CSC Social Business: Framework for Success

SOCIAL FOR BUSINESS? A STRATEGIC FRAMEWORK FOR A SUCCESSFUL SOCIAL BUSINESS STRATEGY, INSIDE AND OUT

Monday, June 11, 2012

Claire Flanagan Director, Social Business & Community Strategy Twitter @cflanagan Patricia Brown Director, Digital Content Strategy @PattyDBrown

2 TBSC 2012 July 3, 2012

I. Does Social Business Matter? II. What Is Social Business? III. CSC’s Social Business Community Program IV. CSC’s Social Media Program V. Framework For Success

Agenda

3 TBSC 2012 July 3, 2012

Does Social Business Matter?

Twitter Hashtag #CSCTBSC

4 TBSC 2012 July 3, 2012

Business Revolution

Political Revolution

Social Revolution

Does Social Really Matter?


5 TBSC 2012 July 3, 2012

By 2014, social networking services will replace e-mail as the primary vehicle for interpersonal

communications for 20 percent of business users.

“ Gartner Predicts 2010

“Social Software Is an Enterprise Reality”, December 2009. http://bit.ly/LBPl5H

“


6 TBSC 2012 July 3, 2012

What is Social Business?


7 TBSC 2012 July 3, 2012

Social Business Is …


8 TBSC 2012 July 3, 2012

A Social Business Is …

…An organization that has put in place strategies, technologies and processes to systematically engage all the individuals of its ecosystem (employees, customers, partners, suppliers) to maximize the co-created value.

"What is Social Business", Social Business Forum, 2012. http://bit.ly/LstTSJ

“ “ Twitter Hashtag #CSCTBSC

9 TBSC 2012 July 3, 2012

A social business does more than implement new social technologies. It learns how to monitor the social commentary around its firm … to shape and act with a speed that is consistent with the speed that modern social companies are expected to act … it’s driven by new constituents, with new media, using new sources of information and collaboration. It’s definitely not the insular, closed and uncommunicative company of yore.

“Business, Social Business and Beyond…”, Brian Sommer, Zdnet http://zd.net/MfUKlG

“ “ Twitter Hashtag #CSCTBSC

10 TBSC 2012 July 3, 2012

A Good Social Business Strategy Includes

Market and Enterprise

External (Customers/Partners) and Internal (Employees)

Public and Private

Social Media Outposts and Owned Community Channels

Community and Collaboration

Dell


11 TBSC 2012 July 3, 2012

Is There Really Business Value?

Business Value Business Driver

Productivity •  Process efficiency, improved performance •  Ad hoc, zero-overhead collaboration •  Co-innovation with customers, employees

Cost Savings •  Reduced reliance on multiple legacy systems •  Improved productivity in key functions •  Low-cost, flexible infrastructure platform

Growth •  Improved innovation, creativity in workforce •  Speed to market with new ideas/products •  Reduced administration, more focus on growth

Satisfaction •  Enhanced employee morale, retention •  Improved customer satisfaction, brand affinity •  Improved talent acquisition and retention


12 TBSC 2012 July 3, 2012

Source: McKinsey & Company, “The rise of the networked enterprise, Web 2.0 finds its payday.” Survey of 4,394 executives. December 2010, http://bit.ly/L3zChw

Is There Really Business Value? The “Networked Enterprise” Realizes Real Payback


13 TBSC 2012 July 3, 2012

CSC’s Social Business Communities


14 TBSC 2012 July 3, 2012

IT services powerhouse. Our people do amazing things to help businesses, government and communities solve their toughest challenges…

98,000

Employees Worldwide

major industries 6…with a 50 year

track record of client service excellence

…100+ global alliances

with best-of-breed

partners…

Who Is CSC? a $16B, Fortune 200 global

...covering over

90 countries…

Recognized By Industry Analysts As

A Leader Across Our

Portfolio


15 TBSC 2012 July 3, 2012

CSC Social Business Footprint Social Strategy Includes Participate, Manage and Own

PARTICIPATE Listen,

Establish Reputation

MANAGE Listen, Support,

Build Reputation/Relationships, Engage

OWN Listen, Support,

Build Reputation/Relationships, Engage, Collaborate,

Co-Innovate

OWNED CHANNEL CSC COMMUNITY STRATEGY

CSC Engage Public CSC Engage Secure

CSC Engage C3 (Employee) CSC.COM

3RD PARTY CHANNEL SOCIAL MEDIA

STRATEGY 50+ Branded Channels

3RD PARTY CHANNEL SOCIAL MEDIA

STRATEGY

Level of Engagement

Deep

Short

Adjusted based on "Social Media & Associations: Moving Forward by Getting Back to the Basics", Cecilia Edwards, Dec 14, 2011. http://bit.ly/u8gH9t


16 TBSC 2012 July 3, 2012

CSC: Successful Social Business Inside, Out Innovation Through Industry Award Winning Eco-System

Business results, innovation achieved when collaboration isn’t just inside, outside, but also across a company’s firewall

Employee Communities Are core and drive knowledge sharing across all lines of business

Customers and Business Partner Communities Are created to facilitate secure interaction, co-collaboration with CSC

Public social media and on-brand community channels Are created to collaborate on thought leadership topics/business content, develop leads and strengthen customer relationships and loyalty

Alumni and Specialists Are connected to feed innovation, recruiting, research and opportunities

Segment by 1. Engagement goals 2. Audience 3. Reach 4. Intellectual Property/Security


17 TBSC 2012 July 3, 2012

WikonnecT (Sept 2008)

CSC Engage Secure (Feb 2012)

•  Client and Partner Enablement •  Innovation Acceleration •  Sales Enablement •  Product Support •  Account Management •  Co-solution Development

C3 Employee (May 2009)

•  Expertise, asset location •  Increase Productivity & Engagement •  Innovation Acceleration •  Harness Collective Intelligence •  Project Collaboration/Communication

InTouch (Summer 2010)

•  Ideation, Innovation •  Lead Generation •  Recruitment •  Relationship building

Social Media (2008)

csc.com goes “social” (2012)

CSC Engage Public (Summer 2010, Expansion 2012)

•  Brand Preference •  Lead Generation •  Customer Relationships •  Thought/Market Leadership •  Track, Act on Sentiment •  Reach Market “Influencers”

CSC: Successful Social Business Inside, Out Business Drivers Map to Company Strategy


18 TBSC 2012 July 3, 2012

CSC: Successful Social Business Inside, Out CSC Engage Communities

New way to collaborate and innovate •  Capture and share knowledge, in workflow •  Find information, answers, co-innovate, get product support •  Create communities or groups on demand to get work done

New way to communicate •  Enable corp comm, executive blogs, strategy alignment (internal) •  Drive richer customer engagement, holistic account view (external) •  Integrate video, ideas, and apps for rich context New way to locate and network •  Locate and follow experts •  Build and expand professional network New ways to connect •  Connect from browser, mobile device or tablet

New way to personalize, filter noise •  Subscribe/personalize activity feeds, find recommended people, groups, content


19 TBSC 2012 July 3, 2012

WHAT’S THE GOAL?

Leverage social networks to drive COMMUNITY, ENGAGEMENT and CONTENT. Meet your OBJECTIVES and MAXIMIZE your TBSC investment.

TBSC 2012 – Goes “Social”

Where relationships begin and continue beyond the conference halls . . .


20 TBSC 2012 July 3, 2012

TBSC 2012 Goes Social

*Stop by CSC’s MobilityEdge booth to learn more

Keynote / Sessions Social Media @ TBSC

Discover thought leadership on this

industry phenomenon

Locate and engage in CSC channels https://community.csc.com/docs/DOC-1614

TBSC Community Integrated Mobile App*

Your personal connection to people,

content of TBSC

https://community.csc.com/community/tbsc-2012

Your on-site connection to the community and your conference guide


21 TBSC 2012 July 3, 2012

CSC: Successful Social Business Inside, Out Early Mover Advantage Generates Thought Leadership, Business Outcomes

Award Winning Industry Recognized News Worthy

Finalist 2010

Internal Evangelist of the Year Award

November 2009

Community Adoption Award October 2009

Jive Champion Award September 2010

San Francisco, Las Vegas

Virtual Conference

Philadelphia, Denmark

Washington DC

Frankfurt, Paris

Webinar

Montreal

San Francisco, Boston

"As a technology services company, being seen as thought leaders and innovators … one which C3 has shown strong poten9al to fulfill… hi>ng a sweet spot.”

“Even the chairman’s office has embraced it... communi9es interact more easily, allowing people to reach out across the company and find resources.”

“I especially liked this vigneFe of community management at CSC, a large, well-‐known business services company. . . “

“CSC Recognized for Social Business Achievements”

“Social business, organized around collabora9on, innova9on, two con9nuous themes that runs through their literature and their work….They have a clearly delineated process and

framework for social business.” CSC CRM Watchlist 2012 Winner


22 TBSC 2012 July 3, 2012

CSC: Successful Social Business Inside, Out C3 Adoption Best Practices Fuel Viral, Global Growth

C3 Delivers Business Outcomes 100% Adoption Increased innovation

All Business Units, Geographies Improved Asset / Expertise Location

Executive Bloggers, Strategy Alignment Transition Account Onboarding

Decreased costs / consolidation 2011 Wins Hearts and Minds

Collapses Time Zone/Distance Barriers “Way Work Gets Done”

“Proud to be CSC”

“I went from being a skeptic to a convert. It just makes you want to get involved!”

“C3 is the de facto standard for how we collaborate. It's the language of the company.” – Lem Lasher, President, CSC GBS

“It is a key tool to achieve the ‘One CSC’ vision.” Leif Ulstrup, President, CSC FCP

C3 Wins Hearts and Minds

0

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

Activities

C3 Goes Viral Q1 2012 Activities* on Pace to Exceed 2011

2010 2011 First Quarter 2012

é 250%

1st Q 2012= 44% 2011 YE

Asia Pacific

10%

EMEA 24%

North America

42%

Latin America

1% India 22%

Other 1%

C3 Goes Global

0

20

40

60

80

100

June '09

Dec '09

June '10

Dec '10

June '11

Dec '11

April '12

Em

ploy

ees

in

Thou

sand

s

C3 Reaches Full Adoption

Active users Total Reg Users

*Activity = View, Create, Read, Edit, Like, Download, Comment, Rate, Etc.


23 TBSC 2012 July 3, 2012

CSC: Successful Social Business Inside, Out Early External Social Community Business Impact

⬆ New business wins directly tied to brand-owned communities ⬆ Expanded reach in new target accounts ⬆ Improved innovation or co-innovation with customers on our product offerings ⬆ Access to experts throughout the industry ⬆ Improved product offerings as direct result of customer input ⬆ Improved customer satisfaction and support ⬆ Increased engagement, account collaboration with customers (70 brands engaged

in CSC Engage Secure in only a few weeks) ⬆ 6K Alumni community. 7.6% in CSC key accounts. 223 hires via alumni referrals ⬆ Most engaged clients on WikonnecT are among highest revenue-bearing clients ⬇ Reduced project cycle time – questions / issues resolved more quickly

*Activity = View, Create, Read, Edit, Like, Download, Comment, Rate, Etc.


24 TBSC 2012 July 3, 2012

Organization Transformation New roles, new skills for existing roles, retirement of web 1.0 tools

Engagement Model New customer and employee engagement models

Digital Literacy New skills in transparency, collaborating, “working in the open”, “open leadership”

Brand Amplification New digital marketing imperatives, business opportunities and positive brand impacts

New Digital Marketing Capabilities Social marketing, socialytics, social CRM

CSC: Successful Social Business Inside, Out Building Intellectual Property and Skills for the 21st Century

21st Century Digital Literacy Skills Framework


25 TBSC 2012 July 3, 2012

CSC’s Social Media Program


26 TBSC 2012 July 3, 2012

CSC Social Media

Amplify CSC Brand Presence and Intensity

Amplify new rich media content on CSC

Extend CSC Brand Reach through CSC Voices

Activate and Engage Community

1

2

3

4

http://www.go-gulf.com/blog/social-networking-user


27 TBSC 2012 July 3, 2012

CSC Communities “Front Door” microsite

CSC is building and leveraging a rapidly expanding social

sphere of influence

CSC Social Media


28 TBSC 2012 July 3, 2012

CSC Social Media

Special focus on video, video, video

Tight editorial control for all external facing content

Cohesive editorial calendar across all digital

channels (web, social, demand gen, advertising)

Well-trained, dedicated content managers for all key zones (industries, solutions, geos) Automated and manual web content “pruning” rules

Highly interactive, immersive environments to command viewer’s attention

Increasing focus on infographics, LEF executive summaries, expert blogs

Original, value-added content, time-released around specific events,

surrounded by social activation

Anatomy of best in breed digital content


29 TBSC 2012 July 3, 2012

CSC Social Media

CSC Social Media “Embassies” and “Ambassadors” where conversations and participation are facilitated by key CSC Social Media Embassies (regions and verticals) with several CSC Ambassadors (subject matter experts, employees) of the brand or business units who manages them.

We have been organic in our approach to date


30 TBSC 2012 July 3, 2012

We are building and leveraging a rapidly expanding social sphere

of influence and momentum

CSC Social Media


31 TBSC 2012 July 3, 2012

How to Paste Text into These Layouts

Field/Solutions Marketing

“I interact regularly with partner field marketing teams.

I can’t wait to share what’s next at CSC”

Opportunity/Benefit

Creates added value in CSC social spaces & expands CSC reach

& awareness. Work with partners on event

marketing and leverage partner

networks.

Sales

“I want networking tools to create new business and gain

insight before meeting with clients.”

Opportunity/Benefit

Optimize social profiles for sales professionals .

Enable sales teams to prepare for sales meetings and initial contact with client.

Employees

“I love my job and I like social

networking. I want to share our

accomplishments.”

Opportunity/Benefit

Empower employees to use social

networks on behalf of CSC. Allows current

CSC voices to coordinate .Provides powerful reach and

brand advocacy

Thought Leaders

“I have a strong knowledge of CSC

solutions and I have an engaging online

personality.”

Opportunity/Benefit

Positions CSC as a leader in the industry.

Humanize our solutions. Increase our organic search results. Increase awareness and

advocacy.

Corp Comm

“I understand relevant corporate

content and the power of social

media.”

Opportunity/Benefit

Positions CSC in the industry and

increases our digital footprint. Provide a

source for social media guidelines and

create approved content.

Client Facing

“I interact regularly with our clients. I

want to maintain our good relationships

with clients.”

Opportunity/Benefit

Important for humanizing our

brand, creates value in our social spaces with authentic brand advocates. Will set

us apart from competitors.

CSC Social Media — CSC Voices


32 TBSC 2012 July 3, 2012

CSC Social Media Social Media Momentum

CSC Corporate Social Spaces: October 2011 – May 2012 é  34% increase Facebook Fans é  53% increase YouTube Channel Views é  33% increase Twitter Followers é  67% increase Retweets é  21% increase LinkedIn Followers é  37% increase Google+ (since Nov) é  89% increase Pinterest (since Jan)


33 TBSC 2012 July 3, 2012

You can’t plan to go viral. You can’t go viral if you don’t plan well.

Strategic Framework for Success


34 TBSC 2012 July 3, 2012

Strategic Framework for Success “IBM Study: If You Don't Have a Social CEO, You're Going to be Less Competitive” “Companies that outperform their peers are 30 percent more likely to identify openness … greater use of social media as a key enabler of collaboration and innovation …

CEOs regard interpersonal skills of collaboration (75%), communication (67%), creativity (61%) and flexibility (61%) as key drivers of employee success to operate in a more complex, interconnected environment.”1

Start at the Top 1.  "IBM Study: If You Don't Have a Social CEO, You're Going to be Less Competitive",

Mark Fidelman, Forbes, May 22, 2012. http://onforb.es/L3yvKN 2.  http://ibm.co/KiC71O

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

Face to Face

Social Media

Websites Channel Partners

Call Centers

Advisory Groups

Traditional Media

Today 3 - 5 Years “CEOs believe social media will become one of the top two ways to engage customers at the expense of traditional media” 2

é 256%


35 TBSC 2012 July 3, 2012


Strategy

Leadership

Culture

Community Management

Content & Programming

Policies & Governance

Tools

Metrics and Measurement

Plan Design Launch Manage

Plan Business Strategy towards “Networked” Enterprise


36 TBSC 2012 July 3, 2012

Secure Executive Buy-In (Top Down Support)

Staff Community Manager and Advocates (Build Groundswell)

Plan Organization Change (Education & Support)

Seed Use Cases (Seed Work Examples to Match

Business Goals)

Plan Org Change and Adoption



37 TBSC 2012 July 3, 2012


Identify “Trusted Advisors”, advocates, VIP Publicly recognize, reward

Create “Voice of customer” Reward, feature members, content, and “guest bloggers”

Allow comments Foster open dialogue. Manage spammers and trolls

Enable “ShareThis”/ Social share Gamification, Leader Boards, rewards for content

Understand consumption patterns Create content to match needs

"Understand Your Customers’ Social Behaviors", Charlene Li & Jeremiah Owyang, Altimeter Group. Jan 2010. http://slidesha.re/swEyaB

Sharing

Watching

Curating

Producing

Commenting

Map and Match Member Engagement Preferences


38 TBSC 2012 July 3, 2012


Match member social behaviors Reach “trusted” advisors, influencers, advocates, producers, curators

Provide rewards, special access, features

Content Conversation

Promotion Support

Seed conversations, polls, Twitter chats, Media, other short form content Plan “offline” programs to drive “online” engagement

Consider total user experience Provide tool support AND coaching AND advocate support

Include traditional channels, emails, paid and earned media Use social media to drive word of mouth

Plan for Engagement


39 TBSC 2012 July 3, 2012


Address Policy, Mitigate Risk

Community Guidelines

Social Media Policy

Security, Privacy, IP

HR, Business Ethics


40 TBSC 2012 July 3, 2012


Build Measurement Dashboard

Vitality Demographics Perceived Value Success Stories Outcomes + + + +


41 TBSC 2012 July 3, 2012


Centralized •  One dept.

controls •  Consistent •  May not be as

authentic

Distributed •  Organic growth •  Authentic •  Experimental •  Not coordinated

Coordinated •  Sets rules, best

practices, procedures

•  Spreads widely around the org

•  Takes time

Multiple Hub, Spoke •  Similar to

Coordinated but across multiple brands and units

Holistic •  Each employee

empowered •  Unlike Organic,

employees are organized

"Rise of Social Commerce", Lora Cecere, Jeremiah Owyang, Altimeter Group, Feb 3, 2010 http://slidesha.re/gzAn94 “Framework and Matrix: The Five Ways Companies Organize for Social Business", Jeremiah Owyang http://bit.ly/fclPZv

Organize for Social Business


42 TBSC 2012 July 3, 2012


Can you add value?

Evaluate the purpose

Respond in kind & share

Thank the person

Unhappy Customer?

Dedicated Complainer?

Comedian Want-to-Be?

Negative Positive

Yes No

Do you want to respond?

No Response

No

Yes

Take reasonable action to fix issue and let

customer know action taken

Are the facts correct? Gently correct the facts

No

No

No

Yes

Are the facts correct?

Does customer need/deserve more info?

Yes

Explain what is being done to correct the

issue.

Yes

Is the problem being fixed?

Yes

Let post stand and monitor

No

Yes

No Yes

Yes

Assess the message

"Social Strategy: Getting Your Company Ready", Altimeter, 2010. http://slidesha.re/LehwYd

Have a Triage Plan

Comment


43 TBSC 2012 July 3, 2012


According to a report published by Digital Buzz Blog, 60% of employees would like to get help from employer to share relevant content.

Source: http://www.edelmandigital.com/2011/12/19/social-media-trends-2012/

Empower Employees with Social Media Guidelines


44 TBSC 2012 July 3, 2012


Educate and Coach


45 TBSC 2012 July 3, 2012

Questions? Twitter Hashtag #CSCTBSC

46 July 3, 2012

Thank You

Monday, June 11, 2012 Claire Flanagan Director, Social Business & Community Strategy Twitter @cflanagan Patricia Brown Director, Digital Content Strategy @PattyDBrown

47 TBSC 2012 July 3, 2012

References

1. Gartner Predicts 2010, “Social Software Is an Enterprise Reality”, December 2009 http://bit.ly/LBPl5H 2.  "What is Social Business", Social Business Forum, 2012. http://bit.ly/LstTSJ 3.  “Business, Social Business and Beyond…”, Brian Sommer, Zdnet http://zd.net/MfUKlG 4. Social Business Eco-System Market / Enterprise courtesy with permission @BillJohnston, Dell. 5. McKinsey & Company, “The rise of the networked enterprise, Web 2.0 finds its payday.” Survey of 4,394 executives. December 2010,

http://bit.ly/L3zChw 6. Social Media Stats http://bit.ly/JErF3z 7.  "IBM Study: If You Don't Have a Social CEO, You're Going to be Less Competitive", Mark Fidelman, Forbes, May 22, 2012. http://onforb.es/L3yvKN

and http://ibm.co/KiC71O 8. Rise of Social Commerce", Lora Cecere, Jeremiah Owyang, Altimeter Group, Feb 3, 2010 http://slidesha.re/gzAn94 9.  “Framework and Matrix: The Five Ways Companies Organize for Social Business", Jeremiah Owyang http://bit.ly/fclPZv 10. "Social Strategy: Getting Your Company Ready", Altimeter, 2010. http://slidesha.re/LehwYd 11.  "Six Social Media Trends for 2012", David Armano, Edelman Digital, Dec 2011. http://bit.ly/KmbNn3 12. "Social-networking tools fuel business", Washington Technology, June 2009. http://bit.ly/xy3Vuw 13. “Getting social: CSC Australia”, CIO Magazine, Sept 2009. 14. “Community Management: Essential Capability”, Dion Hinchcliffe, ZDNet, Sept 2009. http://blogs.zdnet.com/Hinchcliffe/?p=913 15. “CSC Recognized for Social Business Achievements”, CSC News Room, Jan 2010. http://bit.ly/yOkfPe 16. “CSC CRM Watchlist 2012 Winner” , Paul Greenberg, Jan ‘12. http://zd.net/KDOqnR

48 TBSC 2012 July 3, 2012