5. That percentage (of companies with a dedicated social
media team) has increased in the last two years
Q. Does your company have a dedicated social media team that serves the
entire company or division as a shared resource?
Source: Altimeter Group Survey of Digital Strategists, Q2-3 2013 (n=65); and Q2 2011 (n=144)
33%
67%
22%
78%
Not yet Yes, at the corporate level and/or division level
2011
2013
6. 79% of companies have a dedicated team to
serving social (at the corporate and/or division
level)
43%
14%
22%
22% Yes, at the corporate level
Yes, at the division level
Yes, at the corporate and
division level
Not yet
Q. Does your company have a dedicated social media team that serves the
entire company or division as a shared resource?
Source: Altimeter Group Survey of Digital Strategists, Q2-3 2013 (n=65);
Percentages do not add up to 100% due to rounding.
7. Dedicated Social Media Teams grow in size
Role Average # Employees 2011 Average # Employees 2013
Social Strategist 1.5 1.6
Business Unit Liaison 1.5 1.7
Content Strategist N/A 1.7
Education/Training
Manager .5 0.8
Community Manager 3 2.5
Web Developer 1.5 3.4
Social Media Manager 2 2.2
Social Analyst 1 1.6
Total 11 15.6
Source: Altimeter Group Survey of Digital Strategists, Q2-3 2013 (n=51); ; and Q2 2011 (n=93)
Q. How many full-time or full-time equivalent employees make up this
dedicated social media team? (Answer for the team(s) you are most familiar
with.)
8.
9. Most enterprises characterize themselves as
Intermediate in social business maturity
6%
25% 26% 26%
14%
3%
Stage 1:
Planning
Stage 2:
Presence
Stage 3:
Engagement
Stage 4:
Formalized
Stage 5:
Strategic
Stage 6:
Converged
Q. How would you characterize where your organization is in its social
business evolution?
Source: Altimeter Group Survey of Digital Strategists, Q2-3 2013 (n=65)
10. Social data aids marketers across the entire
customer journey
88%
59%
41%
68%
59%
r prospects' awareness of our brand, product, or servicesideration: Customer or prospects' evaluation process, of our brand and our competitorsTransaction/Conversion: Impact on transaction or conversionExperience: Customer's experience with the product or service, including customer servLoyalty: Potential for customers' experience to create bran
Q. At which of the following points is social data used to better understand
your customers' decision making process? (Select all that apply)
Source: Altimeter Group Survey of Digital Strategists, Q2-3 2013 (n=35)
11. Social Business Program a primary driver of brand
experience improvement
Q. Which of the following outcomes can you attribute to your social business
program in the last 12 months?
18%
19%
24%
45%
45%
53%
29%
37%
35%
26%
23%
23%
52%
42%
39%
29%
29%
21%
Innovation: Increase in product R&D
and innovation
Operational Efficiency: Reduction in
company expenses, e.g. customer…
Revenue Generation: Increase in
actual product…
Brand Health: Improvement in
attitudes, conversation, and…
Customer Experience: Improvement
in relationship with…
Marketing Optimization: Improvement
in effectiveness of marketing…
We have formalized
metrics that show
positive outcomes
We have not been able
to tie this to positive
outcomes
We do not formally
measure this yet
53%
45%
45%
24%
19%
18%
Source: Altimeter Group Survey of Digital Strategists, Q2-3 2013 (n=65)
14. 52%
Top executives who are informed, engaged, and
aligned with their company‟s social strategy
Source: Altimeter Group. Social Business Survey, Q4 2012.14
15. At least 13 different business units may deploy social media
7.8%
9.4%
10.9%
14.1%
14.8%
16.4%
16.4%
28.9%
35.2%
36.7%
39.8%
65.6%
73.4%
0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0%
Market Research
Legal
Executive
IT
Customer/User experience
Advertising
Product development/R&D
HR
Social Media
Digital
Customer Support
Corporate Communications/PR
Marketing
"In which of the following departments are there dedicated people
(can be less than one FTE) executing social?"
Source: Altimeter Group. Social Business Survey, 2012.
16. 26%Companies that approach social media
holistically, with business units operating
against an enterprise vision and strategy
Source: Altimeter Group. Social Business Survey, Q4 2012.16Source: Altimeter Group. Social Business Survey, Q4 2012.
17. 34%Social marketers who agree that their
organizations use clear metrics to associate
social activities with business outcomes
Source: Altimeter Group. Social Business Survey, Q4 2012.
19. More than 80% have yet to fully integrate social
data with other enterprise data sets
7%
11%
45%
36%
Yes, it is deeply integrated with 4+ data setsYes, it is deeply integrated with 1-3 data setsNo, it is not integrated but we view it in conjunction with other dataNo, it is completely separate at this time
Q. Do you currently integrate social data with other enterprise data within your
business?
Source: Altimeter Group Survey of Digital Strategists, Q2-3 2013 (n=62)
20. 29%Companies that measure the financial
impact of their social media efforts
Source: Altimeter Group. Social Business Survey, Q4 2012.20Source: Altimeter Group. Social Business Survey, Q4 2012.
21. 27%Companies that say their employees are
aware and trained on their company‟s
social media usage policies
Source: Altimeter Group. Social Business Survey, Q4 2012.
22. 37%Companies that rate their employees‟
knowledge of social media usage and
related policies as “poor” or “very poor”
Source: Altimeter Group. Social Business Survey, Q4 2012.22Source: Altimeter Group. Social Business Survey, Q4 2012.
23. If you want to bring about the true
promise of social media…
stop talking about social media
26. More than 88% of consumers are influenced by other
consumers‟ online comments. Source: Econsultancy.com
27. One social customer will tell 42 people about an
experience they have had with a company. Source:
AmericanExpress
28. 88%of consumers are less likely to buy from
companies that ignore complaints and
questions on social media
Source: Altimeter Group. Social Business Survey, Q4 2012.28Source: Salesforce.com
29. Loyal customers that
engage with companies
over social media spend
20% to 40% more
money with those
companies than other
customers.
As consumption habits
shift, brands require media
ubiquity
Source: Bain & Company
30.
31.
32. Martha Hayward, VP Social Media for Fidelity Investments
In the future, there shouldn‟t be a
“social strategy;”
there will just be a strategy for
customer experience.
35. The first and most principled thing to do is a
“voice of the customer” study. How can you
decide what to do in social if you don‟t
understand what your customers do with it?
Andy Markowitz, Director of Global Strategy for GE
37. Success Factor #1:
Define the Overall Business Goals
Explore how social media
strategies create direct or
ancillary impact on business
objectives. What are you trying
to accomplish, and how does it
communicate value to those
who don‟t understand social?
38. Success Factor #2:
Establish the Long-Term Vision
Articulate a vision for
becoming a social business
and the value that will be
realized internally among
stakeholders and
externally to customers
(and shareholders).
39. Success Factor #3:
Get Executive Support
Social media often exists in
its own marketing silo. At
some point, it must expand to
empower the rest of the
business. To scale takes the
support of key executives and
their interests lie in business
value and priorities.
40. Success Factor #4:
Define the Strategy Roadmap and Identify Initiatives
Once you have your vision and
you‟re in alignment on business
goals, you need a plan that
helps you bring everything to
life. A strategic social business
roadmap looks out three years
and aligns business goals with
social media initiatives across
the organization.
41. Success Factor #5:
Establish Governance and Guidelines
Who will take responsibility for
social strategy and lead the
development of an
infrastructure to support it?
You‟ll need help. Form a „hub”
or CoE to prioritize
initiatives, tackle guidelines
and processes, and assign
roles and responsibilities.
42. Success Factor #6:
Secure Staffing, Resources, and Funding
Determine where resources are best
applied now and over the next three
years. Think scale among agencies
but also internally to continually take
your strategy and company to the
next level. Train staff on
vision, purpose, business value
creation, and metrics/reporting to
ensure a uniform approach as you
grow business value and priorities.
43. Success Factor #7:
Invest in Technology That Supports Objectives
Ignore the shiny object
syndrome. Resist
significant investments until
you better understand how
social technology enables
or optimizes your strategy.
44. 1) Be clear on what you want the outcome to be, and
then structure support properly.
2) Invest in people and resources to make sure it‟s not
a one-time hit. Only take on as much as you can
continue to actively support.
3) Tie it to what‟s core to your company and for the
consumer in your space.
Julie Bornstein, SVP Digital, Sephora
45. The promise of social business is
how we introduce people back into
business…
It‟s how we work
It‟s how we communicate
It‟s how we collaborate
It‟s how we connect
It‟s how we build community and relationships
46. It‟s no longer about B2B or B2C
Social business introduces the 5th P
into the marketing mix to usher in
an era of P2P –
People to People
47. Return on Experience:
The future of marketing
and engagement lies in
creating shareable
experiences –
It starts with a
vision, mission, and a
purpose. This becomes
the core of what you will
fight for.
Notes de l'éditeur
(Terms range from "Center of Excellence," "Social Media Resource Center," or "Social Media Group.")Yes, at Corp AND/OR Division-level79%No22%
(Terms range from "Center of Excellence," "Social Media Resource Center," or "Social Media Group.")Yes, at Corp AND/OR Division-level79%No22%
Stage 1: Planning - Listening and learning to ensure strong foundation of strategy and resource development, and organizational alignment, and execution. Do not currently have a significant presence in social media channels.Stage 2: Presence - Staking claim and moving from planning to action, establishing a formal and informed presence in social media.Stage 3: Engagement - Making a commitment where social becomes critical to relationship-building along the entire customer lifecycle.Stage 4: Formalized - Organizing for scale in social deployment and engagement across multiple departments, business units, and sub-brands.Stage 5: Strategic - Becoming a social business; social initiatives are gaining visibility through business impact. Social methodologies and technologies become integrated across functions.Stage 6: Converged - Business is social; social media strategies weave into the fabric of an evolving organization driven by a vision of improving customer and employee relationships and experiences.
Stage 1: Planning - Listening and learning to ensure strong foundation of strategy and resource development, and organizational alignment, and execution. Do not currently have a significant presence in social media channels.Stage 2: Presence - Staking claim and moving from planning to action, establishing a formal and informed presence in social media.Stage 3: Engagement - Making a commitment where social becomes critical to relationship-building along the entire customer lifecycle.Stage 4: Formalized - Organizing for scale in social deployment and engagement across multiple departments, business units, and sub-brands.Stage 5: Strategic - Becoming a social business; social initiatives are gaining visibility through business impact. Social methodologies and technologies become integrated across functions.Stage 6: Converged - Business is social; social media strategies weave into the fabric of an evolving organization driven by a vision of improving customer and employee relationships and experiences.
Awareness: Customer or prospects' awareness of our brand, product, or serviceConsideration: Customer or prospects' evaluation process, of our brand and our competitorsTransaction/Conversion: Impact on transaction or conversionExperience: Customer's experience with the product or service, including customer serviceLoyalty: Potential for customers' experience to create brand affinity, advocacy, loyaltyAt which of the following points is social data used to better understand your customers' decision making process? (Select all that apply)
Which of the following outcomes can you attribute to your social business program in the last 12 months?
IMPORTANT
This is an interesting data point. Companies seem to be overconfident in the idea that their social media efforts are connected to business outcomes (or at least the executives fielding the survey) – when you break into the data further, you can see the data points we just reviewed prove the contrary.
In the future, there shouldn’t be a ‘social strategy,’ there will just be a strategy for customer experience.
First and most principled thing to do is a voice of the customer or insight study. How can you decide what to do in social if you don’t understand what your customers do with it?
Businesses that uncover the gap between business objectives, social media strategies, and internal challenges and opportunities will open dialogue that both closes the gaps and creates alignment.
Goals are not enough. You need a long-term vision that communicates to all stakeholders why this journey is taking place. This covers future customer, employee, and stakeholder relationships and experiences to come as a result of a social strategy.
ARAMARK VP Consumer Strategies: “Get all stakeholders involved from the beginning, and make them as knowledgeable as possible. Let them take ownership…Remember: It’s a change management challenge as much as anything else.”
Less than half of orgs surveyed had a detailed roadmap that extends longer than a year. Absent was: 1) How initiatives created business value; 2) long-term planning on investments; 3) an iterative process to re-evaluate initiativesThe heart of the matter is simple: Prioritize what you will and won’t do.
Most organizations have ad hoc approach to managing social, with most knowledge residing in a small group. Building and socializing clear processes while instilling discipline become key criteria for success. Training must be available AND an organizational priority.
Overtime, it’s crucial to lean away from agency support and develop more mature capabilities in house. These individuals will lead strategy and create internal alignment.
Jumping immediately into technology selection and implementation without a strategy, roadmap, or organization in place is ill-advised – you may get stuck with a listening platform or SMMS that doesn’t meet your business requirements at scale.
“You need to be clear on what you want the outcome to be, and then structure it right to support it properly. This requires an investment in people and resources to make sure it’s not a one-time hit. … Only take on as much as you can continue to actively support, and tie it to what’s core to your company for the consumer in your space.”
“You need to be clear on what you want the outcome to be, and then structure it right to support it properly. This requires an investment in people and resources to make sure it’s not a one-time hit. … Only take on as much as you can continue to actively support, and tie it to what’s core to your company for the consumer in your space.”