More Related Content Similar to IESE HSM Barcelona Presentation by Charlene Li (20) More from Charlene Li (20) IESE HSM Barcelona Presentation by Charlene Li1. 1
The Power Of Groundbreaking
Social Technologies
Charlene Li
Altimeter Group
Twitter: @charleneli
Email: charlene@altimetergroup.com
7. 7
Agenda
Strategy
Lead
Prepare
© 2011 Altimeter Group
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Agenda
Strategy
Lead
Prepare
© 2011 Altimeter Group
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Strategy Process Stages
Formulation
Discovery Ideation Planning Roadmap
& Alignment
© 2011 Altimeter Group
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Strategy Process Stages
Formulation
Discovery Ideation Planning Roadmap
& Alignment
Set context
• Determine key objectives
• Level of strategy (corporate, biz unit, brand)
© 2011 Altimeter Group
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Align social with key strategic goals
Examine your
2011 goals
Pick ones where
social will have an
impact
© 2011 Altimeter Group
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Objectives differ by level
Corporate
Risk
management Business unit
Consistency
Leadership
development
& culture
across brands
Social strategist
Brand
& COE
Community
Engagement
Channel focus manager &
metrics
education
Value metrics ROI metrics
© 2011 Altimeter Group
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Use appropriate metrics at each level
Corporate Business metrics: revenue,
CSAT, reputation.
LOB/Geo Social media analytics: Insights,
Stakeholders share of voice, resonance,
WOM.
Social Engagement metrics: fans,
Strategist/Community followers, clicks.
Manager
© 2011 Altimeter Group
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Strategy Process Stages - Ideation
Formulation
Discovery Ideation Planning Roadmap
& Alignment
Collect and prioritize strategic options
• Metrics-based value assessment
• Prioritize against objectives
© 2011 Altimeter Group
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Evaluate each initiative
Impact Readiness
• How does it • Are there
support an people who
objective? can do this?
• What metrics • Is there
matter? budget?
Risks Priority
• What are the • Does this
risks if we do initiative
this? enable other
• What if we work?
don’t?
© 2011 Altimeter Group
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Define Your Strategy With Objectives
Dialog
Learn Support
Innovate
© 2011 Altimeter Group
17. How does social media matter to B2B?
Chief stakeholders may
not be using social media.
• But lieutenants will be.
Social media is impacting
how B2B decisions are
being made.
• Background research
• Expertise
• Search results impact
© 2011 Altimeter Group
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People in B2B use social media for work
Read user ratings/reviews for
62%
business products/services
Visit company profiles on social
62%
media sites
Visit company blogs 55%
Participate in online business
51%
communities or forums
Ask questions on Q&A sites 49%
Use Twitter to find or request
29%
business information
Source: 2009 Business.com Business Social Media Benchmarking Study (n=2,393)
© 2011 Altimeter Group
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Agenda
Strategy
• Learn
• Dialog
• Support
• Innovate
Lead
Prepare
© 2011 Altimeter Group
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Track brand mentions with basic tools
What would happen
if every employee
could learn from
customers?
© 2011 Altimeter Group
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Integrate monitoring with workflow
Other providers
Alterian
BrandsEye
Buzzmetrics
Cymfony
Sysmos
Visible Tech.
From Radian 6, to be acquired by Salesforce.com
© 2011 Altimeter Group
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Go beyond basic monitoring to analytics
Monitoring &
analytics support
Deep monitoring to integrated into
prep & support everyday workflow
campaigns
Centralized
monitoring but not
actionable in
business unites
Tracks brand
mentions using
basic tools
(Google, Twitter)
No monitoring
Make course corrections
in place nearly real-time.
Use predictive analytics to
anticipate demand.
© 2011 Altimeter Group
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Your customers want to be “known”
I walk into my local grocery store
© 2011 Altimeter Group
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The store knows it’s me
• Social check-ins (Four Square, Yelp, Facebook Places)
• Near Field Communications
© 2011 Altimeter Group
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I get coupons to use right away
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And connect my phone to in-store GPS
shopping cart
© 2011 Altimeter Group
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Community insight platforms
» Communispace and
Passenger offer
online focus groups
solutions.
© 2011 Altimeter Group
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Pros and cons of private communities
Private communities give better control
• Get input from specific communities
• Can target specific hard-to-reach communities
But they are hard to create – and maintain
• Who needs to be included? Excluded?
• Provide non-monetary incentives/rewards for
participating in the community
• Deserves and requires dedicated community manager
• Integrate into your company’s support and innovation
process
© 2011 Altimeter Group
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Go beyond traditional data to understand
your customers
Demographic
Geographic
Psychographic
Behavioral
Socialgraphic
© 2011 Altimeter Group
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Socialgraphics asks key questions
1. Where are your customers online?
2. What social information or people do your
customers rely on?
3. What is your customers’ social influence? Who
trusts them?
4. What are your customers’ social
behaviors online?
5. How do your customers use social technologies
in the context of your products.
© 2011 Altimeter Group
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Engagement Pyramid
Curating
Producing
Commenting
Sharing
Watching
© 2011 Altimeter Group
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Engagement Pyramid - Watching
Watch videos
Curating Read blog posts
Listen to podcasts
Read tweets
Producing
Read discussion
forum posts
Commenting
Sharing
Watching
© 2011 Altimeter Group
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Engagement Pyramid - Sharing
Curating Share a link
Share photos
Share videos
Producing Write a status update
Retweet
Commenting
Sharing
Watching
© 2011 Altimeter Group
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Engagement Pyramid - Commenting
Curating Comment on a blog
Write a review
Rate a product
Producing Participate in a
discussion forum
Commenting @Reply on Twitter
Sharing
Watching
© 2011 Altimeter Group
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Engagement Pyramid - Producing
Curating Write a blog
Create videos or
Producing podcasts
Tweet for an
audience
Commenting
Sharing
Watching
© 2011 Altimeter Group
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Engagement Pyramid - Curating
Curating
Moderate a wiki or
discussion forum
Producing Curate a Facebook
fan page
Commenting
Sharing
Watching
© 2011 Altimeter Group
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Engagement Pyramid Data
United
Spain Italy UK
States
Curating <1% <1% <1% <1%
Producing 30.3% 38.7% 52.7% 26.1%
Commenting 45.1% 37.4% 54.0% 34.4%
Sharing 58.6% 63.6% 79.3% 63.0%
Watching 82.2% 77.3% 89.3% 78.1%
Source: Global Wave Index Wave 2, Trendstream.net, January 2010
© 2011 Altimeter Group
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Putting socialgraphics to work
Conduct research to identify the social behaviors of your
target customer
Also identify:
• Where are they online: Surveys or brand monitoring
• Who do they trust: Surveys
• Who do they influence: Survey or brand monitoring
• How they use these tools in context of your products: Most
often surveys.
When you first understand your customers, your marketing
efforts will naturally unfold.
© 2011 Altimeter Group
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Summary - Learn
Listen and learn from your customers.
Start with basic monitoring tools, but quickly
evolve them.
Invest in analytics that matter. Use metrics that
are relevant to your business.
Understand the socialgraphics of your customers.
© 2011 Altimeter Group
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Agenda
Strategy
• Learn
• Dialog
• Support
• Innovate
Lead
Prepare
© 2011 Altimeter Group
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The New Normal
Conversations, not messages
Human, not corporate
Continuous, not episodic
© 2011 Altimeter Group
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Boeing uses blogs to engage
© 2011 Altimeter Group
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Kohl’s engages directly with customers
© 2011 Altimeter Group
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Vodafone UK uses Twitter to proactively
communicate with customers
Vodafone UK humanizes
their Twitter account by
including pictures of their
support team and
identifying different
respondents by an “^”
and the team member’s
initials.
© 2011 Altimeter Group
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Spain Tourism used multiple channels to encourage
dialog/sharing
© 2011 Altimeter Group
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B2B can also use Facebook
• Develop
relationships with job
candidates,
prospects, and
current employees
• Insert your content
into newsfeed of fans
• B2B is really people
to people
© 2011 Altimeter Group
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Also encourage dialog inside the company
© 2011 Altimeter Group
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Premier Farnell supports engineers with
community, and employees with “OurTube”
© 2011 Altimeter Group
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Getting people to share within your
company
Give out Flip cameras/smartphones
• Set up an internal “OurTube”
• Transcribe conversations into emails and posts
Ask people for best practices, reactions, advice,
opinion in areas of passion.
Recognize key contributors.
© 2011 Altimeter Group
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Tivo joined an existing community
© 2011 Altimeter Group
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Advocacy – A five-phase approach
Phase 4:
Phase 1: Phase 2: Phase 3: Phase 5:
Put
Internal Identify Build Foster
Advocates
Readiness Advocates Relationships Growth
First
© 2011 Altimeter Group
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Tesco engages influencer blogs
Blog post series
highlights & drives
traffic to blogs by
Influencers. Twitter
feed encouages
engagement too.
© 2011 Altimeter Group
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Summary - Dialog
Have an authentic conversation with your
customers that they want to have.
Engage across and through social communities
Engage off of your Web site.
Recruit an army of customer advocates.
Respond to your prospects and customers in real
time.
© 2011 Altimeter Group
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Agenda
Strategy
• Learn
• Dialog
• Support
• Innovate
Lead
Prepare
© 2011 Altimeter Group
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Vodafone Italy and Spain take disparate,
effective approaches to online support
© 2011 Altimeter Group
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Ritz-Carlton managers monitor Twitter for
real-time service
Property manager
helped unhappy
honeymooners
© 2011 Altimeter Group
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DellOutlet supports sales with Twitter
© 2011 Altimeter Group
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iRobot ties discussion boards into
customers support
iRobot escalates
unanswered
questions into
support centers
© 2011 Altimeter Group
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Salesforce.com Service Cloud ties
social channels back to customer data
© 2011 Altimeter Group
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Solarwinds’ community is strategic
© 2011 Altimeter Group
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Summary - Support
Real-time isn’t fast enough.
Integrate “social” support into your support
infrastructure.
Scaling support to meet the groundswell will
require that you create your own
groundswell.
© 2011 Altimeter Group
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Agenda
Strategy
• Learn
• Dialog
• Support
• Innovate
Lead
Prepare
© 2011 Altimeter Group
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How to encourage innovation
Participate in crowdsourcing to understand how it
works.
Create a culture of sharing and collaboration
within the company.
Encourage “intrapreneurship”.
• 85% of innovations involve optimizing one parameter.
• Use social media to collect and prioritize ideas.
Reduce “power distance” with open leadership
and management.
© 2011 Altimeter Group
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Italian Telecom launches small business
social network
Wind Italy displays
support, innovation
towards the small
business community
© 2011 Altimeter Group
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Danish bank asks for help to improve
mobile banking on Facebook
© 2011 Altimeter Group
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Fiat Mio, the world’s first crowdsourced car
© 2011 Altimeter Group
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Starbucks involves 50 people around the
organization in innovation
Over 100 ideas
have been
implemented
© 2011 Altimeter Group
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P&G uses reviews to improve products
© 2011 Altimeter Group
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P&G goes outside for innovation
P&G made
outside-in
innovation a
priority
© 2011 Altimeter Group
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Summary - Innovating
Innovating can come from any customer or
employee interaction.
Dedicated innovation communities require
significant commitment and nurturing.
Extend your firewall to bring customers into your
organization.
© 2011 Altimeter Group
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Strategy Process Stages
Formulation
Discovery Ideation Planning Roadmap
& Alignment
Strategy statement
• What you will do
• What you won’t do
Scenarios development
• Implementation roadblocks
• Company and leadership implications
• Risk identification
• Build resilience
© 2011 Altimeter Group
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What’s the Next Big Thing?
© 2011 Altimeter Group
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How Time Flies
iPhone Facebook Nexus One Facebook
Debut Connect Android Debut Timeline
Jan 2007 July 2008 January 2010 Sept 2011
Facebook iPhone App iPad Debut
Platform Store April 2010
May 2007 July 2008
Our notions of sharing
& privacy have
changed as well
© 2011 Altimeter Group
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Identify and prioritizing disruptions that matter
User Experience Business Model Ecosystem Value
•Is it easy for •Does it tap new •Does it change
people to use? revenue the flow of
•Does it enable streams? value?
people to •Is it done at a •Does it shift
connect in new lower cost? power from one
ways? player to
another?
© 2011 Altimeter Group
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1) Likenomics (credit to Rohit Bhargava)
“How personal relationships, individual opinions,
powerful storytelling and social capital are helping
brands…become more believable.”
Understand the
supply, demand,
and thus, value of
Likes as social
currency
See http://bit.ly/rohit-likenomics for Rohit’s take
© 2011 Altimeter Group
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Likenomics evaluation
User experience impact - moderate
• People with high social currency will enjoy benefits,
richer experiences, receive psychic income.
• People with low social currency will find ways to get it.
Business model impact – moderate
• New economics create opportunity for people who
understand Likenomics to leverage gas.
• The cost of accessing social currency will increase, and
raise barriers to entry.
Ecosystem value impact – none
© 2011 Altimeter Group
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2) Social Search – Beyond Friends to Interests
Social sharing rises
as a search ranking
signal, esp in the
enterprise
Create a social
content hub to gain
traction
Use microformats to
highlight granularity
(e.g. hProduct &
hReview)
© 2011 Altimeter Group
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Social Search evaluation
User experience impact - Moderate
• Search becomes more useful, relevant to people.
Business model impact – Moderate
• SEO takes on a different dimension, rewards
companies with social currency, personalized
experiences.
Ecosystem value impact – Moderate
• New power brokers are social data/profile players who
capture activity data and profiles.
• Google has little of either.
© 2011 Altimeter Group
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3) Big Data
Social monitoring merges with Web analytics
• HOT: Omniture, Coremetrics/IBM, Webtrends
Technology like Hadoop makes it easy for
companies to tap “Big Data”
• E.g. New York Times making its archives public
• Twitter archived by Library of Congress
• Facebook Cassandra, Amazon Dynamo, Google
BigTable
Data visualization tools make it easy to digest
Balancing privacy and personalization
© 2011 Altimeter Group
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Big Data evaluation
User experience impact - Low
• Most users won’t directly experience Big Data.
Business model impact – High
• New businesses and initiatives can be started at very
low cost.
Ecosystem value impact – Moderate
• Owners of Big Data repositories can assert control,
demand payments for access.
© 2011 Altimeter Group
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4) Game-ification
© 2011 Altimeter Group
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TurboTax used “games” to encourage
sharing and support
Social design can
enter training,
collaboration,
support, hiring
© 2011 Altimeter Group
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Gamification evaluation
User experience impact – High
• Experiences get richer, more engaging
Business model impact – Moderate
• Work gets done faster, cheaper.
• New organizational structures and cultures emerge.
Ecosystem value impact – Low
• Service providers will remain focused, boutique firms.
© 2011 Altimeter Group
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5) Curation
© 2011 Altimeter Group
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Curation evaluation
User experience impact – Moderate
• User authority established from better curation, better
content is organized well.
Business model impact – Moderate
• Easier for businesses to create their content.
Ecosystem value impact – Moderate
• Individuals challenge media and brands as authorities –
and publishers that siphon off ad dollars.
© 2011 Altimeter Group
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Summary of disruptions
User Business Value
Experience Model Networks
Likenomics Moderate Moderate Low
Social Search Moderate Moderate Moderate
Big Data Low High Moderate
Gamification High Moderate Low
Curation Moderate Moderate Moderate
© 2011 Altimeter Group
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Agenda
Strategy
• Learn
• Dialog
• Support
• Innovate
Lead
Prepare
© 2011 Altimeter Group
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Photo by stanjourdan via Flickr
© 2011 Altimeter Group
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Photo by Steve Rhodes via Flickr
© 2011 Altimeter Group
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Photo by Steve Rhodes via Flickr
© 2011 Altimeter Group
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Social media helps brands listen…
© 2011 Altimeter Group
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..and respond. But it’s not enough.
© 2011 Altimeter Group
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Open Leadership
Having the confidence
and humility to give up
the need to be in control,
while inspiring
commitment from people
to accomplish goals
© 2011 Altimeter Group
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10 elements of openness
Information Sharing
• Explaining
• Updating
• Conversing
• Open Mic
• Crowdsourcing
• Platforms
Decision Making
• Centralized
• Democratic
• Consensus
• Distributed
© 2011 Altimeter Group
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Explaining strategic decisions
Open book management
Managing leaks
© 2011 Altimeter Group
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Updating with every day stuff
© 2011 Altimeter Group
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Kohl’s has conversations on Facebook
© 2011 Altimeter Group
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Open Mic: When people contribute
© 2011 Altimeter Group
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Crowdsourcing new Walkers flavour
© 2011 Altimeter Group
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Open platforms make it easy to partner
and share
Open architecture Open data access
© 2011 Altimeter Group
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Decision making models
Centralized Democratic
Consensus Distributed
© 2011 Altimeter Group
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Social technologies make distributed
decision making possible
Manage complex tasks Organizing for speed
170 employees 65,000 employees
100 modules with 16 Councils,
“module owners” 50 Boards make
One person makes strategic decisions
the final decision in Joint leadership of
each module each group
© 2011 Altimeter Group
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Determine how open you need to be with
information to meet your goals
Openness audit available at
http://bit.ly/opennessaudit
© 2011 Altimeter Group
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Complete the Openness Audit
© 2011 Altimeter Group
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Traits of Open Leaders
Authenticity Transparency
© 2011 Altimeter Group
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Transparency as an imperative
© 2011 Altimeter Group
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How Best Buy became open and social
© 2011 Altimeter Group
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Barry’s first post
© 2011 Altimeter Group
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The Premier Black Fiasco
6.8 million
emails sent
instead of
1,000 test
© 2011 Altimeter Group
114. “You can imagine the Chatterati creating as
much value as an SVP in the organization by
sharing their institutional knowledge and
expertise - and we should look at
compensation structures with that in mind.”
- Marc Benioff, CEO of Salesforce.com
© 2011 Altimeter Group
2010
115. 115
Agenda
Strategy
• Learn
• Dialog
• Support
• Innovate
Lead
Prepare
© 2011 Altimeter Group
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Strategy Process Stages
Formulation
Discovery Ideation Planning Roadmap
& Alignment
Roadmap
• Three year plan
• Six month milestones
• Capabilities assessment and preparedness
• Metrics in place to measure progress
© 2011 Altimeter Group
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Open Research Report: Social Business Readiness
Methodology
•63 Interviews and briefings with
ecosystem contributors
•Survey data from 144 social
business programs
•Analysis of 50 social media crises
Read the full report, Creative Commons
© 2011 Altimeter Group
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Climb the Social Business Hierarchy of Needs
Holistic,
Real-time
Enlightenment Predictive
Empowerment,
Cross-Learning,
Enablement Measurement
Asset Inventory, Best Practice Sharing,
Formation Center of Excellence
Dedicated Team, Workflow, Crises Preparedness
Safety
Objectives, Policies, Education, Access
Foundation
© 2011 Altimeter Group
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Assess your readiness to be social
Highlight where you are strong, where you need
to develop.
Don’t create strategies that you can’t execute.
Demonstrate impact of strategic work.
Categories for readiness assessment
• Customer Profile • Communication
• Market Analysis • Mindset
• Processes • Roles
• Organizational Model • Stakeholders
• Education • Monitoring
• Reporting
© 2011 Altimeter Group
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Benchmarking Social Readiness (Before)
December 2009
© 2011 Altimeter Group
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Benchmarking Social Readiness (After)
April 2010
© 2011 Altimeter Group
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#1 Create a Culture of Sharing
© 2011 Altimeter Group
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Blogs establish thought leadership
CEO Richard Edelman has
been blogging consistently
since September 2004.
© 2011 Altimeter Group
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#2 Discipline is Needed to Succeed
Take reasonable
action to fix issue
and let customer
know action taken
Positive Negative
Yes Yes
No Does customer
Do you want Assess the Evaluate the
need/deserve more
to respond? message purpose
info?
No Yes Unhappy Yes Are the facts No Gently correct the
Response Customer? correct? facts
No
Yes Can you No Dedicated Yes Are the facts No
add value? Complainer? correct?
No Yes
Is the Explain what is
Respond in Thank the Comedian Yes
problem being done to
kind & share person Want-to-Be?
being fixed? correct the issue.
No
Adapted from US Air Force Comment Policy Yes
Let post stand and
monitor.
© 2011 Altimeter Group
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Five ways companies organize around social media
© 2011 Altimeter Group
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#3 Ask the Right Questions about Value
“We tend to overvalue the things we can
measure, and undervalue the things we
cannot.”
- John Hayes, CMO of American Express
© 2011 Altimeter Group
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A Framework For Social Analytics
© 2011 Altimeter Group
128. The new lifetime value calculation
• Percent that refer
+ Value of purchases • Size of their networks
-Cost of acquisition • Percent of referred
+ Value of new customers people who purchase
from referrals • Value of purchases
+ Value of insights
• Percent that provide
+ Value of support
support
+ Value of ideas
____________________
• Frequency and value of
= Customer lifetime value
the support
Spreadsheets for all calculations
available at open-leadership.com
© 2011 Altimeter Group
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35% increase in LTV captured
Year 1 Year 2 Year 3
Number of customers 10,000 5,000 3,500
Gross profit of purchases $400,000 $200,000 $140,000
Cost of acquisition $150,000 $25,000 $17,500
Net profit $250,000 $175,000 $122,500
Traditional LTV/customer $74.89
Value of referrals $30,000 $45,906 $45,287
Value of insights $10,000 $5,438 $4,080
Value of support $5,438 $8,156 $6,120
Value of ideas $2,000 $1,000 $1,000
Net profit and value $297,438 $235,500 $178,986
Revised LTV per customer $101.48
© 2011 Altimeter Group
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Make decisions with metrics
Find more fans
with large
networks Refers
Large
network Doesn’t
refer
Fans
Refers
Small
network Doesn’t
Encourage fans refer
to make more
referrals
© 2011 Altimeter Group
131. 131
#4 Prepare for Failure
No relationships are perfect
Google’s mantra:
“Fail fast, fail smart”
© 2011 Altimeter Group
133. 133
Structure your risk-taking and failure
systems to create resilience
1. Conduct pre- and post-mortems.
• E.g. Johnson & Johnson after Motrin Moms.
2. Identify the top 5-10 worst case scenarios.
• Develop mitigation and contingency plans.
• E.g. Ford’s “lost” Fiesta.
3. Build in responsiveness.
• E.g. Best Buy’s Black reward card.
4. Prepare yourself for the personal cost of failure.
© 2011 Altimeter Group
134. 134
Action plan to prepare for failure
Audit the last few failures you and your
organization experienced.
• 25% - what happened.
• 25% - what you learned.
• 50% - what you will do next.
Keep a failure file.
Identify risk-taking training needs.
Build failure into your planning and operating
processes.
Create support networks for the inevitable
failures.
© 2011 Altimeter Group
Editor's Notes MUST INCLUDE We don’t own all of this data. We want to work with others. Including brand monitoring. You have to be holistic in your customer understanding http://boeingblogs.com/randy/archives/2011/05/back_when_i_first_started.htmlhttp://boeingblogs.com/randy/about.html http://www.businessweek.com/globalbiz/content/jun2009/gb20090619_984913.htmhttp://twitter.com/#!/vodafoneukAlmost ALL of Vodafone UK’s ~75,000 tweets are public @replies to customer inquiries. The only tweets that aren’t are to let customers now when their team is signing off for the night and signing back on in the morning. Although the article I read that mentioned them said they also used it for marketing purposes, I didn’t see any marketing messages recently.This is a great representation of dialog and support frameworks. http://www.typicallyspanish.com/news/publish/article_25232.shtmlTurespaña ( The Spanish Institute of Tourism) has launched an innovative online campaign on social networks, such as Facebook, Twitter and Youtube relating to the subject, “Spain, a country to share”. The project aims to completely change the way of communicating and promoting Spanish destinations, going beyond the classic idea of Spain as a destination for “sun and beach”.http://www.facebook.com/spain – nearly 500k fans, hundreds engaging on every post.http://www.formspring.me/ilovespainhttp://www.youtube.com/spain<tags>#europe#spain#facebook#dialog#tourism#charlene http://www.facebook.com/ernstandyoungcareers?sk=wall&filter=120110330#charlene#facebook#b2b#dialog#hr#recruitment http://wearesocial.net/tesco/http://blog.clothingattesco.com/category/clothing-at-tesco-loves/ We’ve seen South American telecom companies embrace social customer service to a higher degree – publically resolving issues on an individual basis. But Vodafone IT and ES both do a good job of listening to their customers and engaging in a way that supports their needs. Key differences: Italy tends to take things offline, aging customers to submit their numbers to the Italian team, while Vodafone Spain tackles issues head on, without publicly naming or tagging their Twitter customer support team.http://twitter.com/#!/vodafone_eshttp://twitter.com/#!/vodafoneit http://searchcrm.techtarget.com/news/1350030/Should-marketing-or-customer-service-manage-your-social-networking-efforts http://www.innovationmanagement.se/2010/11/24/innovation-in-south-america/ Wind Italy (Italian Telecom company, roughly #3 in the country today) launched the Wind Business Network – a social network for budding entrepreneurs, small businesses and startups in Italy. It is receiving rave recognition in terms of awards…but engagement on the site is relatively lackluster. Still, they’ve provided support to 200+ small business, interacting together as a community. The community was launched as a means to grow subscriptions, and while data on results is not available – it is a truly innovative way for a service provider that all businesses need (phone, internet, etc) to support their community of potential customers.http://www.slideshare.net/TheBlogTV/theblogtv-value-behind-community-may-2011http://www.windbusinessfactor.it/ http://www.facebook.com/danskebank?v=app_177360692283592http://www.visible-banking.com/2011/02/idebank-danske-bank-leverages-facebook-to-improve-its-mobile-banking-application.html“Activity & UsageIn its first few weeks, Idebank has generated a good level of activity and usage. It is a good experiment which already generated a good level of involvement. Please find below a few stats:* 9,950+ monthly active users* 2,000+ votes* 169 ideas* 128 comments”Great quote here from the blog post:“Danske Bank has chosen one of the best ways to leverage its page: mobile banking is still cool, innovative, and customers are enthusiastic. The feedback is not a concern because it doesn't involve products, and it gives the bank a unique opportunity to identify its key advocates, its most passionate and influential customers about mobile and innovation, and build relationships with them.”March 16, 2011<tags>#financial#europe#sweden#facebook#innovate I think the frame stopped here in part 1 of the YouTube series is a powerful message. “Fiat stopped to listen.” It’s step 1 in the objectives (learn) and one that permeates through every aspect of the framework. Fiat set out (with help from the agency AgenciaClick Isobar) in unprecedented fashion to launch the first ever crowdsourced car. Fiat built a forum at http://www.fiatmio.cc/ - really a small social network – that created a workspace for exchange of dialog between Fiat drivers and car designers. Drivers posed and answered questions about features and functions they’d like to see. They told Fiat EXACTLY what they wanted to see via social media. This is the ultimate engagement, and exercise of trust between brand and consumer.More info: http://adage.com/article/global-news/top-social-media-campaigns-brazil-china-hungary/227440/#auto#b2c#innovate#learn#youtube Starbucks has a site where people can make suggestions on how they should improve. The key difference is that the suggestions are public, and people can vote for their favorite suggestions. Here’s an example of automatic ordering. Note that there is a status update here “Under Review”.http://mystarbucksidea.force.com/<tags>#foodbev<region><country>#community#innovate<market><research area>#charlene http://www.flickr.com/photos/ari/6250163533/ http://www.flickr.com/photos/ari/6250107795/ Define how open well.