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Social Media: Strategies to Drive
Profitability and Manage
Organizational Risk
Sarah Crowe – Microsoft
Chris Smith – Grant Thornton
David Koppy – Grant Thornton
July 8, 2019
2
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Agenda
Introductions & session objectives
Highlights and lowlights on social media trends
Social media impact across the enterprise
Implications of social media on organizational risk portfolio
Example of excellence: Microsoft Surface Commercial
Diagnosing social media risks
How to take action from this session
4
Session Objectives
Session Overview
• Learn how social media impacts the organizational
risk portfolio
• Identify best practices for ensuring a sound social
media program
• Identify the core components of a comprehensive
social media program
• Analyze how social media execution aligns to each
stage of the customer journey
• Determine best practices and considerations for
oversight of a social media program
Presenters
Chris Smith
Grant Thornton
National Managing Partner, Strategy & Transformation
David Koppy
Grant Thornton
Senior Manager, Strategy & Transformation
Sarah Crowe
Microsoft
Director Product Marketing
5
Highlights on Social Media Trends
91% Percentage of US
companies that use social
media for marketing
purposes
55% Percentage of survey
respondents that executed
an online purchase after
discovery via social media
3 hours
Average amount of time
spent on mobile devices
per day
28%
Percentage of time that
users spend on social
media apps relative to all
app usage
Social media is transforming how we communicate, engage and manage our relationships.
As organizations adapt to changing customer expectations, the pace of technological and social change has outpaced
organizations’ capabilities to responsibly manage this powerful medium.
Sources: Comscore, eMarketer, GLG, Adobe
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Highlights Lowlights on Social Media Trends
Forbes – Research is confirming that
extensive social media use is harming
our collective psychology
Backlash from self-inflicted negative
publicity
Negative impact social media has on
mental health
Spread of misinformation and
contribution to tribalism
Sources: Forbes, Reuters, The Guardian
Reuters – Snapchat value dropped by $1
billon when ad shown asking, “would you
rather slap Rhianna or punch Chris
Brown?”
The Guardian – Subpoenas for financial
information may include Kendall Jenner
and talent firms 25 models who starred
in promotional Fyre Festival video
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Evolution of Social Media
Origins of social media How social media has evolved
Central to how companies communicate
with customers, employees & other entities
Principally a consumer and personal
mechanism for communication
Primarily focused on peer-to-peer
networking and communication
Seamless experience to obtain instantaneous
access to information and content
Personal brands meticulously curated and
monetized for revenue and social capital
Emphasis on personal expression with
underdeveloped social norms
Companies leveraged as a platform to
communication information
Companies listen to social sentiments and
proactively manage brand
Individuals drastically conceded privacy in
return for social media benefits
Increased demands for privacy protection from
companies and governments (ex. CCPA)
8
Social Media within a Customer-Centric Framework
RETENTIONONBOARDING & USAGEACQUISITION
Advocate
CU
ST
OM
ER
FA
CIN
GIN
TE
RN
AL F
AC
ING
Cu
sto
me
r
Exp
erie
nce
Co
mp
an
y
De
pa
rtme
nts
Use/ExperiencePurchaseConsiderAwareness
MARKETING & COMMUNICATIONS (Brand, web, social, events, etc.)
SALES (Tele, in-person, e-commerce, 3rd party)
CUSTOMER SERVICE (Phone, in person, chat, email, etc.)
HUMAN
RESOURCESIT
SUPPLY CHAIN /
LOGISTICS
FINANCE /
ACCOUNTING
PRODUCT / SERVICE
MGMT.
Cu
sto
me
r-ce
ntric
Fo
un
da
tion
s
MEASUREMENT (Strategic: NPS, CSAT, social ratings, LTV/CAC, etc. / operational: processing time, service response, etc.)
DATA & TECH PLATFORM (360 customer data, integrated CRM and marketing automation, social listening, etc.)
CUSTOMER INTELLIGENCE (customer segmentation, journey mapping & persona design, voice of customer, etc.)
ORGANIZATIONAL STRUCTURE (Corporate alignment, functional responsibilities, etc.)
Acknowledge
brand (brand
awareness)
Research
products
Compare
competitive
options
Select preferred
option
Execute
purchase
process
Product
received
Use /
experience
product
Obtain more
information or
sign up for
updates
Execute
additional
purchases
Recommend to
others
CUSTOMER-FIRST CULTURE (Exec sponsorship, customer council, culture evangelists, etc.)
9
Social Media within a Customer-Centric Framework
RETENTIONONBOARDING & USAGEACQUISITION
Advocate
CU
ST
OM
ER
FA
CIN
GIN
TE
RN
AL F
AC
ING
Cu
sto
me
r
Exp
erie
nce
Co
mp
an
y
De
pa
rtme
nts
Use/ExperiencePurchaseConsiderAwareness
MARKETING & COMMUNICATIONS (Brand, web, social, events, etc.)
SALES (Tele, in-person, e-commerce, 3rd party)
CUSTOMER SERVICE (Phone, in person, chat, email, etc.)
HUMAN
RESOURCESIT
SUPPLY CHAIN /
LOGISTICS
FINANCE /
ACCOUNTING
PRODUCT / SERVICE
MGMT.
Cu
sto
me
r-ce
ntric
Fo
un
da
tion
s
MEASUREMENT (Strategic: NPS, CSAT, social ratings, LTV/CAC, etc. / operational: processing time, service response, etc.)
DATA & TECH PLATFORM (360 customer data, integrated CRM and marketing automation, social listening, etc.)
CUSTOMER INTELLIGENCE (customer segmentation, journey mapping & persona design, voice of customer, etc.)
ORGANIZATIONAL STRUCTURE (Corporate alignment, functional responsibilities, etc.)
Acknowledge
brand (brand
awareness)
Research
products
Compare
competitive
options
Select preferred
option
Execute
purchase
process
Product
received
Use /
experience
product
Obtain more
information or
sign up for
updates
Execute
additional
purchases
Recommend to
others
CUSTOMER-FIRST CULTURE (Exec sponsorship, customer council, culture evangelists, etc.)
10
Social Media Programs & Implications to Risk Portfolio
Core elements of a social media program Implications to the organizational risk portfolio
A social media program requires a clear strategy, tactics, enablers,
and continuous improvement across all components of the discipline
Organizational core values – effective social media
programs are anchored on organizational vision and
mission statements
Brand & reputation – alignment with overarching
communication & marketing strategies in order to drive
brand consistency & reputation management
Profitability – best-in-class social media programs drive
revenue opportunities as well as cost efficiencies
through scale & execution consistency
Performance impact – program success is tracked and
assessed across a range of KPIs (reach, conversion,
Net Promotor Score, etc.)
Customer sentiment – social listening & data mining
tools enable ability to understand the customer by
identifying patterns & deriving behavioral insights
11
Social Media as an Enterprise Goldmine or Landmine
Goldmines
• Opportunities for two-way engagement
• Relevancy across each stage of the customer
journey
• Opportunities for customer service & sentiment
assessment
Landmines
• Power shifts to customer – less control over
positioning & perceptions
• Rapid proliferation of misinformation framed as
truth
• Backlash from inauthentic, insensitive or
misleading communications
Customers Employees
Goldmines
• Relationships built and strengthened with
coworkers
• Alternative to ask questions and solve problems
• Supports professional development and
personal brand positioning
Landmines
• Unauthorized use of social media on company’s
behalf
• Accidental release of sensitive information
• Challenging to rectify social media missteps
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Example of Excellence:
Microsoft Surface Commercial
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Timing created advantages for Surface Commercial…
• On the back of Microsoft's modern marketing movement, there was strong
clarity that the program created should be intentional and customer-focused
• Some core elements of the strategy, tactics and enablers did not need to be
created net-new, but instead adapted from the larger company strategy
Microsoft's Social Media Journey & Impact for Surface
…but the existing landscape created challenges
While social media existed for Microsoft Surface consumer
audiences, there was no commercial-specific social media
presence
There were no principles for how to engage and plug into
other existing social media channels to share one voice
New methods were needed to position a traditionally B2C
brand to a B2B audience on B2B preferred channels
Efforts to reach commercial specific segment groups and
audiences were not yet tied to a holistic customer
experience
There were no focused resources charged with ownership of
Surface’s Commercial social media presence
Cross-team alignment was needed across reporting,
content, publishing, integrated marketing and other teams
Microsoft social media has evolved
'Spray & Pray'
Method
Messaging
Tactics
Modern
Marketing
Demand
Generation
Measure just
to Measure
Customer
Engagement
Cyclical &
iterative
Customer
Experience
14
Surface Commercial's Social Journey
We first evaluated the landscape to
inform our strategy…
…which helped frame our social media
objectives to drive our business goals
Impact we've seen and how we're
continuing to optimize to magnify impact
Increased awareness through reach and
impressions for our Surface for Business
products
Increase consideration, with new followers
and higher engagement and click-thru rates
Continuing to drive advocacy to heighten
follower shares and influencer posts
The launch of Hub 2 validated that our
approach was good – we set targets based on
consumer and we blew them out of the water
This year we saw 10x impressions from Hub 2
launch social strategy in 2018 to Hub 2S launch
social strategy in 2019 as a result of strategy
continuing to land well with our audiences
Create a presence on LinkedIn for
Surface commercial to reach B2B
audiences
Integrate and amplify through existing
channels of other consumer and
product commercial brands
1
2
Strategy
Tactics
Enablers
Organic Social
Program
Paid Social
Program
Follower
Program
• What is industry best practice for B2B?
• What is Microsoft strategy and approach?
• Who are our target audiences?
• What do they care about?
• What is their customer journey?
• How do we reach them with messaging
aligned to our brand?
• What's our content strategy?
• What analytics capabilities exist?
• How do we scale through vendors?
• What does our publishing strategy and
editorial process look like?
• How will we govern the program?
3
Based on audit of industry best practices,
Microsoft strategy and understanding of
Microsoft channels across consumer and
commercial:
Leverage social programs that will drive
broad impact with our target audiences
15
#MicrosoftLife
Share own experience of
working at the company
Social in the Enterprise – Where We are Today
Microsoft Social Media Governance
Social Footprint Monitoring + Reporting Content Standards Engagement Audit
Outline approach to brand
protection on social channels.
Document metrics, reporting,
and cadence.
Define criteria for content
amplification support.
Delineate engagement and
crisis escalation protocols.
Establish areas for audit
review.
LinkedIn Elevate
Approved Microsoft & 3rd
party content that you can
share through your
professional social accounts
Target
Understand
Engage
LinkedIn Sales Solutions
It is our intent, and our vision to
ensure social becomes part of
our company DNA, and that
every employee, no matter what
team or organization they sit in,
will have strong social
capabilities and feel empowered
and enabled to drive authentic
conversations.
Vision
#MicrosoftAdvocate
16
Common Topics in Diagnosing Social Media Risk
Reputation / crisis management – What policies & action plans are used to manage
social media crises? What existing tactics are in place to proactively manage reputation?
Operational rigor – Are social media processes built & monitored in order to manage
organizational risk? How are people trained on best practices?
Technology stack - What tools are being used to monitor social media channels &
execution? How is information about customers being collected & used?
Alignment to strategy – Is social media formalized across the organization? Does social
media execution reflect organizational priorities & core values?
Authenticity – How is the brand promise & value proposition reflected? What existing
scenarios could potentially lead to brand damage?
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How to Take Action from this Session
Assess existing Internal Audit
capabilities
Elevate social media as an enterprise-
wide priority
Evaluate existing guidance & trainingNEXT
STEPS
Stay abreast of current organizational
social media execution
Go beyond routine inspection
Existing social media platforms & handles can rapidly
proliferate; follow & check in on social media
presences, especially as new platforms emerge
Build IA plans to explore social media execution
across the entire organization risk portfolio and
beyond routine tests & controls
Invest in building strong relationships with executives
(ex. CMO, CHRO, Legal) in order to maximize
advisory impact from social media findings
Explore existing capabilities of Internal Audit team to
perform social media inspections & supplement with
subject matter expertise as needed
Determine how guidance is documented/trained (ex.
legal, brand, content) and implications on financial
impact (ex. lawsuits, fines, copyrights)
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