Becoming a Social Business
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The document discusses how businesses can evolve from social brands focused on external communications to social businesses with internal engagement. It provides an 8-point framework for becoming a social business, including assessing the current social presence, developing a strategic plan, creating valuable social content, protecting the business from risks, and participating and engaging across social networks. The framework guides businesses to link their social strategy to key goals, develop a social architecture and governance model, consider regulatory compliance, and implement ongoing monitoring.
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Becoming a Social Business
- 1. Becoming a Social Business A Framework to evolve from a Social Brand to a Social Business
- 2. Tectonic Forces in Business Today Mobile Local Social Cloud Your Business Future
- 3. What is a Social Business? Source: Michael Brito
- 4. Social Strategy Creating Customer Value From Social Brand To Social Business Focus on external communications • Focus on internal communications Engages with the social customer • Engagement with employees Owned by marketing Measured by clicks, impressions, reach, • Owned by the entire organisation likes, comments, RTs, etc. • Measured by organisational Budgets are usually allocated toward change agencies, community management, • Budgets revolve around internal Facebook applications, blog communities, social technologies development, etc and training
- 5. 8 Points You Need to Know About Social Media 1. Social media is not something you do, it is something you are 2. Customer relationships cannot be outsourced 3. A blog is just a blog, not a magical trust and influence converter 4. Marketing through social media channels is not social: it is just marketing 5. Transparency is not just a word 6. Change management is the crux of social media program development 7. People are more important than technology 8. Shut up and listen
- 6. 8 Point Framework for Social Business 1.Assess 8.Monitor 2.Strategise Social 7.Engage Business 3.Create Framework 6.Share 4.Protect 5.Participate
- 7. 1. Assess 8.Monitor 2.Strategise 7.Engage 3.Create 1. Assess 6.Share 5.Participate 4.Protect • Brand: company/organisation, products/services • Competitors • Partners • Customers Brand Customer • Keywords (You) • Presence • Social Architecture • Engagement Partner Competitor
- 8. 1. Assess 1.Strategise 2. Strategise 8.Monitor 7.Engage 3.Create 6.Share 4.Protect Brand Health Innovation Marketing 5.Participate Management Optimisation • Link social strategy to business drivers through: • Clear Goals and Objectives Employee Revenue • Prioritised into: Engagement Generation • Discrete programs • Initiatives Ecosystem Operational • Assigned resources Engagement Efficiency • Budgets Customer Service • Addressing the assessment findings & Support
- 9. 1. Assess 1.Strategise 2. Strategise 8.Monitor 7.Engage 3.Create 6.Share 4.Protect 5.Participate • The Strategy is based upon the Assessment • The strategy work details the following elements: Goal & Mission Benefits Actions & Programs Presence Resources & Budgets Reporting • “Presence” includes Social Architecture
- 10. 1. Assess 1.Strategise 2. Strategise 8.Monitor 7.Engage 3.Create 6.Share 4.Protect 5.Participate Social Architecture • How many points of presence and why? • Who can create, and what, where and how? • What is the role and balance of personal versus coy? • How is the presence coordinated • How is presence governed? • How is it measured, and how reported?
- 11. 1. Assess 3. Create 2.Strategis 8.Monitor e 7.Engage 3.Create 6.Share 4.Protect 5.Participat e • Compelling presence where your customers are • Valuable content through owned media • Amplification through earned media: user generated content and engagement • Amplification through shared media: communities where customers, partners and employees co-create and collaborate • Amplification through paid and promoted media • Calls to action
- 12. 1. Assess 8.Monitor 2.Strategis e 4. Protect 7.Engage 3.Create 6.Share 4.Protect 5.Participat e • Regulatory compliance considered • Data collection, retention and archiving determined • Employee protections in place, including the social media policy and training • Company protections in place, including legal • Social architecture assessed in context of risk and monitoring • Crisis management plan developed and integrated • Risk assessment and risk management in place – and practice is conducted • Executive and Board reporting in place – critical items in relation to business strategy and risk
- 13. 1. Assess 8.Monitor 2.Strategis e 4. Protect 7.Engage 3.Create 6.Share 4.Protect Risk Management 5.Participat e Identify – listening, brainstorming, reviewing Assign an owner Qualitative or quantitative evaluation Mitigation – accept, reduce, reject, transfer Categorising social media risk: Reputation Compliance and regulatory Legal, IP, Privacy Operational – reducing employee productivity
- 14. 1. Assess 8.Monitor 2.Strategis e 4. Protect 7.Engage 3.Create 6.Share 4.Protect Risk Management 5.Participat e Identify and review risks Review historical activities Workflow triage from listening Review 3rd party case studies and reports Create and review threat lists Incorporate risk management into social initiatives Keep up with platform developments and associated legal terms
- 15. 1. Assess 8.Monitor 2.Strategis e 5. Participate 7.Engage 3.Create 6.Share 4.Protect .Participat e • Know Your F’s (fans, friends, followers) • Influencers • Customers • Journalists • Blogs • Forums • Communities • Reward Participation
- 16. 1. Assess 8.Monitor 2.Strategis e 6. Share 7.Engage 3.Create 4.Protect 6. Share 5.Participat • e Promote content • Use video if it makes sense • Recognition and reward • Curate • Aggregate • Gamification • Mobile • SEO / SEM
- 17. 1. Assess 7. Engage 2.Strategis 8.Monitor e 7. Engage 3.Create 6.Share 4.Protect 5.Participat e • Responsive • Transparent • Authentic • Human • Polls and contests • Promote others • Benefits • Recommendations
- 18. 1. Assess 8. Monitor 8.Monitor 2.Strategis e 6.Share 3.Create 6.Share 4.Protect 5.Participat e • Monitoring tools and services decided • Keyword and location searches • Competitor tracking • Brand tracking • Key measures agreed • Integration in place • Workflow and escalation processes defined • Mobile considered
- 19. What You Need to Know • No one wants a social relationship with your brand • Becoming a social business requires investment • Becoming a social business is a cross-functional business initiative • Advocacy is the number ONE objective • Creating a better customer experience is at the heart of becoming a social business • You need to ‘shift gears’ in product management, HR, sales, marketing and support.
- 20. Where Do You Start? Depends on your social ‘maturity’ Starting out: assess Foundation in place: protect Some programs running: strategise Active: monitor