I had the opportunity to present this content to the Thomson Reuters social media marketing teams.

1. FROM SOCIAL BRAND TO SOCIAL BUSINESS MICHAEL BRITO | SVP, SOCIAL BUSINESS PLANNING EDELMAN DIGITAL | @BRITOPIAN ON TWITTER

3. They are Influential

4. Amplified voice across the social web

5. Google indexing critical conversations about companies

6. Social Customers are trusted amongst their peers as influence grows

7. Companies and brands join Twitter, Facebook and create corporate blogs

8. Engage with the social customer in various channels

9. Social Media teams are forming slowly

10. Small budgets are allocated on a project basis to social media engagement and community building

11. Organizations begin humanizing business operations

12. Organizational models are formed to include social media

13. Organizational silos are torn down between internal teams

14. Governance models and social media policies are created

15. Social becomes an essential attribute of organizational culture@BRITOPIAN ON TWITTER

17. Brands need to have multiple customer touch points to break through the clutter

18. Customers need to hear things 3 – 5 times before the actually believe@BRITOPIAN ON TWITTER

19. THE SOCIAL CUSTOMER AND BRAND EXPERIENCE The Informed (e.g. research products online) Brand Discovery: Google Search, Word of Mouth The Participant (e.g. participate in a brand experience) The Opinion Sharer (e.g. post review) Brand Participation: Fanning, following, liking Brand Sharing: Easy, habitual, publishing The Advocate (e.g. encourage friends to purchase) Brand Advocacy: Creating content, sharing, defending @BRITOPIAN ON TWITTER

21. Advocates talk about the brand, even when the brand isn’t listening

22. Advocates are trusted among their peers and within their micro communities

23. Advocates are aiding and influencing others down the purchase funnel

24. The reach of one advocate is minimal; as an aggregate, the total reach can make a strong business impact@BRITOPIAN ON TWITTER

25. 2011 GLOBAL SNAPHOT OF THE SOCIAL CUSTOMER EUROPE (EMEA) 31% comment on blogs 27% comment in forums 20% uploaded a video online 39% uploaded a photo online 63% watch a video online 13% actively blog LATIN AMERICA 49% comment on blogs 35% comment in forums 41% uploaded a video online 56% uploaded a photo online 74% watch a video online 27% actively blog ASIA PACIFIC 42% comment on blogs 43% comment in forums 29% uploaded a video online 50% uploaded a photo online 65% watch a video online 37% actively blog @BRITOPIAN ON TWITTER

26. DEFINING A SOCIAL BRAND “ A social brand is any company, product, individual, politician that uses social technologies in order to communicate with the social customer, their partners and constituencies or the general public. @BRITOPIAN ON TWITTER

28. Employees are running wild on the intrawebs with little to no guidance, direction or governance

29. Different geographies and business units are creating social communities externally and not sharing or communicating internally @BRITOPIAN ON TWITTER

31. Change management and culture change is essential in order for genuine social business transformation to occur

32. Organizations cannot have effective external conversations with customers unless they can have effective, internal conversations with each other first@BRITOPIAN ON TWITTER

33. SOCIAL BUSINESS DEFINED “ A social business is any company that has integrated and operationalized social media within every job function (and process) internally. @BRITOPIAN ON TWITTER

34. UNDERSTANDING THE DIFFERENCE @BRITOPIAN ON TWITTER

36. Little to no collaboration between corp com and other marketing organizations and business units

37. Organizational Silos dominate

38. No social media policies that empower employees to engage externally @BRITOPIAN ON TWITTER

40. Many decentralized organizations are a natural result of silos

41. Little tono collaboration or best practice sharing is happening

42. Loose social media policies exist but rarely enforced

43. Confusion about roles and responsibilities and conflict about “who owns” social media @BRITOPIAN ON TWITTER

45. Responsible for sharing best practices and technology recommendations with regions and other business units

46. Geographies and business units will execute external social media programs@BRITOPIAN ON TWITTER

47. FROM CHAOS TO GOVERNANCE @BRITOPIAN ON TWITTER

48. FROM CHAOS TO GOVERNANCE @BRITOPIAN ON TWITTER

50. Leveraging search to create social content for blogs

51. Metrics deep dive – understanding metrics and making data driven decisions

52. Advanced training on social tools and technologies like Radian6, Meltwater Buzz, Sprinklr, Shoutlet, CoTweet, and other publishing/listening platforms

54. Listening & Monitoring Tools and Apps

55. Intended Uses of Social Media

56. Engagement Model &Escalation Process

58. Overview of owned media channels to include enterprise communities, blogs, Facebook and Twitter accounts

60. Listening to owned media channels

61. Escalate conversations to others

62. Frequent tweeting and retweeting; responding to comments on/off of enterprise owned media channels

63. Responding to customer support issues and escalating to appropriate channels

64. Basic community management

65. Frequent blogging, tweeting and responding to comments on/off of enterprise owned media channels

66. Solving customer support issues on and off enterprise owned media channels

67. Mentoring and training white and blue belts; team brown bags

68. Speaking at conferences

69. Participate in and attend bi-weekly social media integrations forumsFrom participation to complete ownership

70. ACTIVATING EMPLOYEES TO ENGAGE Content Creators Conversationalist Participant @BRITOPIAN ON TWITTER

72. Optimized to make sharing very easy and convenient

73. The Library can live on Intranet and linked off from the home page of the site

74. Internal “share” links can be tagged to measure clicks and get a snap shot of employee sharing behavior@BRITOPIAN ON TWITTER

75. ESTABLISHING A MEASUREMENT FRAMEWORK @BRITOPIAN ON TWITTER

76. ESTABLISHING A MEASUREMENT FRAMEWORK @BRITOPIAN ON TWITTER

77. ESTABLISHING A CONTENT MARKETING PLAN

78. CONTENT STATEGY FRAMEWORK Internal Listening Corporate Communications | Internal Communications | Product Organizations | Customer Support External Listening Existing Social Media Engagement | News Articles | Online Monitoring | Search @BRITOPIAN ON TWITTER

79. LISTEINING IS IMPERITIVE “ Spend time listening to the conversation and determine if you can add value “

80. CONVERSATIONAL AUDIT …this tells you “where” the conversation is happening about the brand @BRITOPIAN ON TWITTER

81. TOPICAL CONVERSATIONAL AUDIT … this tells you how relevant your brand is within certain online conversations @BRITOPIAN ON TWITTER

82. RELEVANT AND CONSISTENT CONTENT @BRITOPIAN ON TWITTER

83. SOLVING CUSTOMER PROBLEMS It’s one thing to solve individual customer issues. It’s another to fix the ROOT CAUSE of the problem!

84. REAL TIME ANALYTICS Knowing what content is being share/liked/RT’d the most should help drive the content strategy @BRITOPIAN ON TWITTER

85. DON’T FORGET ABOUT GOOGLE Understanding search behavior will help create editorial content @BRITOPIAN ON TWITTER

86. KNOWING “WHEN” TO POST CONTENT @BRITOPIAN ON TWITTER

88. Other content shared NEEDS to add value to the conversation and community

89. Optimize Youtube channel and new videos to link back hub/blog

91. Content should be optimized for search w/terms that are relevant to your business

92. Should be convenient for users to consume content within the channels that they are comfortable with

93. Occasional tweets on promoting blog content

94. Cross promoting other social channels, when relevant

95. Needs to be unique; not the same on FB

96. Optimize Google+ page with relevant links and content back to other channels

97. Should not duplicate content

98. Add Google+ icons to hub@BRITOPIAN ON TWITTER

99. ? WHY DOES ALL THIS MATTER?

100. ALIGNMENT = BUSINESS RESULTS Programs Community ManagementMarketingCustomer ServiceCommunicationsEventsCampaignsAdvocacy Crisis SOCIAL BRAND (External) SOCIAL BUSINESS (Internal) MEASURABLE OUTCOMES Training ProcessCollaborationOrganization Models Research & DevelopmentPolicies & GuidelinesKnowledge SharingCulture Infographic by @armano @BRITOPIAN ON TWITTER Infrastructure

101. SOCIAL BUSINESS VALUE CREATION MODEL SalesAdvocacyProduct Feedback Customer Satisfaction Value Creation Social listening Workflow/Process EngagementProduct DiscountsRelevant ContentSolving customer issues Brand EnablementProduct InnovationProcess Improvement @BRITOPIAN ON TWITTER

102. THANK YOU!