csc social business: framework for success
TRANSCRIPT
SOCIAL FOR BUSINESS? A STRATEGIC FRAMEWORK FOR A SUCCESSFUL SOCIAL BUSINESS STRATEGY, INSIDE AND OUT
Monday, June 11, 2012
Claire Flanagan Director, Social Business & Community Strategy Twitter @cflanagan Patricia Brown Director, Digital Content Strategy @PattyDBrown
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I. Does Social Business Matter? II. What Is Social Business? III. CSC’s Social Business Community Program IV. CSC’s Social Media Program V. Framework For Success
Agenda
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Business Revolution
Political Revolution
Social Revolution
Does Social Really Matter?
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By 2014, social networking services will replace e-mail as the primary vehicle for interpersonal
communications for 20 percent of business users.
“ Gartner Predicts 2010
“Social Software Is an Enterprise Reality”, December 2009. http://bit.ly/LBPl5H
“
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A Social Business Is …
…An organization that has put in place strategies, technologies and processes to systematically engage all the individuals of its ecosystem (employees, customers, partners, suppliers) to maximize the co-created value.
"What is Social Business", Social Business Forum, 2012. http://bit.ly/LstTSJ
“ “ Twitter Hashtag #CSCTBSC
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A social business does more than implement new social technologies. It learns how to monitor the social commentary around its firm … to shape and act with a speed that is consistent with the speed that modern social companies are expected to act … it’s driven by new constituents, with new media, using new sources of information and collaboration. It’s definitely not the insular, closed and uncommunicative company of yore.
“Business, Social Business and Beyond…”, Brian Sommer, Zdnet http://zd.net/MfUKlG
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A Good Social Business Strategy Includes
Market and Enterprise
External (Customers/Partners) and Internal (Employees)
Public and Private
Social Media Outposts and Owned Community Channels
Community and Collaboration
Dell
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Is There Really Business Value?
Business Value Business Driver
Productivity • Process efficiency, improved performance • Ad hoc, zero-overhead collaboration • Co-innovation with customers, employees
Cost Savings • Reduced reliance on multiple legacy systems • Improved productivity in key functions • Low-cost, flexible infrastructure platform
Growth • Improved innovation, creativity in workforce • Speed to market with new ideas/products • Reduced administration, more focus on growth
Satisfaction • Enhanced employee morale, retention • Improved customer satisfaction, brand affinity • Improved talent acquisition and retention
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Source: McKinsey & Company, “The rise of the networked enterprise, Web 2.0 finds its payday.” Survey of 4,394 executives. December 2010, http://bit.ly/L3zChw
Is There Really Business Value? The “Networked Enterprise” Realizes Real Payback
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IT services powerhouse. Our people do amazing things to help businesses, government and communities solve their toughest challenges…
98,000
Employees Worldwide
major industries 6…with a 50 year
track record of client service excellence
…100+ global alliances
with best-of-breed
partners…
Who Is CSC? a $16B, Fortune 200 global
...covering over
90 countries…
Recognized By Industry Analysts As
A Leader Across Our
Portfolio
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CSC Social Business Footprint Social Strategy Includes Participate, Manage and Own
PARTICIPATE Listen,
Establish Reputation
MANAGE Listen, Support,
Build Reputation/Relationships, Engage
OWN Listen, Support,
Build Reputation/Relationships, Engage, Collaborate,
Co-Innovate
OWNED CHANNEL CSC COMMUNITY STRATEGY
CSC Engage Public CSC Engage Secure
CSC Engage C3 (Employee) CSC.COM
3RD PARTY CHANNEL SOCIAL MEDIA
STRATEGY 50+ Branded Channels
3RD PARTY CHANNEL SOCIAL MEDIA
STRATEGY
Level of Engagement
Deep
Short
Adjusted based on "Social Media & Associations: Moving Forward by Getting Back to the Basics", Cecilia Edwards, Dec 14, 2011. http://bit.ly/u8gH9t
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CSC: Successful Social Business Inside, Out Innovation Through Industry Award Winning Eco-System
Business results, innovation achieved when collaboration isn’t just inside, outside, but also across a company’s firewall
Employee Communities Are core and drive knowledge sharing across all lines of business
Customers and Business Partner Communities Are created to facilitate secure interaction, co-collaboration with CSC
Public social media and on-brand community channels Are created to collaborate on thought leadership topics/business content, develop leads and strengthen customer relationships and loyalty
Alumni and Specialists Are connected to feed innovation, recruiting, research and opportunities
Segment by 1. Engagement goals 2. Audience 3. Reach 4. Intellectual Property/Security
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WikonnecT (Sept 2008)
CSC Engage Secure (Feb 2012)
• Client and Partner Enablement • Innovation Acceleration • Sales Enablement • Product Support • Account Management • Co-solution Development
C3 Employee (May 2009)
• Expertise, asset location • Increase Productivity & Engagement • Innovation Acceleration • Harness Collective Intelligence • Project Collaboration/Communication
InTouch (Summer 2010)
• Ideation, Innovation • Lead Generation • Recruitment • Relationship building
Social Media (2008)
csc.com goes “social” (2012)
CSC Engage Public (Summer 2010, Expansion 2012)
• Brand Preference • Lead Generation • Customer Relationships • Thought/Market Leadership • Track, Act on Sentiment • Reach Market “Influencers”
CSC: Successful Social Business Inside, Out Business Drivers Map to Company Strategy
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CSC: Successful Social Business Inside, Out CSC Engage Communities
New way to collaborate and innovate • Capture and share knowledge, in workflow • Find information, answers, co-innovate, get product support • Create communities or groups on demand to get work done
New way to communicate • Enable corp comm, executive blogs, strategy alignment (internal) • Drive richer customer engagement, holistic account view (external) • Integrate video, ideas, and apps for rich context New way to locate and network • Locate and follow experts • Build and expand professional network New ways to connect • Connect from browser, mobile device or tablet
New way to personalize, filter noise • Subscribe/personalize activity feeds, find recommended people, groups, content
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WHAT’S THE GOAL?
Leverage social networks to drive COMMUNITY, ENGAGEMENT and CONTENT. Meet your OBJECTIVES and MAXIMIZE your TBSC investment.
TBSC 2012 – Goes “Social”
Where relationships begin and continue beyond the conference halls . . .
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TBSC 2012 Goes Social
*Stop by CSC’s MobilityEdge booth to learn more
Keynote / Sessions Social Media @ TBSC
Discover thought leadership on this
industry phenomenon
Locate and engage in CSC channels https://community.csc.com/docs/DOC-1614
TBSC Community Integrated Mobile App*
Your personal connection to people,
content of TBSC
https://community.csc.com/community/tbsc-2012
Your on-site connection to the community and your conference guide
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CSC: Successful Social Business Inside, Out Early Mover Advantage Generates Thought Leadership, Business Outcomes
Award Winning Industry Recognized News Worthy
Finalist 2010
Internal Evangelist of the Year Award
November 2009
Community Adoption Award October 2009
Jive Champion Award September 2010
San Francisco, Las Vegas
Virtual Conference
Philadelphia, Denmark
Washington DC
Frankfurt, Paris
Webinar
Montreal
San Francisco, Boston
"As a technology services company, being seen as thought leaders and innovators … one which C3 has shown strong poten9al to fulfill… hi>ng a sweet spot.”
“Even the chairman’s office has embraced it... communi9es interact more easily, allowing people to reach out across the company and find resources.”
“I especially liked this vigneFe of community management at CSC, a large, well-‐known business services company. . . “
“CSC Recognized for Social Business Achievements”
“Social business, organized around collabora9on, innova9on, two con9nuous themes that runs through their literature and their work….They have a clearly delineated process and
framework for social business.” CSC CRM Watchlist 2012 Winner
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CSC: Successful Social Business Inside, Out C3 Adoption Best Practices Fuel Viral, Global Growth
C3 Delivers Business Outcomes 100% Adoption Increased innovation
All Business Units, Geographies Improved Asset / Expertise Location
Executive Bloggers, Strategy Alignment Transition Account Onboarding
Decreased costs / consolidation 2011 Wins Hearts and Minds
Collapses Time Zone/Distance Barriers “Way Work Gets Done”
“Proud to be CSC”
“I went from being a skeptic to a convert. It just makes you want to get involved!”
“C3 is the de facto standard for how we collaborate. It's the language of the company.” – Lem Lasher, President, CSC GBS
“It is a key tool to achieve the ‘One CSC’ vision.” Leif Ulstrup, President, CSC FCP
C3 Wins Hearts and Minds
0
10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
Activities
C3 Goes Viral Q1 2012 Activities* on Pace to Exceed 2011
2010 2011 First Quarter 2012
é 250%
1st Q 2012= 44% 2011 YE
Asia Pacific
10%
EMEA 24%
North America
42%
Latin America
1% India 22%
Other 1%
C3 Goes Global
0
20
40
60
80
100
June '09
Dec '09
June '10
Dec '10
June '11
Dec '11
April '12
Em
ploy
ees
in
Thou
sand
s
C3 Reaches Full Adoption
Active users Total Reg Users
*Activity = View, Create, Read, Edit, Like, Download, Comment, Rate, Etc.
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CSC: Successful Social Business Inside, Out Early External Social Community Business Impact
⬆ New business wins directly tied to brand-owned communities ⬆ Expanded reach in new target accounts ⬆ Improved innovation or co-innovation with customers on our product offerings ⬆ Access to experts throughout the industry ⬆ Improved product offerings as direct result of customer input ⬆ Improved customer satisfaction and support ⬆ Increased engagement, account collaboration with customers (70 brands engaged
in CSC Engage Secure in only a few weeks) ⬆ 6K Alumni community. 7.6% in CSC key accounts. 223 hires via alumni referrals ⬆ Most engaged clients on WikonnecT are among highest revenue-bearing clients ⬇ Reduced project cycle time – questions / issues resolved more quickly
*Activity = View, Create, Read, Edit, Like, Download, Comment, Rate, Etc.
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Organization Transformation New roles, new skills for existing roles, retirement of web 1.0 tools
Engagement Model New customer and employee engagement models
Digital Literacy New skills in transparency, collaborating, “working in the open”, “open leadership”
Brand Amplification New digital marketing imperatives, business opportunities and positive brand impacts
New Digital Marketing Capabilities Social marketing, socialytics, social CRM
CSC: Successful Social Business Inside, Out Building Intellectual Property and Skills for the 21st Century
21st Century Digital Literacy Skills Framework
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CSC Social Media
Amplify CSC Brand Presence and Intensity
Amplify new rich media content on CSC
Extend CSC Brand Reach through CSC Voices
Activate and Engage Community
1
2
3
4
http://www.go-gulf.com/blog/social-networking-user
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CSC Communities “Front Door” microsite
CSC is building and leveraging a rapidly expanding social
sphere of influence
CSC Social Media
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CSC Social Media
Special focus on video, video, video
Tight editorial control for all external facing content
Cohesive editorial calendar across all digital
channels (web, social, demand gen, advertising)
Well-trained, dedicated content managers for all key zones (industries, solutions, geos) Automated and manual web content “pruning” rules
Highly interactive, immersive environments to command viewer’s attention
Increasing focus on infographics, LEF executive summaries, expert blogs
Original, value-added content, time-released around specific events,
surrounded by social activation
Anatomy of best in breed digital content
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CSC Social Media
CSC Social Media “Embassies” and “Ambassadors” where conversations and participation are facilitated by key CSC Social Media Embassies (regions and verticals) with several CSC Ambassadors (subject matter experts, employees) of the brand or business units who manages them.
We have been organic in our approach to date
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We are building and leveraging a rapidly expanding social sphere
of influence and momentum
CSC Social Media
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How to Paste Text into These Layouts
Field/Solutions Marketing
“I interact regularly with partner field marketing teams.
I can’t wait to share what’s next at CSC”
Opportunity/Benefit
Creates added value in CSC social spaces & expands CSC reach
& awareness. Work with partners on event
marketing and leverage partner
networks.
Sales
“I want networking tools to create new business and gain
insight before meeting with clients.”
Opportunity/Benefit
Optimize social profiles for sales professionals .
Enable sales teams to prepare for sales meetings and initial contact with client.
Employees
“I love my job and I like social
networking. I want to share our
accomplishments.”
Opportunity/Benefit
Empower employees to use social
networks on behalf of CSC. Allows current
CSC voices to coordinate .Provides powerful reach and
brand advocacy
Thought Leaders
“I have a strong knowledge of CSC
solutions and I have an engaging online
personality.”
Opportunity/Benefit
Positions CSC as a leader in the industry.
Humanize our solutions. Increase our organic search results. Increase awareness and
advocacy.
Corp Comm
“I understand relevant corporate
content and the power of social
media.”
Opportunity/Benefit
Positions CSC in the industry and
increases our digital footprint. Provide a
source for social media guidelines and
create approved content.
Client Facing
“I interact regularly with our clients. I
want to maintain our good relationships
with clients.”
Opportunity/Benefit
Important for humanizing our
brand, creates value in our social spaces with authentic brand advocates. Will set
us apart from competitors.
CSC Social Media — CSC Voices
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CSC Social Media Social Media Momentum
CSC Corporate Social Spaces: October 2011 – May 2012 é 34% increase Facebook Fans é 53% increase YouTube Channel Views é 33% increase Twitter Followers é 67% increase Retweets é 21% increase LinkedIn Followers é 37% increase Google+ (since Nov) é 89% increase Pinterest (since Jan)
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You can’t plan to go viral. You can’t go viral if you don’t plan well.
Strategic Framework for Success
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Strategic Framework for Success “IBM Study: If You Don't Have a Social CEO, You're Going to be Less Competitive” “Companies that outperform their peers are 30 percent more likely to identify openness … greater use of social media as a key enabler of collaboration and innovation …
CEOs regard interpersonal skills of collaboration (75%), communication (67%), creativity (61%) and flexibility (61%) as key drivers of employee success to operate in a more complex, interconnected environment.”1
Start at the Top 1. "IBM Study: If You Don't Have a Social CEO, You're Going to be Less Competitive",
Mark Fidelman, Forbes, May 22, 2012. http://onforb.es/L3yvKN 2. http://ibm.co/KiC71O
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Face to Face
Social Media
Websites Channel Partners
Call Centers
Advisory Groups
Traditional Media
Today 3 - 5 Years “CEOs believe social media will become one of the top two ways to engage customers at the expense of traditional media” 2
é 256%
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Strategic Framework for Success
Strategy
Leadership
Culture
Community Management
Content & Programming
Policies & Governance
Tools
Metrics and Measurement
Plan Design Launch Manage
Plan Business Strategy towards “Networked” Enterprise
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Secure Executive Buy-In (Top Down Support)
Staff Community Manager and Advocates (Build Groundswell)
Plan Organization Change (Education & Support)
Seed Use Cases (Seed Work Examples to Match
Business Goals)
Plan Org Change and Adoption
Strategic Framework for Success
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Strategic Framework for Success
Identify “Trusted Advisors”, advocates, VIP Publicly recognize, reward
Create “Voice of customer” Reward, feature members, content, and “guest bloggers”
Allow comments Foster open dialogue. Manage spammers and trolls
Enable “ShareThis”/ Social share Gamification, Leader Boards, rewards for content
Understand consumption patterns Create content to match needs
"Understand Your Customers’ Social Behaviors", Charlene Li & Jeremiah Owyang, Altimeter Group. Jan 2010. http://slidesha.re/swEyaB
Sharing
Watching
Curating
Producing
Commenting
Map and Match Member Engagement Preferences
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Strategic Framework for Success
Match member social behaviors Reach “trusted” advisors, influencers, advocates, producers, curators
Provide rewards, special access, features
Content Conversation
Promotion Support
Seed conversations, polls, Twitter chats, Media, other short form content Plan “offline” programs to drive “online” engagement
Consider total user experience Provide tool support AND coaching AND advocate support
Include traditional channels, emails, paid and earned media Use social media to drive word of mouth
Plan for Engagement
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Strategic Framework for Success
Address Policy, Mitigate Risk
Community Guidelines
Social Media Policy
Security, Privacy, IP
HR, Business Ethics
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Strategic Framework for Success
Build Measurement Dashboard
Vitality Demographics Perceived Value Success Stories Outcomes + + + +
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Strategic Framework for Success
Centralized • One dept.
controls • Consistent • May not be as
authentic
Distributed • Organic growth • Authentic • Experimental • Not coordinated
Coordinated • Sets rules, best
practices, procedures
• Spreads widely around the org
• Takes time
Multiple Hub, Spoke • Similar to
Coordinated but across multiple brands and units
Holistic • Each employee
empowered • Unlike Organic,
employees are organized
"Rise of Social Commerce", Lora Cecere, Jeremiah Owyang, Altimeter Group, Feb 3, 2010 http://slidesha.re/gzAn94 “Framework and Matrix: The Five Ways Companies Organize for Social Business", Jeremiah Owyang http://bit.ly/fclPZv
Organize for Social Business
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Strategic Framework for Success
Can you add value?
Evaluate the purpose
Respond in kind & share
Thank the person
Unhappy Customer?
Dedicated Complainer?
Comedian Want-to-Be?
Negative Positive
Yes No
Do you want to respond?
No Response
No
Yes
Take reasonable action to fix issue and let
customer know action taken
Are the facts correct? Gently correct the facts
No
No
No
Yes
Are the facts correct?
Does customer need/deserve more info?
Yes
Explain what is being done to correct the
issue.
Yes
Is the problem being fixed?
Yes
Let post stand and monitor
No
Yes
No Yes
Yes
Assess the message
"Social Strategy: Getting Your Company Ready", Altimeter, 2010. http://slidesha.re/LehwYd
Have a Triage Plan
Comment
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Strategic Framework for Success
According to a report published by Digital Buzz Blog, 60% of employees would like to get help from employer to share relevant content.
Source: http://www.edelmandigital.com/2011/12/19/social-media-trends-2012/
Empower Employees with Social Media Guidelines
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Strategic Framework for Success
Educate and Coach
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Thank You
Monday, June 11, 2012 Claire Flanagan Director, Social Business & Community Strategy Twitter @cflanagan Patricia Brown Director, Digital Content Strategy @PattyDBrown
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References
1. Gartner Predicts 2010, “Social Software Is an Enterprise Reality”, December 2009 http://bit.ly/LBPl5H 2. "What is Social Business", Social Business Forum, 2012. http://bit.ly/LstTSJ 3. “Business, Social Business and Beyond…”, Brian Sommer, Zdnet http://zd.net/MfUKlG 4. Social Business Eco-System Market / Enterprise courtesy with permission @BillJohnston, Dell. 5. McKinsey & Company, “The rise of the networked enterprise, Web 2.0 finds its payday.” Survey of 4,394 executives. December 2010,
http://bit.ly/L3zChw 6. Social Media Stats http://bit.ly/JErF3z 7. "IBM Study: If You Don't Have a Social CEO, You're Going to be Less Competitive", Mark Fidelman, Forbes, May 22, 2012. http://onforb.es/L3yvKN
and http://ibm.co/KiC71O 8. Rise of Social Commerce", Lora Cecere, Jeremiah Owyang, Altimeter Group, Feb 3, 2010 http://slidesha.re/gzAn94 9. “Framework and Matrix: The Five Ways Companies Organize for Social Business", Jeremiah Owyang http://bit.ly/fclPZv 10. "Social Strategy: Getting Your Company Ready", Altimeter, 2010. http://slidesha.re/LehwYd 11. "Six Social Media Trends for 2012", David Armano, Edelman Digital, Dec 2011. http://bit.ly/KmbNn3 12. "Social-networking tools fuel business", Washington Technology, June 2009. http://bit.ly/xy3Vuw 13. “Getting social: CSC Australia”, CIO Magazine, Sept 2009. 14. “Community Management: Essential Capability”, Dion Hinchcliffe, ZDNet, Sept 2009. http://blogs.zdnet.com/Hinchcliffe/?p=913 15. “CSC Recognized for Social Business Achievements”, CSC News Room, Jan 2010. http://bit.ly/yOkfPe 16. “CSC CRM Watchlist 2012 Winner” , Paul Greenberg, Jan ‘12. http://zd.net/KDOqnR