Thinking Strategic About Social Business - The Community Roundtable

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THINKING STRATEGIC ABOUT SOCIAL BUSINESS PLANNING PRESENTED BY MICHAEL BRITO, SVP SOCIAL BUSINESS

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EMPLOYEES Inappropriate use of social media

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INTERNAL Confusion of roles & responsibilities

INCONSISTENT Social media measurement practices

OUTDATED Crisis communications models

THE BRIGHT & SHINY OBJECT OF SOCIAL MEDIA HAS CAUSED ORG CHAOS

EXPANDING Social media programs globally

NON-EXISTENT Governance models & Policies

DISJOINTED Content marketing strategies

TECHNOLOGY Selection and adoption within the org

Companies are struggling to operationalize social media internally

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THE DEFINITION OF SOCIAL BUSINESS PLANNING

Social business planning is the blueprint for the transformation of an

organization—BRIDGING THE EXTERNAL WITH INTERNAL, resulting in a

more connected way of doing business and shared value for all stakeholders. “

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Social business planning can help solve a variety of organizational problems.

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OPER

ATIO

NAL

EX

CELL

ENCE

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INTERNAL (employees)

EXTERNAL (customers, partners, media)

THE SOCIAL BUSINESS

SALES/REVENUE CUSTOMER ADVOCACY PRODUCT FEEDBACK

COMMUNITY ENGAGEMENT CUSTOMER/SALES SUPPORT CUSTOMER SATISFACTION

COLLABORATION KNOWLEDGE SHARING SOCIAL ENABLEMENT

PROCESS IMPROVEMENT PRODUCT INNOVATION EMPLOYEE ADVOCACY

STAKEHOLDER VALUE

BUSINESS VALUE

SOCI

AL B

RAN

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SOCIAL BUSINESS DELIVERS BUSINESS VALUE INTERNALLY AND EXTERNALLY Value is created by stakeholder engagement, process improvement, and product innovation.

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THE THREE CHARACTERISTICS THAT ENCOMPASS A SOCIAL BUSINESS People, Process and Platforms are the foundation of social business planning and initiatives.

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PLATFORMS

PROCESS

PEOPLE Behavior Change

Cross Silo Collaboration Executive Support & Participation

Organizational Models Employee & Partner Participation

Social Media Policies Technology Integration

Customer Support & Sales Workflows Measurement Framework & Rollout

Global & Enterprise Expansion

Online Monitoring Analytics Platform

Internal Collaboration Community Platform Selection

Social CRM

THE PATH TO SOCIAL BUSINESS REQUIRES A CULTURAL TRANSFORMATION

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INTERNAL AND EXTERNAL ALIGNMENT IS CRTICAL FOR SUCCESS Collaboration, communication and process development are critical to ensure measureable outcomes.

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Community Management Marketing

Customer Service Communications

Events Campaigns Advocacy

Crisis

SOCIAL BRAND (External)

SOCIAL ENTERPRISE(Internal)

SOCIAL BUSINESS

Training Process

Collaboration Organization Models

Research & Development Policies & Guidelines Knowledge Sharing

Culture

Programs

Infrastructure

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COMMUNICATIONS

CUSTOMER SERVICE

SALES

PRODUCT DEVELOPMENT

HUMAN RESOURCES

SUPPLY CHAIN

Deeper levels of engagement with the social customer through consistent and relevant content; ability to scale operations globally.

The ability to solve customer problems quickly and efficiently.

Increased collaboration between sales professionals in the industry; robust social CRM platform and analytics

Product and process innovation using the collective intellect of the community

Staffing & recruiting, employee engagement and empowerment

Bring products to market faster through increased collaboration with partners in the supply chain

SOCIAL BUSINESS AFFECTS MORE THAN JUST THE WAY BRAND COMMUNICATES Social business spans across the entire organization from HR to Marketing and everything in between.

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THE PATH TO BUILDING A TRULY COLLABORATIVE SOCIAL BUSINESS

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STEP 1: “KNOWING” AND IDENTIFYING THE CHALLENGES IS HALF THE BATTLE Overcoming denial and pushback to change is the other half.

and knowing is half the battle ….

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STEP 2: INTERNAL AND EXTERNAL STAKEHOLDER CONVERSATION AUDITS Audits provide valuable insights, identify collaboration gaps, broken workflows and stakeholder sentiment.

•  Conversation and sentiment analysis

•  Surveys, polls and stakeholder interviews

•  Data mining from internal communities

•  Intelligence gathering

Internal External

Media 35%

Twitter and Blogs 65%

Overall Distribution of Conversation

Positive 57%

Neutral 32%

Neg 11%

General Sentiment


•  Content and communication planning


•  Influencer and advocate identification

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STEP 3: ESTABLISH A SOCIAL BUSINESS CENTER OF EXCELLENCE The Center of Excellence will drive governance, collaboration, training and process across the organization.

EVALUATE THE SOCIAL LANDSCAPE

ESTABLISH A CENTRALIZED TEAM

OPERATIONALIZE THE SOCIAL BUSINESS CENTER OF EXCELLENCE


•  Surveys, polls and stakeholder interviews

•  Data mining from internal communities


•  Identify the right teams, stakeholders and employees

•  Establish roles & responsibilities

•  Achieve buy-in from senior leadership

•  Establish a measurement framework

LISTEN • Identify social listening and social CRM software

• Establish a social media listening center

• Determine internal & external topics

PLAN • Create plan for employee training

• Process and collaboration design

• Crisis coms and customers support escalation tree

ENGAGE • Launch programs, events and campaigns

• Manage internal collaboration and communication projects

• Expand teams and channels globally

Decentralized Centralized Hub and Spoke Multiple Holistic

Organization structure models from Altimeter Group

Examples of Organizational Structures

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STEP 4: TAKING A LONG TERM VIEW OF SOCIAL BUSINESS PLANNING Establish short term wins; learn, iterate and build on what is working.

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THE BUSINESS ITSELF IS SOCIAL AD HOC SOCIAL MEDIA TACTICS

•  Social enterprise architecture constructed

•  Rules of engagement circulated

•  Early adopter training initiated

•  Monitoring/analytics inform policy, process and content

•  Community management plan activated

•  Partners coordinated and connected to internal lead

•  Social CMS tools and internal staffing formalized

•  Regional additions to steering committee

•  Training rolled out across organization

•  Systems integrated on back end

•  Employees, partners and customers connected

•  Culture of organization more adaptable

•  People, processes and platform maturity well-established

•  Steering committee identified •  Governance models in place •  Internal network deployed •  Listening tools and process in

place •  KPI/measurement framework

established •  Policy established •  Center of excellence

identified

WALK PROPERTY

MANAGEMENT

RUN ECOSYSTEM

ENGAGEMENT

FLY SOCIAL INNOVATION

+ INTEGRATION

CRAWL POLICY, PROCESS

+ PROCEDURE

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Michael Brito SVP, Social Business Edelman Digital [email protected] 415-871-5165 @Britopian

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