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Building a Social Business

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Utilize social media networking to make your business more social. Learn how to craft a social media marketing strategy that will help generate more leads for your business and establish its digital presence. This deck covers the origins of social media, how to plan a social media strategy, and how to successfully implement it across your organization. Taught by David Meiselman of Actifio.

Publié dans : Business, Technologie
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Building a Social Business

  1. 1. Buildinga Social BusinessDAVID MEISELMAN,VP of Digital Marketing, Actifio@dmeiselman
  2. 2. • Intros  –  How  do  you  currently  use  social  media?• The  basics  –  external  and  internal  use  cases.• Social  strategies  –  aligning  your  use  cases  with  business  goals.• Social  models  –  aligning  your  people  to  your  use  cases.• Wrap  up  and  discussion  of  what  works.• This  is  not  about  tools  and  tac@cs.  It’s  about  developing  strategies  and  uses  that  align  with  your  business  goals.Agenda
  3. 3. • A  career  in  tech  marke@ng  and  web  strategy• Startups  and  Fortune  500• Building  digital  at  Ac@fio• Led  social  strategy  for  Hanover  Insurance• Built  1  Million+  social  community  for  language  learners• Enterprise  soNware  sales  and  marke@ngMy Perspective: 20+ years in marketing
  4. 4. Why are you social?
  5. 5. Exercise # 1Current  levels  of  social  media  usage  in  class  –  personal  v.  business.  1.  What  do  you  use  personally?2.  What  do  you  do  for  your  business?3.  What  are  your  top  business  goals/needs  and  how  is  social  business  currently  helping  you  to  get  there?
  6. 6. Social Basics
  7. 7. Origins of Social Media = Web2.0 InteractionPlaces Pla=orms• Changes in what the web makes possible.• If Web1.0 = publishing, thenWeb2.0 = participation.• Web2.0 moved from:•Info Access à Rich Internet Apps•Apps à Platforms•Content à Conversations•Web Pages à Distributed Content•Browsing à Following•Communicating à Collaborating• Platforms make content and functionsmulti “site” and multi-device.
  8. 8. Interactivity Led to Changed Expectations• Not enough to just consume. Peoplewant to interact and contribute.• People expect to comment andconverse.• Messages cease to be outboundstatements, but rather they become partof conversations.• This freaked some marketers out, butit’s really a good thing – conversationsmake a greater impact than stand alonemessages.
  9. 9. Basic Nature of A Social BusinessResponsive - Interactive - Human
  10. 10. What Do We Mean By A Social Business?• Leverages  social  plaPorms  to  share  informa@on,  engage  in  conversa@on,  and  build  rela@onships.• Engages  and  has  human  interac@ons  (at  scale).• Social  interac@ons  both  externally  and  internally.
  11. 11. External Use Cases for Social Media1. Fundamental  –  building  rela@onships  with  target  audiences.• Scalable  In@macy  (see  @miketrap).2. Marke@ng  • Crea@ng  brand  advocates.• Growing  an  audience  .• Telling  your  story.3. Sales  –  the  ul@mate  use  case,  but  not  how  you  might  think.4. Service  –  human  and  responsive,  where  and  how  the  customer  wants  and  lives.
  12. 12. 1. Enterprise  2.0  and  collec@ve  intelligence.2. Project  coordina@on.3. Knowledge  management  and  informa@on  flow.4. Collabora@ve  content  development.5. Social  intranets  and  extranets  (partners).6. New  hire  assimila@on.Internal Use Cases for Social Collaboration
  13. 13. Exercise # 2How  can  social  use  cases  align  to  your  business  goals  and  objec@ves?  1.  List  your  3  top  pressing  goals/needs.2.  For  each  one,  define  an  external  social  and  an  internal  collaboraDon  use  case  or  approach  that  can  support  your  achieving/meeDng  it.
  14. 14. Social Models
  15. 15. Don’t assume all people get this stuff.• Wide  range  in  social  proficiency• Huge  difference  between  keeping  up  with  friends  on  FB  and  leveraging  mul@ple  social  networks  and  collabora@on  tools  for  business  purposes.
  16. 16. The Culture Thing• Closed  &  conserva@ve  vs.  open  &  progressive.• Command  &  control  vs.  individual  empowerment.• Guarding  informa@on  vs.  crea@ng  it  in  the  open.• There  is  no  correct  approach,  but  the  approach  must  match  the  basic  corporate  culture.• Much  of  social  adop@on  is  a  cultural  issue  for  many  companies.
  17. 17. Social Media Organizational ModelsSource:  AlDmeter  Group
  18. 18. Planning Your Approach• Align  your  culture  and  choose  your  model.• Build  social  proficiency  and  move  inside  out.• Involve  stakeholders  and  plan  responsibili@es.• Don’t  leave  it  to  chance.  Be  deliberate.
  19. 19. Internal Collaboration –Getting Buy-in and Driving Adoption• What’s  in  it  for  me?• Follow  the  leader.• Build  a  user  experience  that  solves  a  problem.• Model  success  and  let  grass  roots  use  cases  follow.  
  20. 20. Knowledge Management via Social Platform• Navigate  first.• Search  second.• Ask  third.
  21. 21. • Socialtext  customized  for  very  specific  use  cases
  22. 22. The Recipe for External Social Media• Listen• Curate• Create• Engage• Remember  how  great  salespeople  have  built  rela@onship  based  businesses  for  much  longer  than  the  technology  age…• Keep  the  value/ask  ra@o  high.
  23. 23. A Twitter Story
  24. 24. A Twitter Story
  25. 25. A Twitter Story
  26. 26. A Twitter Story
  27. 27. A Twitter Story
  28. 28. A Twitter Story
  29. 29. A Twitter Story
  30. 30. A Twitter Story
  31. 31. A Twitter Story
  32. 32. External Social Challenges• Cura@ng  valuable  things  to  share.• Crea@ng  enough  quality  content.• Coordina@ng  mul@ple  external  social  par@cipants.• Internal  can  be  used  to  solve  external  challenges.• Align  your  model  to  resource  constraints.
  33. 33. Setting Forward On Your Social Path1. Define  the  business  goals  you  want  to  impact.2. Define  the  social  use  cases  that  can  help.3. Align  your  corporate  culture  and  social  proficiency  with  your  approach  to  implemen@ng  those  use  cases.4. Work  outside  in  for  listening  and  inside  out  for  speaking.5. Create  deliberate  successes  that  can  be  built  upon.6. Connect  those  successes  to  where  you  want  to  go.
  34. 34. Exercise # 3Crea@ng  your  roadmap  toward  being  a  social  business  1. Describe  your  culture,  both  today  and  what  you  aspire  for  it  to  be.2. Describe  the  level  of  social  proficiency  in  your  team.3. Pick  your  preferred  social  media  management  model  that  best  aligns  to  both  your  culture  and  the  social  proficiency  of  your  team  –  today  and  tomorrow.4. Define  2-­‐3  use  cases  that  will  enable  you  to  model  success  to  drive  the  desired  outcomes  you  defined  in  the  last  exercise.
  35. 35. Thank You!David  Meiselman@dmeiselmandavidmeiselman.com
  36. 36. Course TitleCourse TitleINSTRUCTOR NAME