1 THINKING STRATEGIC ABOUT SOCIAL BUSINESS PLANNING PRESENTED BY MICHAEL BRITO, SVP SOCIAL BUSINESS
Oct 17, 2014
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THINKING STRATEGIC ABOUT SOCIAL BUSINESS PLANNING PRESENTED BY MICHAEL BRITO, SVP SOCIAL BUSINESS
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EMPLOYEES Inappropriate use of social media
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INTERNAL Confusion of roles & responsibilities
INCONSISTENT Social media measurement practices
OUTDATED Crisis communications models
THE BRIGHT & SHINY OBJECT OF SOCIAL MEDIA HAS CAUSED ORG CHAOS
EXPANDING Social media programs globally
NON-EXISTENT Governance models & Policies
DISJOINTED Content marketing strategies
TECHNOLOGY Selection and adoption within the org
Companies are struggling to operationalize social media internally
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THE DEFINITION OF 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 and shared value for all stakeholders. “
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Social business planning can help solve a variety of organizational problems.
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OPER
ATIO
NAL
EX
CELL
ENCE
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INTERNAL (employees)
EXTERNAL (customers, partners, media)
THE SOCIAL BUSINESS
SALES/REVENUE CUSTOMER ADVOCACY PRODUCT FEEDBACK
COMMUNITY ENGAGEMENT CUSTOMER/SALES SUPPORT CUSTOMER SATISFACTION
COLLABORATION KNOWLEDGE SHARING SOCIAL ENABLEMENT
PROCESS IMPROVEMENT PRODUCT INNOVATION EMPLOYEE ADVOCACY
STAKEHOLDER VALUE
BUSINESS VALUE
SOCI
AL B
RAN
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SOCIAL BUSINESS DELIVERS BUSINESS VALUE INTERNALLY AND EXTERNALLY Value is created by stakeholder engagement, process improvement, and product innovation.
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THE THREE CHARACTERISTICS THAT ENCOMPASS A SOCIAL BUSINESS People, Process and Platforms are the foundation of social business planning and initiatives.
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PLATFORMS
PROCESS
PEOPLE Behavior Change
Cross Silo Collaboration Executive Support & Participation
Organizational Models Employee & Partner Participation
Social Media Policies Technology Integration
Customer Support & Sales Workflows Measurement Framework & Rollout
Global & Enterprise Expansion
Online Monitoring Analytics Platform
Internal Collaboration Community Platform Selection
Social CRM
THE PATH TO SOCIAL BUSINESS REQUIRES A CULTURAL TRANSFORMATION
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INTERNAL AND EXTERNAL ALIGNMENT IS CRTICAL FOR SUCCESS Collaboration, communication and process development are critical to ensure measureable outcomes.
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Community Management Marketing
Customer Service Communications
Events Campaigns Advocacy
Crisis
SOCIAL BRAND (External)
SOCIAL ENTERPRISE(Internal)
SOCIAL BUSINESS
Training Process
Collaboration Organization Models
Research & Development Policies & Guidelines Knowledge Sharing
Culture
Programs
Infrastructure
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COMMUNICATIONS
CUSTOMER SERVICE
SALES
PRODUCT DEVELOPMENT
HUMAN RESOURCES
SUPPLY CHAIN
Deeper levels of engagement with the social customer through consistent and relevant content; ability to scale operations globally.
The ability to solve customer problems quickly and efficiently.
Increased collaboration between sales professionals in the industry; robust social CRM platform and analytics
Product and process innovation using the collective intellect of the community
Staffing & recruiting, employee engagement and empowerment
Bring products to market faster through increased collaboration with partners in the supply chain
SOCIAL BUSINESS AFFECTS MORE THAN JUST THE WAY BRAND COMMUNICATES Social business spans across the entire organization from HR to Marketing and everything in between.
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THE PATH TO BUILDING A TRULY COLLABORATIVE SOCIAL BUSINESS
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STEP 1: “KNOWING” AND IDENTIFYING THE CHALLENGES IS HALF THE BATTLE Overcoming denial and pushback to change is the other half.
and knowing is half the battle ….
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STEP 2: INTERNAL AND EXTERNAL STAKEHOLDER CONVERSATION AUDITS Audits provide valuable insights, identify collaboration gaps, broken workflows and stakeholder sentiment.
• Conversation and sentiment analysis
• Surveys, polls and stakeholder interviews
• Data mining from internal communities
• Intelligence gathering
Internal External
Media 35%
Twitter and Blogs 65%
Overall Distribution of Conversation
Positive 57%
Neutral 32%
Neg 11%
General Sentiment
• Conversation and sentiment analysis
• Content and communication planning
• Intelligence gathering
• Influencer and advocate identification
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STEP 3: ESTABLISH A SOCIAL BUSINESS CENTER OF EXCELLENCE The Center of Excellence will drive governance, collaboration, training and process across the organization.
EVALUATE THE SOCIAL LANDSCAPE
ESTABLISH A CENTRALIZED TEAM
OPERATIONALIZE THE SOCIAL BUSINESS CENTER OF EXCELLENCE
• Conversation and sentiment analysis
• Surveys, polls and stakeholder interviews
• Data mining from internal communities
• Intelligence gathering
• Identify the right teams, stakeholders and employees
• Establish roles & responsibilities
• Achieve buy-in from senior leadership
• Establish a measurement framework
LISTEN • Identify social listening and social CRM software
• Establish a social media listening center
• Determine internal & external topics
PLAN • Create plan for employee training
• Process and collaboration design
• Crisis coms and customers support escalation tree
ENGAGE • Launch programs, events and campaigns
• Manage internal collaboration and communication projects
• Expand teams and channels globally
Decentralized Centralized Hub and Spoke Multiple Holistic
Organization structure models from Altimeter Group
Examples of Organizational Structures
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STEP 4: TAKING A LONG TERM VIEW OF SOCIAL BUSINESS PLANNING Establish short term wins; learn, iterate and build on what is working.
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THE BUSINESS ITSELF IS SOCIAL AD HOC SOCIAL MEDIA TACTICS
• Social enterprise architecture constructed
• Rules of engagement circulated
• Early adopter training initiated
• Monitoring/analytics inform policy, process and content
• Community management plan activated
• Partners coordinated and connected to internal lead
• Social CMS tools and internal staffing formalized
• Regional additions to steering committee
• Training rolled out across organization
• Systems integrated on back end
• Employees, partners and customers connected
• Culture of organization more adaptable
• People, processes and platform maturity well-established
• Steering committee identified • Governance models in place • Internal network deployed • Listening tools and process in
place • KPI/measurement framework
established • Policy established • Center of excellence
identified
WALK PROPERTY
MANAGEMENT
RUN ECOSYSTEM
ENGAGEMENT
FLY SOCIAL INNOVATION
+ INTEGRATION
CRAWL POLICY, PROCESS
+ PROCEDURE
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Michael Brito SVP, Social Business Edelman Digital [email protected] 415-871-5165 @Britopian
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