early data and insight inputs into thinking,
planning, testing, development)
Making sense, makes sense
And this makes most sense when social data are mapped systematically at the
strategy development phase (early data and insight inputs into thinking,
planning, testing, development) and at the strategy implementation phase
(testing, feedback analysis, market testing, programme management).
Making sense, makes sense
This introduces a new strategic focus to the social web that transcends its
historic position as a new way to connect people.
Making sense, makes sense
By analysing these inputs and the resulting social media outputs from the
hundreds of thousands of individuals using the social web every day,
organizations can consider and decide upon the actions they need to
take.
Analysis beats intuition
That’s tremendously powerful, for a number of reasons.
Analysis beats intuition
A gap in the inputs to strategy development is closed.
Analysis beats intuition
The organization is drawn closer to its markets, and more importantly to what
resonates with those markets.
Analysis beats intuition
When developing markets and products, insights into opportunity size and
market preparedness are grounded in real-time data – assumptions can be
tested and discarded in favour of real insights;
Analysis beats intuition
When developing markets and products, insights into opportunity size and
market preparedness are grounded in real-time data – assumptions can be
tested and discarded in favour of real insights; risks can be assessed and then
continuously monitored with a new set of data inputs coming from a new
perspective;
Analysis beats intuition
When developing markets and products, insights into opportunity size and
market preparedness are grounded in real-time data – assumptions can be
tested and discarded in favour of real insights; risks can be assessed and then
continuously monitored with a new set of data inputs coming from a new
perspective; and employee sentiments can be assessed when considering
company reorganizations.
Analysis beats intuition
This also makes organizations accountable to shareholders and other
stakeholders.
New accountability
In short, it’s time for social to be contributing to every aspect of business
strategy development,
New accountability
In short, it’s time for social to be contributing to every aspect of business
strategy development, in understanding and knowing which services, products,
sales development initiatives, customer service initiatives, and employment
initiatives should be considered.
New accountability
In short, it’s now time to remove the ‘lite’
from ‘strategy lite.’
New accountability
Contact [email protected] for more information, or to discuss your social
analytics needs.
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