© 2014 Kantar Media CIC

From Social Business To Big Data Insights from Kantar Media CIC's 2013-2014 China Enterprise Social Business Survey

© 2014 Kantar Media CIC

Kantar Media CIC first raised the concept of “Social Business” in China in 2010 and subsequently published the white paper series “From Social Media to Social Business” from 2011 to 2013, which systematically demonstrated the development history and change process of Chinese social media and social business for the first time in the industry. We initiated an innovative and integrated market research model at the dawn of the social business era, and fully explained the significance and inherent value of social business to organizations. The whole series, which is a “step-by-step guide”, helps enterprises develop their understanding of Chinese social media and ultimately realize their social business objectives.

After 4 years development, “social business” is becoming more than just a concept; it is penetrating every aspect of enterprises’ daily operation. There are an increasing number of enterprises conducting different kinds of social business activities proactively or passively, such as carrying out social listening, implementing Weibo marketing or WeChat customer services, setting up internal social networks, and many others. With the continuous development and maturation of enterprise social business practices, Kantar Media CIC, as the leading China social business research and consulting company in China, has also made adjustments in the research direction of social business phenomena, moving from advocating entry-level concepts to practical consulting and design.

During the research and consulting process, we are frequently confronted with this question: How can we create an excellent social business organization? Different answers are needed for different enterprises; and to answer it, first, it should be clear what the remarkable features that distinguish excellent social business organizations from ordinary ones are. In order to find this answer, we have carried out the “China Enterprise Social Business Survey” for two consecutive years to collect extensive attitudes and perceptions towards social business from professionals of various functional departments.

PREFACE Based on research from 2012 to 2013, we have developed a set of frameworks to evaluate the maturity of enterprise social business development (refer to “From Social Media to Social Business series white paper Topic 3: Social Business Development Roadmap in China”); and for the research from 2013 to 2014 presented in this paper, we have refined and summarized the remarkable features of leading social business organizations by further utilizing these frameworks, providing suggestions for social business advancement by integrating the research and consulting experience of Kantar Media CIC.

Through this research, we found that the leading social business enterprises at the current stage share the following features: internal establishment of a dedicated team for the operation of social business tools and technology; activeness in the application of social technology to consumer insight and analysis as well as to customer relationship management (CRM); centralized social business management methods and process integration; an appreciation of social business insights and indexes as vital foundations for business decision-making; focus on business performance indexes during social activities (e.g. potential purchase intentions, consumer satisfaction, customer service response time), which are most likely to be reported to senior management together with other social business insights; an attention to the accumulation of social business practice and internal education; and staffs’ strong interest in social media, along with their skillfully adapting social media to improve daily work.

As enterprises march into the ‘Big Data’ era, it is becoming clear that social intelligence is just one part of the big data pool that enterprises can leverage and that many of the lessons learned from social business can be applied to ‘big data business.’ Kantar Media CIC will continue to deepen its exploration and research in the field of social business, even expanding into ‘big data,’ including social, search, e-commerce, and other ‘insight rich,’ and timely sources of data.

01

© 2014 Kantar Media CIC

indispensable “inner factors” for companies in implementing their social business strategies.

Meanwhile, we put forward four factors that influenced the “change process” of social business based on previous survey and data analysis: Operation Optimization, Top-down Investment, Bottom-up Effort, and Experience Accumulation, which, to a large extent, determine the success of the enterprise’s strides in achieving social business maturity.

The construction of the overall framework is the most important part of this research. The framework largely extended the conclusions and results of “From Social Media to Social Business White Paper Topic 3: Social Business Development Roadmap in China”.

By exploring overseas research findings and combining our own research and consulting experiences, we summarized four core principles of social business in previous research: Tool and Technology, Structure and Process, Insight and Indicator, Employee and Culture. These four core principles were

Research Methodology and Framework

02

Figure 1 Four core principles of social business: Tech, Process, Insight, Culture

Figure 2 Four key elements impacting corporation’s social business practice

The development of a corporate social media policy, employee training, measurement system, and adoption of an appropriate organizational structure

Operation Optimization

Top-down Investment

Bottom-Up Effort

Experience Accumulation

1

2

3

4

Management Team’s strategy and resource allocation for social media

The socialization of employees’ daily work

Company’s involvement in specific social business projects and accumulation of relevant experience

© 2014 Kantar Media CIC

How company deploys social business technology in operation

How social business technology integrates with other IT technology

What social tools and technologies employees use for daily work

What main business scenarios that social business technologies are applied to

Organization structure and management process of employees in social business

Does management participate and oversee social business initiatives

What functions in the company have been impacted by social business

How different functions utilize social business intelligence in real work

How company utilizes social business insight s and indexes in business operation

Does company management pay

attention to social business

indicators

How social business intelligence helps employees improve regular work

What types of Indicators companies use to measure social business initiatives in practice

Does company provide social media policy, guidance and training to employees

Personal participation in social

media from company management

Employees’ interests in social media Status quo of company experience accumulation in social business practice

Operation Optimization

Top-down Investment

Bottom-up Effort

Experience Accumulation

Tool/Technology

Structure/Process

Insight/Indicator

Employee/Culture

education, beauty, entertainment, IT/digital products and services etc., covering B2B and B2C. The company scale ranged from 50 to 10,000 employees, and respondents performed various functions; about 78% of the respondents were team leaders/managers or above, and over 60% of them were directors or occupied more senior positions.

In the questionnaire, we inquired about the enterprises’ performances in each module; and we selected the top 15%, enterprises having an 8 or higher score in the social business index ranking, as the leading enterprises in social business development, to evaluate their performance. Afterwards we compared ratings of the leading companies against the total to find the specific module in which the leading enterprises demonstrated significant differences from the ordinary ones.

In constructing the research framework, we combined these four core principles and four factors together to view them within the same framework, and built the model as follows: The four core principles penetrate from the beginning to the end of enterprise social business evolution. For each core, the enterprise’s performance in the four factors determines the maturity of this principle. There are 16 modules in total, which form the core framework for social business advancement (Figure 3).

After construction of the research framework, we conducted an online survey by distributing questionnaires through the channels of the official Kantar Media CIC website, EDM, Weibo and WeChat, from December 2013 to January 2014. There were 249 valid samples among the 390 questionnaires we collected. The respondents came from over 30 industries such as automotive, FMCG,

Research Methodology and Framework

Figure 3 Research framework of social business advancement

03

© 2014 Kantar Media CIC

It is encouraging to see that Chinese enterprises have shown improvement in social business maturity during the past year (SBDI increased from 4.5 to 5.4). The proportion of organizations in the Dormant phase has dropped notably, and the highest proportion of enterprises has shifted from the Isolated stage to a comprehensive Testing stage. According to the research and consulting practices in the past few years, Kantar Media CIC found that a company that is mature in social business could achieve internal and external collaboration by comprehensively and strategically using social tools, technologies, information and data, thereby gaining better customer service, higher operational efficiency and faster innovation, along with the final realization of company values. (refer to “Social Business Development Roadmap in China” white paper published by Kantar Media CIC in 2013). Based on this concept, Kantar Media CIC uses the Social Business Development Index (SBDI) whose different values (on a scale of 1 to 10, 10 means realizing the ideal mentioned above) indicate enterprises’ level of progression through different stages of social business maturation, from Dormant to Advanced in social business.

Enterprise Social Business Development Overview

Data sources: Kantar Media CIC 2013 China enterprise social business research

1/2 3/4 5/6 7/8 9/10

Data base: 249

Figure 5 Enterprise social business development phases

Scaling Advanced Dormant Isolated Testing

Enterprises at different social business phases have their own features: (for the division of stages, please

refer to “Social Business Development Roadmap in China” white paper published by Kantar Media CIC in

2013)

•Dormant: Enterprises at this phase usually lack a measurement index and social business process. Their top

management usually hold an ambivalent attitude toward social business. Due to insufficient social media

policy and training, employees cannot turn individual social media activities into real business value.

•Isolated: The main feature of enterprises at this phase is “limitation”, especially in aspects such as

organizational structure, business process and investment. Top management are sending positive signals

and social business policy and training are beginning to take shape. However, they still lack measurement.

•Testing: Enterprises begin to pay attention to social business strategy in this phase, trying to test social

business on a bigger scale. Meanwhile, though they have started to measure social business performance,

they still cannot formulate a measurement system to link these indices with actual business performance.

•Scaling: Enterprises have built up relatively sound social business policies, training, measurement and

management systems. Social business plays an important role in both corporate strategy and employee

application, allowing social business experience to be effectively accumulated and promoted.

•Advanced: The main features of an Advanced enterprise can be summarized as systematic operation,

strategic investment, socialized employees and innovative practice.

Phases:

SBDI:

5.4 Figure 4 Average social business

development index Year 2013 China Enterprise SBDI (SBDI : Social Business Development Index)

2012

4.5 5.4

2013

04

© 2014 Kantar Media CIC

Compared to 2012, the challenges in 2013 are relatively concentrated: the common challenge is insufficient strategic planning for driving social business development for the enterprises in Dormant and Isolated phases. Additionally, lack of suitable talent and effective training, as well as a lack of effective communication across departments restrict their social business development. The research results reinforce the social business maturity roadmap (refer to “Social Business Development Roadmap in China” white paper), in which top-down Investment plays a significant role in driving social business evolution in early phases.

However, as social business capabilities evolve, the importance of systematically measuring social business ROI (Return on Investment) is highlighted. According to the aforementioned analysis, most companies have shifted from the Isolated phase to the Testing phase, and overall social business maturity has improved. This leads to the conclusion that these enterprises have stepped over the early stages requiring "Top-down Investment" support; they have already established relevant processes and mechanisms, and have accumulated practical experiences as well. Nonetheless, they still need scientific and effective metrics for social business ROI to support better strategic decisions in the future, enabling them to realize their business goals and values.

10% 12%

10% 19%

7% 23%

4% 12%

14% 19%

18% 12%

12% 38%

23% 27%

63% 23%

25% 31%

32% 38%

13% 26%

14% 16%

14% 36%

11% 27%

19% 21%

16% 10%

18% 34%

18% 21%

27% 26%

45% 33%

50% 39%

13% 13%

15% 13%

24% 18%

21% 9%

18% 21%

18% 23%

26% 31%

36% 36%

17% 21%

29% 29%

30% 31%

23% 22%

19% 15%

17% 29%

19% 22%

8% 15%

23% 17%

40% 22%

23% 37%

6% 18%

29% 20%

17% 29%

19% 18%

24% 6%

10% 12%

43% 18%

19% 12%

5% 6%

14% 29%

5% 53%

10% 6%

14% 29%

19% 24% Lack of strategy

Lack of budget

Lack of attention and support of senior management

Lack of measurement method of ROI

Lack of appropriate talents and effective training program

Lack of internal culture to encourage innovation

Difficulty effecting convergence with original process

The social media environment changes too quickly to deal with

Lack of effective communication among different departments

Current org. could not adapt to the change of social business

Lack of useful technology , platform and tools

2013

2012

Advanced Dormant Isolated Testing Scaling

Challenges in Different Social Business Phases

Figure 6 Challenges in different social business phases

05

Data base: 249

Data sources: Kantar Media CIC 2013 China enterprise social business research

© 2014 Kantar Media CIC

7.3 2013 China Enterprise SBCI (SBCI: Social Business Confidence Index)

Nearly 70% of the respondents expressed confidence in the future of social business. Organizations with higher levels of social business maturity had more appreciation for the significance of social business, probably due to their reaping the benefits of successful social business practices.

In this survey, we measured the respondents' levels of confidence in social business with the following question: "To what extent do you agree with the statement below: I believe that social business will radically change the business operation modes of my organization. 1 represents 'Totally Disagree' and 10 represents 'Strongly Agree.'" We can see that 30% of respondents expressed strong confidence (score of 9 and 10), and 39% of them were highly confident (score of 7 and 8), while the remaining 31% had relatively insufficient confidence (score o f 6 or below). The overall confidence index reached 7.3, which could be viewed as a very optimistic signal.

In addition, the enterprises at different development stages also showed different level of confidence. A notable phenomenon was that organizations with higher levels of social business change were more confident in social business. Enterprises in both the Scaling and Advanced stages scored an average of 8.8 points in the confidence index, demonstrating significant strides compared to companies in former stages.

1/2 3/4 5/6 7/8 9/10 SBDI:

SBCI:

Social Business Confidence Overview

Figure 7 Different Confidence Level Figure 8 Confidence in Different Social Business Phases

Data base: 249

06

High Confidence

30%

Relative Confidence

39%

Insufficient Confidence

20%

Lack of confidence

11%

Phases: Scaling Advanced Dormant Isolated Testing

Data sources: Kantar Media CIC 2013 China enterprise social business research

© 2014 Kantar Media CIC

More and more enterprises are becoming true believers in social business; however, they still face big challenges. This may aptly summarize the current state of social business development for Chinese enterprises. The organizations which are (or will be) undergoing social business changes have an increased concern over how to drive their own social business innovations. We have summarized a complete set of social business advance guidelines which can be used as a reference for enterprises in implementing social business innovations within their organizations, and the core research framework of the guidance is as follows. We will offer feasible suggestions for social business advancement based on this framework as well as on the research results by comparing various performance indicators of the front runners and the average level.

Figure 3 Research framework of social business advancement

07

The Core Framework of Social Business Advancement

How company deploys social business technology in operation

How social business technology integrates with other IT technology

What social tools and technologies employees use for daily work

What main business scenarios that social business technologies are applied to

Organization structure and management process of employees in social business

Does management participate and oversee social business initiatives

What functions in the company have been impacted by social business

How different functions utilize social business intelligence in real work

How company utilizes social business insights and indexes in business operation

Does company management pay

attention to social business

indicators

How social business intelligence helps employees improve regular work

What types of Indicators companies use to measure social business initiatives in practice

Does company provide social media policy, guidance and training to employees

Personal participation in social

media from company management

Employees’ interests in social media Status quo of company experience accumulation in social business practice

Operation Optimization

Top-down Investment

Bottom-up Effort

Experience Accumulation

Tool/Technology

Structure/Process

Insight/Indicator

Employee/Culture

© 2014 Kantar Media CIC

34%

17%

39%

3% 6% 6% 13%

40%

24%

3% 14%

92% 84%

55% 61% 49%

39% 27% 28%

16% 14% 26% 21% 23% 22%

15%

55%

81%

57% 65%

41%

3% 4%

73%

3%

22%

3%

22% 14%

35%

14% 16%

95% 89%

59% 57% 46%

41% 32% 32% 27% 22% 22% 22% 19% 19% 16%

84% 81% 76% 73%

38%

-14% -17%

-3% -3% -5% -10% -3% -4% -3% -4% -4% -3% -3% -3% -4%

39%

16%

1% 2% 3% 5% 4% 2% 5% 4% 11% 8% 1% 1%

29% 19%

8%

In-h

ou

se op

eration

on

ly

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tsou

rcing o

peratio

n o

nly

A co

mb

inatio

n o

f in-h

ou

se and

ou

tsou

rcing

op

eration

No

social tech

no

logy ap

plied

Do

n't kn

ow

Great exten

t

Mo

derate exten

t

Small exten

t

No

t at all

No

social tech

no

logy ap

plied

Do

n't kn

ow

Wech

at

Sina W

eibo

Vid

eo sites

QQ

/MSN

Wiki

Linked

in

Facebo

ok

Do

c sharin

g

SNS

（e.g. Ren

ren

）

Tencen

t Weib

o

Enterp

rise social n

etwo

rk

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re sharin

g sites

BB

S

（foru

m

）

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g

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alysis for co

nsu

mer in

sight

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g con

tent p

ub

lishin

g

CR

M

Med

ia mo

nito

ring

E-com

merce

No

social tech

no

logy ap

plied

Oth

ers Analysis of Enterprise Social Business Features: Tool and Technology

Figure 9 Analysis of Company Social Business Features in the module of "Tool and Technology"

08

Operation Optimization Top-down Investment Bottom-up Effort Accumulated Experience

Q: How is your organization operating social technologies？

Q: To what extent are the social technologies applied in your organization integrated with other IT systems ?

Q: Which social media platforms have you used frequently in your day to day work over the past year？

Q:Which business scenarios in your organization have applied social technologies ?

Data sources: Kantar Media CIC 2013 China enterprise social business research；Total samples:249, Leading enterprises:37

Leading enterprise

Total

Leading enterprise’s rating is higher than Total Leading enterprise’s rating is lower than Total

+

-

In the area of tool and technology: 1. Leading enterprises are more likely to set up internal dedicated teams to operate social business tools and technologies (73%); 2. Leading enterprises more actively apply social technologies to consumer insight and analysis (84%) as well as to CRM (76%), in addition to common use in marketing content publishing and media monitoring. Comparatively speaking, there is no significant difference in technology system integration and employees' choice of social tools for daily work. However, we find that leading enterprises integrate social technology with other internal systems more effectively, as opposed to no integration or slight integration by ordinary enterprises.

© 2014 Kantar Media CIC

15% 27% 24% 20%

10% 4%

15%

41% 24% 15%

6% 16% 22%

38%

16% 3% 4%

61% 78%

61% 56% 45% 46%

34% 28% 18% 18% 21%

76% 63%

44% 47% 37% 35% 31% 22%

13% 15% 20%

16%

46%

19% 11%

5% 3%

51%

24% 14%

5% 5% 22%

32% 27%

8% 3% 5%

86% 84% 81% 70%

57% 54% 41% 38% 35% 35% 32%

76% 68% 65% 62% 54%

41% 38% 38% 27% 24% 19%

0% 0% -5% -9% -5% -1%

0% 0% -17% -10% -10% -1%

0%

0% 0% -11% -8% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% -1%

1% 19%

36%

6% 10% 1%

25%

6% 20%

14% 12% 8% 7% 10% 17% 17% 11% 5% 21% 15% 17%

6% 7% 16% 14% 9%

On

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b sets ru

les and

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res in co

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rate level, an

d b

usin

ess un

its un

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l all social

bu

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e sup

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t teams o

n so

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artmen

ts organ

ize social b

usin

ess activities o

ccasion

ally

Emp

loyee

s get invo

lved in

social m

edia activities

pro

actively

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n't kn

ow

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tegrate social b

usin

ess eleme

nts in

to

bu

siness p

rocess

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me regu

lar pro

cesses with

specificatio

ns

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nly em

ergen

cy or tem

po

rary pro

cedu

res

No

pro

cess at all

Do

n't kn

ow

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ite

VP

/Gen

eral man

ager or o

ther sen

ior execu

tive

Directo

r level

Man

ager level

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rdin

ator

Do

n't kn

ow

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nsu

mer in

sight

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g

Pu

blic relatio

ns

CR

M

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al com

mu

nicatio

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siness in

telligence

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ledge m

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HR

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g

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blic relatio

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mer in

sight

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M

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n

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ledge m

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Leading enterprise’s rating is higher than Total Leading enterprise’s rating is lower than Total

Analysis of Enterprise Social Business Features: Structure and Process

Figure 10 Analysis of Company Social Business Features in the module of “Structure and Process"

09

Q: Which of the following descriptions is in line with your organization’s current team structure in social business?

Q: Which of the following descriptions is in line with your organization’s current processes in social business?

Q: What is the highest level of the individual(s) whose job it is to oversee your organization's social business initiatives?

Q: Which functions in your organization have seen strong impact by social media over the past year?

Q: Which functional teams does the social business team in your organization work closely with?

Operation Optimization Top-down Investment Bottom-up Effort Accumulated Experience

Leading enterprise

Total

Data sources: Kantar Media CIC 2013 China enterprise social business research；Total samples:249, Leading enterprises:37

In the area of structure and process: 1. Leading enterprises are more likely to adopt a centralized social business management structure (46%) and set up dedicated teams to manage all social business behaviors of the company; they usually possess higher levels of process and organization integration (51%); 2. Marketing, Consumer research, Public relation and CRM are generally deemed as the functions most closely associated with social business; we further find that leading companies demonstrate a relatively stronger relationship between social business and consumer insight functions. Additionally, with regard to social business managerial personnel (Top-down investment), leading enterprises show a slightly higher proportion of senior management involvement in social business activities.

+

-

© 2014 Kantar Media CIC

18%

37% 30%

9% 6% 20%

28%

45%

27%

8% 9%

33% 44%

22%

1%

61% 56% 55% 59% 49%

42%

28% 22% 15% 25% 27%

8% 5% 2%

43% 38%

5% 8% 5%

41% 32%

59%

38%

3% 5%

62%

32%

5%

0%

68% 68% 62% 62%

46% 54% 49%

35% 32% 32% 27%

8% 3% 3%

0% 0%

-25%

-1% -1% 0% 0% 0% 0% -5% -4% 0% -12%

-17%

-1% 0% 0% 0% 0%

-3% 0% 0% 0% 0% 0% 0% 0%

-2% 0%

25%

1% 0% 0% 0%

21% 4% 14% 11% 0% 0%

29%

0% 0% 0% 7% 12%

7% 3%

0% 12%

21%

13% 17%

7% 0% 0% 0% 1%

As an

imp

ortan

t reference

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eral reference, b

ut

with

low

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t

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ite occasio

nally

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ow

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ite

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r oth

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ior execu

tive

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r level

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ager level

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rdin

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t

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t

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timen

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Oth

ers Analysis of Enterprise Social Business Features: Insight and Indicator

Figure 11 Analysis of Company Social Business Features in the module of "Insight and Indicator"

10

Q：To what extent did your organization put intelligence and metrics from social media as a reference for business decisions over the past year?

Q：Who in your organization are keeping track of social business metrics above regularly?

Q：To what extent did the intelligence from social media help you improve your day to day work over the past year?

Q：What metrics did your organization use to determine the success of social initiatives over the past year?

Operation Optimization Top-down Investment Bottom-up Effort Accumulated Experience

Data sources: Kantar Media CIC 2013 China enterprise social business research；Total samples:249, Leading enterprises:37

Leading enterprise’s rating is higher than Total Leading enterprise’s rating is lower than Total

+

-

Leading enterprise

Total

In the area of insight and indicator: 1. Leading enterprises’ focus on insights and indicators of social business is significantly higher than the average level, and these companies are more likely to treat them as a vital basis for business decision making (43%). Moreover, these insights and indicators are likely to reach senior management, such as CEO (41%); 2. The employees of leading enterprises are more adept in improving their own work by using social media information (62%). 3. Regarding the setup of social business activity indicators, leading companies not only pay attention to social indicators (e.g. comment, retweet, follower No.), but also focus more on business performance indicators (e.g. potential purchase intentions, consumer satisfaction, customer service response time) than average companies.

© 2014 Kantar Media CIC

8% 13%

29% 35%

9% 6%

37% 32%

19% 12%

55%

31%

12% 2%

11% 6% 29%

44%

6% 4%

16% 24%

16%

38%

5%

46%

30% 14% 11%

73%

22%

5%

38%

5%

35% 22%

0% 0% -13% 0% -4% -6% -2% -5% -1%

0% -9% -7% -2% 0% -1%

-22%

-6% -4%

8% 11% 0% 3%

0% 0% 9% 0% 0% 18%

0% 0% 0% 27%

6% 0% 0% 0%

Emp

loyee

s are em

po

wered

to u

se so

cial med

ia sm

oo

thly u

nd

er po

licy and

clear guid

ance

Have

establish

ed a stan

dard

po

licy and

trainin

g system

Have

released

u

n-m

and

atory

social

med

ia p

olicy,b

ut n

o train

ing an

d gu

idan

ce

Plan

to m

ake so

cial med

ia po

licy and

trainin

g,bu

t n

o execu

tion

yet

No

plan

on

social m

edia p

olicy an

d staff train

ing

Do

n't kn

ow

Has a p

ub

lic social m

edia acco

un

t, and

actively u

se it

Has a p

ub

lic social m

edia acco

un

t, bu

t rarely u

se

it

No

pu

blic so

cial med

ia accou

nt

Do

n't kn

ow

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tably in

creasing

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creasing

Staying th

e sam

e

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ecreasing

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accum

ulated

rich

exp

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ces,wh

ich

mo

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and

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e experien

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in th

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Analysis of Enterprise Social Business Features: Employee and Culture

Figure 12 Analysis of Company Social Business Features in the module of "Employee and Culture"

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Q: Which of the following descriptions is in line with your organization’s current policy and training in social business?

Q : Does your organization's top business leader in China have a public social media account and actively use it?

Q : Please describe your colleagues' overall interest in social media over the past year as to how to leverage it for business/work.

Q : Which of the following descriptions is in line with your organization’s current experience in social business?

Operation Optimization Top-down Investment Bottom-up Effort Accumulated Experience

Data sources: Kantar Media CIC 2013 China enterprise social business research；Total samples:249, Leading enterprises:37

Leading enterprise’s rating is higher than Total Leading enterprise’s rating is lower than Total

+

-

Leading enterprise

Total

In the area of employee and culture: 1. employees’ increasing interest towards social media (73%) becomes one of the remarkable features of leading enterprises in differentiating themselves from the average level; 2. comparatively speaking, more leading enterprises will establish social media policy and offer formal training or guidance for employees. Moreover, they attach more importance to the accumulation of social business practice experience and internal education. Ordinary enterprises display a more “isolated” pattern in this respect; the experience is generally relegated to an individual or department, and there is a lack of widespread integration and sufficient training or guidance.

© 2014 Kantar Media CIC

The Core Features of Leading Social Business Enterprises

Figure 13 Features of leading social business enterprises

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Independent team responsible for operating social business tools and techniques

No significant difference in features

No significant difference in features

Social technologies are applied to not only marketing content release and media monitoring, but also to CRM, data mining and analysis for consumer insight

Tend to adopt a centralized social business management, meanwhile integrate social elements into the original operation process

No significant difference in features

Social business and consumer research function connect more closely with each other

Tend to take social business insight and indicator as a key basis for business decision making

Senior management pay more attention to social business insight and indicator

Employees are more likely to make good use of social media intelligence for their work improvement

Focus more on business indicators during social activities (e.g. potential purchase intentions, customer satisfaction, customer service response time), in addition to social performance indicators (e.g. comment, retweet, follower No.)

Tend to establish social media policy and offer formal training or guidance for employees

No significant difference in features

Employees have strong interest in social media

Emphasize the accumulation of experience in social business practice and internal education

Operation Optimization

Top-down Investment

Bottom-up Effort

Experience Accumulation

Tool/Technology Structure/Process Insight/Indicator Employee/Culture

© 2014 Kantar Media CIC

Suggestions for Social Business Advancement

WE SET LEADING ENTERPRISES AS THE BENCHMARK AND OFFER SUGGESTIONS TO ENABLE OTHER ENTERPRISES TO MAKE GREAT STRIDES IN SOCIAL BUSINESS EVOLUTION.

Leading enterprises exhibit distinguishing features in four core principles of social business, which further proves that the four cores (Tool/Technology, Structure/Process, Insight/Indicator, Employee/Culture) should have synchronous development during social business evolution;

"Insight and Indicator“, which should be closely connected to technology application, functional operation and employee training, is the most outstanding feature among the four core principles. Only by establishing the strategic position of "Insight and Indicator“, can enterprises actually push forward social business development. In measuring social business ROI, organizations should focus much more on in-depth business oriented indexes than social indexes;

From both a strategic perspective (e.g. resource allocation and integration, process optimization) and tactical perspective (e.g. technology application) having a dedicated social business operations team is critical;

Senior Executive’s personal use of social media will not directly impact the enterprise’s progression of social business development, indicating that, after advancing through the early stages of “Top-down Investment" support, the driving force of the overall organization (which inspires the organization to mobilize resources with collective wisdom and concerted effort) is more powerful than a single leader;

It is necessary for enterprises to establish the appropriate motivation system and company culture to encourage bottom-up innovation, and to offer formal training and guidance for employees who are using social media technologies and tools to improve their daily work;

Externally, organizations should be consumer-oriented with emphasis on consumer insight. Internally, they should advocate cross team communication and collaboration as well as attention to knowledge management and experience sharing, which are particularly important for enterprises striving to achieve social business advancement by utilizing social media tools and technologies.

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© 2014 Kantar Media CIC 14

To utilize social and other digital data to drive INSIGHTS to inform business decisions across client organizations

Kantar Media CIC’s Updated Mission

Social Search E-

commerce Online News …

As enterprises begin to truly address the challenges of the ‘big data’ era, Kantar Media CIC has updated it’s mission to integrate more than just social intelligence. Kantar Media CIC utilizes social, online news, e-commerce, search and any ‘insight rich, real time’ data to inform business decisions across the organization.

© 2014 Kantar Media CIC 14

Provide Foresight

For brand, product media innovation

Measure Performance

Of campaign, overall brand

Inform Comms Strategy

To better connect with customers

Track Reputation

Of brands and issues

Designing the right solution combining technology, service and training.

Kantar Media CIC works with enterprises to design that right social and digital intelligence solution that impacts business decisions across the organization.

Social & Digital Intelligence

© 2014 Kantar Media CIC

Social Business Design

Integration

- Evaluation of social business maturity: we will systematically evaluate the awareness of social business among the internal and external stakeholders of a company and lay the foundation for the launch of the company's social business strategies.

- Preparation of social business policies/code of conduct: we will tailor the Social Business Manual for companies to guide the employees on how to utilize social media and social tools in a smart way.

Union

- Cultural development of social business: We will provide customized social media training and interaction workshops to companies.

Social Business Implementation

Union

- Connection and interaction of stakeholders: based on the consulting and technical competence of Kantar Media CIC, we will help companies establish Social Listening Command Center and Social CRM system; by virtue of the research innovation of Kantar Media CIC, we will help companies identify the community features of the stakeholders (e.g. community research based on social graphing or subject contents).

Collaboration

- Help companies set up internal knowledge communities, as well as internal and external collaboration platforms

For more information about Kantar Media CIC social business consulting services and successful cases, please contact us.

Kantar Media CIC Social Business Consulting Service Framework

Introduction to Kantar Media CIC Social Business Consulting Services

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Kantar Media CIC believes that social business has gone far beyond the scope of marketing communication, and is instead influencing the operating departments of various companies. The internal and external stakeholders of a company - including consumers, opinion leaders of the industry, dealers, suppliers, employees, and investors - are jointly shaping the future of companies' social businesses. Therefore, it is necessary for companies to establish a complete management system for social business operation, which will enable them to interact and coordinate with internal and external stakeholders in a more reasonable manner and to further drive business values.

Based on the concepts mentioned above, Kantar Media CIC provides social business consulting services to companies. Differing itself from such services as general social listening supervision, consumer insights, and social marketing effect evaluation, our services focus on the four cores of social business - technology, process, insight, and culture - to help companies design and implement social business strategies.

© 2014 Kantar Media CIC

About Kantar Media CIC Kantar Media CIC is China's leading social business intelligence provider, enabling enterprise to fully leverage the power of social media and Internet Word of Mouth (IWOM) intelligence across the organization. Since 2004, Kantar Media CIC has pioneered social business technology, research and consulting. We first coined the term IWOM and were the first to raise the concept of “social business” in China. As the industry thought leader, we have always been at the forefront of China’s internet and social business revolution. In order to help companies effectively leverage this social business intelligence, Kantar Media CIC provides customized research, consulting services, syndicated reports, and industry trend watches, rich in actionable insight. Kantar Media CIC utilizes its own patent pending technology to capture millions of online conversations and “makes sense of the buzz” by analyzing them to draw out insight that leads to more effective action. Kantar Media CIC gathers and mines over 500 million naturally occurring consumer comments every month, from a range of uniquely Chinese social media platforms including blogs, BBS, microblogs and social networking sites. We then apply our unique methodology to provide a comprehensive picture of the social media landscape and its implications for business. To date, Kantar Media CIC has archived almost 12 billion mentions of brands and products, from over 2 billion consumer comments. Kantar Media CIC’s data coverage has now expanded to include e-commerce, search and other timely, insight rich digital sources. Through recently acquired Fisheye Analytics, Kantar Media CIC’s reach now extends to 67 languages around the world. In early 2012, as China’s leading social business intelligence provider, Kantar Media CIC was acquired by WPP’s Kantar Media, the media research and insight division of Kantar, as a move to strengthen its position and with aim to expand its social offering across Asia Pacific. Kantar Media has over 5,000 employees around the world, is currently working with 22,000 companies, tracking 3 million brands across 50 countries. As the consumer insight arm of WPP, Kantar Media provides strategic advice and competitive intelligence to the world’s leading brands, publishers, agencies and industry bodies, helping them navigate and succeed in a rapidly evolving media industry. Contact us: +86 21 6404 9191*8761 / marketing@cicdata.com Corp. Website: www.ciccorporate.com

Disclaimer This study is the sole and exclusive property of Kantar Media CIC. Any usage of the research and contents of the report or slides will be deemed a violation of Kantar Media CIC’s intellectual property. Kantar Media CIC reserves the right to legal action to protect its ownership rights.

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