Social business will begin disrupting B2B sales & marketing in 2012, and CSRA's Social Business Education Series shows executives how to take advantage of it. This financial services case study shows how Jefferson Financial, which sells variable annuities to investors through investment advisors, grabbed significant market share by using a combination of LinkedIn, Facebook, Twitter and legacy media and marketing.

1. CSRA Social Business Education
Series
How Social Business Is Changing
the Game in B2B: Sales,
Marketing, Human Resources,
Product Development and Others
2012 Roadshow
http://www.socialbusinessservices.biz/resources/

2. Enterprise Social Business Strategy & Execution
Christopher S. Rollyson and Associates
Plan | Learn | Scale | Integrate | Manage
Social Business Disruption
of B2B Sales and Marketing
Study Guide: Jefferson Financial
Part2: B2B Case Studies
Manufacturing | Healthcare | Supply Chain | Financial Services
05/05/2012 Entire contents © 2006-2012 by Christopher S. Rollyson

3. Copyrighted
material
Financial Services Case Study
Background
Jefferson Financial
packages and sells
•Life insurance variable annuities to
company investors through
investment advisors, its
• Provides variable
channel. Jefferson's story
annuities to investors
is B2B2C because it used
• Investment advisors are social business to reach
advisors and investors.
their channel
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4. Copyrighted
material
Engage Channel with LinkedIn, Twitter
• Integrated social business with sales
St u d y Gu i de
team and legacy PR & events
• Taught investment advisors to use So c ia l
LinkedIn to generate referrals,
dramatically boosting engagement Business
• Took extensive market share from
competitors Highlights
• Engaged investment advisor channel
and their prospects
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5. Copyrighted
material
Connect Channel with Prospects
• Boosted channel engagement by
St u d y Gu i de
helping them reach their prospects
• Don’t assume people know how to use Lessons
social platforms; give them support
• Use social business to support high- Learned
priority initiatives
• Social business often synergizes well
with legacy processes
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material
Social Business Powerful in B2B2C
• It’s likely your channel doesn’t know how
St u d y Gu i de
to use social business with their prospects
• B2B brands have a rare opportunity to Insights
go B2B2C with social, collaborating with
their channel to reach end prospects
• Social business can create new revenue
for the channel whose commitment to
the brand increases
• Critical success factors:
– Build on strategy to get your true value to
the channel and their prospects
– Support your channel in learning social
– Build on trust; no end runs
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Engage Channel with LinkedIn, Twitter
• Jefferson used an integrated approach by tripling the size of its sales
team and by using LinkedIn, Twitter, YouTube and Facebook. St u d y Gu i de
• It engaged legacy media and local government by leveraging the 95
local jobs it created into events and media mentions; it magnified
these with Twitter and Facebook.
Detail1
• Even more innovative: it offered webinars to investment advisors on
how to use LinkedIn to generate interest and boost referrals from
investors. Social business was key to enabling Jefferson to grab
market share during the 2008-2010 recession.
• If you want to show your channel you care, help them reach their
prospects. As Jefferson suggests, Investment Advisors showed their
gratitude by thinking of Jefferson's annuities more often when talking
with their prospects and clients.
• Secondly, don't assume that people know how to use social
technologies; most people think "Facebook is easy," but very few
people know how to use platforms to increase trust, relationship and
business.
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Engage Channel with LinkedIn, Twitter
• Finally, social business often works well with high priority initiatives
and legacy processes. The key to creating synergy is to focus on St u d y Gu i de
prospects, not your firm, and to assess your firm's realistic ability to
deliver value--from prospects' point of view, not yours.
• Very few B2B brands or business partners are using social business,
so most channels are ripe for learning. As Jefferson suggests, the
Detail2
brand increases its chance of success when it understands its true
value, in terms of the channel and their prospects and clients. In
2012, brand value may well have changed.
• Most brands' channels represent many product lines. Brands that
help their channels achieve meaningful results with social business
have an opportunity to increase channel loyalty significantly--and
drive uncommon boosts in revenue.
• Social business removes communication barriers, so it often disrupts
legacy relationships among brands, their channels and end clients.
Impartial, rigorous strategy goes a long way in mitigating the risks of
channel confusion. By the way, social business is coming to all
brands' parts of the world at some point, so the only question is
when--not if--they will have to figure it out.
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Social Business Powerful in B2B2C
• Watch the video
St u d y Gu i de
– http://youtu.be/xZDRI82Y_3U
• Case study home page Mo re
– http://tinyurl.com/sbscasejefffin
– Podcast (audio only) (L i n ks )
– Other B2B case studies
– More insight into business drivers
– Action steps
• Catch the whole series
– http://www.socialbusinessservices.biz/resources
05/05/2012 Social Business Disruption of B2B Sales and Marketing: Rare 2012 Opportunities 9

10. Copyrighted
material
CSRA Social Business Education
Series
How Social Business Is Changing the Game in B2B:
Sales, Marketing, Human Resources, Product Christopher S. Rollyson
Development and Others Managing Director CSRA
chris@rollyson.net
+1.312.925.1549
http://about.me/csrollyson
http://rollyson.net/consulting
Part1: The Dynamics of Change
Part2: B2B Sales & Marketing Case Studies Resources
Part3: Action Steps: Evolving Sales & Marketing
2012 Roadshow
http://www.socialbusinessservices.biz/resources/
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11. Copyrighted
material
Social Business Services
http://www.socialbusinessservices.biz/resources/
How to evolve sales and marketing
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