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From BRICKS TO CLICKS
Housing GOes Digital
Anne Mc Crossan
Visceral Business
© 2013 Visceral Business Ltd.
© 2012 Visceral Business Ltd. December 2012.
from bricks to clicks - housing goes digital
www.visceralbusiness.com© 2013 Visceral Business Ltd.
SOCIAL media & BUSINESS PERSPECTIVES
The web is us. The net worth is in the network.
NETWORKEDNETWORKED1
SEAMLESSSEAMLESS2
No structural barriers.
OPENOPEN3
Digital tracking, social engagement and consensus, led by users.
COMPELLING4 COMPELLING
Don’t be dull or merely important. Content is integrated, experience is remarkable.
Purpose Beyond Profit5 Purpose Beyond Profit
Digital functionality and utility raise the bar and provide multidimensional value.
The key commercial differentiating advantage of the web is it’s porous.
The genetic code of ‘visceral’ business.
© 2012 Visceral Business Ltd. December 2012.
from bricks to clicks - housing goes digital
VisionPurpose
Values
StRAtegy
ASSETS
EXPERIENCE
REPUTATION
www.visceralbusiness.com© 2013 Visceral Business Ltd.
How can the housing sector make the best of and measure digital media and social business?
SOCIAL media & BUSINESS PERSPECTIVES
THE BRAND
© 2012 Visceral Business Ltd. December 2012.
www.visceralbusiness.com© 2013 Visceral Business Ltd.
SOCIAL media & BUSINESS PERSPECTIVES
© 2012 Visceral Business Ltd. December 2012.
ASSESSing THE IMPACT OF digital and SOCIAL MEDIA
www.visceralbusiness.com© 2013 Visceral Business Ltd.
GREATer UTILity
more PERSONAlity
‘High Tech’
‘High Touch’
SOCIAL media & BUSINESS PERSPECTIVES
© 2012 Visceral Business Ltd. December 2012.
www.visceralbusiness.com© 2013 Visceral Business Ltd.
SOCIAL media & BUSINESS PERSPECTIVES
1. Greater utility Social media delivers - reduced costs of transaction - increased networked productivity - has the power to reduce costs and improve processes using insights and data metrics - has the power to generate management innovations, powered by changes in the sector
ASSESSing THE IMPACT OF digital and SOCIAL MEDIA
© 2012 Visceral Business Ltd. December 2012.
www.visceralbusiness.com© 2013 Visceral Business Ltd.
SOCIAL media & BUSINESS PERSPECTIVES
2. More personality Social business is human business - the reputations of your people matter as much as your brand - communication is now also conversation - inbound information flows can inform business development - the content matrix needs to adjust - new leadership styles are open and collaborative
ASSESSing THE IMPACT OF digital and SOCIAL MEDIA
© 2012 Visceral Business Ltd. December 2012.
www.visceralbusiness.com© 2013 Visceral Business Ltd.
SOCIAL media & BUSINESS PERSPECTIVES
© 2012 Visceral Business Ltd. December 2012.
www.visceralbusiness.com© 2013 Visceral Business Ltd.
SOCIAL media & BUSINESS PERSPECTIVES
IDEAS THAT SPREAD, WIN
SETH GODIN RICHARD BRANSON
social brand Architecture emerges
© 2012 Visceral Business Ltd. December 2012.
www.visceralbusiness.com© 2013 Visceral Business Ltd.
SOCIAL media & BUSINESS PERSPECTIVES
CHANGING RELATIONSHIP BETWEEN INDUSTRIALISASTION AND CAPITALISation
The connection economyPowered bystuff that moves people.
© 2012 Visceral Business Ltd. December 2012.
www.visceralbusiness.com© 2013 Visceral Business Ltd.
SOCIAL media & BUSINESS PERSPECTIVES
DETERMINING WHAT YOU CONNECT AROUND
Who you are&
What you do
Products&
ServicesSkills
&Approach
Values, Culture
&Personality
Mission&
Cause
Industrial SOCIALcommercial
2
3 4
5
Tangible assets Intangible assets
1
© 2012 Visceral Business Ltd. December 2012.
CURRENT SOCIAL MEDIA PRACTICE
@BromfordGroup @BromfordLiving @BromfordHousing @BromfordSupport
Bromford Group has developed a coherent social brand architecture. This is just one type of strategy, there are others. All need to be able to meet bespoke business objectives and be part of a joined-up brand experience that works effectively across digital and social media marketing and offline.
www.visceralbusiness.com© 2013 Visceral Business Ltd.
SOCIAL media & BUSINESS PERSPECTIVES
© 2012 Visceral Business Ltd. December 2012.
The 2012 CONNECTED HOUSING INDEX
RankTotalScoreOrganisation
520
508
507
475
463
463
462
450
446
443
440
=15
17
=18
=18
20
436
416
406
394
394
391
14 429
439
416=15
1 - 20
OnlineFinancial
OnlineMaintenance
OnlineFeedback
OnlineProperty
1
2
3
4
= 5
= 5
7
8
9
10
11
12
13
Facebook GrowthRank
FacebookLikesRank
TwitterFollowers
Rank
30
49
36
28
5
24
48
20
52
30
OutreachInfluence
Rank
LinkedInFollowers
Rank
TwitterGrowthRank
TwitterStrength
Rank
12 40 - 16 15 3
19 28 19 28 - 50
- 58 40 83 66 70
26 38 85 44 20 15
- 6 - - 3 7
1 9 33 82 11 46
5 26 - 72 17 6
23 33 43 30 30 51
33 80 - 3 32 10
65 - 18 53 43 2 14
31 11 73 74 37 13
8 25 8 - - 50 5
23 - 24 84 55 26 21
21 22 46 96 41 51 27
2 43 2 50 98 23 2
49 28 7 46 100 9 26
33 17 - - 14 4 71
1 50 1 67 - 38 1
19 11 4 64 - 76 31
15 29 27 - - 48 24
© 2013 Visceral Business Ltd. www.visceralbusiness.com
223 The average number of ‘Likes’ an Housing Association has on Facebook. For charities it’s closer to 20,000. 989
The average number of Twitter ‘followers’ a Housing Association has. There are two distinct groups in the charity sector - those with 5,000 -10,000 followers while bigger charities have on average 25,000-50,000 followers.
© 2012 Visceral Business Ltd. December 2012.
www.visceralbusiness.com© 2013 Visceral Business Ltd.
SOCIAL media & BUSINESS PERSPECTIVES
Housing
Charity
Retail
LocalGov
Finance
Travel
Utilities
Sport
Digital Utility
Social Personality
© 2012 Visceral Business Ltd. December 2012.+50 0 +50+75 +25+100 +25 +75 +100
Money strength Brand strength
Social followers
Social leaders
2011 VISCERAL BUSINESS SOCIAL CHARITY INDEX
www.visceralbusiness.com
SOCIAL media & BUSINESS PERSPECTIVES
© 2012 Visceral Business Ltd. December 2012.
BUSINESS REDEFINED An integrated approach to social business value creation
•Reduce cycle for product development
•Capitalise on innovative approaches, improve differentiation
•Improve company processes
•Reduce waste across the organisation
•Eliminate operational blind spots
• Improve communications and marketing effectiveness, lower cost of sales
• Increase return on company assets
•Improve supporter services
•Find unmet user needs
•More accurate data
•Enhance interactions
•Share best practices
•Provide users with better information
•Grow engagement in the community
•Develop self-supporting communities
•Retain best users
•Reduce labour time
•Improve reputation
•Current advocates do more
•Develop skills and competencies
•Develop talent
•Improve brand awareness
•Strengthen culture
•Enable employees and users to represent the organisation
•Acquire new partners
1. Internal networks and communities
2. Communities of interest, local groups
3. External audiences
Stakeholder valueOperating efficiency/ excellence
People and culture
In a recent Altimeter Report, 56% percent of brands and agencies surveyed reported ‘an inability to tie social media to business outcomes’. Only 30% of organisations claim to be ‘very effective or extremely effective’ at connecting social media to revenue generation.
We benchmark our work against key metrics - internally, across communities of interest and networked partnerships and with external audiencesthrough mainstream social networks - that we’ll decide with you. In this way we can help you improve operating efficiency and excellence, increasestakeholder value and strengthen the social capital value of your people and culture.
www.visceralbusiness.com© 2013 Visceral Business Ltd.
SOCIAL media & BUSINESS PERSPECTIVES
© 2012 Visceral Business Ltd. December 2012.
www.visceralbusiness.com© 2013 Visceral Business Ltd.
SOCIAL media & BUSINESS PERSPECTIVES
SOCIAL BUSINESS IS REDEFINING ORGANISATION AND ENGAGEMENT BEYOND MARKETING
So how can the Housing sectoradapt and developto the opportunitiesas businesses and for its users?
© 2012 Visceral Business Ltd. December 2012.
THE 2012 CONNECTED HOUSING STUDY - MAIN FINDINGS
• Still at an early stage, insights and best practices are only just emerging.
• Activity is more tactical than strategic and mainly on Facebook and Twitter.
• Housing Associations aren’t yet fully adapting their brands to suit social media.
• Low levels of engagement for the sector overall, compared to some others.
• Developing greater utility and content is key - shift to storytelling and, on a very practical level, to creating better experiences.
• The next stage of evolution involves going beyond media to integrated organisational practice.
www.visceralbusiness.com© 2013 Visceral Business Ltd.
SOCIAL media & BUSINESS PERSPECTIVES
© 2013 Visceral Business Ltd.
SOCIAL media & BUSINESS PERSPECTIVES
© 2012 Visceral Business Ltd. December 2012.
www.visceralbusiness.com© 2013 Visceral Business Ltd.
SOCIAL media & BUSINESS PERSPECTIVES
NEW BUSINESSMODELS
NEW SKILLS
10101011010101
ASSESSing THE IMPACT OF digital and SOCIAL MEDIA
© 2012 Visceral Business Ltd. December 2012.
www.visceralbusiness.com© 2013 Visceral Business Ltd.
SOCIAL media & BUSINESS PERSPECTIVES
CHANGING RELATIONSHIP BETWEEN THE INDIVIDUAL AND THE CORPORATion
SALES & MARKETING
HR
JOINT PARTNERSHIPS
management
ASSESSing THE IMPACT OF digital and SOCIAL MEDIA
© 2012 Visceral Business Ltd. December 2012.
www.visceralbusiness.com© 2013 Visceral Business Ltd.
SOCIAL media & BUSINESS PERSPECTIVES
IMPRESSIONSMonthly uniques
Spreading the messageLIKES & +1’s
SUBSCRIBErSDeveloping continuous
engagement
ADVOCATESNurturing social talent through conversation
PARTICIPAntsEndorsing involvement
and contribution
INFLUENCErSSwitching on the people
power of the social brand
PARTNERSCreating the networked and
connected organisation
Your top
THE POWER OF PULL
© 2013 Visceral Business Ltd. www.visceralbusiness.com
2011 VISCERAL BUSINESS SOCIAL CHARITY INDEX
© 2012 Visceral Business Ltd. December 2012.
• Are you listening?
• Who’s connected?
• What’s the best platform strategy?
• What have you got to say?
• How are you going to say it?
• Who else can be part of the conversation?
• How can people connect with you?
7 THINGS TO DEVELOP
© 2013 Visceral Business Ltd.
SOCIAL media & BUSINESS PERSPECTIVES
www.visceralbusiness.com
© 2012 Visceral Business Ltd. December 2012.
MORE THAN THE SUM OF THE PARTS
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MARKET RENTAL
SHAREDOWNERSHIP
PRIVATE SALE
STUDENTLIVING
KEYWORKERHOUSING
‘social’housing
LocalAuthorities
PLANNERS
HIGHEREDUCATION
buildingtrades
CENTRALGOVERNMENT
HOSPITALTRUSTS
DEVELOPERS
B2C
B2CYOUR
HOUSINGASSOCIATION
www.visceralbusiness.com© 2013 Visceral Business Ltd.
SOCIAL media & BUSINESS PERSPECTIVES
Meeting needs
Fulfilling desires
© 2012 Visceral Business Ltd. December 2012.
BUSINESS REDEFINED An integrated approach to social business value creation
www.visceralbusiness.com© 2013 Visceral Business Ltd.
SOCIAL media & BUSINESS PERSPECTIVES
© 2012 Visceral Business Ltd. December 2012.
• New scope for brand positioning, development and engagement.
• There are untapped benefits in establishing online communities.
• Find and develop leadership opportunities, wherever they are.
• Handle objections and develop insight in open space.
• Integrated communications connecting the dots across media.
• Management and cultural innovation.
• Search makes management go full circle, iterative development.
Next Steps
© 2013 Visceral Business Ltd.
SOCIAL media & BUSINESS PERSPECTIVES
www.visceralbusiness.com
© 2012 Visceral Business Ltd. December 2012.
www.visceralbusiness.com
@ANNEMCX
@VISCERALBIZ
THE 2012 CONNECTED HOUSING REPORT
FREE TO DOWNLOAD from
www.VISCERALBUSINESS.COM
BE PART OF THE 2013 CONNECTED HOUSING STUDYCONNECT WITh US
© 2013 Visceral Business Ltd.
THANK YOU
SOCIAL media & BUSINESS PERSPECTIVES
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