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Editor's Notes

• #2: Agenda: Difference between Social Media and Social Business Define Social Business Gore Vignette Talk about the Overall Value that Organizations are seeing from adopting Social Business Practices Listening > Social CRM > Paid Media Gore Vignette Theme 1: Organizations are seeing plateauing / diminishing returns from initial investments in social Pouring more money into the same tried and true channels is generating marginally less effective return. Strategy and measurements left over from direct marketing are falling away, struggling to recast expectations for ROI Theme 2: Company��s are grappling with the implications of a series short sighted decisions made in social They are all looking for a Strategy that can will allow them continue moving forward Reality is that best uses of Social is as different from organization to organization and business case to business case. There are no silver bullets, but there are approaches and thinking that consistently yield better results
• #3: Social Media (channels and content) - very familiar and relevant to what advertisers and marketers do every day. People define it in many ways. In my experience: Series of Channels that allow people and businesses to connect in amazing and empowering ways. Allows those same people and businesses to create, share, and curate content in ways that create value. Source of Intelligence about who people are, who they are connected to, what they are interested in. Rise of the Social Consumer (and Employee): Consumes news & info via their social network Learns about brands and products through social channel Typically does not respond to unsolicited marketing, BUT open to relevant information that meets her needs at that particular moment. Expectations for Brands on SM: Be present and active in same social venues they are. Listen and engage in a real time, on-demand fashion (when they need you). Every customer service touchpoint must be in synch.  If I complain about a brand on Twitter, the CSR who engages must know my history with that brand and all previous touches. Created new dynamics in life and in business ? ? ? ? ? Key: Social Media thinking is driven by individual goals of individual business units Siloed into ideas like terms of: Getting Market Insights OR Creating better response times in Customer Service OR Driving Marketing Conversions Etc? In lots of ways, this behavior of acting against individual goals or objectives is where businesses behave a lot like individuals Metaphor of the Selfie
• #4: It does NOT look like this. I love this image because to me it speaks to what happens when businesses try to use social the way an individual might. Social Business Applies Social Media conventions to business processes to drive strategic organizational outcomes. When done correctly it generates results in ways that are highly scalable, cost effective, and deliver lasting value to both the company and it��s customer. As opposed to Social Media which is driven by individual or departmental goals, A Social Business approach focuses on higher level organizational outcomes. Separating these concepts is about more than buzzwords or semantics, but an acknowledgement that Social Business can have positive impacts many areas and disciplines within your organization, from Global Sales, to Internal Productivity, to Consumer Marketing. This is becoming one of the defining business challenges of our era ?Making the move from "doing social" to "being social�� ? ?
• #5: 3 Tenets of Social Business 1) Anyone Can Participate - Social Technologies are making nearly all aspects of business more participatory. Employees, customers, business partner can all be included in the process of ideation. When you are inclusive of more people in your process you tap into new sources of creative ideas and output. - This isn��t to say that everyone is equal in the process, that there aren��t roles, and approvals and governance, but an acknowledgement that an ��open door�� policy is critical to success. - Mural Arts: While there are established artists associated with each mural, anyone can submit ideas for locations and themes, as well as participate in many other ways. 2) Create Shared Value - Everybody Contributes and the whole is greater than the sum of it��s parts. - Every individual player realizes some manner of benefits from the participating - Mural Arts: Artists get exposure, Participants get a creative outlet, Home and Business owners see improved property values. When you take a vacant lot or an empty wall and transform it, the community respects that piece of land. They look at it differently. 3) Focus is on Organizational Outcomes - It��s Social Business for a reason. Social Media= the goals are those of individuals (or individual units) alone. Social Business = productive shared outcomes for all, but more specifically the business objectives of the organization at large - Mural Arts is a City Program with real goals: Community at large benefits from beauty and shared civic pride, the City ultimately benefits in terms of reputation / brand equity So let��s take a look at a business case through this lens.
• #6: Company that is grappling with the implications of short sighted social decisions Most large businesses - Social is happening already on some level ? ? ? ?? ? ? ? ? ? Bubbles up organically in pockets all around the organization ? ? ? ? ? Marketing, PR, Product Managers, Customer Service, ? ? ? ? ? ? ? ?All recognize the need to "Get on Social" ? ? ? ? ? Can't necessarily wait for the entire institution to get act together ? ? ? ? ? Decide to Strike out on their own ? ? ? ? Makes Sense: It��s easy enough to argue the value the benefits are largely transparent and measureable There is typically budget to be allocated Feels like low risk with a potential upside So they identify someone with enough skills to serve as a defacto community manager ? ? ? ? ? Do a cursory search for some software that fits their needs short term ? ? ? ? ? Start posting, conversing, generating content, driving audience to it - All good things, right? ? ? ? ? ? ? ? ?No malice of forethought ? ? ? ? ? ? ? ?But not enough forethought or coordination This happens in 4, 5, 6, 10 siloes in the organization which is just impossible to manage Then at some point, something happens:? ? ? ? ? ? ? ? ?That first post comes in that Marketing has no business replying to without input from a Product or Service Manager ? ? ? ? ? ? ? ?Marketing becomes aware of a potential threat to the brand before anyone else PR team is aware of product feedback before R&D is ? ? ? ? ? ? ? ?Product Managers become aware of a disgruntled customer that needs some love from customer service These people need to communicate with one but their silo'd systems are not integrated Need to take a broader view of Social as a discipline
• #7: Let��s take a quick look back to 2004��
• #8: Social Consumers are interacting with the world by creating content and having conversations in a variety of Social Channels Companies participated directly on these platforms. These were the first generation Social Technologies.
• #9: There was opportunity in the marketplace and it became the Wild West for Social Technologies that allowed companies to Publish OR Measure OR Listen OR Report OR Target OR Advertise.
• #11: Most large businesses - Social has already been happening for 10 years. ? ? ? ?? ? ? ? ? ?
• #12: Bubbles up organically in pockets all around the organization ? ? ? ? ? Marketing, PR, Product Managers, Customer Service, ? ? ? ? ? ? ? ?All recognize the need to "Get on Social" ? ? ? ? ? Can't necessarily wait for the entire institution to get act together ? ? ? ? ? Decide to Strike out on their own ? ? ? ? Makes Sense: It��s easy enough to argue the value the benefits are largely transparent and measureable There is typically budget to be allocated Feels like low risk with a potential upside
• #13: So they identify someone with enough skills to serve as a defacto community manager ? ? ? ? ? Do a cursory search for some software that fits their needs short term ? ? ? ? ? Start posting, conversing, generating content, driving audience to it - All good things, right? ? ? ? ? ? ? ? ?No malice of forethought ? ? ? ? ? ? ? ?But not enough forethought or coordination This happens in 4, 5, 6, 10 siloes in the organization which is just impossible to manage Then at some point, something happens:? ? ? ? ? ? ? ? ?That first post comes in that Marketing has no business replying to without input from a Product or Service Manager ? ? ? ? ? ? ? ?Marketing becomes aware of a potential threat to the brand before anyone else PR team is aware of product feedback before R&D is ? ? ? ? ? ? ? ?Product Managers become aware of a disgruntled customer that needs some love from customer service These people need to communicate with one but their silo'd systems are not integrated Need to take a broader view of Social as a function that touches the entire enterprise
• #14: Not the first time we��ve seen this dynamic�� In the early 90s Gartner coined the term ERP, Back when virtual products and services were non-existant, ERP grew out of a need to see a real-time view of core business processes (typically related to manufacturing) using common databases.
• #15: With rise of Web, and content became an important currency of the information economy, it become important to be able to manage the content that you made available to the world Approval Workflows and Federated Controls became necessary for publishing
• #16: By the early 2000s that content had become widely pervasive and online business models the norm. We saw the rise of CRM in order to understand more about the individual customer and we began to envision the customer relationship lifecycle.
• #17: Today that relationship lifecycle has grown to encompass social, and as more data than ever is generated, organizations are making move toward Social Relationship Infrastructure Encompasses elements of all the previous enterprise solutions with the unique ability to get us closer to the SVOC than ever before. Allows them to shift thinking from Organizational Siloes to Organizational Outcomes.
• #18: Recognize that this may seem like a daunting and complicated undertaking that needs buy in up and down the org chart. Massive Opportunity as Social Practitioners ?? ? ?Create business value by becoming a center of collaboration and business intelligence ? ? ? Lead the charge in developing a social relationship infrastructure ? ? ? Empower better coordination and decision making across the organization ? ? ? Redefine how your organization perceives the business value of social ? ? ? ? ? Shift from "short term" only analytics ? ? ? ? ? Developing measurements that take into account the lifetime value of the customer COULD ILLUSTRATE THE EXAMPLE OF LISTENING > SOCIAL CRM > PAID MEDIA The presenters who��ll be sharing best practices with us today, think about the ways in which they are seeing this dynamic and using it top propel their organization long term.
• #19: Results are undeniable. Detailed Statistical Analysis by McKinsey, firms who engaged more systematically in social business practices saw dramatically improved gains compared to their non-social counterparts when measured against key business objeectives. The numbers are impressive and consistent in favor of Social Business Adoption.
• #20: Results are undeniable. Detailed Statistical Analysis by McKinsey, firms who engaged more systematically in social business practices saw dramatically improved gains compared to their non-social counterparts when measured against key business objeectives. The numbers are impressive and consistent in favor of Social Business Adoption.