3. IN
A
MULTI-‐STAKEHOLDER
WORLD,
PARTICIPATION
TRUMPS
BROADCASTING
Today,
70%
OF
ALL
INFORMATION
is
created
by
individuals
and
the
size
of
the
digital
universe
DOUBLES
EVERY
TWO
YEARS
Source: IDC, “Digital Universe Study”, 2011
3
4. CUSTOMERS
CAN
BE
ADVOCATES
“For brands today in this fragmented world getting us, as multifaceted
people, to take action and engage is one of the biggest challenges
marketers face”
~Christina Smedley, Edelman Global Chair Consumer Marketing
4
5. OR
“BADVOCATES”
“The first duty of a revolutionary is to get away with it”
~Abbie Hoffman
5
6. EMPLOYEES
ARE
AMBASSADORS
“To
succeed
with
empowered
customers,
you
must
empower
your
employees
to
solve
customer
problems”
~Josh
Bernoff,
Forrester
Analyst
&
Author
of
Empowered
6
7. INFORMATION
HAS
BEEN
UNLEASHED
“For
the
first
Gme,
this
year’s
Trust
Barometer
shows
that
trust
and
transparency
are
as
important
to
corporate
reputaGon
as
the
quality
of
products
and
services”
~Edelman
Trust
Barometer
7
8. MEDIA
HAS
CHANGED
“It‘s
esGmated
that
the
combined
installed
base
of
smartphones
and
browser-‐equipped
enhanced
phones
will
surpass
1.82
billion
units
by
2013,
eclipsing
the
total
of
1.78
billion
PCs
by
then.”
~eMarketer,
Gehng
To
Know
The
Mobile
PopulaGon
8
9. BUT
YOUR
BUSINESS
HASN’T
marketing public customer product
sales
relations service development
“To stand out in a commoditized market, companies must
understand what customers truly value. The only way to do that is
to break down the traditional, often entrenched, silos and unite
resources to focus directly on customer needs."
~Ranjay Gulati, Harvard Business Review
9
10.
SOCIAL is not a “silver bullet” for business.
It just CHANGES THE GAME…again.
13. CHALLENGES:
UNDERPERFORMING
DIGITAL/SOCIAL
INITIATIVES
Benefits of Social Media have been
fully demonstrated by a select few
Organizations have unrealistic expectations organizations
of social media effectiveness and therefore
are unable to harness benefits
WE ARE
HERE
Experienced organizations have realized the difficulties
with social media objectives and ROI and have taken
new, practical approaches to implementation
Based upon the Gartner Hype Cycle
13
15. CHALLENGES:
LACK
OF
COORDINATION
&
INTEGRATION
marketing
“Your marketing department has set up a Facebook page. Your human resources department is thinking
about using social media as a recruiting tool. Your sales department isn’t quite sure how social media can
deliver qualified sales leads. Your employees are tweeting away about what they’re doing all day at work.
Your IT department is worried about the threat of viruses and malware. Your customer service department is
overwhelmed by the amount of content out there that needs monitoring. Sounds like chaos."
~ Veronica Fielding
15
16. CHALLENGES:
CLOSED
BUSINESS
CULTURE
“A new organizational structure is required to accommodate and benefit
from the culture of sharing that social media has fueled over the last four
years. The information flow we all experience daily can no longer be
organized into neat org-chart silos."
~Charlene Li, Author of Open Leadership
*For an evolved version of this visual concept (in collaboration with
Brian Solis), see The End of Business As Usual
CLOSED COLLABORATIVE CONNECTED
Silos, rigidity & information hoarding vs. Freely sharing information and Connecting internal and external ecosystems/
collaboration knowledge internally while acting more social externally communities for mutual gain
16
18. Social
Enterprise
+
Social
Brand
=
Social
Business
Initiatives
Community
Management
Customer
Service
CommunicaJons
Crowdsourcing
Marketing
Campaigns
Advocacy
Crisis
SOCIAL
BRAND
SOCIAL
BUSINESS
SOCIAL
ENTERPRISE
(External)
(Internal)
Training
Process
CollaboraJon
Organization Models
Source: David Armano, Research
&
Development
Edelman 2011, edelmandigital.com Policies
&
Guidelines
Knowledge
Sharing
Culture
Infrastructure
18
19. SOCIAL
BUSINESS
EXTENDS
THE
ENTERPRISE
*Source: McKinsey Quarterly, How social technologies are extending the organization
20. SOCIAL
BUSINESS
PLANNING
DRIVES
STRATEGY
&
EXECUTION
INTERNAL + EXTERNAL INITIATIVES
SOCIAL
BUSINESS
PLANNING
(people,
process,
plarorms)
SOCIAL/DIGITAL
STRATEGY
&
PROGRAMS
(engagement,
content,
communicaGon,
collaboraGon,
programs)
Source: David Armano,
Edelman 2011, edelmandigital.com
IMPLEMENTATION
&
EXECUTION
(deployment,
maintenance,
measurement,
refinement,
integraGon)
20
26. IDEAS
CAN
COME
FROM
ANYWHERE
Starbucks is an Edelman Client
26
27. BUSINESS
EMBRACES
RESPONSIBILITY
"We're
calling
for
a
business
model
that
decouples
growth
from
environmental
impact,
and
that
frankly
isn't
out
there
yet,”
Unilever is an Edelman Client
~Paul
Polman,
Unilever
CEO
27
28. PUBLICS
SEEK
PURPOSE
“86 percent of global consumers believe that business needs to
place at least equal weight on society’s interests as on a
business’ interests.”
~Edelman 2010 Good Purpose Study
Starbucks is an Edelman Client
28
29. BEING
SOCIAL
WITHIN
LEARN
ABOUT
CO-‐WORKERS
personally and professionally
MINE
NETWORKS
OF
CONTACTS
and acquaintances for advice, references and referrals
FORM
TEAMS, communities or informal groups
COLLABORATE,
DISCUSS
AND
COMMENT
on work products
ORGANIZE
AND
IDENTIFY
relevant work within the organization
ALERT
USERS
to relevant information
*Source: Gartner, “Magic Quadrant for Social Software in the Workplace”, 2011 August; Edelman Consulting analysis
31. SOCIAL
BUSINESS
PLANNING
Social business planning is the blueprint for the
transformation of an organization—bridging the external
with internal, resulting in a more connected way of doing
business which creates shared value for all stakeholders
31
32. EXTEND
SOCIAL
MEDIA
BEYOND
MARKETING
CORPORATE USAGE %* SOCIAL MEDIA USE DEPARTMENT NOT
JUST
A
MARKETING
96% Advertising/Promotions MARKETING
FUNCTION.
88% Public Relations SALES
Social
media
impacts
the
75% Customer Service FINANCE
enGre
organizaGon.
56% Market Research COMMUNICATIONS
Embrace
social
media
internally
and
externally
48% Sales/Commerce HUMAN
RESOURCES
and
watch
your
40% Product Development INFORMATION
TECHNOLOGY
organizaGon
grow
from
UNREALIZED
POTENTIAL
24% Internal Communications OPERATIONS
the
inside
out
and
outside
in.
<10% Recruiting PRODUCT
DEVELOPMENT
*Source: Booz & Co. and Buddy Media, “Campaigns to Capabilities: Social Media & Marketing”, 2011
33. SOCIAL
BUSINESS
BECOMES
THE
CONNECTIVE
TISSUE
MARKETING
BEYOND
BUSINESS
SILOS
Social
Business
Planning
SUPPLY
PUBLIC
looks
at
mulGple
CHAIN
RELATIONS
operaGons
across
the
organizaGon
and
idenGfies
opportuniGes
SOCIAL
BUSINESS
for
the
integraGon
of
HUMAN
RESOURCES
CUSTOMER
SERVICE
doing
business
in
a
more
social
way.
A
social
business
is
a
PRODUCT
SALES
connected
business.
DEVELOPMENT
33
34. SOCIAL
BUSINESS
SYSTEMS
NEED
TO
INTEGRATE
ExisGng
Legacy
Social
IntegraGon
Planning
Source: David Armano,
Edelman 2011, edelmandigital.com
Internal
External
34
36. A
CONTINUOUS
EVOLUTION
ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION
Source: Edelman Consulting 2011
Develop an approach to Define a social business Align the Enact the social media Take a continuous
undertake your social strategy that outlines core organization to fully strategy and engage each “measure and
business endeavor. objectives, roadmap, harness the power major stakeholder group respond” approach
Decide where to start, of social permeating through social media. around social media
measurement, process
what the finish line the internal and investments,
and technology integration.
looks like and what the external enterprise. optimizing the
Identify, evaluate and execution model
organization is willing to
commit to get from point prioritize stakeholder based on continuous
A to point B. needs and wants into an stakeholder
overall stakeholder feedback.
engagement plan.
Becoming a social business is NOT A CAMPAIGN—it is a
CONTINUOUS EVOLUTION.
37. STEP
1:
APPROACH
ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION
Source: Edelman Consulting 2011
Often two approaches:
1. Wait until you’ve mastered current social media implementations (popular)
2. Galvanize leaders around social needs and begin to add layers of social
engagement now (recommended)
38. STEP
2:
STRATEGY
ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION
Source: Edelman Consulting 2011
Utilize pre-built frameworks to organize a clear, actionable plan
Source: Forrester. “Social Business Strategy for CIOs” ,February 2011
39. STEP
3:
ORGANIZATION
ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION
Source: Edelman Consulting 2011
Break down functional silos around social media with aligned and
coordinated organizational structures
40. STEP
4:
ENGAGEMENT
ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION
Source: Edelman Consulting 2011
Activate social business strategy across various stakeholders
CUSTOMERS
BUSINESS
PARTNERS
EMPLOYEES
MEDIA
41. STEP
5:
EVALUATION
ASSESSMENT STRATEGY ORGANIZATION ENGAGEMENT EVALUATION
Source: Edelman Consulting 2011
Evaluate data, analyze for meaning and adapt with change
adapt
gather
disseminate
synthesize
evaluate
43. 3
P’s:
THE
SOCIAL
BUSINESS
TRIUMVERATE
People
Process
Plarorms
43
44. A
FOUR
PRONGED
FRAMEWORK
STRATEGY
Vision
Business Objectives
Roadmap
ORG & GOVERNANCE MEASUREMENT
Organizational Design PEOPLE Key Performance
Indicators
Governance & Control
PROCESS PLATFORMS
Analytics & Methodology
Culture & Leadership
Source: Edelman Consulting 2011
ECOSYSTEM
Audience
Engagement
Risk
44
45. ALIGN
SOCIAL
ACTIVITIES
WITH
BUSINESS
STRATEGY
STRATEGY
• Learning
and
listening
Internal
Intelligence
• Visibility
• Knowledge
sharing
Business Objectives
• Demand
generaGon
Sales
• Lead
generaGon
• Conversion
• Brand
awareness
Awareness
• Engagement
data
• Word
of
mouth
• Brand
engagement
RetenGon
• Customer
loyalty
* Edelman Consulting analysis based on Gartner research
45
46. CONSTRUCT
THE
ROADMAP:
FROM
CRAWLING
TO
FLYING
STRATEGY
I
• Steering
Commiwee
IdenGfied
• Social
Enterprise
Architecture
• Partners
Coordinated
&
Connected
• Systems Integrated on Back
N
• Governance models in place
Constructed
To
Internal
Lead
End
T
• Internal
network
deployed
• Rules Of Engagement • Social
CMS
Tools
&
Internal
Staffing
• Employees, Partners, &
Circulated Formalized
E
•
Listening
tools
&
process
in
place
Customers Connected
• Early Adopter Training Initiated • Regional
AddiGons
to
Steering
R
• KPI/Measurement
Framework
• Culture
of
OrganizaGon
More
Established
• Monitoring/AnalyGcs
inform
policy,
Commiwee
Adaptable
N
process
and
content
• Policy
established
• Training
Rolled
Out
In
Across
• People,
Processes
&
Plarorm
A
• Community
Management
Plan
EnGre
OrganizaGon
• Center
of
Excellence
IdenGfied
Maturity
Well
Established
L
AcGvated
CRAWL
WALK
RUN
FLY
POLICY,
PROCESS,
PROCEDURE
PROPERTY
MANAGEMENT
ECOSYSTEM
ENGAGEMENT
SOCIAL
INNOVATION
&
E
INTEGRATION
X
•
Public
Facing
ModeraGon
Policy
• Social
properGes
enhanced
• Influencer
Partnerships
formed
T
• Community
CoordinaGon
• Voice
and
tone
established
• Plarorm
Partnerships
solidified
• Ambassador
Programs
operaGng
E
globally
• Content
Development
• Influencers
idenGfied
•
Engagement
at
scale
established
R
• Employees
engaged
systemaGcally
• Controlled
Paid
Media
in
Social
• Test
&
learn
pilots
launched
•
CoordinaGon
Exists
Between
N
Social,
Owned,
Mainstream
&
• Systems
integrated
on
front
end
•
Content
Published
Across
A
MulGple
ProperGes
Hybrid
ProperGes
• All
business
funcGon
integrate
• Measurement,
KPI’s
Formalized
&
social
layer
L
Source:
Edelman 2011, edelmandigital.com Standardized
Across
OrganizaGon
• Product
/service
innovaGons
result
AD
HOC
SOCIAL
MEDIA
TACTICS
THE
BUSINESS
ITSELF
IS
SOCIAL
46
47. TEST
PILOTS
AND
VALIDATE
OUTCOMES
STRATEGY
ACROSS
ALL
BRANDS/BUSINESS
FUNCTIONS
&
TEAMS
SOCIAL
BUSINESS
PLANNING
AT
THE
BRAND/BUSINESS
FUNCTION
LEVEL
Source: David Armano,
Edelman 2011, edelmandigital.com
STRATEGIC
INITIATIVE
STRATEGIC
INITIATIVE
STRATEGIC
INITIATIVE
PILOT A PILOT B PILOT A PILOT B PILOT C PILOT A
Planning:
Infrastructure
IniJaJves:
Strategic
efforts
Pilots:
Measurable
tacGcs
47
48. MAP
STAKEHOLDERS
AND
IDENTIFY
CONNECTIVE
TISSUE
ECOSYSTEM
• People
who
do
business
with
the
organizaGon
Customers
or
Prospects
• Can
be
split
into
high-‐value
and
new
customers
Employees
• IdenGfiable
people
on
the
payroll
• PR
and
corporate
communicaGon
departments
as
well
as
Corporate
company
execuGves
Business
Partners
• Suppliers,
vendors,
contractors,
alumni
Social
Web
• AddiGonal
individuals
who
interact
on
the
social
web
* Edelman Consulting analysis based on Gartner research
48
49. IDENTIFY
LEVELS
OF
ENGAGEMENT
ECOSYSTEM
AND
ALIGN
WITH
OBJECTIVES
• AcGvely
involve
the
audience
(e.g.,
feedback
on
branding,
new
Co-‐create
product
development)
ParGcipate
• Listen
and
respond
to
the
audience
Share
• Share
company
perspecGve
(e.g.,
CEO
blog)
Discover
• Analyze
conversaGons
to
gain
insight
and
discover
pawerns
Monitor
• Listen
to
conversaGons
happening
around
the
organizaGon
* Edelman Consulting analysis based on Gartner research
49
50. DEFINE
ROLES
AND
RESPONSIBILITIES
GOVERNANCE
ORG &
• Oversees
all
digital
integraGon
iniGaGves
between
tradiGonal,
digital
and
social.
Leadership
• Sample
Title:
Chief
Digital
Officer
• Focuses
on
social
strategy
and
integraGon
across
designated
acGviGes
(markeGng,
Strategy
customer
service,
crisis
etc.)
• Sample
Title:
Social
Strategist
• Determines
content
plans,
strategies
and
deployment
of
all
content
through
social
Content
systems
• Sample
Title:
Content
Strategist
• Monitors,
and
reports
stakeholder
acGvity
and
engages
in
a
variety
of
social
systems
Community
• Sample
Title:
Community
Manager
• Analyze
key
metrics
to
draw
intelligence
from
social
media
efforts
and
report
Measurement
effecGveness
(ROI)
• Sample
Title:
Measurement
&
Data
Analyst
Source: Edelman Consulting 2011
50
51. REVISE
REPORTING
STRUCTURES
GOVERNANCE
ORG &
A multi-departmental
social business committee
accelerates integration
and helps bridge
organizational silos
51
52. BREAK
DOWN
SILOS
WITH
COLLABORATIVE
GOVERNANCE
GOVERNANCE
INTEGRATION
ORG &
B
GLOBAL
DIGITAL
SOCIAL
MEDIA
P
B
=
BRANDS,
P
=
PARTNERS,
O
=
OPERATIONS
SERVICES
COMMITTEE
O
AGENCY
PARTNERS
YES
L
SOCIAL
MEDIA
WHICH
BRAND
PILOT
RESULTS
BRAND
TEAM
COMMITTEE
BRAND?
X
PROGRAM
REPORTED
NO
M
Source: Edelman 2011, edelmandigital.com
L
=
LAUNCH
TECHNOLOGY
M
=
MEASURE
PARTNERS
PLANNING
STRATEGY
IMPLEMENTATION
52
53. CONNECT
METRICS
WITH
BUSINESS
OBJECTIVES
MEASURMENT
Key
Performance
Indicator
Business
ObjecJve
(KPI)
Engagement
DuraGon
Foster
Dialog
Share
of
Voice
Loyalty
(member
re-‐share)
Brand
Advocacy
Brand
MenGons
ResoluGon
Rate
Facilitate
Support
ResoluGon
Time
Topic
Trends
Spur
InnovaJon
Idea
Impact
For
example:
Brand
MenGons/
Share
of
Voice
=
(Total
MenGons
(brand
+
compeGtors)
*Based on Altimeter's "Social Marketing Analytics" research, April 2010.
53
54. ANALYZE
SIGNALS
FOR
MEANING
MEASURMENT
Source: Edelman 2011, edelmandigital.com
54
56. ORGANIZATION
MODEL:
CENTRALIZED
CORPORATE
BRAND
/
BU
BRAND
/
BU
BRAND
/
BU
BRAND
/
BU
T
T
T
T
BT
BT
BT
BT
S
D
S
D
S
D
S
D
Source: Edelman 2011, edelmandigital.com
KEY
BT:
BRAND
OR
BUSINESS
UNIT
TEAMS
T:
TRADITIONAL
D:
DIGITAL
S:
SOCIAL
56
57. ORGANIZATION
MODEL:
DE-‐CENTRALIZED
T
T
BT
T
BT
S
D
S
D
BRAND
/
BU
BT
S
D
BRAND
/
BU
T
BRAND
/
BU
T
BT
S
D
BT
S
D
BRAND
/
BU
T
BT
Source: Edelman 2011, edelmandigital.com
S
D
BRAND
/
BU
BRAND
/
BU
KEY
BT:
BRAND
OR
BUSINESS
UNIT
TEAMS
T:
TRADITIONAL
D:
DIGITAL
S:
SOCIAL
57
58. ORGANIZATION
MODEL:
COORDINATED
(CENTER
OF
EXCELLENCE)
T
T
T
BT
S
D
BT
BT
S
D
BRAND
S
D
BRAND
OR
BU
BRAND
STRATEGY
T
OR
BU
OR
BU
Source: Edelman 2011, edelmandigital.com
T
BT
BRAND
BRAND
S
D
BT
OR
BU
OR
BU
COE
S
D
PLANNING
&
INTEGRATION
BRAND
(CENTER
OF
BRAND
T
T
OR
BU
OR
BU
EXCELLENCE)
BT
BT
S
D
S
D
BRAND
BRAND
OR
BU
OR
BU
T
T
BRAND
BRAND
BT
IMPLEMENTATION
KEY
OR
BU
OR
BU
BT
BT:
BRAND
OR
BUSINESS
UNIT
TEAMS
S
D
T
S
D
T
T:
TRADITIONAL
D:
DIGITAL
BT
BT
S:
SOCIAL
S
D
S
D
58
59. ORGANIZATION
MODEL:
ANTHILL
(ORGANIC
COORDINATION)
Source: Edelman Consulting 2011
Each employee is
empowered within an
organized framework
59
66. REAL
WORLD
EXPERTISE
IN
SOCIAL
BUSINESS
AT
SCALE
KAZIM ALI MICHAEL BRITO
Kazim is a Consultant for Edelman Consulting, Michael is the Senior Vice President of Social
a management consultancy focused on the Business Planning at Edelman Digital, working
intersection of strategy, marketing, and previously with Intel where he was their Social
communications. He was the former CTO of Media Strategist. He wrote the book on social
an education-based startup and has led business titled “Smart Business, Social
several IT strategy and decision modeling Business: A Playbook for Social Media in Your
projects for Gartner Consulting. Organization”.
ROBIN HAMMAN MARSHALL MANSON
Robin is the Director of Edelman’s Digital Marshall Manson is Managing Director of
practice in London. He has vast experience Digital for Edelman in EMEA, and a leader in
in recognizing the crucial role that digital the field of online strategy, communications
plays in business transformation, both at the and reputation management. Marshall is based
BBC where he was Senior Community in London, and previously was Vice-President
Producer and at Headshift where he led the of Digital Public Affairs in Washington, DC.
social media team for two years.
ZENA WEIST CHUCK HEMANN
Zena is Vice President Social Business Chuck is Vice President measurement and
Planning out of Edelman Digital’s Chicago analytics of Edelman Digital’s central region.
practice. She has over 16 years experience in Prior to Edelman, Chuck led measurement
digital media including start-ups and acted as activities at WCG and was a social strategist at
social media manager for H&R Block prior to Ogilvy Digital Influence. Chuck acts as co-
joining Edelman. Zena is also an active writer organizer for the social business track at
and industry speaker. Blogworld New Media Summit.
66
67. David Armano Mike Kuczkowski
EVP, Global Innovation & Integration President, Edelman Consulting
David.Armano [at] edelman.com Michael.Kuczkowski [at] edelman.com
Edelmandigital.com consulting.edelman.com