The Shift To Social Business: University of Nevada, Reno
1. THE SHIFT TO SOCIAL BUSINESS
Presented by Michael Brito, SVP Social Business
Edelman Digital | @Britopian on Twitter
2. THE EVOLUTION OF SOCIAL
BUSINESS
2008 to present
2003 to present SOCIAL BUSINESS
1995 to present SOCIAL BRAND
SOCIAL CUSTOMER
• Technology Innovation gives • In response to the social customer, • Organizational models are formed to
customers a voice brands began join Twitter, Facebook include social media
• They are Influential, regardless of and create corporate blogs without • Organizational silos are torn down
community size much planning between internal teams
• Amplified voices across the social web • Engage with the social customer in • Governance models and social media
• Google indexing critical conversations various channels policies are created
about companies • Social Media teams are forming slowly • Social becomes an essential attribute of
• Social Customers are trusted amongst • Planning was an afterthought organizational culture
their peers as influence grows • External social media channels
consolidated
MICHAEL BRITO | @BRITOPIAN
3. WHO IS THE SOCIAL CUSTOMER?
They have horrible
Customer service
YES, tell me
About it!
I am cancelling my
I can’t believe they Account @company!
raised their prices! Thanks for nothing!
I am writing a blog
post!
MICHAEL BRITO | @BRITOPIAN
4. … AND WHY THEY ARE IMPORTANT TO
YOUR BUSINESS
AID AND INFLUENCE THEIR MICROCOMMUNITIES Advocacy
DOWN THE PURCHASE FUNNEL THOUGH ORGANIC
CONVERSATIONS
INCREASED ENGAGEMENT
RELEVANT CONTENT
BUILDING TRUST
Share
SHARE CONTENT WHEN CONVENIENT
MAY POST A REVIEW (POSITIVE AND
NEGATIVE)
Participate
MINIMAL PARTICIPATION
(FRIENDS, FANS 7 FOLLOWERS
Research
GOOGLE PRODUCTS &
SERVICES
MICHAEL BRITO | @BRITOPIAN
5. ADVOCATES IMPACT THE PURCHASE
FUNNEL, AND IT’S HAPPENING EVERY,
SINGE DAY
Advocates talk about the
brand; even when the
brand isn’t listening
Advocates are trusted
among others; and
aid/influence their
communities down the
purchase funnel via
organic conversations
The reach of one advocate
is minimal; as an
aggregate, the total reach
can make a strong
business impact
MICHAEL BRITO | @BRITOPIAN
6. DEFINING THE SOCIAL BRAND?
“ A social brand is any
company, product,
individual, politician that
uses social technologies to
communicate with the
social customer, partners
”
and constituencies or the
general public.
MICHAEL BRITO | @BRITOPIAN
7. THE SOCIAL BRAND HAS GIVEN BIRTH
TO INTERNAL BUSINESS CHALLENGES
EMPLOYEES EXPANDING
Inappropriate use of social media Social media programs globally
INTERNAL NON-EXISTENT
Confusion of roles & responsibilities Collaborative governance models
INCONSISTENT LEADERSHIP
Social media measurement practices Unsure of the value of social media
OUTDATED TECHNOLOGY
Crisis communications models and techniques Selection and adoption within the organization
MICHAEL BRITO | @BRITOPIAN
8. … CREATING THE NEED FOR SOCIAL
BUSINESS PLANNING
“ Social business planning is the blueprint for the transformation of an
organization—BRIDGING THE EXTERNAL WITH INTERNAL, resulting in a
”
more connected way of doing business and shared value for all stakeholders.
MICHAEL BRITO | @BRITOPIAN
9. SOCIAL BUSINESS VALUE CREATION
MODEL
CUSTOMERS/PARTNERS
1 2
SALES ONLINE MONITORING ENGAGEMENT
ADVOCACY CUSTOMER/SALES SUPPORT
PRODUCT FEEDBACK CUSTOMER SATISFACTION
SOCIAL BRAND
COMPANY A
4 SOCIAL BUSINESS PLANNING 3
PRODUCT INNOVATION COLLABORATION
PROCESS KNOWLEDGE SHARING
INTERNAL MONITORING, BEHAVIOR CHANGE
IMPROVEMENT ENABLEMENT
INCREASE IN MORALE EMPOWERMENT
EMPLOYEES/TEAMS
MICHAEL BRITO | @BRITOPIAN
10. A SOCIAL BUSINESS IS BUILT ON
THREE PILLARS – PEOPLE, PROCESS,
PLATFORMS
PLATFORMS
SOCIAL BUSINESS
FRAMEWORK Online Monitoring
Analytics Platform
Internal Collaboration
Community Platform Selection
Social CRM
PROCESS
Social Media Policies
Technology integration
Customer Support & Sales Workflows
Measurement Framework & Rollout
Global & Enterprise Expansion
PEOPLE
Behavior Change
Cross Silo Collaboration
Executive Support & Participation
Organizational Models
Employee & Partner Participation
THE PATH TO SOCIAL BUSINESS REQUIRES A CULTURAL TRANFORMATION
MICHAEL BRITO | @BRITOPIAN
11. THE DIFFERENCE BETWEEN A SOCIAL
BRAND AND A SOCIAL BUSINESS
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
Source: @armano
Infrastructure
MICHAEL BRITO | @BRITOPIAN
12. SOCIAL BUSINESS ENABLES MORE
EFFECTIVE BUSINESS PERFORMANCE
COMMUNICATIONS Deeper levels of engagement with the social customer; ability
to scale operations globally. Consistent and relevant content.
CUSTOMER SERVICE The ability to solve customer problems quickly and efficiently.
Increased collaboration between sales professionals in the
SALES field; robust social CRM platform and analytics
PRODUCT Product and process innovation using the collective intellect
of the community
DEVELOPMENT
Staffing & recruiting, Employee engagement and
HUMAN RESOURCES empowerment
Get products to market faster through increased collaboration
SUPPLY CHAIN with partners in the supply chain
MICHAEL BRITO | @BRITOPIAN
14. INTERNAL & EXTERNAL STAKEHOLDER
& CUSTOMER AUDITS
General Sentiment Overall Distribution of Conversation
Twitter
Negative 0% 807,86
246.813 11% Forums
3 Blogs 406,046
647,613 35%
Neutral Positive Traditional
718.002 1,278.94 Media
89% 65% Twitter
807,863
382,233
Majority are positive or neutral
Twitter and Blogs make up 65 percent of all conversations
in tone, with only 11 percent negative
• Conversation and sentiment analysis • Communications planning
• Surveys, polls and stakeholder interviews (internal and external)
• Data mining
• Intelligence gathering
• Insight synthesis
MICHAEL BRITO | @BRITOPIAN
15. ORGANIZATIONAL DESIGN
• Legal
PR/Corp Marketing
• HR
On Staff • IT
• R&D
Direct Reports Dotted Line • Sales
Social Media Manager • Customer
Care
Source: David Armano,
Edelman 2010, edelmandigital.com
On Staff
Director of Community
Partners
Engagement
Community Community
Strategy Implementation
Manager Manager
• Organization strategy, design and modeling
• Staffing and reporting infrastructure
• Role description and integration
• Hiring and re-organization
• Communications
MICHAEL BRITO | @BRITOPIAN
16. COLLABORATION AUDIT AND
WORKFLOW ANALYSIS
Community clusters:
micro social networks
that exist within a set
community
Ex. Internal
communities
Interactions between
“community clusters”
• Sharing cultural readiness • Internal communication plan
• Assessment of process • Platform audit and recommendations
• Business silo assessment • Project management
MICHAEL BRITO | @BRITOPIAN
17. POLICY & GOVERNANCE
INTEGRATION
Operations
Global Online Social Media
Brands
Services Committee
Partners
Agency
Partners
Yes Launch
Social Media Which Plot Results
Brand A Brand Team
Committee No
Brand? Program Measure Reported
Technology
Partners
PLANNING STRATEGY IMPLEMENTATION
• Policy development • Internal communications and
and coordination distribution process
• Governance architecture • Process design
MICHAEL BRITO | @BRITOPIAN
18. CRISIS COMMUNICATION AND
ESCALATION WORKFLOW
Engage
Re-direct
Privately
NO NO
YES YES
Engage Converse
Compliment Assess Proceed Proceed Re-direct
in public? further?
YES NO
Community NO
Managers Expertise NO YES
Can CM Engage
Product with Assess
help? Privately
product? YES
Participant upset?
Monitor
Conversations !! Complaint !!
Is
Is topic Positive
Company Proceed engagement Proceed
sensitive? outcome?
NO positive? YES YES
Community YES NO NO
Legitimate? Engage
?! Other issues !? Assess Proceed
Privately
YES
NO
Engage
Do not engage Re-direct
Privately (optional, but recommended)
LISTEN ASSESS ENGAGE REPEAT
• Scenario mapping and planning
• Communications protocol
• Engagement guidelines
• Training planning and course
development
MICHAEL BRITO | @BRITOPIAN
19. ESTABLISHING A MEASUREMENT
FRAMEWORK
COLLECTION
AND ATTENTION ENGAGEMENT AUTHORITY INFLUENCE SENTIMENT
MEASUREMENT
FACEBOOK • Total Interactions –
• Unique Users • Total Fans • On-Message
Wall Posts, Likes, • External Links to
• Page Views Comments • Subscribed Fans • Positive/Negative/Neutral
Content and
• Media • Fan Photos/Videos • Audience Profile as a • Change Over Time or Program
Discussion
Consumption
• Post Quality Reflection of Target • Reviews
YOUTUBE • Channel Subscribers • On-Message
• Total Followers • Comments
• External Links • Video Honors • Positive/Negative/Neutral
• Channel Views • Video Responses
• Embeds • Audience Profile as • Change Over Time or Program
• Video Views • Amount Favorites
a Reflection Target • Ratings
TWITTER • RTs • Extended network and
• DMs Relative Influence of • On-Message
• Total Followers • Inbound Links
• Backtweets to Followers • Positive/Negative/Neutral
• External Coverage
Shared Content • Follower Profile as • Change Over Time or Program
and External Hubs a Reflection of Target
• Total Ongoing, Engaged
• Total Trackbacks
• Total Media Subscribers to Content • Overall Sentiment
OVERALL • Total Interactions and Coverage of
Consumption and Community • Total Shift in Sentiment
Activities
• Community Crossover
• Establish Global KPI’s and • Identify and document
Benchmarks recognized metrics
• Standardize methodologies • Construct ROI model
MICHAEL BRITO | @BRITOPIAN
20. THANK YOU!
MICHAEL BRITO
SVP, SOCIAL BUSINESS
EDELMAN DIGITAL
MICHAEL.BRITO@EDELMAN.COM
@BRITOPIAN ON TWITTER
HTTP://WWW.BRITOPIAN.COM
Notes de l'éditeur
We are going to talk about each of these 3 important phases – the social customer, the social brand and the social business.
They are important to your business because they are trusted by their peers. Mention Edelman Trust Barometer.
So that brings us to the way organizations have responded to the growing influence of the social customer. The way we define a social brand is …
Now because companies jumped right in, they weren’t prepared to what came next. Here are just a few challenges that companies are facing today ..
And these challenges have given birth to what we call “social business” … and the way we define it is…
One thing to note is that the end result of social business planning is this idea of creating shared value across the social eco system. Starting with number one .. Customers/partners obviously create value for the business by buying our products, indirectly selling our products through advocacy and giving us product feedback even when we don’t ask for it. When a brand engages back with a customer, shared value is created by providing customer and/or sales support; thus, creating a high degree of customer satisfaction.Internally, when an organizations begins to evolve into a social business, value is created for employees and internal teams through increased collaboration, knowledge sharing, enablement and empowermentThis results in high performing teams because teams begin to communicate, thus giving birth to product innovation, process improvement and of course an increase in employee morale.
Its important to understand that a social business is built upon 3 pillars – people, process and platforms. However, the most important aspect in this transformation is the requirement that behaviors change. For example, a CEO ..
Here is graphic that illustrates the difference between a social brand and social business.
Audits can bring a lot of insight to organization. External audits can help determine the what/when/where/why of the overall conversation. Internal audits are usually used by HR organizations or employee communications to get a pulse of the general sentiment among employees.
Many marketing organizations are unsure of how to structure in order to maximize efficiencies; and putting the right people with the right skill sets in the right positions. Organizational design will help determine the most effective reporting structure and help establish, perhaps a Center of Excellence, roles & responsibilities, and in some cases even help organizations hire the right talent.
A collaboration audit is an in depth look on how internal teams communicate and share information. It examines several internal processes, workflow structures, technology capabilities. The results will indicate what (if any) organizational silos exist, the cultural environment and determine ways to increase collaboration, knowledge sharing, project management.
This could be as simple as creating a social media policy for the organization OR it can be more advanced. For example, assume you are launching a new product in Germany and the German marketing team wans to create a blog or new Facebook page…
We know the internet is real time and there are hundred if not thousands of conversations happening about a brand, it’s products and even the CEO. Having a crisis communication plan is instrumental to not only get a pulse of what’s happening in real time but also be prepared to act quickly if necessary. A quick illustration of Bank Of America and Verizon Wireless is a great example. If you recall, BofA was about to start charging $5 a month for debit card usage but quickly changed their mind due to customer outrage online. The same thing happened with Verizon when they wanted to charge a few dollars to customers who wanted to pay their bills online.
Social media measurement is more than just math. What’s more important is that everyone in the organization is measuring social media consistently. The above example is just one way to categorize social media metrics. Others include purchase funnel metrics and also identifying paid, earned and owned media values.