Grown Up Social Media: Making Social Work Harder for Your Business
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An introduction to what BLOOM's Masterclass will entail.
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Grown Up Social Media: Making Social Work Harder for Your Business
- 1. WWW.BLOOMWORLDWIDE.COM Grown Up Social Media: Making social work harder for your business Hosted by Social Media Week London Wednesday 25 September 2013 #SmwBloom
- 2. WWW.BLOOMWORLDWIDE.COM Introducing BLOOM BLOOM Worldwide is a social media agency specialising in social business INSIGHT STRATEGY CONTENT TECH FROM ‘DOING SOCIAL’ TO ‘BEING SOCIAL’
- 4. WWW.BLOOMWORLDWIDE.COM 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
- 5. WWW.BLOOMWORLDWIDE.COM 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
- 6. WWW.BLOOMWORLDWIDE.COM What is social business? Grown Up Social Media: Making social work harder for your business
- 7. WWW.BLOOMWORLDWIDE.COM Social media evolution From doing social to being social
- 8. WWW.BLOOMWORLDWIDE.COM 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
- 9. WWW.BLOOMWORLDWIDE.COM 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…
- 10. WWW.BLOOMWORLDWIDE.COM 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
- 11. WWW.BLOOMWORLDWIDE.COM 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
- 12. WWW.BLOOMWORLDWIDE.COM 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
- 13. WWW.BLOOMWORLDWIDE.COM 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%
- 14. WWW.BLOOMWORLDWIDE.COM Empowering Cemex employees to share globally IMPROVED INNOVATION & GROWTH USED BY MORE THAN 95% OF COMPANY’S EMPLOYEES FASTER ACCESS TO EXPERTISE
- 15. WWW.BLOOMWORLDWIDE.COM What is social business maturity? Grown Up Social Media: Making social work harder for your business
- 17. 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
- 18. WWW.BLOOMWORLDWIDE.COM Social Business maturity framework evaluation criteria INTERNAL CRITERIA • PROGRAMME • LEADERSHIP • ORG MODEL • CULTURE • EMPLOYEES • HEADCOUNT • BUDGET • GOVERNANCE • EDUCATION • TOOLS & TECH • SUPPLIERS • MEASUREMENT EXTERNAL CRITERIA • ACTIVITY • INSIGHT • EXPENDITURE • IMPACT • PRESENCE • SENTIMENT • ENGAGEMENT • INFLUENCE • CONVERSATION • CONTENT • COMMUNITY • COMPETITORS
- 19. WWW.BLOOMWORLDWIDE.COM Roger’s innovations adoption curve INNOVATORS 2.5% EARLY ADOPTERS 13.5% EARLY MAJORITY 34% LATE MAJORITY 34% LAGGARDS 16% THECHASM
- 20. WWW.BLOOMWORLDWIDE.COM Roger’s innovations adoption curve INNOVATORS 2.5% EARLY ADOPTERS 13.5% EARLY MAJORITY 34% LATE MAJORITY 34% LAGGARDS 16% THECHASM
- 21. WWW.BLOOMWORLDWIDE.COM Social business S curve Time Socialbusinessmaturity
- 22. WWW.BLOOMWORLDWIDE.COM Social business S curve Time Socialbusinessmaturity EXPERIMENTAL TACTICAL FORMALISED MATURE TRAILBLAZING
- 23. WWW.BLOOMWORLDWIDE.COM ROI will increase as social business maturity increases Time Socialbusinessmaturity OPTIMISATION ROI EFFICIENCIES AND SAVINGS COMPETITIVE ADVANTAGE SALES INNOVATION GROWTH
- 24. WWW.BLOOMWORLDWIDE.COM What stage is your business at? Grown Up Social Media: Making social work harder for your business
- 25. 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
- 26. WWW.BLOOMWORLDWIDE.COM Social Business Maturity Framework 1 Experimental 2 Tactical 3 Formalised 4 Mature 5 Trailblazing
- 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”)
- 28. WWW.BLOOMWORLDWIDE.COM 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
- 33. WWW.BLOOMWORLDWIDE.COM What do you need to do to move to the next level? Grown Up Social Media: Making social work harder for your business
- 35. WWW.BLOOMWORLDWIDE.COM 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
- 36. WWW.BLOOMWORLDWIDE.COM 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
- 37. WWW.BLOOMWORLDWIDE.COM Let’s hear back from you Source: Brittney Marshall @ Flickr
- 38. WWW.BLOOMWORLDWIDE.COM 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
- 39. WWW.BLOOMWORLDWIDE.COM 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.
Editor's Notes
- SCRE
- 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
- SCREEN 1