Jeremiah Owyang's Career Path of a Corporate Social Strategist for Awareness, Inc

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© 2010 Awareness CONFIDENTIAL

social marketing software


Your Presenters

Your Presenter: Jeremiah Owyang Al;meter Group | @jowyang

Your Host: Mike Lewis, Awareness [email protected] @bostonmike | @awarenessinc



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Who is Awareness ?

•  Laser focused on the needs of marketers

•  The pioneer and leader in social media management soOware

•  SoOware is powering the social media strategy of small-‐to-‐large sized organiza=ons

•  Partnered with leading digital and interac=ve agencies CUSTOMERS PARTNERS


Social Marke=ng Maturity


Social Media Engagement

# of Active Channels

Altimeter “Engagement db” July 2009

Selectives Mavens

Wallflowers Butterflies

10% 6%

18% 5%


Social Marke=ng without the Hub

Product Marketing Manager

Product Marketing Manager

Corporate Marketing ? ?

Consumer Communities

? ?

Corporate Owned Communities Individuals



Awareness Social Marke=ng Hub


  Publish : Content-‐centric, mul=-‐channel

  Manage : Enterprise grade access controls, permissioning, and control

  Measure : Meaningful reports and marke=ng-‐focused Social Monitoring

  Engage : Interact with individuals who are passionate about your content

  Gain Control of your Social Media Programs

  Centralize your programs

  Evolve from tac;cal programs to strategic social media

  Measure Success for mul=ple channels and assets


The Next Step


Contact me for a demo: [email protected]

@bostonmike


See the Hub in ac=on!

Social MarkeIng Hub Demo

w/ Will Eisner, Director of Product Marke=ng

Dec 2nd – 2PM ET

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Sign Up Now!!© 2010 Awareness CONFIDENTIAL

November 18, 2010

Jeremiah Owyang Industry Analyst

Corporate Innovation Role Career Path of the Corporate Social Strategist

© 2010 Altimeter Group

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Customers Have Changed


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An Open Leader Emerges


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Internal Storms Hinder Progress


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Compounding Demands Compounding Demands


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Two Paths for the Strategist


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Path 1: Grounded to "Social Media Help Desk

Image by carl-w-heindl used with Attribution as directed by Creative Commons http://www.flickr.com/photos/carl-w-heindl/3667334884/


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Path 2: Achieve Escape Velocity

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What they intend to focus on in 2011 10


What they intend to focus on in 2011 11


Gauging interest for Bacon Salt 12

Makers of BaconSalt reached out to fans of bacon on MySpace to

gauge interest in their new product. Baconaisse and bacon-flavored sunflower seeds were later created after listening to customer

requests.!


Charles Schwab uses private community to gather insight

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Charles Schwab launched a private community to gather

insights from 350 Gen X non-clients. Schwab lowered

account minimums and made other changes as a

result.


Mountain Dew crowdsourced a new flavor, design, and campaign

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Mountain Dew fans submitted designs and will pick the new flavor. Three new flavors will be in stores by April 2010 –

fans will be able to try and vote for their top winner.


Dell innovates across the organization 15

Use new listening platforms, identify in-house and

external experts, and know and influence key people!


TurboTax Inner Circle members submit and vote on ideas on Idea Exchange page

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Customers submit and vote ideas on My Starbucks Idea

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Tens of thousands of customers have

submitted, commented, and voted on ideas at My Starbucks Idea. Over 50 have been implemented.


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Definition: The Corporate Social Strategist is the business decision maker of social media programs – providing leadership, roadmap

definition, innovation; and directly influencing the spending on technology vendors and

service agencies.


Their Background


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Digital or marketing background 20


Risk-takers and multi-disciplinary


Their Program


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Programs are nascent, lacking long-term direction


Stem from Marketing or Corporate Communications


Limited budgets


  These programs are operating with very lean teams: •  Average team was only 3.1 for companies with 1,000 to <

5,000 employees (Figure 6.5).

•  Larger companies fared better, though ratio-wise they were stretched thinner – at 20 staff on average for companies with more than 100,000 employees.

•  Those with more than 10 staff were concentrated at companies which more than 10,000 employees (33 out of 40 companies).

  The only companies with more than 50 staff were technology giants

•  Cisco Systems, Dell, IBM, Intel, SAP and Microsoft.

Understaffed to serve enterprise


Understaffed to serve enterprise

© 2010 Altimeter Group © 2010 Altimeter Group © 2010 Altimeter Group

Their Challenges


1. Friction from internal culture and a lack of education thwart progress.


2. Proving real ROI difficult beyond engagement metrics


2. Proving real ROI difficult beyond engagement metrics


3: Serving the Entire Enterprise with Few Resources


4. Ever-changing technology space leaves Strategists with “Head Spinning”


5. Initially perceived as a threat, success breeds jealousy.


6. Internal and external demands are rapidly compounding.


  About this Research Project   An Open Leader Emerges

•  Background •  Responsibilities •  Program •  Challenges

  Career Path •  Path 1: Help Desk •  Path 2: Proactive Programs

  The Future of this Role

Agenda


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Path 1: Grounded to "Social Media Help Desk

Image by carl-w-heindl used with Attribution as directed by Creative Commons http://www.flickr.com/photos/carl-w-heindl/3667334884/


Reactive or Proactive? 38


  Some Social Strategists are already falling behind. •  We found that 41% of survey respondents said they were

“reacting” to requests – rather than getting ahead of them.

  The Tail Spin: 1.  As more business units adopt “social media religion” they

will start to demand their own Facebook pages and Twitter accounts.

2.  If the Social Strategist is unable to comply, business units will deploy on their own.

3.  Then the Social Strategist succumbs to mere order taking and clean up, relegating themselves to a “Social Media Help Desk.”

Path One: “Social Media Help Desk.” 39


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Path 2: Achieve Escape Velocity

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  Savvy Social Strategists develop a proactive business program that gets ahead of business – and customer requests. •  They rally internal stakeholders, manage a Center of

Excellence

•  Define requirements in advance –before being asked

•  Launch scalable programs that utilize the crowd for marketing, support, and product innovation.

  Grow scope beyond their business unit –assisting the end user along the entire customer journey.

Path Two: Escape Velocity 41


  About this Research Project   An Open Leader Emerges

•  Background •  Responsibilities •  Program •  Challenges

  Career Path •  Path 1: Help Desk •  Path 2: Proactive Programs

  The Future of this Role

Agenda

© 2010 Altimeter Group © 2010 Altimeter Group

The Future of this Role

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  While these technologies are disruptive today, they will eventually become the norm. •  Every customer touchpoint

•  All phases of the customer journey

•  All departments

•  Like “Air” – it’s pervasive

  As we heard from one Social Strategist: •  “The need for a dedicated staff will diminish, social will

be a part of the fabric - marketing, PR, IT.”

The program transcends marketing and support functions – to span the entire customer journey

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  Strategists may work themselves out of a role: •  “In five years, this role doesn't exist. The role will be

subsumed into every part of the company.”

  Another agency executive said: •  “We don't have a ‘verbal communication strategist’ or

an ‘email planner’ now.”

  Yet, we expect that these corporate entrepreneurs will likely move on the next wave of emerging technologies.

The Social Strategist role as we know it today will become obsolete.

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  In the coming years, some will prove their multi- functional, cross-disciplinary, and customer-centric mettle.

  John Bell, Global Managing Director at Olgivy’s 360 Digital Influence team, said: •  “In two years, Social Strategists are involved in every

marketing operation at the table. In five years, they are at the head of the table.”

  Thus, today’s Social Strategist may rise to executive status •  VP of Customer Experience •  Chief Customer Officer

Opportunity for the Corner Office 46


47

Jeremiah Owyang [email protected]

web-strategist.com/blog

Twitter: jowyang

THANK YOU

With assistance from Christine Tran and Charlene Li


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Despite early successes, these programs are

nascent and plagued with challenges. Expect a handful of exceptional professionals to shine through, building programs that use

social technologies to connect with customers

along the entire customer journey.


  This independent research report was 100% funded by Altimeter Group.

  This report is published under the principle of Open Research and is available at no cost.

  The Creative Commons License is Attribution-Noncommercial-Share Alike 3.0 United States at http://creativecommons.org/licenses/by-nc-sa/3.0/us.

Open Research: Use and share with attribution 49


  Charlene Li, Partner, Altimeter Group

  Christine Tran, Researcher, Altimeter Group

  Andrew Jones, Researcher, Altimeter Group

  Susan Etlinger, Altimeter Group

  Prathima Murphy, Altimeter Group

  Tarah Remington Brown, WOMMA

  Ann Handley, MarketingProfs

  Asha Hossain Design, Inc.

  Sonal Mehta, Student

  Jennifer McClure, Society for New Communications Research;

  Anita Wong, Student

  Gil Yehuda, GilYehuda.com

Contributor Recognition 50

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Altimeter Group is a research-based advisory firm that helps

companies and industries leverage disruption to their advantage. We have four areas of focus: Leadership and Management,

Customer Strategy, Enterprise Strategy, and Innovation and Design.

Visit us at http://www.altimetergroup.com or contact [email protected].

ABOUT US


  Scope: Companies with over 1000 employees, which we define as enterprise class corporations (SMB data available for clients)

  Data Sample: Quantitative and Qualitative •  An online survey of 140 enterprise-class Social Strategists across

industries

•  51 interviews and interactions with corporate Social Strategists or topic authorities

•  50 job descriptions on company and recruitment web sites

•  50 LinkedIn profiles of current Social Strategists •  Hundreds of Social Strategist hires catalogued on Web Strategy

blog’s “On The Move” series •  Ongoing catalog the “List of Corporate Social Strategists for 2010”

Methodology 52


1.  Steve Bendt, Senior Marketing Manager, Social Media, Best Buy

2.  Richard Binhammer, Senior Manager, Strategic Corporate Communications, Dell

3.  LaSandra Brill, Senior Manager, Global Social Media, Cisco Systems Inc.

4.  Rebecca Brown, Director, Social Media Strategy, Intel Corporation

5.  Kelly Colbert, Director, Marketing Strategy, Wellpoint 6.  Marty Collins, Director, Emerging Media, Microsoft 7.  Florence Drakton, Social Media Manager, Toyota Motor

Sales U.S.A. 8.  Kati Driscoll, Community Specialist, Social Media, AAA 9.  Bert DuMars, Vice President, E-Business & Interactive

Marketing, Newell Rubbermaid 10.  Frank Eliason, Senior Vice President, Social Media, Citi 11.  Kimberley Gardiner, Manager, Marketing, Toyota Motor

Sales U.S.A. 12.  Jeannette Gibson, Director, Social Media Marketing, Cisco

Systems Inc. 13.  Jamie Grenney, Senior Director, Social Media,

Salesforce.com 14.  Julie Haddon, Senior Director, Global Social Media, eBay

inc. 15.  Gareth Hornberger, Coordinator, Social Media, Levi’s 16.  Ken Kaplan, Manager, New Media and Broadcast, Intel 17.  Steven Lazarus, Lead Strategist, Social Media &

Interactive Marketing, IBM 18.  Jason Long, Community Manager, QlikTech 19.  Dan Maloney, Global Vice President, Ecosystem Business

Development & Web Strategy, SAP

20.  Manish Mehta, VP, Social Media & Community, Dell 21.  Scott Monty, Manager, Global Digital & Multimedia

Communications, Ford Motor Company 22.  Petra Neiger, Senior Manager, Global Social Media, Cisco

Systems Inc. 23.  Marcus Nelson, Director, Social Media, Salesforce.com 24.  Bowen Payson, Manager, Online & Digital Marketing,

Virgin America 25.  Holly Potter, Vice President, Public Relations, Kaiser

Permanente 26.  Maria Poveromo, Director, Social Media, Adobe Systems 27.  Toby Richards, General Manager, Community & Online

Support, Microsoft 28.  Chip Rogers, Vice President and COO, SAP Community

Network and Ecosystem Events 29.  Vanessa Sain-Diéguez, Strategist, Social Media, Hilton

Worldwide 30.  Dan Schick, Manager, Web Communications, TELUS

Communications 31.  Daniel Schmidt, Senior Product Manager, CBS Interactive 32.  Liya Sharif, Director, Marketing, Qualcomm 33.  Peter Simonsen, Senior Director, Web, QlikTech 34.  Ted Sindzinski, Manager, Internet Marketing, Monster

Cable Products 35.  Shiv Singh, Head of Digital, PepsiCo Beverages North

America 36.  Kim Snedaker, Manager, Social Media, AAA 37.  Ed Terpening, Vice President, Social Media Marketing,

Wells Fargo 38.  Alexandra Wheeler, Director, Digital Strategy, Starbucks 39.  Mark Yolton, Senior Vice President, SAP Community

Network ! © 2010

Interviews with Corporate Social Strategists (39) 53


1.  Tac Anderson, Vice President, Digital Strategies, Waggener Edstrom 2.  David Armano, Senior Vice President, Digital, Edelman

3.  Tom Bedecarre, CEO, AKQA 4.  John Bell, Managing Director & Executive Creative Director, Ogilvy Public

Relations Worldwide 5.  Andrea Harrison, Vice President, Strategy, Razorfish

6.  Liza Hausman, Vice President, Marketing, Gigya 7.  Shel Israel, CEO, SI Associates 8.  Peter Kim, Managing Director, North America, Dachis Group

9.  Jennifer Leggio, Social Business Blogger, CBS Interactive (ZDNet) 10.  Steve Rubel, Senior Vice President, Insights, Edelman Digital 11.  Andy Sernovitz, CEO, SocialMedia.org / Social Media Business Council 12.  Dan Ziman, Vice President, Marketing, Lithium Technologies Inc.

Interviews: Topic Authorities 54


  59% organized into “Hub & Spoke” or “Multiple Hub and Spoke”

•  82% in this formation self-identified as: Formalized, Mature, or Advanced.

  While culture is a shaper, expect gravity to “Hub & Spoke” or “Multiple Hub and Spoke” (also known as “Dandelion”)

•  They are best equipped to scale to meet demands from both internal and external stakeholders.

•  Trend: A Center of Excellence is emerging at sophisticated companies

Most formed in “Hub and Spoke”


Organizational Models

Centralized Distributed Coordinated Multiple Hub and Spoke

Holistic


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-  One department controls all efforts -  Consistent -  May not be as authentic -  e.g. Ford

CENTRALIZED


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ORGANIC -  Organic growth -  Authentic -  Experimental -  Not coordinated -  e.g. Sun


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COORDINATED -  One hub sets rules and procedures -  Business units undertake own efforts -  Spreads widely around the org -  Takes time -  e.g. Red Cross


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MULTIPLE HUB AND SPOKE OR “DANEDELION”

-  Similar to Coordinated but across multiple brands and units

-  e.g. HP


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HOLISTIC OR “HONEYCOMB” -  Each employee is empowered -  Unlike Organic, employees are organized -  e.g. Dell, Zappos


Five Ways Companies Organize: Hub & Spoke and Centralized

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Jeremiah Owyang's Career Path of a Corporate Social Strategist for Awareness, Inc