[Slides] The Social Business Journey: Creating a Coherent, Sustainable Strategy, by Charlene Li and Brian Solis
•Transferir como PPTX, PDF•
15 gostaram•5,343 visualizações
In this webinar, Altimeter Group’s Charlene Li and Brian Solis review the six distinct stages that organizations move through as they evolve their social business strategy. Attendees will learn how they can drive business value with their social business strategies -- no matter where they stand in terms of maturity. The webinar reviews findings from their recently released report "The Evolution of Social Business Strategy," and answers audience questions. Webinar recording is available here: http://www.slideshare.net/Altimeter/six-stages-of-social-business-webinar-with-charlene-li-and-brian-solis
Recomendados
Recomendados
Mais conteúdo relacionado
Mais procurados
Mais procurados (20)
Destaque
Destaque (15)
Semelhante a [Slides] The Social Business Journey: Creating a Coherent, Sustainable Strategy, by Charlene Li and Brian Solis
Semelhante a [Slides] The Social Business Journey: Creating a Coherent, Sustainable Strategy, by Charlene Li and Brian Solis (20)
Mais de Altimeter, a Prophet Company
Mais de Altimeter, a Prophet Company (20)
Último
Último (20)
[Slides] The Social Business Journey: Creating a Coherent, Sustainable Strategy, by Charlene Li and Brian Solis
- 1. The Social Business Journey Creating A Coherent Sustainable Strategy Charlene Li, Founder & Analyst, Altimeter Group - @charleneli Brian Solis, Principal Analyst, Altimeter Group - @briansolis
- 2. 34%Only 34% of social marketers use clear metrics to associate social activities with business outcomes Source: Altimeter Group. Social Business Survey, Q4 2012.2
- 3. Why Most Social Strategies Fail No Clear Business Impact
- 4. THE JOURNEY PREPARE ALTIMETER © 2011 Altimeter Group
- 7. Goals: • Understand how customers use social channels • Prioritize strategic goals where social can have the most impact Initiatives: • Listening/monitoring • Internal audits Metrics: • Mentions, sentiment Stage 1: Listen to Learn
- 8. Customers want to be known 25-55 years old, analyst, graduate degree, reads Real Simple & Wired
- 9. What would you do with a Watson in your pocket? “By the end of this decade, the equivalent of Watson will fit in our pocket.” – Dr. John Kelly
- 10. Stage 1: Best Practices 1. Define specific business goals and objectives for listening 2. Select metrics based on those business goals 3. Select and invest in a monitoring platform 4. Disseminate your learnings 5. Identify opportunities for the future
- 11. Goals: • Amplify existing marketing efforts • Encourage sharing Initiatives: • Social content • Risk Management • Training Metrics: • Share of voice, Fans, Shares, Bra nd metrics, traffic Stage 2: Stake our Claim
- 12. Shell Tracks Reputation Impact…Daily
- 13. Stage 2: Best Practices 1. Link your social presence to business objectives 2. Pass on engagement – for now 3. Develop sharable content 4. Establish governance with an eye to the future
- 14. Goals: • Drive considerations to purchase • Provide direct support • Internal employee engagement Initiatives: • Longer term campaigns • Social support communities Metrics: • Path to purchase, lower support cost, Customer Satisfaction Stage 3: “Dialog Deepens Relationships”
- 15. Maersk Line maps and plans engagement by type of relationship 17
- 16. Stage 3: Best Practices 1. Take strategic steps to engagement 2. Create rules and processes for engagement 3. Look beyond engagement activity metrics to understand value creation 4. Communicate the impact of engagement broadly 5. To scale, invest in a SMMS 6. Audit regularly for new social media usage
- 17. Goals: • Set governance for social • Create discipline and process • Strategic business goals Initiatives: • Create Center of Excellence • Enterprise Social Network Metrics: • Process efficiency, link to department business goals, customer Stage 4: Organized for Scale
- 18. Social Business Exists Across the Enterprise Marketing Sales Human Resources Innovation Supply Chain
- 19. Ebay’s Global CoE coordinates across functions, properties, and geographies • Responsible for social strategy • Alignment of roadmaps and plans • Analytics and reporting infrastructure • Monthly Social Media Council meetings, with knowledge sharing initiatives Source: http://www.slideshare.net/influencepeoples/ali-croft-monitoring-social-media-ebay
- 20. Kelly Services uses ESN to cultivate internal culture among its distributed workforce "We are trying to build an inside culture that encourages risk-taking and more innovation at the front lines. It's critical to enable people, at all levels, who have an interest on a topic to be able to communicate without going through a chain of command. Carl Camden CEO of Kelly Services
- 21. Stage 4: Best Practices 1. BEWARE OF THE COE PITFALL 2. Develop a formal social business organizational model 3. Define the role of the CoE 4. Continue to coordinate strategy through the CoE 5. Develop stronger connections to business metrics
- 22. Goals: • Scale across business units • Moves into HR, sales, finance, supp ly chain • C-level involvement Initiatives: • SMMS to scale employees • Social part of planning process Metrics: • Enterprise metrics like NPS, LTV Stage 5: Becoming a Social Business
- 24. Autodesk’s online community deflects 25% of support calls, delivers $6.8M ROI in one year
- 25. Stage 5: Best Practices 1. Engage executives beyond the champion with focused pilots 2. Integrate CoE into core business functions 3. Mastering big data for customer intelligence 4. Leverage the enterprise social networking platform
- 26. Goals: • Social drives transformation • Integrates social philosophy into all aspects of enterprise Initiatives: • Redefine processes • Enterprise-wide training • One strategy managed through disparate but complementary teams Metrics: • Deep analytics tied to functions and LoB • Insights lead to adaptive and predictive strategies Stage 6: Business is Social
- 27. ARAMARK must contend with separate businesses and differing goals and objectives ARAMARK’s challenges: 1. Over 255K employees 2. Organized into separate businesses by industry 3. 1000s of client locations 4. Different client goals and objectives 5. Ingredient brand
- 28. It’s equipped and enabled over 400+ locations to manage social media – within parameters Rebranded for social engagement, around voice, purpose, and image. Previously siloed, now creating new processes that result in improved customer satisfaction and sales across the value chain
- 29. Stage 6: Best Practices 1. Redefine the company’s vision to integrate social 2. Align incentives around convergence 3. Redefine the role of the CoE
- 30. THE JOURNEY PREPARE ALTIMETER © 2011 Altimeter Group
- 31. #1 Ask the Right Questions About Value 34 “We tend to overvalue the things we can measure, and undervalue the things we cannot.” - John Hayes, CMO of American Express
- 32. # 2 Create a Culture of Sharing 35
- 33. #3 Master the Art of Failure 36 Innovate! Google’s mantra: “Fail fast, fail smart”
- 34. THE JOURNEY PREPARE ALTIMETER © 2011 Altimeter Group
- 35. © 2012 Altimeter Group 38 SBS Advisory Stakeholder Engagement Opportunity Analysis Strategy Roadmap Governance Training Vision
- 36. • Learn: What can be learned from customers and community • Dialog: The nature of our interactions with customers • Advocate: How to build advocacy among customers and community • Support: How to provide support via social channels • Innovate: Using customer and community to drive innovation Social Business Initiatives Framework Learn Dialog Advocate Support Innovate
- 37. Prioritize Initiatives Over Time MONTHS 1-6 MONTHS 7-12 Year One MONTHS 1-6 MONTHS 7-12 Year Two MONTHS 1-6 MONTHS 7-12 Year Three
- 38. Example Social Business Strategy Initiative Roadmap 41
- 39. #5 Establish Governance and Process
- 40. Define Key Processes and Create Supporting Materials
- 41. AT THE END OF THE DAY… …YOU ARE NOT ALONE. These are the steps to drive your customers, employees, and relationships forward in a meaningful way. We can help you.
Notas do Editor
- Dell was listening for 9 months before it even started a social media presence in 2006. This laid the groundwork for success.
- How much do you really know about me? If we are going to be in a relationship, then I expect that you’ve taken the time to get to know me before we even meet. Trust becomes a significant issue. Relationship between privacy and permission
- http://www.maersklinesocial.com/our-social-media-channels-which-one-is-right-for-you
- http://www.sncr.org/node/445#.ULahXdPjmXgThe SolutionA self-contained online training module was selected as the ideal means for delivering training to North American employees. (PepsiCo recognized that this would limit presentation of the training to employees with access to the MyPepsiCo portal, but plans were set in motion to incorporate social media policy training into the annual face-to-face Code of Conduct training all of these employees receive.)The online module would contain a mix of text, graphics, audio and video, leveraging each based on its strengths, combining to offer a compelling and entertaining training module that employees could complete in no more than 45 minutes.The training concludes with a quiz that tests employees on their understanding of the issues presented in the training module. Upon successful completion of the quiz, employees are directed to an online survey where they are able to share their thoughts about the effectiveness of the training.Articulate, a Learning Management System (LMS)-compliant training software package, was selected as the platform for the training. Articulate is presented as a Flash element on a web page and requires no special add-ons or software (other than a web browser and Flash) for employees to use it.
- Transition: Support is multi-channel…Here’s a support community that’s directly integrated with their CRM system.Both reduced cost and improved Net Promoter Score.BUT WHEN DO YOU STEP IN?: Autodesk had support staff assigned, but they were initially overzealous, which left little room for “Super Fans” to help. They give those fans 24 hours to respond, and if they don’t, Autodesk does.Key points to communicate:Switched from Jive to eliminate upgrade and migration challenges. Saw an immediate improvement in vibrancy.Best practice around integration with CRM system (SFDC).Best practice around Measuring ROI and the impact on NPS. Why did they replace Jive and what caused the jump in vibrancy when they switched to Lithium?15 years with forums - Jive customer 5+ years. Several versions back9 month upgrade process. need to migrate again to get required capabilitiesLithium Best Practices/restructuring300% growth in use within six months of program re-launchCredit to restructuring and SEOAutodesk is one of our customers who has done a great job integrating with their salesforce CRM system:Interesting example – highly customized SFDC – did not use productized integrationUsing similar capabilities though: automated/manual escalations, case interrupt, metricsSupport for free and subscription customers, ensures customers are provide service commensurate with their entitlementsDoes all that involvement from the support team dampen community involvement?Initially it did because Autodesk team members were being overzealous and alienating the superfans. Superfans spoke up and it was remediedTheir conclusion is the 24 Hr SLA, if a community member hasn’t responded in 24 hours, an Autodesk employee respondsAutodesk has some fantastic ROI numbers, here is how they calculate the impact of the community:Use CIC for direct deflection and survey for calculating indirect:Did this solve your problem? Would you have submitted a ticket if it did not?25% call deflection - $6.8M/yearCompany background:Autodesk, Inc. is a multinational business known for its advanced 3D Design software including its flagship AutoCAD software. It has approximately 100 products, US$ 2 billion in revenue, and 6800 employees working across 95 global locations. In 2010 it hat 175+ support forums, many of which had low levels of participation.In 2011 it launched a support community on Lithium’s platformApproach:Visionary conception of support as a continuum: a) customer self-servicer b) customer based peer to peer c) Technical support agent to customer.subscription customers have the option to call technical support and speak with a support representative. The rest of participants would need to either use self-service on the website, or participate in the forumThe SLA stated that if a customer’s post to the forum was not addressed within 24 hours, a case was opened in the customer service and support (CSS) systemSupport personnel participate during their regular work shift. Customers are asked to decide for themselves if the forum solved their issue. To do so they select, “Case Closed Using Forum” when that is the situationFor tracking purposes, subscribers are surveyed and asked if they would have phoned in if the forum community had not solved their issue. Results:within six months of program re-launch: Number of visitors is up 10%, 300% growth in postsForum reply rates are 88% within 26 hours65% of subscriber issues would have resulted in a phone call had the forum not existed.36% of the 65% of subscriber issues raised in the forum are solved in the forum.To translate this into deflected calls, for the six months May – October 2011, 90,000 calls were deflected by the forum.ROI on the project to date is calculated at 2,000%NetPromoter scores are up 10%April 30, 2012<tags>#tech#community#support#jaimy#AO
- http://socialmediatoday.com/briansolis/497006/they-all-laughed-road-becoming-social-enterprisehttp://www.spredfast.com/social-media-resources/webinars/
- http://www.spredfast.com/social-media-resources/webinars/