The document discusses the evolution of social business and the rise of social customers. It describes how technology has empowered customers to have a voice online and influence brands. It then outlines how brands have begun engaging with social customers on platforms like Twitter and Facebook. Finally, it discusses how organizations have started integrating social media into all business functions and processes to become true social businesses that can have effective internal and external conversations.

1. THE EVOLUTION OF SOCIAL BUSINESS
THE RISE OF THE SOCIAL CUSTOMER
AND THEIR IMPACT ON BUSINESS
MICHAEL BRITO | SVP, SOCIAL BUSINESS PLANNING
EDELMAN DIGITAL | @BRITOPIAN ON TWITTER
@BRITOPIAN ON TWITTER

2. THE EVOLUTION OF SOCIAL BUSINESS
2008 to present
THE EVOLUTION OF SOCIAL BUSINESS
2003 to present SOCIAL BUSINESS
1995 to present SOCIAL BRAND
SOCIAL CUSTOMER
• Technology Innovation gives • Companies and brands join • Organizations begin humanizing
customers a voice Twitter, Facebook and create business operations
• They are Influential corporate blogs • Organizational models are formed
• Amplified voices across the social • Engage with the social customer in to include social media
web various channels • Organizational silos are torn down
• Google indexing critical • Social Media teams are forming between internal teams
conversations about companies slowly • Governance models and social
• Social Customers are trusted • Small budgets are allocated on a media policies are created
amongst their peers as influence project basis to social media • Social becomes an essential
grows engagement and community attribute of organizational culture
building
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3. HOW DOES THE SOCIAL CUSTOMER BEHAVE?
• The customer journey is
dynamic; and always changes
• Brands need to have multiple
customer touch points to
break through the clutter
• Customers need to hear things
3 – 5 times before the actually
believe (Edelman Trust
Barometer)
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4. THE SOCIAL CUSTOMER AND BRAND EXPERIENCE
Research
E N G A G E M E N T
GOOGLE PRODUCTS & SERVICES
Participate
MINIMAL PARTICIPATION
(FRIENDS, FANS 7 FOLLOWERS
Share
SHARE CONTENT WHEN CONVENIENT
MAY POST A REVIEW (POSITIVE AND NEGATIVE)
Advocacy
AID AND INFLUENCE THEIR MICROCOMMUNITIES
DOWN THE PURCHASE FUNNEL THOUGH ORGANIC
CONVERSATIONS
BRAND IMPACT
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5. THE NEW PURCHASE FUNNEL
• A brand should build relationships with
the social customer on order to drive
advocacy
• Advocates talk about the brand, even
when the brand isn’t listening
• Advocates are trusted among their peers
and within their micro communities
• Advocates are aiding and influencing
others down the purchase funnel
• The reach of one advocate is minimal; as
an aggregate, the total reach can make a
strong business impact
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6. DEFINING A SOCIAL BRAND
A social brand is any company, product, individual, politician that uses social technologies
in order to communicate with the social customer, their partners and constituencies or the
general public.
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7. DEFINING A SOCIAL BRAND
A social brand is any company, product, individual, politician that uses social technologies
in order to communicate with the social customer, their partners and constituencies or the
general public.
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8. CHAOS EXISTS IN THE ORGANIZATION TODAY
TWEETS
BLOG POSTS
FACEBOOK
UPDATES
LEAKING RACISM
CONFIDENTIAL
INFORMATION
HATE SPEECH
BASHING
COMPETITORS
TALKING
SMACK
ABOUT
MANAGEMENT
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9. EMPLOYEES DON’T KNOW HOW TO BEHAVE
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10. CONFUSION OF ROLES & RESPONSIBILTIES, CONFLICT
My team owns the
Facebook page!!
Relax … I just
wanted to post our DO YOU UNDERSTAND?
press release….

11. MULTIPLE & DUPLICATE SOCAL MEDIA CHANNELS
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12. MEASUREMENT INCONSISTENCY
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13. ORGANIZATIONS FOCUSING ON INTERNAL CHANGE
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14. FROM CHAOS TO GOVERNANCE
GOVERNANCE MODEL
Organization Channel Employee Technology
Policies Guidelines
Design Creation Activation Deployment
• Legal document • Guides employee's • Directs the • Address the • Process creation for • Enablement
• Addresses behavior on the organization to creation of new, existing process for internal
compliance and is social web maximize its new, external facing employees that / external social
very specific on • It’s good practice to structure to ensure social media want to engage applications
what not to do co-create guidelines efficiencies and channels externally • Security & Privacy
• Governs employees with employees scale • Creates consist • Training modules • Ensures technology
behavior • Moderation policies • Provides guidance messaging and creates an increase consistency across
• Employees liable for of ownership for minimizes customer in employee the organization
for actions Facebook, Corporat the social media job confusion proficiency
e blogs function
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15. ESTABLISHING A CONTENT LIBRARY
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16. ESTABLISHING A MEASUREMENT FRAMEWORK
Financial Impact
Metrics
• ROI
• Paid, Earned, Owned Media Value
• Purchase Funnel Metrics
Non Financial
Impact Metrics
• Community Health - Growth
• Community Health – Membership
• Community Health – Engagement
• Share of Voice
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17. ESTABLISHING A MEASUREMENT FRAMEWORK
Financial Impact
Metrics
• ROI
• Paid, Earned, Owned Media Value
• Purchase Funnel Metrics
Non Financial
Impact Metrics
• Community Health - Growth
• Community Health – Membership
• Community Health – Engagement
• Share of Voice
@BRITOPIAN ON TWITTER

18. USHERING IN SOCIAL BUSINESS
• A social business is built upon three
pillars – people, process and
technology
• Change management and culture
change is essential in order for
genuine social business
transformation to occur
• Organizations cannot have effective
external conversations with
customers unless they can have
effective, internal conversations
with each other first
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19. SOCIAL BUSINESS DEFINED
A social business is any organization that has integrated
and operationalized social media within every job function
(and process) internally.
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20. BUSINESS & BRAND ALIGNMENT = RESULTS
Programs
Community Management
Marketing
Customer Service
Communications
Events
Campaigns
Advocacy
Crisis
SOCIAL BRAND MEASURABLE SOCIAL BUSINESS
(External) OUTCOMES (Internal)
Training
Process
Collaboration
Organization Models
Research & Development
Policies & Guidelines
Knowledge Sharing
Culture
Infographic by @armano
Infrastructure
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21. SOCIAL BUSINESS VALUE CREATION MODEL
Sales
Advocacy
Product Feedback
Social Customer
Value
Creation
Social Business Social Brand
Brand Enablement Engagement
Product Innovation Product Discounts
Process Improvement Relevant Content
Solving customer issues
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23. SOMETIMES IT’S THE SMALL THINGS
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24. SOMETIMES IT’S THE NOT SO SMALL THINGS
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25. SOMETIMES IT’S A BFD
Over the last 5 days,
there have been 63,106
twitter mentions;
12,3016,338 impressions
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26. ACTION SPEAKS LOUDER THAN WORDS!

27. THANK YOU FOR YOUR TIME!
Michael Brito
SVP, Social Business Planning
Edelman Digital
Michael.Brito@edelman.com
@Britopian
HTTP://THESOCIALBUSINESSBOOK.COM
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