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From social media to social business
This document provides an overview of how to transform an organization into a social business. It discusses how social media is changing communication and collaboration, and how this impacts both customers and employees. The document outlines a social business framework and fundamentals, including focusing on people over technology, building connections and enabling collaboration. It provides guidance on establishing communities, empowering employees, delivering impact to customers, and transforming the entire organization into a social business.
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From social media to social business
- 1. FROM SOCIAL MEDIA TO SOCIAL BUSINESS How to become a customer centric organisation?
- 2. THE SOCIAL DIVIDE ‣ No borders Cultural & technology gap within your ‣ Info-democracy organisation ‣ Media-democracy ‣ Everyone is connected Customers & ‣ Network = power employees are using social media What about the organisation?
- 3. Social Business willtransform enterprises ‣ Empower people to make a difference and create HEROES ‣ People TRUST people ‣ Everyone is CUSTOMER ‣ UNDERSTAND people and not market segments and demographics Social Business is all about people and not technology
- 4. WE USE FACEBOOK & TWITTER.... ‣ Fundamental shift in the way we communicate & collaborate ‣ From push to pull ‣ Outside in ‣ Value co-creation through networks
- 5. SOCIAL BUSINESS FRAMEWORK Networks Supporting Infrastructure Connections Collaboration Business Model PEOPLE Culture Context (DNA) Value Chain
- 6. SOCIAL BUSINESS FUNDAMENTALS ‣ Why are people interested - establish a story worth sharing ‣ How are people connected WHAT around your business? HOW ‣ How do you communicate & collaborate with people around your business? WHY ‣ What Culture & DNA is needed to succeed?
- 7. CONNECTIONS 3 2 1) Strong Ties 1 2) Weak Ties 3) Temporary Ties
- 8. RELATIONSHIP CAPITAL ‣ Strongties influence ‣ Which customers trust you and are loyal what we buy ‣ Which partners trust you ‣ Different relationships and are loyal ‣ What are they liking, between connections & communicating and sharing ties ‣ What have you done in the past to build trust ‣ Build communities & ‣ Develop a fan base and create tribes – influenced by ambassadors relationships ‣ How are employees connected to customers ‣ Design & Develop for and partners relationships ‣ Are your employees empowered to engage & participate
- 9. COLLABORATION Anyone can join Crowd of people Community of kindred spirits Openess Selection process Club of experts Coalition of parties Initiator only Ownership Initiator and contributors
- 10. CONTEXT Content Creativity Collective Customised
- 11. CONVERSATIONS Createstories worth sharing!
- 12. HOW TO STARTYOUR CONVERSATIONS? Interaction Engagement Participation Dialogue Listening
- 13. CULTURE Social Leadership Master Enable people to Respect the real Give up control transparency and do more power shift adhire constantly Create a support Reach out to Use social Learn, relearn and network for customers technologies unlearn linchpins Make mistakes and Develop a flat and Practice Master creativity admit when you are open organisation hostmanship wrong Social DNA
- 14. THE ART OFMAKING PEOPLE FEEL WELCOME Organisations are here to serve Serve Use your At one with your knowledge wisely Knowledge Entirety enterprise and customers Hostmanship Show respect and The art of demonstrate Consideration Dialogue communication empathy Responsibility Providing superior personal excellence
- 15. SUPPORTING INFRASTRUCTURE ‣ Consumarization of IT ‣ Web 2.0 & Web 3.0 ‣ Semantic Web & Ontologies Vendor Relationship ‣ Mobile ‣ Location based services ‣ Apps
- 16. SOCIAL BUSINESS SWEETSPOT External Platforms & Infrastructure Social CRM / External Purpose Built Solutions Customer Engagement Communities Converged Social Business Sweet Spot Social Middleware Enterprise 2.0 / Internal Collaboration Internal
- 17. VENDOR RELATIONSHIP MANAGEMENT Enterprise Centric Customer Centric Company YOU CRM VRM Vendor Customer driven Transactions Relationships driven
- 18. VRM PRINCIPLES ‣ User Centricity ‣ Relationships are more than ‣ Reduce, Reuse, transactions Recycle ‣ Solve real world ‣ Reciprocity & problems Everbody wins ‣ Leverage network effects
- 19. NETWORKS Society 3.0 = Self-assembling dynamic networks The key features of self-assembling dynamic networks: 1. Asymmetric power 2. Unintended consequences 3. No central control 4. No intelligent blueprint or formalised design 5. Rapid scaling 6. Unprecedented speed 7. Trans-national synchronicity 8. Total transparency 9. Creation of boundary-less tribalism 10. New order born out of chaos
- 20. BUSINESS MODEL Core Competences Customer Left Side & Relationship Right Side = Activities = Efficiency Key Value Value Customers Partners Proposition Key Channels Left Brain Resources Right Brain = = Logic Emotion Cost Structures Revenue Streams
- 21. CHANGE YOUR BUSINESS MODEL! ‣ Unbundling your business ‣ The Long Tail ‣ Multi-Sided Platforms ‣ FREE as a business model ‣ Open business models
- 22. BUSINESS MODEL INNOVATION Resource Driven Supply Driven Customer Driven Finance Driven Multiple Solutions
- 23. VALUE CHAIN Traditional Value Chain ‣ How to deliver value as an organisation in the future? ‣ B2C & B2B are converging - human2human ‣ Products - Solutions - Experiences
- 24. 1 Awareness = Revenues 2 Differentiators = Margins 3 Authenticity = Loyalty
- 25. SOCIAL BUSINESS ROADMAP Transform the organisation Performance & Productivity Deliver impact Establish a community Growth Areas & Empower Business employees Challenges Personal Change Time
- 26. BUILDING BLOCKS Growth Areas & Business Challenges Empower Establish a Deliver Transform the employees community impact organisation ‣ Create meaning & urgency. Be ‣ Create cells of likeminded ‣ Reach out to “cool” customers. ‣ Understand enterprise wide very specific! people who embrace the What are the sweet spots? implications ‣ Understand people and their business opportunity ‣ Leverage community insight & ‣ Integrate & scale community behavior ‣ Embrace diversity in order to expertise to interact & approach ‣ Describe why people are create cells collaborate with customers ‣ Look at other business interested ‣ Determine what culture, ‣ Use feedback to develop opportunities & growth areas ‣ Get the business opportunity on leadership, knowledge & experiences & deliver superior ‣ Get more and more people on paper (SUCCES*) and establish experience is needed to succeed services board a story ‣ Establish & share quick wins does ‣ Determine impact on business ‣ Bring down silos & develop a flat ‣ Determine how people are not matter how small model & value chain and open organisation with little connected around the business ‣ Understand relationships, who ‣ Use serious & social gaming tools hierachy opportunity and how they do you trust and who trusts you to interact and engage with ‣ Develop a sustainable & communicate and collaborate ‣ Particpate & develop fan base & community & customers customer centric eco system ‣ Establish the supporting ambassadors ‣ Practice hostmanship within the ‣ Everyone = CEO infrastructure ‣ Leverage platforms & produce community ‣ Build & expand your reputation ‣ Start listening & monitoring content ‣ Create a support network of ‣ Start your dialogue linchpins ‣ Create partnerships & share customer success ‣ Focus on micro activities & measure progress * Simple Unexpected Concrete Credible Emotional Stories
- 27. EXECUTE PLAN LEARN ACTION MEASURE HELP
- 28. TOP DOWN &BOTTOM UP APPROACH Top Down Commitment & Facilitate Soft = HARD From push to pull Agility Bottom up See, Feel, Involve & Experience
- 29. TECHNOLOGY ADOPTION LIFECYCLE To make the jump make sure: ‣ The customer is at the heart of everything you do. Listen to his opinion and feedback ‣ There is an urgent need for improvement, it hurts the organization ‣ There is perfect customer service (Zappos), excellent performance and execution
- 30. PERSONAL CHANGE Intent Helping Clients succeed Help Providing superior service Performance Experience Be pro-active & increase productivity Action Enable people to do more & increase agility
- 31. 12 HABITS OFHIGHLY CONNECTIVE PEOPLE 1. Believe you can make a difference 2. Think knowledge as a service 3. Take risks 4. Have a point with your view 5. Keep your promises 6. Say it another way 7. Show it – demonstrating works better than words 8. Connect actively 9. Write it down 10. Let them know you thought of them 11. Be present to opportunities 12. Think beyond your close circle – strong ties
- 32. REPUTATION Brand promise A measure to the extent of which Reputation people respect, trust, and admire your organisation The foundational elements that Pilars of reputation influence & determine your reputation (Story & Services) Performance Community Experience Leadership Ambition People
- 33. SOCIAL FABRIC Social isa layer, the Media is only the tip glue within your of the iceberg organisation
- 34. WHAT WILL BRINGYOU SOCIAL SUCCESS? ‣ Know your customer ‣ Respect upstarts ‣ Know your product ‣ Seek cool customers ‣ Know your company ‣ Talk "partnership" ‣ Love the politics ‣ Send "thank you" notes ‣ Respect competitors ‣ Make your customer a hero ‣ Wire your customers organisation ‣ Aim to change the world! ‣ Wire your organisation ‣ Keep it simple ‣ Never over promise ‣ Quality not quantity ‣ Sell the solution ‣ Patience: it’s a marathon not a sprint ‣ Ask for help (don't be proud about it) ‣ Share success: doesn’t matter how small ‣ Live the brand story ‣ Pay much attention to the individual ‣ Celebrate the "good" loss ‣ Execution ‣ Make every problem your problem ‣ Measure: Learn, Unlearn, and Relearn ‣ Take full responsibility ‣ Intention ‣ Share the information ‣ Social Media ‣ Don't whine about price ‣ Storytelling: develop a story that is easy to understand and ‣ Don't give away the store - to get a foot in the door can be shared
- 35. TIME TO MAKE IMPACT Help us change the world!
- 36. JEROEN SPIERINGS Contact: Email: [email protected] Linkedin: http://www.linkedin.com/in/jeroenspierings Twitter: www.twitter.com/jeroenspierings
- 37. IN ORDER FORME TO DEVELOP THIS MANIFEST I HAVE USED CONTENT AND RESOURCES FROM SEVERAL SOCIAL MEDIA AND SOCIAL BUSINESS PROFESSIONALS. MANY THANKS FOR ALL YOUR INSIGHTS AND LESSONS LEARNED. I DID NOT CREATE SOMETHING COMPLETELY NEW, I WANT TO PROVIDE A PRACTICAL GUIDE BASED ON EXISTING MODELS AND CONTENT SO IT CAN HELP YOU MAKE A PERFECT START! ‣ David Armano, Edelman Digital ‣ Brian Solis Altimeter Group ‣ Doc Searls, Project VRM and co-author The Cluetrain Manifesto ‣ Paul Adams, Designing for social interaction ‣ Fronteer Strategy 2009, collaboration ‣ Alexander Osterwalder & Yves Pigneur, Business Model Generation (co-created with 470 writers in 45 countries) ‣ R Wang & Insider Associates LLC, social business sweet spot ‣ Jan Gunnarsson, Hostmanship ‣ DK Matai, is the chairman of mi2g, ATCA, and The Philanthropia - self assembling dynamic networks ‣ Valeria Maltoni & Anil Dash, 12 habits of highly connective people ‣ Geoffrey Moore, Technology Adoption Life Cycle ‣ Seth Godin, Tribes ‣ David Siegel, The power of pull ‣ Ronald van den Hoff, Society 3.0 ‣ Steven van Belleghem, The Conversation Manager ‣ Paul Adams, Designing for social interaction