Evolution Not Revolution: The Social Intelligence Maturity Model

EVOLUTION

REVOLUTIONNOT

THE SOCIAL INTELLIGENCE MATURITY MODEL

THE SOCIAL INTELLIGENCE MATURITY MODELSocial media generates an enormous amount of data, relentlessly and in real-time. Every day, social media users send 500 million tweets, add 4.5 billion Likes on Facebook, and share 55 million new photos on Instagram. Still more data flows through Google+, YouTube, LinkedIn, and other social networks, forums, and online media channels.

All this activity generates a huge pool of consumer intelligence for brands. But the days of Social Media Marketing producing easy wins for brands are long gone. As the age of big data marketing continues to push boundaries, successfully hitting KPIs requires getting better at delivering the RIGHT message to the RIGHT audience at the RIGHT time. Our goals and objectives are evolving from targeting mass audiences and improving overall campaign performance to targeting individuals and driving specific channel effectiveness, at scale.

Fueling this trend is an ongoing public conversation about your enterprise and its competitors. And this conversation is being driven by your customers, who have more influence and reach than ever before. Everything about today’s consumer has changed:

• They have access to tons of information • They have a voice with more reach than ever before • They demand content that is relevant and high-quality • They expect brands to understand their interests without disturbing their privacy

EVOLUTION NOT REVOLUTIONTHE SOCIAL INTELLIGENCE MATURITY MODEL

1900-1960 1960-1990 1990-2010 2010-?

Age of the customerEmpowered buyersdemand a new level ofcustomer obsession

Age of informationConnected PCs and supply chains meanthose who controlinformation flowdominate.

Age of manufacturingmass manufacturingmakes industrialpowerhouses successful.

Age of distributionGlobal connections andtransportation systemsmake distribution key.

Ford, RCA, GEBoeing, P&G,Sony

Walmart, Toyota,UPS, CSX

Amazon.com, Google,Intuit, MBNA

Contendersinclude Facebook,IBM, Best Buy,and Apple.

SOURCES OF DOMINANCE

SUCCESSFUL COMPANIESSOURCE: Forrester Research, Inc

Introduction

The Challenges

The Approach

Social Marketing is Changing as Brands Adapt to Consumers

Social Marketing Programs Transform Your Organization

Social Intelligence Connects Your Organization and Improves Business Results

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TABLE OF CONTENTS

INTRODUCTIONAll day, every day, your customers are revealing information about their motivations, loyalties, preferences, likes and dislikes. This flow of data, while daunting in scope, offers brands an unprecedented opportunity to improve sales, customer service, marketing campaigns, and product development simultaneously. But that requires adopting tools to listen to social media conversations and systematically apply learnings to business decisions.

To succeed in today’s world of big data, companies must align social strategies with business imperatives. The key challenge for enterprises is not just to capture social data, but to transform it into actionable insights at strategic, business, and process levels. Therefore, it must be aggregated, filtered, and mined for relevance and made visible in regular decision-making contexts for people throughout the organization. The ultimate goal is Social Intelligence -- the state in which social media data is shared openly across departments and fully integrated into business processes and strategies.

To help organizations understand the different stages of Social Intelligence, we have defined the social intelligence maturity curve as a series of steps required to build a social organization at scale.


THE CHALLENGESMARKETERS TODAY FACE SEVERAL KEY CHALLENGES WHEN BUILDING THEIR SOCIAL STRATEGIES:

• While most marketers recognize social marketing as a key to success, they still begin social marketing programs without a clear vision of what they hope to achieve.

• Most marketers do not understand how to measure the success of social activities in terms of tangible business value. Without clear KPIs in place, the value of social marketing can be unclear and thus difficult to justify, build, and scale.

• Navigating a path forward requires understanding not only what you're trying to achieve -- and how you're going to track progress -- but the people, processes and technology that must be in place to make progress towards those goals.

THE APPROACH • ALIGN social marketing objectives with specific and quantifiable business goals.

• ASSESS your level of maturity and define the level to which you need to grow to achieve your objectives. What are your main obstacles to progress?

• DETERMINE which people, processes and technology resources will be necessary to support your desired level of social marketing maturity. You may move through stages, or skip stages depending on the size - or challenge - associated with bridging the gap between your current and desired state.

• SECURE the necessary resources - headcount, documented workflows, budget - to make your programs successful.


Alight SM objectives withspecific business goals

Determine which people,processes and technologyresources will be necessary tosupport your desired level ofsocial marketing maturity

Asses your level of maturityand define the level towhich you need to grow toachieve your objectives

Secure the necessaryresources - headcount,documented workflows,budget - to make yourprograms successful

ALIGN ASSESS SECUREDETERMINE

SOCIAL MARKETING IS CHANGING AS BRANDS ADAPT TO CONSUMERSSocial marketing as a discipline is maturing. Customers are more active on social sites and they exchange more information with organizations and each other than ever before. In response, most companies have built social marketing programs to capture and respond to critical data. But they still have room to evolve in how they leverage social networks and the tools and technologies for listening to, engaging with, and understanding the voices of their consumers.

Without improved strategies, processes and resources, marketing organizations will miss out on opportunities that come from understanding market momentum. How can marketers continue to build their organizations to support a more thoughtful approach to social marketing management? This research offers an assessment of where your program is today, and guidance on how to advance from your current state.


SALES AND MARKETING

• Brand awareness• Increase sales• Customer retention

HR

• Reduce recruiting costs• Increase talent pool

CUSTOMER SERVICE

• Reduce number of phone calls• Decrease negative sentiment

RESEARCH

• Gain customer feedback to improve program• Crowdsource a new product offering

DEPARTMENT GOALS:

BUILD A SOCIAL MARKETING PROGRAM THAT TRANSFORMS YOUR ORGANIZATION

LISTEN

In the listening stage, organizations monitor social media to gain a better understanding of their customers, competitors, and the influential people and forces that shape their market and industry.

LOW MATURITY: Direct watching of social platforms or using free/cheap monitoring tools (e.g. TweetDeck) to see how customers are acting/reacting to your brand or key terms. Depending on available resources, these tools typically serve a single department.

HIGH MATURITY: Using a higher-quality automated listening platform to monitor several social media sources at once, serving several departments, and finding KPIs for each department's needs. This approach depends less on human resources and allows listening to be cross-departmental.


ANALYZE

COLLABORATE

ENGAGE

CONNECT

SCALE

LISTEN

PR & Corporate Communications

Listen for negative mentions about your brand before they escalate

Set alerts for negative brand mentions to be aware of any crisis the minute it arises

Measure your brand mentions - How much is your brand discussed on social media?

Monitor brand mentionsMarketing

PEOPLE (DEPARTMENT) PROCESS KPI

ANALYZE

LOW MATURITY: Basic tools offer the ability to measure Twitter data (tweets and retweets), influencers, media type, voice and source info, topics, and location info.

HIGH MATURITY: Higher-end tools include sentiment analysis, content ranking, social insights, and deeper influenc-er analysis. These advanced capabilities help marketers find immediate insights into key topics and trends, and sift through data to find high-value content and influencers. Deeper analytics combined with reporting capabilities enable high-maturity marketers to run more comprehensive reports focusing on different subsets/combinations of data as needed.



Analyze communities, influencers, and share of voice

Measure brand mentions in key demographics - how frequently do core communities/interest groups/supporters discuss your brand?

Structure marketing themes to reinforce brand strengths and combat brand weaknesses

Analyze sentiment by key topic and among top influencers

Marketing

Customer Service/Support Track customer complaints and/or product/service malfunctions

Correlate mentions of product/service malfunctions with most common customer service inquiries

Measure your leads acquired to number of hires - What is the reduction in employee acquisition costs and quantity of qualified candidates?Research – Track the number of surveys completed and ideas shared for improvement

Track positive brand mentions to hone in on potential hiring leads

HR

KPIPEOPLE (DEPARTMENT) PROCESS

COLLABORATE

LOW MATURITY: Basic content routing and workflow management to deliver different media types or tagged content to different departments.

HIGH MATURITY: More sophisticated tools offer the ability to set up teams and departments and auto-route (or drag-and-drop) content to specific individuals/teams/departments.



Route content from new communities & influencers, and auto-send regular reports on brand health

Set alerts for increases and decreases in brand mentions from key communities/influencers, and monitor overall brand health

Measure brand health based on sentiment and verbatim volume in key brand initiatives/markets

Send data from key domestic and international markets to maintain view of brand/global initiatives

Marketing

Customer Service/Support Route negative verbatim from high-ranking sources and key influencers for crisis control

Measure quantity of negative verbatim per topic on daily/weekly/monthly basis

Compare daily/weekly leads to number of hires

Deliver brand-relevant content and influencers to assist in recruiting

HR


ENGAGE: ENGAGE WITH CUSTOMERS IN REAL-TIME

LOW MATURITY: Simple engagement tools allow marketers to respond to tweets, Direct Messages, and sometimes Facebook posts. Low maturity engagement is typically used to perform triage during social media crises, but lacks the complexity to help marketers build two-way dialogues with key individuals and audiences.

HIGH MATURITY: High-end toolsets offer engagement capabilities across a wider range of supported networks, and may even include scheduling functionality to help marketers strategize, distribute, and pre-load their messaging. High-maturity engagement enables marketers and PR departments to quickly respond to crisis situations, as well as build relationships with influencers and other key entities in the social space.

In the Engaging stage, departmental teams start to follow up social media listening with action. They continue to analyze brand sentiment, but now work proactively to address customer inquiries or complaints. They conduct two-way communications on social channels, building relationships with customers, sales prospects and brand ambassadors. Once an organization matures to the engagement phase, they will routinely integrate social media into customer service, sales and influencer marketing.



Communicate regularly with key influencers in core communities, and reach out to influencers in new communities

Achieve daily/weekly response rates to verbatim based on community and influencer priorities

Distribute daily, weekly and monthly content of different types in new markets; measure increases in positive/negative brand-related verbatim in new markets based on dissemination of collateral in those markets

Generate collateral to address key markets/initiatives and combat negative perception

Marketing

Customer Service/Support Respond to negative verbatim from key influencers and specific/recurring service requests

Develop standardized responses to recurring requests; achieve daily/weekly response rates to negative verbatim; automate initial responses via social channels



CONNECT AND SCALE: EMPOWER DECISION MAKING WITH SOCIAL INTELLIGENCE ACROSS THE ORGANIZATION

LOW MATURITY: Integrate departmental CRMs, social accounts (Facebook, Twitter, etc.), and potentially external toolsets such as Google Analytics.

HIGH MATURITY: Flexible, open platforms integrate easily with a variety of external toolsets, including CRMs, PM software, social accounts, and any other packages the organization (or particular departments) may already be using. High-end platforms can accommodate both inbound and outbound integrations, easing the pains of platform adoption and enabling the tool to fit into the organization's (and each department's) existing software ecosystem.


Integrate PR management software to coordinate press releases and internal comms

Distribute press releases/internal comms via external software integrated with platform

Manage and respond to service requests via platform-integrated CRM

Integrate CRM to track customer service requests, response status, solution progress, etc.

Support

Marketing Integrate marketing services software to generate collateral based on social data

Generate and distribute marketing collateral through platform-integrated marketing software

HR Integrate HR management software to track leads, hires, acquisition costs

Manage leads, hires, and acquisition costs with platform-integrated HR solution


SOCIAL INTELLIGENCE CONNECTS YOUR ORGANIZATION AND IMPROVES BUSINESS RESULTS

At this stage, social marketing works as part of a well-oiled, multichannel machine. Social marketing activities help drive interaction across all other channels; posts in social feeds push users to commerce stores, emails drive participation in social programs, and social shares create web activity that generates new leads. As such, planning for the customer journey across channels becomes critical. Social marketing activities at this level connect the entire organization; insights from social programs travel to product teams, service issues escalate to the service organization, and promotions drive sales activity.

KEY TAKEAWAYS

We are living in the age of the empowered customer

Building a strong brand in the age of the customer requires leveraging social data

Social Data drives monitoring, listening, and in turn, Social Intelligence

Social Intelligence requires dedicated resources in each department

Social marketing activities based on Social Intelligence connect the entire organization


KPI

ABOUT SYNTHESIOSynthesio, named THE leader in The Forrester Wave™: Enterprise Listening Platforms, Q1 2014 report, is a Global Social Intelligence Platform. Used by some of the world’s top brands, and the agencies that support them, Synthesio is the framework for building social intelligence that provides real business results. Whether an organization’s social team is built within Marketing or crosses multiple departments, business units or geographies, Synthesio helps teams listen, analyze, and engage with consumer conversations across social and mainstream media within one platform. Founded in 2006, Synthesio has offices in New York, Paris, London, and Singapore. www.synthesio.com.

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Evolution Not Revolution: The Social Intelligence Maturity Model