social brand to social business for ncmpr conference
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FROM SOCIAL BRAND TO SOCIAL BUSINESSA PLAYBOOK FOR SOCIAL MEDIA IN YOUR ORGANIZATION
MITCH GERMANN| VICE PRESIDENTEDELMAN DIGITAL, SEATTLE | @MCG5 ON TWITTER
MY PERSPECTIVE
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• The high-profile nature of sports teams puts communications under a constant microscope and makes Social Business planning critical for success
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
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HOW DOES THE SOCIAL CUSTOMER BEHAVE?
• The customer journey is dynamic; and always changes• Brands need to have multiple
customer touch points to break through the clutter• Customers need to hear
things 3 – 5 times before the actually believe (Edelman Trust Barometer)
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THE SOCIAL CUSTOMER AND BRAND EXPERIENCE
Brand Discovery:Google Search, Word of Mouth
Brand Participation:Fanning, following, liking
Brand Sharing:Easy, habitual, publishing
Brand Advocacy:Creating content, sharing, defending
The Advocate (e.g. encourage friends to
purchase)
The Opinion Sharer(e.g. post review)
The Participant(e.g. participate in a brand
experience)
The Informed(e.g. research products online)
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THE NEW PURCHASE FUNNEL
• A brand should build relationships with the social customer in 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
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DEFINING A SOCIAL BRAND
“A social brand is any company, product, individual, politician, etc., that uses social technologies in order to communicate with the social customer, their partners and constituencies or the general public.
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CHAOS EXISTS IN THE ORGANIZATION TODAY
THERE IS CERTAIN BEHAVIOR AND TYPES OF TWEETS AND FACEBOOK UPDATES THAT MAY PUT YOUR COMPANY IN JEOPARDY AND GET YOU FIRED TOO!
LEAKING CONFIDENTIAL INFORMATION
RACISM
HATE SPEECH
TALKING SMACK ABOUT THE BOSS
TWEETSBLOG POSTSFACEBOOK UPDATES
BASHING COMPETITORS
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CONFUSION OF ROLES & RESPONSIBILITIES, CONFLICTI have been on the
marketing team for 4 years now and WE OWN
the Facebook page!
DO YOU UNDERSTAND?
I just wanted to post our press release….
ORGANIZATIONS NOW FOCUSING ON INTERNAL CHANGE
• The social brand has caused chaos and organizational anarchy in many companies today
• Employees are running wild on the internet with little to no guidance, direction or governance
• Different geographies and business units are creating social communities externally and not sharing or communicating internally
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SOCIAL BUSINESS DEFINED
“A social business is any organization that has integrated and operationalized social media within every job function (and process) internally.
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UNDERSTANDING THE DIFFERENCE
SOCIAL BRAND SOCIAL BUSINESS
External Communications Operations & Change Management (internal)
Usually owned and driven exclusively 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
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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 corporate communications and other marketing organizations and business units
• Organizational silos dominate
• No social media policies that empower employees to engage externally
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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
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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
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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
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FROM CHAOS TO GOVERNANCE
Policies
• Legal document• Addresses
compliance and is very specific on what not to do
• Governs employees behavior
• Employees liable for actions
Guidelines
• Guides employee's behavior on the social web
• It’s good practice to co-create guidelines with employees
• Moderation policies for Facebook, Corporate blogs
Organization Design
• Directs the organization to maximize its structure to ensure efficiencies and scale
• Provides guidance of ownership for the social media job function
Channel Creation
• Address the creation of new, external facing social media channels
• Creates consist messaging and minimizes customer confusion
Employee Activation
• Process creation for new, existing employees that want to engage externally
• Training modules creates an increase in employee proficiency
Technology Deployment
• Enablement process for internal / external social applications
• Security & Privacy• Ensures technology
consistency across the organization
GOVERNANCE MODEL
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CREATE A PARTICIPATORY LEARNING ORGANIZATION
WHITE BELTAwareness & Engagement
BLUE BELTFluency & Participation
BLACK BELTExpertise & Ownership
Training Curriculum
• Basics of Social Media • Overview of owned media channels to
include enterprise communities, blogs, Facebook and Twitter accounts
• Policies & Guidelines
Organizational Expectations
• Research & monitoring• Listening to owned media channels• Escalate conversations to others
Training Curriculum
• Basics of Community Engagement• Listening & Monitoring Tools and Apps• Intended Uses of Social Media• Engagement Model & Escalation
Process• Metrics Overview
Organizational Expectations
• 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
Organizational Expectations
FROM MINIMAL PARTICIPATION TO COMPLETE OWNERSHIP
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ACTIVATING EMPLOYEES TO ENGAGE
Proficiency Level Channel(s) Employee Engagement Behaviors Tools/Technologies
Advanced
Video Record, upload video: live streaming, Hangouts Vimeo, YouTube, Twitvid, Qik, Livestream, Ustream, Google+
Photos Upload and Tag images Instagram, Picplz, Hipstamatic, Flickr, Picassa
Blogs Write and publish blog content Wordpress, Tumblr, Posterous, Microsoft blogs
Content Creators
Proficiency Level Channel(s) Employee Engagement Behaviors Tools/Technologies
Intermediate
Micro Blogging
Share product related news, announcements within micro blogging platforms Twitter, Friendfeed
Social Networks
Engage in two way dialogue about products, events and company news Facebook, Orkut, Quora, Google+
3rd Party Blogs Respond to comments in 3rd party blogs NA
Conversationalist
Proficiency Level Channel(s) Employee Engagement Behaviors Tools/Technologies
Basic
Email Send product related emails to friends, family members and colleagues NA
Social Networks
Follow @brand and corresponding product Twitter handles , “Like” Brand Products on Facebook – RT, Like, Share posts
Facebook, Orkut, Quora, Google+
Participant
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DEVELOPING DIGITAL CONVERSATION GUIDES
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A conversation guide will help ensure consistency with messaging and include the following:
• Sample Tweets• Sample Facebook Status Updates• Ideas for Blog Posts• Checklists (Best Practices) for
Twitter/Facebook usage• Links to product assets on corporate
website such as specs, product demos, videos
• Hashtags for various products and the brand
• Calls to action to follow product specific Twitter accounts and to “Like” Facebook pages
ESTABLISHING A CONTENT LIBRARY
Aggregating all branded
content and making it
very easy for employees
to share it within their
social graph
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ALIGNMENT = BUSINESS RESULTS
Community ManagementMarketing
Customer ServiceCommunications
EventsCampaignsAdvocacy
Crisis
SOCIAL BRAND (External)
SOCIAL BUSINESS (Internal)
MEASURABLE OUTCOMES
TrainingProcess
CollaborationOrganization Models
Research & DevelopmentPolicies & GuidelinesKnowledge Sharing
Culture
Programs
InfrastructureInfographic by @armano
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MEASURING SUCCESS
Financial Impact Metrics• ROI• Paid, Earned, Owned Media Value• Purchase Funnel Metrics
Non Financial Impact Metrics• Community Health - Growth• Community Health – Membership• Community Health – Engagement• Share of Voice
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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
People
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15 INDICATORS OF SOCIAL BUSINESS TRANSFORMATION
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
Process
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15 INDICATORS OF SOCIAL BUSINESS TRANSFORMATION
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
Technology
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THE SOCIAL BUSINESS CHANGE AGENT
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
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