a look at organizations, change, concerns about skills for effective social and community programs and how to approach a business-wide assessment to move forward.
Listening to customers has always been at the core of successful businesses…but Today listening at scale across the social Web provides opportunities to move beyond simply understanding…it also poses some significant challenges. Listening across the social Web can serve to inform and engage your business in new ways to create and nurture new, or further strengthen existing, customer relationships
Public Relations and the "S" Curve: adoption, innovation and moving forwardRichard Binhammer
Recently I had the pleasure of joining the good folks at Spinsucks to talk about innovation, disruption, adoption, and the dreaded S curve as it relates to PR and Communications.
The added bonus was that I got to join the talented, strategic, insightful, bright business leader, Gini Dietrich -- who is also just a lot of fun to be with. I was so excited...I was standing on my head. Youll see. Oh, and the approach to the slides was also a little fun and different. You can see the different approach to slides at my channel on youtube, https://www.youtube.com/channel/UCFFcvm_Sn7DxAQGIlodYTLA
Hope you enjoy it
1) Traditionally, business aimed to efficiently organize work through specializing labor, but the interactive web has allowed markets to better self-organize faster than companies through networked conversations.
2) If markets are conversations, then the interactive web has enabled new forms of social organization and knowledge exchange through networked conversations, making markets smarter and better informed.
3) Embracing social media allows companies to influence customers through these conversations rather than solely exerting control, and those that do so most effectively will be most successful.
1) Social media allows for two-way conversations between organizations and customers/the public rather than just one-way mass media communications.
2) Dell's five year journey of embedding social media into its business model included launching blogs, communities, and social media channels to better understand customers and improve products based on feedback.
3) By listening to customers and engaging in two-way conversations, Dell was able to become a more social and customer-centric organization.
The document summarizes Richard Binhammer's presentation at the Canadian Institute's 4th Annual Conference on Social Media, Metrics and Measurement. The presentation discussed selecting appropriate metrics for social media tools based on business goals, examining the benefits and challenges of measuring social media internally versus outsourcing, and the human resources required for robust social media measurement practices. It also provided examples of Dell's social media efforts and metrics around customer support, community size, revenue, and other key performance indicators.
SME2: Social Media Excellence x Social Media ExpertiseRichard Binhammer
SME2 is a consultancy that assesses social media skills, workflows, and staffing levels to help clients optimize their social media programs. It uses a series of tools to audit social media competencies and interview teams. SME2 identifies strengths, gaps in skills and processes, and provides recommendations to improve capabilities, leverage existing staff, and close competency gaps through training. The assessment covers 33 skills across content, project management, social media expertise, and leadership. SME2 helps clients maximize the effectiveness of in-house and agency partnerships to better achieve social media goals.
The document discusses getting the most out of social media for businesses. It covers developing a focused social media strategy, understanding available tools and applications, driving cultural change in management to effectively integrate social media, and gauging effectiveness through metrics. The key points are using social media to address business needs with a strategy, creating the right infrastructure, and driving cultural change to integrate social media. It also discusses measuring the effectiveness of social media use.
Listening to customers has always been at the core of successful businesses…but Today listening at scale across the social Web provides opportunities to move beyond simply understanding…it also poses some significant challenges. Listening across the social Web can serve to inform and engage your business in new ways to create and nurture new, or further strengthen existing, customer relationships
Public Relations and the "S" Curve: adoption, innovation and moving forwardRichard Binhammer
Recently I had the pleasure of joining the good folks at Spinsucks to talk about innovation, disruption, adoption, and the dreaded S curve as it relates to PR and Communications.
The added bonus was that I got to join the talented, strategic, insightful, bright business leader, Gini Dietrich -- who is also just a lot of fun to be with. I was so excited...I was standing on my head. Youll see. Oh, and the approach to the slides was also a little fun and different. You can see the different approach to slides at my channel on youtube, https://www.youtube.com/channel/UCFFcvm_Sn7DxAQGIlodYTLA
Hope you enjoy it
1) Traditionally, business aimed to efficiently organize work through specializing labor, but the interactive web has allowed markets to better self-organize faster than companies through networked conversations.
2) If markets are conversations, then the interactive web has enabled new forms of social organization and knowledge exchange through networked conversations, making markets smarter and better informed.
3) Embracing social media allows companies to influence customers through these conversations rather than solely exerting control, and those that do so most effectively will be most successful.
1) Social media allows for two-way conversations between organizations and customers/the public rather than just one-way mass media communications.
2) Dell's five year journey of embedding social media into its business model included launching blogs, communities, and social media channels to better understand customers and improve products based on feedback.
3) By listening to customers and engaging in two-way conversations, Dell was able to become a more social and customer-centric organization.
The document summarizes Richard Binhammer's presentation at the Canadian Institute's 4th Annual Conference on Social Media, Metrics and Measurement. The presentation discussed selecting appropriate metrics for social media tools based on business goals, examining the benefits and challenges of measuring social media internally versus outsourcing, and the human resources required for robust social media measurement practices. It also provided examples of Dell's social media efforts and metrics around customer support, community size, revenue, and other key performance indicators.
SME2: Social Media Excellence x Social Media ExpertiseRichard Binhammer
SME2 is a consultancy that assesses social media skills, workflows, and staffing levels to help clients optimize their social media programs. It uses a series of tools to audit social media competencies and interview teams. SME2 identifies strengths, gaps in skills and processes, and provides recommendations to improve capabilities, leverage existing staff, and close competency gaps through training. The assessment covers 33 skills across content, project management, social media expertise, and leadership. SME2 helps clients maximize the effectiveness of in-house and agency partnerships to better achieve social media goals.
The document discusses getting the most out of social media for businesses. It covers developing a focused social media strategy, understanding available tools and applications, driving cultural change in management to effectively integrate social media, and gauging effectiveness through metrics. The key points are using social media to address business needs with a strategy, creating the right infrastructure, and driving cultural change to integrate social media. It also discusses measuring the effectiveness of social media use.
The document discusses establishing a Social Business Center of Excellence (CoE) within an organization. It states that a CoE is key to helping change traditional organizational behaviors. An effective CoE cannot be just a committee that meets monthly, but must evolve into something larger to drive real change. It will require specialized skills across areas like content strategy, technology integration and deployment. Defining the organization's content strategy will be one of the most important and difficult tasks for the CoE. The CoE must have autonomy to make business decisions around marketing and communications to enable the transformation to a media company.
This document discusses how social enterprise and internal collaboration can drive innovation. It argues that companies should embrace social media internally to improve communication, boost productivity and align departments. Implementing an internal social platform can enhance culture, leverage resources and allow ideas to flow more freely across an organization. While choosing the right technology can be difficult, the most important thing is understanding employee needs and focusing on people, not just tools.
This document discusses the challenges that companies face in becoming truly social businesses. It defines social business as deeply integrating social media and collaborative processes into an organization to drive business impact. However, the document notes that most companies say they want dialogue but lack the organizational mindset for it, as transforming structures, processes and culture is difficult. It also cites research finding that 76% of employees are not engaged at work due to lack of motivation and effort for organizational goals. True social business requires flattening hierarchies, trust and participation from employees willing to share ideas.
Getting Started with Enterprise Social NetworkingDavid Stephens
This presentation is to introduce social software and social networking. It includes a demo of Lotus Connections and some information on how to get started quickly with a Lotus Connections deployment.
This document discusses how social enterprise and internal collaboration can drive innovation in companies. It argues that social media is increasingly important both externally for customer engagement and internally to improve communication, productivity and the free flow of ideas across departments. Implementing social platforms internally can break down silos and align different parts of a company. While there are many technology options, the most important thing is understanding employee needs and focusing first on people, then processes, before choosing technology. Starting social collaboration can provide benefits like increased business agility.
How to work like a network: For the marketing leaderOffice
Enterprise Social describes a new way of working that connects individuals through a dynamic network of people and information. This allows employees to respond faster, accomplish more, and work together more effectively. The document discusses how marketers can use Enterprise Social tools like Yammer, SharePoint Online, and Microsoft Social Listening to gain customer insights, streamline collaboration both internally and externally, and grow brand awareness. It provides examples of how companies have leveraged these tools to improve communication, drive innovation, and engage employees as brand ambassadors.
If you have been working in social media for some time, you are already familiar with a Social Business Command Center (sometimes referred to as a Social Media Listening Center). Both Dell and Gatorade were early adopters of command centers and many companies are now starting to follow suit.
How to work like a network: for the health industry professionalOffice
This document discusses how enterprise social technologies can help healthcare organizations improve communication and collaboration. It describes establishing a "transformation task force" headquarters using tools like Yammer, SharePoint, Lync and Office 365 to connect providers, patients and administrators. It outlines three ways to empower the task force: using social listening to understand community health trends; keeping providers and patients connected between visits; and encouraging prevention through online health communities. The goal is for organizations to work like networks and accelerate healthcare transformation through better collaboration.
The world is constantly changing at a rapid pace. The impact of these global changes are impacting all facets of the workplace. People, technology and infrastructure are organically changing. Changes include how we communicate, the design of our physical office spaces, where we decide to work from, business tools, technology, social media technology, organizational structure and hierarchy, work/life blending, role of job satisfaction, information access and the generational make-up of our workforces. How organizations manage these interconnected workplace changes will impact their ability to engage their employees.
The key drivers of employee engagement are, always knowing what employees are thinking, intentional creation of a desired culture, recognition and value, open and transparent communication + strong leadership, career pathing and opportunities, social good and positive and real employer branding.
Changing workplaces require a change in how we conduct our day-to-day business. Social Technology is how we successfully and effectively deal with these changes. Social collaboration, social learning, social recognition, access to real-time and useful data, social recruitment and strategic employer branding. Integration of the right social technology tools will positively impact employee engagement. People are social beings, and social technology allows, enables and promotes people to be social in the workplace.
This presentation was delivered on Friday, January 10, 2014 to the delegates who competed at the 9th Annual Organizational Behaviour Case Competition at Ryerson University in Toronto. 10 Canadian business schools attended and competed. This session was meant to inspire, educate and help delegates infuse creative ideas in their presentations the following day.
What 2014 holds for Internal CommunicationsTrefor Smith
This is the follow up to last years guide to Internal Communication trends. This years guide outlines 4 main areas that we think are going to be key in 2014, along with sub themes and a wealth of hints and tips. We hope it is of benefit, and brings you success with your 2014 internal communications!
IBM Connections software helps organizations transform into social businesses by facilitating connections between employees, customers and partners. The document discusses five stories of organizations that have implemented IBM Connections and realized benefits such as increased employee productivity, accelerated innovation through improved knowledge sharing, and deeper customer relationships through more efficient customer service. These social business transformations resulted in outcomes like improved sales performance, faster problem resolution, and stronger brand advocacy.
In 2011, the US hit a milestone — more than half of all adults visit social networking sites at least once a month. But when it comes to using social-networking technologies inside organizations, many business leaders are at a loss to understand what value can be created from Facebook-like status updates within the enterprise. Some organizations have deployed social-networking features with an initial enthusiastic reception, only to see these early efforts wither to just a few stalwart participants. The problem: Most companies approach enterprise social networks as a technology deployment and fail to understand that the new relationships created by enterprise social networks are the source for value creation. In this first of two reports, Altimeter looks at four ways enterprise social networks create value for organizations.
The document discusses social employee engagement and how organizations can shift their focus from technology to people. It argues that simply providing employees with new collaboration tools is not enough and that organizations need to consider how to inspire and engage employees. The document provides a roadmap for organizations to implement social employee engagement successfully, including getting senior leadership buy-in, putting the right frameworks in place, and encouraging ongoing adoption and engagement.
Case Study: How Dell Converts Social Media Analytics Benefits into Strategic ...Dana Gardner
Transcript of a BriefingsDirect podcast on how social media can create a gold mine of information for businesses of all sizes and how proper analytics and response can created a competitive advantage.
I recently gave a keynote presentation in Slovenia on the business value of using social and collaborative tools to solve employee facing business problems. This is that presentation, enjoy and feel free to share!
This document provides an overview of social media strategies and best practices for Cisco partners. It discusses listening to customers and insights, seeding and participating in social networks, using social media for visibility, education and communication, crowdsourcing, and addressing risks. Specific platforms and metrics are mentioned for various strategies. Best practices include alignment with business objectives and having a strategic plan that includes listening, learning, planning, participation and measuring initiatives.
Leverage the Power of Social Media for Your Business: Presented by CiscoSquareOne|Consulting
The document provides an overview of social media presented by Susan Burton Lowry. It discusses definitions of social media and popular platforms, industry best practices, strategic approaches and tools for social media use, and considerations for small businesses. It also addresses risks, listening strategies, and developing a social media plan and policy.
The document discusses establishing a Social Business Center of Excellence (CoE) within an organization. It states that a CoE is key to helping change traditional organizational behaviors. An effective CoE cannot be just a committee that meets monthly, but must evolve into something larger to drive real change. It will require specialized skills across areas like content strategy, technology integration and deployment. Defining the organization's content strategy will be one of the most important and difficult tasks for the CoE. The CoE must have autonomy to make business decisions around marketing and communications to enable the transformation to a media company.
This document discusses how social enterprise and internal collaboration can drive innovation. It argues that companies should embrace social media internally to improve communication, boost productivity and align departments. Implementing an internal social platform can enhance culture, leverage resources and allow ideas to flow more freely across an organization. While choosing the right technology can be difficult, the most important thing is understanding employee needs and focusing on people, not just tools.
This document discusses the challenges that companies face in becoming truly social businesses. It defines social business as deeply integrating social media and collaborative processes into an organization to drive business impact. However, the document notes that most companies say they want dialogue but lack the organizational mindset for it, as transforming structures, processes and culture is difficult. It also cites research finding that 76% of employees are not engaged at work due to lack of motivation and effort for organizational goals. True social business requires flattening hierarchies, trust and participation from employees willing to share ideas.
Getting Started with Enterprise Social NetworkingDavid Stephens
This presentation is to introduce social software and social networking. It includes a demo of Lotus Connections and some information on how to get started quickly with a Lotus Connections deployment.
This document discusses how social enterprise and internal collaboration can drive innovation in companies. It argues that social media is increasingly important both externally for customer engagement and internally to improve communication, productivity and the free flow of ideas across departments. Implementing social platforms internally can break down silos and align different parts of a company. While there are many technology options, the most important thing is understanding employee needs and focusing first on people, then processes, before choosing technology. Starting social collaboration can provide benefits like increased business agility.
How to work like a network: For the marketing leaderOffice
Enterprise Social describes a new way of working that connects individuals through a dynamic network of people and information. This allows employees to respond faster, accomplish more, and work together more effectively. The document discusses how marketers can use Enterprise Social tools like Yammer, SharePoint Online, and Microsoft Social Listening to gain customer insights, streamline collaboration both internally and externally, and grow brand awareness. It provides examples of how companies have leveraged these tools to improve communication, drive innovation, and engage employees as brand ambassadors.
If you have been working in social media for some time, you are already familiar with a Social Business Command Center (sometimes referred to as a Social Media Listening Center). Both Dell and Gatorade were early adopters of command centers and many companies are now starting to follow suit.
How to work like a network: for the health industry professionalOffice
This document discusses how enterprise social technologies can help healthcare organizations improve communication and collaboration. It describes establishing a "transformation task force" headquarters using tools like Yammer, SharePoint, Lync and Office 365 to connect providers, patients and administrators. It outlines three ways to empower the task force: using social listening to understand community health trends; keeping providers and patients connected between visits; and encouraging prevention through online health communities. The goal is for organizations to work like networks and accelerate healthcare transformation through better collaboration.
The world is constantly changing at a rapid pace. The impact of these global changes are impacting all facets of the workplace. People, technology and infrastructure are organically changing. Changes include how we communicate, the design of our physical office spaces, where we decide to work from, business tools, technology, social media technology, organizational structure and hierarchy, work/life blending, role of job satisfaction, information access and the generational make-up of our workforces. How organizations manage these interconnected workplace changes will impact their ability to engage their employees.
The key drivers of employee engagement are, always knowing what employees are thinking, intentional creation of a desired culture, recognition and value, open and transparent communication + strong leadership, career pathing and opportunities, social good and positive and real employer branding.
Changing workplaces require a change in how we conduct our day-to-day business. Social Technology is how we successfully and effectively deal with these changes. Social collaboration, social learning, social recognition, access to real-time and useful data, social recruitment and strategic employer branding. Integration of the right social technology tools will positively impact employee engagement. People are social beings, and social technology allows, enables and promotes people to be social in the workplace.
This presentation was delivered on Friday, January 10, 2014 to the delegates who competed at the 9th Annual Organizational Behaviour Case Competition at Ryerson University in Toronto. 10 Canadian business schools attended and competed. This session was meant to inspire, educate and help delegates infuse creative ideas in their presentations the following day.
What 2014 holds for Internal CommunicationsTrefor Smith
This is the follow up to last years guide to Internal Communication trends. This years guide outlines 4 main areas that we think are going to be key in 2014, along with sub themes and a wealth of hints and tips. We hope it is of benefit, and brings you success with your 2014 internal communications!
IBM Connections software helps organizations transform into social businesses by facilitating connections between employees, customers and partners. The document discusses five stories of organizations that have implemented IBM Connections and realized benefits such as increased employee productivity, accelerated innovation through improved knowledge sharing, and deeper customer relationships through more efficient customer service. These social business transformations resulted in outcomes like improved sales performance, faster problem resolution, and stronger brand advocacy.
In 2011, the US hit a milestone — more than half of all adults visit social networking sites at least once a month. But when it comes to using social-networking technologies inside organizations, many business leaders are at a loss to understand what value can be created from Facebook-like status updates within the enterprise. Some organizations have deployed social-networking features with an initial enthusiastic reception, only to see these early efforts wither to just a few stalwart participants. The problem: Most companies approach enterprise social networks as a technology deployment and fail to understand that the new relationships created by enterprise social networks are the source for value creation. In this first of two reports, Altimeter looks at four ways enterprise social networks create value for organizations.
The document discusses social employee engagement and how organizations can shift their focus from technology to people. It argues that simply providing employees with new collaboration tools is not enough and that organizations need to consider how to inspire and engage employees. The document provides a roadmap for organizations to implement social employee engagement successfully, including getting senior leadership buy-in, putting the right frameworks in place, and encouraging ongoing adoption and engagement.
Case Study: How Dell Converts Social Media Analytics Benefits into Strategic ...Dana Gardner
Transcript of a BriefingsDirect podcast on how social media can create a gold mine of information for businesses of all sizes and how proper analytics and response can created a competitive advantage.
I recently gave a keynote presentation in Slovenia on the business value of using social and collaborative tools to solve employee facing business problems. This is that presentation, enjoy and feel free to share!
This document provides an overview of social media strategies and best practices for Cisco partners. It discusses listening to customers and insights, seeding and participating in social networks, using social media for visibility, education and communication, crowdsourcing, and addressing risks. Specific platforms and metrics are mentioned for various strategies. Best practices include alignment with business objectives and having a strategic plan that includes listening, learning, planning, participation and measuring initiatives.
Leverage the Power of Social Media for Your Business: Presented by CiscoSquareOne|Consulting
The document provides an overview of social media presented by Susan Burton Lowry. It discusses definitions of social media and popular platforms, industry best practices, strategic approaches and tools for social media use, and considerations for small businesses. It also addresses risks, listening strategies, and developing a social media plan and policy.
The document provides an overview of a workshop on mastering social media for business growth. It discusses the opportunities social media presents, such as increased customer insight, brand awareness, and sales. It also notes that while interest is growing, many businesses lack clear social media strategies and objectives. The workshop aims to help businesses develop successful social media strategies and determine how to measure their return on investment.
tcs analysis and commentary on web through social mediaVeer Pratap Singh
The document provides an overview of social media marketing and Tata Consultancy Services' (TCS) analysis and commentary on their social media strategy. Some key points:
- Social media marketing is focused on creating engaging content to encourage sharing and organic spread of a company's message. It allows for inexpensive marketing campaigns.
- TCS conducted research on their social media use, analyzing platforms, tools, and methods used. They found that measurement, integration, and video marketing were top priorities for marketers.
- The majority of TCS' time spent on social media is 6+ hours per week, with over a third spending 11+ hours. Their research provided insights to improve TCS' own social media strategy
The document provides an overview of a training program on mastering social media for business growth. It discusses the opportunities social media presents, including increased sales, brand awareness, and customer insights. While some businesses have made progress using social media, more need a strategic approach with clear objectives and performance metrics. The program will address developing an effective social media strategy and overcoming challenges through workshops, online resources, and exercises.
Maximize Your Digital Impact Elevate Your Brand with Expert Social Media Stra...Sarah Boyer
A social media strategy agency is a firm that specializes in creating and implementing strategies for businesses on social media platforms. These agencies are experts in understanding the nuances of different social media platforms, the behavior of online communities, and the latest trends in digital marketing. Their primary goal is to help businesses establish a strong online presence, create engaging content, and interact effectively with their target audience.
The document discusses social media trends and strategies for businesses to build a successful social media presence. It provides definitions of social media, discusses the current social media landscape and survey results on business usage. It then outlines key strategies for businesses, including developing a social media strategy, setting goals and metrics, allocating resources, and promoting social media integration. The document advocates that social media requires a strategic, long term approach beyond just engaging customers.
The document provides an overview of a webcast on developing a successful social media strategy for business growth. It discusses evaluating the social media landscape and an organization's readiness. It also covers creating a social media strategy using a balanced scorecard approach, developing action plans, monitoring performance, and addressing organizational issues. The key areas covered in the webcast are evaluating the external social media environment, conducting an internal analysis, developing a strategic plan and action items, performance evaluation, and ensuring organizational support.
Social Media for Development: Transforming Society and GovernanceRichard Grimaldo
A 2-day seminar (Oct 29-30, 2018) on social media designed for government agencies who wanted to use social media as a development tool for governance. It is designed to introduce social media, its origin and various applications in the development context.
Held at DICT, ICT Literacy and Competency Development Bureau, UP Diliman, Quezon City
Social Business Outreach Engagement Strategies For 2013Richard Sink
My clients value the transparency of my approach. For more than 9 years now I have been able to explore, examine and implement a variety of tactical social media engagements with measurable results.
Most businesses find they don't know which tools to use or how to effectively utilize them. It takes a unique blend of expertise and experience that will drive expected results.
Since 2004, my clients have looked to me to establish how new technologies and social media channels can solve business problems, improve business processes and achieve a competitive advantage that will positively impact the bottom-line results. This examines the value I bring to my clients.
This document discusses social media and Web 2.0 best practices from SAP. It covers:
1) Topics around Web 2.0, social media, and SAP's involvement including blogs and communities.
2) Why companies should embrace social media, including increased revenue, brand awareness, and search rankings.
3) Common pitfalls around social media like not having clear objectives or engaging audiences. It provides tips on avoiding these pitfalls through strategy and goals.
The document discusses the role of the Chief Information Officer (CIO) in developing social media policies for an organization. It notes that while CIOs initially cringe at social media due to risks, they will eventually own it. The CIO should provide a holistic view of potential social media uses, evaluate risks and benefits, identify appropriate technology, and support efforts to understand current employee social media usage. As organizations with experience implementing new policies and technologies, CIOs can help drive a successful social media policy rollout and advocate for such a policy in the C-suite. The document provides examples of key elements to include in a social media policy for employees.
Office Products Plus is a small office supply reseller that lacks a social media presence. A social media strategy is proposed that includes developing an online listening program to understand customer sentiment and share of voice. A roadmap is outlined that implements social media tools like a blog, email campaigns, and print marketing to convey messaging and build loyalty. Goals include growing Facebook likes and Twitter followers while measuring promotions. Lessons include committing resources to social media and knowing customer objectives, as social media can benefit businesses that aggressively promote themselves online.
This document discusses using social media to engage employees. It notes that as digital natives enter the workforce, employees will expect to use social tools at work. While some research shows social media can improve engagement, many companies remain cautious due to fears over productivity and risks. The document advocates developing a "Workforce 2.0" culture that freely shares information using social platforms to boost collaboration, problem-solving and employee contributions. It provides strategies for integrating social tools internally and realizing benefits like improved idea-sharing, knowledge access and employee satisfaction. Success requires a strategic, sustained approach to socialize appropriately and demonstrate business impacts.
The document outlines the key components and steps to developing an effective social media marketing plan. It recommends beginning with an executive summary that highlights the goals and strategies of the plan. It also suggests conducting a competitive analysis by creating a SWOT chart and analyzing the company's current social media presence. The plan should then detail the content creation, distribution, and monitoring tactics that will be used across different social media platforms to meet marketing objectives and metrics for tracking engagement and ROI.
Best Practices Social Media Marketing For BusinessSurekha Parekh
This document provides an overview of social media marketing for businesses. It discusses the importance of social media marketing, defines key terms like social media marketing and different social media channels. It also provides best practices for social media marketing including tips for using platforms like Facebook, LinkedIn, blogs and Twitter. Measurement of social media effectiveness and engagement is also covered. The document aims to help businesses understand social media marketing and how to get started.
Similar a Social Media Skills: Community Roundtable discussion (20)
This document discusses opportunities and challenges for communicators in building social businesses. It outlines how the internet has evolved from a static to interactive medium centered around people connecting. This represents both opportunities and challenges for businesses to engage customers through social media. The document advocates for listening to customers, empowering employees, and measuring relationships rather than just outputs to build social businesses.
Reputation and Brand in an Instantly Connected WorldRichard Binhammer
The document discusses how social media and online communities have changed business and customer relationships. It provides examples of how Dell has embraced social media over the past decade, from launching online discussion forums and communities to becoming active on platforms like Twitter and Facebook. The document emphasizes that social media is a tool that can be leveraged across different business functions to provide insights from customers, improve products and services, generate leads and sales, and enhance customer service. It also stresses that companies must listen to customers online and engage with them across the social web in order to build relationships and trust.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
HOW TO START UP A COMPANY A STEP-BY-STEP GUIDE.pdf46adnanshahzad
How to Start Up a Company: A Step-by-Step Guide Starting a company is an exciting adventure that combines creativity, strategy, and hard work. It can seem overwhelming at first, but with the right guidance, anyone can transform a great idea into a successful business. Let's dive into how to start up a company, from the initial spark of an idea to securing funding and launching your startup.
Introduction
Have you ever dreamed of turning your innovative idea into a thriving business? Starting a company involves numerous steps and decisions, but don't worry—we're here to help. Whether you're exploring how to start a startup company or wondering how to start up a small business, this guide will walk you through the process, step by step.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Top 10 Free Accounting and Bookkeeping Apps for Small BusinessesYourLegal Accounting
Maintaining a proper record of your money is important for any business whether it is small or large. It helps you stay one step ahead in the financial race and be aware of your earnings and any tax obligations.
However, managing finances without an entire accounting staff can be challenging for small businesses.
Accounting apps can help with that! They resemble your private money manager.
They organize all of your transactions automatically as soon as you link them to your corporate bank account. Additionally, they are compatible with your phone, allowing you to monitor your finances from anywhere. Cool, right?
Thus, we’ll be looking at several fantastic accounting apps in this blog that will help you develop your business and save time.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
SATTA MATKA SATTA FAST RESULT KALYAN TOP MATKA RESULT KALYAN SATTA MATKA FAST RESULT MILAN RATAN RAJDHANI MAIN BAZAR MATKA FAST TIPS RESULT MATKA CHART JODI CHART PANEL CHART FREE FIX GAME SATTAMATKA ! MATKA MOBI SATTA 143 spboss.in TOP NO1 RESULT FULL RATE MATKA ONLINE GAME PLAY BY APP SPBOSS
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
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Social Media Skills: Community Roundtable discussion
1. Binhammer Social Business
Social Business & Communications Consulting
How to Find Community & Social Talent
Using an Assessment Model:
A Review and Discussion
April 2, 2014
The Community Roundtable – “the network of the
smartest social business leaders”
2. 2Binhammer Social Business
Social Business & Communications Consulting
Skills:
Important to what
people do
&
how business
succeeds
Always changing
4. 4Binhammer Social Business
Social Business & Communications Consulting
Change has
come fast
Still the early
phase of
adoption &
integration
Source: Altimeter State of Social Business, 2013
Company size (5,000+ employees) = 19 to 50
full time staff working in social media
5. Binhammer Social Business
Social Business & Communications Consulting
Talent Gaps Across the Board
Source: Online Marketing Institute, Digital Talent Marketing Study, Nov 2013
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6. Binhammer Social Business
Social Business & Communications Consulting
Rapid Change & Adoption: Pressure Points
On Skills, Impacting Business and Success
• 74% of business executives say their company has a
digital strategy, but only 15% believe that their
company has the skills and capabilities to execute on
that strategy.
• 68% of business-unit leaders believe the functional
teams in their companies act as barriers to effective
coordination.
“The need to think of your company as part of a dynamic
ecosystem of value that connects digital resources inside
and outside the company” Forrester, Future of Business as
Digital, March 2014
• 66% of marketers feel digital is critical to their
company’s success and yet less than half feel highly
proficient in digital marketing. Most digital marketers
don’t have formal training; 82% learn on the job.
Adobe, Digital Distress Study, Sept 2013
• Executives cite overall organization shortcomings,
including: new approach to managing talent by
applying flexible team structures, engaging outside
collaborations…and building and acquiring the skills
necessary to carry out a digital business
agenda….companies need to be resourceful in
developing homegrown skills.
McKinsey 2012, Digital and Executive Challenges
• The top 3 executive concerns related to social
adoption: 1) IT security 2) skills 3) compliance
Hootsuite IDG white paper, March 2014
• CEOs indicate concerns about finding and keeping the
talent their companies need to realize their digital
goals.
McKinsey August 2013, Bullish On Digital
• 65% percent of social media staffers juggle other
responsibilities, while only 27 percent focus exclusively
on the emerging platform.
Ragan Survey, December 2012
• By 2018 the US is predicted to lack around 1.5 million
managers and analysts with sufficient technical and
digital know-how to make effective decisions.
• Over 90% of the companies stated that they did not
have necessary skills in the areas of social media,
mobile, internal social networks, process automation
and performance monitoring and analysis
• Despite the skills shortage, only 46% of companies are
investing in developing digital skills. Only 4% of
companies interviewed are aligning their training
efforts with their digital strategy.
Cap Gemini, The Digital Talent Gap, 2013
• 64% of marketers expect their role to change in the
next year and 81% believe their role will change in the
next three years.
• The path to reinvention remains a challenge.
Respondents cited lack of training in new marketing
skills (30%) and organizational inability to adapt (30%)
among the top obstacles to becoming the marketers
they aspire to be.
Adobe, Digital Roadblocks, March 2014
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7. 7Binhammer Social Business
Social Business & Communications Consulting
Why Skills Matter
Community
Managers see
implications of
skill gaps across
departments
8. 8Binhammer Social Business
Social Business & Communications Consulting
Why Skills Matter
Behind every social
strategy & use of
social platforms by
business
The need for
professionals with
increasingly deeper
and sophisticated
skills
9. 9Binhammer Social Business
Social Business & Communications Consulting
The Idea:
Delivering Social
Media Excellence
Talent and skills
across diverse
functions +
Breadth of expertise
across departments
10. 10Binhammer Social Business
Social Business & Communications Consulting
The Framework
Talent Assessment
Across
Organization
Mapped to
Strategy
Requirements
Content
Production
Project
Management
Skills particular
to Social Media
Social Specific
Skills
Social Media
Center of
Excellence
Leadership Skills
30+ competencies. Basic,
Intermediate & Strategic
Levels
Processes, Internal &
External
Tools, Governance
Resources
The Social Strategy for Business
11. 11Binhammer Social Business
Social Business & Communications Consulting
How it Works
Focused on social
skills across
business
departments
Integration of social
skills into various
business functions
1. Identify ideal skills inventory to deliver
the Social Strategy. Do you have them?
Alter Strategy/Expectations
Professional skills development
Hire staff with required Skills
Utilize agency resources
Redefine Business-Agency Mix
2. Identify skills inventory in place.
Determine how to proceed with the
Social Strategy.
13. 13Binhammer Social Business
Social Business & Communications Consulting
By the way,
on a personal
note
another real
value that I
believe in
(hope you might
also agree)
PEOPLE
Graphic Credit: Gapingvoid
14. Amazing Partners
Mark Dollins, North Star
Communications
Consulting offers core
capabilities in marketing
and communications
talent development
Shel Holtz, Holtz
Communications
+ Technology offers
content, digital and social
media strategies, internal
communications consulting,
speaking and training.
http://sme-squared.com/
SME² is focused on defining
social media competencies,
assessing talent, enhancing
capabilities, leveraging
current staff levels and
recommending changes that
can improve work flow.
15. Binhammer Social Business
Social Business & Communications Consulting
Example from each category,
re:slide 10
Sample skills and levels defined
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Social Business & Communications Consulting
Content Production: Blogging
Minimal/Foundational Exposure: Demonstrates ability to
post relevant and timely content and consistently
delivers well-written, length-appropriate copy with an
authentic personal voice with editing. Shows ability to
connect content consistently to the business/brand.
Posts routinely deliver value to readers/audience beyond
a company news release and link to credible third
parties. Blog posts often generate comments from
readers and/or are shared on the Web or other channels
through links back to the blog posts. Responds to
comments in a timely manner and in a way that extends
the “conversation.”
Capable/mid-level: Strategically drives content in ways
that position the blog/blogger as a knowledgeable source
and industry leader with little to no editing or direction.
Uses social media tools to further refine and define
timely content that drives increasingly stronger
readerships and increasingly higher levels of
engagement/comments and responses.
Advanced/Mastery: Successfully coaches others to blog
with increasingly stronger levels of success. Extends blog
reach and credibility using third parties/guest bloggers.
Strengthens blog readership and presence through
integrating other tools (video or podcasting) and utilizing
other social channels. Routinely brings emerging best
practices in blogging to company/brand blogging efforts,
while creatively exploring new/organic practices that
drive blog success.
Blogging: A discussion or informational site published on the
World Wide Web consisting of discrete entries ("posts") typically
displayed in reverse chronological order (the most recent post
appears first) and with links to other blogs and sources. A blog
consists1616 primarily of text-based commentary and personal
opinions – but may also feature video, graphics, and other digital
media -- resulting in comments and interaction that distinguish
blogs from other static web sites.
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17. Binhammer Social Business
Social Business & Communications Consulting
Project Management/Social:
Social Visual Communications
Minimal/Foundational Exposure: Consistently identifies
appropriate social sites with little to no direction and
matches to company visual assets in order to garner attention
and traffic, reshares/likes/favorites/repins etc.
Capable/mid-level: With no direction, proactively tells the
business story in a strategic way on the Web using visual
communications, integrating on- and off-domain, as well as
with text and other tools. Deploys solid measurement
capabilities across all platforms and collects and analyzes
data in timely ways to drive actionable decisions.
Advanced/Mastery: Demonstrates capacity to integrate Visual
formats across all on-domain social platforms and build an
effective proactive visual story telling strategy. Deploys that
strategy across various social visual sites. Provides strategic
counsel to business segments and products seeking constant
guidance on best visuals and sites to maximize connection
with customers.
Social Visual Communication: Understanding the shift
from text to the use of visuals as a primary
communication tool and how to make business use of
visual social platforms, such as Flickr, Instagram,
Pinterest, Tumblr and Vine, to drive a business result.
Credit: Hugh Mcleod, GapingVoid visual 17
18. Binhammer Social Business
Social Business & Communications Consulting
Social Specific Skill: Internal
Social Media Minimal/Foundational Exposure: Understands tactical
use of social media tools for internal applications
(wikis, blogs, IM platforms, etc.) and is active in that
space; can deploy tactical use of platforms like
Yammer, Sharepoint, and Bright Idea to drive awareness
and understanding of organization/brand priorities and
uses them to drive dialogue, feedback and engagement.
Capable/mid-level: Uses social media platforms
strategically to drive short and longer-term business
priorities, and enable collaboration on most critical of
business growth drivers. Drives not only the deployment
of social media platforms, but change management
strategies to ensure that employees adopt new
behaviors that drive use of social media platforms and
tools. Defines and uses metrics and analytics that drive
actionable decision-making for the business and for
social media platforms and tools. Innovates to drive
new uses of social media platforms, and effectively
partners with Legal, HR, IT and business/brand
priorities and social media policy development for
internal stakeholders. Links internal to external social
media strategies, and actively seeks solutions for the
mobile employee.
Advanced/Mastery: Actively seeks and deploys cutting-
edge social media capabilities and drives internal social
media competency development in others. Drives clear,
compelling social media strategies, and influences
internal brand and global reputation priorities. Drives
policy decisions to optimize social media.
Internal Social Media: Collaboration, innovation and productivity
are the key benefits of using social media internally. Deploying
these platforms behind the firewall, organizations not only must
help employees understand what the tools are; they must deploy
change management discipline to ensure employee behaviors and
attitudes support the adoption of these tools.
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19. Binhammer Social Business
Social Business & Communications Consulting
Center of Excellence: Digital &
Social Project Planning
Minimal/Foundational Exposure: Consistently demonstrates
tactical planning expertise that delivers measureable outcomes
with social media efforts, such as increased traffic, brand
awareness or affinity, or product sales. Demonstrates
consistently effective use of planning tools, and with some
direction, can produce a plan that shows clear strategic
concepts, a well articulated goal, achievable milestones and
reporting capabilities.
Capable/mid-level: With little to no direction, integrates social
project plans with more comprehensive business programs to
drive business results. Can drive multiple social media efforts
using integrated planning, platforms and effectively sells-in
plans to P&L owners. Consistently demonstrates capacity for not
only designing plans, but flawlessly implementing them.
Effectively anticipates roadblocks and works proactively to
mitigate/remove them without having to compromise on
expected deliverables from the plan.
Advanced/Mastery: Coaches and develops business project
managers on how to include social business planning as part of
their projects. Drives increasingly stronger planning capabilities
(including new/evolving tools and processes) that deliver on
expected results for the business and from the team. Provides
counsel on actions, social platforms, digital assets to be
deployed, timing, plans for engagement with key audiences and
engages senior executives in their roles or as supporters of the
plan, and drives that capability in others.
Digital/Social Project Planning: Effective social media
efforts don’t happen by accident. They come from identifying
strategic courses of action in the digital and social field
(programs of actions, social platforms and digital assets to be
deployed, timing, plans for engagement with key audiences).
They demand a thoughtful allocation of business resources
(budget and people) to achieve a specific business result –
which can, and should, be measured.
19Graphic Source: Center of Excellence Models, Altimeter