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L E A D E R NETWORKS
Copyright © 2011 Leader Networks, LLC 1
Social Business Maturity Model
Best practices for aligning strategy with operations
Presented at The Digital Impact Conference May 5-6, 2011
A Discussion with Vanessa DiMauro
CEO Leader Networks
@vdimauro
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Copyright © 2011 Leader Networks, LLC
What Social Business Is NOT
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Social Business Is…
Social business is the strategic use of social media tools and tactics to drive stakeholder and customer value. It is often the evolution of social media marketing activities into a larger, integrated strategic platform.
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Why Is A Social Business Strategy Necessary?
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Wiki
B2B
B2C
Blog
Intranet
YouTube
RSS
On-lineCommunity
ThoughtLeadership
CustomerRetention
UnstructuredInformation
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Distribution
Product Groups
Product Development
Sales
CustomerService
Marketing Marketing focuses on getting fans & followers to view its marketing campaigns
Marketing uses Facebook, Twitter, etc. input to fine-tune campaigns, but then…..
Marketing doesn’twatch Facebook, Twitter, etc. for Sales prospects
Marketing doesn’t mine interactions to identify new customer needs for Product Development
Customer Service monitors Facebook, Twitter etc. for angry customers
Customer Service acts to resolve customer issues
Customer Service rarely shares customer problems with products (design, instructions, ease of use, etc.) with Product Groups
Customer Service doesn’t pass along pleased customers to Sales or Marketing
Signs Of Muddle In A Company’s Social Media Ecosystem
The Social Media Muddle
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The Shift From Chaos To Focus
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Distribution /Partners
ProductDevelopment
Sales
Suppliers
Marketing
Internal Processes
External Social Media
Activities
Social Strategy = Social Business Activities Align with Internal Process
SocialMedia
Strategy
Customer Service
Twitter RSS
Blog
Wiki
On-lineCommunities
Web 2.0
B2B
YouTube
ThoughtLeadership
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You need to know where you are going …
in order to get there successfully
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From Research and Experience, We See Six Reasons Companies Need a Social Business Strategy
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Product Groups
Product DevelopmentSales
Customer Service
Marketing
To help customers get more value from their products and
services
To improve the way they enhance
products and services
To develop betternew products and
services
Customer-Facing
Business Functions
To market and sell more
effectively
To reduce the cost of post-sale service
Social Business Strategy
To get control of the social media
conversations about their firm
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Social Media Maturity Model Background and Methodology
Objective:
• Help organizations understand, identify and prepare for the best social media strategies and programs to support their business goals
Methodology:
• Input gathered from a cross section of industry experts and executives
• Cross-industry mixed-method research with a pilot of 30 practitioners across a variety of different roles and functions
• Maturity model now in beta market-ready state
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Copyright © 2011 Leader Networks, LLC
“Socially Present”
“Socially Familiar”
“Socially Integrated”
“Socially Enabled”
Design for marketing presence
on the social channel to
communicate information and
ideas online and drive
awareness.
Design for leveraging
information and relationships
gathered through social efforts
in support of key business
functions.
Design for learning about cause
and effect online. “If I do this,
then that will happen….”
Design for scale and best
practice using social as a
common marketing and
customer care activity.
Inte
rnally
focused
Exte
rnally
focused
- Organizational Complexity +
Social Media Maturity Model Framework
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Why Assess Your Social Media Maturity And Performance?
Not all companies want or need to be at the top right of social
– There is value at each stage of the model
Goal is to find the right place for your organization and then align the core processes accordingly
Inadequate strategic
planning is the Achilles
Heel of Social Media
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Presence Integration
Familiarization Enablement
Strategic
Operations
Staffing
Governance
Tool Use
None Limited Moderate RobustHealthy
Strategic
Operations
Staffing
Governance
Tool Use
Strategic
Operations
Staffing
Governance
Tool Use
Strategic
Operations
Staffing
Governance
Tool Use
Social Maturity Performance
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Copyright © 2011 Leader Networks, LLC
The Social Business Imperative
For social business to be fruitful, it must solve a real business problem or
make a business process easier using the online channel.
Social business is
the collaborative intersection
of business needs and customer desires.
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Which Can Only Be Achieved When You Align Business Goals With Social Offering
Key Step: Determining value to the
organization
Two main drivers for business results
– Revenue
– Cost Reduction
Process Overview:
• Determine or examine existing business goals
• Categorize into types of anticipated benefits (innovation, customer retention, brand equity etc.)
• Identify dependencies (if/then) where social business could support or accelerate the business goal(s)
• Select concrete quarterly measures to track process
Deepen client relationships to increase retention
Build greater brand equity
Provide better
customer care
Shorten product
innovation cycle
Deliver improved financial returns
Extend or accelerate product & services delivery
Social Capital in support of
business goals
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Social Media = Organizational Change
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Getting Started Or Moving To The Next Stage:A Social Business Process
Create VisionExamine Core
Business Processes
Target & Segment Audience
Architect Business Value Justification & Measurements
Determine Brand Positioning
Design Features & Functionality
Manage Risk Evolve
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Copyright © 2011 Leader Networks, LLC
And Take The Social Media Promise (Whatever Your Stage)I promise to….
1) listen to -- and talk with -- my customers online
2) respect and value the information shared online by customers and clients. I will not break their trust in me or my company by exploiting or abusing their information.
3) focus on building relationships -- not generating leads -- as the best practice
4) create thought leadership content that lives up to its name
5) maintain the integrity of the social channel and not game it or engage in improper behaviors
6) not confuse high-influence activities with viral good fortune
7) train my staff in the art and science of social business to grow their knowledge and help my company advance its online social capabilities
8) make social performance metrics part of staff and organizational MBOs, and to make sure they measure business results, not just the things that are easy to measure.
9) help my company explain its social efforts and the impact those efforts will have on work practices, because social business programs affect everybody's job.
10) be patient with my company and colleagues as they grapple with the organizational changesinherent in adopting a social business strategy, and help them benefit from it.
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Copyright © 2011 Leader Networks, LLC
Thank you
Please contact us to learn more about the participating in the maturity model
Vanessa DiMauro
CEO, Leader Networks
617-484-0778
http://blog.leadernetworks.com
http://www.leadernetworks.com
