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Grown Up Social Media: Making Social Work Harder for Your Business
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Grown Up Social Media:
Making social work harder
for your business
Hosted by
Social Media Week London
Wednesday 25 September 2013
#SmwBloom
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What we’ll cover today
What is a social business?
What is social business maturity?
What stage is your business at?
What do you need to do to move to the next level?
Outline of the session
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Intended outcome
“I know what social business is, and
why it’s important for my
company”
THEORY
“I know how advanced my business
is, and how far I have to go”
RELEVANCE
“I have clear actions to take my
business to the next level”
ACTION
What we want you to walk away with
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The difference between doing social and being social
SOCIAL BUSINESS
Strategic
Scalable
Integrated
Used for multiple business
functions
Dialogue
Engagement
Value for the consumer
Advocacy
Customer-centric
Key strategic business objectives
Large-scale returns
BUSINESS AS USUAL
Tactical
Not scalable
Siloed
Used as traditional PR/marcomms channel
Broadcast
Speaking & listening
Value for the business
Loyalty
Company-centric
Tactical marketing metrics
Small-scale results
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What is a social business?
A business that has been purposely designed to eke
the maximum from social platforms, tools and
technologies in order to foster a culture of
knowledge sharing, collaboration and engagement
with everybody.*
* That’s employees,
stakeholders, customers,
prospects and everybody that
matters to the business…
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The BLOOM Way to social business
Inside your
business
Outside your
business
YOUR
CUSTOMER
GOVERNANCE
EDUCATION
TECHNOLOGY
VISION
&
PURPOSE
SOCIAL
BIZ
STRATEGY
CHANGE
MANAGEMENT
BUSINESS
INSIGHT
KPI
SETTING
&
MEASUREMENT
SOCIAL
MEDIA
STRATEGY
SOCIAL
PLATFORMS
INFLUENCE
&
ADVOCACY
SOCIAL
INSIGHT
COMMUNITY
MANAGEMENT
CONTENT
DEVELOPMENT
SOCIAL
CRM
CAMPAIGN
&
PROGRAMME
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What could social business do for your business?
Engaged customers
Consumer insights
Increased brand reputation
Advocacy
Influence
Competitive advantage
Consumer intelligence
Collaboration
Agile, entrepreneurial business
Knowledge sharing
Faster access to expertise
Faster product development cycle
INCREASE
REVENUE
INCREASE
MARKET SHARE
REDUCE COSTS
IMPROVE
INNOVATION &
GROWTH
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Cultivating the Nike+ social community
INCREASED
MARKET SHARE
SHARE OF US RUNNING
SHOW MARKET INCREASED
TO 61% WITHIN 3 YEARS OF
PRODUCT LAUNCH
NIKE+ AS A CONSUMER
LIFESTYLE CHOICE
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IBM’s social business transformation
REDUCED
COSTS
HELP DESK SUPPORT
COSTS REDUCED BY MORE
THAN $100 MILLION A YEAR
TIME TO COMPLETE
PROJECTS REDUCED BY
30%
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Social Business Maturity Framework
1
Experimental
We are mostly
experimenting with
social media
2
Tactical
We have a number
of tactical
activations in place
which are largely
campaign, event or
platform driven
3
Formalised
We have a
formalised holistic
programme
encompassing
multiple business
functions that is
part of an overall
strategy
4
Mature
We have a
formalised
programme and
long term strategy,
across MOST of the
company
5
Trailblazing
We have a
formalised
programme and
long term strategy,
across the WHOLE
company and are
trailblazing in our
sector
Hallmarks of each phase:
• Driven at a
grassroots level
by one
passionate
individual
• Small/no
budget
• Low visibility
• Mainly
broadcasting
messages
• Using freeware
• Ad hoc
measurement
• Driven at an
operational
level by one
department
• Small budget
• Platform &
content focus
• Use of
incumbent
generalist
agencies
• Tracking some
metrics e.g.
fans/campaigns
• Siloed multi-
departmental
activity
• Social business
structure & KPIs
in place
• Increasing
budget
• Building internal
capabilities and
use of specialist
agencies
• ‘Always on’
approach
• Co-ordinated by
multiple
departments
• Senior
management
sponsorship
• Significant
budget
allocation
• Strategy
delivering on
business goals
• Insight driving
biz planning
• Driven by
visionary senior
management
• Activated across
the whole
business
• Strategic
business priority
• Cutting edge
programmes
delivered at
scale
• Realtime insight
driving action
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ROI will increase as social business maturity increases
Time
Socialbusinessmaturity
OPTIMISATION
ROI
EFFICIENCIES
AND SAVINGS
COMPETITIVE
ADVANTAGE
SALES
INNOVATION
GROWTH
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Social Business Maturity Framework
1
Experimental
We are mostly
experimenting with
social media
2
Tactical
We have a number
of tactical
activations in place
which are largely
campaign, event or
platform driven
3
Formalised
We have a
formalised holistic
programme
encompassing
multiple business
functions that is
part of an overall
strategy
4
Mature
We have a
formalised
programme and
long term strategy,
across MOST of the
company
5
Trailblazing
We have a
formalised
programme and
long term strategy,
across the WHOLE
company and are
trailblazing in our
sector
Hallmarks of each phase:
• Driven at a
grassroots level
by one
passionate
individual
• Small/no
budget
• Low visibility
• Mainly
broadcasting
messages
• Using freeware
• Ad hoc
measurement
• Driven at an
operational
level by one
department
• Small budget
• Platform &
content focus
• Use of
incumbent
generalist
agencies
• Tracking some
metrics e.g.
fans/campaigns
• Siloed multi-
departmental
activity
• Social business
structure & KPIs
in place
• Increasing
budget
• Building internal
capabilities and
use of specialist
agencies
• ‘Always on’
approach
• Co-ordinated by
multiple
departments
• Senior
management
sponsorship
• Significant
budget
allocation
• Strategy
delivering on
business goals
• Insight driving
biz planning
• Driven by
visionary senior
management
• Activated across
the whole
business
• Strategic
business priority
• Cutting edge
programmes
delivered at
scale
• Realtime insight
driving action
27. WWW.BLOOMWORLDWIDE.COM
Social Business Maturity Framework
1
Experimental
2
Tactical
3
Formalised
4
Mature
5
Trailblazing
WHAT’S HAPPENING?
• Social media at a grassroots level
• Led by one passionate individual
• Often in free time/on top of workload
• Small/no budget
• Activities are tactical
INSIDE YOUR BUSINESS
• Leadership don’t really understand social
media but happy for us to experiment
• Employees aren’t encourages to use social
media at work
• Using freeware for ad hoc measurement
“We are mostly experimenting with social media”
WHAT’S DRIVING IT?
• Curiosity
• Use of social media in personal life
• Personal interest
OUTSIDE YOUR BUSINESS
• Low visibility
• Mainly broadcasting messages on an ad
hoc basis
• Unaware of the impact of activity (“fire
and forget”)
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Social Business Maturity Framework
1
Experimental
2
Tactical
3
Formalised
4
Mature
5
Trailblazing
WHAT’S HAPPENING?
• Social media at an operational level
through one department
• Small budget
• Platform & content focus
• Use of incumbent generalist agencies
INSIDE YOUR BUSINESS
• Use of social media listening tool
• Tracking some metrics e.g. fans/
campaigns & benchmarking performance
against KPIs
• Some governance and training planned
“We have a number of tactical activations in place which are
largely campaign, event or platform driven”
WHAT’S DRIVING IT?
• Competitor activity
• Increasing consumer usage
• Test & learn showing early promising
results
OUTSIDE YOUR BUSINESS
• Community management based around
campaigns, but no ongoing dialogue
• Mapped out online influencers
• One or more social platforms
• Investing in paid social media
29. WWW.BLOOMWORLDWIDE.COM
Social Business Maturity Framework
1
Experimental
2
Tactical
3
Formalised
4
Mature
5
Trailblazing
“We have a formalised holistic programme encompassing multiple
business functions that is part of an overall strategy”
WHAT’S HAPPENING?
• Siloed multi-departmental activity
• Social business structure & KPIs in place
• Increasing budget
• Long-term initiatives launched
• Social media strategy in place
INSIDE YOUR BUSINESS
• Building internal capabilities and use of
specialist agencies
• Senior management see social business as
a strategic priority
• Change management plan in place
WHAT’S DRIVING IT?
• On senior management agenda
• Need to scale across departments or
territories
• Bring together overlapping projects
• Desire to improve ROI
OUTSIDE YOUR BUSINESS
• ‘Always on’ approach to content and
community management
• Structured approach to extracting insight
• Seeing ongoing impact in social metrics
• Consistent presences in owned & earned
30. WWW.BLOOMWORLDWIDE.COM
Social Business Maturity Framework
1
Experimental
2
Tactical
3
Formalised
4
Mature
5
Trailblazing
“We have a formalised programme and long term strategy,
across MOST of the company”
WHAT’S HAPPENING?
• Co-ordinated by multiple departments
• Significant budget allocation
• Strategy delivering on business goals
• Holistic approach to social media
INSIDE YOUR BUSINESS
• Senior management sponsorship
• Clear vision for becoming a social business
• Multiple “hub and spoke” model to co-
ordinate global/local efforts
• Increasing collaboration and sharing
WHAT’S DRIVING IT?
• Linking of activities to commercial results
• Increasing senior management
engagement
• Overcoming internal roadblocks
OUTSIDE YOUR BUSINESS
• Permanently managed social spaces
catering to all communities of interest
• Facilitate creation of user generated
content and influencer engagement
• Outperforming many competitors
31. WWW.BLOOMWORLDWIDE.COM
Social Business Maturity Framework
1
Experimental
2
Tactical
3
Formalised
4
Mature
5
Trailblazing
"We have a formalised programme and long term strategy, across the
WHOLE company and are trailblazing in our sector”
WHAT’S HAPPENING?
• Activated across the whole business
• Strategic business priority
• Cutting edge programmes delivered at
scale
• Transcended the marketing department
INSIDE YOUR BUSINESS
• Social insights driving business decisions
• Social activity linked to hard business
metrics
• Social business built into job descriptions
• Employees empowered to engage
WHAT’S DRIVING IT?
• Visionary senior management
• Outperforming competitors
• Customer first strategic vision
• Business transformation
• Employee engagement
OUTSIDE YOUR BUSINESS
• Realtime insight driving action
• Above average engagement rates
• Ahead of competitors
• Audiences engaging in content co-
creation, UGC and crowdsourcing
32. WWW.BLOOMWORLDWIDE.COM
Social Business Maturity Framework
1
Experimental
We are mostly
experimenting with
social media
2
Tactical
We have a number
of tactical
activations in place
which are largely
campaign, event or
platform driven
3
Formalised
We have a
formalised holistic
programme
encompassing
multiple business
functions that is
part of an overall
strategy
4
Mature
We have a
formalised
programme and
long term strategy,
across MOST of the
company
5
Trailblazing
We have a
formalised
programme and
long term strategy,
across the WHOLE
company and are
trailblazing in our
sector
Hallmarks of each phase:
• Driven at a
grassroots level
by one
passionate
individual
• Small/no
budget
• Low visibility
• Mainly
broadcasting
messages
• Using freeware
• Ad hoc
measurement
• Driven at an
operational
level by one
department
• Small budget
• Platform &
content focus
• Use of
incumbent
generalist
agencies
• Tracking some
metrics e.g.
fans/campaigns
• Siloed multi-
departmental
activity
• Social business
structure & KPIs
in place
• Increasing
budget
• Building internal
capabilities and
use of specialist
agencies
• ‘Always on’
approach
• Co-ordinated by
multiple
departments
• Senior
management
sponsorship
• Significant
budget
allocation
• Strategy
delivering on
business goals
• Insight driving
biz planning
• Driven by
visionary senior
management
• Activated across
the whole
business
• Strategic
business priority
• Cutting edge
programmes
delivered at
scale
• Realtime insight
driving action
1. Turn to the person next to you
2. Explain which stage you think your
company is at and give your reasons
3. Refer to the Social Business Maturity
Framework in front of you if you need to
4. Raise your hand and ask a BLOOMer for
help if you’re stuck
5. Once you’ve decided your stage, grab a
corresponding stick of rock from a
BLOOMer
5
mins
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What do you need to do to move
to the next level?
Grown Up Social Media: Making social work harder for your business
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Time for action!
Creating your five point action plan
1. Take a corresponding card
deck from a BLOOMer
2. Spread your cards on the
table in front of you
3. Turn your Framework
around to find your Action
Planning worksheet
4. Prioritise your top 5
actions and record on the
worksheet
Wave your stick of rock in the
air and a BLOOMer will come
to help you
15
mins
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Don’t forget to fill in the WHY and the WHEN
COMPANY NAME: __________________________________
WWW.BLOOMWORLDWIDE.COM
SOCIAL BUSINESS MATURITY 5 POINT ACTION PLAN
Activities to help you progress to the next level
Current maturity level: Experimental – Tactical – Formalised – Mature - Trailblazing
What activities do we need to do? What is the objective? When?
1
2
3
4
5
5
mins
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If you take nothing else away from today…
Social business has the potential to completely
transform your business
What happens inside your organisation is as
important as what happens outside
It can drive real, business results
But can’t be activated in a silo
YOU can help direct and define the future of
your business
5 key points to leave with
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About our services
SOCIAL MEDIA
STRATEGY
We believe in insight-driven
social strategy which delivers
results to every part of your
business.
SOCIAL MEDIA
INSIGHT
We believe that social data
provides critical business
intelligence that should inform
business actions.
CONTENT
DEVELOPMENT
We believe that high quality
social content is the key currency
that drives effective impact and
engagement online.
COMMUNITY
MANAGEMENT
We believe community
management is the cornerstone
of success in social media.
SOCIAL PLATFORMS
We believe your social platforms
should function as part of a
wider online social ecosystem
and drive reach and impact.
SOCIAL MEDIA
TRAINING
We believe in building internal
capability is as important in
delivering a social strategy as
outsourcing to an agency.
SOCIAL TECHNOLOGY
We believe in empowering
employees and customers to
collaborate and innovate using
social technology.
SOCIAL MEDIA
GOVERNANCE
We believe that scalability and
risk management can be
achieved by effective social
media governance.
INFLUENCE &
ADVOCACY
We believe that advocates,
whether employees or
customers, are what ensure
businesses grow.
PROGRAMME DESIGN
& DELIVERY
We believe social media
campaigns should be part of an
‘Always On’ dialogue.
SOCIAL MEDIA
MEASUREMENT
We believe social media should
be fully accountable
PERFORMANCE
MANAGEMENT & KPIs
We believe that being a social
business delivers hard business
results like increased profitability
and sales.
Social business is an evolution of social mediaSocial business is an evolution of businessIt’s bigger than social mediaDigital The digital revolution! Email. Desktop publishing.Businesses made the switch from analogue to digital2. Digital media – “the information highway”Information opens up and goes online.Corporate websites. Search engines.3. Digital businessEcommerce. Amazon. Digital became transactionalExtension of existing business model – online banking, customer service4. Social – the human webSocial web – message boards, forums, blogsPeople connecting to each other human to human5. Social media – always on, all devicesBeing connected, desktop, mobile, tabletGlobal and local6. Social business – the best is yet to comeAgile, adaptive, intelligentEvolving business as usualBrand new business models i.e. KickstarterCollaborative, people-powered economy challenging businesses to adapt i.e. Etsy, AirBnbOpportunity – forming new connections for the benefit of all communities of interest – customers, employees, owners, partnersAdapting with new intelligenceSocial innovation – new partnershipshttp://itproject.se/en/blog/2012/05/07/social-business-comes-with-social-media/
It’s the difference between doing social and being socialSocial Business is the difference between what it means to ‘DO’ social and what it means to ‘BE’ social. Many brands and businesses are now ‘doing’ social through activating social media to meet marcoms objectives. Some with great success.However, to really leverage the opportunity of social media, you have to BE social by becoming a social business. When it comes to Being Social, what happens internally is as important as what happens externally.It is by leveraging the full potential of Social Business practices that your organisation can deliver long-term, strategic results across multiple business functions.
INCREASE REVENUE10% increased revenue*18% higher customer satisfaction*INCREASE MARKET SHARE10% higher customer loyalty*REDUCE COSTS30% faster customer care processes*10% reduction in operational costs*IMPROVE INNOVATION & GROWTH15% increase in successful innovation & ideas*Source: McKinsey, Altimeter, Salesforce, 2012-2013
INCREASED MARKET SHARE "Cultivating the Nike+ social community" COMPANY: Nike WHAT: • Built the Nike+ running device around social media and trends (e.g mobile, games, GPS) • Nike+ owners then join the exclusive online community to share fitness goals and more RESULTS: • Have created Nike+ as a consumer lifestyle choice • Share of the US running shoe market increased to 61% within 3 years of the product launch - and Nike shoes are not needed to use Nike+
Time to complete projects has been reduced by 30%Help desk support costs have been reduced by more than $100m a year15m downloads of employee generated videos / content internallyhttp://www.britopian.com/2011/07/05/ibm-case-study-a-lesson-in-social-business-transormation/http://technorati.com/social-media/article/ibm-continues-to-top-the-social/
ENGAGED WORKFORCE"Empowering employees to share globally"COMPANY: CemexCemex embedded global collaboration into company culture via an internal social network to improve products and expedite launches WHAT:• Implemented Shift, an employee collaboration platform• Enables employees to share information and work together across continentsRESULTS:Shift won a Forrester Groundswell Award in 2010 and was a winner of the Harvard/ McKinsey M-PrizeFaster access to expertiseUsed by more than 95% of the company's employeesEXAMPLE OF INCREASED REVENUELowe’s Home Improvement provided a medium for employees to share otherwise siloed or ignored ideas, to drive $1m profit from an idea that started, grew and was vetted in the internal network
The previous two examples are from companies we would class as having social business maturityAlthough they are still learning and experimenting (aren’t we all?), they have come a long way in their social business journey
Apparently the older we get, the wiser we getIt’s the same with social businessThe more socially mature businesses get, the smarter they getIts not an easy journeyIt does take timeBut it’s worth it
SCREEN 2
Diffusion of innovationsEverett Rogers, 1962Roger's work asserts that 4 main elements influence the spread of a new idea: the innovation, communication channels, time, and a social system.Individuals experience 5 stages of accepting a new innovation: knowledge, persuasion, decision, implementation, and confirmation.the important role of interpersonal networks in the diffusion process in a system.
Rogers also introduced the S shaped adoption curvePeriod of slow adoptionSudden period of rapid adoptionCritical massSlows downLevels off - maintenance
Can be in experimental for a long time before your experiments get recognisedTactical projects pay off – results are demonstratedFormalised – spreads throughout the organisationDealing with more people – more processes – hard step from formalised to matureThen you need senior leadership to move to trailblazing
Can be in experimental for a long time before your experiments get recognisedTactical projects pay off – results are demonstratedFormalised – spreads throughout the organisationDealing with more people – more processes – hard step from formalised to matureThen you need senior leadership to move to trailblazing
SCREEN 2
WimpyWorthingBest Buy, a 0.1% increase in employee engagement at the store level is worth a $100,000 increase in annual operating income per store.
PROJECTS TO PROGRESS:Social listening tool & insightSocial media guidelinesBranded content developmentSocial platform planningCommunity management
PROJECTS TO PROGRESSStrategy development including KPIs & measurementSocial business command centreSocial engagement toolTraining & governanceFormalised content development - UGC
PROJECTS TO PROGRESSSenior management & internal stakeholder engagementEnterprise level social tools suiteSocial for innovation and product developmentBecoming real-timeInfluence & advocacy programmes
Departments:MarketingCustomer servicePR/CorpCommsHRITProduct development/R&DFinance?Legal?-------Employees are seen as key corporate ambassadors and receive training in how to represent us most effectivelyWe have developed a full governance framework and are in the process of rolling out an education programme to all employeesOur social media education programme is fully developed and is gradually being rolled out across all business functionsPROJECTS TO PROGRESSCrowd-sourcingEmployee engagement programmesContent co-creationSocial = salesBig data
Social business has the potential to completely transform your business – to benefit not only your customers, but also your employees, leaders, owners, partners and influencersSocial business is bigger than social media – its potential is far wider, much more opportunityWhat happens inside your organisation is as important as what happens outside – it’s about being social, not just doing socialIt can drive real, business results, and is critical for ensuring your business stays relevant in 3-5 years timeBut can’t be activated in a silo, and can’t reach trailblazing without senior stakeholder buy-inYou can help direct and define the future of your business