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Creating A Coherent Social Media Strategy<br />1<br />Charlene Li<br />Altimeter Group<br />2011 May 30<br />Twitter: @cha...
2<br />
It’s time to move past experiments<br />3<br />
It’s about RELATIONSHIPS<br />© 2011 Altimeter Group<br />
5<br />Agenda<br />Strategy<br />Lead<br />Prepare<br />
6<br />Agenda<br />Strategy<br />Lead<br />Prepare<br />
Strategy Process Stages<br />7<br />
Strategy Process Stages<br />8<br />Set context <br /><ul><li>Determine key objectives
Level of strategy (corporate, biz unit, brand)
Identify key metrics
Assess readiness</li></li></ul><li>Align social with key strategic goals<br />9<br />Examine your 2011 goals<br />Pick one...
Objectives differ by level<br />10<br />
Ask the Right Questions about Value  <br />11<br />“We tend to overvalue the things we can measure, and undervalue the thi...
Use appropriate metrics at each level<br />12<br />Business metrics: revenue, CSAT, reputation.<br />Social media analytic...
Highlight where you are strong, where you need to develop.<br />Don’t create strategies that you can’t execute.<br />Demon...
Mindset
Roles
Stakeholders
Monitoring
Reporting
Customer Profile
Market Analysis
Processes
Organizational Model
Education</li></li></ul><li>Benchmarking Social Readiness (Before)<br />14<br />December 2009<br />
Benchmarking Social Readiness (After)<br />15<br />April 2010<br />
Strategy Process Stages - Discovery<br />16<br />Collect and prioritize strategic options<br /><ul><li>Metrics-based value...
Prioritize against objectives</li></li></ul><li>Evaluate each initiative<br />17<br />
Define Your Strategy With Objectives<br />18<br />
How does social media matter to B2B?<br />Chief stakeholders may not be using social media.<br /><ul><li>But lieutenants w...
Expertise
Search results impact</li></li></ul><li>People in B2B use social media for work<br />20<br />Source: 2009 Business.com Bus...
21<br />Agenda<br />Strategy<br />Learn<br />Dialog<br />Support<br />Innovate<br />Lead<br />Prepare<br />
Track brand mentions with basic tools<br />22<br />What would happen if every employee could learn from customers?<br />
Integrate monitoring with workflow<br />23<br />Other providers<br />Alterian<br />BrandsEye<br />Buzzmetrics Cymfony<br /...
Be sure to track the actual conversations, not just the tweets<br />24<br />@JaimieH is a top diabetics advisor who was ta...
How KLM listened and surprised flyers<br />25<br />
Go beyond basic monitoring to analytics<br />26<br />Make course corrections nearly real-time.<br />Use predictive analyti...
Shoppers want to be “known”<br />27<br />I walk into the store<br />Store knows it’s me<br />Give me offers<br />And plans...
Community insight platforms<br />28<br /><ul><li>Communispace and Passenger offer online focus groups solutions.</li></li>...
30<br />Learn also from your employees<br />
Go beyond traditional data to understand your customers<br />31<br />Demographic<br />Geographic<br />Psychographic<br />B...
Where are your customers online?<br />What social information or people do your customers rely on?<br />What is your custo...
Engagement Pyramid<br />33<br />
Engagement Pyramid - Watching<br />34<br />Watch videos<br />Read blog posts<br />Listen to podcasts<br />Read tweets<br /...
Engagement Pyramid - Sharing<br />35<br />Share a link<br />Share photos<br />Share videos<br />Write a status update<br /...
Engagement Pyramid - Commenting<br />36<br />Comment on a blog<br />Write a review<br />Rate a product<br />Participate in...
Engagement Pyramid - Producing<br />37<br />Write a blog<br />Create videos or podcasts<br />Tweet for an audience<br />
Engagement Pyramid - Curating<br />38<br />Moderate a wiki or discussion forum<br />Curate a Facebook fan page<br />
Engagement Pyramid Data<br />39<br />Source: Global Wave Index Wave 2, Trendstream.net, January 2010<br />
Conduct research to identify the social behaviors of your target customer<br />Also identify:<br />Where are they online: ...
Listen and learn from your customers. <br />Start with basic monitoring tools, but quickly evolve them.<br />Invest in ana...
42<br />Agenda<br />Strategy<br />Learn<br />Dialog<br />Support<br />Innovate<br />Lead<br />Prepare<br />
Conversations, not messages<br />Human, not corporate<br />Continuous, not episodic<br />The New Normal<br />43<br />
Blogs establish thought leadership<br />44<br />CEO Richard Edelman has been blogging consistently since September 2004.<b...
SonyEurope rewards Twitter followers with discount that drives significant sales<br />45<br />SonyEuropes 10% off VAIO lap...
VW inserted a tweet analyzing tool into their banner ad to suggest a specific model<br />46<br />
Spain Tourism used multiple channels to encourage dialog/sharing<br />47<br />
Kohl’s engages directly with customers<br />48<br />
B2B can also use Facebook<br />49<br /><ul><li>Develop relationships with job candidates, prospects, and current employees
Insert your content into newsfeed of fans
B2B is really people to people</li></li></ul><li>Encourage commenting to get into the Facebook news feed<br />50<br />
Premier Farnell supports engineers with community, and employees with “OurTube”<br />51<br />
Give out Flip cameras/smartphones<br />Set up an internal “OurTube”<br />Transcribe conversations into emails and posts<br...
Tivo joined an existing community<br />53<br />
54<br />Advocacy – A five-phase approach<br />
Tesco engages influencer blogs<br />55<br />Blog post series highlights & drives traffic to blogs by Influencers. Twitter ...
Have an authentic conversation with your customers that they want to have.<br />Engage across and through social communiti...
It’s about RELATIONSHIPS<br />© 2011 Altimeter Group<br />
Support and Innovate With Your Customers<br />58<br />Charlene Li<br />Altimeter Group<br />2011 May 30<br />Twitter: @cha...
It’s about RELATIONSHIPS<br />© 2011 Altimeter Group<br />
60<br />Agenda<br />Strategy<br />Learn<br />Dialog<br />Support<br />Innovate<br />Lead<br />Prepare<br />
Vodafone UK uses Twitter to proactively communicate with customers<br />61<br />Vodafone UK humanizes their Twitter accoun...
Ritz-Carlton managers monitor Twitter for real-time service<br />62<br />Property manager helped unhappy honeymooners<br />
Support during a crisis<br />63<br />Used #euva and #ashtag to track conversations<br />Source: simplifying.com<br />
DellOutlet supports sales with Twitter<br />64<br />
Question & Answer sites provide opportunity for support<br />
Q&A encourages dialog too<br />66<br />
iRobot ties discussion boards into customers support<br />67<br />iRobot escalates unanswered questions into support cente...
Salesforce.com Service Cloud ties social channels back to customer data<br />68<br />
Solarwinds’ community is strategic<br />69<br />
Retailer Best Buy has 2,500 employees providing support via Twitter<br />70<br />
Real-time isn’t fast enough.<br />Integrate “social” support into your support infrastructure.<br />Scaling support to mee...
72<br />Agenda<br />Strategy<br />Learn<br />Dialog<br />Support<br />Innovate<br />Lead<br />Prepare<br />
P&G uses reviews to improve products<br />73<br />
Danish bank ask for help to improve mobile banking on Facebook<br />74<br />
Finnish post created an idea exchange<br />75<br />
Fiat invites ideas for a new car<br />76<br />
Archer collects product development ideas in a private community<br />77<br />
Starbucks involves 50 people around the organization in innovation<br />78<br />Over 100 ideas have been implemented<br />
Dell taps employee ideas too<br />79<br />
P&G goes outside for innovation<br />80<br />P&G made outside-in innovation a priority<br />
P&G developed technology from diaper research<br />Reached out to competitor Clorox to form a new joint venture<br />Helpe...
ModCloth has customers merchandise new products<br />82<br />
Innovating can come from any customer or employee interaction.<br />Dedicated innovation communities require significant c...
Strategy Process Stages<br />84<br />Strategy statement<br /><ul><li>What you will do
What you won’t do</li></ul>Scenarios development<br /><ul><li>Implementation roadblocks
Company and leadership implications
Risk identification
Build resilience</li></li></ul><li>What’s the Next Big Thing?<br />85<br />
86<br />
87<br />Identify and prioritizing disruptions that matter<br />User Experience<br /><ul><li>Is it easy for people to use?
Does it enable people to connect in new ways?</li></ul>Business Model<br /><ul><li>Does it tap new revenue streams?
Is it done at a lower cost?</li></ul>Ecosystem Value<br /><ul><li>Does it change the flow of value?
Does it shift power from one player to another?</li></li></ul><li>“How personal relationships, individual opinions, powerf...
Likenomics evaluation<br />89<br />User experience impact - moderate<br />People with high social currency will enjoy bene...
90<br />2) Social Search – Beyond Friends to Interests<br />Social sharing rises as a search ranking signal, esp in the en...
Social Search evaluation<br />91<br />User experience impact - Moderate<br />Search becomes more useful, relevant to peopl...
Social monitoring merges with Web analytics<br />HOT: Omniture, Coremetrics/IBM, Webtrends<br />Technology like Hadoop mak...
Big Data evaluation<br />93<br />User experience impact - Low<br />Most users won’t directly experience Big Data.<br />Bus...
94<br />4) Game-ification<br />
TurboTax used “games” to encourage sharing and support<br />95<br />Social design can enter training, collaboration, suppo...
Gamification evaluation<br />96<br />User experience impact – High<br />Experiences get richer, more engaging<br />Busines...
97<br />5) Curation<br />
Curation evaluation<br />98<br />User experience impact – Moderate<br />User authority established from better curation, b...
Summary of disruptions<br />99<br />
It’s about RELATIONSHIPS<br />© 2011 Altimeter Group<br />
Managing Disruption<br />101<br />Charlene Li<br />Altimeter Group<br />2011 May 30<br />Twitter: @charleneli<br />Email: ...
Strategy Process Stages<br />102<br />Strategy statement<br /><ul><li>What you will do
What you won’t do</li></ul>Scenarios development<br /><ul><li>Implementation roadblocks
Company and leadership implications
Risk identification
Build resilience</li></li></ul><li>Data on organizations and budgets<br />103<br />Survey of 140 social strategists from c...
Programs are nascent, lacking long-term direction<br />
Stem from Marketing or Corporate Communications<br />
Limited budgets<br />
Understaffed to serve enterprise<br />
Five Ways Companies Organize<br />108<br />
What they intend to focus on in 2011<br />109<br />
2. Proving real ROI difficult beyond engagement metrics<br />
What’s the Next Big Thing?<br />111<br />
112<br />
113<br />Identify and prioritizing disruptions that matter<br />User Experience<br /><ul><li>Is it easy for people to use?
Does it enable people to connect in new ways?</li></ul>Business Model<br /><ul><li>Does it tap new revenue streams?
Is it done at a lower cost?</li></ul>Ecosystem Value<br /><ul><li>Does it change the flow of value?
Does it shift power from one player to another?</li></li></ul><li>“How personal relationships, individual opinions, powerf...
Likenomics evaluation<br />115<br />User experience impact - moderate<br />People with high social currency will enjoy ben...
116<br />2) Social Search – Beyond Friends to Interests<br />Social sharing rises as a search ranking signal, esp in the e...
Social Search evaluation<br />117<br />User experience impact - Moderate<br />Search becomes more useful, relevant to peop...
Social monitoring merges with Web analytics<br />HOT: Omniture, Coremetrics/IBM, Webtrends<br />Technology like Hadoop mak...
Big Data evaluation<br />119<br />User experience impact - Low<br />Most users won’t directly experience Big Data.<br />Bu...
120<br />4) Game-ification<br />
TurboTax used “games” to encourage sharing and support<br />121<br />Social design can enter training, collaboration, supp...
Gamification evaluation<br />122<br />User experience impact – High<br />Experiences get richer, more engaging<br />Busine...
123<br />5) Curation<br />
Curation evaluation<br />124<br />User experience impact – Moderate<br />User authority established from better curation, ...
Summary of disruptions<br />125<br />
It’s about RELATIONSHIPS<br />© 2011 Altimeter Group<br />
Leading The Open Organization<br />127<br />Charlene Li<br />Altimeter Group<br />2011 April 12<br />Twitter: @charleneli<...
It’s about RELATIONSHIPS<br />© 2011 Altimeter Group<br />
129<br />Agenda<br />Strategy<br />Learn<br />Dialog<br />Support<br />Innovate<br />Lead<br />Prepare<br />
OUT ofCONTROL?<br />© 2011 Altimeter Group<br />
131<br />© 2011 Altimeter Group<br />
132<br />© 2011 Altimeter Group<br />
133<br />How to give up control<br />but still be in command<br />© 2011 Altimeter Group<br />
Open Leadership<br />134<br />Having the confidence and humility to give up the need to be in control,<br />while inspirin...
10 elements of openness<br />135<br />
Explaining strategic decisions<br />136<br />Open book management<br />Managing leaks<br />
137<br />Updating with every day stuff<br />
Kohl’s has conversations on Facebook<br />138<br />
Open Mic: When people contribute<br />139<br />
Crowdsourcing new Walkers flavour<br />140<br />
Open platforms make it easy to partner and share<br />141<br />Open data access<br />Open architecture<br />
142<br />Centralized<br />Democratic<br />Distributed<br />Consensus<br />Decision making models<br />
170 employees<br />100 modules with “module owners”<br />One person makes the final decision in each module<br />Social te...
16 Councils, 50 Boards make strategic decisions
Joint leadership of each group</li></li></ul><li>Determine how open you need to be with information to meet your goals<br ...
Complete the Openness Audit<br />145<br />
Traits of Open Leaders<br />146<br />Authenticity<br />Transparency<br />
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Social Media Strategy, HSM Italia

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Presentation by Charlene Li on 31 May 2011 for HSM Italia in Milan, Italy

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Social Media Strategy, HSM Italia

  1. Creating A Coherent Social Media Strategy<br />1<br />Charlene Li<br />Altimeter Group<br />2011 May 30<br />Twitter: @charleneli<br />Email: charlene@altimetergroup.com<br />
  2. 2<br />
  3. It’s time to move past experiments<br />3<br />
  4. It’s about RELATIONSHIPS<br />© 2011 Altimeter Group<br />
  5. 5<br />Agenda<br />Strategy<br />Lead<br />Prepare<br />
  6. 6<br />Agenda<br />Strategy<br />Lead<br />Prepare<br />
  7. Strategy Process Stages<br />7<br />
  8. Strategy Process Stages<br />8<br />Set context <br /><ul><li>Determine key objectives
  9. Level of strategy (corporate, biz unit, brand)
  10. Identify key metrics
  11. Assess readiness</li></li></ul><li>Align social with key strategic goals<br />9<br />Examine your 2011 goals<br />Pick ones where social will have an impact <br />
  12. Objectives differ by level<br />10<br />
  13. Ask the Right Questions about Value <br />11<br />“We tend to overvalue the things we can measure, and undervalue the things we cannot.” <br /> - John Hayes, CMO of American Express<br />© 2011 Altimeter Group<br />
  14. Use appropriate metrics at each level<br />12<br />Business metrics: revenue, CSAT, reputation.<br />Social media analytics: Insights, share of voice, resonance, WOM. <br />Engagement metrics: fans, followers, clicks.<br />
  15. Highlight where you are strong, where you need to develop.<br />Don’t create strategies that you can’t execute.<br />Demonstrate impact of strategic work.<br />Categories for readiness assessment<br />Assess your readiness to be social<br />13<br /><ul><li>Communication
  16. Mindset
  17. Roles
  18. Stakeholders
  19. Monitoring
  20. Reporting
  21. Customer Profile
  22. Market Analysis
  23. Processes
  24. Organizational Model
  25. Education</li></li></ul><li>Benchmarking Social Readiness (Before)<br />14<br />December 2009<br />
  26. Benchmarking Social Readiness (After)<br />15<br />April 2010<br />
  27. Strategy Process Stages - Discovery<br />16<br />Collect and prioritize strategic options<br /><ul><li>Metrics-based value assessment
  28. Prioritize against objectives</li></li></ul><li>Evaluate each initiative<br />17<br />
  29. Define Your Strategy With Objectives<br />18<br />
  30. How does social media matter to B2B?<br />Chief stakeholders may not be using social media.<br /><ul><li>But lieutenants will be.</li></ul>Social media is impacting how B2B decisions are being made.<br /><ul><li>Background research
  31. Expertise
  32. Search results impact</li></li></ul><li>People in B2B use social media for work<br />20<br />Source: 2009 Business.com Business Social Media Benchmarking Study(n=2,393) <br />
  33. 21<br />Agenda<br />Strategy<br />Learn<br />Dialog<br />Support<br />Innovate<br />Lead<br />Prepare<br />
  34. Track brand mentions with basic tools<br />22<br />What would happen if every employee could learn from customers?<br />
  35. Integrate monitoring with workflow<br />23<br />Other providers<br />Alterian<br />BrandsEye<br />Buzzmetrics Cymfony<br />Sysmos<br />Visible Tech. <br />From Radian 6, to be acquired by Salesforce.com<br />
  36. Be sure to track the actual conversations, not just the tweets<br />24<br />@JaimieH is a top diabetics advisor who was talking with an insulin pump maker<br />
  37. How KLM listened and surprised flyers<br />25<br />
  38. Go beyond basic monitoring to analytics<br />26<br />Make course corrections nearly real-time.<br />Use predictive analytics to anticipate demand. <br />
  39. Shoppers want to be “known”<br />27<br />I walk into the store<br />Store knows it’s me<br />Give me offers<br />And plans my visit<br />
  40. Community insight platforms<br />28<br /><ul><li>Communispace and Passenger offer online focus groups solutions.</li></li></ul><li>Private communities give better control <br />Get input from specific communities<br />Can target specific hard-to-reach communities<br />But they are hard to create – and maintain<br />Who needs to be included? Excluded?<br />Provide non-monetary incentives/rewards for participating in the community<br />Deserves and requires dedicated community manager<br />Integrate into your company’s support and innovation process<br />Pros and cons of private communities<br />29<br />
  41. 30<br />Learn also from your employees<br />
  42. Go beyond traditional data to understand your customers<br />31<br />Demographic<br />Geographic<br />Psychographic<br />Behavioral<br />Socialgraphic<br />
  43. Where are your customers online?<br />What social information or people do your customers rely on?<br />What is your customers’ social influence? Who trusts them?<br />What are your customers’ social behaviors online?<br />How do your customers use social technologies in the context of your products.<br />Socialgraphics asks key questions<br />32<br />
  44. Engagement Pyramid<br />33<br />
  45. Engagement Pyramid - Watching<br />34<br />Watch videos<br />Read blog posts<br />Listen to podcasts<br />Read tweets<br />Read discussion forum posts<br />
  46. Engagement Pyramid - Sharing<br />35<br />Share a link<br />Share photos<br />Share videos<br />Write a status update<br />Retweet<br />
  47. Engagement Pyramid - Commenting<br />36<br />Comment on a blog<br />Write a review<br />Rate a product<br />Participate in a discussion forum<br />@Reply on Twitter<br />
  48. Engagement Pyramid - Producing<br />37<br />Write a blog<br />Create videos or podcasts<br />Tweet for an audience<br />
  49. Engagement Pyramid - Curating<br />38<br />Moderate a wiki or discussion forum<br />Curate a Facebook fan page<br />
  50. Engagement Pyramid Data<br />39<br />Source: Global Wave Index Wave 2, Trendstream.net, January 2010<br />
  51. Conduct research to identify the social behaviors of your target customer<br />Also identify:<br />Where are they online: Surveys or brand monitoring<br />Who do they trust: Surveys<br />Who do they influence: Survey or brand monitoring<br />How they use these tools in context of your products: Most often surveys.<br />When you first understand your customers, your marketing efforts will naturally unfold.<br />Putting socialgraphics to work<br />40<br />
  52. Listen and learn from your customers. <br />Start with basic monitoring tools, but quickly evolve them.<br />Invest in analytics that matter. Use metrics that are relevant to your business.<br />Understand the socialgraphics of your customers. <br />Summary - Learn<br />41<br />
  53. 42<br />Agenda<br />Strategy<br />Learn<br />Dialog<br />Support<br />Innovate<br />Lead<br />Prepare<br />
  54. Conversations, not messages<br />Human, not corporate<br />Continuous, not episodic<br />The New Normal<br />43<br />
  55. Blogs establish thought leadership<br />44<br />CEO Richard Edelman has been blogging consistently since September 2004.<br />
  56. SonyEurope rewards Twitter followers with discount that drives significant sales<br />45<br />SonyEuropes 10% off VAIO laptops deal to celebrate their 1,000 Twitter follower lead to over €1m worth of product ordered.<br />
  57. VW inserted a tweet analyzing tool into their banner ad to suggest a specific model<br />46<br />
  58. Spain Tourism used multiple channels to encourage dialog/sharing<br />47<br />
  59. Kohl’s engages directly with customers<br />48<br />
  60. B2B can also use Facebook<br />49<br /><ul><li>Develop relationships with job candidates, prospects, and current employees
  61. Insert your content into newsfeed of fans
  62. B2B is really people to people</li></li></ul><li>Encourage commenting to get into the Facebook news feed<br />50<br />
  63. Premier Farnell supports engineers with community, and employees with “OurTube”<br />51<br />
  64. Give out Flip cameras/smartphones<br />Set up an internal “OurTube”<br />Transcribe conversations into emails and posts<br />Ask people for best practices, reactions, advice, opinion in areas of passion. <br />Recognize key contributors.<br />Getting people to share within your company<br />52<br />
  65. Tivo joined an existing community<br />53<br />
  66. 54<br />Advocacy – A five-phase approach<br />
  67. Tesco engages influencer blogs<br />55<br />Blog post series highlights & drives traffic to blogs by Influencers. Twitter feed encouages engagement too.<br />
  68. Have an authentic conversation with your customers that they want to have.<br />Engage across and through social communities<br />Engage off of your Web site.<br />Recruit an army of customer advocates.<br />Respond to your prospects and customers in real time.<br />Summary - Dialog<br />56<br />
  69. It’s about RELATIONSHIPS<br />© 2011 Altimeter Group<br />
  70. Support and Innovate With Your Customers<br />58<br />Charlene Li<br />Altimeter Group<br />2011 May 30<br />Twitter: @charleneli<br />Email: charlene@altimetergroup.com<br />
  71. It’s about RELATIONSHIPS<br />© 2011 Altimeter Group<br />
  72. 60<br />Agenda<br />Strategy<br />Learn<br />Dialog<br />Support<br />Innovate<br />Lead<br />Prepare<br />
  73. Vodafone UK uses Twitter to proactively communicate with customers<br />61<br />Vodafone UK humanizes their Twitter account by including pictures of their support team and identifying different respondents by an “^” and the team member’s initials.<br />
  74. Ritz-Carlton managers monitor Twitter for real-time service<br />62<br />Property manager helped unhappy honeymooners<br />
  75. Support during a crisis<br />63<br />Used #euva and #ashtag to track conversations<br />Source: simplifying.com<br />
  76. DellOutlet supports sales with Twitter<br />64<br />
  77. Question & Answer sites provide opportunity for support<br />
  78. Q&A encourages dialog too<br />66<br />
  79. iRobot ties discussion boards into customers support<br />67<br />iRobot escalates unanswered questions into support centers<br />
  80. Salesforce.com Service Cloud ties social channels back to customer data<br />68<br />
  81. Solarwinds’ community is strategic<br />69<br />
  82. Retailer Best Buy has 2,500 employees providing support via Twitter<br />70<br />
  83. Real-time isn’t fast enough.<br />Integrate “social” support into your support infrastructure.<br />Scaling support to meet the groundswell will require that you create your own groundswell.<br />Summary - Support<br />71<br />
  84. 72<br />Agenda<br />Strategy<br />Learn<br />Dialog<br />Support<br />Innovate<br />Lead<br />Prepare<br />
  85. P&G uses reviews to improve products<br />73<br />
  86. Danish bank ask for help to improve mobile banking on Facebook<br />74<br />
  87. Finnish post created an idea exchange<br />75<br />
  88. Fiat invites ideas for a new car<br />76<br />
  89. Archer collects product development ideas in a private community<br />77<br />
  90. Starbucks involves 50 people around the organization in innovation<br />78<br />Over 100 ideas have been implemented<br />
  91. Dell taps employee ideas too<br />79<br />
  92. P&G goes outside for innovation<br />80<br />P&G made outside-in innovation a priority<br />
  93. P&G developed technology from diaper research<br />Reached out to competitor Clorox to form a new joint venture<br />Helped Glad become Clorox’s second largest brand<br />Success story: Glad Press’n Seal<br />81<br />
  94. ModCloth has customers merchandise new products<br />82<br />
  95. Innovating can come from any customer or employee interaction.<br />Dedicated innovation communities require significant commitment and nurturing. <br />Extend your firewall to bring customers into your organization. <br />Summary - Innovating<br />83<br />
  96. Strategy Process Stages<br />84<br />Strategy statement<br /><ul><li>What you will do
  97. What you won’t do</li></ul>Scenarios development<br /><ul><li>Implementation roadblocks
  98. Company and leadership implications
  99. Risk identification
  100. Build resilience</li></li></ul><li>What’s the Next Big Thing?<br />85<br />
  101. 86<br />
  102. 87<br />Identify and prioritizing disruptions that matter<br />User Experience<br /><ul><li>Is it easy for people to use?
  103. Does it enable people to connect in new ways?</li></ul>Business Model<br /><ul><li>Does it tap new revenue streams?
  104. Is it done at a lower cost?</li></ul>Ecosystem Value<br /><ul><li>Does it change the flow of value?
  105. Does it shift power from one player to another?</li></li></ul><li>“How personal relationships, individual opinions, powerful storytelling and social capital are helping brands…become more believable.”<br />1) Likenomics (credit to Rohit Bhargava)<br />88<br />Understand the supply, demand, and thus, value of Likes as social currency<br />See http://bit.ly/rohit-likenomics for Rohit’s take<br />
  106. Likenomics evaluation<br />89<br />User experience impact - moderate<br />People with high social currency will enjoy benefits, richer experiences, receive psychic income.<br />People with low social currency will find ways to get it.<br />Business model impact – moderate<br />New economics create opportunity for people who understand Likenomics to leverage gas.<br />The cost of accessing social currency will increase, and raise barriers to entry.<br />Ecosystem value impact – none<br />
  107. 90<br />2) Social Search – Beyond Friends to Interests<br />Social sharing rises as a search ranking signal, esp in the enterprise<br />Create a social content hub to gain traction<br />Use microformats to highlight granularity (e.g. hProduct & hReview)<br />
  108. Social Search evaluation<br />91<br />User experience impact - Moderate<br />Search becomes more useful, relevant to people.<br />Business model impact – Moderate<br />SEO takes on a different dimension, rewards companies with social currency, personalized experiences.<br />Ecosystem value impact – Moderate<br />New power brokers are social data/profile players who capture activity data and profiles.<br />Google has little of either.<br />
  109. Social monitoring merges with Web analytics<br />HOT: Omniture, Coremetrics/IBM, Webtrends<br />Technology like Hadoop makes it easy for companies to tap “Big Data”<br />E.g. New York Times making its archives public<br />Twitter archived by Library of Congress<br />Facebook Cassandra, Amazon Dynamo, Google BigTable<br />Data visualization tools make it easy to digest<br />Balancing privacy and personalization<br />3) Big Data<br />92<br />
  110. Big Data evaluation<br />93<br />User experience impact - Low<br />Most users won’t directly experience Big Data.<br />Business model impact – High<br />New businesses and initiatives can be started at very low cost.<br />Ecosystem value impact – Moderate<br />Owners of Big Data repositories can assert control, demand payments for access.<br />
  111. 94<br />4) Game-ification<br />
  112. TurboTax used “games” to encourage sharing and support<br />95<br />Social design can enter training, collaboration, support, hiring<br />
  113. Gamification evaluation<br />96<br />User experience impact – High<br />Experiences get richer, more engaging<br />Business model impact – Moderate<br />Work gets done faster, cheaper.<br />New organizational structures and cultures emerge.<br />Ecosystem value impact – Low<br />Service providers will remain focused, boutique firms.<br />
  114. 97<br />5) Curation<br />
  115. Curation evaluation<br />98<br />User experience impact – Moderate<br />User authority established from better curation, better content is organized well.<br />Business model impact – Moderate<br />Easier for businesses to create their content.<br />Ecosystem value impact – Moderate<br />Individuals challenge media and brands as authorities – and publishers that siphon off ad dollars.<br />
  116. Summary of disruptions<br />99<br />
  117. It’s about RELATIONSHIPS<br />© 2011 Altimeter Group<br />
  118. Managing Disruption<br />101<br />Charlene Li<br />Altimeter Group<br />2011 May 30<br />Twitter: @charleneli<br />Email: charlene@altimetergroup.com<br />
  119. Strategy Process Stages<br />102<br />Strategy statement<br /><ul><li>What you will do
  120. What you won’t do</li></ul>Scenarios development<br /><ul><li>Implementation roadblocks
  121. Company and leadership implications
  122. Risk identification
  123. Build resilience</li></li></ul><li>Data on organizations and budgets<br />103<br />Survey of 140 social strategists from companies with at least 1,000 employees<br />Available for download <br />http://altimetergroup.com/media_room<br />To get slides, email slides@altimetergroup.com<br />
  124. Programs are nascent, lacking long-term direction<br />
  125. Stem from Marketing or Corporate Communications<br />
  126. Limited budgets<br />
  127. Understaffed to serve enterprise<br />
  128. Five Ways Companies Organize<br />108<br />
  129. What they intend to focus on in 2011<br />109<br />
  130. 2. Proving real ROI difficult beyond engagement metrics<br />
  131. What’s the Next Big Thing?<br />111<br />
  132. 112<br />
  133. 113<br />Identify and prioritizing disruptions that matter<br />User Experience<br /><ul><li>Is it easy for people to use?
  134. Does it enable people to connect in new ways?</li></ul>Business Model<br /><ul><li>Does it tap new revenue streams?
  135. Is it done at a lower cost?</li></ul>Ecosystem Value<br /><ul><li>Does it change the flow of value?
  136. Does it shift power from one player to another?</li></li></ul><li>“How personal relationships, individual opinions, powerful storytelling and social capital are helping brands…become more believable.”<br />1) Likenomics (credit to Rohit Bhargava)<br />114<br />Understand the supply, demand, and thus, value of Likes as social currency<br />See http://bit.ly/rohit-likenomics for Rohit’s take<br />
  137. Likenomics evaluation<br />115<br />User experience impact - moderate<br />People with high social currency will enjoy benefits, richer experiences, receive psychic income.<br />People with low social currency will find ways to get it.<br />Business model impact – moderate<br />New economics create opportunity for people who understand Likenomics to leverage gas.<br />The cost of accessing social currency will increase, and raise barriers to entry.<br />Ecosystem value impact – none<br />
  138. 116<br />2) Social Search – Beyond Friends to Interests<br />Social sharing rises as a search ranking signal, esp in the enterprise<br />Create a social content hub to gain traction<br />Use microformats to highlight granularity (e.g. hProduct & hReview)<br />
  139. Social Search evaluation<br />117<br />User experience impact - Moderate<br />Search becomes more useful, relevant to people.<br />Business model impact – Moderate<br />SEO takes on a different dimension, rewards companies with social currency, personalized experiences.<br />Ecosystem value impact – Moderate<br />New power brokers are social data/profile players who capture activity data and profiles.<br />Google has little of either.<br />
  140. Social monitoring merges with Web analytics<br />HOT: Omniture, Coremetrics/IBM, Webtrends<br />Technology like Hadoop makes it easy for companies to tap “Big Data”<br />E.g. New York Times making its archives public<br />Twitter archived by Library of Congress<br />Facebook Cassandra, Amazon Dynamo, Google BigTable<br />Data visualization tools make it easy to digest<br />Balancing privacy and personalization<br />3) Big Data<br />118<br />
  141. Big Data evaluation<br />119<br />User experience impact - Low<br />Most users won’t directly experience Big Data.<br />Business model impact – High<br />New businesses and initiatives can be started at very low cost.<br />Ecosystem value impact – Moderate<br />Owners of Big Data repositories can assert control, demand payments for access.<br />
  142. 120<br />4) Game-ification<br />
  143. TurboTax used “games” to encourage sharing and support<br />121<br />Social design can enter training, collaboration, support, hiring<br />
  144. Gamification evaluation<br />122<br />User experience impact – High<br />Experiences get richer, more engaging<br />Business model impact – Moderate<br />Work gets done faster, cheaper.<br />New organizational structures and cultures emerge.<br />Ecosystem value impact – Low<br />Service providers will remain focused, boutique firms.<br />
  145. 123<br />5) Curation<br />
  146. Curation evaluation<br />124<br />User experience impact – Moderate<br />User authority established from better curation, better content is organized well.<br />Business model impact – Moderate<br />Easier for businesses to create their content.<br />Ecosystem value impact – Moderate<br />Individuals challenge media and brands as authorities – and publishers that siphon off ad dollars.<br />
  147. Summary of disruptions<br />125<br />
  148. It’s about RELATIONSHIPS<br />© 2011 Altimeter Group<br />
  149. Leading The Open Organization<br />127<br />Charlene Li<br />Altimeter Group<br />2011 April 12<br />Twitter: @charleneli<br />Email: charlene@altimetergroup.com<br />
  150. It’s about RELATIONSHIPS<br />© 2011 Altimeter Group<br />
  151. 129<br />Agenda<br />Strategy<br />Learn<br />Dialog<br />Support<br />Innovate<br />Lead<br />Prepare<br />
  152. OUT ofCONTROL?<br />© 2011 Altimeter Group<br />
  153. 131<br />© 2011 Altimeter Group<br />
  154. 132<br />© 2011 Altimeter Group<br />
  155. 133<br />How to give up control<br />but still be in command<br />© 2011 Altimeter Group<br />
  156. Open Leadership<br />134<br />Having the confidence and humility to give up the need to be in control,<br />while inspiring commitment from people to accomplish goals<br />
  157. 10 elements of openness<br />135<br />
  158. Explaining strategic decisions<br />136<br />Open book management<br />Managing leaks<br />
  159. 137<br />Updating with every day stuff<br />
  160. Kohl’s has conversations on Facebook<br />138<br />
  161. Open Mic: When people contribute<br />139<br />
  162. Crowdsourcing new Walkers flavour<br />140<br />
  163. Open platforms make it easy to partner and share<br />141<br />Open data access<br />Open architecture<br />
  164. 142<br />Centralized<br />Democratic<br />Distributed<br />Consensus<br />Decision making models<br />
  165. 170 employees<br />100 modules with “module owners”<br />One person makes the final decision in each module<br />Social technologies make distributed decision making possible<br />143<br />Manage complex tasks<br />Organizing for speed<br /><ul><li>65,000 employees
  166. 16 Councils, 50 Boards make strategic decisions
  167. Joint leadership of each group</li></li></ul><li>Determine how open you need to be with information to meet your goals<br />144<br />Openness audit available at http://bit.ly/opennessaudit<br />
  168. Complete the Openness Audit<br />145<br />
  169. Traits of Open Leaders<br />146<br />Authenticity<br />Transparency<br />
  170. Transparency as an imperative<br />147<br />
  171. How Best Buy became open and social<br />148<br />
  172. Best Buy’s First Social Media Experts<br />149<br />Steve Bendt & Gary Koelling<br />
  173. The Executive Advocate<br />150<br />Barry Judge CMO of Best Buy<br />
  174. Barry’s first post<br />151<br />
  175. The Premier Black Fiasco<br />152<br />6.8 million emails sent instead of 1,000 test<br />
  176. Developing Open Leaders<br />© 2010 Altimeter Group<br />
  177. “You can imagine the Chatterati creating as much value as an SVP in the organization by sharing their institutional knowledge and expertise - and we should look at compensation structures with that in mind.”<br /> - Marc Benioff, CEO of Salesforce.com<br />© 2010 Altimeter Group<br />
  178. 155<br />Agenda<br />Strategy<br />Learn<br />Dialog<br />Support<br />Innovate<br />Lead<br />Prepare<br />
  179. #1 Create a Culture of Sharing<br />156<br />
  180. #2 Discipline is Needed to Succeed<br />157<br />Take reasonable action to fix issue and let customer know action taken<br />Negative<br />Positive<br />Yes<br />Yes<br />No<br />Assess the message<br />Evaluate the purpose<br />Do you want to respond?<br />Does customer need/deserve more info?<br />No<br />Yes<br />Unhappy Customer?<br />No Response<br />Yes<br />Are the facts correct?<br />Gently correct the facts<br />No<br />Yes<br />Yes<br />No<br />No<br />Can you add value?<br />DedicatedComplainer?<br />Are the facts correct?<br />No<br />Yes<br />Explain what is being done to correct the issue.<br />Is the problem being fixed?<br />© 2011 Altimeter Group<br />Respond in kind & share<br />Thank the person<br />Comedian Want-to-Be?<br />Yes<br />No<br />Yes<br />Adapted from US Air Force Comment Policy<br />Let post stand and monitor.<br />
  181. Five ways companies organize around social media<br />158<br />
  182. #3 Ask the Right Questions about Value<br />159<br />“We tend to overvalue the things we can measure, and undervalue the things we cannot.” <br /> - John Hayes, CMO of American Express<br />© 2011 Altimeter Group<br />
  183. The new lifetime value calculation<br /><ul><li> Percent that refer
  184. Size of their networks
  185. Percent of referred people who purchase
  186. Value of purchases</li></ul>+ Value of purchases<br /><ul><li>Cost of acquisition</li></ul>____________________<br />= Customer lifetime value<br />+ Value of new customers from referrals<br />+ Value of insights<br /><ul><li> Percent that provide support
  187. Frequency and value of the support</li></ul>+ Value of support<br />+ Value of ideas<br />Spreadsheets for all calculations available at open-leadership.com<br />
  188. 35% increase in LTV captured<br />161<br />
  189. Find more fans with large networks<br />Encourage fans to make more referrals<br />Make decisions with metrics<br />162<br />
  190. No relationships are perfect<br />Google’s mantra:“Fail fast, fail smart”<br />#4 Prepare for Failure<br />163<br />© 2011 Altimeter Group<br />
  191. 164<br />Create <br />Sandbox <br />Covenants<br />© 2011 Altimeter Group<br />
  192. Structure your risk-taking and failure systems to create resilience<br />165<br />Conduct pre- and post-mortems.<br />E.g. Johnson & Johnson after Motrin Moms. <br />Identify the top 5-10 worst case scenarios.<br />Develop mitigation and contingency plans.<br />E.g. Ford’s “lost” Fiesta.<br />Build in responsiveness.<br />E.g. Best Buy’s Black reward card.<br />Prepare yourself for the personal cost of failure. <br />
  193. Audit the last few failures you and your organization experienced.<br />25% - what happened.<br />25% - what you learned.<br />50% - what you will do next.<br />Keep a failure file.<br />Identify risk-taking training needs.<br />Build failure into your planning and operating processes.<br />Create support networks for the inevitable failures. <br />Action plan to prepare for failure<br />166<br />
  194. It’s about RELATIONSHIPS<br />© 2011 Altimeter Group<br />
  195. 168<br />Give Up Control<br />AND STILL BE IN COMMAND<br />© 2011 Altimeter Group<br />
  196. Charlene Li<br />charlene@altimetergroup.com<br />charleneli.com/blog<br />Twitter: charleneli<br />For slides, send an email to slides@altimetergroup.com<br />For more information & to buy the book<br />visit open-leadership.com<br />© 2011 Altimeter Group<br />

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