This is a high level overview of Smart Business, Social Business: A Playbook for Social Media in Your Organization. The following 20 slides define the social customer; and make a clear distinction between a social business and a social brand. There are also example social organization models, governance examples and a training framework for reference.

1. HTTP://THESOCIALBUSINESSBOOK.COM
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2. 2008 to present
THE EVOLUTION OF SOCIAL BUSINESS
2003 to present
1995 to present
• Technology Innova7on gives • Companies and brands join • Organiza7ons begin humanizing
customers a voice TwiPer, Facebook and create business opera7ons
• They are Influen7al corporate blogs • Organiza7onal models are
• Amplified voice across the • Engage with the social formed to include social media
social web customer in various channels • Organiza7onal silos are torn
• Google indexing cri7cal • Social Media teams are forming down between internal teams
conversa7ons about companies slowly • Governance models and social
• Social Customers are trusted • Small budgets are allocated on media policies are created
amongst their peers as a project basis to social media • Social becomes an essen7al
influence grows engagement and community aPribute of organiza7onal
building culture
The social customer is gaining
influence everyday and their voice is
amplified via the social web .. says
@britopian
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3. Product Discovery
• Ac7ve on Google, research products before
purchase
Social Par?cipa?on
• Fans, followers, likes and RSS subscribers
Sharing Content
• Engaging with a brand in a two way
dialogue, not just consuming content but
crea7ng content
Brand Advocacy
• Discuss the brand within their own micro
communi7es, without hesita7on or the
need for incen7ves
The social customer par7cipates a
variety of different ways; brands
need to be omnipresent and engage
with them @britopian
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4. EUROPE (EMEA)
31% comment on blogs
27% comment in forums
20% uploaded a video online
39% uploaded a photo online
63% watch a video online
13% ac7vely blog
LATIN AMERICA
49% comment on blogs ASIA PACIFIC
35% comment in forums 42% comment on blogs
41% uploaded a video online 43% comment in forums
56% uploaded a photo online 29% uploaded a video online
74% watch a video online 50% uploaded a photo online
27% ac7vely blog 65% watch a video online
37% ac7vely blog
Marketers should consider more
than just Facebook and TwiPer;
there are other networks too says
@britopian
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5. • A brand should build rela5onships with
the social customer on order to drive
advocacy
• Advocates talk about the brand, even
when the brand isn’t listening
• Advocates are trusted among their peers
and within their micro communi7es
• Advocates are aiding and influencing
others down the purchase funnel
• The reach of one advocate is minimal; as
an aggregate, the total reach can make a
strong business impact
Advocates aid & influencers their
communi7es through the purchase
funnel and don’t need incen7ves to
engage says @britopian
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6. “ When a product, brand,
organiza7on uses TwiPer,
Facebook, blogs, Google+
or any other social
technology to connect
with the social customer
and/or its cons7tuencies.
A social brand is any organiza7on
that uses social technologies to
engage with the social customer
says @britopian
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7. • The social brand has caused chaos and
organiza5onal anarchy in many companies
today
• Employees are running wild on the
intrawebs with liPle to no guidance,
direc7on or governance
• Different geographies and business units
are crea7ng social communi7es externally
and not sharing or communica5ng
internally
The social brand has caused chaos for
many companies today; now they are
focusing on changing internally
@britopian
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8. • A social business is built upon three
pillars – people, process and
technology
• Change management and culture
change is essen7al in order for
genuine social business
transforma5on to occur
• Organiza7ons cannot have effec7ve
external conversa5ons with
customers unless they can have
effec7ve, internal conversa5ons
with each other first
A social business is built upon 3
pillars – people, process and
technology says @britopian
#socialbiz
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9. SOCIAL BRAND SOCIAL BUSINESS
External Communica7ons Opera7ons & Change Management (internal)
Usually owned and driven by marke7ng or corporate Business leaders, employees in every job func7on across the organiza7on
communica7ons and in every geography
Engagement with the social customer and within the external Engagement with internal teams and channel partners at every level within
community like blogs, TwiPer and Facebook the organiza7on
Measurement: clicks, impressions, engagement, likes, comments, Measurement: employee par7cipa7on, # of employees trained, process
web traffic, etc. efficiencies, etc.
Budget allocated to support external facing objec7ves like agency Budget allocated towards “consulta7ve” agencies, internal social
support, Facebook applica7ons, social ads technologies, training and change management ini7a7ves
LiPle to no internal collabora7on to be somewhat effec7ve Collabora7on is impera7ve to the success of social business transforma7on
Difficulty level is easy Difficulty level is hard, very hard
A social brand focuses on external
communica7ons w/the social
customer. Social business focuses on
the internal says @britopian
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10. • In a centralized organiza5onal
model, the “social media” job
func7on is usually owned by
corporate communica7ons
• LiPle to no collabora5on between
corp com and other marke7ng
organiza7ons and business units
• Organiza7onal Silos dominate
• No social media policies that
empower employees to engage
externally
@britopian says that centralized
social organiza7ons are surrounded
by silos that prevent knowledge
sharing and communica7on
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11. • In a decentralized organiza5onal
model, the “social media” job
func7on is scaPered – everyone is
doing it
• Many decentralized organiza7ons
are a natural result of silos
• LiPle to no collabora5on or best
prac7ce sharing is happening
• Loose social media policies exist
but rarely enforced
• Confusion about roles and
responsibili7es and conflict about
“who owns” social media
Social media was bred out of
decentralized social organiza7ons
i.e. Product groups engaging with
the social customer @britopian
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12. • A governing body, usually a
“Center of Excellence” exists
that is responsible for
governance and strategic
insights
• Responsible for sharing best
prac5ces and technology
recommenda5ons with
regions and other business
units
• Geographies and business
units will execute external
social media programs
A fully collabora7ve social business
is usually driven by a social media
“center of excellence” says
@britopian
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13. GOVERNANCE DOCUMENT BEHAVIORS/DETAILS
Social Media Policy • Full disclosure within social media channels
(Legal Document) • What can and cannot be shared online i.e. anything confiden7al, financial or opera7onal
results, forecasts, or personal informa7on about others
• Do not post anything that is defamatory, harassing, an invasion of privacy or in viola7on of
any applicable law or enterprise policy, including the Company’s Code of Business Conduct
and Ethics
• Employees are accountable for their ac7ons. They are personally responsible for what they
share.
Social Media Guidelines • Guidelines include “rules of engagement” and “how to act”
• Be professional, courteous, respecoul to others, transparent
• Only write/blog/tweet about what you know
Modera7on Guidelines • Usually addresses the organiza7on’s modera7on policy for communi7es and Facebook
• Post modera7on – content is approved immediately and checked later
• Pre modera7on – content has to get approved before going live
Governance is the key to success for
social business transforma7on; it
builds intelligence and process
@britopian
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14. GOVERNANCE DOCUMENT BEHAVIORS/DETAILS
Global or Business Unit • A process for geographies or business units that want to create an external presence on
Expansion into Social TwiPer, Facebook or other social network
• Usually a “center of excellence” or social media commiPee will have to approve and require
the region or business unit to present a plan of ac7on that addresses the following:
 What is the content strategy?
 Is there a community manager ready to engage?
 What is the modera7on and/or escala7on policy?
New Social Media Prac77oner • Usually addresses a process for new employees that want to engage and talk about the
brand within their own social networks
Training • A training program that outlines very specific curriculum and what the organiza7onal
expecta7ons are once an employee becomes a social media prac77oner
Crea7ng a learning organiza7on will
help companies become more open
and intelligent – necessary for social
business says @britopian
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15. Internal Metrics: numbers of employees trained :: number of employees blogging internally
Training Curriculum Training Curriculum Training Curriculum
I
N • Basics of Social Media (i.e. overview of • Basics of Community Engagement • Advanced tac7cs of Community
T blogging • Listening & Monitoring Tools and Apps Engagement and Management
E • Overview of owned media channels to • Intended Uses of Social Media • Leveraging search to create social
R
N include enterprise communi7es, • Engagement Model & Escala7on content for blogs
A blogs, Facebook and TwiPer accounts Process • Metrics deep dive – understanding
L • Policies & Guidelines • Metrics Overview metrics and making data driven
• Simple Escala7on process decisions
Addi?onal Material
• Advanced training on social tools and
Addi?onal Material
• Desktop Conversa7onal Guide technologies like Radian6, Meltwater
• Desktop Conversa7onal Guide • Links to owned media social media Buzz, Sprinklr, Shoutlet, CoTweet, and
• Links to owned media social media channels other publishing/listening plaoorms
channels. • List of industry influencers • Train the trainer
• List of industry influencers • Social Post Sugges7ons
WHITE BELT BLUE BELT BLACK BELT
Awareness & Engagement Fluency & Par4cipa4on Exper4se & Ownership
Organiza?onal Expecta?ons Organiza?onal Expecta?ons Organiza?onal Expecta?ons
E • Research & monitoring • Frequent twee7ng and retwee7ng; • Frequent blogging, twee7ng and
X • Listening to owned media channels responding to comments on/off of
T responding to comments on/off of
E • Escalate conversa7ons to others enterprise owned media channels enterprise owned media channels
R • Responding to customer support issues • Solving customer support issues on and
N and escala7ng to appropriate channels
A off enterprise owned media channels
L • Basic community management • Mentoring and training white and blue
belts; team brown bags
• Speaking at conferences
• Par7cipate in and aPend bi‐weekly social
From par7cipa7on to complete ownership media integra7ons forums
External Metrics: share of voice :: community growth :: aggregated reach and impressions :: number of customer problems solved
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16. Financial Impact Metrics
ROI These metrics measure the amount of money invested on a program or ini7a7ve and the
amount of money received from that same program.
• Establishing a measurement Paid, Earned, Paid, earned, and owned media value is defined as the monetary value of impressions
Owned Media delivered from different marke7ng channels and assigning an equivalent cost per thousand
framework is more about Value impressions (CPM) that a company is willing to pay (or has paid) for those impressions.
ensuring that all stakeholders Purchase Funnel Specific metrics can be defined at each phase of the purchase funnel – Awareness,
agree on social media Metrics Considera7on, Preference, Purchase, Advocacy. One example is:
measurement; and that its • Awareness = Total ads served or impressions
• Considera7on = Total clicks on ad
measured consistently across the • Preference = Number of users who engaged with branded content, blog comments
• Purchase = Number of users who purchased
organiza7on. • Advocacy = Number of users who joined a community
Non‐Financial Impact Metrics
Community • Community membership & MTM growth
Health ‐ Growth • Content views and downloads
• Content or channel RSS subscrip7ons
• Unique visitors and page views
Community • Customer reten7on
Health ‐ • Customer sa7sfac7on scores (CSAT)
Membership • Customer loyalty scores
• Overall sen7ment within the community
Community • Likes, shares, and comments
Health – • TwiPer @replies and @men7ons, Lists
It’s less about how to measure social
Engagement • YouTube comments and embeds
media; more about ensuring that • Blog comments
everyone is consistent says
@britopian Share of Voice & Share of voice is a company or product’s conversa7onal weight
Sen7ment expressed as a percentage of a defined total market.
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Sen7ment is the context of the conversa7ons. It’s usually categorized as posi7ve, nega7ve,
or neutral.

17. 1. Organiza5onal leadership manda5ng that internal
teams collaborate across func7onal business units,
geographies, product teams and channel partners
2. CEO and/or execu7ve teams using social
technologies to communicate externally and
encouraging employees to do the same
3. Social Media “Center of Excellence” teams and
Social Organiza7on Models forming
4. Global/func7onal teams sharing best prac5ces
frequently; organiza7onal silos die
5. Social behaviors become engrained in the
everyday fabric of employees’ workflow
6. Social business becomes a consistent line item in
marke7ng, opera7ons and IT budgets
7. Human Resources adds “social media” in job
descrip7ons and employees are held accountable
to par5cipate
One indicator of social business
transforma7on is a consistent
budget line item for social media People
says @britopian
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18. 8. Governance models created, published
and shared across the organiza7on i.e.
process for new employees to be
trained to be social media
prac55oners, escala7on processes,
etc.
9. Social Media Policies and guidelines co‐
created by senior management and
employees
10. Consistent social media measurement
framework agreed upon and used to
measure both internal and external
social ini7a7ves
11. Workflows created that collect
external customer feedback and
filtered back to the product
organiza7ons
One indicator of social business
transforma7on are co‐created social
media policies and guidelines says Process
@britopian
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19. 12. Internal communi7es and
collabora7on systems deployed and
being used across func7onal business
units – sales, marke7ng, customer
support, supply chain management
13. Collabora7on happens within internal
communi7es more so than in email or
conference calls
14. Social CRM capabili7es, applica7ons
and systems become a priority in
management and deployment
15. IT loosens up firewall restric5ons
(bandwidth, IP blocking) of social
media usage from behind the firewall
One indicator of social business
transforma7on is when
collabora7on becomes a priority Technology
@britopian
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20. is responsible for … should understand …
educa7ng others about social business including but not social media – in terms of being a necessary impera7ve for
limited to senior execu7ves, employees, partners, and an organiza7on to address and successfully interact with
customers the social customer
facilita7ng collabora7on across job func7ons, teams, business basics such as opera7ons, human resources,
business units and geographies customers support , finance, etc.
making strategic recommenda7ons on what type(s) of social technologies such as collabora7on and community
social technologies to deploy related sowware applica7ons
crea7ng, distribu7ng and managing various governance
community management, marke7ng strategy,
models (i.e. social media policies, crisis communica7ons,
measurement i.e. paid, earned and owned media
and feedback workflows)
asking for more budget every quarter the brand, it’s products and services
persuading the c‐suite that social business should be a
the basics of change management, culture, communica7on,
strategic priority and come equipped with case studies and
collabora7on and employee communica7ons/engagement
models
how to ar7culate change to employees at all levels in the
demonstra7ng business value of a social organiza7on
organiza7on
The social business change agent
can be anyone in the organiza7on
that is inspiring and drive change
@britopian
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