Social Media effect on today's enterprise, What are Social Brands and Social Enterprises, and the difference between them.
How should leaders consider integration of Social Media in the organization, and much more..
Contact raz@kinshipdigital.com for presentation notes.
Thrive on Jive: 6 Pillars of Social Media Marketing SuccessDeirdre Walsh
This presentation showcases the steps needed to develop a successful social media strategy. It focuses on building a good process for listening and engaging with key stakeholders across the Social Web.
The document provides information about Actiance, Inc., a company that provides social media compliance solutions. It discusses Actiance's global operations, dedicated social engagement team, client base including major financial institutions, and the capabilities of its platform to securely manage social media engagement and collaboration for businesses.
This document provides an overview of digital thinking and insights on evolving digital strategies. It discusses the importance of having a diverse array of strategic, creative, technological, and subject matter expertise when developing digital programs. Several articles are summarized that discuss topics like social media and employee engagement, ethics in social media, online media and investor relations, and developing effective social media monitoring strategies. The document advocates for a holistic approach to digital that considers all stakeholders and drives business goals.
AI-powered assistant to help with compliance questions
Socialite Engage: Secure social media publishing and engagement
Socialite Enable: Granular controls for social networks
Socialite Monitor: AI-powered monitoring of all communications
Socialite Archive: Archiving and eDiscovery for all communications
Actiance Core
Identity & Access Management: Single sign-on for all apps
Activity Stream: Unified activity feed across all communications
Compliance Engine: Automated surveillance and moderation
Data Lake: Central repository for all structured and unstructured data
Integrations
CRM/Portals: Microsoft Dynamics, Salesforce, Redtail, etc.
Networks: LinkedIn, Facebook
In an interview from the summer 2011 edition of "sparks," from Catalyst Strategies, LiveWorld CEO Peter Friedman explains how "social media is transforming interactions and brands through dialogue and relationships."
More highlights from Peter's interview can also be found on the LiveWorld SocialVoice blog: http://www.liveworld.com/socialvoice/2011/06/10/social-media-business-growth/
The document discusses social media analysis of the Rugby World Cup Twitter account @RugbyWorldCup. It provides statistics on the account's followers, most influential followers, social media footprint, country distribution of followers, and analysis of its YouTube channel. The presentation also discusses iGo2 Group, a social business solutions company, and how it can help organizations leverage social media through strategies, intelligence, and community building.
Social media activation is a creative approach to how we bring experiences to our target audiences and bring our target audiences into our experiences. In today's digital age, marketers must move beyond the traditional approach and create a valuable, customized social media experience that will engage a brand's key constituents and build lasting relationships.
Larry Weber of W2 Group, Dennis Haugan of T-Mobile and Brian Babineau of Digital Influence Group discuss how effective social media activation can help marketers:
1 - Build a rich brand experience for target audiences
2 - Develop a fluid model for content distribution and sharing
3 - Create new opportunities for engagement through partnerships
4 - Sustain and enhance engagement over time
Community conference 2011 - Dell, Bill JohnstonSeismonaut
This document discusses creating sustainable value through social media. It outlines Dell's journey with social media over five years, experiments, and lessons learned. Key insights include:
1) Social media improves engagement, provides solutions, and boosts loyalty across the customer lifecycle from awareness to post-purchase support.
2) Listening is critical for understanding customers and markets. Social media also provides insights to improve products, marketing, and operations.
3) While direct sales impacts can be measured, social media value is multi-dimensional, including influence on purchase, increased attention, loyalty, and other less direct impacts.
4) For Dell, social media affects all business units and stages of the buying process, not
Social Media Is Dead: Long Live Common Sense.David Armano
The document discusses how social media is more than just marketing and touches all areas of business like customer service, PR, IT, and HR. It argues that social media is about community, communication, localization, collaboration, integration, engagement, value, visibility, trust, and media. It states that organizations need new models for social planning, staffing, policies, processes, technology, training, culture and leadership to adapt to social media.
Act six principles digital marketing reg rep 7 18Belbey
This document outlines six principles for social media success in financial services based on case studies, trends, and regulatory requirements. It discusses the state of social media adoption in financial services and how firms can develop a social media strategy. The six principles are: having a clear social media strategy, developing personal brands for employees, providing relevant content to audiences, listening to customers and monitoring conversations, responding to customers in a timely manner, and ensuring compliance with all regulations. The document provides examples from companies like Baird and Movenbank to illustrate how these principles can be applied.
Six Essential Shifts in Social Media StrategyDave Fleet
Presentation by Dave Fleet at BlogWorld & New Media Expo New York 2012.
We’ve reached a critical point in the evolution of social media as a business tool. Gone are the days when the GMOOT (Get Me One Of Those) approach will get you anywhere – simply having a Twitter account, or a Facebook Page, isn’t enough. We’re at the point of social media saturation, and something’s got to give.
This presentation examines six essential shifts that companies need to make in their approach to social media, from a shift towards social business, to better content planning, to improved measurement and more.
Qantas Grounding Takes Off in Social MediaiGo2 Pty Ltd
When Qantas Airways grounded its fleet in a dispute with unions it ultimately effected 110,000 travelers world-wide. The event caused a social media storm, and we track some of that in this analysis. The question is now, will Qantas step up to the plate and transform itself from a social brand into a social business in order to help it's recovery?
KINSHIP digital Social Media Consultancy company overview KINSHIP digital
Kinship digital is a social consultancy that specializes in protecting clients' reputation, brands, and businesses on social media. It helps clients develop proven social media strategies and frameworks to gain measurable results. Kinship places its mission as "building successful social enterprises" for clients and pledges to use core values of commitment, creative passion, relentlessness, and inspiration to guide this mission. The company offers various social media services including social marketing, social sales, customer service, and digital PR & communications. Kinship uses frameworks like the four quadrant assessment model and NCP model to evaluate social landscapes and establish effective social strategies and teams for clients.
The document discusses the need for strategic social business planning to address organizational challenges from social media use. It defines social business planning as transforming an organization by bridging external and internal engagement for shared stakeholder value. The key is creating value through stakeholder collaboration, process improvement, and product innovation both internally for employees and externally for customers. Building a social business requires focusing on people, processes, and platforms to drive cultural transformation across the entire organization from communications to human resources. The path involves internal and external alignment through training, collaboration, and developing social enterprise and brand programs.
The document discusses how social business planning can help organizations transition to a more connected and collaborative business model to address changes in the modern information landscape. It outlines challenges such as unclear social media objectives and lack of coordination across departments. Becoming a social business can help with customer engagement, crisis management, marketing, and embracing societal responsibility. Social business planning is defined as the blueprint to transform an organization internally and externally through social media integration.
The document discusses how social business planning can help organizations transition to a more connected way of doing business. It outlines challenges such as unclear social media objectives and lack of coordination across departments. Becoming a social business can help with customer engagement, crisis management, marketing, and embracing corporate responsibility. Social business planning is defined as the blueprint to transform an organization internally and externally through social media integration. The planning should look beyond business silos and marketing to connect departments across the organization.
The document discusses how social business planning can help organizations transition to a more connected way of doing business. It outlines challenges such as unclear social media objectives and lack of coordination across departments. Becoming a social business can help with customer engagement, crisis management, marketing, and embracing corporate responsibility. Social business planning is defined as the blueprint to transform an organization internally and externally through social media integration. The planning should look beyond business silos and marketing to connect departments across the organization.
The document discusses how businesses must adapt to the changing social media landscape. It notes that in today's world, where information is created and shared by individuals, participation is more important than broadcasting. It outlines challenges companies face with unclear social media objectives and metrics. It argues that brands must become more social, connected and agile by planning for social business initiatives both internally and externally. This involves social/digital strategies and programs across engagement, content and collaboration. The goal is for companies to move beyond linear processes and create dynamic, networked businesses.
Social Media Revolution - Creating value for your B2B business in the Adhesive and Sealant Industry. A presentation by Ira Kaufman and Patsy Stewart with Entwine Inc., at the 2010 ASC Spring Conference.
Social Media B2B Marketing: Adhesives and Sealants Industry Entwine Inc
Social Media Revolution - Creating value for your B2B business in the Adhesive and Sealant Industry. A presentation by Entwine Inc at the 2010 ASC Conference
A look at how organizations can use social listening and analysis as input into their social media and business strategies. Shares case studies, use cases, and processes.
Working Social Becoming A Collaborative Firm ALPMA WebinarDavid Blumentals
Today, every law firm increasingly relies upon being able to prosper online to succeed – or even to survive – competitively.
What this means is that every law firm needs to invest at least some resources into a specific goal: becoming a more “social” firm.
Complex organizations must integrate social into how they do business despite the shifts needed to make it happen. Contact David.Armano[at]Edelman.com for more information on Social Business Planning and how it can help your organization integrate social at scale.
Incorporating Social Media and Customer Service Mary Naylor VIPdesk Blake Cah...VIPdesk
Incorporating Social Media and Customer Service: How to Develop a Strategy
Blake Cahill: SVP of Marketing, Visible Technologies
Mary Naylor, VIPdesk
Setting goals and objectives for your social media efforts
Getting buy-in
Resources required to successfully implement a social media plan
Tools to use
Measurement of success
This document discusses emerging and social media in marketing. It covers topics like social sharing, social bookmarking, defining a social business, and case studies of how companies like AT&T, Domino's Pizza, Mint.com and others have benefited from social media. It also outlines an upcoming class assignment where students will analyze how a brand uses social and emerging media across their business.
The document discusses social media maturity and how it can impact businesses. It presents a social media maturity curve that businesses can use to assess their current level of engagement, from listening to optimizing. Higher levels of maturity involve more strategic use of social platforms to engage audiences and incorporate customer insights. The case study of iRobot demonstrates how increasing social maturity helped the company transform by better addressing customer concerns online and developing new products.
The document discusses social media governance in enterprises. It describes how social media can add value across the customer experience from product development to fulfillment. However, organizations need governance structures to coordinate cross-functional efforts and maximize business value from social media. The key components of social media governance include principles, processes, governance structures, responsibility matrices, and metrics. These help answer questions from different departments and support internal champions of social media initiatives.
Michael Brito presented on social business and how it can deliver value. He discussed how social media is no longer a buzzword and how brands need to think like media companies. He outlined some of the internal challenges that social media "marketing" has caused for businesses. Brito proposed a social business planning model to bridge external and internal efforts. This model illustrates how collaboration, community engagement, operational excellence, and sales/revenue drive stakeholder value creation. He differentiated social brands which focus on external programs from social business which transforms the entire organization internally and externally.
Social media provides opportunities for businesses but also risks that must be managed. It allows enhanced communication, branding and insights but could spread information quickly in a crisis. Most executives see risks but few have formal incident or policy plans. Governance is key to harness social media benefits while avoiding issues through training, monitoring and defined strategies.
Creating a Social Networking Recruitment StrategyCielo
Social networking sites are an important tool in a recruiter’s toolbox. However rather than dipping your toe in the water and experimenting tactically, it’s important to take a step back and think about your overall strategic approach to using social media for recruiting.
A well thought-out, coordinated strategy will ensure that your company’s recruitment message is clear, that the various online channels are integrated, and that everything you do in the web environment helps attract top-level talent and enhances your employment brand.
During this webinar sponsored by ADP, you’ll learn the best practices for creating a social networking recruiting strategy. Michelle Krier, Marketing Services Manager for Pinstripe, will explain:
* What social media is and why it’s important to have a social media strategy specifically for your recruiting function
* How to build a social networking strategy for recruitment (and how it integrates with your company’s overall social media strategy)
* What an integrated strategy looks like via a case study
* The organizational benefits of a social networking recruitment strategy, and
* How to measure success
Similar to Social Media Presentation for RACi (20)
Sports fans have always shouted at the screen and leapt off the couch with the roar of the crowd. Today, watching live sports is an even more active experience, because our devices are always within reach and it engages the audience. The KINSHIP team will present and analyse what happened on the second screen over the weekend's Super Rugby action, with respect to how fans share the rush and how brands can engage them.
Kinship Social Media Command Center Expertise KINSHIP digital
Building a Social Media Command Centre is a question of strategy and decision-making between the optimum balance of in-house and external resources.
KINSHIP owns, operates, consults, supplements and enhances Social Media Command Centers - our own and those of clients. Our business-focused methodology, combined with our understanding of social strategy and social technologies, ensures a managed outcome within time and budget for new entrants into social media monitoring.
We are also expert in establishing offshore Social Media Command Centres including strategy, design, recruiting, training and managing staff on behalf of clients. We sometimes do this as Build Own Transfer and other times as Build Own Operate for clients.
Follow us @KINSHIPd
Case Study: ASX Compliance Monitoring – Crowe HorwathKINSHIP digital
Crowe Horwath Australia contracted KINSHIP digital to perform social media monitoring to comply with ASX Guidance Note 8 requirements. GN8 requires listed companies to monitor social media for any potential market-sensitive information that could impact share price. KINSHIP developed a multi-stage screening methodology to efficiently identify unique, original information not already reported by other services. Their exception-based reporting provided the necessary compliance monitoring in a cost-effective manner. The client was satisfied with KINSHIP's concise daily updates that addressed the GN8 requirements.
Case Study : Business Communications Training Australia / New ZealandKINSHIP digital
The client provides training to enhance workplace communication and wanted to leverage existing US content in Australia and New Zealand through social media to attract people to marketing events and webinars and convert them into training course sales. KINSHIP digital developed a social media strategy by researching relevant conversations and influencers, then created a content calendar and ongoing content syndication and community management processes that helped the client sell more training kits and workbooks per month in their target industries. The client was pleased that KINSHIP digital helped link their digital efforts to their key business metric of increasing book sales.
KINSHIP digital was engaged by a small energy storage supplier to develop a social media strategy to drive brand recognition, drive consumers to their website, enroll more installers in their program, and make them the most attractive partner for suppliers. KINSHIP digital researched the industry and audiences on social media, developed a content calendar, and manages ongoing social media, community management, and influencer engagement. They established the social media strategy and sites within a week, defined a content strategy, and established a Google ads strategy. The client was pleased with the quality and relevance of the content found and launched by KINSHIP digital in just one week.
A global technology vendor with $5 billion in annual sales hired Kinship Digital to provide social media monitoring and reporting across Asia Pacific and Japan where regional marketing is conducted locally. Kinship configured a system to monitor over 160,000 monthly conversations in local languages, identifying influencers, sentiment, and discussions. The monthly reports now give the client actionable insights into trends, competitors, and gather customer and influencer data to improve strategies and marketing.
The investment fund manager hired Kinship Digital to help improve their brand awareness and establish themselves as thought leaders in contrarian investing in Australia. Kinship Digital conducted an assessment of the client's digital assets and strategy. They provided recommendations to optimize content distribution across digital channels and social media. As a result, the client's social media presence grew, their thought leadership position increased, and mentions of the company in relation to contrarian investing also rose, leading to greater mind share and more investors. The client credited Kinship Digital's program for significantly growing their business.
An $13 billion engineering company needed to monitor social media for competitive insights but required augmentation for special events and expanding divisions globally. They partnered with Kinship, who initially focused on European brand issues and activism reporting. Kinship then provided monthly social media insights for the company's distributor division worldwide. Kinship also reports on specific technology lines and supports business events. The company has been able to cost-effectively obtain rapid monitoring of special events and long-term social data analysis for business units and technologies through Kinship.
hyperREMIT is a start-up that provides online international money transfers with no storefronts, aiming to lower costs. They identified Filipinos in Canada as a key demographic and partnered with KINSHIP digital to develop a social media strategy. KINSHIP recommended focusing on Facebook, providing entertainment and information. This led to over 1,000 Facebook page likes and a 45% increase in customer engagement. hyperREMIT has now successfully launched in Canada and disrupted the traditional remittance business model.
Red Hat hired Kinship Digital to analyze their social media presence and customer engagement. Kinship conducted a comprehensive assessment of where Red Hat customers engage online, their behaviors and influences. They also analyzed Red Hat's partners, customers and competitors. This provided Red Hat with a factual outline of current social media engagement, an analysis of implications, and a SWOT analysis. Kinship provided strategic recommendations to improve customer engagement through social media and support Red Hat's business goals. Red Hat's marketing director praised Kinship's help in defining their social media strategy and leveraging social media for various business objectives.
Unisys, a global systems integration company, lacked insights into customer social media engagement in Asia Pacific and wasn't sure if its branding was resonating. KINSHIP digital conducted an in-depth assessment to identify where Unisys customers were online, their behaviors, and positioning of Unisys and competitors. This provided Unisys a factual outline of social media engagement across brands, customers, and competitors, along with implications and strategic recommendations to improve engagement through social media and support business goals. The KINSHIP digital team was also invited to speak to Unisys customers. Unisys' marketing director said the insights and recommendations helped define their social business approach.
InsideView was seeking a more flexible social media monitoring solution to gain customer and competitive insights in real time. KINSHIP digital configured a test of their Sysomos Heartbeat tool using InsideView's data to identify influencers and monitor brand mentions. This demonstrated greater flexibility than InsideView's previous tool. After refining the searches and tags, InsideView was able to gain improved insights from social media and move from just monitoring to engaging clients and influencers. The client reported the tool was immediately effective in providing data on what employees, people and competitors were saying, making trend spotting and identifying opportunities easy.
Social media is one of the most genuinely amazing, world-changing developments of the past ten years. On a global scale, embraced by all ages, nationalities and cultures, social media is a true phenomenon which has grown from a niche start in sites like Friendster and MySpace a decade ago into the behemoth that today includes LinkedIn, Twitter, Facebook, YouTube and the like.
NSW Government Social Media Monitoring: $5 per hourKINSHIP digital
- No contracts - no lock-in.
- Monitoring up to 5 keywords* - brand, NGOs, people, citizens
- Maximum charge for service of $1,000 per month
- 24/7/365 Monitoring
- Hourly or daily reporting
- Report of 10 top influencers for each keyword
- Report of 10 top mentions for each keyword
Report showing in which social media keywords were discussed.
* Fair-use policy of max 7,000 mentions per day for nominated keywords.
Nelson Mandela has the world talking in social mediaKINSHIP digital
Nelson Mandela (Madiba) has the world talking in Social Media. We take a brief look at a weeks conversation in Twitter, Blogs, Forums, News. 350k conversations
Kinship Digital ASX GN8 Compliance Monitoring Social Media Examples Crown New...KINSHIP digital
These examples complement the blog post 3 WAYS COMPLIANCE MONITORING DIFFERS FROM MARKETING SOCIAL MEDIA MONITORING Tuesday, June 25, 2013 . posted by Walter Adamson at http://www.kinshipdigital.com/_blog/Blog/post/how-compliance-monitoring-is-different-to-marketing-social-media-monitoring/
Since Australia Security Exchange (ASX) Guidance Note 8 on compliance monitoring for social media came into effect it has been a hot topic among lawyers, Company Secretaries and social media monitoring companies. Most recently Kevin Lewis of the ASX accused social media monitoring companies of "over-complicating new monitoring guidelines in order to win business from companies unsure of their new responsibilities". So what is the confusion about and how does social media monitoring for compliance differ to social media monitoring for marketing?
Joining the dots from Social Strategy to Social Analytics: And Why you Should...KINSHIP digital
Joining the dots between social strategy, governance, architecture, communities and social analytics.
- For CIOs, see clearly how to become an innovator and thought-leader in social business by repurposing skills and knowledge long held in enterprise IT.
– For enterprises, this will help IT position cross-organisational social business initiatives, including for marketing, sales, support, innovation and HR;
– For Partners, it will aid them in understanding customer priorities in social, and in developing and positioning social business proposals.
[A presentation given to Australian Lotus Users Group Annual Conference 2012].
Alt: The CIO leadership role in Social Business Transformation
Bunnings Big Social Data Analysis [Aug 2011] Media MonitoringKINSHIP digital
The document discusses KINSHIP's social media monitoring services for Bunnings Warehouse. It provides an overview of KINSHIP's solutions and values, then details a 10 day social media analysis of Bunnings, identifying key conversations, influencers, sentiment, and comparisons to competitors. The analysis found opportunities for Bunnings to improve customer service and gain insights through social listening and developing owned online communities.
Still I Rise by Maya Angelou
-Table of Contents
● Questions to be Addressed
● Introduction
● About the Author
● Analysis
● Key Literary Devices Used in the Poem
1. Simile
2. Metaphor
3. Repetition
4. Rhetorical Question
5. Structure and Form
6. Imagery
7. Symbolism
● Conclusion
● References
-Questions to be Addressed
1. How does the meaning of the poem evolve as we progress through each stanza?
2. How do similes and metaphors enhance the imagery in "Still I Rise"?
3. What effect does the repetition of certain phrases have on the overall tone of the poem?
4. How does Maya Angelou use symbolism to convey her message of resilience and empowerment?
Credit limit improvement system in odoo 17Celine George
In Odoo 17, confirmed and uninvoiced sales orders are now factored into a partner's total receivables. As a result, the credit limit warning system now considers this updated calculation, leading to more accurate and effective credit management.
Integrated Marketing Communications (IMC)- Concept, Features, Elements, Role of advertising in IMC
Advertising: Concept, Features, Evolution of Advertising, Active Participants, Benefits of advertising to Business firms and consumers.
Classification of advertising: Geographic, Media, Target audience and Functions.
The membership Module in the Odoo 17 ERPCeline George
Some business organizations give membership to their customers to ensure the long term relationship with those customers. If the customer is a member of the business then they get special offers and other benefits. The membership module in odoo 17 is helpful to manage everything related to the membership of multiple customers.
Webinar Innovative assessments for SOcial Emotional SkillsEduSkills OECD
Presentations by Adriano Linzarini and Daniel Catarino da Silva of the OECD Rethinking Assessment of Social and Emotional Skills project from the OECD webinar "Innovations in measuring social and emotional skills and what AI will bring next" on 5 July 2024
Beyond the Advance Presentation for By the Book 9John Rodzvilla
In June 2020, L.L. McKinney, a Black author of young adult novels, began the #publishingpaidme hashtag to create a discussion on how the publishing industry treats Black authors: “what they’re paid. What the marketing is. How the books are treated. How one Black book not reaching its parameters casts a shadow on all Black books and all Black authors, and that’s not the same for our white counterparts.” (Grady 2020) McKinney’s call resulted in an online discussion across 65,000 tweets between authors of all races and the creation of a Google spreadsheet that collected information on over 2,000 titles.
While the conversation was originally meant to discuss the ethical value of book publishing, it became an economic assessment by authors of how publishers treated authors of color and women authors without a full analysis of the data collected. This paper would present the data collected from relevant tweets and the Google database to show not only the range of advances among participating authors split out by their race, gender, sexual orientation and the genre of their work, but also the publishers’ treatment of their titles in terms of deal announcements and pre-pub attention in industry publications. The paper is based on a multi-year project of cleaning and evaluating the collected data to assess what it reveals about the habits and strategies of American publishers in acquiring and promoting titles from a diverse group of authors across the literary, non-fiction, children’s, mystery, romance, and SFF genres.
Split Shifts From Gantt View in the Odoo 17Celine George
Odoo allows users to split long shifts into multiple segments directly from the Gantt view.Each segment retains details of the original shift, such as employee assignment, start time, end time, and specific tasks or descriptions.
Beginner's Guide to Bypassing Falco Container Runtime Security in Kubernetes ...anjaliinfosec
This presentation, crafted for the Kubernetes Village at BSides Bangalore 2024, delves into the essentials of bypassing Falco, a leading container runtime security solution in Kubernetes. Tailored for beginners, it covers fundamental concepts, practical techniques, and real-world examples to help you understand and navigate Falco's security mechanisms effectively. Ideal for developers, security professionals, and tech enthusiasts eager to enhance their expertise in Kubernetes security and container runtime defenses.
2. Discussion Overview
Topics
1 Why this Social Media addiction - an Australian perspective?
2 Consequences of this Social Media wave for enterprise and executives
3 A strategic view of Social Media within and outside the enterprise
4 Review of Social Media use cases that deliver ROI
2
3. Why this Social Media addiction - an
Australian perspective?
3
4. Your, my, our desire…
• to be taken seriously.
• to find my place in the world.
• to have something to believe in.
• to connect with each other.
• to be useful.
• to belong.
• for more.
• for control.
• for something to happen.
• for love and to be loved.
4
14. Social Media “Marketing” Has Caused
Internal Business Challenges
EMPLOYEES EXPANDING
Inappropriate use of social media Social media programs globally
INTERNAL NON-EXISTENT
Confusion of roles & responsibilities Governance models & Policies
INCONSISTENT DISJOINTED
Social media measurement practices Content & Community Practices
OUTDATED TECHNOLOGY
Crisis communications models Selection and adoption within the org
15. A strategic view of Social Media within and
outside the enterprise
15
17. 81% of consumers using social media say it's important for
businesses to respond to questions and complaints and within
a reasonable amount of time.
• Most social customers don’t think of themselves as social customers
• Their behavior is dynamic
• Conversations sprout everywhere – Twitter, Instagram, Pinterest, Facebook
• Social Customers are influential regardless of how many friends, fans and
followers they have
18. Stakeholder Ecosystem Value Creation Model
COLLABORATION COMMUNITY ENGAGEMENT
3 KNOWLEDGE SHARING 2 CUSTOMER/SALES SUPPORT
SOCIAL ENABLEMENT CUSTOMER SATISFACTION
SOCIAL BRAND
OPERATIONAL
EXCELLENCE
INTERNAL THE SOCIAL BUSINESS EXTERNAL
(employees) (customer, partners, media)
PROCESS SALES/REVENUE
4 IMPROVEMENT 1 CUSTOMER ADVOCACY
PRODUCT INNOVATION PRODUCT FEEDBACK
EMPLOYEE ADVOCACY
19. Social Brand Vs. Social Business
Programs
Community Management
Marketing
Customer Service
Communications
Events
Campaigns
Advocacy
Crisis
SOCIAL BRAND SOCIAL
RESULTS
(External) BUSINESS(Internal)
Training
Process
Collaboration
Organization Models
Research & Development
Policies & Guidelines
Knowledge Sharing
Culture
Infrastructure
Source: David Armarno
20. So then what is a Social Business?
• focuses on internal communications - so that the organisation is in step with it
customers, markets, shareholders and so on.
• is all about engagement with employees - so that employees are better
connected with their customers.
• should be owned by the entire organisation - collaboration leads to better and
more inclusive decision making
• is measured by organisational change - and how processes such as
marketing campaign launches are better thought out.
• Most investments in social business initiatives revolve around internal
communities, social technologies, and training.
• ...and most importantly the change, measurement, culture and focus of the
Social Business objectives are owned by the executive management within
an organisation.
20
22. Social Business Affects More Than
Just Marketing
Deeper levels of engagement with the social customer through
COMMUNICATIONS consistent and relevant content; ability to scale operations
globally.
CUSTOMER SERVICE The ability to solve customer problems quickly and efficiently.
Increased collaboration between sales professionals in the
SALES industry; robust social CRM platform and analytics
PRODUCT DEVELOPMENT Product and process innovation using the collective intellect of the
community
HUMAN RESOURCES Staffing & recruiting, employee engagement and empowerment
Bring products to market faster through increased collaboration
SUPPLY CHAIN with partners in the supply chain
22
24. Executive Implications
• Social is about engagement and relationships
• Fit social into your business - not the other way around
• Social is not a Silo
• Social involves your entire Organisation
• Engagement cannot be Outsourced
• Success requires Engagement without Fear
• Social is based on Sharing
• Social is Not Ad Hoc
• Fish where the fish are
• Social is Measurable
YOU MUST BE PREPARED TO TRANSFORM YOUR BUSINESS AT THE SPEED OF
CHANGE
24
25. Social Business requires a New Leadership
Paradigm
Social Media and channels like Twitter and Facebook is just “a thing”; the real change
comes from within us (the think > do > get paradigm) and starts with:
• A shift from “I” to “we”
• A shift from “what’s in it for me” to “what’s best for the common good”
• A shift from being the “best in the world” to the “best for the world”
25
26. Take control. Succeed. Lead.
It’s time to ask more of your Social Media.
• Is your Social strategy actively increasing the value of your business?
• Is it measureable? Predictable? Responsive?
• Do you know exactly what’s working, and what isn’t?
• Do you have a clear view of who’s talking about your business, and what’s being said?
• Do you have an accurate, comprehensive and up-to-the-minute view of what your
competitors are up to?
26
27. The route to successful social enterprise
EVALUATE ESTABLISH EXECUTE
RESEARCH SOCIAL
A STRATEGY & TEAM OPERATIONALISE THE SOCIAL BUSINESS CENTER OF EXCELLENCE
LANDSCAPE
• Conversation and sentiment • Define strategy (goals, LISTEN PLAN ENGAGE
analysis actions, KPIs)
• Identify listening and CRM • Create plan for employee and • Launch programs, events
• Surveys, polls and • Identify the right teams, software partner training and campaigns
stakeholder interviews stakeholders and emp
• Establish a social media • Process and collaboration • Manage internal collaboration
• Data mining from social • Establish roles & listening center design and communication projects
channels responsibilities
• Determine internal & external • Crisis coms and customers • Expand teams and channels
• Intelligence gathering Market & • Achieve buy-in from senior topics support escalation tree globally
Competitor) leadership
• Social Architecture Review • Establish Social Architecture
• Identify Business Use Cases & a measurement framework
and Benchmarking
Hugh Mackay – in his book “What makes us tick?”The desire to be taken seriously – this is the big one. To be taken seriously in life, in love, at work. Not to be serious, just to be seen as having a valid position, worthy of consideration. Hell, even if people oppose your position, that’s validation. ‘Persecution reinforces ethnic identity.’The desire for ‘my place’ – more than just a physical place but a sense of belonging, having a connection to a tribe. At its extreme, territorialism.The desire for something to believe in – with only 15% of Australians attending Church, you might question our desire for belief but this one includes a broad and colourful spectrum. Take astrology, conspiracy theories, superstition, eastern mythology, western medicine, placebo effects…the list goes on.The desire to connect – with others and with ourselves. The burst of social connectedness in the online world illustrates our need (sometimes desperate) to connect.( This is where the term KINSHIP came about).The desire to be useful – redundancy is not a word you want to hear. We tell our graduates ‘make yourselves indispensible’ – it’s about being useful to someone, somehow and reinforcing this. Becoming useless or being perceived to lack utility destroys connection, thwarts our self belief, damages our sense of belonging and renders us invalid. Pretty nasty stuff, no wonder it’s in our top ten desires.The desire to belong – connected to our identity. Sometimes we want to belong, sometimes we don’t…or do we just want to belong to the non-belongers?The desire for more – inescapable in our consumer driven society. More messages, more growth, more choices, more money, more life.The desire for control – control freak or not, we all want it at some point. Whether you seek it passively or aggressively, control gives us purpose and power. A loss of control often manifests itself in a fear…of flying, heights, enclosed spaces…public speaking….The desire for something to happen – life is pinpointed by things that happen, without them, life just well…goes on…Without a little bit of drama to relay, small talk becomes well…a little bit boring. Hugh gives a an example that if we’re honest, we’ve all used at some point “We like to make it sound as if something worth recounting has happened to us – even if something almost happened …’A woman in our office would have been on that plane that crashed if she’d gone on Thursday instead of Tuesday.’The desire for love. ‘nuff said.
If this is what’s happening in our world, and these are the desires we have as human beings, what are the consequences of this social behaviour of people in our society on us as executives, and our enterprises, or businesses?
Google unveils that 90% of people move between devices to accomplish a goal, whether on smartphones, PCs, tablets or TV. Searching for products, doing your banking, I have to admit, that this presentation was prepared by my colleague, Mike Green. I haven’t seen this being presented, and what I received from Mike was this slide deck, No notes. I had a few options in front of me, considering how to prepare for this presentation – I could have asked for Mike’s notes.I could have made my own.Any other ideas?What I actually did, is pull Mike into the board room, closed the door, and made him present it to me. I recorded his presentation on my phone, in full HD.How can you, as a brand, compete or prepare for that?How does this trend effect you as an organization? BYO Device policy? There has to be an IT infrastructure to support it. I had a chat this week with a friend from one of the largest supply chain supplier in the country (if not the biggest). They have faced an issue of communicating with their people, spread across 12,000 locations around Australia. How can you deal with that? You need to consider some form of centralised Mobile Communication strategy.
How do you crack through this – these are not only our children. These are our employees, suppliers, clients. A friend of mine is a marketing lecturer. She told me about a very frustrating incident she had recently, where she gave an assignmnet to be completed in class, which required group discussion. The class was as quiet as if they where no one there. No commotion as you would expect from a few dozens of students in a group discussion. She approached one of the students and screamed at her, that she’s suppose to work with her group, which is right behind her. The petrified student showed my friend an entire conversation they were having on Skype, sitting in a similar setting as you can see here..
Take our organization for example. Our business was only founded 3 years ago, with our first client was in Italy. Our second one was in Canada. Communication today goes beyond borders, and have no boundaries. We offer services that can be deployed anywhere, anytime (as long as you have internet connection). The Arab spring, the revolution in Egypt, the Israelis love Iranians facebook campaign (TED.com) http://www.ted.com/talks/israel_and_iran_a_love_story.html and other social media causes (like the Kony campaign all started as a local effort, which quickly gone beyond borders, physical and mental…http://www.digitaltrends.com/social-media/study-confirms-social-medias-revolutionary-role-in-arab-spring/ Researchers at the University of Washington sifted through more than 3 million tweets, countless hours of YouTube videos and gigabytes of blogs to find out whether the Internet, and social media services like Twitter and Facebook really played the revolutionary role many claimed they did. According to the study, online chatter about revolution often began just before actual revolutions took place. And social media also served as an outlet for citizens of the region to tell their stories of revolution, which played an inspirational role for neighboring countries, the study found.In Egypt, where the Arab Spring blossomed, Howard and his team found that the number of tweets that mentioned revolution in that country exploded from 2,300 per day to more than 230,000 per day. The number of videos, Facebook updates and blog posts about government opposition also rose dramatically.
We all have the opportunity to have a voice. To publish our knowledge, our opinions, our thoughts…Every 2 days we create as much information as we did from the dawn of civilization until 2003 (5 exabytes of data)Exabyte: 1 EB = 1000000000000000000B = 1018 bytes = 1000000000 gigabytes = 1000000terabytesFacebook has about 1000 IT people top to bottom, maintaining 100% availability, continuous upgrades, and supporting over 1 billion users. Westpac, as reported recently, has 3,000 IT staff in Australia and 3,000 offshore
McKinsey >Things like improved communication and collaboration from social media in four major business sectors could add $900 billion to $1.3 trillionA new report from McKinsey Global Institute, shows, According to an analysis of 4,200 companies by the business consulting giant, social technologies stand to unlock from $900 billion to $1.3 trillion in value. At the high end, that approaches Australia’s annual GDP. How’s that for a bottom line?Savings comes from some unexpected places. Two-thirds of the value unlocked by social media rests in “improved communications and collaboration within and across enterprises,” according to the report. Far from a distraction, in other words, social media proves a surprising boom to productivity.Companies are embracing social tools--including internal networks, wikis, and real-time chat--for functions that go way beyond marketing and community building. R&D teams brainstorm products, HR vets applicants, sales fosters leads, and operations and distribution forecasts and monitors supply chains.
If you look at social media – it’s just a thing. It’s shiny, relatively new, but its not good or bad – it’s just a thing. It’s not just what it is that’s important, it’s how you use it, harness it’s powers, learn its’ implications, that will effect your organization. It’s like the a fax machine, or the internet, or email. It’s a new THING. But as oppose to the fax, or the internet, this THING talks back to you, and this time you HAVE TO listen.
You and I as executives have got a dilema here. It’s not only a technology, but a cultural change. What we’re currently seeing in organization, is a great confusion about the place of social media within the organization. There’s a great debate and discussion about who “OWNS” social media. Probably due to the word media in Social Media, it originally fell with the marketing department. Either with PR, Comms, or another part of the marketing division. What we find in working with organizations on a large scale, is the impact of social media ACROSS the ENTIRE organization, certainly outside of the marketing function. The more organizations get into the real impact of Social Media on their day to day lives, the more that OWNERSHIP question hangs over everyone…
Organization are dabbling with social media, but aren’t geared to respond at the speed which is required. soon enough organizations relise the impact Social media have on their employees, their customers and their ecosystem, and discover what we see here:Most of us heard about some of the social media marketing disasters, where some marketing campaigns which weren’t thought through backfired – Qantas luxury pyjamas campaign (at the same time when Qantas was under scrutiny for grounding their entire Fleet). Or the ongoing negative sentiment around Vodafone about their service. One day that sentiment peaked when a Vodafone Social Media Expert (a store employee with glorified online persona) badmouthed customers in the store on Twitter.Due to the fast pace of the medium, stories like that can spread like wild fire. There was a case with United Airlines, publicised heavily in 2009, when a musician noticed the baggage handlers throwing his guitar around. As he feared, he noticed his $5000 Taylors Guitar was broken when he picked it up off the conveyer belt. Failing to get compensation from the airline, he wrote and posted a song about his incident on YouTube. Within the first day he had over 150,000 views, and the comments and negative sentiment in the following months caused the company’s stock price to dive 10%!This tells us, that we, as executives can ignore social media at our own peril. The beast is out of the cage. People are talking about us, our brand, our customers opening and sometime critically. We can choose to listen, or participate, or ignore. That’s our choice.Furthermore, we discover inefficiencies in our own procedures, we find outdated Crisis Communications models. We used to be able to respond to a crises within 48 hours, and put the fire out. Now we have 48 minutes, if that.I’ve touched briefly on BYO Device policy, and the implication on the company’s IT infrastructure, security, platform and software selection criteria etc… The more CTOs and CIOs understand the complexity, but also the opportunity Social Media brings to the organization, the better.Very few people understand the full magnitude and impact of the lack of social media governance in our organizations. There’s confusion as we’ve discussed before about ownership, which results in underperforming teams, missed opportunities at best, but putting the organization at real risk at the worst.I can go on and on about the internal challenges, but I think you get the idea..
Our duty is now, to have a strategic view of our organization, and understand how Social Media affects us. From within and outside the enterprise.
We have to remember, that our core business remains the same!We’re not about to change our core business, but we do need to consider altering some of the ways we do business..We need to identify where social media can impact or add value to your business, and plug a social media element into those business processes. Whether it’s your PR and Comms strategies, Employee Engagement and retention strategies, IT infrastructure, Product development (crowdsourcing) or other aspects of your business..Create a clear strategy and action plan, before embarking on that shiny tactical activities.
The Challenge: Customers Want Timely RepliesIn an age of instant gratification, customers want to know you’re listening –and that you have an answer. In fact, 81% of consumers using social media say it's important for businesses to respond to questions and complaints and within a reasonable amount of time.The Solution: Respond Immediately & Take ActionCustomers and prospects want to know that you care about their needs. So it’s extremely important to check your Facebook page and Twitter mentions frequently and respond to any customer issues or pertinent questions right away. Big brands like AT&T try to keep all responses within 15 minutes, since that type of active response is highly valued by their customers.If customers have an issue that can’t be resolved within the limitations of social media, you should provide an offline channel such as an email or phone number for the customer to speak with you directly, and so you get the complete information you need to best address their complaint. Then, filter any product or service issues to the correct person(s) within your business to improve your operations and prevent future problems.The Challenge: Customer Experience Impacts PerceptionOne key part of your customer service strategy is the overall experience you provide customers both offline and offline, whether or not they have a problem or complaint. Many businesses take advantage social media to deliver a great customer experience, but it can be challenging for local businesses to build trust and engagement on social media sites. The Solution: Humanize your Social StrategyIf you have social pages on Facebook and Twitter, make sure they contain a profile pic, bio, and frequent posts that showcase your brand personality and authority in order to establish trust with online consumers. While it’s important to listen to and respond to comments and complaints, it’s equally beneficial for you to interact with your fans and followers on a regular basis and show them the human side of your business. In addition to providing interesting and informative content, you can also create a positive experience by thanking and rewarding fans and followers, participating in customer-initiated conversations, and sharing news about an event or charity you are involved in. Listening to how your customers respond to you will help you determine the best types of content and conversations that will drive the most engagement on your social media pages.
We have a two-fold view of social media impact on the organization. We’ve divided Social media impact into External impact, considering Customers, Partners, Media, and other stakeholders OUTSIDE the organization, and Internal Impact, on the organization’s employees.Four different use cases – revenue or costs related such as sales, product feedback and innovation, or less tangible like collaboration and knowledge sharing, or Employee advocacy.Many organizations start their focus on the external portion, but they are not yet geared internally to handle such fast paced involvement..The external and internal parts of Social Media effect on the corporation are interconnected, and can’t be viewed in isolation (that’s where most companies fail).
Another way of looking at this social business, is from an external point of view is around the outbound messaging and communicating with the outside world. This involves marketing campaigns, community management, event, crisis management, etc.Internally, we’re looking at training, policies and guidelines, collaboration and real cultural change within the organization.
Ultimately a social business is a Transparent business.
Communication – communicating with our communities in a cost effective way, and listening to what the community outside of ours in saying.Customer service – numerous examples of call centers being transformed to use social media listening and engagement tools to provide more efficient on demand.Sales – we’ve recently deployed a program at Rio Tinto, allowing their sales people to have deep insights into the market, clients and prospects, using social data, allowing them to engage in meaningful conversation and target their offering based on the customer needs at the time of discussion.Product development. – many companies, from CBA to Lorna Jane (apparel) using their community to get feedback and help tweak products to appeal to their customers more. Google is using their own internal resource (like many other software giants) to develop own project using company time and resources. The best products developed are being taken to the public.Human Resources – it’s a known fact that LinkedIn is doing real damage to the recruitment industry, as most professionals have their online profile and resume in the public domain, which allows many companies to save a ton of money on recruitment fees, and source their own talent.
How do I lead:But here is what I tell anyone today who says they wish to become a social business: Social is about engagement and relationships - it is not about transactions. If you don't understand this then don't start. You have to focus and care as much about the 10th customer interaction as the first. This is not to say that results and ROI aren't important - they are, but they take a while in coming. But you will never be a social business if you don't understand relationships - a two way concept - is at the heart of everything you need to do. Fit social into your business - not the other way around. The focus is to use social constructs and methods into your business processes where it makes sense. The focus is NOT to have Facebook in the enterprise. But it also means that you have to think about social beyond marketing - the entire customer journey experience is affected when you become a social business. Social is not a Silo: if you do not connect your social efforts into your entire business it will fail to deliver the desired results. It's part of a marketing mix - therefore social campaigns must include and link to websites, email, eDMs and newsletters. Your Twitter account for service must be part of a fully fledged service experience that includes any other service response mechanism. If your PR crises management plan doesn't include social then it will likely fail you in an emergency. The customer experience is not linear and traverses many channels - they don't work in silos and if you do you will fail. 'Social everywhere it makes sense' should be your mantra. Social involves your entire Organisation : this is the biggest realisation for most companies and is mandatory to becoming a social business. You must focus even more internally than externally. You can't exhibit the traits of transparency, engagement and collaboration which are central to success in social if your organisation is based on a command and control culture and set of processes. There is no Faking IT in social. And it is not only about marketing - it impacts HR, sales, marketing, service, product management, engineering and more. Engagement cannot be Outsourced : A pet peeve of mine! You can use your agency for monitoring, for creative, for campaign creation but if you use your agency to create your regular posts and to respond to engagement then you have two problems. The wrong agency (for accepting this practice) and the wrong attitude towards your customers. See point one above. I don't care about your content calendars - if you don't talk to your customers how can you hope to understand and serve them. Success requires Engagement without Fear : once you realise it's more than marketing you must be prepared to put some basic rules and processes in place and then get out of the way and let your people at it. Everyone must have the choice to participate and its amazing what they can do for your brand, reach and revenue when they are let loose. Not to mention how your employee satisfaction, productivity and talent acquisition improves. Yes, the social channels are full of trolls, sideline commentators and idiots. So is the 'real world'. Get over it and get involved. Social is based on Sharing : this means not just sharing your product brochures endlessly or repeating your marketing messages over and over and over again. This is probably the biggest mistake that many organisations make. Social does provide an opportunity to tell the human stories behind your brand. After all, your customers want to deal with people. The obsession with being 'on message' is one that hurts many brands. And the social economy is based on reciprocity - you must share content of value from sources other than yourself if you are truly going to be perceived as a source of value in the social economy. I know it's shocking but you are not the only one in the world with value to add. Social is Not Ad Hoc : whilst the social networks may seem chaotic at first and it's difficult to relate to your current processes you should approach it as you would any other other business initiative. You need to go through the process of creating your overall social business strategy based on a thorough process of research, evaluation and review. You then need to associate goals, initiatives, priorities, programs, measurements, resources and activities. Social business is not an accident waiting to happen but well thought out piece of your corporate strategy. Plan it that way. A strategy for social media is not a social business strategy. Fish where the fish are - don't try to have a presence in every social network on the planet and don't agree to a page or account for every product / department / business unit / branch / state / country / language in your business. Consider only those networks where you KNOW for a fact your customers already exist and are ACTIVE. And think carefully today about your presence needs - every page, every account has to be managed, moderated, filled with content and provide an engaging experience. If it doesn't - get rid of it. This is a key part of what we call Social Architecture. Social is Measurable : Anyone who tells you that you can't measure your social initiatives and that ROI and social don't go together needs to be escorted off your premises as soon as possible. Measurements should be at 3 levels - reach metrics such as friends, fans and followers. Engagement metrics such as comments, re-tweets, social shares, user generated posts and so on. And ROI on your social campaigns and activities. All levels of measurement are both important and possible. And here is a bonus commandment that is perhaps the most important of all: YOU MUST BE PREPARED TO TRANSFORM YOUR BUSINESS AT THE SPEED OF CHANGE Nothing stays constant very long in a social business and to be successful you must be lean, agile and willing to change.