brian solis - the end of business as usual
TRANSCRIPT
Brian Solis@briansolis
Digital Darwinism is the evolution of
consumer behavior when society &
technology evolve faster than your ability
to adapt
This is a time for introspection…for reflection. It’s time to lead and not follow. But to do so requires you to think outside of the traditional use cases. Instead…Think.Like.The.Customer
Traditional ConsumerDigital Consumer
CONNECTED CONSUMER
Employee and customer behavior & expectations are evolving. They expect to engage in new channels…their way.
You are now marketing to an audience with an audience of audiences - Strategies must engage and trigger the social effect
Connected Consumers see the world differently. They’re “always on” and that can work for and against you. The secret is to…See the world through the eyes of your customers.
Awareness
Interest
Evaluation
Decision
Action
Referral
Loyalty
Consumer Attention
The Customer Decision Journey 1.0
WITHOUT AWARENESSTHERE CAN BE NOCONSIDERATION
Gen-C takes to their social graph to make decisions with a little help from their friends
A social consumer hierarchy is emerging and connected customers are being incentivized to spark word of mouth and influence friends. A social consumer hierarchy is emerging.
Mobile engagement introduces opportunities to connect with customers and guide digital experiences optimized for devices and platforms
“Tweet Your Way to Savings!” American Express encourages group buying by activating the power of the crowds through co-branding and gamification in social networks
Customers shop for the best deal and advice. They will abandon the transaction if you don’t engage – at the right time.
1. Best price2. Information3. Peer reviews4. Experiences 5. Ideas6. Support7. Direction
Facebook friends go with you online & offline. Tying together the digital & real world is something that Gen-C “Likes!”
The connected customer sees the world differently, uniting the online and offline world for others to see & experience
Consumers split their attention between the destination web & activity streams. To connect requires an engaged approach.
Online behavior is changing: Attention moves to a “social” dashboard
Red = where users looked the mostYellow = indicate fewer viewsBlue = least viewedGray = didn’t attract any fixations Green = boxes drawn on top of the images after the study to highlight the advertisements
The fight for audience2 attention takes place where attention is focused
New campaigns and content must reach people where their attention is focused and how they consume and share information
The “customer voice” is expressed through shared experiences and must be co-created.
Without design or engagement, the collective of customer experiences become the “brand” for connected customers.
Whether we like it or not, customers contribute to the state of our brand simply by sharing their experiences.This is where co-creation begins…
The last mile of experiences is paved through engagement and you are its engineer
Anti- Social Business
Representative Customer
Engagement Elements
Customer Engagement
Brand Experience
#INNOVATEORDIE
The
EXPERIENCELayer
Connected consumerism is linked through share experiences. These experiences require design.
By design, businesses are optimized to work in groups and collaborate in the matrix. When it comes to co-creation we first ask, “What’s the ROI?” #FAIL
43% block access to social networking sites*
The Internal/External Social disconnect
Note: n = 521. “Not sure” responses were excluded from this analysis. *Society for Human Resource Management Survey, November, 2011
Note: n = 475. “Not sure” responses were excluded from this analysis.
Discouraging internal usage, promoting externally
Yet 68% of companies surveyed in the same study indicate they utilize social media to engage external audiences. Why the disconnect?
*Society for Human Resource Management Survey, November, 2011
Invest in a culture of innovation & co-creation
Over 40 percent of the companies that were at the top of the Fortune 500 in 2000 were no longer there in 2010
People are more comfortable with how things are than how they could be.
the top 5 reasons for transformation1. A new audience of connected customers is emerging, and they
are becoming more influential than your business.
2. Social platforms create new touchpoints and expectations.
3. The roles of the customer (and employees) are greater than the reach of marketing, co-creation is the DNA of engaged and adaptive businesses.
4. Without co-creation, customer activity and shared experiences steers conversations, impressions and activity without you.
5. Co-creation improves products and services, builds trust, and says to the world, “we’re listening…we’re improving…thank you.”
"We're finally tapping into the knowledge housed in the world’s greatest operating system in the world—the web—and unleashing the potential of billions of creative minds to work together in ways we’ve never seen before.”
— Michael Dell
We’ve arrived at a crossroads and we need to make a decision on our role driving change within the organization
Social Media Expert Change
Agent
@briansolis
Go your own way, We will follow…
The “boundaryless organization” brings people together…whether it’s employees, customers or
other stakeholders
A customer-centric business focuses on process, employees, philosophy and experiences.
Co-creation platforms are enablers of customer and employee-centric strategies that is driven by desired outcomes.
Company
WORK
illingness
pen
oadsey
to
new
is
Decision Maker
Influencer
CustomerAdvocate
Adversary
IdeaGenerator
AdvisorPeer
The roles of the social consumer
Enterprise social networking is more than “Facebook behind the firewall.”
It takes 1) Purpose, 2) Design, 3) Resolve & 4) Reward
What are we solving for?
Customer centricity begins with an idea on how to improve something that may not “be broken”
six qualities that define engagement
The Pillars of a Collaborative BusinessConsumers cited "feeling valued" as the most important element of brand engagement
The Future of iCommerce is the Digital Experience
Starbucks moved an executive from its Digital Ventures team to lead the new role of Chief Digital Officer. Starbucks is investing in the #digitalexperience. The CDO controls web, mobile, social media, digital marketing, Starbucks Card and loyalty, e-commerce, Wi-Fi, Starbucks Digital Network, and emerging in-store technologies.
“There’s been such a seismic shift that we needed to pull it all [digital] together and make it a priority.”
— Adam Brotman, Starbucks CDO
It’s time to change. But change is not the goal.
The goal is to improve customers experiences and relationships…
Do this again and again until it becomes a way of business.
The 10 Steps for Transformation
Become the Champion:
Find the courage to take the first steps…then prepare to make the business case for experimentation.
1
This is your time…Fear, risk, and uncertainty are off the table. Your work is an investment in creating a test and learn culture.
The key is not to be afraid. The worst mistake you can make is to not try. This is your time to use your voice. We would love to be in a position to have to say no to too many ideas- Management
Run an internal audit for capabilities, opportunities, and needs.
Assess the roadblocks, hurdles and other champions.
Identify your internal stakeholders and start the process of earning buy-in.
2
Understand customer behaviors, needs, and opportunities. Create a short list of engagement initiatives to engage them. The platform and the process – should fit the objective, not the other way around.
3
Scope and Metrics:
Bring customers into your organization one project at a time…
Understand that where you are and where you could be with customer engagement today and co-creation tomorrow. Pick a pilot program that can demonstrate value.
Begin with the end in mind…define what success looks like now.
4
Information commerce must be focused on high-impact areas to learn and prove value
Co-Creation
Research and
Development
Collective Intelligence/Predication
Co-creation/
Open Innovation
Creative, Design
Refinement
Transparency
Problem Solving
Platform Selection:
There’s a difference between Enterprise Social Networking and co-creation. Pick the right platform based on objectives and customer expectations.
AND define success before you begin.
5
Community Management/Rules of Engagement:
Define how best to approach customers, employees, suppliers, and any other stakeholders that can offer valuable insight.
Determine if the program is private or public.
Define roles and responsibilities.
Define a listening framework and a conversational workflow.
Document new processes.
6
Transparency:
Transparency is critical. Set clear expectations and give feedback to your community: how will you act upon input? For example, will an idea with many positive votes be implemented? If not, why not? (e.g. not feasible?) If so, how and when?
7
Identify patterns and trends in stakeholder input. Depending on the forum, they can do this for you through collaboration, debate, and voting.
8
Reward users for participation, not with dollars or discounts, but with badges, points, and other forms of acknowledgement.
9
Become the change you want to see…
Create an Innovation Center of Excellence and lead a culture of innovation based on proven process and results.
Introduce a co-creation playbook that 1) communicates best practices, 2) shows how to launch co-creation programs, and 3) offers training and support.
10
This is the time of risk takers and visionaries. Those who see what others don’t and those who
will do what others won’t
Brian Solis
briansolis.com
Twitter: @briansolis
For more information & to buy the
books,
please visit:
http://bit.ly/EndofBusiness
http://bit.ly/engage2
Connected consumers want a “magical” and frictionless experience
Deals are part of the commerce ecosystem, but personalization, gamification, rewards and personalized incentives will help trigger buys and shares. Design meaningful experiences that outpace fatigue.
Apps “know” when consumers are in store to deliver a personalized experience and reward them for engagement.
“as we’re all learning, social networks can do more than simply play a role in just connecting friends, family and co-workers for meaningless banter or pleasant distractions.”
@briansolis
Reality Check: An Undercurrent of Concern
Businesses struggle to sustain value creation and adoption of ESNs. Most organizations see one or more of the following 5 scenarios:
1. An initial enthusiasm and usage followed by slow decline.
2. Only one department strongly adopts the ESN.
3. Culture confusion and lack of executive engagement stymied growth from the start.
4. Lack of social business maturity.
5. Platform Proliferation” = another “thing we have to do”
Businesses must think through what success looks like and they must do so looking beyond the competition
Corporate Social
Local Community Manager
Mention
Marketing Intern
Qualified engagement Requires Attention Read only
Monitor for response
Acknowledge or Express gratitude
Positive
Negative
EngagementCommunity
Mgr Engagement
Urgent
Escalate 2Corporate
SocialExecutive
Review
Manager Review
cc: VPs/Directors
Corp Comm Escalate 1
Conversational Workflow
It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change.
customers don’t really know what they want, but they know when they see it…
Before we can innovate externally, we have to innovate within
Social networks permeated the enterprise from the outside in. Because people use these
networks in real life, how they communicate, learn, and share is evolving beyond traditional
enterprise tools in play today. Engagement is at risk of decay.
Employees and customers “are” already social
As social media becomes part of the everyday lifestyle of connected employees, a new genre of engagement is required to foster co-creation and innovation
Have a grand vision for how you co-creation, but start small to test and learn.
@briansolis