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SOCIAL BUSINESS PLANNING© BUILDING AN INTELLIGENT BUSINESS & CONNECTED BRAND David Armano & Mike Kuczkowski Edelman Digital | Edelman ConsulGng
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Social Business Planning

Aug 11, 2014

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Edelman's approach and methodology for doing business in a connected age.
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Page 1: Social Business Planning

SOCIAL  BUSINESS  PLANNING©  BUILDING  AN  INTELLIGENT  BUSINESS  &  CONNECTED  BRAND    David  Armano  &  Mike  Kuczkowski    Edelman  Digital  |  Edelman  ConsulGng  

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THE  WORLD  HAS  CHANGED  

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Today,  70%  OF  ALL  INFORMATION  is  created  by  individuals  and  the  size  of  the  digital    universe  DOUBLES  EVERY  TWO  YEARS  

IN  A  MULTI-­‐STAKEHOLDER  WORLD,  PARTICIPATION  TRUMPS  BROADCASTING  

Source: IDC, “Digital Universe Study”, 2011

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CUSTOMERS  CAN  BE  ADVOCATES  

“For brands today in this fragmented world getting us, as multifaceted people, to take action and engage is one of the biggest challenges marketers face” ~Christina Smedley, Edelman Global Chair Consumer Marketing  

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OR  “BADVOCATES”  

“The first duty of a revolutionary is to get away with it” ~Abbie Hoffman  

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“To  succeed  with  empowered  customers,  you  must  empower  your  employees  to  solve  customer  problems”  ~Josh  Bernoff,  Forrester  Analyst  &  Author  of  Empowered  

EMPLOYEES  ARE  AMBASSADORS  

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“For  the  first  Gme,  this  year’s  Trust  Barometer  shows  that  trust  and  transparency  are  as  important  to  corporate  reputaGon  as  the  quality  of  products  and  services”    ~Edelman  Trust  Barometer  

INFORMATION  HAS  BEEN  UNLEASHED  

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“It‘s  esGmated  that  the  combined  installed  base  of  smartphones  and  browser-­‐equipped  enhanced  phones  will  surpass  1.82  billion  units  by  2013,  eclipsing  the  total  of  1.78  billion  PCs  by  then.”  ~eMarketer,  Gehng  To  Know  The  Mobile  PopulaGon        

MEDIA  HAS  CHANGED  

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“To stand out in a commoditized market, companies must understand what customers truly value. The only way to do that is to break down the traditional, often entrenched, silos and unite resources to focus directly on customer needs." ~Ranjay Gulati, Harvard Business Review  

BUT  YOUR  BUSINESS  HASN’T  

marketing public relations sales customer

service product

development

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SOCIAL is not a “silver bullet” for business. It just CHANGES THE GAME…again.

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CHALLENGES    ORGANIZATIONS  FACE  

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CHALLENGES:  UNCLEAR  OBJECTIVES,  MEASUREMENT  &  ROI  

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CHALLENGES:  UNDERPERFORMING  DIGITAL/SOCIAL  INITIATIVES  

Organizations have unrealistic expectations of social media effectiveness and therefore are unable to harness benefits

Experienced organizations have realized the difficulties with social media objectives and ROI and have taken new, practical approaches to implementation

Benefits of Social Media have been fully demonstrated by a select few organizations

WE ARE HERE

Based upon the Gartner Hype Cycle

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CHALLENGES:  MISALIGNED  SKILLS  &  COMPETENCIES  

marketing

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CHALLENGES:  LACK  OF  COORDINATION  &  INTEGRATION  

marketing

“Your marketing department has set up a Facebook page. Your human resources department is thinking about using social media as a recruiting tool. Your sales department isn’t quite sure how social media can deliver qualified sales leads. Your employees are tweeting away about what they’re doing all day at work. Your IT department is worried about the threat of viruses and malware. Your customer service department is overwhelmed by the amount of content out there that needs monitoring. Sounds like chaos." ~ Veronica Fielding  

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CLOSED Silos, rigidity & information hoarding vs.

collaboration

COLLABORATIVE Freely sharing information and

knowledge internally while acting more social externally

CONNECTED Connecting internal and external ecosystems/

communities for mutual gain

*For an evolved version of this visual concept (in collaboration with Brian Solis), see The End of Business As Usual

16  

“A new organizational structure is required to accommodate and benefit from the culture of sharing that social media has fueled over the last four years. The information flow we all experience daily can no longer be organized into neat org-chart silos." ~Charlene Li, Author of Open Leadership  

CHALLENGES:  CLOSED  BUSINESS  CULTURE  

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BRANDS  MUST  BECOME  SOCIAL,  CONNECTED  AND  AGILE    

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Social  Enterprise  +  Social  Brand  =  Social  Business  

Community  Management  Customer  Service  CommunicaJons  Crowdsourcing  

Marketing  Campaigns  Advocacy  Crisis    

SOCIAL  BRAND  (External)  

SOCIAL  ENTERPRISE  (Internal)  

SOCIAL  BUSINESS  

Training  Process  

CollaboraJon  Organization Models  

Research  &  Development  Policies  &  Guidelines  Knowledge  Sharing  

Culture  

Initiatives

Infrastructure

Source: David Armano, Edelman 2011, edelmandigital.com

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SOCIAL  BUSINESS  EXTENDS  THE  ENTERPRISE  

*Source: McKinsey Quarterly, How social technologies are extending the organization

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SOCIAL  BUSINESS  PLANNING  DRIVES  STRATEGY  &  EXECUTION  

SOCIAL  BUSINESS  PLANNING  (people,  process,  plarorms)  

SOCIAL/DIGITAL  STRATEGY  &  PROGRAMS  (engagement,  content,  communicaGon,  collaboraGon,  programs)  

 IMPLEMENTATION  &  EXECUTION  

(deployment,  maintenance,  measurement,  refinement,  integraGon)    

Source: David Armano, Edelman 2011, edelmandigital.com

INTERNAL + EXTERNAL INITIATIVES

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WHY  BECOME  A    “SOCIAL  BUSINESS”?  

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Move past being a linear process-driven organization and create a new, dynamic, networked businesses

CUSTOMERS  HAVE  EVOLVED  AND  SO  MUST  BUSINESS  

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EVERYONE  IS  AN  ACTIVIST    

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CRISIS  MANAGEMENT  IS  REAL  TIME  

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MARKETING  IS  SOCIAL  

Energizer is an Edelman Client

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IDEAS  CAN  COME  FROM  ANYWHERE  

Starbucks is an Edelman Client

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BUSINESS  EMBRACES  RESPONSIBILITY  

"We're  calling  for  a  business  model  that    decouples  growth  from  environmental    impact,  and  that  frankly  isn't  out  there  yet,”  ~Paul  Polman,  Unilever  CEO  

Unilever is an Edelman Client

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PUBLICS  SEEK  PURPOSE  

“86 percent of global consumers believe that business needs to place at least equal weight on society’s interests as on a business’ interests.” ~Edelman 2010 Good Purpose Study  

Starbucks is an Edelman Client

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BEING  SOCIAL  WITHIN  

LEARN  ABOUT  CO-­‐WORKERS  personally and professionally MINE  NETWORKS  OF  CONTACTS  and acquaintances for advice, references and referrals

FORM  TEAMS, communities or informal groups COLLABORATE,  DISCUSS  AND  COMMENT  on work products

ORGANIZE  AND  IDENTIFY  relevant work within the organization

ALERT  USERS  to relevant information

*Source: Gartner, “Magic Quadrant for Social Software in the Workplace”, 2011 August; Edelman Consulting analysis

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SOCIAL  BUSINESS  PLANNING  DEFINED  

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SOCIAL  BUSINESS  PLANNING    

Social business planning is the blueprint for the transformation of an organization—bridging the external with internal, resulting in a more connected way of doing business which creates shared value for all stakeholders  

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Customer Service

Sales/Commerce

Market Research

Advertising/Promotions

Public Relations

Internal Communications

Recruiting

MARKETING  

FINANCE  

SALES  

COMMUNICATIONS  

HUMAN  RESOURCES  

Product Development INFORMATION  TECHNOLOGY  

OPERATIONS  

PRODUCT  DEVELOPMENT  

EXTEND  SOCIAL  MEDIA  BEYOND  MARKETING  

SOCIAL MEDIA USE DEPARTMENT CORPORATE USAGE %*

88%

48%

40%

96%

<10%

56%

24%

75%

NOT  JUST  A  MARKETING  FUNCTION.    

Social  media  impacts  the  enGre  organizaGon.    

Embrace  social  media  internally  and  externally  and  watch  your  organizaGon  grow  from  the  inside  out  and  outside  in.    

*Source: Booz & Co. and Buddy Media, “Campaigns to Capabilities: Social Media & Marketing”, 2011

UNRE

ALIZED

 PO

TENTIAL

 

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SOCIAL  BUSINESS  BECOMES  THE  CONNECTIVE  TISSUE    

SOCIAL  BUSINESS  

MARKETING  

PUBLIC  RELATIONS  

CUSTOMER  SERVICE  

SALES  PRODUCT  DEVELOPMENT  

HUMAN  RESOURCES  

SUPPLY  CHAIN  

BEYOND  BUSINESS  SILOS  Social  Business  Planning  looks  at  mulGple  operaGons  across  the  organizaGon  and  idenGfies  opportuniGes  for  the  integraGon  of  doing  business  in  a  more  social  way.    

A  social  business  is  a  connected  business.  

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SOCIAL  BUSINESS  SYSTEMS  NEED  TO  INTEGRATE  

IntegraGon  Planning  

Legacy    

ExisGng  

Social  

Internal   External  

Source: David Armano, Edelman 2011, edelmandigital.com

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THE  PATH  TO  BECOMING  A  SOCIAL  BUSINESS  

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Develop an approach to undertake your social business endeavor. Decide where to start, what the finish line looks like and what the organization is willing to commit to get from point A to point B.

A  CONTINUOUS  EVOLUTION  

Define a social business strategy that outlines core objectives, roadmap, measurement, process and technology integration. Identify, evaluate and prioritize stakeholder needs and wants into an overall stakeholder engagement plan.

Align the organization to fully harness the power of social permeating the internal and external enterprise.

Enact the social media strategy and engage each major stakeholder group through social media.

Becoming a social business is NOT A CAMPAIGN—it is a CONTINUOUS EVOLUTION.

Source: Edelman Consulting 2011

ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION

Take a continuous “measure and respond” approach around social media investments, optimizing the execution model based on continuous stakeholder feedback.

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STEP  1:  APPROACH  

Often two approaches: 1. Wait until you’ve mastered current social media implementations (popular) 2. Galvanize leaders around social needs and begin to add layers of social engagement now (recommended)  

Source: Edelman Consulting 2011

ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION

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STEP  2:  STRATEGY  

Source: Forrester. “Social Business Strategy for CIOs” ,February 2011

Utilize pre-built frameworks to organize a clear, actionable plan  

ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION Source: Edelman Consulting 2011

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STEP  3:  ORGANIZATION  

Break down functional silos around social media with aligned and coordinated organizational structures  

Source: Edelman Consulting 2011

ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION

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STEP  4:  ENGAGEMENT  

Activate social business strategy across various stakeholders  

CUSTOMERS  

BUSINESS  PARTNERS  

EMPLOYEES  

MEDIA  

Source: Edelman Consulting 2011

ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION

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STEP  5:  EVALUATION  

Evaluate data, analyze for meaning and adapt with change  

Source: Edelman Consulting 2011

ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION

gather  

synthesize  

evaluate  

disseminate  

adapt  

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STRATEGY:  SOCIAL  BUSINESS  PLANNING  FRAMEWORK  

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3  P’s:  THE  SOCIAL  BUSINESS  TRIUMVERATE  

People  

Plarorms  Process  

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A  FOUR  PRONGED  FRAMEWORK  

STRATEGY Vision

Business Objectives

Roadmap

MEASUREMENT Key Performance

Indicators

Analytics & Methodology

ORG & GOVERNANCE Organizational Design

Governance & Control

Culture & Leadership

ECOSYSTEM Audience

Engagement

Risk

PROCESS PLATFORMS

PEOPLE

Source: Edelman Consulting 2011

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•  Learning  and  listening  •  Visibility  •  Knowledge  sharing  

Internal  Intelligence  

•  Demand  generaGon  •  Lead  generaGon  •  Conversion  

Sales  

•  Brand  awareness  •  Engagement  data  • Word  of  mouth  

Awareness  

•  Brand  engagement  •  Customer  loyalty  

RetenGon  

Bus

ines

s O

bjec

tives

STRATEGY ALIGN  SOCIAL  ACTIVITIES  WITH  BUSINESS  STRATEGY  

* Edelman Consulting analysis based on Gartner research

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CONSTRUCT  THE  ROADMAP:  FROM  CRAWLING  TO  FLYING  

CRAWL  

• Steering  Commiwee  IdenGfied  • Governance models in place  • Internal  network  deployed  •   Listening  tools  &  process  in  place  • KPI/Measurement  Framework  Established  

• Policy  established  • Center  of  Excellence  IdenGfied  

•  Public  Facing  ModeraGon  Policy  • Community  CoordinaGon  • Content  Development  • Controlled  Paid  Media  in  Social  

• Social  Enterprise  Architecture  Constructed  

• Rules Of Engagement Circulated

• Early Adopter Training Initiated • Monitoring/AnalyGcs  inform  policy,  process  and  content  

• Community  Management  Plan  AcGvated  

 

THE  BUSINESS  ITSELF  IS  SOCIAL  

POLICY,  PROCESS,  PROCEDURE  

• Social  properGes  enhanced  • Voice  and  tone  established  • Influencers  idenGfied  • Test  &  learn  pilots  launched  •  Content  Published  Across  MulGple  ProperGes  

• Partners  Coordinated  &  Connected  To  Internal  Lead  

• Social  CMS  Tools  &  Internal  Staffing  Formalized  • Regional  AddiGons  to  Steering  Commiwee  

• Training  Rolled  Out  In  Across    EnGre  OrganizaGon  

• Systems Integrated on Back End

• Employees, Partners, & Customers Connected  • Culture  of  OrganizaGon  More    Adaptable  • People,  Processes  &  Plarorm  Maturity  Well  Established  

• Influencer  Partnerships  formed  • Plarorm  Partnerships  solidified  •   Engagement  at  scale  established  •   CoordinaGon  Exists  Between    Social,  Owned,  Mainstream  &  Hybrid  ProperGes  

• Measurement,  KPI’s  Formalized  &  Standardized  Across  OrganizaGon  

 

• Ambassador  Programs  operaGng  globally  

• Employees  engaged  systemaGcally  • Systems  integrated  on  front  end    • All  business  funcGon  integrate  social  layer  

• Product  /service  innovaGons  result  

I  N  T  E  R  N  A  L  

E  X  T  E  R  N  A  L  

AD  HOC  SOCIAL  MEDIA  TACTICS  

WALK  PROPERTY  MANAGEMENT  

RUN  ECOSYSTEM  ENGAGEMENT  

FLY  SOCIAL  INNOVATION  &  

 INTEGRATION  

STRATEGY

Source: Edelman 2011, edelmandigital.com

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PILOT A PILOT A PILOT A PILOT B PILOT C PILOT B

47  

TEST  PILOTS  AND  VALIDATE  OUTCOMES  

SOCIAL  BUSINESS  PLANNING      

STRATEGIC  INITIATIVE  

ACROSS  ALL  BRANDS/BUSINESS  FUNCTIONS  &  TEAMS  

AT  THE  BRAND/BUSINESS  FUNCTION  LEVEL  

STRATEGIC  INITIATIVE   STRATEGIC  INITIATIVE  

 Planning:  Infrastructure                  IniJaJves:  Strategic  efforts                  Pilots:  Measurable  tacGcs  

Source: David Armano, Edelman 2011, edelmandigital.com

STRATEGY

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MAP  STAKEHOLDERS  AND  IDENTIFY  CONNECTIVE  TISSUE    

• People  who  do  business  with  the  organizaGon  • Can  be  split  into  high-­‐value  and  new  customers  Customers  or  Prospects  

•  IdenGfiable  people  on  the  payroll  Employees  

• PR  and  corporate  communicaGon  departments  as  well  as  company  execuGves  Corporate  

• Suppliers,  vendors,  contractors,  alumni  Business  Partners  

• AddiGonal  individuals  who  interact  on  the  social  web  Social  Web  

ECOSYSTEM

* Edelman Consulting analysis based on Gartner research

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IDENTIFY  LEVELS  OF  ENGAGEMENT    AND  ALIGN  WITH  OBJECTIVES  

ECOSYSTEM

• AcGvely  involve  the  audience  (e.g.,  feedback  on  branding,  new  product  development)  Co-­‐create  

• Listen  and  respond  to  the  audience    ParGcipate  

• Share  company  perspecGve  (e.g.,  CEO  blog)  Share  

• Analyze  conversaGons  to  gain  insight  and  discover  pawerns  Discover  

• Listen  to  conversaGons  happening  around  the  organizaGon  Monitor  * Edelman Consulting analysis based on Gartner research

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OR

G &

G

OVERN

ANCE

DEFINE  ROLES  AND  RESPONSIBILITIES    

•  Oversees  all  digital  integraGon  iniGaGves  between  tradiGonal,  digital  and  social.    •  Sample  Title:  Chief  Digital  Officer  Leadership  

•  Focuses  on  social  strategy  and  integraGon  across  designated  acGviGes  (markeGng,  customer  service,  crisis  etc.)  

•  Sample  Title:  Social  Strategist  Strategy  

•  Determines  content  plans,  strategies  and  deployment  of  all  content  through  social  systems  

•  Sample  Title:  Content  Strategist  Content  

• Monitors,  and  reports  stakeholder  acGvity  and  engages  in  a  variety  of  social  systems  •  Sample  Title:  Community  Manager  Community  

•  Analyze  key  metrics  to  draw  intelligence  from  social  media  efforts  and  report  effecGveness  (ROI)  

•  Sample  Title:  Measurement  &  Data  Analyst  Measurement  

Source: Edelman Consulting 2011

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OR

G &

G

OVERN

ANCE

REVISE  REPORTING  STRUCTURES  

A multi-departmental social business committee accelerates integration and helps bridge organizational silos

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BREAK  DOWN  SILOS  WITH  COLLABORATIVE  GOVERNANCE  O

RG

&

GOVER

NAN

CE

YES  SOCIAL  MEDIA  COMMITTEE  

WHICH  BRAND?  

BRAND  X  

PILOT  PROGRAM  BRAND  TEAM    

TECHNOLOGY  PARTNERS  

AGENCY  PARTNERS  

PLANNING   STRATEGY   IMPLEMENTATION  

INTEGRATION  

RESULTS  REPORTED  

L  

M  

SOCIAL  MEDIA  COMMITTEE  

GLOBAL  DIGITAL  SERVICES  

P  

B  

O  

B  =  BRANDS,  P  =  PARTNERS,  O  =  OPERATIONS  

L  =  LAUNCH  M  =  MEASURE  

NO  

Source: Edelman 2011, edelmandigital.com

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MEASUR

MEN

T CONNECT  METRICS  WITH  BUSINESS  OBJECTIVES  

Business  ObjecJve   Key  Performance  Indicator  (KPI)  

Foster  Dialog  Engagement  DuraGon  

Share  of  Voice  

Brand  Advocacy  Loyalty  (member  re-­‐share)  

Brand  MenGons  

Facilitate  Support  ResoluGon  Rate  

ResoluGon  Time  

Spur  InnovaJon  Topic  Trends  

Idea  Impact  For  example:  

Share  of  Voice   Brand  MenGons/    (Total  MenGons  (brand  +  compeGtors)    =

*Based on Altimeter's "Social Marketing Analytics" research, April 2010.

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MEASUR

MEN

T ANALYZE  SIGNALS  FOR  MEANING  

Source: Edelman 2011, edelmandigital.com

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ORGANIZATION:  ALIGN  BUSINESS  TO  STRATEGY  

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ORGANIZATION  MODEL:  CENTRALIZED    

CORPORATE  

BRAND  /  BU   BRAND  /  BU    BRAND  /  BU    BRAND  /  BU  

BT  

T  

D  S  BT  

T  

D  S  BT  

T  

D  S  BT  

T  

D  S  

KEY  BT:  BRAND  OR  BUSINESS  UNIT  TEAMS  T:  TRADITIONAL  D:  DIGITAL  S:  SOCIAL  

Source: Edelman 2011, edelmandigital.com

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ORGANIZATION  MODEL:  DE-­‐CENTRALIZED    

BT  

T  

D  S  

KEY  BT:  BRAND  OR  BUSINESS  UNIT  TEAMS  T:  TRADITIONAL  D:  DIGITAL  S:  SOCIAL  

BRAND  /  BU  

BT  

T  

D  S  

BT  

T  

D  S  

BT  

T  

D  S  

BT  

T  

D  S  

BT  

T  

D  S  BRAND  /  BU  

BRAND  /  BU  

BRAND  /  BU  

BRAND  /  BU  

BRAND  /  BU  

Source: Edelman 2011, edelmandigital.com

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COE  (CENTER  OF  EXCELLENCE)  

BRAND  OR    BU   BRAND  

OR  BU  

BRAND  OR  BU  

BRAND  OR  BU  

BRAND  OR  BU  

BRAND  OR  BU  

BRAND  OR  BU  

BRAND  OR  BU  

BRAND  OR  BU  

BRAND  OR  BU  

BRAND  OR  BU  

BT  

T  

D  S  BT  

T  

D  S  

BT  

T  

D  S  

BT  

T  

D  S  

BT  

T  

D  S  

BT  

T  

D  S  

BT  

T  

D  S  

BT  

T  

D  S  

BT  

T  

D  S  

BT  

T  

D  S  

PLANNING  &  INTEGRATION  

STRATEGY  

IMPLEMENTATION  

BT  

T  

D  S  

ORGANIZATION  MODEL:  COORDINATED  (CENTER  OF  EXCELLENCE)  

KEY  BT:  BRAND  OR  BUSINESS  UNIT  TEAMS  T:  TRADITIONAL  D:  DIGITAL  S:  SOCIAL  

Source: Edelman 2011, edelmandigital.com

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ORGANIZATION  MODEL:  ANTHILL  (ORGANIC  COORDINATION)  

Each employee is empowered within an organized framework

Source: Edelman Consulting 2011

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SOCIAL  BUSINESS  ACTIVITIES  

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PROCESS  DESIGN  

Source: David Armano, Edelman 2011, edelmandigital.com

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INFLUENCE  MAPPING  

Source: Edelman 2011, edelmandigital.com

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DATA  PLANNING  

Source: Edelman 2011, edelmandigital.com

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SOCIAL  BUSINESS  INTELLIGENCE  

Wal-Mart is an Edelman client

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EDELMAN    SOCIAL  BUSINESS  PLANNING    PRACTITIONERS  

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REAL  WORLD  EXPERTISE  IN  SOCIAL  BUSINESS  AT  SCALE  KAZIM ALI Kazim is a Consultant for Edelman Consulting, a management consultancy focused on the intersection of strategy, marketing, and communications. He was the former CTO of an education-based startup and has led several IT strategy and decision modeling projects for Gartner Consulting.

ZENA WEIST Zena is Vice President Social Business Planning out of Edelman Digital’s Chicago practice. She has over 16 years experience in digital media including start-ups and acted as social media manager for H&R Block prior to joining Edelman. Zena is also an active writer and industry speaker.

MICHAEL BRITO Michael is the Senior Vice President of Social Business Planning at Edelman Digital, working previously with Intel where he was their Social Media Strategist. He wrote the book on social business titled “Smart Business, Social Business: A Playbook for Social Media in Your Organization”.

MARSHALL MANSON Marshall Manson is Managing Director of Digital for Edelman in EMEA, and a leader in the field of online strategy, communications and reputation management. Marshall is based in London, and previously was Vice-President of Digital Public Affairs in Washington, DC.

ROBIN HAMMAN

Robin is the Director of Edelman’s Digital practice in London. He has vast experience in recognizing the crucial role that digital plays in business transformation, both at the BBC where he was Senior Community Producer and at Headshift where he led the social media team for two years.

CHUCK HEMANN Chuck is Vice President measurement and analytics of Edelman Digital’s central region. Prior to Edelman, Chuck led measurement activities at WCG and was a social strategist at Ogilvy Digital Influence. Chuck acts as co-organizer for the social business track at Blogworld New Media Summit.

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David Armano EVP, Global Innovation & Integration David.Armano [at] edelman.com Edelmandigital.com

Mike Kuczkowski President, Edelman Consulting Michael.Kuczkowski [at] edelman.com consulting.edelman.com