Excellent webinar today. Thanks Brian and Jim!

4. 2010 2011 2012 2013
Listening
Applications
Engagement
Business Alignment
and Impact

12. The Evolution of Social Business:
Moving Beyond the Basics
Brian Solis | Altimeter Group

13. The Challenges of Social
Business Strategy
1. Misaligned executives
2. Organizational silos/uncoordinated effort
3. Lack of clear metrics to business
outcomes
4. Lack of a holistic strategy
5. Lack of education
6. Incremental funding

14. 34%
Social marketers who agree that their
organizations use clear metrics to associate
social activities with business outcomes
Source: Altimeter Group. Social Business Survey, Q4 2012.14

15. 29%Companies that measure the
financial impact of their social media
efforts
Source: Altimeter Group. Social Business Survey, Q4 2012.15

16. 52%Top executives who are informed,
engaged, and aligned with their
company’s social strategy
Source: Altimeter Group. Social Business Survey, Q4 2012.16

17. 13Number of business units across the
enterprise that may deploy social
media
Source: Altimeter Group. Social Business Survey, 2012.17

18. At least 13 different business units across the
enterprise may deploy social media
7.8%
9.4%
10.9%
14.1%
14.8%
16.4%
16.4%
28.9%
35.2%
36.7%
39.8%
65.6%
73.4%
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0%
Market Research
Legal
Executive
IT
Customer/User experience
Advertising
Product development/R&D
HR
Social Media
Digital
Customer Support
Corporate Communications/PR
Marketing
"In which of the following departments are there dedicated people
(can be less than one FTE) executing social?"
Source: Altimeter Group. Social Business Survey, 2012.

19. 26%Companies that approach social media
holistically, with business units operating
against an enterprise vision and strategy
Source: Altimeter Group. Social Business Survey, Q4 2012.19

20. 27%Employees who are aware and
trained on their company’s social
media usage policies
Source: Altimeter Group. Social Business Survey, Q4 2012.20

21. 37%Companies that rate their employees’
knowledge of social media usage and
related policies as “poor” or “very poor”
Source: Altimeter Group. Social Business Survey, Q4 2012.21

22. Dan Brostek, Head of Member and Consumer Engagement for Aetna:
Policy, education and awareness, and culture
pieces are important to rolling out social
successfully in an organization.
How do you tell someone
who’s never used social that
it needs to be part of their
business strategy?

24. Goals:
• Understand how
customers use social
channels
• Prioritize strategic goals
where social can have the
most impact
Metrics:
• Mentions, sentiment
Initiatives:
• Listening/monitoring
• Internal audits
Resources:
• Monitoring platform
• PT workers
• Agency support
Stage 1:
Listen to Learn

25. The first and most principled thing to do
is a “voice of the customer” study. How
can you decide what to do in social if
you don’t understand what your
customers do with it?
Andy Markowitz, Director of Global Strategy for GE

26. Stage 1: Best Practices
1. Define specific business goals and
objectives for listening
2. Select metrics based on those business
goals
3. Select and invest in a monitoring platform
4. Disseminate your learnings
5. Identify opportunities for the future

27. Goals:
• Amplify existing marketing
efforts
• Encourage sharing
Metrics:
• Share of
voice, Fans, Shares, Brand
metrics, traffic
Initiatives:
• Social content
• Risk Management
• Training
Resources:
• Dedicated manager
• Content management
Stage 2:
Stake our Claim

28. 28
David Fenech, VP Interactive Marketing and
Creative Services for Kelly Services
“Always go back to the
objectives you’re after.
If you lose sight of that,
you’ll be wasting time
and resources quickly.”
$

29. Stage 2: Best Practices
1. Link your social presence to business
objectives
2. Pass on engagement – for now
3. Develop sharable content
4. Establish governance with an eye to the
future

30. Goals:
• Drive considerations to
purchase
• Provide direct support
• Internal employee
engagement
Metrics:
• Path to purchase, lower
support cost, Customer
Satisfaction
Initiatives:
• Longer term campaigns
• Social support communities
Resources:
• Social Strategist
• Small, dedicated team
• SMMS
Stage 3:
“Dialog Deepens
Relationships”

31. Be Engaging + Relevant…Don’t Suck.
Source: Real-Time Marketing Sucks Blog: rtmsucks.tumblr.com

32. “Identify the most relevant social
platforms, have unique and valuable things to
say, and
adapt your strategy often
to incorporate findings. Keep moving forward.”
Lori Johnson, VP Online Strategy
Fidelity Investments
32

33. “Helping your executives
and key stakeholders
become more comfortable
with risk is important, along
with having a risk mitigation
strategy in place.”
Maria Poveromo, Director of Social Media
for Adobe

34. Stage 3: Best Practices
1. Take strategic steps to engagement
2. Create rules and processes for engagement
3. Look beyond engagement activity metrics to
understand value creation
4. Communicate the impact of engagement
broadly
5. To scale, invest in a SMMS
6. Audit regularly for new social media usage

35. Goals:
• Set governance for social
• Create discipline and
process
• Strategic business goals
Metrics:
• Process efficiency, link to
department business
goals, customer
satisfaction
Initiatives:
• Create Center of
Excellence
• Enter Social Network
Resources:
• Staffing up
• CoE Tech investment
Stage 4:
Organized for Scale

36. Having a c-level sponsor who
is ready to take on risk is
crucial to success.
A lack of this person will create
paralysis, especially in a regulated industry
where people are careful and afraid.
Ed Terpening, former VP Social Media Strategy for Wells Fargo

37. COME TO
AN AGREEMENT ON THE
GOVERNANCE MODEL
BEFORE MOVING ON TO
THE STRATEGY.
37
Jonathan Blank, Manager of Social Media
Wellpoint

38. Stage 4: Best Practices
1. BEWARE OF THE COE PITFALL
2. Develop a formal social business
organizational model
3. Define the role of the CoE
4. Continue to coordinate strategy through the
CoE
5. Develop stronger connections to business
metrics

40. Center of Excellence Do’s/Don’ts
CoE DOES:
• Provide strategic
direction on
policy, process, tech
nology, metrics and
training
• Organize for scale
• Establishes and
communicates the
above in an ongoing
way
CoE SHOULD NOT:
• Act as a help desk
• Take on too much
as the “hub,”
ignoring the
“spokes”

41. Goals:
• Scale across business
units
• Moves into
HR, sales, finance, supply
chain
• C-level involvement
Metrics:
• Enterprise metrics like
NPS, LTV
Initiatives:
• SMMS to scale employees
• Social part of planning
process
Resources:
• CoE Coordinates Hub(s)
• Dedicated Spoke
Stage 5:
Becoming a Social
Business

43. Get measurement
under control.
It will drive support, especially at the
executive level. If they can see the
correlation to business results, they will
feel like it’s a huge investment area.
43
Ann Lewnes, CMO
Adobe

44. Stage 5: Best Practices
1. Engage executives beyond the champion with
focused pilots
2. Integrate CoE into core business functions
3. Mastering big data for customer intelligence
4. Leverage the enterprise social networking
platform

45. Goals:
• Social drives transformation
• Integrates social philosophy
into all aspects of enterprise
Metrics:
• Deep analytics tied to functions
and LoB
• Insights lead to adaptive and
predictive strategies
Initiatives:
• Redefine processes
• Enterprise-wide training
• One strategy managed through
disparate but complementary
teams
Resources:
• Social is everyone’s
responsibility
Stage 6:
Business is Social

46. In the future, there shouldn’t
be a “social strategy;”
there will just be a strategy
for customer experience.
Martha Hayward, VP Social Media
Fidelity Investments

47. Stage 6: Best Practices
1. Redefine the company’s vision to integrate
social
2. Align incentives around convergence
3. Redefine the role of the CoE

48. 7 Success Factors of a
Social Business
Strategy

49. 7 Success Factors of a
Social Business
Strategy
Businesses that
uncover the gap
between business
objectives, social
media strategies, and
internal challenges
and opportunities will
open dialogue that
both closes the gaps
and creates alignment.
1

50. 7 Success Factors of a
Social Business
Strategy
Goals are not enough.
You need a long-term
vision that communicates
to all stakeholders why
this journey is taking
place. This covers future
customer, employee, and
stakeholder relationships
and experiences to come
as a result of a social
strategy.
2

51. 7 Success Factors of a
Social Business
Strategy ARAMARK VP Consumer
Strategies: “Get all
stakeholders involved
from the beginning, and
make them as
knowledgeable as
possible. Let them take
ownership…Remember:
It’s a change management
challenge as much as
anything else.”
3

52. 7 Success Factors of a
Social Business
Strategy
Less than half of orgs
surveyed had a detailed
roadmap that extends
longer than a year. Absent
was: 1) How initiatives
created business value; 2)
long-term planning on
investments; 3) an
iterative process to re-
evaluate initiatives
The heart of the matter is
simple: Prioritize what you
will and won’t do.
4

53. 7 Success Factors of a
Social Business
Strategy
Most organizations have
ad hoc approach to
managing social, with
most knowledge residing
in a small group. Building
and socializing clear
processes while instilling
discipline become key
criteria for success.
Training must be available
AND an organizational
priority.
5

54. 7 Success Factors of a
Social Business
Strategy
Overtime, it’s crucial to
lean away from agency
support and develop more
mature capabilities in
house.
These individuals will lead
strategy and create
internal alignment.
6

55. 7 Success Factors of a
Social Business
Strategy Jumping immediately into
technology selection and
implementation without a
strategy, roadmap, or
organization in place is ill-
advised – you may get
stuck with a listening
platform or SMMS that
doesn’t meet your
business requirements at
scale.
7

56. AT THE END OF THE DAY…
…YOU ARE NOT ALONE.
There are steps to take to drive your customers,
employees, and relationships forward in a
meaningful way.

58. Data Addendum

59. Data Matters: Altimeter Methodology
• Altimeter Group conducted qualitative and quantitative
analyses – survey, interviews, and briefings through Q4
2012
• Interviews with 26 executives and social strategists at 15
enterprises
• 698 total survey respondents
• Data presented in this presentation is from companies of
1,000+ employees only (N=130)
• Survey respondents were social media professionals
and executives who oversee
social efforts
59

60. Programs have grown in maturity since
2010, with 38% of programs in their third+
year
Source: Altimeter Group. Social Business Survey, Q4 2012.
9%
12%
17%
27%
27%
9%
5%
4%
9%
20%
33%
29%
5 years or more
4 years to < 5 years
3 years to < 4 years
2 years to < 3 years
1 year to < 2 years
Less than 1 year
How long has your social media program
been in existence?
2010 2012

61. Most core social media teams reside in
Marketing & Corporate Communications/PR
6%
1%
1%
2%
2%
14%
14%
26%
40%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
Other
IT
Executive
Customer Support
Advertising
Digital
Social Media
Corporate Comm/PR
Marketing
In which department does your CORE social media
team reside?
Source: Altimeter Group. Social Business Survey, Q4 2012.

62. Companies with 5,000+ employees better
staffed for enterprise social efforts in 2012
Approximately how many full-time equivalent staff currently support social
efforts in your organization, for external and internal engagement?
Employees in Company Average # of Staff
2010 2012
1,000 to < 5,000 3.1 3.1
5,000 to < 10,000 5.2 19.4
10,000 to < 50, 000 5.4 12.0
50,000 to < 100,000 23.8 27.9
More than 100,000 20.4 49.4
Source: Altimeter Group. Social Business Survey, Q4 2012.

63. More mature social programs generally call
for increased headcount
Approximately how many full-time equivalent staff currently support social
efforts in your organization, for external and internal engagement?
Length of Program Average # of Staff
2010 2012
Less than 1 year 3.9 2.2
1 year to < 2 years 7.0 8.9
2 years to < 3 years 12.1 6.5
3 years to < 4 years 10.0 14.0
4 years to < 5 years 34.3 48.0
More than 5 years 31.1 56.6
Source: Altimeter Group. Social Business Survey, Q4 2012.

64. 22%
32%
35%
35%
30%
26%
25%
37%
48%
7%
13%
15%
15%
15%
23%
27%
33%
40%
43%
48%
0% 10% 20% 30% 40% 50% 60%
Create policies and procedures
Get buy-in from stakeholders
Apply social insights to the product roadmap
Determine an organizational/governance model
Develop a listening/monitoring solution
Connect employees with social tools
Integrate social media with digital and mobile
Connecting social data to other enterprise data
sources to deliver actionable insight
Scale our social programs
Develop internal education and training
Create metrics that demonstrate the value of
social media
2012
2010
As social matures, scaling increases in priority;
developing org models, getting buy-in decreases
“In 2013, what are your top three internal social media objectives?”
Source: Altimeter Group. Social Business Survey, Q4 2012.

65. Content marketing, providing direct customer
support become higher social priorities for 2013
22%
14%
21%
20%
25%
47%
16%
38%
43%
9%
9%
13%
14%
16%
25%
27%
32%
41%
50%
57%
0% 10% 20% 30% 40% 50% 60%
Social commerce
Enabling peer-to-peer support
Mobile/Location
Collaboration with customers on new
products/services
Formalizing an advocacy program
Website integration
Developing an influencer relations or ambassador
program
Providing direct customer support through social
channels
Listening/learning from customers
Developing ongoing dialog and engagement with
customers
Content marketing
2012
2010
“In 2013, what are your top three external social media objectives?”
Source: Altimeter Group. Social Business Survey, Q4 2012.

66. Social budgets were limited in 2012, with a
slight increase projected for 2013
Source: Altimeter Group. Social Business Survey, Q4 2012.
5%
9%
4%
23%
34%
5%
11%
6%
25%
26%
0% 5% 10% 15% 20% 25% 30% 35% 40%
More than $5 million
$1 million to < $5 million
$500,000 to < $1 million
$100,000 to < $500,000
Less than $100,000
Budget Allocation Toward Social Media Efforts
2013 Projection
2012

67. Technology: Corporations budgeted most for
listening/monitoring, analytics platforms
$14,844
$29,366
$34,737
$51,867
$54,559
$62,024
$0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000
Social CRM
Enterprise social networks
Social media management systems
Community platforms
Analytics platforms
Listening/monitoring platforms
In 2012, what was your budget in each of the following
areas? (Chart depicts average budgets.)
Source: Altimeter Group. Social Business Survey, Q4 2012.

68. Social Media Marketers Plan to Increase
Spending on SMMS, Education in 2013
22%
23%
25%
33%
37%
38%
43%
43%
45%
47%
47%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
Enterprise social network (Yammer, Chatter)
Blogger/influencer networks (Federated Media, NetShelter, BlogHer)
Community platforms (Lithium, Jive, Get Satisfaction)
Analytics platforms (Webtrends, Omniture, Coremetrics)
Social CRM
External agency to support engagement (e.g. moderate Facebook
page)
Listening/monitoring platforms (Radian6, Scout Labs, Crimson
Hexagon, Netbase)
Social app development
Custom technology development or data integration services
Training and education (workshops, conferences, webinars)
Social media management systems (Hootsuite, Spredfast, Sprinklr)
Percentage of Social Marketers Surveyed Who Plan to Increase
Spending in the Following Areas
Source: Altimeter Group. Social Business Survey, Q4 2012.

69. 47%Social media marketers who plan to
increase spending on social media
management systems (SMMS) in 2013
Source: Altimeter Group. Social Business Survey, Q4 2012.69

70. 47%Social media marketers who plan to
increase spending on social media
training and education in 2013
Source: Altimeter Group. Social Business Survey, Q4 2012.70

71. 43%Social media marketers who plan to
increase spending on social media
listening/monitoring platforms in 2013
Source: Altimeter Group. Social Business Survey, Q4 2012.71

72. Engagement and volume metrics lead measurement
approach for social, not financial ties
“Which of the following describe your approach to measuring the
outcomes of your external social strategy?”
9%
11%
14%
29%
81%
82%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
We don’t measure anything at all
We measure the financial impact of advocates and
influencers
We measure the financial impact of social
customer service
We measure financial impact such as conversions
originating from social media
We measure volume metrics , such as number of
fans and followers, clicks, impressions and views
We measure engagement metrics, such as
likes, comments, replies, retweets and shares
Source: Altimeter Group. Social Business Survey, Q4 2012.

73. 85%Those who trust recommendations
from “People I know”
Source: Nielsen Global Trust and Advertising Report 201273

74. 74
Most companies have a social policy, but only
half have consumer-facing community policies
Q23: Which of the following social media policies does your organization currently have? (Select as many as applicable)
85.3%
75.2%
51.9%
5.4%
1.6%
Organizational
Social Media
Policy
Privacy Policy Community Policy Not sure if we
have a social
media policy
None of the
above
Source: Altimeter Group. Social Business Survey, Q4 2012.

75. 75
In 2012, majority of companies had zero to five
employee incidents related to social media
Q25: In the last 12 months, how often has there been an incident
where an employee in your organization violated your internal, organizational social media policy?
No incidents
49%
1-5 incidents
42%
6-10 incidents
5%
11-25 incidents
1%
More than 25
incidents
3%
Source: Altimeter Group. Social Business Survey, Q4 2012.