Sandy Carter, Author of Get Bold: Using Social Media to Create a New Type of Social Business joined Social Media Book Club in March 2012 to offer a deeper dive into Get Bold and her 6-step AGENDA method. Sandy serves as VP of Social Business Evangelism at IBM.
ICT role in 21st century education and its challenges
Social Media March Book Club Featuring Get Bold by Sandy Carter
1. Get BOLD
Social Business Agenda
Sandy Carter | VP, Social Business Evangelist
IBM Corporation
Follow me @ sandy_carter
http://twitter.com/sandy_carter
Subscribe to my blog
http://socialmediasandy.wordpress.com/
2. The Fifth IT Era:
The era of Social Business
Social
Internet
PCs
Departmental
Mainframe
$200B by 2015
2
3. What is a Social Business?
Engaging
Transparent
Nimble
3
4. Social Media vs. Social Business
Social Media Social Business
Nimble
Engaged
Transparent
Primarily marketing Encompasses
and PR organization and
business processes
6. Bayer: Cultural Shift A
CULTURE eats strategy for lunch!
Goals:
Substitution of shared
Capture Intellectual Improve Search
drives and change
Capital Mechanisms
attachment handling
Approach & Results:
6
7. Gain Social Trust G
Most influential tippers vs. most followed
38 186 MASS INFLUENCER /
Twitter
Followers: TIPPER
86,000+ Twitter Followers:
Reactions 6,900+
Generated: 3,291 Reactions Generated:
Reactions per 1K 1,281
followers: 38 Reactions per 1K
followers: 186
Friends
Transparent Responsive
Tippers &
& Open Followers Consistent
Expertise
0.04
Justin Bieber
Twitter Followers: 7.4 Million
Reactions Generated: 294
Reactions per 1K followers: 0.04
7
Courtesy of DeepMile Corproation
8. Engage with an Exceptional Experience E
Community Pride The Usage Life Cycle Engagement
Unaware Interested Participant Participant Participant
Consumption
Integrated: Consistent online and offline
Interactive: Gaming, Video Mobile, Virtual Gifting
Identifying: Personalized, knowledge of you
Featured Contributor
8
9. (Social) Network Processes N
Social Business
Outcomes isten to market
Traditional Business uild advocates
Marketing,
Customer
Service Push' marketing
mbed social in process
ontrol brand
onnect in and outside
Product
& Service
nvest R&D
Development uild communities
deas from inside
ct small
Operations,
Human iloed
Resources
igid
9
10. Most Active Emerging Verticals N
Finance and Government
• Personalized
• Experts
• Best Practices “USDA is an every day, every
way Department and we want
• Crowdsourcing to connect with people in ways
that are the most convenient
Improved customer sat rating and effective for them.”
from #5 to #1
10
11. Great Innovation From New Places N
“Open” Business Culture drives
productivity and innovation
PLAN OUT LOUD
Rolled out 40K iPhone
Added new features from feedback
TEST OUT LOUD
Mock up of new Portal UI
Plan, Test, Deploy - Out Loud Higher Adoption rates
DEPLOY OUT LOUD
Number one Community
Support Community
11
12. Value of Social Business N
18%
Customer Service
Increased customer
satisfaction
20%
R&D
Increased time to
market and successful
innovation
15%
HR & Talent Management
Cost reduction + Increased
speed to knowledge and
experts
“The rise of the networked enterprise. Web 2.0 finds its payday” – McKinsey Global Survey Results, 2010
12
15. Available Now
ISBN-10: 0132618311
ISBN-13: 9780132618311
Subscribe to my blog
http://socialmediasandy.wordpress.com/
Follow me @ sandy_carter
http://twitter.com/sandy_carter
15
Editor's Notes
Social media on right – for marketing and PR Social business on left – throughout the organization, aligned organization, all departments, integrated in business processes…
Courtesy of DeepMile Corporation. An important aspect of an effective government social strategy is measuring its effectiveness. New Social Analytics are emerging to measure an individual’s effectiveness to influence others in social network domains. Here are the results of an Arab Spring Case Study to see who was really responsible for mobilizing the crowds in Egypt during Arab Spring. Social Tipper Metrics measures an individual’s social effectiveness by comparing the number of their followers and the number of reactions generated when that individual sent out a social message. For example, Wael Ghonim was thought to be the biggest influencer in mobilizing Egypt’s constituents during Arab Spring. While he had 86,000 followers on Twitter, his twitter messages created 3,291 reactions within his social networks. The real influencer of mobilizing the masses were Weddady. While he 6,900 followers, when he sent out messages, 1,281 reacted in some fashion to his messages. Weddady had a much higher metric *186) on his ability to influence other people’s behavior through social. By measuring a “Tippers” effectiveness, government agencies can focus their marketing campaigns more effectively on constituents who influence the masses. Justin Bieber sent out a few tweets reference egypt and Arab Spring, there were not many reactions to his input. Background - Analyzed 25,000,000 relevant tweets over one week Identified communities, sub-communities and mass influencers related to events in Egypt Analyzed “who” actively influenced discussions causing messages to cascade – or go viral Correlated activity to events in the physical (offline) world Highlighted profiles of several Mass Influencers who demonstrated that when they spoke, other people reacted.
We ’ ve mapped out entrypoints across the horizontal roles of Marketing, Customer Service, Product / Service Development and Talent Management. It ’ s important to walk through how a traditional business compares to a social. Each of these tracks align to the 4 horizontal role presentations.
Companies with strong social connections are in a unique position to respond to reputation or other risks to brand and/or reputation. The strategy starts with everything that’s been discussed so far. Growing friends and a digital reputation, creating exceptional engagement, and embedding social into business processes creates a strong brand, a foundation of advocates, and a level of social capital in cases of risk and reputation management. Without the foundation, the remainder of the recovery plan is diminished in effectiveness. A catastrophic recovery team and plan is the start. An initial plan should be developed based on known risks and issues to the company and the industry (e.g., insurance companies and natural disasters). Experts, advocates, media, etc. should be identified for each of the potential risks. Engagement scenarios should be discussed for each of the potential risks, so the team can be effective as soon as possible with the risk becomes a reality. Based on the planning, when the catastrophe or event occurs, the team should have the basis of the plan. Define the roles, confirm the advocates and sentiment based on current analytics. Having the social manager with the social analytic cockpit is critical to being proactive and fast. Maintain iterations of action and measurement to define success. Engage with transparency. Communicate the facts. Don’t avoid the facts, but do have actions the company will take address the current issues, affected parties, and root causes. Maintain the communication until resolution. Companies with strong social connections are in a unique position to respond to reputation or other risks to brand and/or reputation. The strategy starts with everything that’s been discussed so far. Growing friends and a digital reputation, creating exceptional engagement, and embedding social into business processes creates a strong brand, a foundation of advocates, and a level of social capital in cases of risk and reputation management. Without the foundation, the remainder of the recovery plan is diminished in effectiveness. A catastrophic recovery team and plan is the start. An initial plan should be developed based on known risks and issues to the company and the industry (e.g., insurance companies and natural disasters). Experts, advocates, media, etc. should be identified for each of the potential risks. Engagement scenarios should be discussed for each of the potential risks, so the team can be effective as soon as possible with the risk becomes a reality. Nestle: 1 week before U.S. Easter holiday 1.2 Million Negative YouTube videos 95,000 Nestle Facebook fans seeing negative messages Negative Twitter Tsunami Wall Street Journal picks up and spreads the story Based on the planning, when the catastrophe or event occurs, the team should have the basis of the plan. Define the roles, confirm the advocates and sentiment based on current analytics. Having the social manager with the social analytic cockpit is critical to being proactive and fast. Maintain iterations of action and measurement to define success. Engage with transparency. Communicate the facts. Don’t avoid the facts, but do have actions the company will take address the current issues, affected parties, and root causes. Maintain the communication until resolution. Marriott: Share access: Ex. CEO blogs – like Marriott CEO