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UNDERSTANDING THE TRUE DRIVERS OF SOCIAL MEDIA
PREPARED FOR SOCIAL MEDIA STRATEGIES– SANTA CLARA, MAY 18-19
@FGOSSIEAUX
WHAT IS ACTUALLY HAPPENING OUT THERE?UNDERSTANDING THE TRUE DRIVERS OF SOCIAL MEDIAWHAT IS HYPER-SOCIALITY, AND WHY NOW? HOW DOES HYPER-SOCIALITY SCALE?HOW DO HYPER-SOCIAL ORGANIZATIONS THINK ABOUT THEIR BUSINESS?WHAT DO HYPER-SOCIAL ORGANIZATIONS DO DIFFERENTLY, AND WHY?HOW DO HYPER-SOCIAL ORGANIZATIONS GET STARTED AND SUCCEED?EXERCISE – AND WHERE DOES THIS ALL LEAD?
OVERVIEW
THE SAP DEVELOPER COMMUNITY
LET’S START OFF WITH A LITTLE EXAMPLE HUMAN 1.0 VS. WEB 2.0
The SAP Developer Network
4
Stats:1.4 M users400K+ business expertsContent-richOriginal Incentive System:Point system leading to
personal rewardsThe Results:Bullying behavior in the
communityNew Incentive System:Point system leading to
donation to good causeThe Results:No more bullying in the
communityWeb 2.0 or Human 1.0?
A look at some NIH + Duke Research
Experiment #1:
People play Atari-style video game which allows them to earn or lose money for themselves
MRI scans shows that the pleasure side of the brain lights up – that same part that gets addicted to drugs
Experiment #2:
People play Atari-style video game which allows them to earn or lose money for a charity
MRI scans shows that the altruism side of the brain lights up – that same part that is responsible for social interactions
So to understand how to do business in a 2.0 world…
You do not need to understand the Web 2.0 technologies
You are better off understanding Human 1.0 – not as individuals, but as
hyper-social creatures
LET’S GET A LEVEL DEEPER ON THE HUMAN 1.0…
Why are social beings helping one another?
Reciprocity = a Reflex
Why are people going out of their way to punish others?
Humans have an innate sense of fairness = keeps reciprocal society working
Why do people like to look like others?
Because humans have mirror neurons
Why do we lie to market researchers?
Because we lie to ourselves and others, and we tell people what we think they want to hear
Why there is no real (big) business in the long tail
Because we are a herding species, and a self-herding one to boot
Why is status so important (and why do we hoard it)?
Because it used to get us a better mate – proceed with caution: status works both ways!
What are the important Human 1.0 Hyper-Social Traits
• Reciprocity – it’s a reflex that allows us to be the only super-social species without all being brothers and sisters
• Social framework of evaluating things vs. market framework
• The role of fairness in assessing situations
• The importance of looking cool and mimicking others
• Herding and self-herding(early research shows that social behavior does not change when it scales)
So to the extent that we can basically be human
with what we know, and share it as freely as we
possibly can, I think we’ll go a long way towards
gaining a higher or stronger level of trust with
the consumers.
Barry Judge, CMO Best Buyhttp://www.cmotwo.com
AND HOW IS IT IMPACTING BUSINESS?
WHAT IS HYPER-SOCIALITY AND HOW DID IT SCALE?
What is Hyper-Sociality, Why Now, and Why is it important to Organizations?
• Technology, connectivity, Moore’s Law allow our innate Hyper-Sociality to scale
• Mass media is no longer the only show in town
• Organizations (and their functions like marketing, product development, sales, customer support, knowledge management, HR) were structured in a Hyper-Social vacuum.
• The companies that can mirror their constituents’ Hyper-Sociality will be best positioned to succeed
Symbols, signs, rules, and culture let reciprocity scale
Reciprocity scales beyond Dunbar’s 150 people because of signs, symbols, rules, and culture
THEY THINK DIFFERENTLY ABOUT THEIR BUSINESS
SUCCESSFUL HYPER-SOCIAL ORGANIZATIONS
Informed by Tribalization of Business Study:2009 – 430 Companies took the survey (52% external communities, 32 hybrid, and 12 internal)
In the old days
Hierarchies within organizationsOld: legal employee contracts
Mostly 1-1 customer relationshipsOld: legal customer contracts
Marketing
PR
Customer Support
The new world order
Hierarchies within organizationsOld: legal employee contracts
New: cross-functional social contracts
Mostly 1-1 customer relationshipsOld: legal customer contracts
New: social contracts
CIO’s
Green Enthusiasts
Product Idea
Business model tweak
PR
Customer support
Hyper-Social companies think differently: a recap• Think tribe – not market segment
– We need to find groups of people who have something in common based on their behavior, not their market characteristics
• Think knowledge network – not information channel– The most important conversations in communities
happen in networks of people, not between the company and the community.
• Think human-centricity – not company-centricity– The human has to be at the center of everything
you do, not the company• Think emergent messiness – not hierarchical fixed
processes– People will want to see responses to their
suggestions, even if it does not fit your community goals – FAST
“…affinity groups will quickly become the dominant social
force in the emerging world
economy, changing how we think about markets, fads, social
movements, and, ultimately, power”
- Tom Hayes, Jump Point: How Network
Culture is Revolutionizing Business – 2008
WHAT IS IT THAT THEY DO DIFFERENT?
HYPER-SOCIAL ORGANIZATIONS
Hyper-Social Orgs – Leveraging Social Business Processes
• Successful Hyper-Social organizations turn their business processes into “social” processes– Why?
• Scale• Increased quality• Increased passion• Increased WOM
Turning a business process into a social process• IS NOT:
– Running traditional programs using social media platforms – PR by blogging press releases, lead gen by spamming community members, recruiting through spray and pray over Twitter, etc.
• BUT IS:– Running programs based on human reciprocity
and social contracts to get others, whose job it isn’t to do so, to help you do your job – customer support with the help of all employees and customers, product innovation with customers and detractors, etc.
– TAPPING INTO PASSION, AND HUMAN 1.0 TRAITS
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Process Before After Benefits Case Studies
Sales One-to-one Many-to-many Sales is social networking
Tibco, Zappos
Product Innovation Constraint to a department
Includes all employees,
customers, prospects and detractors
Reduce product failure rates (now at
80%)
Cisco, Netflix
Lead generation Interrupt-driven Become findable, be generally helpful in public conversation
Leads that actually want to buy something
EMC, Dell
Customer Service Conducted by employees
Conducted by employees and other
customers
Customers service as a revenue source
instead of cost center
SAP, Zappos
Knowledge Management
Top down process Federated and user-driven process
KM that works, changes in work habits
IBM
Customer Communications
Mostly between companies and
customers
Primarily among customers, detractors
and prospects
Reduced cost and increased
effectiveness
Best Buy, Dassault Systemes, Fiskars
Talent Acquisition and Development
Board, interrupt-driven and based on
weak ties WOM
Endorsed by the tribes people belong to
Social context provides better
matches
Monster.com
Employee Communications
Mostly within silos Cross enterprise Increased serendipity, increased support
IBM, FedEx, Cisco
Market research Based on small groups and financial
incentives
Based on tribes and social contract
Much more accurate market data and
increased success
Eli Lilly, Pfizer, IBM, Fiskars
PR & Thought leadership
Rolodex based and focused on traditional
media
Community/tribe based and focused on
social media
Much more amplification of the
messages
Microsoft, Intuit
Any questions?
Francois GossieauxPartner, Beeline Labse. [email protected]. http://www.beelinelabs.com b. http://www.emergencemarketing.comc. http://www.marketingtwo.netp. http://www.cmotwo.com
Our new book: The Hyper-Social Organizationhttp://www.hypersocialorg.com
26
Brainstorm – a getting started exercise
• How will you get started? – What process do you pick?– Why?– How will you kickstart it?– How do you measure success?
• How do you scale it?• What are the biggest obstacles you are expecting?
– How will you overcome them
EXTRAS
HOW DO THEY GET GOING?
HYPER-SOCIAL ORGANIZATIONS
Many paths to success (and many paths to failure too)
• Assess Hyper-Social readiness (plan is to get benchmarking info on this from 2010 Tribalization of Business Study)
• Find the tribes and their leaders – internally and externally:– Who are they, what makes them tick, what is their
language, what is their shared symbolism, where do they hang out, etc.
• Start pilots that matter - and measure them the same way you would measure the impact of any other program
• Set up infrastructure to:– Measure cross-functional impact of programs– Scale the program to where it makes a difference
in business
Compared to other CMO’s I consider
myself lucky. Dell Hell put our brand under pressure and so to
engage in social media was actually a
question of survival….you cannot get into social media
by just putting a toe in the water - you are either all in and it
becomes part of your culture, or you’re not.Erin Nelson, CMO Dell
(cmotwo.com)
Further down the line
• Look at new measurements – e.g., customer equity measurements to better reflect impact of WOM
• Monitoring and understanding the behavior of active lurkers – the largest active member group of any community (32% of companies are starting to measure)
• Think of expanding your employee pool by encouraging more people to participate
• Recruit for a Hyper-Social future– Different talent– Different leadership
Smaller questions to ask yourself
• Are your marketing/employee programs reciprocal?• Would you send collateral to a friend of yours?• Do you know what 20% of your collateral gets used?• Are you recruiting for skill or behavior?• Are you ensuring diversity in the recruiting process?• Are you tapping in the social realm to recruit?• Is your KM extending to your customers?• Is your CRM customer-centric or account-centric?• Is it focused on transactions or relationships?• Is it focused on the past/present or the present/future?
Legal Considerations• What’s legal good for anyway?• Key Hyper-Social legal issues:
– Hiring (unlawful background checks, lawful off-duty conduct)
– Disclosure of trade secrets and/or proprietary information
– Privacy (employers may run afoul of SCA; waiters)– Harassment– Wrongful termination– Defamation (of company by employees?)– Disclosure of nonpublic material information
triggering securities law issues– Negligent referral based on social network references– Unauthorized use of company logos, trademarks and
copyrighted– Material (employees posting other people’s content
to corporate site)– Labor laws
Derived from Morgan Lewis analysis at http://www.pli.edu/product_files/EN00000000081353/49749.pdf