1. FROM SOCIAL BRAND TO SOCIAL BUSINESS A PLAYBOOK FOR SOCIAL MEDIA IN YOUR ORGANIZATION MITCH GERMANN| VICE PRESIDENT EDELMAN DIGITAL, SEATTLE | @MCG5 ON TWITTER

4. They are Influential

5. Amplified voice across the social web

6. Google indexing critical conversations about companies

7. Social Customers are trusted amongst their peers as influence grows

8. Companies and brands join Twitter, Facebook and create corporate blogs

9. Engage with the social customer in various channels

10. Social Media teams are forming slowly

11. Small budgets are allocated on a project basis to social media engagement and community building

12. Organizations begin humanizing business operations

13. Organizational models are formed to include social media

14. Organizational silos are torn down between internal teams

15. Governance models and social media policies are created

16. Social becomes an essential attribute of organizational culture@MCG5 ON TWITTER

18. Brands need to have multiple customer touch points to break through the clutter

19. Customers need to hear things 3 – 5 times before the actually believe (Edelman Trust Barometer)@MCG5 ON TWITTER

20. THE SOCIAL CUSTOMER AND BRAND EXPERIENCE The Informed (e.g. research products online) Brand Discovery: Google Search, Word of Mouth The Participant (e.g. participate in a brand experience) The Opinion Sharer (e.g. post review) Brand Participation: Fanning, following, liking Brand Sharing: Easy, habitual, publishing The Advocate (e.g. encourage friends to purchase) Brand Advocacy: Creating content, sharing, defending @MCG5 ON TWITTER

22. Advocates talk about the brand, even when the brand isn’t listening

23. Advocates are trusted among their peers and within their micro communities

24. Advocates are aiding and influencing others down the purchase funnel

25. The reach of one advocate is minimal; as an aggregate, the total reach can make a strong business impact@MCG5 ON TWITTER

26. DEFINING A SOCIAL BRAND “ A social brand is any company, product, individual, politician, etc., that uses social technologies in order to communicate with the social customer, their partners and constituencies or the general public. @MCG5 ON TWITTER

27. CHAOS EXISTS IN THE ORGANIZATION TODAY TWEETS BLOG POSTS FACEBOOK UPDATES THERE IS CERTAIN BEHAVIOR AND TYPES OF TWEETS AND FACEBOOK UPDATES THAT MAY PUT YOUR COMPANY IN JEOPARDY AND GET YOU FIRED TOO! LEAKING CONFIDENTIAL INFORMATION RACISM HATE SPEECH BASHING COMPETITORS TALKING SMACK ABOUT THE BOSS @MCG5 ON TWITTER

28. CONFUSION OF ROLES & RESPONSIBILITIES, CONFLICT I have been on the marketing team for 4 years now and WE OWN the Facebook page! DO YOU UNDERSTAND? I just wanted to post our press release….

30. Employees are running wild on the internet with little to no guidance, direction or governance

31. Different geographies and business units are creating social communities externally and not sharing or communicating internally @MCG5 ON TWITTER

32. SOCIAL BUSINESS DEFINED “ A social business is any organization that has integrated and operationalized social media within every job function (and process) internally. @MCG5 ON TWITTER

33. UNDERSTANDING THE DIFFERENCE @MCG5 ON TWITTER

35. Little to no collaboration between corporate communications and other marketing organizations and business units

36. Organizational silos dominate

37. No social media policies that empower employees to engage externally @MCG5 ON TWITTER

39. Many decentralized organizations are a natural result of silos

40. Little tono collaboration or best practice sharing is happening

41. Loose social media policies exist but rarely enforced

42. Confusion about roles and responsibilities and conflict about “who owns” social media @MCG5 ON TWITTER

44. Change management and culture change is essential in order for genuine social business transformation to occur

45. Organizations cannot have effective external conversations with customers unless they can have effective, internal conversations with each other first@MCG5 ON TWITTER

47. Responsible for sharing best practices and technology recommendations with regions and other business units

48. Geographies and business units will execute external social media programs@MCG5 ON TWITTER

49. FROM CHAOS TO GOVERNANCE GOVERNANCE MODEL @MCG5 ON TWITTER

51. Leveraging search to create social content for blogs

52. Metrics deep dive – understanding metrics and making data driven decisions

53. Advanced training on social tools and technologies like Radian6, Meltwater Buzz, Sprinklr, Shoutlet, CoTweet, and other publishing/listening platforms

55. Listening & Monitoring Tools and Apps

56. Intended Uses of Social Media

57. Engagement Model &Escalation Process

59. Overview of owned media channels to include enterprise communities, blogs, Facebook and Twitter accounts

61. Listening to owned media channels

62. Escalate conversations to others

63. Frequent tweeting and retweeting; responding to comments on/off of enterprise owned media channels

64. Responding to customer support issues and escalating to appropriate channels

65. Basic community management

66. Frequent blogging, tweeting and responding to comments on/off of enterprise owned media channels

67. Solving customer support issues on and off enterprise owned media channels

68. Mentoring and training white and blue belts; team brown bags

69. Speaking at conferences

70. Participate in and attend bi-weekly social media integrations forums@MCG5 ON TWITTER

71. ACTIVATING EMPLOYEES TO ENGAGE Content Creators Conversationalist Participant @MCG5 ON TWITTER

73. Sample Facebook Status Updates

74. Ideas for Blog Posts

75. Checklists (Best Practices) for Twitter/Facebook usage

76. Links to product assets on corporate website such as specs, product demos, videos

77. Hashtags for various products and the brand

78. Calls to action to follow product specific Twitter accounts and to “Like” Facebook pages@MCG5 ON TWITTER

79. ESTABLISHING A CONTENT LIBRARY Aggregating all branded content and making it very easy for employees to share it within their social graph @MCG5 ON TWITTER

80. ALIGNMENT = BUSINESS RESULTS Programs Community ManagementMarketingCustomer ServiceCommunicationsEventsCampaignsAdvocacy Crisis SOCIAL BRAND (External) SOCIAL BUSINESS (Internal) MEASURABLE OUTCOMES Training ProcessCollaborationOrganization Models Research & DevelopmentPolicies & GuidelinesKnowledge SharingCulture Infographic by @armano @MCG5 ON TWITTER Infrastructure

81. MEASURING SUCCESS @MCG5 ON TWITTER

82. 15 INDICATORS OF SOCIAL BUSINESS TRANSFORMATION Organizational leadership mandating that internal teams collaborate across functional business units, geographies, product teams and channel partners CEO and/or executive teams using social technologies to communicate externally and encouraging employees to do the same Social Media “Center of Excellence” teams and Social Organization Models forming Global/functional teams sharing best practices frequently; organizational silos die Social behaviors become engrained in the everyday fabric of employees’ workflow Social business becomes a consistent line item in marketing, operations and IT budgets Human Resources adds “social media” in job descriptions and employees are held accountable to participate People @MCG5 ON TWITTER

83. 15 INDICATORS OF SOCIAL BUSINESS TRANSFORMATION Governance models created, published and shared across the organization i.e. process for new employees to be trained to be social media practitioners, escalation processes, etc. Social Media Policies and guidelines co-created by senior management and employees Consistent social media measurement framework agreed upon and used to measure both internal and external social initiatives Workflows created that collect external customer feedback and filtered back to the product organizations Process @MCG5 ON TWITTER

84. 15 INDICATORS OF SOCIAL BUSINESS TRANSFORMATION Internal communities and collaboration systems deployed and being used across functional business units – sales, marketing, customer support, supply chain management Collaboration happens within internal communities more so than in email or conference calls Social CRM capabilities, applications and systems become a priority in management and deployment IT loosens up firewall restrictions (bandwidth, IP blocking) of social media usage from behind the firewall Technology @MCG5 ON TWITTER

85. THE SOCIAL BUSINESS CHANGE AGENT @MCG5 ON TWITTER

86. THANK YOU! Mitch Germann Vice President Edelman Digital, Seattle mitchell.germann@edelman.com @MCG5 @MCG5 ON TWITTER