Without Infrastructure, You Can't Be Social

INTRODUCTION
Your company receives a tweet.
On the surface, it looks similar to the thousands of others
that come in that day.
But it’s not.
It’s from a very valuable customer.
She is also extremely influential in her online community.
Someone you don’t know from another team, on the
other side of the world, has already exchanged multiple
messages with her about the topic.
And your customer is getting increasingly frustrated.
The question is: how quickly does your company know
all of this?
If you have only one social media profile, a handful of
actively engaged social customers, and one or two
members of your social team, then you probably know it
fairly quickly.
But let’s say you’re a large company.
Perhaps you have hundreds – if not thousands – of social
profiles you handle
OR…
Perhaps you have hundreds or thousands of people who
can, and should, engage with your social customers
OR…
Perhaps you have (or want) tens of thousands of social
messages.
In that case, what do you do?
How do you deliver a personalized, relevant experience
to that customer when you are managing all of
these touchpoints and conversations across teams,
departments, divisions, and locations?
How do you consistently deliver and manage the
experience in line with rising customer expectations and
build your brand?
You can’t.
Unless you have a Social Relationship Infrastructure.
A MAN
IS THE SUM OF HIS ACTIONS,
OF WHAT HE HAS DONE,
OF WHAT HE CAN DO,
NOTHING ELSE.
–GANDHI
A BRAND
IS THE SUM OF THE
EXPERIENCES THAT IT
DELIVERS, NOTHING ELSE.
–RAGY THOMAS,
CEO, SPRINKLR
A FEW WORDS
FROM SPRINKLR
BY JEREMY EPSTEIN, VP OF MARKETING, SPRINKLR

INTRODUCTION
A Social Relationship Infrastructure:
Creates and displays a singular, unified view of
the customer that enables internal teams to take
immediate, relevant action
Handles all of your social media profiles, ensuring
that every relevant conversation is captured
Integrates with your existing infrastructure, such as
brand, content, customer, knowledge, and employee
management systems
Provides a common seamless, integrated
infrastructure for framework for managing content,
campaigns, conversations, community, and
collaboration across every business group, division,
team, or location
Surfaces the right social data to the right individuals
and teams, at the right time, and in the right formats
Provides social governance at both the federated
level with high degrees of local control
These are the attributes most global brands require to
successfully tie their investment in social engagement –
whether it’s in social marketing or social customer care
or elsewhere – to the most important goals the business
has to achieve.
We call it a Social Relationship Infrastructure. And we
don’t think it’s possible for businesses to win in an
increasingly connected and socially enabled world
without it. As Sonja Broze of PayPal said,
“Without a Social Relationship Infrastructure,
you can’t BE Social.”
You can DO social.
But you can’t BE Social.
If you’re like us, you believe that most people don’t want
social done to them. They simply want to BE social with
the people and the brands in their lives.
Being social is about forging meaningful relationships
through common experience.
Just like you wouldn’t try to ‘manage’ your relationship
with a loved one or a friend, you can’t manage a
relationship with a customer.
But, you CAN manage experiences.
When you manage experiences, you build relationships.
And strong relationships help you drive your business goals.
Welcome to Social Experience Management.
Social Experience Management is a relentless
commitment to achieving business objectives by
managing and optimizing customer experiences at every
touchpoint across every team, function, division, and
location of a company.
Enterprises that are not committed to Social Experience
Management by investing in both a social relationship
infrastructure and the supporting people and processes
are doomed to fail.
It bears repeating. Brands will not survive without Social
Experience Management.
This eBook Is by and for People
Who Share That Belief.
In these pages, you’ll find an elite group of executives,
practitioners, and consultants who are frontline innovators
in Social Experience Management. They are the ones
implementing a complete social relationship infrastructure
at some of the world’s largest, most social brands.
They know they need to manage social experiences for
their companies at every touchpoint.
And they are driving initiatives across business silos,
implementing processes and technology, and affecting
organizational change.
We asked them to share what they are doing and how
they are doing it.
We hope it helps.

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© Sprinklr 2014. All rights reserved.
1
COMMUNITY: MORE THAN A BUZZWORD...................................................... 8
MARK BABBITT · YOUTERN
IF YOU’RE NOT READY TO SCALE,
YOU’RE NOT READY TO BE SOCIAL...............................................................11
EDDY BADRINA · BUZZSHIFT
WHAT IT MEANS TO BE SOCIAL..................................................................... 13
GENO CHURCH · BRAINS ON FIRE
BEING PART OF A WINNING TEAM................................................................ 14
BRYAN COOK · JOE GIBBS RACING
LEAN CAN BE SEXY, BUT PREPARED IS BETTER......................................... 15
GREG LINDSLEY · WELLS FARGO
INFRASTRUCTURE: THE BACKBONE TO SOCIAL SUCCESS....................... 16
MARCY MASSURA · MSLGROUP
SCALING INFRASTRUCTURE TO BE SOCIAL AND PURPOSEFUL................ 18
SHAWN MURPHY · SWITCH AND SHIFT
THINKING IN CONVERSATIONS, NOT POSTS................................................ 19
CAITLIN MITCHELL & JOHN KEEHLER · THE RICHARDS GROUP
INFRASTRUCTURE ENABLES YOU TO SCALE HELP.................................... 21
JARED OSORIO · PSE&G
WITHOUT INFRASTRUCTURE, YOU CAN’T WORK YOUR MAGIC................. 23
STEPHEN SPECTOR · HEWLETT-PACKARD
DOES MARKETING AUTOMATION
FOSTER SPAM OR PERSONALIZATION?....................................................... 24
NATASCHA THOMSON · MARKETINGXLERATOR
HUMANIZING THE ENTERPRISE
CONTENTS
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INFRASTRUCTURE IS THE SEXIEST PART OF A MARKETER’S JOB........... 27
DAVID BERKOWITZ · MRY
GET PREPARED, GET ORGANIZED
AND GET CONNECTED TO GET SOCIAL........................................................ 29
BEN BLAKESLEY · REEBOK
HOW SOCIAL INFRASTRUCTURE IS CHANGING........................................... 30
CHRIS BOUDREAUX · SOCIAL MEDIA GOVERNANCE
WITHOUT A SOCIAL INFRASTRUCTURE,
SOCIAL BUSINESS IS SIMPLY IMPOSSIBLE.................................................. 32
ANDREW JONES · ALTIMETER GROUP
BRIGHT MINDS ARE NEEDED FOR STRONG SOCIAL................................... 33
JASON KEATH · SOCIAL FRESH
WHY YOUR COMPANY'S SOCIAL MEDIA IS FAILING.................................... 34
DAVE KERPEN · LIKEABLE LOCAL
WITHOUT INFRASTRUCTURE, YOU MIGHT BE ON SOCIAL,
BUT NOT ACTUALLY SOCIAL.......................................................................... 36
NINA OWENS · MICHAELS STORES
THE REASONS TO DROP THE SILOS COULD FILL A BOOK......................... 37
STEFAN TORNQUIST · ECONSULTANCY
BREAKING DOWN BUSINESS SILOS
CONTENTS
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IT TAKES INFRASTRUCTURE TO BE SOCIAL................................................ 40
JESSICA BERLIN · YAHOO
A STRONG FOUNDATION: THE ROLE OF INFRASTRUCTURE IN
BUILDING SOCIAL RELATIONSHIPS.............................................................. 41
SONJA BROZE · PAYPAL
INFRASTRUCTURE IS THE FOUNDATION OF
A STRONG SOCIAL PROGRAM....................................................................... 43
DON BULMER · ROYAL DUTCH SHELL
BEING SOCIAL MEANS PUTTING RELATIONSHIPS
AND EXPERIENCES FIRST.............................................................................. 45
PAUL HASKELL · OMAHA STEAKS
BE PREPARED FOR ANYTHING:
BEING SOCIAL AND PERSONAL @ASKCITI................................................... 47
PAUL MICHAUD · CITI
TAKING YOUR IN-REAL-LIFE RELATIONSHIPS ONLINE............................... 49
JEREMIE MORITZ · PERNOD RICARD
CREATING CLARITY: INFRASTRUCTURE’S ROLE IN
DELIVERING YOUR MESSAGE........................................................................ 51
LARA TAMBURELLI · JOHN HANCOCK
INFRASTRUCTURE: AN ENVIRONMENT USING ALL OF
ITS COMPONENTS TO SUCCESSFULLY OPERATE....................................... 53
WHITNEY TISDALE · GREYHOUND LINES
MANAGING THE CUSTOMER EXPERIENCE
CONTENTS
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WINNING BUSINESSES ARE TAPPING INTO THE POWER OF SOCIAL........ 56
TAMI CANNIZZARO · IBM
THE SOCIALLY ENABLED BRAND.................................................................. 58
KEITH CHACHKES · VANTAGE DELUXE WORLD TRAVEL
YOU NEED INFRASTRUCTURE TO FUNCTION
AT THE SPEED OF SOCIAL............................................................................. 59
JEREMY HUMPHRIES · FARMERS INSURANCE
TECHNOLOGY SERVES CONTENT................................................................. 61
BOB LIBBEY · PFIZER
THE C-SUITE GETS HIP TO SOCIAL BUSINESS............................................ 62
STEVE LUNCEFORD · DELOITTE DIGITAL
GLOBAL BUSINESS, LOCAL FLAVORS........................................................... 64
STEVEN MOY & TIM DUNN · ISOBAR
NAVIGATING THE SOCIAL MEDIA SUPERHIGHWAY..................................... 67
DARA NOBLE · MRM // McCANN
INFRASTRUCTURE IS THE BACKBONE OF EVERYTHING WE DO................ 69
KELLIE PARKER · SEGA
DATA DRIVES THE SOCIAL INFRASTRUCTURE............................................. 70
BRANDON PREBYNSKI · CISCO
IT ALL COMES DOWN TO YOUR CORPORATE CULTURE............................. 72
MARK SCHAEFER · SCHAEFER MARKETING SOLUTIONS
YOU NEED INFRASTRUCTURE TO BUILD AND SUPPORT
A SUCCESSFUL SOCIAL STRATEGY.............................................................. 73
KIRA SWAIN · AUCTION.COM
FROM ‘BUSINESS AS USUAL’ TO SOCIAL BUSINESS
CONTENTS
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IS YOUR SOCIAL HOUSE IN ORDER?............................................................ 76
JULI BROWN · NESTLÉ PURINA PETCARE COMPANY
INFRASTRUCTURE: BUILT BY HAND............................................................. 78
STEVE CLAYTON · MICROSOFT
BEING SOCIAL IN A REGULATED INDUSTRY................................................ 79
PERRIE FINSAND · MEDTRONIC
HOW TO STRUCTURE AN ORGANIZATION
FOR SOCIAL MEDIA SUCCESS....................................................................... 80
ALISON J. HERZOG · FAMILYSEARCH
HAVE YOU BUILT YOUR SOCIAL ARC?.......................................................... 82
KENYATA MARTIN · SHELL OIL PRODUCTS US
SOCIAL INFRASTRUCTURE: GIVING A JELLYFISH A BACKBONE................ 84
PAUL MATSON · GROUPON
HUMANS ARE THE CORE OF YOUR INFRASTRUCTURE.............................. 86
MATT MULLEN · 451 RESEARCH
SOCIAL INFRASTRUCTURE IS A HIGHWAY................................................... 88
ERIC NYSTROM · DELL
THE ‘MAGICAL SWITCH’................................................................................. 91
APRIL SONSONA · WASTE MANAGEMENT
BUILDING YOUR EMPIRE................................................................................ 92
JOHN VALADEZ · SAMSUNG TELECOMMUNICATIONS AMERICA
PLANTING THE SEEDS OF SOCIAL SUCCESS: THE TREE............................ 94
DAWN WAYT · AMERICAN GREETINGS
FRAMEWORKS FOR SOCIAL SUCCESS
CONTENTS
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HOW SOCIAL MEDIA IS SHAPING THE CONSUMER EXPERIENCE.............. 97
LEWIS BERTOLUCCI · HUMANA
HOW SOCIAL SCREWS UP YOUR INFRASTRUCTURE.................................. 98
ELISA CAMAHORT PAGE · BLOGHER
WITHOUT INFRASTRUCTURE, YOU’RE DESTINED FOR
LONG-TERM FAILURE................................................................................... 100
IAN CLEARY · RAZORSOCIAL
‘INFRASTRUCTURE’ ISN’T A DIRTY WORD..................................................101
DAVE FLEET · EDELMAN DIGITAL
PARACHUTES, COURAGE AND OPPORTUNITIES…
DID YOU PACK THE PARACHUTE?............................................................... 103
ABBY GUTHKELCH & DANNY WHATMOUGH · KETCHUM UK
IT’S TIME TO GET PERSONAL – ON A MASSIVE SCALE............................. 105
GAVIN HEATON · CONSTELLATION RESEARCH
THE RISE OF SOCIAL INFRASTRUCTURE....................................................107
DION HINCHCLIFFE · DACHIS GROUP
SOCIAL IN THE ECOSYSTEM:
ESSENTIAL WITHIN THE INFRASTRUCTURE.............................................. 108
DEAN LANDSMAN · LANDSMAN COMMUNICATIONS GROUP
A PROPER SOCIAL INFRASTRUCTURE ELIMINATES
THE GUESSWORK......................................................................................... 109
ERICH MARX · NISSAN NORTH AMERICA
NEW TECHNOLOGY, OLD ATTITUDES........................................................... 111
JAMES PECHT · INTERSTATE BATTERIES
INFRASTRUCTURE IS A ROADMAP...............................................................112
LINA ROQUE · CA TECHNOLOGIES
INFRASTRUCTURE IS THE CRUX OF
A SUCCESSFUL SOCIAL MEDIA PROGRAM.................................................113
ALEX SCHOTT · ENTERGY
SURVIVING SOCIAL DISRUPTION
CONTENTS
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COMMUNITY: MORE THAN A BUZZWORD
MARK BABBITT · YOUTERN
IF YOU’RE NOT READY TO SCALE, YOU’RE NOT READY TO BE SOCIAL
EDDY BADRINA · BUZZSHIFT
WHAT IT MEANS TO BE SOCIAL
GENO CHURCH · BRAINS ON FIRE
BEING PART OF A WINNING TEAM
BRYAN COOK · JOE GIBBS RACING
LEAN CAN BE SEXY, BUT PREPARED IS BETTER
GREG LINDSLEY · WELLS FARGO
INFRASTRUCTURE: THE BACKBONE TO SOCIAL SUCCESS
MARCY MASSURA · MSLGROUP
SCALING INFRASTRUCTURE TO BE SOCIAL AND PURPOSEFUL
SHAWN MURPHY · SWITCH AND SHIFT
THINKING IN CONVERSATIONS, NOT POSTS
CAITLIN MITCHELL & JOHN KEEHLER · THE RICHARDS GROUP
INFRASTRUCTURE ENABLES YOU TO SCALE HELP
JARED OSORIO · PSE&G
WITHOUT INFRASTRUCTURE, YOU CAN’T WORK YOUR MAGIC
STEPHEN SPECTOR · HEWLETT-PACKARD
DOES MARKETING AUTOMATION FOSTER SPAM OR PERSONALIZATION?
NATASCHA THOMSON · MARKETINGXLERATOR
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COMMUNITY:
MORE THAN A BUZZWORD
MARK BABBITT
MARK BABBITT
CEO AND FOUNDER
YOUTERN
COO
SWITCHANDSHIFT.COM
Mark is a serial mentor who has been quoted in the Wall Street Journal, Mashable and Forbes
regarding leadership, culture, career development, and higher education’s role in preparing emerging
talent for the workforce. A keynote speaker, author, and blogger, Mark’s contributions include
Huffington Post, Bloomberg News and Under30CEO.
Twitter: @YouTernMark
LinkedIn: www.linkedin.com/in/youternmark
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There are words and phrases that become so
commonly used, they fall into an undesirable category:
buzzwords. ‘Transparency,’ ‘authenticity’ and ‘at the
end of the day’ have already crossed over… and I’m
afraid, there will soon be a new entry… ‘community’.
A community, specifically an ‘online community’ is
most often considered a group of internet users with
a passion for a brand, cause or, at the very least, a
common purpose. Online communities span every
conceivable personal interest – often with local,
regional, and national organizations supporting them.
Almost every industry has fine examples of established
communities worthy of emulation: Kiva and Indiegogo
in crowdfunding; Brazen Careerist and YouTern in
the career space; SK-Gaming and Gaming Voice for
gaming enthusiasts; and so many more.
And yet, ‘community’ is quickly falling into buzzword
territory. So misused (or perhaps just used too often
by those who really don’t understand the importance
of community) that even the quickest mention of the
word causes rolled eyes, audible scoffs, and blatant
disinterest. Still, many organizations are fighting the
buzzword stigma to build a strong – almost organic
– online presence: a community around their brands.
They are perhaps late to the party, yet are solidifying
their position among consumers, advocates, influencers
– even voters. Here’s how:
They Build on a Common Purpose
Brands that build community to sell product… fail.
Those that start a community to push a message or
rebuild their reputation… fail. Those that attempt an
online community just to broadcast at the members…
fail. Every time.
The number one rule of community: build around a
common need, purpose, or agenda.

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They Put the Community First
Along those same lines, effective communities that grow
organically put the goals of the community first. They
answer questions directly, without promoting their new
product line or their latest blog post on the subject. At
the same time, they don’t allow community members to
self-promote, solicit, or filibuster.
For the community to grow and prosper, it must be a
spam-free zone… including your own teams.
That could be a LinkedIn Group. Perhaps a Facebook
page or group makes the most sense. To enable larger
groups to talk in real time, a Twitter chat might make
the most sense. For smaller groups – or for subgroups
within your community – a Google Hangout might be the
best answer. Go exclusively where it makes the most
sense for your community… even if that means ‘All of the
Above’ is the best long-term answer.
They Go Where the Community
Members Live
Yes, use of the internet is the common denominator
among online communities. That, however, isn’t enough
when building an online community. The first step:
learn where the majority of your potential members and
ambassadors thrive online.
They Are Consistent Facilitators
LinkedIn and Facebook groups require constant posts,
interaction, and moderation. Twitter chats and Google
Hangouts must be on a set schedule and thoroughly
promoted so they become ‘calendar worthy.’ When
topics become harder to develop, invite guest hosts
and subject matter experts to join – even lead – the
conversation.
Consistency is king. Without a consistent effort from
the facilitators, and without a diverse set of
deliverable content, the community will undoubtedly
die a slow death.

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They Enable the Community to
Self-Moderate and Self-Protect
(Or: When Trolls Attack)
Well-established communities do not need the
organizers/moderators/facilitators to protect their
members, or even their brand. The community does
it for them.
Think about the value of your social media team,
customer service department, or even your executives
not needing to confront a troll, or someone intent on
disrupting the conversation with negative input.
Think about how your organization can put up a ‘Do
NOT Engage’ sign when that negativity surfaces. In a
healthy community, the advocates rush to the defense.
They become the Sergeant-at-Arms. In all but the most
extreme cases, your organization gets to remain neutral
– even quiet – allowing you to avoid a potentially
brand-hurting dialogue.
Ultimately – as the members share perspectives,
questions, and expertise – this becomes a primary
reason for maintaining contact with the community.
In the process, your organization becomes known as a
value-added brand that provides an appreciated service
well past the products or services you sell.
They Encourage Sharing and Self-Learning
The best online communities promote the best of what
the internet is meant to be: a place to share and learn.
By sharing knowledge and best practices, the
community grows, collectively. As the community
grows, its members become mentors, teachers, and
accountability partners.
They Promote Individual Thinking
Solid communities that survive long-term avoid one more
community-killing trap: groupthink.
Yes, human nature dictates that we want to be
surrounded by those with common interests.
However, right up until the moment the trolls take over
the conversations, exceptional online communities
welcome thoughtful debate. They enable emotionally
intelligent disagreement. And – knowing that the
members are ultimately there because they believe in
the purpose and health of the community – they allow
opposing views to flourish.
If your business or mission is considering building an
online community, please consider these important
factors. Just as important, understand that community
is far more than a buzzword – and can significantly
impact the product development, customer service, the
perception of your organization as an employer…
and your bottom line.

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IF YOU’RE NOT READY TO SCALE,
YOU’RE NOT READY TO BE SOCIAL
EDDY BADRINA
EDDY BADRINA
CO-FOUNDER AND CSO
BUZZSHIFT
In addition to co-founding BuzzShift, a digital strategy firm for large and mid-sized brands, Eddy also
helped set up CherryPick, a content curation application for brands and bloggers. Eddy has over 11
years of experience in strategic planning, marketing and PR, including roles at the US Department of
State, executive leadership at a White House initiative and director-level positions at two successful
startups. Eddy is also an adjunct professor for the EMBA program at the University of Texas at Dallas.
Twitter: @eddybadrina
LinkedIn: www.linkedin.com/in/eddybadrina
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When big brands start to build their social presence, they
often focus on superficial metrics. One million followers.
24 million video views. Too frequently, the allure of eight-
figure analytics blinds us to the business realities of what
we’re actually doing. Have you ever considered what it
would be like to handle a million followers? What will you
say to them? How will you respond?
If you’re not fully prepared to handle a fan base that’s
triple the size you’re used to, or an intimate two-
person operation expanding to 12 employees and three
divisions, you’re not ready to be social.
Social media success is all about scalability. And
scalability can only be achieved through infrastructure.
Infrastructure comes in two waves. The first, and most
obvious, is technological. You need to adopt technology
that allows automation, facilitates collaboration and
helps you cater to different markets. Without technology,
scalability can’t exist.
But although technology is important, success rests on
your internal infrastructure.
Before you start to build your social following, you need
to evaluate your internal policies and processes. You
need to have a clear (yet adaptable) plan that outlines
how content goes from creation to publication. You need
to know every role of every individual and department.
Without a carefully developed infrastructure, it might take
you two days to respond to a simple Twitter question.
And we all know that two days is a lifetime on social.
The end goal for any social brand is to be as engaging
online as it is offline. Many brands are great in real life
but fall flat on digital channels. Scott Stratten calls this
the ‘experience gap.’ He says that a brand is only as
good as its worst interaction. Don’t let digital be at the
low end of that gap.
SOCIAL MEDIA
SUCCESS IS
ALL ABOUT
SCALABILITY.
SCALABILITY
CAN ONLY BE
ACHIEVED THROUGH
INFRASTRUCTURE.

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If you have a million fans, two million fans, or even just a
hundred thousand fans interacting with you online, one
wrong move can sink a ship. Before you lift anchor, plan
your route. Make sure everyone understands the chain of
command. Only after creating an effective infrastructure
can you embark on improving your social presence.

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WHAT IT MEANS TO BE SOCIAL
GENO CHURCH
GENO CHURCH
WORD OF MOUTH INSPIRATION OFFICER
BRAINS ON FIRE
Geno is considered a pathfinder for Brains on Fire’s clients. He has helped build word-of-mouth into
the identities of brands and organizations including: Fiskars Brands, Best Buy, National Center for
Family Literacy, Anytime Fitness, and Love 146. Geno has spoken around the world at places such as
the Word of Mouth Marketing Association (WOMMA), the Public Relations Society of America (PRSA),
American Marketing Association (AMA), the World Africa Customer Management Conference, and
BBCONAU Blackbaud Conference for Nonprofits.
Twitter: @genochurch
LinkedIn: www.linkedin.com/in/genochurch
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Being social is all about building a relationship. More
to the point: it begins by finding the shared passions
between a brand and its advocates. In order to truly be
social, a brand must understand the ‘whys’ and values
they share with their advocates and advocate community.
In doing so, they have a better chance to spark their
customers’ and advocates’ passion, inspiring them to
talk about how the brand fits into their lives.
It’s great to be social as a brand; it’s even better when
your advocates are inspired to be social on your behalf.
At Brains on Fire, we believe social doesn’t just rest
with social media touchpoints. There are so many
opportunities to be social through face-to-face
interactions. Going out to meet your customers and
walk in their footprints is a wonderful practice in being
genuinely social.
Infrastructure is critical at Brains on Fire. We’re a
small ship, so we have to be focused yet agile. Our
infrastructure is always evolving. Research, strategy,
creative execution, planning, management, and
community shepherding have to be in sync.
IT’S GREAT TO
BE SOCIAL AS A BRAND;
IT’S EVEN BETTER
WHEN YOUR ADVOCATES
ARE INSPIRED TO BE
SOCIAL ON
YOUR BEHALF.

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BEING PART OF A WINNING TEAM
BRYAN COOK
BRYAN COOK
DIGITAL MARKETING MANAGER
JOE GIBBS RACING
Bryan has loved fast cars, art, and computers since he was a kid. He has been blessed to have been
able to merge those passions together into a successful digital marketing career. He was born and
raised in Miami, FL and studied Fine Art at the University of North Carolina at Charlotte.
Twitter: @bryanwcook
LinkedIn: www.linkedin.com/pub/bryan-cook/12/67a/83a
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I feel like I’m living in the golden age of social. The
internet used to be impersonal… brands used to rely on
automated messages and mass emails to reach their
core demographics. But now, we’re going back to being
a one-on-one community.
We’re going back to a ‘meet after church’ kind of world.
That human relationship is what we try to establish
through our social efforts. Our business is small, but
social lets us scale and reach NASCAR fans across
America. Sure, we have thousands of fans watching on
TV and tuning in through radio every race weekend. But
through social, I can take the viewers to a place where
even the cameras aren’t allowed.
NASCAR is such a fast-paced world, so it’s necessary to
have up-to-the-minute updates about what’s going on in
the race. Our fans don’t have to wait for the broadcast to
find out what their favorite driver said on the team radio.
We give it to them on the spot.
But, we take the conversation even further.
The easy road is to just give updates, and there’s
certainly a time and place for that. But what’s really
interesting – and what keeps our fans excited – is that I
can ask people what they think of a certain strategy. Or, I
can take them into our command center on race day.
WE’RE GOING
BACK TO A
‘MEET AFTER
CHURCH’
KIND OF WORLD.
It’s about making them part of the action. It’s all about
knowing when and how to respond and engage with your
fans.Your fans want to feel like they’re talking to a real
person who cares about what they care about. That’s
what good marketing is – making the fans feel like they’re
part of your winning team. That’s something that larger
companies can use to reach fans in a productive way.
We’re building a community of advocates. That should
be every brand’s goal. It’s not just scaling social, it’s
scaling relationships.

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LEAN CAN BE SEXY,
BUT PREPARED IS BETTER
GREG LINDSLEY
GREG LINDSLEY
SOCIAL RELATIONSHIP INFRASTRUCTURE CONSULTANT
WELLS FARGO
Greg has spent the last five years at Microsoft working in social media, most recently helping the
company get to over 1,000 users on Sprinklr. He is now working with Wells Fargo to set up the
infrastructure around their growth plans for social. Armed with both a technical and marketing
background, he enjoys the challenge of helping organizations connect with their customers in the new
world of social.
LinkedIn: www.linkedin.com/pub/greg-lindsley/0/836/32a
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A common analogy these days is to ‘build the plane
while flying it.’ From an organizational perspective, this
is almost the very prototype of a ‘lean’ organization:
build as you go. No waste. Very fast. Very cool.
While impressive, taking the analogy a bit further, you
can’t deny that building the plane while flying it can be
very unnerving for any passengers sitting there. As a
general rule, an organization should not try to scare the
hell out of its customers.
Although ‘lean’ can be sexy, when it comes to your
customers, ‘prepared’ is better. The reason to prioritize
building out a social infrastructure before going to
scale with your marketing and engagement plans is
that your margin of error can disappear overnight. As
you add more users to your social tools and create
more dependencies on your reporting, acceptance of
downtime and missed deadlines will decrease rapidly
until it drops to zero. You should have operations and
support in place and well-baked before then; there isn’t
any more room to experiment with key processes once
you are at hundreds of users with daily requirements.
Planning for scale early, allowing room for trial and
error, user pilots, and getting process documented, will
position your organization for success. And ‘success’ is
always sexy.
UNDER CONSTRUCTION

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INFRASTRUCTURE:
THE BACKBONE TO SOCIAL SUCCESS
MARCY MASSURA
MARCY MASSURA
VICE PRESIDENT, WEST COAST DIRECTOR OF DIGITAL
NORTH AMERICAN INFLUENCE & COMMUNITY LEAD
MSLGROUP
In addition to her roles at MSLGROUP, Marcy also provides strategic counsel for Proctor & Gamble
North America. In addition to developing social strategies for numerous high-profile clients that this
award-winning international agency represents, she maintains her own popular humor website, The
Glamorous Life Association, and speaks as often as possible – spreading her passion and joy for
all things social.
Twitter: @marcymassura
LinkedIn: www.linkedin.com/in/marcymassura
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‘Being social’ is often erroneously associated with
being ‘talkative.’ But actually ‘being social’ or, better
yet, ‘living social’ represents a deep understanding of
the psychology of social behavior and which actions
can help to increase conversation and provide value to
stakeholders. The unsung hero skill of socialization is the
ability to listen well. Real-life conversation is never one-
sided and in the digital space we need to spend as much
effort listening before we speak as we do crafting clever
content pieces to broadcast.
Social is a state of being engaged and being present with
a desire to be liked. Social is wanting to reciprocate, be
responsive and, yes, also be entertaining. Social is being
human with empathy, kindness, and even the ability to
be apologetic if an error is made. Yet all of these qualities
are insurmountable without the tools and technology to
perform at scale. That is why the backbone of any social
strategy should include a strong infrastructure to support
these efforts.

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Having a tangible infrastructure allows us to fully realize
our aspirational goals of building relationships with
clients, stakeholders, and beyond. And as an agency
that specializes in relationship-driven results, we
help our clients find ways to connect personally with
consumers and influencers – to generate advocacy,
recommendation, and lifelong loyalty.
HAVING A TANGIBLE
INFRASTRUCTURE
ALLOWS US TO FULLY
REALIZE OUR ASPIRATIONAL
GOALS OF
BUILDING
RELATIONSHIPS
WITH CLIENTS,
STAKEHOLDERS,
AND BEYOND.
Without a tangible infrastructure of tools, software, and
networks, we would sound unrealistic talking about goals
of ‘bonding moments’ and ‘authentic relationships’ at
scale. It is the infrastructure that allows these concepts
to be fully realized and ultimately generate amazing
results, no matter the size of their online communities.

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SCALING INFRASTRUCTURE TO BE
SOCIAL AND PURPOSEFUL
SHAWN MURPHY
SHAWN MURPHY
CO-FOUNDER AND CO-CEO
SWITCH AND SHIFT
Change leader, speaker, writer. Top-ranked leadership blogger and social HR expert by Huffington
Post. Managing Director of Organizational Development at KAI Partners. Passionately explores the
space where business and humanity intersect. Promoter of workplace optimism.
Twitter: @shawmu
LinkedIn: www.linkedin.com/in/shawmu
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Businesses have a purpose. It isn’t to make money.
That’s an outcome. Rather a business’s purpose is its
reason for existence. It could be to connect people
through technology. Or it could be to resolve a social
problem. Whatever the purpose, a business must rely
on its infrastructure to fulfill its purpose.
To that end, being social is about learning to listen and
finding ways to help fans, friends, followers, customers,
and potential customers be more successful, effective,
or even knowledgeable in their areas of interest.
Business has always been built on the back of
relationships. Solid relationships enrich lives. Social
allows a business to enrich lives in purposeful ways.
It’s through interactions that a brand demonstrates
what it stands for.
In an idealistic way, being social is about paying it
forward: sharing content that helps your audience who, in
turn, can share it to help others. Whether it’s an audience
for your message, or a whitepaper to help a business
with its objectives, being social opens doors and gives
access to people and content previously out of reach to
most – except to those who could afford to pay for it.
The good intentions behind being social can only be
realized, however, by scaling your infrastructure to
support a social philosophy and strategy. Mixing these
elements together better positions your business to
realize its purpose.
THE GOOD INTENTIONS
BEHIND BEING SOCIAL CAN
ONLY BE REALIZED BY
SCALING YOUR
INFRASTRUCTURE.
Infrastructure gives confidence that the activities
to help the business succeed in creating value are
known, learnable, scalable, and repeatable. Without
an infrastructure to guide our creation-value activities,
businesses are tempting fate and risking irrelevance.
Going a step further, when a business overlays
infrastructure with being social, the activities to listen
and contribute to conversations relevant to a community
become scalable. More importantly, being social creates
connections and positions your business to have
meaningful interactions with its target audience.

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THINKING IN CONVERSATIONS,
NOT POSTS
CAITLIN MITCHELL & JOHN KEEHLER
CAITLIN MITCHELL
DIGITAL STRATEGY
THE RICHARDS GROUP
Caitlin lives and breathes social media and is always looking for new media and ways to network.
Her curiosity, vivacious personality, and proficient multitasking serve her well in the ever-changing
social media world that never sleeps and never slows down. If you’re ever looking to track her down,
you can find her tweeting away @RichardsGroup.
Twitter: @SayCaitlin
LinkedIn: www.linkedin.com/in/caitlinbmitchell
JOHN KEEHLER
DIRECTOR, DIGITAL STRATEGY & EMERGING PLATFORMS
THE RICHARDS GROUP
John creates holistic digital strategies for brands, ensuring that they’re aligned with business goals,
customer needs, and broader marketing strategies. He’s led digital strategy for clients such as Home
Depot, Travelocity, and Walmart. John’s passion is for emerging trends and new technologies, and
he’s been involved in some of the agency’s most groundbreaking work, including pioneering some of
the first commercial efforts in blogging, podcasting, and social media. When he’s not hard at work for
clients, John is hard at work educating the next generation of digital experts. He teaches at Southern
Methodist University, UT Dallas, and the University of Colorado’s renowned Boulder Digital Works.
Twitter: @johnkeehler
LinkedIn: http://www.linkedin.com/in/jkeehler
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When scrolling through updates on your news feed, most
posts earn a glance, but a few inspire reactions through
likes, comments, and shares.
These are the posts that somehow resonate and stand
out from the others. Posts we find relevant and connect
with. Usually, they are from friends. This is the promise of
social media for brands – the potential to be seen as just
another friend. To be seen as a friend, a brand must act
like one.
While most brands put considerable time and energy into
optimizing social calendars across time of day,
TO BE SEEN
AS A FRIEND,
A BRAND MUST
ACT LIKE ONE.
day of week, and even post type, many overlook a
crucial, consumer-facing component: a well-thought-
out conversation strategy.
If relevant, audience engagement can attach a human
element to a brand and bring its personality to life.

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Listen to Understand
Just like in any other relationship, listening is a
key component of communicating. You must first
understand the conversations that surround your
brand. Social listening tools can provide insight not
only into what your customers think about you, but
what they need from you. It’s important to listen across
social platforms, topics, and timeframes.
Become ‘Alive’ through
Real-time Engagement
While social media certainly provides another outlet
for customer service issues, it should be used for
more. Finding time for live engagement is crucial for
brands. A live-tweet session or time carved out for
real-time engagement can be great opportunities for
some of the best content you push out. Perhaps more
important is that it shows your fans and followers that
the brand is ‘alive.’
Express A Point of View
Your fans should see how the brand sees things. What
do you think is important? Do you have a take on
what’s happening in the world? Once a brand has a
solid point of view, it’s easier to start a conversation.
Social media presents countless opportunities, but the
true value lies in the connections you create, not the
reach of your posts or the number of fans. The news
feed is a personal conversation that, with luck, your
brand is invited to join.

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INFRASTRUCTURE ENABLES YOU
TO SCALE HELP
JARED OSORIO
JARED OSORIO
LEAD TECHNOLOGY ANALYST FOR CUSTOMER SERVICE
PSE&G
Jared Osorio has worked for New Jersey’s largest utility PSE&G for the past four years. His time
at PSE&G started with a CIS upgrade, where he learned the business of customer service on the
phones with the customers. After two years as a customer service representative, he became the lead
technology analyst for customer service. In this role, Jared supports production application as well
as new project development for customer service. Some challenging projects include developing an
online preference center, and PSE&G’s first mobile-optimized website.
Twitter: @OsOriCo99
LinkedIn: www.linkedin.com/pub/jared-osorio/22/127/62a
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At PSEG, we have two different types of infrastructure:
literal and social. Our literal infrastructure – that’s
the power lines and electrical equipment throughout
out territory. Our social infrastructure encompasses
the systems, processes and people that help us
communicate with our customers, especially during an
emergency.
Our industry is unique in that we usually get a few dozen
social messages a day, but then at any given moment
a storm can sweep through the region, causing 90,000
tweets to be sent to us.
In cases like this, two things must happen:
Our literal infrastructure needs to be
quickly repaired.
Our social infrastructure must be able to handle
the deluge of customer questions and issues.
During these situations, our social infrastructure actually
supports our literal one. It helps us not only in dividing
up the work and routing messages to the right teams,
but it also helps us know where damaged lines exist and
where people are without power. Ultimately, it helps us
scale our efforts to be there for customers.
Being able to scale help, that’s critical to me.
I think there are two sides to any business. The corporate
branding side is responsible for the image of a company,
which is certainly an important aspect of any business.
However, I come from the customer service side and so
I see social through the eyes of our customers. I see it in
terms of how it can serve people.
SOMEONE ON
TWITTER SAID TO ME
THE OTHER DAY
‘I FEEL LIKE I
HAVE A FRIEND
AT THE COMPANY.’
1
2

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In a traditional customer service setting, you have a
pyramid… you have to surpass one level after another,
speaking to countless phone reps along the way.
Social flips that pyramid upside down. If something is
brewing on Twitter, for example, I can go directly to the
managers of relevant teams and ask, “What are we going
to do about this?”
Social breaks down the silos that exist in most
corporations.
It bridges the gap between a brand and its customers.
Someone on Twitter said to me the other day, “I feel like I
have a friend at the company.” That was one of the nicest
posts I ever received – something I would consider a
‘social win.’
That’s the power of social. It enables us to be there for
our customers in ways that we couldn’t before. It allows
us to see the real conversations customers are having
about us. It allows us to react to those customers with
powerful answers.

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WITHOUT INFRASTRUCTURE,
YOU CAN’T WORK YOUR MAGIC
STEPHEN SPECTOR
STEPHEN SPECTOR
CLOUD EVANGELIST
HEWLETT-PACKARD
Stephen works promoting all HP Cloud solutions including private, public, and hybrid cloud. He
was previously at Dell promoting their global cloud strategy and solutions and was the open source
community manager for OpenStack and Xen.org at Rackspace and Citrix Systems. While at Citrix
Systems, he founded the Citrix Developer Network, developed global alliance and licensing programs,
and even once added audio to the DOS ICA client with assembler. Stephen holds a Bachelor’s of
Computer Engineering from The Ohio State University, a Master’s of Computer Science from the
University of Florida, and a Master’s of Business Administration from Florida Atlantic University.
Twitter: @SpectorTX
LinkedIn: www.linkedin.com/in/stephenspector
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Sending a simple 140 character message to an audience
over 200 million is not magic; it just appears that
way. The power of behind the scenes technology or
infrastructure enables HP Cloud to instantly reach out
to millions of contacts with targeted communications.
Without the internal systems, we would never be able
to quickly push out messages and instantly engage
with the respondents.
The ability to manage multiple social media accounts on
a variety of platforms from a single source ensures that
information is received in the manner and location of
choice by the consumer. Social isn’t just about pushing
out a message, but rather establishing a one-to-many
communication channel in the appropriate ‘voice’ with
the feedback mechanism built in.
At HP, direct open communication with customers
is essential to our success and having a social
infrastructure in place provides wizards the raw materials
to work their magic.
You can no longer pick one language, one tool, or
one message to reach your audience. Without the
sophisticated infrastructure behind the scenes, you
won’t be able to spread messages in multiple languages,
tools, and formats.

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DOES MARKETING AUTOMATION
FOSTER SPAM OR PERSONALIZATION?
NATASCHA THOMSON
NATASCHA THOMSON
CEO
MARKETINGXLERATOR
CO-AUTHOR
42 RULES FOR B2B SOCIAL MEDIA MARKETING
At MarketingXLerator, Natascha helps companies create social media marketing strategies that
generate awareness, demand and long-term customer relationships. Whether a company is just getting
started with social media or wants to optimize their existing strategy and channels, MarketingXLerator
can provide the necessary training and expertise. Customers include Global 2000 enterprises and
startups like SAP, EMC, Matrix Precise, and Centigon Solutions.
Natascha brings over 15 years experience in B2B marketing to the table, and holds an Executive MBA
from St. Mary’s College, California, as well as a Master of Commerce and Arts from the University of
Passau, Germany. She teaches yoga in her free time.
Twitter: @NaThomson
LinkedIn: www.linkedin.com/in/nataschathomson
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Marketing automation often carries a negative
connotation. Something that could be done between
two people is made anonymous by putting a platform
that scales the ‘conversation’ in the middle. The word
spam comes to mind. Most of us (we all?) despise the
many spam emails we get or the automated direct
responses on Twitter.
However, it’s not the fact that we receive an (unsolicited)
message that makes us perceive it as spam but the fact
that the content is not relevant to us.
It’s an insult. Somebody invades our space, takes up our
time, without knowing what matters to us, what problems
we need to solve and what dreams we try to fulfill.
I am sure you have heard the term ‘People-to-People’
(P2P) in the context of social media versus B2B and
B2C. There is this illusion that in social media marketing,
individuals are talking to each other versus a company
trying to sell a product to a big audience. Let’s be
realistic. It’s not the medium that makes a conversation
impersonal – it’s the lack of knowing the person
you are interacting with.
Do You Listen?
To have a direct 1:1 conversation, email serves me
as well as DM on Twitter or Facebook messaging.
But I can’t have a 1:1 conversation with hundreds of
customers at the same time, not even on Twitter, if
conversation implies a dialogue and not a monologue.
The majority of marketers still use social media
mainly to push out information versus entering actual
conversations. Unsurprisingly, many see poor results.
IT’S NOT THE MEDIUM
THAT MAKES A
CONVERSATION
IMPERSONAL –
IT’S THE LACK OF
KNOWING THE PERSON YOU
ARE INTERACTING WITH.

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The Issue of Scale
The bigger the enterprise, the more divisions it has,
and the greater the global reach, the more complicated
communicating relevant information to the right people
gets. What is the solution? This is where traditional and
social marketing don’t differ at all: there is simply no
alternative to segmenting, prioritizing and,
most importantly, getting to know one’s target
audience (really well).
Being Relevant
Imagine you need a CRM system for your growing law
firm and you receive an email with the subject line: ‘How
to choose the right CRM system for your law office’.
You’d read it, right? So the challenge is to know what
your customer needs, when and how (and where) to best
reach them.
Where Marketing Automation Comes In
If you have hundreds or thousands of customers
and prospects, you can’t listen to all their online
conversations yourself. But if you have the right tools,
you can automate the process of listening, analyzing the
data, and creating actionable intelligence. Intelligence on
what prospects and clients want; what information they
need; which messages you need to respond to; as well
as who your advocates and influencers are. And this is
only the tip of the iceberg.
THE CHALLENGE
IS TO KNOW
WHAT YOUR
CUSTOMER NEEDS,
WHEN AND HOW
(AND WHERE)
TO BEST REACH THEM.

INFRASTRUCTURE IS THE SEXIEST PART OF A MARKETER’S JOB
DAVID BERKOWITZ · MRY
GET PREPARED, GET ORGANIZED AND GET CONNECTED TO GET SOCIAL
BEN BLAKESLEY · REEBOK
HOW SOCIAL INFRASTRUCTURE IS CHANGING
CHRIS BOUDREAUX · SOCIAL MEDIA GOVERNANCE
WITHOUT A SOCIAL INFRASTRUCTURE, SOCIAL BUSINESS IS SIMPLY IMPOSSIBLE
ANDREW JONES · ALTIMETER GROUP
BRIGHT MINDS ARE NEEDED FOR STRONG SOCIAL
JASON KEATH · SOCIAL FRESH
WHY YOUR COMPANY’S SOCIAL MEDIA IS FAILING
DAVE KERPEN · LIKEABLE LOCAL
WITHOUT INFRASTRUCTURE, YOU MIGHT BE ON SOCIAL, BUT NOT ACTUALLY SOCIAL
NINA OWENS · MICHAELS STORES
THE REASONS TO DROP THE SILOS COULD FILL A BOOK
STEFAN TORNQUIST · ECONSULTANCY
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INFRASTRUCTURE IS THE SEXIEST
PART OF A MARKETER’S JOB
DAVID BERKOWITZ
DAVID BERKOWITZ
CHIEF MARKETING OFFICER
MRY
Dave spearheads marketing operations, directs the agency’s communication strategy, and gains
visibility for its clients such as Coca-Cola, Visa, and Johnson & Johnson. Previously, he spent seven
years at agency 360i, ultimately serving as Vice President of Emerging Media, having co-founded the
agency’s social media practice in 2006 and led the Startup Outlook initiative. David has written more
than 500 bylines, and he has authored his own Marketers Studio blog since 2005. He has spoken at
more than 200 events globally.
Twitter: @dberkowitz
LinkedIn: www.linkedin.com/in/dberkowitz
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2013 was the year when infrastructure became the most
exciting part of my job, and it happened two times over.
While others thought my job meant playing with new
robots, artificial intelligence, and mobile apps that let
you put cats all over pictures, I came to appreciate
that the most important thing I needed to do my job
right was shore up the agency’s infrastructure around
emerging media.
In that role, infrastructure meant knowledge
management. Instead of waiting for approval and
development resources to build sophisticated tools, I
was hacking together forms in Google Drive and making
better use of email. These tools allowed me to track
and evaluate startups, gauge interest from colleagues
as to what new technologies could best serve their
clients, and establish connections with potential startup
partners in a way that would make the best use of their
time. When the infrastructure was working at its best,
those were the most fulfilling days I had on the job at
that organization.
When I joined MRY over the summer, this rapidly
growing agency with strengths in creative, technology,
and social was probably expecting a lot of sizzle. Yes,
I could bring along my network of some of the most
innovative thinkers and tinkerers globally, and yes,
I could do my job of getting more attention for the
impressive work the agency does with brands like Visa,
Coca-Cola, and Adobe.
At the start of 2013, I was entering my seventh year
at an advertising agency that was a pioneer in social
media marketing, and my job was to be at the cutting
edge, keeping my colleagues and clients current on
breakthroughs in media, marketing, and technology.
EVEN IF MOST PEOPLE
NEVER SEE THE
INVESTMENT
WE PUT INTO
INFRASTRUCTURE,
IT IS ONE OF THE MOST
IMPORTANT FACTORS
CONTRIBUTING TO
YOUR SUCCESS.

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But what did I really want to focus on when I got there?
Infrastructure.
The first orders of business included establishing a social
architecture for the agency’s owned media channels,
creating a pipeline to rapidly spread thought leadership
across the organization and to our clients, and working
on a career path for my marketing team.
Getting the infrastructure established enables my
marketing team to be both more productive and
more creative, and it allows my scrappy team to forge
connections with practically every single member of
our organization.
Whether we’re interfacing with the executive, creative,
media, finance, or office services teams, we’re able to
pull together the resources to bring our ideas to fruition.
Even if most people inside or outside our company never
see the investment we put into infrastructure, it is one
of the two most important factors contributing to our
success. The other factor? Having the right team to carry
out our mission.

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GET PREPARED, GET ORGANIZED AND
GET CONNECTED TO GET SOCIAL
BEN BLAKESLEY
BEN BLAKESLEY
SENIOR MANAGER, GLOBAL SOCIAL MEDIA
REEBOK
CO-FOUNDER
COMMUNITY MANAGER RECHARGE
AUTHOR
GET SOCIAL
Ben has been working in social for the better part of a decade, spanning industries from music to
finance and many in between. One of those ‘I’ll sleep when I’m dead’ kind of guys, Ben lives and
breathes social and thrives on making connections and making a difference.
Twitter: @benunh
LinkedIn: www.linkedin.com/in/benblakesley
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“You tweet for a company? That’s like 140 characters,
right? What do you do with the rest of your time?”
I can’t even count how many conversations I’ve had like
this when others ask me what I do for a living. What the
general public doesn’t understand is that using social
media for personal use has about as much in common
with using social media for business as watching a TV
commercial has in common with making one. It’s not just
as simple as putting together a 140-character message
and pressing ‘tweet.’ Well, that’s not really true... it’s only
more complicated if you want to be successful.
The job of a social media team is to listen, create,
respond, measure, and report – but to do so in a
completely public and transparent forum, in real time,
and without mistakes. Ever.
THE TIME TO DECIDE
WHAT YOU’LL DO
IN CASE OF A FIRE
IS NOT WHEN THE FLAMES
ARE ALREADY RISING.
And to pull that off successfully, you can’t live in a
bubble. You need partners. You need allies. You need
help! That’s where social infrastructure comes in.
No matter how you decide to structure your social media
activities, you’re going to need connections into how
your business operates and you need to understand the
objectives of each business unit. The social media team
is the face of the company, and need to know what’s
happening throughout the business so they can be
prepared for anything. Your infrastructure provides the
basis for that.
Just like any successful project, planning is everything,
and taking the time to plan your social infrastructure
will save you all kinds of time (and headaches). Social
media is still a new thing. It’s going to make people in
your organization uncomfortable. But your chances
of creating a valuable social program that delivers
on business objectives is much higher if you set up
the partnerships and create the internal relationships
and communication channels before things get busy,
stressful, and tense. The time to decide what you’ll do in
case of a fire is not when the flames are already rising!
Get prepared, get organized, and get connected
to get social.

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HOW SOCIAL INFRASTRUCTURE
IS CHANGING
CHRIS BOUDREAUX
CHRIS BOUDREAUX
FOUNDER
SOCIAL MEDIA GOVERNANCE
Chris helps brands transform their business operations through digital and social media. He leads
development and delivery of social media and text analysis offerings at a global consultancy, and
maintains online resources for social media leaders at SocialMediaGovernance.com. Chris helps
to provide industry standards and guidance through a variety of industry bodies, and he speaks to
audiences around the world about governance of social media, including strategy, planning, policy and
measurement. He has been active in social media since 2005 and published two books about social
media, most recently, The Most Powerful Brand on Earth (Prentice-Hall 2013).
Twitter: @cboudreaux
LinkedIn: www.linkedin.com/in/chrisboudreaux
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As I speak with clients across industries and around the world, I see social infrastructure changing in at least four
consistent ways, as follows:
Process
Process owners require social media to integrate into
business processes. For example, gone are the days
when a social customer care team could respond to
customers in isolation. Social media must fully integrate
into the business, just like anything else that touches the
customer’s experience. That means data and workflows
across enterprise systems, channels, and teams.
Technology
Technology is enabling greater accountability for social
media. One reason is that social business is becoming
expensive and complex, so executives demand that
social investments demonstrate business value. In
addition, processes that use social media are maturing
to a point where the value levers are largely known,
and social media tools are able to codify the metrics
that prove value. Finally, social tools integrate with the
enterprise systems that hold the additional data required
to calculate value or outcomes (see second point above).
People
In most organizations, more and more people participate
in social media, in two ways.
First, more business functions use social capabilities
and social data for customer care, selling, marketing,
customer insights, and so on.
Second, 2014 will be the year in which the average
brand empowers significant numbers of employees to
engage in social media on behalf of the brand – beyond
professional communicators.
TECHNOLOGY
IS ENABLING
GREATER
ACCOUNTABILITY
FOR SOCIAL MEDIA.

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Scale
The factors above demand that organizations operate
social media at enterprise scale. As a result, many
organizations are changing the tools they use for
engaging in social media and for analyzing social
data. As a side effect, the skills required to lead within
enterprise social business are maturing and increasing –
so, in many cases, people are changing.

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WITHOUT A SOCIAL
INFRASTRUCTURE, SOCIAL BUSINESS
IS SIMPLY IMPOSSIBLE
ANDREW JONES
ANDREW JONES
ANALYST
ALTIMETER GROUP
In his role at Altimeter Group, Andrew focuses on social media management and cross-channel
customer engagement. He has worked on several reports related to social management and
measurement during the past three years, and he regularly works with clients to define social business
strategy and advises on technology selection.
Twitter: @andrewjns
LinkedIn: www.linkedin.com/in/andrewmj
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On a cold and windy December morning in 1903, a
historic event took place. Orville Wright flew for 12
seconds over 120 feet of ground. That flight in Kitty
Hawk, North Carolina marked the very first flight by a
manned, controlled, heavier-than-air aircraft that flew on
its own power.
In the decades that followed, air traffic was largely
unregulated. But today it is vast and complex, with
300,000 flights every day. As a result, we have seen the
establishment of governing bodies – including the FAA
in the US, and air traffic control throughout the world –
to regulate and coordinate air traffic.
IN OUR RESEARCH,
WE’VE FOUND THAT
SOCIAL BUSINESS
ROUTINELY INVOLVES
UP TO 13 BUSINESS
UNITS.
This requires policies, processes, training, and
technology, and without this infrastructure, modern air
traffic would be completely unfeasible.
Social business is the same. Companies have embraced
social media as a way to engage their customers.
But as a result they have to contend with hundreds of
accounts and thousands of conversations, all across
multiple business units, geographies, and end users.
Without investing in an infrastructure to manage this,
brands expose themselves to great risk. Not only can a
single post or tweet do incredible damage to a brand’s
reputation in a very short period of time, but customers
expect consistency across all of a brand’s touchpoints
and departments.
In our research, we’ve found that social business
routinely involves up to 13 business units. Marketing ,
corporate communications, sales, customer service,
loyalty, human resources, and others all have an
interest in engaging with customers and prospects. In
order for these diverse and distributed groups to work
together effectively, they need to have access to the
right information and the ability to coordinate activities
in real time. They need a combination of policies,
processes, education, and technology. Without a social
infrastructure, social business is simply impossible.

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BRIGHT MINDS ARE NEEDED FOR
STRONG SOCIAL
JASON KEATH
JASON KEATH
FOUNDER AND CEO
SOCIAL FRESH
Jason’s focus is on researching how marketers succeed and the best ways to teach others those
insights. In his role at Social Fresh, the social media education company, he curates some of the
smartest voices in online marketing. Jason also works as a social media speaker, consultant and
analyst, having presented to thousands of marketers at events like BlogWorld and Internet Hungary
among many others.
Twitter: @jasonkeath
LinkedIn: www.linkedin.com/in/jasonkeath
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When I started Social Fresh in 2008, there was an overall
lack of trust in social from the brand side. Brands wanted
to hear pitches about social, but very few of them were
willing to commit the necessary financial resources to it.
And when they did, they didn’t invest heavily and deeply
enough. Social wasn’t included in the overall marketing
mix. It was usually a last minute add-on. If you look at
the role of social in business today, the difference is like
night and day.
Companies are taking it a lot more seriously. They’re
starting to allocate more of their budget to social. They’re
including the social team during marketing campaign
brainstorms. There’s still a long way to go, but the
future is looking brighter. And the key to that future lies
in your personnel.
Just look at the most social brands out there today. They
might have different recipes for success, but the main
ingredient is employing the right people. This means
hiring bright minds to drive your content creation. It
means hiring socially savvy (and socially passionate)
community managers to advocate your brand across all
the major channels. Most importantly, it means having
the right people at the top.
If you want to have a successful (i.e. cross-silo) social
media implementation, you need thought leaders on the
executive team. If you don’t have executive buy-in, that’s
always going to be a major roadblock.
IF YOU WANT TO
HAVE A SUCCESSFUL
(I.E. CROSS-SILO)
SOCIAL MEDIA
IMPLEMENTATION,
YOU NEED THOUGHT
LEADERS ON THE
EXECUTIVE TEAM.
A strong social presence that spans your entire
organization can’t just be a grassroots movement…
it needs to involve everyone in your organization.

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WHY YOUR COMPANY’S SOCIAL
MEDIA IS FAILING
DAVE KERPEN
DAVE KERPEN
CEO
LIKEABLE LOCAL
Dave is part of LinkedIn’s new Thought Leader Program and has been featured on CNBC’s On the
Money, BBC, ABC World News Tonight, the CBS Early Show, the New York Times, and countless
blogs. Dave has also keynoted at dozens of conferences across the globe and webinars for
organizations such as WOMMA, TEDx, SXSW, and the American Marketing Association.
Dave is proud of his business accomplishments, but prouder of Charlotte and Kate, his two
daughters at home in New York.
Twitter: @DaveKerpen
LinkedIn: www.linkedin.com/in/davekerpen
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The other day, I had an issue with my television service.
As a social media author and CEO, I did the first thing
that comes naturally: I tweeted, and posted a complaint
on the company’s Facebook page. To their credit, the
company responded right away, apologizing and giving
me a phone number to call to resolve my service issue.
This is terrific social media practice.
The only problem? When I called up the phone number
they gave me on Facebook, I was put on hold for over 40
minutes! While the guilty company eventually resolved
my customer service issue, I was left as angry and
frustrated as I’d been before. There was zero connection
between this utility company’s social media channels
and its phone customer service.
Several years into the coming of age of social media,
most companies are still paying only lip service to the
most significant communications paradigm shift in a
century. Companies that spend millions of dollars on
Facebook ads don’t allow their employees to access
Facebook.com at work. Companies that dedicate full
staffs to Twitter don’t have any C-level employees
who even use Twitter. Companies that spend a lot of
time and money on distributing content across social
networks don’t use those same networks to listen to
their customers.
What is the root of the problem, and how can it be fixed?
In many companies, social media is still silo-ed. In order
to become successful, senior executives must go beyond
social media and embrace social business.
COMPANIES
THAT DEDICATE
FULL STAFFS
TO TWITTER
DON’T HAVE ANY C-LEVEL
EMPLOYEES WHO
EVEN USE TWITTER.
To better explain social business, I spoke with Brian
Solis, fellow LinkedIn Influencer and co-author of the
brand new book The Seven Success Factors of Social
Business Strategy. Here is what Brian shared with me:

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There’s a difference between a social media and social
business strategy. Social media are the channels
where information and people are connected via two-
way platforms. Social media strategy defines programs
specific to networks and the corresponding activity
within and around each. A social business strategy is
one that aligns with the strategic business goals and has
alignment and support throughout the organization.
Here are Brian’s seven steps to successfully champion
and scale social media through the organization and earn
executive support along the way:
Define the Overall Business Goals
Explore how social media strategies create direct or
indirect impact on business objectives. What are you
trying to accomplish and how does it communicate value
to those who don’t understand social media?
Establish the Long-term Vision
Articulate a vision for becoming a social business
and the value that will be realized internally among
stakeholders and externally to customers (and
shareholders).
Ensure Executive Support
Social media often exists in a marketing silo. It must
expand to empower the rest of the business. To scale
takes the support of key senior executives, and their
interests lie in business value and priorities.
THERE’S A
DIFFERENCE BETWEEN A
SOCIAL MEDIA
AND SOCIAL
BUSINESS STRATEGY.
Define the Strategy and Identify Initiatives
Once you have your vision and you’re in alignment
on business goals, you need a plan that helps you
bring everything to life. A strategic social business
roadmap looks out three to five years ahead and aligns
business goals with social media initiatives across the
organization.
Establish Governance and Guidelines
Who will take responsibility for social strategy and lead
the development of an infrastructure to support it? You’ll
need help. Form a center of excellence to prioritize
initiatives, tackle guidelines and processes, and assign
roles and responsibilities.
Secure Staff, Resources, and Funding
Determine where resources are best applied now and
over the next three years. Think scale among agencies
but also internally to continually take your strategy and
company to the next level. Train staff on vision, purpose,
business value creation, and metrics/reporting to ensure
a uniform approach as you grow.
Invest in Technology Platforms that Support
the Greater Vision and Objectives
Ignore ‘shiny object’ syndrome. Resist significant
investments until you better understand how social
technology enables or optimizes your strategic roadmap.
Once you do, invest in the best-fit technology providers
to help scale ‘social’ across your entire enterprise.
It’s time for businesses to stop paying lip service
to social media and to start truly becoming social
organizations – organizations in which all employees use
the incredible technologies we’ve come to use and love
as consumers. It’s time to create a social business for
your organization. Today can be your start.

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WITHOUT INFRASTRUCTURE,
YOU MIGHT BE ON SOCIAL,
BUT NOT ACTUALLY SOCIAL
NINA OWENS
NINA OWENS
SOCIAL MEDIA SPECIALIST
MICHAELS STORES, INC.
An employee of Michaels Stores, Inc. – North American’s largest arts and crafts specialty retailer with
more than 1,100 stores in 49 states and Canada – for more than 13 years, Nina began her career as
a content editor for Michaels.com and currently oversees the majority of the company’s social media
platforms, including Facebook, Pinterest, Instagram, and Google+. Nina is also a mixed-media artist,
specializing in sculpting, beading, collage, and dolls. The award-winning artist is the author of more
than six craft books and does freelance craft writing in her spare time.
Twitter: @artgalz
LinkedIn: www.linkedin.com/pub/nina-owens/b/a70/53a
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Just like it ‘takes a village’ to raise a child, at Michaels,
delivering a successful social media campaign is a
company effort. Coordination between teams and
departments is critical since the Michaels brand is the
heart of social media and our employees are the links, so
having a solid infrastructure that everyone can rely on is
one of the keys to our success.
Our infrastructure includes plans for different situations,
especially those that require quick action, to address
challenges before things escalate. It also includes having
the right tools and platforms to assist our social media
teams. Platforms like Facebook, Pinterest, Twitter,
Instagram, etc. – or management systems such as
Sprinklr, Hootsuite, Curalate, and others – not only
provide services like analytics, media monitoring, and
scheduled publishing to make our jobs easier, they also
allow us to engage with our consumers better.
At Michaels, being social means first and foremost
listening to your audience, as well as responding to
them so they know they are being heard. It’s interacting
in a way that feels like a real-life community, letting our
customers know they are valued, and that we truly care
about them.
BEING SOCIAL MEANS
FIRST AND FOREMOST
LISTENING TO
YOUR AUDIENCE,
AS WELL AS RESPONDING
TO THEM SO THEY KNOW
THEY ARE BEING HEARD.
Social media is fluid and constantly changing, but with a
solid infrastructure, our team is able to react to issues in
real time and deliver quality content worth sharing.
Our infrastructure allows us to be part of the social
community and live where our fans live. It also gives
us the tools we need to listen to what’s being said and
adjust our content to resonate with our fans. Without
such an infrastructure, we might be on social but not
actually ‘social.’

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THE REASONS TO DROP THE SILOS
COULD FILL A BOOK
STEFAN TORNQUIST
STEFAN TORNQUIST
VICE PRESIDENT OF RESEARCH (US)
ECONSULTANCY
Stefan has been at the leading edge of digital for over 15 years, both as an analyst and marketer. Prior
to joining Econsultancy to lead research in the US, Stefan was the research director and a primary
spokesperson for research publisher MarketingSherpa. He began his career in online marketing as co-
founder of rich media pioneer Bluestreak, now part of the Dentsu network of companies.
Twitter: @marketingStefan
LinkedIn: www.linkedin.com/in/stornquist
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Recently I got to hear a candid anecdote from a leader
at a B2B equipment manufacturer that’s growing
quickly and has sales teams flung across the world.
The last few years have seen their product set change
massively and moved them to a hybrid service model,
which confounded their system for attributing sales and
commissions. That’s sacred territory and a real problem.
She described several efforts between sales, marketing,
and finance to fix things, but no solution captured the
nuances important to the players. But a coincidence
cut the knot: the implementation of a new internal
social infrastructure.
Over a few months, she saw how this organically
changed the conversation from potshots lobbed
between 50 different cells to a few vital conversations
that were oblivious of departments, time zones, and
roles. Over time, it’s become the culture for the sales and
marketing teams to address the subtleties of complex
deals early and together, so that finance is inputting
data instead of chasing down attribution and
starting brush fires.
This is the kind of intractable corporate problem that can
kill innovation, growth, and efforts to integrate teams,
and it’s this kind of problem that (done right) social
infrastructures can help overcome.
This kind of change in communication is part of a
movement. Econsultancy recently finished a piece of
research that looks at global enterprises and their slow
evolution in response to digital.
One finding is that among those who have made real
changes, the top most cited reason for success was
dropping internal barriers… not just between
elements within marketing and sales, but throughout
the enterprise.

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The reasons to drop the silos could fill a book. They go
to some of the fundamental challenges and opportunities
presented by the new digital landscape, especially for
long-standing enterprises:
To be more agile in the face of constant change
To be more responsive and creative in product
design and invention
To understand and serve the best possible
customer experience
To remove structural impediments to growth
With the new intensity of focus on the customer, which
has been one of the great benefits of social, it’s easy to
forget that the group of people who are most vital to your
success is already in your network – your employees.
THE TOP MOST
CITED REASON FOR
SUCCESS WAS
DROPPING
INTERNAL
BARRIERS.
Smart ways of using social technology to reconnect
your people (and don’t forget suppliers, agencies,
consultancies, and freelancers) can have effects across
departments, roles, and regions by providing a structure
to tackle these essential capabilities:
Building the understanding between teams of their
capabilities, challenges, strategic concerns, and
practical everyday problems.
Developing a culture of sharing information that can
be useful to others in the organization.
Increasing collaboration and creating ad-hoc teams
to take advantage of the best people for a project,
wherever they may sit, geographically
or departmentally.
Fostering the creativity that comes with diversity and
the ‘outside’ view of those who aren’t too close to a
problem or existing system.
Constantly maximizing the efficiency of the
organization by working together to bypass
internal or external roadblocks to speed projects
and development.
These are important goals, but it’s not easy to
restructure. Years of momentum and procedure stand in
the way of a truly interconnected organization. But the
companies leading the way are reporting successes that
range from better employee and customer retention to
more responsive product design to the most important of
all, revenue growth.

IT TAKES INFRASTRUCTURE TO BE SOCIAL
JESSICA BERLIN · YAHOO
A STRONG FOUNDATION: THE ROLE OF INFRASTRUCTURE IN BUILDING SOCIAL RELATIONSHIPS
SONJA BROZE · PAYPAL
INFRASTRUCTURE IS THE FOUNDATION OF A STRONG SOCIAL PROGRAM
DON BULMER · ROYAL DUTCH SHELL
BEING SOCIAL MEANS PUTTING RELATIONSHIPS AND EXPERIENCES FIRST
PAUL HASKELL · OMAHA STEAKS
BE PREPARED FOR ANYTHING: BEING SOCIAL AND PERSONAL @ASKCITI
PAUL MICHAUD · CITI
TAKING YOUR IN-REAL-LIFE RELATIONSHIPS ONLINE
JEREMIE MORITZ · PERNOD RICARD
CREATING CLARITY: INFRASTRUCTURE’S ROLE IN DELIVERING YOUR MESSAGE
LARA TAMBURELLI · JOHN HANCOCK
INFRASTRUCTURE: AN ENVIRONMENT USING ALL OF ITS COMPONENTS TO SUCCESSFULLY OPERATE
WHITNEY TISDALE · GREYHOUND LINES
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41
43
45
47
49
51
53

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IT TAKES INFRASTRUCTURE
TO BE SOCIAL
JESSICA BERLIN
JESSICA BERLIN
SOCIAL MEDIA MANAGER
YAHOO
Jessica is a social media strategist with a background in public relations, marketing, and digital
marketing. She currently manages social media for Yahoo based in Santa Monica, CA where she
works on the social strategy across Yahoo’s many brands and products. Prior to Yahoo, Jessica was at
American Eagle Outfitters overseeing the social content, experience, and engagement programs for an
active community of over nine million Facebook fans and multiple other social channels. Jessica lives
in Los Angeles with her family and is a proud graduate of Vanderbilt University.
Twitter: @JessBerlin
LinkedIn: www.linkedin.com/in/jessicaberlin
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It takes a lot to succeed in social – creating compelling
content, listening, responding, and further engaging
your customers and then measuring the impact. But the
hardest part of a social media strategy is integrating all
of these various tactics, tools, and data to determine the
effectiveness of your efforts, holistically.
Having an established infrastructure helps in managing
and organizing all of this information to improve response
times, increase brand engagement, customer loyalty,
and drive traffic to your site. Without infrastructure, your
efforts can appear disjointed and inconsistent.
Infrastructure is hugely important to our social team.
Yahoo has multiple products and properties with
thousands of mentions a day. We need to be able to
filter through the noise to understand how and which
customers interface cross-channel and cross-brand,
so we can ensure their needs are being met quickly
and effectively.
Being social means meaningfully engaging with
your communities and advocating on behalf of your
customers. Customers expect timely responses and
organizations expect relevant data. The only way to
deliver on both needs is with a solution and process
in place to scale. This infrastructure helps improve our
relationships with customers and creates efficiencies
internally so we can consistently strive to deliver a better
customer experience.
WITHOUT
INFRASTRUCTURE,
YOUR EFFORTS
CAN APPEAR
DISJOINTED AND
INCONSISTENT.
Establishing an infrastructure is now necessary to take
enterprise social media to the next level. With so much
data and customer insight available, there is a huge
opportunity for marketers to make sure every customer’s
voice is heard, know how every complaint is resolved
and how every compliment is recognized.

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A STRONG FOUNDATION:
THE ROLE OF INFRASTRUCTURE IN
BUILDING SOCIAL RELATIONSHIPS
FEATURING SONJA BROZE
SONJA BROZE
HEAD OF SOCIAL RELATIONSHIP INFRASTRUCTURE
PAYPAL
Sonja Broze sits at the head of the relationship management table both in the workplace and out.
As PayPal’s Head of Social Relationship Infrastructure, she nurtures the platforms that make
conversation possible, effectively enabling the very engagement that keeps a brand running. In her
down time she is an active volunteer in professional women groups, LWT & eWiT, local community
FOLGC and is looking forward to her volunteerism sabbatical in Africa with Africa Impact.
Twitter: @slbroze
LinkedIn: www.linkedin.com/in/slbroze
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When you think of a home, you think of time spent with
loved ones and all the memories held under one roof.
You rarely think about the materials that hold the house
together — the foundation that makes it possible to
have a home.
Why the Emphasis on Infrastructure?
It’s clear to Sonja, and other leaders at PayPal, that
social isn’t just another platform to push promotional
messages onto customers. Rather, it presents an
opportunity to converse with them, get to know them and
nurture relationships with them.
And with 132 million active registered PayPal accounts
in 193 markets, the brand has a lot of relationships to
maintain. So, they’ve put in place a framework that
would integrate their social channels, keep track of
conversations worldwide and provide valuable feedback.
This is especially helpful as PayPal continues to
expand into international markets. Thanks to a robust
infrastructure, PayPal knows when their customers need
help and how to take steps to get in touch. And they
know this on a global scale.
WITHOUT AN
INFRASTRUCTURE,
YOU’RE JUST NOT SOCIAL.
The same applies to social. You rarely think about
the systems in place to make all those tweets, shares
and conversations possible. You overlook the role of
infrastructure in building and maintaining relationships.
But the reality is: “Without an infrastructure, you’re
just not social,” says Sonja Broze, Head of Social
Relationship Infrastructure at PayPal.

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An infrastructure empowers companies to “make
business decisions by knowing – not just having –
customers,” Sonja says.
AN INFRASTRUCTURE
EMPOWERS COMPANIES TO
MAKE BUSINESS DECISIONS
BY KNOWING –
NOT JUST HAVING –
CUSTOMERS.
A Bold Prediction
Sonja believes enterprises will soon (if they haven’t
already) put the same emphasis on building a strong
social infrastructure. “Infrastructure isn’t a sexy word,”
she says. “But it allows us to stay in touch with those
who matter to us most – our customers.”

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INFRASTRUCTURE IS
THE FOUNDATION OF
A STRONG SOCIAL PROGRAM
DON BULMER
DON BULMER
VP OF COMMUNICATION STRATEGY
ROYAL DUTCH SHELL
Don is vice president of communication strategy at Shell where he is responsible for the design,
governance, implementation, and measurement of Shell’s global social media, influence, and partner
communication strategies. Don has 19 years of success leading innovative, award-winning marketing,
and communication programs at top energy, enterprise technology, internet startup, and professional
services companies.
Twitter: @dbulmer
LinkedIn: www.linkedin.com/pub/don-bulmer/5/801/262
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At Shell, the goal of social is not to sell or convince
people to consume more or buy more. It’s to educate
and engage with our audience on the issues around
energy… and to do so in a very simple, human, and
relatable way.
To a child, for example, the concept of energy and
sustainability could mean turning the lights on and off.
To an adult, it’s about getting from point A to point B
in the most cost-effective way. And to a grandparent,
it represents leaving the world a better place for future
generations.
Energy is complex, with various meanings depending
on the audience. We use social to reduce these
complexities.

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Over the past two years, we have developed a strong
presence across the major platforms: Facebook,
LinkedIn, Twitter, Sina Weibo, Instagram and G+. We
now have people from nearly 90 countries engaging
with us through social. The coordination of content and
community management across these platforms, at such
scale, is simply not possible without a robust technical
infrastructure.
There is too much at risk for brands that don’t adopt a
cross-enterprise infrastructure. If you’re only using the
native interfaces…
It’s an inefficient use of your resources (staff, agency,
and general budget).
You face limitations regarding insight, reporting, and
measurement – the elements necessary to showcase
the impact, value, and movement toward business-
driven results.
You leave your enterprise at risk for corporate
identity theft and publication of brand-damaging
rogue content.
The technical infrastructure that we use at Shell is
foundational to our program. Without it, our ability to
meet our social (and business) goals would be stunted.
THERE IS TOO MUCH
AT RISK FOR BRANDS THAT
DON’T ADOPT A
CROSS-ENTERPRISE
INFRASTRUCTURE.
IF YOU’RE ONLY USING THE
NATIVE INTERFACES…
Our infrastructure gives us the ability to maintain
governance over who communicates on behalf of the
brand, visibility into content across platforms, analysis
and insights from engagement, real-time monitoring
of comments and conversations, reporting, etc.
Infrastructure allows us to understand what our social
communities care about, what their concerns are, and
how we can provide value for them.
1
2
3

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BEING SOCIAL MEANS
PUTTING RELATIONSHIPS
AND EXPERIENCES FIRST
PAUL HASKELL
PAUL HASKELL
SOCIAL COMMERCE AND EMERGING MEDIA MANAGER
OMAHA STEAKS
Paul leads social strategy at Omaha Steaks and is a key advocate for the company’s content marketing
efforts. Under his direction, Omaha Steaks has continued to grow and deepen relationships with its
social community by providing not only top-notch customer service, but also engaging and valuable
content that helps people do great things in the kitchen or on the grill. If you choose to follow Paul on
Twitter, apologies in advance for all the cycling tweets.
Twitter: @phaskell
LinkedIn: www.linkedin.com/in/paulhaskell
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It seems like the act of being social often takes on a very
different meaning for the average person using social
media when compared to their brand counterparts.
People want to share personal happenings, keep up
with their friends, and consume news in real time, while
brands too often just want to tell their followers about
their great products.
These disparate definitions of what it is to be
social cause a division in the social relationship
between the two.
Relationships and Experiences Come First
At Omaha Steaks, our focus is on the relationship and
the experience our customers have consuming and
sharing our products, and in their interactions with our
brand and employees.
‘Being social’ to us means actively listening to, learning
from our social constituents, and communicating
with them as though they were our friends, family,
and neighbors. We’ve built our social infrastructure to
support this philosophy, and we work hard to grow and
nurture it as the social space evolves.
Social Infrastructure Best Practices
Find engaging people who get a real charge out of
helping others and understand how to communicate
in each social medium. Enable them to do more than
just solve problems. Let them be your brand voice and
encourage them to join and start conversations with
customers and non-customers alike.
Make it easy for your company’s social engagers to
reach out internally to discover the best answer to
a customer’s question or concern. Document that
knowledge in an accessible reference book so it can be
reused and built upon.
Utilize a powerful listening tool that enables members of
your social team to answer both direct and indirect brand
mentions and questions. You don’t truly know what the
conversation is until you are ready to find and listen to it.

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The Result of Relationships + Infrastructure
Instead of broadcasting noise, Omaha Steaks is able
to deliver content, resources, and offers that we know
our fans will find valuable (like cooking methods our
chef has perfected, sneak peeks at upcoming sales,
or creative recipes curated from Pinterest). We are also
able to more quickly find and address concerns and
pass that information to other areas of the company to
improve our products and processes.
In the end, we are able to deliver better experiences
and develop deeper and more meaningful relationships
with people every day.

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BE PREPARED FOR ANYTHING: BEING
SOCIAL AND PERSONAL @ASKCITI
FEATURING PAUL MICHAUD
PAUL MICHAUD
SENIOR VICE PRESIDENT OF NORTH AMERICA MARKETING CONTENT & SOCIAL
CITI
In this role, Paul is responsible for guiding social strategy and measurement, social listening insights,
social customer care, and relationships with the social networks and solution providers. He has been
with Citi for seven years. Prior to Citi, Paul led professional service teams at Viant, Watchfire and Seer
Technologies. He began his career as a technology manager at Chemical Bank, now JPMorgan Chase.
Twitter: @EHandNYC
LinkedIn: www.linkedin.com/in/paulmichaud
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It’s pure Americana: a gorgeous newlywed couple is
driving in their red convertible decorated with a “Just
Married” sign. They pull over to the side of the road for
a kiss — the perfect start for a honeymoon. This scene
was recently posted on the Citibank US Facebook
page, inviting customers to check out Citi Popmoney,
a convenient service to send money via email. But one
Facebook fan had other things on her mind: “Citibank,
I need money to buy a house for me in New York. CAN
YOU HELP ME??????”
Esther, a Citibank representative, gives the customer the
phone number to connect with a mortgage specialist and
advises that further questions be shared through a private
message to protect her privacy. It’s a scenario that repeats
itself on the Citibank US Facebook page multiple times
each day, regardless of whether the photo is a baseball
player sharing a ballpark promotion or a rock star touting
presale ticket access for Citi cardmembers.
For Paul Michaud, Senior Vice President of Social Media
at Citi, facing these kind of conversational curveballs is
just business as usual.
“The customer may not consider the context of our wall
post,” he says. “Seeing the Citi name might just remind
them that they have a question or complaint. And when
they get in touch, our customer service team has to be
ready to engage with them.”
“We moderate all of our comments but, for the sake
of transparency, we don’t delete any of the negative
feedback,” Michaud adds. “The only things we remove
are customers’ personal identity information, profanity,
completely off-topic material, or spam messages.”
Taking a peek at Citi’s Global Consumer Banking
business, best known as Citibank, is a case study on
how financial institutions can be social at scale — while
still engaging with customers on a personal level.
Citibank serves more than 100 million clients in 40
countries, with about half of their total loans, deposits,
revenues and net income coming from the United States.
With more than a million of those customers following
its multiple accounts on Facebook, Twitter and YouTube,
Citi needed a social relationship infrastructure (SRI) to
monitor and respond to the thousands of messages
streaming in daily.

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According to Michaud, Citi chose Sprinklr to quickly
process and prioritize the fire hose of social media
comments, and coordinate who in the company should
respond. Although Citi has specific channels devoted to
specific purposes — e.g. @AskCiti on Twitter is devoted
to resolving customer issues on a private line once
contact is established — the customer usually makes no
such distinctions.
“We tell our customer service team to be prepared for
just about anything,” Michaud says. “We might get
a public affairs question, a recruiting question from
someone applying for a job, or a vendor trying to find
the right internal contact. Occasionally, we may even see
crisis-related social conversations.”
During Hurricane Sandy, Citi posted updates about
branch openings, locations of its mobile branches,
donations and opportunities to donate, and information
on various fee waivers. Customers responded with
comments and questions, as well as providing feedback
on Citi’s handling of the crisis.
Whether the social media messages are urgent or
routine business, customer service representatives
use the Sprinklr SRI to triage the questions to the most
appropriate Citi team.
Michaud credits the new system for saving roughly
20 percent of his community manager’s time that was
previously devoted to customer service issues.
The community manager had previously been in the
role of liaison between customer service and other
departments. That saved time is now used to create
more original content and engage with customers.
“We like the fact that the Sprinklr team is very
entrepreneurial and responsive to our needs,” says
Michaud. “Our main focus now is using it to track our
performance. We were using an agency to compile
metrics and it was very labor-intensive. Now, we’ve
shifted their focus from reporting metrics to delivering
actionable business insights to improve our strategy.”
Because all Citi marketing content must be reviewed
by the appropriate legal and compliance teams, using
an SRI to track the approval of each post is invaluable.
The system is also used to catalog and manage the
company’s library of licensed images – every photograph
posted on social media must be cleared for copyright.
“Customer service is obviously vital for financial services;
and if you’re going to have a brand presence on social
media and invite conversation, you’d better be prepared
to handle every conversation,” Michaud says, stressing
that Citi social media channels also attract plenty of
compliments to balance out the complaints.
‘If you follow our @CitiPrivatePass handle on Twitter,
you’ll see lots of customers who are thrilled to get
presale or VIP access to concerts, sports, dining and
family events,’ he says.
“We try our best to treat all of our customers like rock
stars,” he adds.
IF YOU’RE GOING
TO HAVE A BRAND
PRESENCE ON SOCIAL
MEDIA AND INVITE
CONVERSATION, YOU’D
BETTER BE
PREPARED
TO HANDLE EVERY
CONVERSATION.

sprinklr.com
49
TAKING YOUR IN-REAL-LIFE
RELATIONSHIPS ONLINE
JEREMIE MORITZ
JEREMIE MORITZ
SOCIAL MEDIA MANAGER
PERNOD RICARD
Jeremie started to build websites when he was 14 and launched a first direct sales online business in
rugby goods when he was 19. His career started at Henkel France as the internet product manager.
In 2005, he took the position of Senior Digital Marketing Consultant at Fullsix European Agency,
working withclients like SFR and Whirlpool. In 2007, Jeremie became the business developer and
marketing manager in Europe for Metaboli/Gametap, one of the leading companies in video games
digital distribution. After three years, he became consultant for some startups, living between Paris and
New York. He joined Pernod Ricard in 2012. Jeremie is a long time digital evangelist and also launched
the French version of ReadWriteWeb in 2008.
Twitter: @jmoritz
LinkedIn: www.linkedin.com/in/jmoritz
share this eBook
As a company, we have been social since the beginning.
Our founder wanted to be very close with people –
his mantra was to make a new friend every day.
So, for us, being social happened way before social
media even emerged.
With the arrival of the digital era, however, it became
essential that the social links we were building offline (the
decades of relationships nurtured) also translated online.
We’re not doing this perfectly everywhere, every
time. But putting the different markets on the same
platforms, sharing what works and what doesn’t work,
creating enterprise-wide guidelines for social behavior…
essentially building a social infrastructure... has helped
us along the way. Being social (both offline and online)
is incredibly important to our organization.
There are some organizations that don’t want to change
and adapt to the social landscape, but that’s like being in
a pool and keeping your head under the water. You’ll end
up missing out on the things happening around you, and
you won’t last very long.

sprinklr.com
50
share this eBook
People are going to be talking about your brand,
regardless of whether you join the conversation. For
example, the Ricard Pastis brand had 50,000 active fans
on Facebook before the official page was even created.
Social is not a trend. People are doing it, and they’ll do
it with or without your participation. So, you have to be
aware of what people are saying on every platform.
You have to know your audience across all channels.
You have to be involved.
One thing that is crucial to all of this is to understand
who your brand is. If you’re not honest about what you
do – owning the fact that “I am a brand. I have a tone
of voice. I have an image and I’m ready to put that
out there” – it’s going to hold you back from fully
connecting with people.
PEOPLE ARE
GOING TO BE
TALKING ABOUT
YOUR BRAND,
REGARDLESS OF
WHETHER YOU JOIN
THE CONVERSATION.

Without Infrastructure, You Can't Be Social

Without Infrastructure, You Can't Be Social

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Without Infrastructure, You Can't Be Social