smart business, social business: a playbook for social media in your organization

SMART BUSINESS, SOCIAL BUSINESSMichael BritoSenior Vice President, Social Business PlanningEdelman DigitalMobile: (415) 871 – 5165Email: [email protected]: @Britopian

H T T P : / / T H E S O C I A L B U S I N E S S B O O K . C O M

100% of all book royalties are being donated to Not For Sale

THE EVOLUTION OF SOCIAL BUSINESS

SOCIAL CUSTOMER

• Technology Innovation gives customers a voice

• They are Influential• Amplified voice across the

social web • Google indexing critical

conversations about companies• Social Customers are trusted

amongst their peers as influence grows

SOCIAL BRAND

SOCIAL BUSINESS

• Companies and brands join Twitter, Facebook and create corporate blogs

• Engage with the social customer in various channels

• Social Media teams are forming slowly

• Small budgets are allocated on a project basis to social media engagement and community building

• Organizations begin humanizing business operations

• Organizational models are formed to include social media

• Organizational silos are torn down between internal teams

• Governance models and social media policies are created

• Social becomes an essential attribute of organizational culture

1995 to present

2003 to present

2008 to presentTHE EVOLUTION OF SOCIAL BUSINESS

The social customer is gaining influence everyday and their voice is amplified via the social web .. says @britopian

…tweetable moment


HOW DOES THE SOCIAL CUSTOMER BEHAVE?

Product Discovery

• Active on Google, research products before purchase

Social Participation

• Fans, followers, likes and RSS subscribers

Sharing Content

• Engaging with a brand in a two way dialogue, not just consuming content but creating content

Brand Advocacy

• Discuss the brand within their own micro communities, without hesitation or the need for incentives

The social customer participates a variety of different ways; brands need to be omnipresent and engage with them @britopian

…tweetable moment


2011 GLOBAL SNAPHOT OF THE SOCIAL CUSTOMER

EUROPE (EMEA)31% comment on blogs27% comment in forums20% uploaded a video online39% uploaded a photo online63% watch a video online13% actively blog

LATIN AMERICA49% comment on blogs35% comment in forums41% uploaded a video online56% uploaded a photo online74% watch a video online27% actively blog

ASIA PACIFIC42% comment on blogs43% comment in forums29% uploaded a video online50% uploaded a photo online65% watch a video online37% actively blog

Marketers should consider more than just Facebook and Twitter; there are other networks too says @britopian

…tweetable moment


THE NEW PURCHASE FUNNEL

• A brand should build relationships with the social customer on order to drive advocacy

• Advocates talk about the brand, even when the brand isn’t listening

• Advocates are trusted among their peers and within their micro communities

• Advocates are aiding and influencing others down the purchase funnel

• The reach of one advocate is minimal; as an aggregate, the total reach can make a strong business impact

Advocates aid & influencers their communities through the purchase funnel and don’t need incentives to engage says @britopian

…tweetable moment


DEFINING A SOCIAL BRAND

“When a product, brand, organization uses Twitter, Facebook, blogs, Google+ or any other social technology to connect with the social customer and/or its constituencies.

A social brand is any organization that uses social technologies to engage with the social customer says @britopian

…tweetable moment


ORGANIZATIONS FOCUSING ON INTERNAL DYNAMICS

• The social brand has caused chaos and organizational anarchy in many companies today

• Employees are running wild on the intrawebs with little to no guidance, direction or governance

• Different geographies and business units are creating social communities externally and not sharing or communicating internally

The social brand has caused chaos for many companies today; now they are focusing on changing internally @britopian

…tweetable moment


USHERING IN SOCIAL BUSINESS

• A social business is built upon three pillars – people, process and technology

• Change management and culture change is essential in order for genuine social business transformation to occur

• Organizations cannot have effective external conversations with customers unless they can have effective, internal conversations with each other first

A social business is built upon 3 pillars – people, process and technology says @britopian #socialbiz

…tweetable moment


UNDERSTANDING THE DIFFERENCE

SOCIAL BRAND SOCIAL BUSINESS

External Communications Operations & Change Management (internal)

Usually owned and driven by marketing or corporate communications

Business leaders, employees in every job function across the organization and in every geography

Engagement with the social customer and within the external community like blogs, Twitter and Facebook

Engagement with internal teams and channel partners at every level within the organization

Measurement: clicks, impressions, engagement, likes, comments, web traffic, etc.

Measurement: employee participation, # of employees trained, process efficiencies, etc.

Budget allocated to support external facing objectives like agency support, Facebook applications, social ads

Budget allocated towards “consultative” agencies, internal social technologies, training and change management initiatives

Little to no internal collaboration to be somewhat effective Collaboration is imperative to the success of social business transformation

Difficulty level is easy Difficulty level is hard, very hard

A social brand focuses on external communications w/the social customer. Social business focuses on the internal says @britopian

…tweetable moment


COMMON ORGANIZATIONAL MODELS - CENTRALIZED

• In a centralized organizational model, the “social media” job function is usually owned by corporate communications

• Little to no collaboration between corp com and other marketing organizations and business units

• Organizational Silos dominate

• No social media policies that empower employees to engage externally

@britopian says that centralized social organizations are surrounded by silos that prevent knowledge sharing and communication

…tweetable moment


COMMON ORGANIZATIONAL MODELS - DECENTRALIZED

• In a decentralized organizational model, the “social media” job function is scattered – everyone is doing it

• Many decentralized organizations are a natural result of silos

• Little to no collaboration or best practice sharing is happening

• Loose social media policies exist but rarely enforced

• Confusion about roles and responsibilities and conflict about “who owns” social media

Social media was bred out of decentralized social organizations i.e. Product groups engaging with the social customer @britopian

…tweetable moment


FULLY COLLABORATIVE SOCIAL BUSINESS MODEL

• A governing body, usually a “Center of Excellence” exists that is responsible for governance and strategic insights

• Responsible for sharing best practices and technology recommendations with regions and other business units

• Geographies and business units will execute external social media programs

A fully collaborative social business is usually driven by a social media “center of excellence” says @britopian

…tweetable moment


FROM CHAOS TO GOVERNANCE

GOVERNANCE DOCUMENT BEHAVIORS/DETAILS

Social Media Policy (Legal Document)

• Full disclosure within social media channels• What can and cannot be shared online i.e. anything confidential, financial or operational

results, forecasts, or personal information about others• Do not post anything that is defamatory, harassing, an invasion of privacy or in violation of

any applicable law or enterprise policy, including the Company’s Code of Business Conduct and Ethics

• Employees are accountable for their actions. They are personally responsible for what they share.

Social Media Guidelines • Guidelines include “rules of engagement” and “how to act”• Be professional, courteous, respectful to others, transparent• Only write/blog/tweet about what you know

Moderation Guidelines • Usually addresses the organization’s moderation policy for communities and Facebook• Post moderation – content is approved immediately and checked later• Pre moderation – content has to get approved before going live

Governance is the key to success for social business transformation; it builds intelligence and process @britopian

…tweetable moment


FROM CHAOS TO GOVERNANCE

GOVERNANCE DOCUMENT BEHAVIORS/DETAILS

Global or Business Unit Expansion into Social

• A process for geographies or business units that want to create an external presence on Twitter, Facebook or other social network

• Usually a “center of excellence” or social media committee will have to approve and require the region or business unit to present a plan of action that addresses the following:

What is the content strategy? Is there a community manager ready to engage? What is the moderation and/or escalation policy?

New Social Media Practitioner • Usually addresses a process for new employees that want to engage and talk about the brand within their own social networks

Training • A training program that outlines very specific curriculum and what the organizational expectations are once an employee becomes a social media practitioner

Creating a learning organization will help companies become more open and intelligent – necessary for social business says @britopian

…tweetable moment


CREATE A PARTICIPATORY LEARNING ORGANIZATION


WHITE BELTAwareness & Engagement

BLUE BELTFluency & Participation

BLACK BELTExpertise & Ownership

Training Curriculum

• Basics of Social Media (i.e. overview of blogging

• Overview of owned media channels to include enterprise communities, blogs, Facebook and Twitter accounts

• Policies & Guidelines• Simple Escalation process

Additional Material

• Desktop Conversational Guide• Links to owned media social media

channels.• List of industry influencers

INTERNAL

EXTERNAL

Organizational Expectations

• Research & monitoring• Listening to owned media channels• Escalate conversations to others

Internal Metrics: numbers of employees trained :: number of employees blogging internally

Training Curriculum

• Basics of Community Engagement• Listening & Monitoring Tools and Apps• Intended Uses of Social Media• Engagement Model & Escalation

Process• Metrics Overview

Additional Material

• Desktop Conversational Guide• Links to owned media social media

channels• List of industry influencers• Social Post Suggestions

External Metrics: share of voice :: community growth :: aggregated reach and impressions :: number of customer problems solved


• Frequent tweeting and retweeting; responding to comments on/off of enterprise owned media channels

• Responding to customer support issues and escalating to appropriate channels

• Basic community management

• Advanced tactics of Community Engagement and Management

• Leveraging search to create social content for blogs

• Metrics deep dive – understanding metrics and making data driven decisions

• Advanced training on social tools and technologies like Radian6, Meltwater Buzz, Sprinklr, Shoutlet, CoTweet, and other publishing/listening platforms

• Train the trainer

Training Curriculum

• Frequent blogging, tweeting and responding to comments on/off of enterprise owned media channels

• Solving customer support issues on and off enterprise owned media channels

• Mentoring and training white and blue belts; team brown bags

• Speaking at conferences• Participate in and attend bi-weekly social

media integrations forums


From participation to complete ownership

ESTABLISHING A MEASUREMENT FRAMEWORK

• Establishing a measurement framework is more about ensuring that all stakeholders agree on social media measurement; and that its measured consistently across the organization.

Financial Impact Metrics

ROI These metrics measure the amount of money invested on a program or initiative and the amount of money received from that same program.

Paid, Earned, Owned Media Value

Paid, earned, and owned media value is defined as the monetary value of impressions delivered from different marketing channels and assigning an equivalent cost per thousand impressions (CPM) that a company is willing to pay (or has paid) for those impressions.

Purchase Funnel Metrics

Specific metrics can be defined at each phase of the purchase funnel – Awareness, Consideration, Preference, Purchase, Advocacy. One example is:• Awareness = Total ads served or impressions• Consideration = Total clicks on ad• Preference = Number of users who engaged with branded content, blog comments• Purchase = Number of users who purchased • Advocacy = Number of users who joined a community

Non-Financial Impact Metrics

Community Health - Growth

• Community membership & MTM growth• Content views and downloads• Content or channel RSS subscriptions• Unique visitors and page views

Community Health - Membership

• Customer retention• Customer satisfaction scores (CSAT)• Customer loyalty scores• Overall sentiment within the community

Community Health – Engagement

• Likes, shares, and comments• Twitter @replies and @mentions, Lists• YouTube comments and embeds• Blog comments

Share of Voice & Sentiment

Share of voice is a company or product’s conversational weightexpressed as a percentage of a defined total market.

Sentiment is the context of the conversations. It’s usually categorized as positive, negative, or neutral.

It’s less about how to measure social media; more about ensuring that everyone is consistent says @britopian

…tweetable moment

15 INDICATORS OF SOCIAL BUSINESS TRANSFORMATION

1. Organizational leadership mandating that internal teams collaborate across functional business units, geographies, product teams and channel partners

2. CEO and/or executive teams using social technologies to communicate externally and encouraging employees to do the same

3. Social Media “Center of Excellence” teams and Social Organization Models forming

4. Global/functional teams sharing best practices frequently; organizational silos die

5. Social behaviors become engrained in the everyday fabric of employees’ workflow

6. Social business becomes a consistent line item in marketing, operations and IT budgets

7. Human Resources adds “social media” in job descriptions and employees are held accountable to participate

PeopleOne indicator of social business transformation is a consistent budget line item for social media says @britopian

…tweetable moment



8. Governance models created, published and shared across the organization i.e. process for new employees to be trained to be social media practitioners, escalation processes, etc.

9. Social Media Policies and guidelines co-created by senior management and employees

10. Consistent social media measurement framework agreed upon and used to measure both internal and external social initiatives

11. Workflows created that collect external customer feedback and filtered back to the product organizations

ProcessOne indicator of social business transformation are co-created social media policies and guidelines says @britopian

…tweetable moment



12. Internal communities and collaboration systems deployed and being used across functional business units – sales, marketing, customer support, supply chain management

13. Collaboration happens within internal communities more so than in email or conference calls

14. Social CRM capabilities, applications and systems become a priority in management and deployment

15. IT loosens up firewall restrictions (bandwidth, IP blocking) of social media usage from behind the firewall

TechnologyOne indicator of social business transformation is when collaboration becomes a priority @britopian

…tweetable moment


THE SOCIAL BUSINESS CHANGE AGENT

The social business change agent can be anyone in the organization that is inspiring and drive change @britopian

…tweetable moment


is responsible for … should understand …

educating others about social business including but not limited to senior executives, employees, partners, and customers

social media – in terms of being a necessary imperative for an organization to address and successfully interact with the social customer

facilitating collaboration across job functions, teams, business units and geographies

business basics such as operations, human resources, customers support , finance, etc.

making strategic recommendations on what type(s) of social technologies to deploy

social technologies such as collaboration and community related software applications

creating, distributing and managing various governance models (i.e. social media policies, crisis communications, and feedback workflows)

community management, marketing strategy, measurement i.e. paid, earned and owned media

asking for more budget every quarter the brand, it’s products and services

persuading the c-suite that social business should be a strategic priority and come equipped with case studies and models

the basics of change management, culture, communication, collaboration and employee communications/engagement

demonstrating business value of a social organization how to articulate change to employees at all levels in the organization

100% of all royalties are

being donated to Not For Sale

Campaign!HTTP://WWW.NOTFORSALECAMPAIGN.ORG/