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8/9/2019 Social Business- Managing the Corporate Brand via Team Performance
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tt
Your Guide to Social Media Success
Managing The Corporate Brand
via Team Performance
The New Brand Molecule
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Paul Stillmank
President & CEO, 7Summits
7SummitsAgency.com
@7SummitsAgency
Hello
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Paul Stillmank
President & CEO, 7Summits
This presentation
has been modified
to include thespeakers notes astext on each slide.
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Social Context Evolution
June, 1999: Harvard Business Review introduced a concept called The
Brand Molecule
Then
Harvard Business Review, (June), 125-133. Urde, M. (1999).
Focus was brands, sub-brands, and related brands. Companies were trying to understand the perceived
relationships, proximity and positioning among these brands in the market place in an effort to better
market to their target audience.. This was a very technical way of looking at companies trying to
understand, manage and control their brands.
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Social Context Evolution
The cover of that
article pictured a
molecule (the
brand), being builtby people standing
on the particles that
make it up.
The reference
focused on how they
see your brand.
Then
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Social Context Evolution
Never was a graphic
more prophetic as
now it truly is people
that are building,
modifying and
transposing brands
based on their own
personal perceptions
and experience.
Then
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Social Context Evolution
Traditional brand models focused on shouting with little peer to peer
influence.
Then
Sure, customers talked to each other word of mouth is age old. However the Company and its
Marketing department created the message that dominated the media
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Social Context Evolution
Customers are more connected through social networks where they
can relate to like-minded peers. Key Opinion Leaders emerge as aSocial influence. Employees are out there doing their thing!
Now
Thats changed now.
Social media has connected
consumers with like-minded
peers like never before.
We are hyper-connected.
Key Opinion Leaders have
emerged with a bigger voiceas
have Customer Advocates.
This has lead to new categories
like Social Influence Marketing
and Customer Advocacy
Programs as companies jockey
to take advantage of these
newer, connected media.
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Social Context Evolution
Customers are more connected through social networks where they
can relate to like-minded peers. Key Opinion Leaders emerge as aSocial influence. Employees are out there doing their thing!
Now
The other big change, and the one
we are here to talk about, is how
your employees feature in this
evolution of marketing and
brands:
They are also out there on
Facebook, on Twitter, commenting
on blogs, posting status on
LinkedIn.
And their profiles on LinkedIn, on
Facebook, on MySpace, on Bebo,
and more they may all carry
your brand (their workplace).
Employees represent your brand ,
influence its perception, whether
you know it, whether you like it or
not!
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Social Context Evolution
Corporations respond by adding social context inside the
enterprise and connecting that knowledge outside as well.
Next
Companies have begun to embrace this as
well:
By connecting partners, customers, and
customer service to provide better support.
By supporting key opinion leaders in their
causes; altruistic for sure, but also inhopes of garnering some of their social
influence to their brand, their product, their
service.
All of this has an impact on the Customer
Perception:
A Companys brand influences and is
influenced by the relationships it has withkey stakeholders. There are many
organizational entities (and employees)
involved in supporting those relationships
So when we talk about Managing TheCorporate Brand via Team Performance,
we are talking about this newer idea of
Social Influence.
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Social Context Evolution Next
The result is employees becoming empowered like never before.
Never has it been more
important than now to have high
performing teams; engaged
employees employees that
understand how to behave in
these conversations so that they
become additive and not a
detractor.
The key point is that how your
team behaves externally is
predicated on how they perform /behave inside your organization.
And that is something that you
can influence and support.
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Your internal teams affect every phase of this socially integrated model:
Awareness driving more impressions to your brands, products
and services. Each is a potential brand ambassador.
Relevancy influencing conversion through user (employee)
generated content, tagging, rating, commenting
Involvement promoting and maintaining contact through
solution teams, online chat, and more.
Ongoing Engagement building brand-entered community with
active participation.
The Social Context has permeated this spectrum and employees canand do have an effect on this model.
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Managing the corporate brand via team performance
First, change must come from within.
Employees are talking
about our brands,
products and services
everyday online. They
need to be engaged in
that brand experience
internallyin a way that
lends itself to getting themessaging right when
they engage externally.
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Managing the corporate brand via team performance
High performingteams sharing
their excitement
about their
company, their
work, and their
brand create
excitement and
share an inside
look at a company.
This is a force multiplier for large companies that get this
right leveraging the power of user generated content
from internal brand ambassadors.
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Managing the corporate brand via team performance
So how is this approached from the inside? How can a company light
the spark and energize employees to this level and benefit?
Alignment! Embrace social as part of your internal culture as well.
One sure-fire way to get on this path is to embrace social as part of your internal culture as well.
Community is the new collaboration. So we need to get after that: people collaborating at work
the same way that they do at home/online makes it easier to promote the behaviors inside our
organizations that we want to see when the workday ends.
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Managing the corporate brand via team performance
This style of internal collaboration and communication creates brand
alignment, boosting employee productivity and therefore satisfaction.
Engaged, satisfied employees become brand ambassadors.
Hopefully this is hitting home. This greater level of understanding and engagement with
brands, products and services inside the enterprise reflects on both the style and level
of engagement when employees represent your brand outside of work.
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Managing the corporate brand via team performance
Its more important than ever tolaunch internal brand
communication initiatives so that
employees understand and can
articulate your brand attributes
when communicating online.
Many companies have designed programs that
completely engage their teams in the brand and
its key elements. This often includes relating
brand attributes to their specific work area or job,
arming them for communications inside and
outside the enterprise.
Internal branding efforts like these prepare
employees to present a credible, compelling, and
differentiating story about your organization,
products and services an essential ingredient
that goes well beyond Social Media Guidelines.
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Managing the corporate brand via team performance
This helps us to make the leap from controlling the message,
summarizing cautions, and providing guidelines to creating an entireworkforce of brand ambassadors that are active online.
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Managing the corporate brand via team performance
Marketing and Human Resources need to work
together to make sure that brand is clearly
aligned with vision, mission, and values.
Recruit for success. Hire candidates that can
support your brand. Ask specific questions
during the interview process to determine
whether a candidate gets it and can represent
your brand online in the fashion that you wantthem to. This also tells the candidate something
about your company brand is important and
the discussion starts at the earliest point in the
process.
Corporate communications needs to keep brand
attributes in the forefront until they areinstinctive / natural:
Create brand alignment exercises for individual
groups and departments.
Share brand alignment stories to help reinforce.
Add a communication program surrounding
brands, applied brand attributes, and
products/services.
Lets Get Tactical!
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Managing the corporate brand via team performance
Create your own internal community for
gathering and disseminating marketinformation to employees knowledge is
power.
Create a centralized location / community
on your site that allows them to
communicate internally and externally.
This adds fresh content and provides acentrally located set of examples for others
to follow.
Create dedicated internal communities:
Foster understanding of brands,
products and services
Sub-communities created by thecommunity
Make part of employee on-boarding
Create a roadmap for the future
http://www.slideshare.net/7Summits/a
pplied-social-media-for-a-social-
business
Lets Get Strategic!
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Where to Begin?
Cultural
Balancing point between self-direction and top-down mandates
Organizational attitudes about transparency
Social Business Planning
Types of social media already being used in your organization for what
purpose and by whom. Types of problems being solved or desired to be solved
Success profile for problems being solved. Impact of those successes.
Social Business Policy status and impacts of policy breach.
Content organization: topical, hierarchical(by division, group, unit); roles &
responsibilities.
Social Business Models Communities of Practice versus decentralized social community
Accommodating discovery of people through content, content through
people, content through content, and people through people.
Reward, recognition and recommendations
Assess Where You Are Today Then Formulate a Plan
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Our Approach Example Assessment Areas - Continued
Community LaunchActivities
Launch strategies to drive traffic, participation, and creation (rewards,
competitions, forcing through changed processes, individual and team
performance measures, events, etc.)
Moderation and reporting strategies
Identifying internal champions and key influencers before launch and onan ongoing basis
Other corporate initiatives that enterprise community is coupled to
additive and detractive
Community Management
Member management policies and enforcement
Role of senior leadership in contributing to community
Marketing of successes and the growing value of community affected
content
Promotion of new content, new members, new groups and new topics
Leveraging of Web 2.0 effects to accelerate community ease-of-use
Assess Where You Are Today Then Formulate a Plan
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identify themselves and the capacity in
which they are participating
be selective about who they allow into
their network
Treat colleagues, customers and
competitors alike with courtesy and
respect
be factual and participate where they
actually know what theyre talking about
be genuine, be themselves, and talk in the
first person
give appropriate recognition respect
copyrights and fair use guidelines
know how to handle and route customer
complaints
know when NOT to engage in conversation
use forum etiquette
remember that if its online, then its
discoverable
state when its their personal opinion
focus on areas where they have valuable
knowledge to share
Realize that participation in social
computing on behalf of your company is
an opportunity
What about those guidelines?
Managing the corporate brand via team performance
Well-written Social Media Guidelines steer employees to:
Social Media Guidelines do not create brand stewards they enable your employees to be brand
stewards (policy, communications, training, engagement)
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There are many laws and SEC
regulations that govern what,
how and when companies can
disclose information that may
affect the financial markets
The FTC now requires acompany to disclose its material
connection to employees
posting messages or blogging
with they are off duty.
A well written policy should
guide employees to referinquiries on such topics from
any source to the appropriate
company communications
department
Managing the corporate brand via team performance
Furthermore.a few cautions
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Paulies Picks: a list of public domain best practicedocuments on Social Media Guidelines
Mashables 10 Must-Haves for Your Social Media Policy
http://mashable.com/2009/06/02/social-media-policy-musts/
Intel Social Media Guidelineshttp://www.intel.com/sites/sitewide/en_us/social-media.htm
IBMs Social Computing Guidelines
http://www.ibm.com/blogs/zz/en/guidelines.html
Sun Microsystems Social Media Guidelineshttp://www.sun.com/communities/guidelines.jsp
Mashables Presenting: 10 of the Smartest Big Brands in Social Media
http://mashable.com/2009/02/06/social-media-smartest-brands/
Managing the corporate brand via team performance
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So get out there! Get your
employees engaged to build
your brand moleculethey
are already influencing how
your customers view yourbrand.
Managing the corporate brand via team performance
Closing Remarks
Understand your customer, draw together relevant content and serve it up inside the organization first!
This type of internal listening affects how you participate and react externally strengthening brand
perception. Apply social listening tools to understand customer perception, find relevant groundswells and
apply them to serve your customers better.
Exploit the social context inside the enterprise to make difficult jobs more easy and to connect customers
with each other to do everything from solve problems to ideate new products.
Thats how you can gain alignment and momentum between corporate and personal brands!
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In the Vast Expanse
ofNewly Evolving
Social Media, What Should You
Focus on First?
Your Guide to Social Media Success