social business planning

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Edelman's approach and methodology for doing business in a connected age.

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  • SOCIAL BUSINESS PLANNING BUILDING AN INTELLIGENT BUSINESS & CONNECTED BRAND David Armano & Mike Kuczkowski Edelman Digital | Edelman ConsulGng
  • THE WORLD HAS CHANGED
  • IN A MULTI-STAKEHOLDER WORLD, PARTICIPATION TRUMPS BROADCASTING Today, 70% OF ALL INFORMATION is created by individuals and the size of the digital universe DOUBLES EVERY TWO YEARS Source: IDC, Digital Universe Study, 2011 3
  • CUSTOMERS CAN BE ADVOCATES For brands today in this fragmented world getting us, as multifacetedpeople, to take action and engage is one of the biggest challengesmarketers face~Christina Smedley, Edelman Global Chair Consumer Marketing 4
  • OR BADVOCATES The first duty of a revolutionary is to get away with it~Abbie Hoffman 5
  • EMPLOYEES ARE AMBASSADORS To succeed with empowered customers, you must empower your employees to solve customer problems ~Josh Berno, Forrester Analyst & Author of Empowered 6
  • INFORMATION HAS BEEN UNLEASHED For the rst Gme, this years Trust Barometer shows that trust and transparency are as important to corporate reputaGon as the quality of products and services ~Edelman Trust Barometer 7
  • MEDIA HAS CHANGED Its esGmated that the combined installed base of smartphones and browser-equipped enhanced phones will surpass 1.82 billion units by 2013, eclipsing the total of 1.78 billion PCs by then. ~eMarketer, Gehng To Know The Mobile PopulaGon 8
  • BUT YOUR BUSINESS HASNT marketing public customer product sales relations service developmentTo stand out in a commoditized market, companies mustunderstand what customers truly value. The only way to do that isto break down the traditional, often entrenched, silos and uniteresources to focus directly on customer needs."~Ranjay Gulati, Harvard Business Review 9
  • SOCIAL is not a silver bullet for business. It just CHANGES THE GAMEagain.
  • CHALLENGES ORGANIZATIONS FACE
  • CHALLENGES: UNCLEAR OBJECTIVES, MEASUREMENT & ROI 12
  • CHALLENGES: UNDERPERFORMING DIGITAL/SOCIAL INITIATIVES Benefits of Social Media have been fully demonstrated by a select few Organizations have unrealistic expectations organizations of social media effectiveness and therefore are unable to harness benefits WE ARE HERE Experienced organizations have realized the difficulties with social media objectives and ROI and have taken new, practical approaches to implementation Based upon the Gartner Hype Cycle13
  • CHALLENGES: MISALIGNED SKILLS & COMPETENCIES marketing14
  • CHALLENGES: LACK OF COORDINATION & INTEGRATION marketingYour marketing department has set up a Facebook page. Your human resources department is thinkingabout using social media as a recruiting tool. Your sales department isnt quite sure how social media candeliver qualified sales leads. Your employees are tweeting away about what theyre doing all day at work.Your IT department is worried about the threat of viruses and malware. Your customer service department isoverwhelmed by the amount of content out there that needs monitoring. Sounds like chaos."~ Veronica Fielding 15
  • CHALLENGES: CLOSED BUSINESS CULTURE A new organizational structure is required to accommodate and benefitfrom the culture of sharing that social media has fueled over the last fouryears. The information flow we all experience daily can no longer beorganized into neat org-chart silos."~Charlene Li, Author of Open Leadership *For an evolved version of this visual concept (in collaboration with Brian Solis), see The End of Business As Usual CLOSED COLLABORATIVE CONNECTED Silos, rigidity & information hoarding vs. Freely sharing information and Connecting internal and external ecosystems/ collaboration knowledge internally while acting more social externally communities for mutual gain16
  • BRANDS MUST BECOME SOCIAL, CONNECTED AND AGILE
  • Social Enterprise + Social Brand = Social Business Initiatives Community Management Customer Service CommunicaJons Crowdsourcing Marketing Campaigns Advocacy Crisis SOCIAL BRAND SOCIAL BUSINESS SOCIAL ENTERPRISE (External) (Internal) Training Process CollaboraJon Organization Models Source: David Armano, Research & Development Edelman 2011, edelmandigital.com Policies & Guidelines Knowledge Sharing Culture Infrastructure18
  • SOCIAL BUSINESS EXTENDS THE ENTERPRISE *Source: McKinsey Quarterly, How social technologies are extending the organization
  • SOCIAL BUSINESS PLANNING DRIVES STRATEGY & EXECUTION INTERNAL + EXTERNAL INITIATIVES SOCIAL BUSINESS PLANNING (people, process, plarorms) SOCIAL/DIGITAL STRATEGY & PROGRAMS (engagement, content, communicaGon, collaboraGon, programs) Source: David Armano, Edelman 2011, edelmandigital.com IMPLEMENTATION & EXECUTION (deployment, maintenance, measurement, renement, integraGon) 20
  • WHY BECOME A SOCIAL BUSINESS?
  • CUSTOMERS HAVE EVOLVED AND SO MUST BUSINESS Move past being a linear process-driven organizationand create a new, dynamic, networked businesses
  • EVERYONE IS AN ACTIVIST 23
  • CRISIS MANAGEMENT IS REAL TIME 24
  • MARKETING IS SOCIAL Energizer is an Edelman Client25
  • IDEAS CAN COME FROM ANYWHERE Starbucks is an Edelman Client26
  • BUSINESS EMBRACES RESPONSIBILITY "Were calling for a business model that decouples growth from environmental impact, and that frankly isnt out there yet, Unilever is an Edelman Client ~Paul Polman, Unilever CEO 27
  • PUBLICS SEEK PURPOSE 86 percent of global consumers believe that business needs toplace at least equal weight on societys interests as on abusiness interests.~Edelman 2010 Good Purpose Study Starbucks is an Edelman Client28
  • BEING SOCIAL WITHIN LEARN ABOUT CO-WORKERS personally and professionallyMINE NETWORKS OF CONTACTS and acquaintances for advice, references and referralsFORM TEAMS, communities or informal groupsCOLLABORATE, DISCUSS AND COMMENT on work productsORGANIZE AND IDENTIFY relevant work within the organizationALERT USERS to relevant information*Source: Gartner, Magic Quadrant for Social Software in the Workplace, 2011 August; Edelman Consulting analysis
  • SOCIAL BUSINESS PLANNING DEFINED
  • SOCIAL BUSINESS PLANNING Social business planning is the blueprint for the transformation of an organizationbridging the external with internal, resulting in a more connected way of doing business which creates shared value for all stakeholders 31
  • EXTEND SOCIAL MEDIA BEYOND MARKETING CORPORATE USAGE %* SOCIAL MEDIA USE DEPARTMENT NOT JUST A MARKETING 96% Advertising/Promotions MARKETING FUNCTION. 88% Public Relations SALES Social media impacts the 75% Customer Service FINANCE

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