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[Slides] The Social Business Journey: Creating a Coherent, Sustainable Strategy, by Charlene Li and Brian Solis

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In this webinar, Altimeter Group’s Charlene Li and Brian Solis review the six distinct stages that organizations move through as they evolve their social business strategy. Attendees will learn how they can drive business value with their social business strategies -- no matter where they stand in terms of maturity. The webinar reviews findings from their recently released report "The Evolution of Social Business Strategy," and answers audience questions. Webinar recording is available here:

Publicado en: Empresariales, Tecnología

[Slides] The Social Business Journey: Creating a Coherent, Sustainable Strategy, by Charlene Li and Brian Solis

  1. 1. The Social Business JourneyCreating A Coherent Sustainable StrategyCharlene Li, Founder & Analyst, Altimeter Group - @charleneliBrian Solis, Principal Analyst, Altimeter Group - @briansolis
  2. 2. 34%Only 34% of social marketers use clearmetrics to associate social activities withbusiness outcomesSource: Altimeter Group. Social Business Survey, Q4 2012.2
  3. 3. Why Most Social Strategies FailNo ClearBusinessImpact
  4. 4. THE JOURNEYPREPAREALTIMETER© 2011 Altimeter Group
  5. 5. Strategy Requires Planning
  6. 6. Goals:• Understand howcustomers use socialchannels• Prioritize strategic goalswhere social can havethe most impactInitiatives:• Listening/monitoring• Internal auditsMetrics:• Mentions, sentimentStage 1:Listen to Learn
  7. 7. Customers want to be known25-55 years old, analyst, graduate degree,reads Real Simple & Wired
  8. 8. What would you do with a Watsonin your pocket?“By the end of this decade, theequivalent of Watson will fit in ourpocket.” – Dr. John Kelly
  9. 9. Stage 1: Best Practices1. Define specific business goals andobjectives for listening2. Select metrics based on those businessgoals3. Select and invest in a monitoring platform4. Disseminate your learnings5. Identify opportunities for the future
  10. 10. Goals:• Amplify existingmarketing efforts• Encourage sharingInitiatives:• Social content• Risk Management• TrainingMetrics:• Share ofvoice, Fans, Shares, Brand metrics, trafficStage 2:Stake our Claim
  11. 11. Shell Tracks Reputation Impact…Daily
  12. 12. Stage 2: Best Practices1. Link your social presence to businessobjectives2. Pass on engagement – for now3. Develop sharable content4. Establish governance with an eye to thefuture
  13. 13. Goals:• Drive considerations topurchase• Provide direct support• Internal employeeengagementInitiatives:• Longer term campaigns• Social supportcommunitiesMetrics:• Path to purchase, lowersupport cost, CustomerSatisfactionStage 3:“Dialog DeepensRelationships”
  14. 14. Maersk Line maps and plans engagement bytype of relationship17
  15. 15. Stage 3: Best Practices1. Take strategic steps to engagement2. Create rules and processes for engagement3. Look beyond engagement activity metrics tounderstand value creation4. Communicate the impact of engagementbroadly5. To scale, invest in a SMMS6. Audit regularly for new social media usage
  16. 16. Goals:• Set governance forsocial• Create discipline andprocess• Strategic businessgoalsInitiatives:• Create Center ofExcellence• Enterprise SocialNetworkMetrics:• Process efficiency, linkto department businessgoals, customerStage 4:Organized for Scale
  17. 17. Social Business Exists Across the EnterpriseMarketing Sales Human ResourcesInnovation Supply Chain
  18. 18. Ebay’s Global CoE coordinates acrossfunctions, properties, and geographies• Responsible for social strategy• Alignment of roadmaps and plans• Analytics and reporting infrastructure• Monthly Social Media Councilmeetings, with knowledge sharinginitiativesSource:
  19. 19. Kelly Services uses ESN to cultivate internalculture among its distributed workforce"We are trying to build an inside culturethat encourages risk-taking and moreinnovation at the front lines. Its critical toenable people, at all levels, who have aninterest on a topic to be able tocommunicate without going through achain of command.Carl CamdenCEO of Kelly Services
  20. 20. Stage 4: Best Practices1. BEWARE OF THE COE PITFALL2. Develop a formal social businessorganizational model3. Define the role of the CoE4. Continue to coordinate strategy through theCoE5. Develop stronger connections to businessmetrics
  21. 21. Goals:• Scale across businessunits• Moves intoHR, sales, finance, supply chain• C-level involvementInitiatives:• SMMS to scaleemployees• Social part of planningprocessMetrics:• Enterprise metrics likeNPS, LTVStage 5:Becoming a SocialBusiness
  22. 22. Autodesk’s online community deflects 25% ofsupport calls, delivers $6.8M ROI in one year
  23. 23. Stage 5: Best Practices1. Engage executives beyond the champion withfocused pilots2. Integrate CoE into core business functions3. Mastering big data for customer intelligence4. Leverage the enterprise social networkingplatform
  24. 24. Goals:• Social drivestransformation• Integrates socialphilosophy into all aspectsof enterpriseInitiatives:• Redefine processes• Enterprise-wide training• One strategy managedthrough disparate butcomplementary teamsMetrics:• Deep analytics tied tofunctions and LoB• Insights lead to adaptiveand predictive strategiesStage 6:Business is Social
  25. 25. ARAMARK must contend with separatebusinesses and differing goals and objectivesARAMARK’s challenges:1. Over 255K employees2. Organized into separatebusinesses by industry3. 1000s of client locations4. Different client goals andobjectives5. Ingredient brand
  26. 26. It’s equipped and enabled over 400+ locations tomanage social media – within parameters Rebranded for socialengagement, aroundvoice, purpose, andimage. Previously siloed, nowcreating new processesthat result in improvedcustomer satisfaction andsales across the valuechain
  27. 27. Stage 6: Best Practices1. Redefine the company’s vision to integratesocial2. Align incentives around convergence3. Redefine the role of the CoE
  28. 28. THE JOURNEYPREPAREALTIMETER© 2011 Altimeter Group
  29. 29. #1 Ask the Right QuestionsAbout Value34“We tend to overvalue the thingswe can measure, and undervaluethe things we cannot.”- John Hayes, CMO of American Express
  30. 30. # 2 Create a Culture of Sharing35
  31. 31. #3 Master the Art of Failure36Innovate!Google’s mantra:“Fail fast, fail smart”
  32. 32. THE JOURNEYPREPAREALTIMETER© 2011 Altimeter Group
  33. 33. © 2012 Altimeter Group38SBS AdvisoryStakeholderEngagementOpportunityAnalysisStrategyRoadmapGovernanceTrainingVision
  34. 34. • Learn: What can be learnedfrom customers and community• Dialog: The nature of ourinteractions with customers• Advocate: How to buildadvocacy among customersand community• Support: How to providesupport via social channels• Innovate: Using customer andcommunity to drive innovationSocial Business Initiatives FrameworkLearnDialogAdvocateSupportInnovate
  35. 35. Prioritize Initiatives Over TimeMONTHS 1-6 MONTHS 7-12Year OneMONTHS 1-6 MONTHS 7-12Year TwoMONTHS 1-6 MONTHS 7-12Year Three
  36. 36. Example Social Business StrategyInitiative Roadmap41
  37. 37. #5 Establish Governance and Process
  38. 38. Define Key Processes and CreateSupporting Materials
  39. 39. AT THE END OF THE DAY……YOU ARE NOT ALONE.These are the steps to drive your customers,employees, and relationships forward in ameaningful way. We can help you.