L E A D E R NETWORKS Copyright © 2014 Leader Networks, LLC Is Your Focus On Social Media… or...

L E A D E R NETWORKS

Copyright © 2014 Leader Networks, LLC 1

Is Your Focus On Social Media…or Social Business?

Vanessa DiMauroCEO, Leader Networks LLC

“CIO Solutions Gallery”Fisher College of Business, Ohio State University

December 9, 2014


Copyright © 2014 Leader Networks, LLC

About Leader Networks

Leader Networks is a strategic research and consulting firm that helps clients develop social business strategies, create online communities and lead social media marketing programs.

2

Social Business Operations & Training: ROI,

integrated marketing

programs, online community operations

Social Business Research: tracking,

community health check, and

user validation

Social Strategy Development for

online communities and social customer

care

http://www.leadernetworks.com/



Leader Networks Clients

3



Agenda

• What is the difference between social media and social business

• What are the key trends and performance metrics for social business– Social business – a macro perspective from the Social Business Benchmark Study

• Study of 197 mid-large organizations about the social business performance (strategic intentions, operations, tools, governance, organizational readiness and staffing)

– Obstacles and opportunities for social business from the Socially Enabled Enterprise Study and The Socially Driven Collaboration Study

• Two-part study of almost 1,000 IT and Marketing leaders in mid-to-large organizations

• Looking forward– What are the implications for IT leadership?



St. Peter’s Square, Rome

Technology is Changing Everything



Your Customers & Employees are Always Connected, Sharing, Aware



And The World Is Changing

• Competition is truly global

• Customers’ problems are far more complex

• Innovative products have become table stakes

• Company missteps become known quickly via social media

• Competing solely on price against offshore firms is a losing game

• Customers need much more help to fulfill their business mandates

• Companies need to understand customers’ changing needs much faster and better

• Lack of sophistication in social media is starting to hurt

7



Source: Make B2B Marketing Thrive In The Age Of The Customer, Forrester Research, Inc. May 2013

Consumers have Control… and Won’t Give it Back



Defining Social….

Social is more about mindset and behavior than it is about technology or platform. It’s a reflection of how we behave

online-offline and how we want people to see and know us. Social requires us to think

about our customers differently.

Don Bulmer, VP strategic communications, Royal Dutch ShellSource: The Socially Enabled Enterprise (2013)

Social Media: The spaces where we interact with one another over the web, including public, private and semi-private spaces defined within, and by, certain contexts.

Social Marketing: The use of social media spaces for marketing.

Social Business: Using the elements above to enable more efficient, effective, and net new connections between people, information, and assets to drive business decision, action, and outcome across the enterprise. Source: Deloitte: The Social Business Initiative

Socially Enabled Enterprise: A set of collaborative processes that have the potential to yield improved business processes that are customer-driven such as faster time to market with new products and services, more successful research and development outcomes and refined market messages that are explicitly influenced by customer needs. Source: Leader Networks, Social Media Today & Oracle: The Socially Enabled Enterprise



Social Business Can Improve Business Results

Deepen client relationships

Build greater brand equity

Provide better customer care

Shorten product innovation cycle

Extend accelerate product & services

delivery

Deliver improved financial returns

10



A Tale of Two Studies

Social Business Benchmark StudyTo study what companies are doing with their social business activities and to benchmark organizations’ readiness for social business & provide future guideposts - Do companies differentiate social media marketing from social business? What are the social, strategic intention, operational alignment, staffing, policy, and governance structures for social?

• 179 companies participated to date• 25 participated in pilot qualitative interviews

between Nov. 2012 – Feb. 2013• The responses came from a range of industries

and company sizes but the majority were larger organizations (between 1K to <50K employees) and 62% focused on Business to Business (B2B)

The Socially Enabled Enterprise StudyTo understand the socially enabled organization, Oracle commissioned a study of 925 IT and marketing leaders from over 500 organizations around the world in the spring of 2013, gathering insights from over 20 industries and 52 countries.

• The study included firms with more than 100 employees to those with more than 50,000 employees.

• The sample was drawn from a number of sources including Social Media Today subscribers, Oracle customers, and the Society for New Communications Research (SNCR).

• Study conducted by Leader Networks, Oracle and Social Media Today.



The Journey From Social Marketing To Social Business

12

Stage 1: Familiar

Stage 2:Present

Stage 3:Enabled

Stage 4: Integrated

Strategic Intentions No strategic goals Reach and awareness Social goals support

business goalsSocial business transforms the value chain

Operations Detached projectsMarketing participates & monitors social channel

Social business COEExecutive support

Social media pervades all lines of business

Staffing No dedicated staff Informal part of marketing role

Built into many job descriptions

Integrated into key roles & executive sponsorship

Policy No social media policy Guidance is offered Policy in place Policy, education &

training

Organizational readiness

Org. tolerates experiments

Marketing shares results

Impact, outcomes, ROI are tracked Cultural transparency,

responsive organization

Tool UseMainly “unofficial” social media accounts

Tool adoption grows & proliferates

Departmental use of tools (e.g. sales uses LinkedIn)

Tool standards established

Source: Leader Networks: The Social Business Benchmark Study 2014



Organizational Readiness

Tool Use

Governance

Staffing

Operations

Strategic Intentions

0% 20% 40% 60% 80% 100%

None Limited Moderate Healthy Robust

Social Maturity Overview

13

Present Familiar Enabled Integrated

Source: Leader Networks, The Social Business Benchmark 2014. N-196 orgs



14

Daniel Lobo Flickr Creative Commons

Social Business is everyone’s business!While Marketing (obviously) owns social media marketing, social business is largely

driven by a group of Cross Functional Stakeholders (54%). IT reportedly owns 27% of social programs.

Source: The Socially Enabled Enterprise Study, Leader Networks, Oracle and Social Media Today


Copyright © 2014 Leader Networks, LLC 15Source: The Socially Enabled Enterprise Study, Leader Networks, Oracle and Social Media Today



More Than 50% Of Organizations Report That They Currently Are Or Will Be A Socially Enabled Enterprise Within The Next Year

16

n=835

34%

24%31%

9% 2% 1%

Already Are < 12 months 1 to 2 years 3 to 5 years > 5 years Never

Common characteristics of those who already are socially enabled• Top industries include

Education, Retail (wholesale distribution – not computer) and Financial Services

• Primarily large organizations (50,000 employees or more)

If your company wanted to be a socially enabled enterprise, how long would it take to achieve that goal?



Copyright © 2014 Leader Networks, LLC 17Source: The Socially Enabled Enterprise Study, Leader Networks, Oracle and Social Media Today



A profile of a socially enabled enterprise (SEE) is emerging:

• Strong and collaborative leadership

• A strategy to leverage socially-derived customer or partner insights to improve business functions

• A compendium of business-focused measures

• The ability to link the strategy for becoming a socially enabled enterprise with operational plans




Yet, The Journey to Succeed is Still In Process….

Excellent11%

Somewhat Well66%

Not Well7%

We Do Not Have a Well-Articu-lated Strategy

16%

How well is the social strategy being executed within the organization?

Excellent Somewhat WellNot Well We Do Not Have a Well-Articulated StrategySource: Leader Networks, The Social Business Benchmark 2014.



Key Trends

• Today = Social Media Marketing, Tomorrow = Social Operations– 60% of firms plan to integrate social business into core operations such as

customer care programs

• Social Measurement is currently weak – only 20% of organizations report having KPIs/ measures that relate back to organizational strategy.– 42% of orgs report they collect the data from social outcomes, but don’t do

anything with it

• Tool proliferation is rampant within many organizations still learning about social – Most organizations are still developing governance and standards for social tools– The majority of social projects start “underground” and wait for outcomes to

become apparent. This approach can potentially proliferate random tool adoption and misaligned objectives



OVERCOMING OBSTACLES GOING FROM OK TO GREAT

Robert Voors Flickr Creative Commons









EXAMPLES OF SUCCESS

Philo Nordlund Flickr Creative Commons



The Case Of A Global Energy Company

Goal: To become relevant and relatable to every person on the planet, strengthen and extend market position, to maintain their right to operate through relationship-building.

– Scale and impact in reaction to big market shifts– Manage brand and reputation on the digital channel– Adapt to changing influence models – Embrace a changing culture and mindset of transparency and

relatability;– Use real-time digital insights to inform the business.



The Case Of A Global Energy Company

• Social Media Center of Excellence (COE)– Governance and best practices to ensure business alignment across

upstream and downstream business– Established massive corporate presence in key platforms

• Developed a unified influencer relations program to advance select but critical business goals

• Launched strategic partner programs that leverage social within the relationship management portfolio

• Using advanced data analytics strategically to inform strategy, operations and HR



Palladium Group XPC

Significantly advanced Palladium's ability to scale• Launched a global online community with

more than 50% of the membership from non-US countries, deepening Palladium’s market reach

• Membership from over 3,600 organizations worldwide

• Drives conference attendance, consulting projects and publishing arm of Palladium

• Revenue-generating in first 6 months (subscriptions, partner programs), Profitable in 9 months

• Over 15% of new members come from peer referrals

• Numerous private working groups (e.g. KPI library for Risk Professionals) resulted which helped advance the business services

28



Hitachi Data Systems: 2 Pilot Outcomes

First pilot marketing project: “Globe Campaign” yielded 8,000 visitors, 604 leads, 43% uplift in Facebook user engagement. At the end of its life (October 2013) it had yielded 14,580 visitors, 369 leads, 494 engagements, and 9,000 clicks on collateral. Calculate the cost of generating those clicks and leads through traditional advertising, and the ROI for them was incredible.

Second Pilot HDS online community:• Targeted to 14,000 customers and 1,200 partners• Discussion forums and content for all HDS products and solution• A Developer Network enables and supports developers who work with

HDS software products• An Innovation Center allows HDS to crowdsource ideas and suggestions

from customers and partners, preview new innovations and obtain feedback prior to releasing them to the market

• Gamification is used to recognize credible experts within the community and to foster engagement

• Private groups in which HDS collaborates privately with key customers and partners

• Integration with HDS social marketing channels such as YouTube and Twitter

• Immediate increase in demand generation through company blog, which sparked a $20 million per annum opportunity



WHAT DOES THIS ALL MEAN

FOR IT LEADERS?



Photo by wbeem - Creative Commons Attribution-NonCommercial License https://www.flickr.com/photos/52254014@N00 Created with Haiku Deck



Today’s Takeaways

• Organizations are being called upon to become more responsive to customer needs

• Social business is changing how Marketing and IT leaders work• Social business leadership & collaboration needs to be a part of every

executive’s approach• Most organizations are just beginning their social business journey • The future will focus on deeper operational alignment • The social data needs to impact core functions (not just marketing)• Standards & governance help reduce chaos during change• Leadership and collaboration = social business success



Date post:	21-Dec-2015
Category:	Documents
Upload:	branden-toby-blair
View:	213 times
Download:	0 times

L E A D E R NETWORKS Copyright © 2014 Leader Networks, LLC Is Your Focus On Social Media… or...

Documents