Social Media/Social Business: Strategy and Management

MK804

SOCIAL MEDIA/SOCIAL
BUSINESS: STRATEGY AND
MANAGEMENT

Dr Jim Hamill
www.energise2-0.com
@DrJimHamill
www.linkedin.com/in/drjimhamill

A note on terminology….
Social Media (External)
Social Business (Internal)

Course Overview
The Social Media Revolution……
• Key issues involved in developing, implementing and
proactively managing an effective Social Media/Social Business
Strategy for building sustained customer and competitive
advantage
• A simplified Balanced Scorecard approach will be used to
ensure that social media/social business actions and initiatives
are fully aligned with and supportive of core business goals and
objectives. A key focus will be the use of agreed KPIs and
targets to measure on-going social media performance and
business impact

Learning Outcomes
Subject specific knowledge and skills:
• Opportunities and threats presented by the Social Media
Revolution (Internally/Externally)
• Key issues involved in developing an effective Social Media/Social
Business Strategy
• Steps involved in successful strategy implementation and
management
• Key social media/social business success factors
• Balanced Scorecard approach to measuring social media/social
business performance and business impact
• Organisation, people and resource issues critical to social
media/social business success
• Practical case examples of social media/social business in action

Learning Outcomes
Cognitive abilities and non-subject specific skills:
• Undertake a social media/social business landscape analysis for
your organisation
• Set up a Social Media Listening System
• Develop an agreed Social Media/Social Business Strategy for your
organisation
• Agree the core business objectives, goals and targets to be
achieved
• Identify the key social media actions and initiatives to be
implemented and an ‘Action Plan’ for getting there
• Agree the Key Performance Indicators (KPIs), metrics and
analytics to be used in measuring social media performance,
business impact and ROI
• Ensure that all key success factors have been considered

Teaching and Learning Methods
The four main teaching and learning methods used in the class will
be:

• Lectures and related support material
• Open discussion and debate in class
• Group work - develop an agreed Social Media Strategy for an
organisation of your own choice
• Group presentation

Questions
If you have any questions, don’t bother
asking because I don’t really care if you have any
questions, what your opinion is or what you think.
If you ask a question I will ignore you

How many companies treat their customers that
way? How ‘social’ is your organisation?
Four out of five companies do not respond to
customer comments on social channels

A conversation
not a broadcast
presentation

Assignment

• The assessment for this class will be a group assignment
involving a class presentation and preparation of a Social Media
Strategy Document for an organisation of the group’s own
choice (Word limit: 3,000 words)
• Students failing to pass the assignment with a mark of 50% or
more will be required to resubmit

Assignment/Group Work
Groups of 4/5 students
Taking an organisation of
your own choice, evaluate the progress
made in adopting social media.
Your evaluation should cover use of social media
on the organisation’s own web site and the extent of
their involvement in external social media sites.
Make strategic recommendations for improvement

Agenda
• Understanding the Basics - The Social Media Revolution;
Social Media in Action – Examples; Key Things to Remember
about Social Media; Social Media Listening System

• From Social Media to Social Business
• ‘Getting There’ – Social Media Planning Pays
• Social Media/Social Business Strategy Development
• Implementation
• Performance Measurement and Business Impact

• Group Work

Timetable
Thursday (all day) & Friday (AM)
• ‘Lectures’ and class discussion
Friday (PM) & Saturday (AM)
• Group work
Saturday (PM)
• Group presentations

Continue the conversation at
www.energise2-0.com

Let’s start with a
few questions?

Social Media: The State of Play
Where are we in our use of
social media?
What progress has been
made?
Where are we going?

Our View on Progress Made
Interest and enthusiasm has grown rapidly
Channels are being set up
But lack of strategic planning leads to
problems down the line - resourcing,
content, customers, performance
measurement, business impact and ROI

A broadcast mentality prevails…….

Is there something
fundamentally wrong with our
approach to Social Media?

Something Wrong…..
Are we using social media as just another
PR/marketing channel for broadcasting messages AT
customers telling them how good we are?

Is anyone listening
anymore?

Have the rules of business
changed?

Be Social
New ‘mindsets’ are
required to be
successful in social
media

‘BE SOCIAL
BEFORE
DOING SOCIAL’

Be ‘Customer Led’
Talking WITH rather than
AT your customers is the
core foundation of a
successful social media
strategy

The basis of a good
conversation is
to listen first

Social Media

An Overview
»Applications
»Features and Characteristics
»Implications

Social Media
Impact – Wikibusiness

Applications

Mindset
Business Intelligence
Customer Insight and
Understanding
Customer Interaction
Enhanced Customer Experience
– Rich Internet Applications
Reputation Management
Sales and Marketing
Product Development and R&D
e.g. engage and co-create
IT/Software/Applications
Operations, Internal Processes
and HRM

Open source
Online Applications/ Web Services
Social/ Prof Network Sites
Social Bookmarking
Internal Social Technologies
Blogs or Weblogs
Wikis
Podcasts/ Vodcasts
Virtual Realities
Mash Ups
RSS Feeds
Mobile Web; Internet Telephony
Twitter

Characteristics
Communities and
Networks
Openness
Sharing
Peering
Hosted Services – online
applications; the Internet
as the platform
Interactivity
Social Element
Mass Collaboration
Empowerment
Global

Social Media – Big in MENA

ENERGISE2-0.COM

Potential Business Benefits
of Social Media

• Market Knowledge
• Customer Insight and Understanding
• Customer Interaction/Service
• Enhanced Customer Experience
• Business Intelligence
• Reputation Management

• Improved Sales and Marketing

• Identify and network with high value, high growth prospects
• Product Development and R&D e.g. engage and co-create
• Internal cost savings

• Improved Operations/Internal Process Efficiency/Collaboration
• Increased ROI

5 main areas:

• Market/Customer Knowledge & Insight
• Engagement & Reputation Management
• Enhanced Customer Experience and Loyalty
• Sales/Marketing Effectiveness, Efficiency and ROI
• Internal – efficiency, knowledge exchange etc

Social Media in Action – Some
Quick Examples

In a Social Media Era, the Brand
Becomes the Customer Experience of
the Brand
A quick ‘personal experience’
Dubai Hotel
(will be shown live in class)

The rules of the game have changed

The 5 key things to
remember about Social
Media

1. It’s a Revolution
A fundamental and revolutionary change
in online behaviour, expectations and
the online customer experience.
The end of the ‘read only’ internet
Content generated by the network for
the network
We are no longer passive consumers of
content/brand messages

2. It’s Social
A conversation
not a broadcast
platform

Conversations are taking
place relevant to your
brand – are you listening?

Some Useful Tools

www.feedly.com
www.topsy.com
www.socialmention.com

www.mention.net
www.socialreport.com

www.mention.net – Scottish Power

Social Report (Twitter) –
www.socialreport.com

3. Power Shift
Social media empowers
customers, empowers the network

We no longer control the brand
The brand becomes the customer
experience of the brand –
experiences that are widely
shared online

Social Customer Service
• Positive word of mouth spreads quickly;
negative word of mouth even more quickly
• Social Customer Service is the next major
frontier………..

4. Declining Effectiveness
Declining effectiveness of traditional
approaches to sales and marketing
Does anyone listen any more?
We are no longer passive sheep
waiting to be ‘driven’ to your web site

If you treat us like sheep, we will tell you
to ‘flock off’.

Do You Listen?

Source: The Future of Advertising, APA, 17/02/09 as published on Slideshare
(www.slideshare.com)

5. The End of Business as Usual
New ‘mindsets’, new business
approaches and new performance
measures are required
NOT a broadcast medium. Its
about listening to and engaging
with customers, partners, your
community, your tribe
This is something we are not very
good at doing. We prefer telling
people how good we are

The End of Business as Usual

‘Winners’ will be those organisations who fully
utilise the interactive power of Social Media
for engaging with and energising customer
and network relationships

New Performance Measures
• Business success depends on the quality of your customer
base; the strength of the relationship you have with quality
customers; and your ability to leverage that relationship
• In a social media era, business success depends on the

• Quality of your network
• Relationship strength
• Ability to leverage

The 6Is Approach

Performance Measurement
 Involvement – network/community numbers/quality, time
spent, frequency, geography
 Interaction – actions they take – read, post, comment, reviews,
recommendations
 Intimacy – affection or aversion to the brand ; community
sentiments, opinions expressed etc
 Influence – advocacy, viral forwards, referrals and
recommendations, social bookmarking
 Insight – customer insight
 Impact – business impact

Social Media Monitoring Tools –Audit,
Assess, Impact

Bob Dylan
Come gather 'round people
Wherever you roam
And don’t criticise
What you can't understand
Your sons and your daughters
Are beyond your command
Your old road is
Rapidly agin‘
Then you better start swimmin’
Or you'll sink like a stone
For the times they are a-changin’

A note on Inbound/
Content Marketing

Rethinking Marketing & PR
•

Unlearn marketing

•

New ‘mindset’ required

•

Stop telling people how good we are. Prove it.

•

A shift from Outbound Marketing to
Inbound/Content Based Marketing

Old Marketing (Outbound)
• Propaganda marketing – this is how great our
product/service is, now buy it
• Interruption marketing –
direct mail, advertising
• One way shouting AT customers
• Short term sales/campaign driven

• Channels – Print Ads: TV/Radio Ads; Cold Calling; eMail
Blasts; Online Advertising; Web Sites that talk AT you

Reality Check

Customers are no longer
passive sheep

Inbound/Content Marketing
• Content is King! – But content is only ‘great’ if it adds
value to the customer so….
• Customer is King! Adopt a customer led approach
• Produce great content that is ‘Customer Led’; Authentic;
Compelling; Entertaining; Surprising; Valuable;
Interesting
• Establish your company as a ‘thought leader’ – a ‘trusted
resource’
• Produce great content and your customer will come to
you. Produce really great content and they will share it
• Key channels are ……………..

Inbound/Content Marketing
• Overall objective is to ignite or elevate your business
through great content
• Sell without selling

• Build a quality online network – a quality customer base
through high value content and engagement
• Great content drives conversation. Conversation drives
engagement. Engagement drives sales

Great, customer led content is a
Competitive Advantage

The Elevation Principle

Great Content + +
Other People –
Marketing
Messages =
Growth

Great Content Ignites Your Business

The Importance of Key Influencers

From Social
Media to
Social
Business

The times they are a changin'
•

Current leading-edge thinking is that we are on the
verge of another tectonic shift: from Social Media to
Social Business

•

A Social Business is one that develops innovative new
work methods and processes by applying social
thinking, social strategy, social culture, social
organisation and social technologies to everything it
does (internally as well as externally)

•

Organisations who ‘get this’ will survive and prosper those who don’t will become 21st century dinosaurs

Theme for This Session
Business & Personal Success in
an Era of Disruptive Technologies

What do the following
companies/products
have in common?

Digital Dinosaurs
All have become (or could become) Digital Dinosaurs
due to their failure to adapt to Disruptive Technologies

(HMV) Hopelessly
Misplaced Vision

Who Will Be The
Next Dinosaur?

The Future of Higher Education?

Why Now?

Social Media + Mobile + The Cloud +
Big Data + Gen C

= The End of Business as
Usual

The Connected Customer is also
the Connected Employee

No organisation too big to fail,
nor too small to succeed

Customer empowerment and the
declining effectiveness of traditional
approaches to sales and marketing

Power Shift
Social media empowers
customers, empowers the
network

We no longer control the brand
The brand becomes the customer
experience of the brand –
experiences that are widely
shared online

Brian Solis - Ultimate Moment of
Truth

Constantly connected customers
(especially Digital Natives) require
constantly connected Social Customer
Service Excellence

Rupert Did Not Assimilate Too Well
- $580m Failed Acquisition

Email has become a productivity buster –
there is a better way of doing business
………become a Social Business

Do You Need to Become Social?
•

Are you struggling with too many emails?

•

Attending too many meaningless meetings?

•

Wasting time looking for that file/information you know
you have?

•

Dealing with more discerning and demanding
customers?

•

Do you feel disengaged?

Do You Need to Become Social?
•

Can improvements be made in internal
communications?

•

Improvements in knowledge sharing and business
processes?

•

Improvements in external communications?

•

Faster response times?

•

Is your organisational structure too hierarchical? Does it
encourage innovation?

What is Social Business and
why has it become ‘mission
critical’?

What Is Social Business?
• A Social Business is one that develops innovative new
work methods and processes by applying social thinking,
social strategy, social culture, social organisation and social
technologies to everything it does – to all value chain
activities (sales, customer service, finance, logistics, HRM,
quality, marketing, operations, internal processes,
administration etc)
• Potential business benefits include improved efficiency;
agility and speed of response to rapidly changing market
conditions; lower costs; increased sales; enhanced
customer loyalty; employee engagement; enhanced partner
and stakeholder relationships

• Social Business involves work methods, organisational
structures and ‘mindsets’ which are radically different from
the ‘Industrial Age’ command and control structures still
used by the majority of organisations. The use of social
media and the adoption of a social ‘mindset’ moves from
the periphery to the core of your organisation
• It is no longer just about Twitter and Facebook. The key
challenge is the way in which your organisation embraces
and cultivates a spirit of collaboration based on open
communications, internally and externally. Being lean,
nimble and responsive to dynamic change based on
engagement and transparency

• A ‘4Cs Model’ can be used to explain the business benefits of
‘being social’
• The key question to address is how can your organisation best
use social technologies to build relationships and derive tangible
business benefits from four main customer groups:

•
•
•
•

Existing Customers
Potential Customers
Internal Customers (Staff)
External Customers (Business Partners)

Based on an in-depth analysis of 4 key
sectors representing 20% of global sales,
McKinsey found that social technologies
could potentially contribute $900 billion to
$1.3 trillion in annual value across the four
sectors

• Two thirds of the improvement would be from better
collaboration and communication within and across
enterprises
• The average knowledge worker spends an estimated
28% of the workweek managing e-mail and nearly
20% searching information or finding colleagues to
help with specific tasks. Using social media can cut
down this time spent searching for information and
people by 35%
• Companies have an opportunity to raise the
productivity high-skill knowledge workers by 20 to 25%

Not Just Productivity Improvements
• Social Marketing – more cost effective and efficient
• Social Customer Service – enhanced reputation and
brand advocacy
• Social HRM – improved staff engagement and loyalty
• Social NPD – crowdsource NPD, faster speed to
market acceptance, more cost effective
• Social Relationships - enhanced partner and
stakeholder relationships
• Flexibility and speed of response
• Etc

Some Videos
(Available on YouTube)
Also – blog post on Energise
http://energise2-0.com/2013/01/07/best-social-businesvideos/

Videos
Social Business – Rethinking Innovation, Organization
and Leadership (from LeaderLab)
• Business is changing but much of our management is still rooted
in the Industrial Revolution. Why do we keep educating our
leaders in old paradigms? Tear down the internal Berlin walls.
Social software delivers a new paradigm for collaboration,
sharing and crowdsourcing. The time has come to rethink the
way we do business. Is your organisation ready?

Videos
The Difference Between Social Media and Social
Business, Sandy Carter of IBM
• In the age of Social Customers and Social Employees, becoming
a Social Business is not an option, it is a mandate

Social Media v. Social Business

Videos
Social Media Revolution 2013
Why Social Business has become mission critical?

Don Tapscott Gov 2.0
Don Tapscott Gov 2.0

Barriers and Obstacles
• Changing Organisational Culture and Work
Processes is the biggest challenge NOT
technology
• Requires leadership and Social Business
Champions

• A range of technologies are available

Practical Next Steps
‘Getting There’

Social Media/Social Business
Strategy Development and
Implementation

Practical Advice
and Next Steps to
Avoid the Road to
Nowhere

‘Social Media/Social Business
Planning Pays’

Social Media/Social
Business Strategy
and Action Plans

Use a Simplified Balanced
Scorecard
• Will ensure that the social media/social business actions and
initiatives you take are fully aligned with and supportive of
your overall business goals and objectives; that KPIs are
agreed for monitoring and evaluating social media/social
business performance, business impact and ROI; and all key
success factors are considered, especially the organization,
people and resource aspects critical to successful strategy
implementation
• A Scorecard approach can also be very useful for internal
and external communications – a simple framework to
present social media/social business goals, objectives, key
actions and initiatives to colleagues, partners and other
stakeholders

BSC
• Not ‘paralysis by analysis’. By providing an agreed framework to
follow, the Balanced Scorecard considerably speeds up strategy
development and implementation
• The steps involved can be captured in a Social Media/Social
Business Strategy Map
• Five key questions to address……

BSC
• What is the overall social media/social business vision
for your organization?
• What are the key objectives and targets to be
achieved?
• Who are your customers?
• Key Actions and Initiatives
• Organisation, Resource and People Issues

Social Media/Business Strategy Map

Key Questions to Address
• What is the overall social media/social business vision for
your organisation?
• What are the key objectives and targets to be achieved from
social media/social business? Are these fully aligned with
and supportive of your overall business goals and
objectives?
• Who are your customers? Where do you find them ‘hanging
out’ on social media? How can you best engage with them?
• What are the main Social Media/Social Business Actions and
Initiatives you need to take – short, medium and longer
term?
• What generic social media/social business strategy should
you follow (number of channels used/ depth of engagement
in each channel)?

• For each priority Social Media/Social Business Channel,
what are your core objectives for that channel; what KPIs will
be used for measuring on-going channel performance; what
are your targets for each KPI; what key tasks are needed to
achieve these targets?
• Do we have the right organisational ‘culture’ and ‘mindset’ for
Social Media/Social Business? ‘Be social before doing
social! Is the right organisational and decision-making
structure in place?
• Has agreement been reached on resource allocation?
• Who will be responsible for your social media/social business
activities? What balance has been agreed between internal
and external roles and responsibilities?

• Who is the Social Media/Social Business Champion?
• Do you have agreed Social Media/Social Business Policies
and Guidelines in place covering ‘Proper Use’, ‘Content
Management’, ‘Customer Response Times/Quality’ and
‘Legal’ aspects?
• Performance evaluation and business impact

Be Customer Led
• Who are our customers, community, tribe?
• Where do they hang out in social media?
• How can we best use Social Media/Social
Business to deliver an exceptional customer
experience at all stages of the customer life
cycle?

Implementation and
• Channel Action Plans
• Performance Measurement
• Organisation, Resource, People

Channel Action Plans
• Once your Social Media/Social Business Strategy has been
agreed, brief Action Plans should be developed for each
priority SM channel
• Cascade the Balanced Scorecard approach to each priority
channel e.g. Twitter, Blog, Facebook, Linkedin, Internal
Community etc
• But not ‘Paralysis by Analysis’
• The Action Plan for each channel should include a clear
statement of…..

Channel Action Plans
•
•
•
•
•
•
•
•
•

Vision
Channel Objectives
KPIs and Targets
Customers
Key Channel Actions and Initiatives
for ‘getting there
Organisation, resource and people
Tools and applications
Performance measurement
Do’s and Don’t’s

Should be undertaken at four main levels:
1. Individual social media channels
2. Overall ‘buzz’
3. Internal Social
4. Business Impact

Using the 6Is approach

Tools
A range of tools are available at each level:
• Individual Channels – e.g. Facebook Insights; Twitter
Analytics; Blog Stats; LinkedIn Analytics etc

• Overall ‘Buzz’ e.g. Topsy; Social Mention; Klout; Kred;
Social Report; Radian 6 etc
• Business Impact e.g. Google (Social) Analytics; SCRM

Organization, Resource and
People Issues

• Organization, resource and people issues sit at the bottom of
your SM/SB Balanced Scorecard NOT because they are the
least important issues to address. In fact, the exact opposite
is true. The success of your Social Media/Social Business
Strategy is very much dependent upon appropriate decisions
being made in the areas listed:

Organization, Resource and
People Issues
• Do we have the right organisational ‘culture’ and ‘mindset’ for
Social Media/Social Business? ‘Be social before doing social!’
Is the right organisational and decision-making structure in
place?
• Has agreement been reached on resource allocation?
• Who will be responsible for your social media/social business
activities?

• Do you have agreed Social Media/Social Business Policies and
Guidelines in place covering ‘Proper Use’, ‘Content
Management’, ‘Customer Response Times/Quality’ and ‘Legal’
aspects?

Social Media Channel
Management Tools

Social Media Management
Tools
‘Not as time
consuming as you think’

Social Media Management Tools
•

Feedly and Pocket - for Social Media Listening

•

Buffer - for scheduling posts

•

Hootsuite – for managing channels

•

Wordpress – for blogging

•
•

Mention - for brand sentiment analysis
Social Report - for social media performance
measurement

•

Yammer - for internal social business

‘Social Media Planning
Pays’
Strategy Drives Tactics:
Never the Other Way Round

The End of Business as Usual

‘Winners’ will be those organisations who fully
utilise the interactive power of social
technologies for engaging with and energising
customer, employee and partner relationships

Appendix to the Class
Social media and career development:
build your own personal brand online

SM for Career Development
Effective use of Social Media is becoming ‘mission critical’ to
your career development:

 Employers are increasingly using SM in recruitment
 Brand differentiation – innovative use of SM will help you
stand out from the crowd
 A new approach to recruitment/career development
based on relationships and networking
 Improves the effectiveness and efficiency of your efforts
through ‘attraction based’ marketing v. the traditional
approach to applying for jobs

Traditional Approach
• Develop a resume/CV and covering letter
• Search/find vacancies
• Submit CV/covering letter for available
job or ‘on spec’
• Wait for the phone call/email that never
comes because the job market is
becoming increasingly competitive

Same as above but go through an
agency/online job site

Social Media for Recruitment
http://mashable.com/2011/08/28/social-media-recruiting-infographic

A New Approach Built Around Your
Online Brand Identity/Digital Footprint

Suggested Approach
Use Social Media to:

• Search/listen/keep an ear to the ground
• Build your personal brand, differentiate,
stand out from the crowd
• Identify, join, lurk, participate in relevant forums, groups

• Actively engage/network – build relationships
• Leverage ‘attraction’ based marketing
• Monitor performance and ‘buzz’

Build your Personal Brand,
Differentiate, Stand Out
from the Crowd

Main Channels
•
•
•
•

•
•
•

Personal blog for ‘telling your story’
Twitter for conversations
Linkedin for professional networking
Facebook for personal stuff (but be careful, very
careful)
Google + - the ‘new kid on the block’
Develop a Youtube Channel including your own
video e.g. presentations
Your resume/CV as an Infographic

Actively Engage/Network/
Build Relationships

Follow Best Practice
•
•
•
•
•
•
•
•
•
•

Add value
Don’t SHOUT
Talk WITH rather than AT
Listen first
Don’t be a show off
Don’t get angry or respond in an aggressive way
Be careful of your ‘digital footprint’
Don’t spam or over post
Don’t underestimate the power of the network
Hang out in the right places with the right people

Be Social

‘Be Social Before
Doing Social’

Social Media/Social Business: Strategy and Management

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