Spredfast brian-solis-social-evolution-leadership-webinar-130425120310-phpapp02
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The document discusses the evolution of social business strategies from 2010 to the present. It identifies common challenges such as misaligned executives, lack of clear metrics, and siloed efforts. Survey data shows that while listening and engagement have increased, many companies still struggle with issues like holistic strategies, metrics, and executive alignment. The document advocates developing social strategies in stages, beginning with listening and moving towards integration across the enterprise. It provides best practices and advice for each stage of social business maturity.
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Spredfast brian-solis-social-evolution-leadership-webinar-130425120310-phpapp02
- 4. 2010 2011 2012 2013 Listening Applications Engagement Business Alignment and Impact
- 12. The Evolution of Social Business: Moving Beyond the Basics Brian Solis | Altimeter Group
- 13. The Challenges of Social Business Strategy 1. Misaligned executives 2. Organizational silos/uncoordinated effort 3. Lack of clear metrics to business outcomes 4. Lack of a holistic strategy 5. Lack of education 6. Incremental funding
- 14. 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 2012.14
- 15. 29%Companies that measure the financial impact of their social media efforts Source: Altimeter Group. Social Business Survey, Q4 2012.15
- 16. 52%Top executives who are informed, engaged, and aligned with their company’s social strategy Source: Altimeter Group. Social Business Survey, Q4 2012.16
- 17. 13Number of business units across the enterprise that may deploy social media Source: Altimeter Group. Social Business Survey, 2012.17
- 18. At least 13 different business units across the enterprise 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.
- 19. 26%Companies that approach social media holistically, with business units operating against an enterprise vision and strategy Source: Altimeter Group. Social Business Survey, Q4 2012.19
- 20. 27%Employees who are aware and trained on their company’s social media usage policies Source: Altimeter Group. Social Business Survey, Q4 2012.20
- 21. 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 2012.21
- 22. Dan Brostek, Head of Member and Consumer Engagement for Aetna: Policy, education and awareness, and culture pieces are important to rolling out social successfully in an organization. How do you tell someone who’s never used social that it needs to be part of their business strategy?
- 24. Goals: • Understand how customers use social channels • Prioritize strategic goals where social can have the most impact Metrics: • Mentions, sentiment Initiatives: • Listening/monitoring • Internal audits Resources: • Monitoring platform • PT workers • Agency support Stage 1: Listen to Learn
- 25. 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
- 26. Stage 1: Best Practices 1. Define specific business goals and objectives for listening 2. Select metrics based on those business goals 3. Select and invest in a monitoring platform 4. Disseminate your learnings 5. Identify opportunities for the future
- 27. Goals: • Amplify existing marketing efforts • Encourage sharing Metrics: • Share of voice, Fans, Shares, Brand metrics, traffic Initiatives: • Social content • Risk Management • Training Resources: • Dedicated manager • Content management Stage 2: Stake our Claim
- 28. 28 David Fenech, VP Interactive Marketing and Creative Services for Kelly Services “Always go back to the objectives you’re after. If you lose sight of that, you’ll be wasting time and resources quickly.” $
- 29. Stage 2: Best Practices 1. Link your social presence to business objectives 2. Pass on engagement – for now 3. Develop sharable content 4. Establish governance with an eye to the future
- 30. Goals: • Drive considerations to purchase • Provide direct support • Internal employee engagement Metrics: • Path to purchase, lower support cost, Customer Satisfaction Initiatives: • Longer term campaigns • Social support communities Resources: • Social Strategist • Small, dedicated team • SMMS Stage 3: “Dialog Deepens Relationships”
- 31. Be Engaging + Relevant…Don’t Suck. Source: Real-Time Marketing Sucks Blog: rtmsucks.tumblr.com
- 32. “Identify the most relevant social platforms, have unique and valuable things to say, and adapt your strategy often to incorporate findings. Keep moving forward.” Lori Johnson, VP Online Strategy Fidelity Investments 32
- 33. “Helping your executives and key stakeholders become more comfortable with risk is important, along with having a risk mitigation strategy in place.” Maria Poveromo, Director of Social Media for Adobe
- 34. Stage 3: Best Practices 1. Take strategic steps to engagement 2. Create rules and processes for engagement 3. Look beyond engagement activity metrics to understand value creation 4. Communicate the impact of engagement broadly 5. To scale, invest in a SMMS 6. Audit regularly for new social media usage
- 35. Goals: • Set governance for social • Create discipline and process • Strategic business goals Metrics: • Process efficiency, link to department business goals, customer satisfaction Initiatives: • Create Center of Excellence • Enter Social Network Resources: • Staffing up • CoE Tech investment Stage 4: Organized for Scale
- 36. Having a c-level sponsor who is ready to take on risk is crucial to success. A lack of this person will create paralysis, especially in a regulated industry where people are careful and afraid. Ed Terpening, former VP Social Media Strategy for Wells Fargo
- 37. COME TO AN AGREEMENT ON THE GOVERNANCE MODEL BEFORE MOVING ON TO THE STRATEGY. 37 Jonathan Blank, Manager of Social Media Wellpoint
- 38. Stage 4: Best Practices 1. BEWARE OF THE COE PITFALL 2. Develop a formal social business organizational model 3. Define the role of the CoE 4. Continue to coordinate strategy through the CoE 5. Develop stronger connections to business metrics
- 40. Center of Excellence Do’s/Don’ts CoE DOES: • Provide strategic direction on policy, process, tech nology, metrics and training • Organize for scale • Establishes and communicates the above in an ongoing way CoE SHOULD NOT: • Act as a help desk • Take on too much as the “hub,” ignoring the “spokes”
- 41. Goals: • Scale across business units • Moves into HR, sales, finance, supply chain • C-level involvement Metrics: • Enterprise metrics like NPS, LTV Initiatives: • SMMS to scale employees • Social part of planning process Resources: • CoE Coordinates Hub(s) • Dedicated Spoke Stage 5: Becoming a Social Business
- 43. Get measurement under control. It will drive support, especially at the executive level. If they can see the correlation to business results, they will feel like it’s a huge investment area. 43 Ann Lewnes, CMO Adobe
- 44. Stage 5: Best Practices 1. Engage executives beyond the champion with focused pilots 2. Integrate CoE into core business functions 3. Mastering big data for customer intelligence 4. Leverage the enterprise social networking platform
- 45. Goals: • Social drives transformation • Integrates social philosophy into all aspects of enterprise Metrics: • Deep analytics tied to functions and LoB • Insights lead to adaptive and predictive strategies Initiatives: • Redefine processes • Enterprise-wide training • One strategy managed through disparate but complementary teams Resources: • Social is everyone’s responsibility Stage 6: Business is Social
- 46. In the future, there shouldn’t be a “social strategy;” there will just be a strategy for customer experience. Martha Hayward, VP Social Media Fidelity Investments
- 47. Stage 6: Best Practices 1. Redefine the company’s vision to integrate social 2. Align incentives around convergence 3. Redefine the role of the CoE
- 48. 7 Success Factors of a Social Business Strategy
- 49. 7 Success Factors of a Social Business Strategy 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. 1
- 50. 7 Success Factors of a Social Business Strategy 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. 2
- 51. 7 Success Factors of a Social Business 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.” 3
- 52. 7 Success Factors of a Social Business Strategy 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 initiatives The heart of the matter is simple: Prioritize what you will and won’t do. 4
- 53. 7 Success Factors of a Social Business Strategy 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. 5
- 54. 7 Success Factors of a Social Business Strategy 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. 6
- 55. 7 Success Factors of a Social Business Strategy 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. 7
- 56. AT THE END OF THE DAY… …YOU ARE NOT ALONE. There are steps to take to drive your customers, employees, and relationships forward in a meaningful way.
- 58. Data Addendum
- 59. Data Matters: Altimeter Methodology • Altimeter Group conducted qualitative and quantitative analyses – survey, interviews, and briefings through Q4 2012 • Interviews with 26 executives and social strategists at 15 enterprises • 698 total survey respondents • Data presented in this presentation is from companies of 1,000+ employees only (N=130) • Survey respondents were social media professionals and executives who oversee social efforts 59
- 60. Programs have grown in maturity since 2010, with 38% of programs in their third+ year Source: Altimeter Group. Social Business Survey, Q4 2012. 9% 12% 17% 27% 27% 9% 5% 4% 9% 20% 33% 29% 5 years or more 4 years to < 5 years 3 years to < 4 years 2 years to < 3 years 1 year to < 2 years Less than 1 year How long has your social media program been in existence? 2010 2012
- 61. Most core social media teams reside in Marketing & Corporate Communications/PR 6% 1% 1% 2% 2% 14% 14% 26% 40% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Other IT Executive Customer Support Advertising Digital Social Media Corporate Comm/PR Marketing In which department does your CORE social media team reside? Source: Altimeter Group. Social Business Survey, Q4 2012.
- 62. Companies with 5,000+ employees better staffed for enterprise social efforts in 2012 Approximately how many full-time equivalent staff currently support social efforts in your organization, for external and internal engagement? Employees in Company Average # of Staff 2010 2012 1,000 to < 5,000 3.1 3.1 5,000 to < 10,000 5.2 19.4 10,000 to < 50, 000 5.4 12.0 50,000 to < 100,000 23.8 27.9 More than 100,000 20.4 49.4 Source: Altimeter Group. Social Business Survey, Q4 2012.
- 63. More mature social programs generally call for increased headcount Approximately how many full-time equivalent staff currently support social efforts in your organization, for external and internal engagement? Length of Program Average # of Staff 2010 2012 Less than 1 year 3.9 2.2 1 year to < 2 years 7.0 8.9 2 years to < 3 years 12.1 6.5 3 years to < 4 years 10.0 14.0 4 years to < 5 years 34.3 48.0 More than 5 years 31.1 56.6 Source: Altimeter Group. Social Business Survey, Q4 2012.
- 64. 22% 32% 35% 35% 30% 26% 25% 37% 48% 7% 13% 15% 15% 15% 23% 27% 33% 40% 43% 48% 0% 10% 20% 30% 40% 50% 60% Create policies and procedures Get buy-in from stakeholders Apply social insights to the product roadmap Determine an organizational/governance model Develop a listening/monitoring solution Connect employees with social tools Integrate social media with digital and mobile Connecting social data to other enterprise data sources to deliver actionable insight Scale our social programs Develop internal education and training Create metrics that demonstrate the value of social media 2012 2010 As social matures, scaling increases in priority; developing org models, getting buy-in decreases “In 2013, what are your top three internal social media objectives?” Source: Altimeter Group. Social Business Survey, Q4 2012.
- 65. Content marketing, providing direct customer support become higher social priorities for 2013 22% 14% 21% 20% 25% 47% 16% 38% 43% 9% 9% 13% 14% 16% 25% 27% 32% 41% 50% 57% 0% 10% 20% 30% 40% 50% 60% Social commerce Enabling peer-to-peer support Mobile/Location Collaboration with customers on new products/services Formalizing an advocacy program Website integration Developing an influencer relations or ambassador program Providing direct customer support through social channels Listening/learning from customers Developing ongoing dialog and engagement with customers Content marketing 2012 2010 “In 2013, what are your top three external social media objectives?” Source: Altimeter Group. Social Business Survey, Q4 2012.
- 66. Social budgets were limited in 2012, with a slight increase projected for 2013 Source: Altimeter Group. Social Business Survey, Q4 2012. 5% 9% 4% 23% 34% 5% 11% 6% 25% 26% 0% 5% 10% 15% 20% 25% 30% 35% 40% More than $5 million $1 million to < $5 million $500,000 to < $1 million $100,000 to < $500,000 Less than $100,000 Budget Allocation Toward Social Media Efforts 2013 Projection 2012
- 67. Technology: Corporations budgeted most for listening/monitoring, analytics platforms $14,844 $29,366 $34,737 $51,867 $54,559 $62,024 $0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 Social CRM Enterprise social networks Social media management systems Community platforms Analytics platforms Listening/monitoring platforms In 2012, what was your budget in each of the following areas? (Chart depicts average budgets.) Source: Altimeter Group. Social Business Survey, Q4 2012.
- 68. Social Media Marketers Plan to Increase Spending on SMMS, Education in 2013 22% 23% 25% 33% 37% 38% 43% 43% 45% 47% 47% 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% Enterprise social network (Yammer, Chatter) Blogger/influencer networks (Federated Media, NetShelter, BlogHer) Community platforms (Lithium, Jive, Get Satisfaction) Analytics platforms (Webtrends, Omniture, Coremetrics) Social CRM External agency to support engagement (e.g. moderate Facebook page) Listening/monitoring platforms (Radian6, Scout Labs, Crimson Hexagon, Netbase) Social app development Custom technology development or data integration services Training and education (workshops, conferences, webinars) Social media management systems (Hootsuite, Spredfast, Sprinklr) Percentage of Social Marketers Surveyed Who Plan to Increase Spending in the Following Areas Source: Altimeter Group. Social Business Survey, Q4 2012.
- 69. 47%Social media marketers who plan to increase spending on social media management systems (SMMS) in 2013 Source: Altimeter Group. Social Business Survey, Q4 2012.69
- 70. 47%Social media marketers who plan to increase spending on social media training and education in 2013 Source: Altimeter Group. Social Business Survey, Q4 2012.70
- 71. 43%Social media marketers who plan to increase spending on social media listening/monitoring platforms in 2013 Source: Altimeter Group. Social Business Survey, Q4 2012.71
- 72. Engagement and volume metrics lead measurement approach for social, not financial ties “Which of the following describe your approach to measuring the outcomes of your external social strategy?” 9% 11% 14% 29% 81% 82% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% We don’t measure anything at all We measure the financial impact of advocates and influencers We measure the financial impact of social customer service We measure financial impact such as conversions originating from social media We measure volume metrics , such as number of fans and followers, clicks, impressions and views We measure engagement metrics, such as likes, comments, replies, retweets and shares Source: Altimeter Group. Social Business Survey, Q4 2012.
- 73. 85%Those who trust recommendations from “People I know” Source: Nielsen Global Trust and Advertising Report 201273
- 74. 74 Most companies have a social policy, but only half have consumer-facing community policies Q23: Which of the following social media policies does your organization currently have? (Select as many as applicable) 85.3% 75.2% 51.9% 5.4% 1.6% Organizational Social Media Policy Privacy Policy Community Policy Not sure if we have a social media policy None of the above Source: Altimeter Group. Social Business Survey, Q4 2012.
- 75. 75 In 2012, majority of companies had zero to five employee incidents related to social media Q25: In the last 12 months, how often has there been an incident where an employee in your organization violated your internal, organizational social media policy? No incidents 49% 1-5 incidents 42% 6-10 incidents 5% 11-25 incidents 1% More than 25 incidents 3% Source: Altimeter Group. Social Business Survey, Q4 2012.
Editor's Notes
- #19: IMPORTANT
- #23: Policy, education, and awareness/culture pieces are important to rolling out social successfully in an organization. How do you tell someone who’s never used social that it’s important and needs to be part of their business strategy? Involve as many departments as early on as possible.
- #25: Dell was listening for 9 months before it even started a social media presence in 2006. This laid the groundwork for success.
- #26: 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?
- #29: Be patient because there’s so much to tackle - you can’t do it all at once. Still get started, but always go back to the objectives you’re after. If you lose sight of that, you’ll be wasting time and resources quickly.
- #34: Experiment, pilot, and be flexible. Know that your plan will have hiccups. Getting your execs and key stakeholders to be more comfortable with risk is important, along with having a risk mitigation strategy in place.
- #37: Having a c-level sponsor who is ready to take on risk is crucial to success. A lack of this person will create paralysis, especially in a regulated industry where people are careful and afraid.
- #38: Come to agreement on the governance model before moving on to the strategy and program.
- #44: Get measurement under control - it will drive support, especially at the executive level. If they can see the correlation to business results (product development, revenue, brand awareness), they will feel like it’s a huge investment area.”
- #47: In the future, there shouldn’t be a ‘social strategy,’ there will just be a strategy for customer experience.
- #75: CT: Privacy policy yes; but it may not specifically address social media. The definition in the survey is: Privacy policy - This type of policy explains how the organization will protect private or personal information.
- #76: CT: Are there better ways to present this info?
- #77: One executive comments, “There’s a lot of interest in social at our company, but it’s still not a primary driver of business, and its budget is much lower than traditional channels.” Avg social budget for companies up to $1B in revenue is less than 500k a year. CMO Survey reports that social spending represented just 7.4% of marketing budgets in 2012.