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![David Armano Mike Kuczkowski
EVP, Global Innovation & Integration President, Edelman Consulting
David.Armano [at] edelman.com Michael.Kuczkowski [at] edelman.com
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![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](https://image.slidesharecdn.com/socialbizedelman-111214162029-phpapp01-111227073448-phpapp01/75/Social-Business-Edelman-67-2048.jpg)
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Social Business, Edelman
The document discusses the evolution of social business planning, emphasizing the need for organizations to adapt to a digital, collaborative environment where both customers and employees act as advocates. It outlines the challenges businesses face in integrating social media into their strategies and highlights the importance of breaking down silos to create a more connected and agile business model. The document concludes with a framework for transforming businesses into social enterprises that leverage social strategies for both internal and external engagement.
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Social Business, Edelman
- 1. SOCIAL BUSINESS PLANNING © BUILDING AN INTELLIGENT BUSINESS & CONNECTED BRAND David Armano & Mike Kuczkowski Edelman Digital | Edelman ConsulGng
- 2. THE WORLD HAS CHANGED
- 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” “Thefirst 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
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- 12. CHALLENGES: UNCLEAR OBJECTIVES, MEASUREMENT & ROI 12
- 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
- 14. CHALLENGES: MISALIGNED SKILLS & COMPETENCIES marketing 14
- 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
- 17. BRANDS MUST BECOME SOCIAL, CONNECTED AND AGILE
- 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
- 21. WHY BECOME A “SOCIAL BUSINESS”?
- 22. CUSTOMERS HAVE EVOLVED AND SO MUST BUSINESS Move past being a linear process-driven organization and create a new, dynamic, networked businesses
- 23. EVERYONE IS AN ACTIVIST 23
- 24. CRISIS MANAGEMENT IS REAL TIME 24
- 25. MARKETING IS SOCIAL Energizer is an Edelman Client 25
- 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
- 30. SOCIAL BUSINESS PLANNING DEFINED
- 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
- 35. THE PATH TO BECOMING A SOCIAL BUSINESS
- 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
- 42. STRATEGY: SOCIAL BUSINESS PLANNING FRAMEWORK
- 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
- 55. ORGANIZATION: ALIGN BUSINESS TO STRATEGY
- 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
- 60.
- 61. PROCESS DESIGN Source: David Armano, Edelman 2011, edelmandigital.com 61
- 62. INFLUENCE MAPPING Source: Edelman 2011, edelmandigital.com 62
- 63. DATA PLANNING Source: Edelman 2011, edelmandigital.com 63
- 64. SOCIAL BUSINESS INTELLIGENCE Wal-Mart is an Edelman client 64
- 65. EDELMAN SOCIAL BUSINESS PLANNING PRACTITIONERS
- 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