Friday Jun 21, 2013

Provocative Tweets From the Dachis Social Business Summit

tower guardOn June 20, all who follow social business and how social is changing how we do business and internal business structures, gathered in London for the Dachis Social Business Summit. In addition to Oracle SVP Product Development, Reggie Bradford, brands and thought leaders posed some thought-provoking ideas and figures. Here are some of the most oft-tweeted points, and our thoughts that they provoked.

Tweet: The winners will be those who use data to improve performance.
Thought: Everyone is dwelling on ROI. Why isn’t everyone dwelling on the opportunity to make their product or service better (as if that doesn’t have an effect on ROI)? Big data can improve you…let it.

Tweet: High performance hinges on integrated teams that interact with each other.
Thought: Team members may work well with each other, but does the team as a whole “get” what other teams are doing? That’s the key to an integrated, companywide workforce. (Internal social platforms can facilitate that by the way).

Tweet: Performance improvements come from making the invisible visible.
Thought: Many of the factors that drive customer behavior and decisions are invisible. Through social, customers are now showing us what we couldn’t see before…if we’re paying attention.

Tweet: Games have continuous feedback, which is why they’re so engaging.  Apply that to business operations.
Thought: You think your employees have an obligation to be 100% passionate and engaged at all times about making you richer. Think again. Like customers, they must be motivated. Visible insight that they’re advancing on their goals helps.

Tweet: Who can add value to the data?  Data will tend to migrate to where it will be most effective.
Thought: Not everybody needs all the data. One team will be able to make sense of, use, and add value to data that may be irrelevant to another team. Like a strategized football play, the data has to get sent to the spot on the field where it’s needed most.

Tweet: The sale isn’t the light at the end of the tunnel, it’s the start of a new marketing cycle.
Thought: Another reason the ROI question is fundamentally flawed. The sale is not the end of the potential return on investment. After-the-sale service and nurturing begins where the sales “victory” ends.

Tweet: A dead sale is one that’s not shared.  People must be incentivized to share.
Thought: Guess what, customers now know their value to you as marketers on your behalf. They’ll tell people about your product, but you’ve got to answer, “Why should I?” And you’ve got to answer it with something substantial, not lame trinkets.

Tweet: Social user motivations are competition, affection, excellence and curiosity.
Thought: Your followers will engage IF; they can get something for doing it, love your culture so much they want you to win, are consistently stunned at the perfection and coolness of your products, or have been stimulated enough to want to know more.

Tweet: In Europe, 92% surveyed said they couldn’t care less about brands.
Thought: Oh well, so much for loving you or being impressed enough with your products & service that they want you to win. We’ve got a long way to go.

Tweet: A complaint is a gift.
Thought: Our instinct where complaints are concerned is to a) not listen, b) dismiss the one who complains as a kook, c) make excuses, and d) reassure ourselves with internal group-think that they’re wrong and we’re right. It’s the perfect recipe for how to never, ever grow or get better. In a way, this customer cares more than you do.

Tweet: 78% of consumers think peer recommendation is the best form of advertising.  Eventually, engagement is going to eat advertising.
Thought: Why is peer recommendation best? Trust. If a friend tells me how great a movie was, I believe him. He has credibility with me. He’s seen it, and he could care less if I buy a ticket. He’s telling me it was awesome because he sincerely believes that it was.  That’s gold.

86% of customers are willing to pay more for a better customer experience.
Thought: This “how mad can we make our customers without losing them” strategy has to end. The customer experience has actual monetary value, money you’re probably leaving on the table.

Photo: stock.xchng

Tuesday Dec 04, 2012

How to Set Up Your Enterprise Social Organization

The rush for business organizations to establish, grow, and adopt social was driven out of necessity and inevitability. The result, however, was a sudden, booming social presence creating touch points with customers, partners and influencers, but without any corporate social organization or structure in place to effectively manage it.

Even today, many business leaders remain uncertain as to how to corral this social media thing so that it makes sense for their enterprise.

Imagine their panic when they hear one of the most beneficial approaches to corporate use of social involves giving up at least some hierarchical control and empowering employees to publicly engage customers. And beyond that, they should also be empowered, regardless of their corporate status, to engage and collaborate internally, spurring “off the grid” innovation.

An HBR blog points out that traditionally, enterprise organizations function from the top down, and employees work end-to-end, structured around business processes. But the social enterprise opens up structures that up to now have not exactly been embraced by turf-protecting executives and managers. The blog asks, “What if leaders could create a future where customers, associates and suppliers are no longer seen as objects in the system but as valued sources of innovation, ideas and energy?”

What if indeed? The social enterprise activates internal resources without the usual obsession with position. It is the dawn of mass collaboration.

That does not, however, mean this mass collaboration has to lead to uncontrolled chaos. In an extended interview with Oracle, Altimeter Group analyst Jeremiah Owyang and Oracle SVP Reggie Bradford paint a complete picture of today’s social enterprise, including internal organizational structures Altimeter Group has seen emerge.

One sign of a mature social enterprise is the establishing of a social Center of Excellence (CoE), which serves as a hub for high-level social strategy, training and education, research, measurement and accountability, and vendor selection. This CoE is led by a corporate Social Strategist, most likely from a Marketing or Corporate Communications background.

Reporting to them are the Community Managers, the front lines of customer interaction and engagement; business unit liaisons that coordinate the enterprise; and social media campaign/product managers, social analysts, and developers. With content rising as the defining factor for social success, Altimeter also sees a Content Strategist position emerging.

dandelion modelAcross the enterprise, Altimeter has seen 5 organizational patterns. Watching the video will give you the pros and cons of each.

Decentralized - Anyone can do anything at any time on any social channel.

Centralized – One central groups controls all social communication for the company.

Hub and Spoke – A centralized group, but business units can operate their own social under the hub’s guidance and execution. Most enterprises are using this model.

Dandelion – Each business unit develops their own social strategy & staff, has its own ability to deploy, and its own ability to engage under the central policies of the CoE.

Honeycomb – Every employee can do social, but as opposed to the decentralized model, it’s coordinated and monitored on one platform.

The average enterprise has a whopping 178 social accounts, nearly ¼ of which are usually semi-idle and need to be scrapped. The last thing any C-suite needs is to cope with fragmented technologies, solutions and platforms. It’s neither scalable nor strategic.

The prepared, effective social enterprise has a technology partner that can quickly and holistically integrate emerging platforms and technologies, such that whatever internal social command structure you’ve set up can continue efficiently executing strategy without skipping a beat.



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