2014 from social business to big data white paper insights from cic's 2013-2014 china enterprise social business survey

© 2014 Kantar Media CIC
From Social Business
To Big Data
Insights from Kantar Media CIC's 2013-2014
China Enterprise Social Business Survey

Kantar Media CIC first raised the concept of “Social Business” in China in 2010 and subsequently published the white paper series “From Social Media to Social Business” from 2011 to 2013, which systematically demonstrated the development history and change process of Chinese social media and social business for the first time in the industry. We initiated an innovative and integrated market research model at the dawn of the social business era, and fully explained the significance and inherent value of social business to organizations. The whole series, which is a “step-by-step guide”, helps enterprises develop their understanding of Chinese social media and ultimately realize their social business objectives.
After 4 years development, “social business” is becoming more than just a concept; it is penetrating every aspect of enterprises’ daily operation. There are an increasing number of enterprises conducting different kinds of social business activities proactively or passively, such as carrying out social listening, implementing Weibo marketing or WeChat customer services, setting up internal social networks, and many others. With the continuous development and maturation of enterprise social business practices, Kantar Media CIC, as the leading China social business research and consulting company in China, has also made adjustments in the research direction of social business phenomena, moving from advocating entry-level concepts to practical consulting and design.
During the research and consulting process, we are frequently confronted with this question: How can we create an excellent social business organization? Different answers are needed for different enterprises; and to answer it, first, it should be clear what the remarkable features that distinguish excellent social business organizations from ordinary ones are. In order to find this answer, we have carried out the “China Enterprise Social Business Survey” for two consecutive years to collect extensive attitudes and perceptions towards social business from professionals of various functional departments.
PREFACE
Based on research from 2012 to 2013, we have developed a set of frameworks to evaluate the maturity of enterprise social business development (refer to “From Social Media to Social Business series white paper Topic 3: Social Business Development Roadmap in China”); and for the research from 2013 to 2014 presented in this paper, we have refined and summarized the remarkable features of leading social business organizations by further utilizing these frameworks, providing suggestions for social business advancement by integrating the research and consulting experience of Kantar Media CIC.
Through this research, we found that the leading social business enterprises at the current stage share the following features: internal establishment of a dedicated team for the operation of social business tools and technology; activeness in the application of social technology to consumer insight and analysis as well as to customer relationship management (CRM); centralized social business management methods and process integration; an appreciation of social business insights and indexes as vital foundations for business decision-making; focus on business performance indexes during social activities (e.g. potential purchase intentions, consumer satisfaction, customer service response time), which are most likely to be reported to senior management together with other social business insights; an attention to the accumulation of social business practice and internal education; and staffs’ strong interest in social media, along with their skillfully adapting social media to improve daily work.
As enterprises march into the ‘Big Data’ era, it is becoming clear that social intelligence is just one part of the big data pool that enterprises can leverage and that many of the lessons learned from social business can be applied to ‘big data business.’ Kantar Media CIC will continue to deepen its exploration and research in the field of social business, even expanding into ‘big data,’ including social, search, e-commerce, and other ‘insight rich,’ and timely sources of data.
01

indispensable “inner factors” for companies in implementing their social business strategies.
Meanwhile, we put forward four factors that influenced the “change process” of social business based on previous survey and data analysis: Operation Optimization, Top-down Investment, Bottom-up Effort, and Experience Accumulation, which, to a large extent, determine the success of the enterprise’s strides in achieving social business maturity.
The construction of the overall framework is the most important part of this research. The framework largely extended the conclusions and results of “From Social Media to Social Business White Paper Topic 3: Social Business Development Roadmap in China”.
By exploring overseas research findings and combining our own research and consulting experiences, we summarized four core principles of social business in previous research: Tool and Technology, Structure and Process, Insight and Indicator, Employee and Culture. These four core principles were
Research Methodology and Framework
02
Figure 1 Four core principles of social business: Tech, Process, Insight, Culture
Figure 2 Four key elements impacting corporation’s social business practice
The development of a corporate social media policy, employee training, measurement system, and adoption of an appropriate organizational structure
Operation Optimization
Top-down Investment
Bottom-Up Effort
Experience Accumulation
1
2
3
4
Management Team’s strategy and resource allocation for social media
The socialization of employees’ daily work
Company’s involvement in specific social business projects and accumulation of relevant experience

How company deploys social business technology in operation
How social business technology integrates with other IT technology
What social tools and technologies employees use for daily work
What main business scenarios that social business technologies are applied to
Organization structure and management process of employees in social business
Does management participate and oversee social business initiatives
What functions in the company have been impacted by social business
How different functions utilize social business intelligence in real work
How company utilizes social business insight s and indexes in business operation
Does company management pay attention to social business indicators
How social business intelligence helps employees improve regular work
What types of Indicators companies use to measure social business initiatives in practice
Does company provide social media policy, guidance and training to employees
Personal participation in social media from company management
Employees’ interests in social media
Status quo of company experience accumulation in social business practice
Operation
Optimization
Top-down
Investment
Bottom-up
Effort
Experience Accumulation
Tool/Technology
Structure/Process
Insight/Indicator
Employee/Culture
education, beauty, entertainment, IT/digital products and services etc., covering B2B and B2C. The company scale ranged from 50 to 10,000 employees, and respondents performed various functions; about 78% of the respondents were team leaders/managers or above, and over 60% of them were directors or occupied more senior positions.
In the questionnaire, we inquired about the enterprises’ performances in each module; and we selected the top 15%, enterprises having an 8 or higher score in the social business index ranking, as the leading enterprises in social business development, to evaluate their performance. Afterwards we compared ratings of the leading companies against the total to find the specific module in which the leading enterprises demonstrated significant differences from the ordinary ones.
In constructing the research framework, we combined these four core principles and four factors together to view them within the same framework, and built the model as follows: The four core principles penetrate from the beginning to the end of enterprise social business evolution. For each core, the enterprise’s performance in the four factors determines the maturity of this principle. There are 16 modules in total, which form the core framework for social business advancement (Figure 3).
After construction of the research framework, we conducted an online survey by distributing questionnaires through the channels of the official Kantar Media CIC website, EDM, Weibo and WeChat, from December 2013 to January 2014. There were 249 valid samples among the 390 questionnaires we collected. The respondents came from over 30 industries such as automotive, FMCG,
Research Methodology and Framework
Figure 3 Research framework of social business advancement
03

It is encouraging to see that Chinese enterprises have shown improvement in social business maturity during the past year (SBDI increased from 4.5 to 5.4). The proportion of organizations in the Dormant phase has dropped notably, and the highest proportion of enterprises has shifted from the Isolated stage to a comprehensive Testing stage. According to the research and consulting practices in the past few years, Kantar Media CIC found that a company that is mature in social business could achieve internal and external collaboration by comprehensively and strategically using social tools, technologies, information and data, thereby gaining better customer service, higher operational efficiency and faster innovation, along with the final realization of company values. (refer to “Social Business Development Roadmap in China” white paper published by Kantar Media CIC in 2013). Based on this concept, Kantar Media CIC uses the Social Business Development Index (SBDI) whose different values (on a scale of 1 to 10, 10 means realizing the ideal mentioned above) indicate enterprises’ level of progression through different stages of social business maturation, from Dormant to Advanced in social business.
Enterprise Social Business Development Overview
Data sources: Kantar Media CIC 2013 China enterprise social business research
1/2
3/4
5/6
7/8
9/10
Data base: 249
Figure 5 Enterprise social business development phases
Scaling
Advanced
Dormant
Isolated
Testing
Enterprises at different social business phases have their own features: (for the division of stages, please refer to “Social Business Development Roadmap in China” white paper published by Kantar Media CIC in 2013)
•Dormant: Enterprises at this phase usually lack a measurement index and social business process. Their top management usually hold an ambivalent attitude toward social business. Due to insufficient social media policy and training, employees cannot turn individual social media activities into real business value.
•Isolated: The main feature of enterprises at this phase is “limitation”, especially in aspects such as organizational structure, business process and investment. Top management are sending positive signals and social business policy and training are beginning to take shape. However, they still lack measurement.
•Testing: Enterprises begin to pay attention to social business strategy in this phase, trying to test social business on a bigger scale. Meanwhile, though they have started to measure social business performance, they still cannot formulate a measurement system to link these indices with actual business performance.
•Scaling: Enterprises have built up relatively sound social business policies, training, measurement and management systems. Social business plays an important role in both corporate strategy and employee application, allowing social business experience to be effectively accumulated and promoted.
•Advanced: The main features of an Advanced enterprise can be summarized as systematic operation, strategic investment, socialized employees and innovative practice.
Phases:
SBDI:
5.4
Figure 4 Average social business development index
Year 2013 China Enterprise SBDI
(SBDI : Social Business Development Index)
2012
4.5
5.4
2013
04

Compared to 2012, the challenges in 2013 are relatively concentrated: the common challenge is insufficient strategic planning for driving social business development for the enterprises in Dormant and Isolated phases. Additionally, lack of suitable talent and effective training, as well as a lack of effective communication across departments restrict their social business development. The research results reinforce the social business maturity roadmap (refer to “Social Business Development Roadmap in China” white paper), in which top-down Investment plays a significant role in driving social business evolution in early phases.
However, as social business capabilities evolve, the importance of systematically measuring social business ROI (Return on Investment) is highlighted. According to the aforementioned analysis, most companies have shifted from the Isolated phase to the Testing phase, and overall social business maturity has improved. This leads to the conclusion that these enterprises have stepped over the early stages requiring "Top-down Investment" support; they have already established relevant processes and mechanisms, and have accumulated practical experiences as well. Nonetheless, they still need scientific and effective metrics for social business ROI to support better strategic decisions in the future, enabling them to realize their business goals and values.
10%
12%
10%
19%
7%
23%
4%
12%
14%
19%
18%
12%
12%
38%
23%
27%
63%
23%
25%
31%
32%
38%
13%
26%
14%
16%
14%
36%
11%
27%
19%
21%
16%
10%
18%
34%
18%
21%
27%
26%
45%
33%
50%
39%
13%
13%
15%
13%
24%
18%
21%
9%
18%
21%
18%
23%
26%
31%
36%
36%
17%
21%
29%
29%
30%
31%
23%
22%
19%
15%
17%
29%
19%
22%
8%
15%
23%
17%
40%
22%
23%
37%
6%
18%
29%
20%
17%
29%
19%
18%
24%
6%
10%
12%
43%
18%
19%
12%
5%
6%
14%
29%
5%
53%
10%
6%
14%
29%
19%
24%
Lack of strategy
Lack of budget
Lack of attention and support of senior management
Lack of measurement method of ROI
Lack of appropriate talents and effective training program
Lack of internal culture to encourage innovation
Difficulty effecting convergence with original process
The social media environment changes too quickly to deal with
Lack of effective communication among different departments
Current org. could not adapt to the change of social business
Lack of useful technology , platform and tools
2013
2012
Advanced
Dormant
Isolated
Testing
Scaling
Challenges in Different Social Business Phases
Figure 6 Challenges in different social business phases
05
Data base: 249

7.3
2013 China Enterprise SBCI
(SBCI: Social Business Confidence Index)
Nearly 70% of the respondents expressed confidence in the future of social business. Organizations with higher levels of social business maturity had more
appreciation for the significance of social business, probably due to their reaping the benefits of successful social business practices.
In this survey, we measured the respondents' levels of confidence in social business with the following question: "To what extent do you agree with the statement
below: I believe that social business will radically change the business operation modes of my organization. 1 represents 'Totally Disagree' and 10 represents
'Strongly Agree.'" We can see that 30% of respondents expressed strong confidence (score of 9 and 10), and 39% of them were highly confident (score of 7 and 8),
while the remaining 31% had relatively insufficient confidence (score o f 6 or below). The overall confidence index reached 7.3, which could be viewed as a very
optimistic signal.
In addition, the enterprises at different development stages also showed different level of confidence. A notable phenomenon was that organizations with higher
levels of social business change were more confident in social business. Enterprises in both the Scaling and Advanced stages scored an average of 8.8 points in the
confidence index, demonstrating significant strides compared to companies in former stages.
SBDI: 1/2 3/4 5/6 7/8 9/10
SBCI:
Social Business Confidence Overview
Figure 7 Different Confidence Level Figure 8 Confidence in Different Social Business Phases
Data base: 249
06
High
Confidence
30%
Relative
Confidence
39%
Insufficient
Confidence
20%
Lack of
confidence
11%
Phases: Dormant Isolated Testing Scaling Advanced

More and more enterprises are becoming true believers in social business; however, they still face big challenges. This may aptly summarize the current state of social business development for Chinese enterprises. The organizations which are (or will be) undergoing social business changes have an increased concern over how to drive their own social business innovations. We have summarized a complete set of social business advance guidelines which can be used as a reference for enterprises in implementing social business innovations within their organizations, and the core research framework of the guidance is as follows. We will offer feasible suggestions for social business advancement based on this framework as well as on the research results by comparing various performance indicators of the front runners and the average level.
Figure 3 Research framework of social business advancement
07
The Core Framework of Social Business Advancement
How company deploys social business technology in operation
How social business technology integrates with other IT technology
What social tools and technologies employees use for daily work
What main business scenarios that social business technologies are applied to
Organization structure and management process of employees in social business
Does management participate and oversee social business initiatives
What functions in the company have been impacted by social business
How different functions utilize social business intelligence in real work
How company utilizes social business insights and indexes in business operation
Does company management pay attention to social business indicators
How social business intelligence helps employees improve regular work
What types of Indicators companies use to measure social business initiatives in practice
Does company provide social media policy, guidance and training to employees
Personal participation in social media from company management
Employees’ interests in social media
Status quo of company experience accumulation in social business practice
Operation
Optimization
Top-down
Investment
Bottom-up
Effort
Experience
Accumulation
Tool/Technology
Structure/Process
Insight/Indicator
Employee/Culture

34%
17%
39%
3%
6%
6%
13%
40%
24%
3%
14%
92%
84%
55%
61%
49%
39%
27%
28%
16%
14%
26%
21%
23%
22%
15%
55%
81%
57%
65%
41%
3%
4%
73%
3%
22%
3%
22%
14%
35%
14%
16%
95%
89%
59%
57%
46%
41%
32%
32%
27%
22%
22%
22%
19%
19%
16%
84%
81%
76%
73%
38%
-14%
-17%
-3%
-3%
-5%
-10%
-3%
-4%
-3%
-4%
-4%
-3%
-3%
-3%
-4%
39%
16%
1%
2%
3%
5%
4%
2%
5%
4%
11%
8%
1%
1%
29%
19%
8%
In-house operation only
Outsourcing operation only
A combination of in-house and outsourcing operation
No social technology applied
Don't know
Great extent
Moderate extent
Small extent
Not at all
Don't know
Wechat
Sina Weibo
Video sites
QQ/MSN
Wiki
Linkedin
Facebook
Doc sharing
SNS （e.g. Renren ）
Tencent Weibo
Enterprise social network
Picture sharing sites
BBS （forum ）
Blog
Twitter
Data analysis for consumer insight
Marketing content publishing
CRM
Media monitoring
E-commerce
Others
Analysis of Enterprise Social Business Features: Tool and Technology
Figure 9 Analysis of Company Social Business Features in the module of "Tool and Technology"
08
Top-down Investment
Bottom-up Effort
Accumulated Experience
Q: How is your organization operating social technologies？
Q: To what extent are the social technologies applied in your organization integrated with other IT systems ?
Q: Which social media platforms have you used frequently in your day to day work over the past year？
Q:Which business scenarios in your organization have applied social technologies ?
Data sources: Kantar Media CIC 2013 China enterprise social business research；Total samples:249, Leading enterprises:37
Leading enterprise
Total
Leading enterprise’s rating is higher than Total
Leading enterprise’s rating is lower than Total
+
-
In the area of tool and technology: 1. Leading enterprises are more likely to set up internal dedicated teams to operate social business tools and technologies (73%); 2. Leading enterprises more actively apply social technologies to consumer insight and analysis (84%) as well as to CRM (76%), in addition to common use in marketing content publishing and media monitoring. Comparatively speaking, there is no significant difference in technology system integration and employees' choice of social tools for daily work. However, we find that leading enterprises integrate social technology with other internal systems more effectively, as opposed to no integration or slight integration by ordinary enterprises.

15%
27%
24%
20%
10%
4%
15%
41%
24%
15%
6%
16%
22%
38%
16%
3%
4%
61%
78%
61%
56%
45%
46%
34%
28%
18%
18%
21%
76%
63%
44%
47%
37%
35%
31%
22%
13%
15%
20%
16%
46%
19%
11%
5%
3%
51%
24%
14%
5%
5%
22%
32%
27%
8%
3%
5%
86%
84%
81%
70%
57%
54%
41%
38%
35%
35%
32%
76%
68%
65%
62%
54%
41%
38%
38%
27%
24%
19%
0%
0%
-5%
-9%
-5%
-1%
0%
0%
-17%
-10%
-10%
-1%
0%
0%
0%
-11%
-8%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
0%
-1%
1%
19%
36%
6%
10%
1%
25%
6%
20%
14%
12%
8%
7%
10%
17%
17%
11%
5%
21%
15%
17%
6%
7%
16%
14%
9%
One hub sets rules and procedures in corporate level, and business units undertake their own …
Establised a dedicated team to control all social business efforts
Part-time support from different teams on social business activities
Some departments organize social business activities occasionally
Employees get involved in social media activities proactively
Don't know
Fully integrate social business elements into business process
Have some regular processes with specifications
Have only emergency or temporary procedures
No process at all
Don't know
C-suite
VP/General manager or other senior executive
Director level
Manager level
Staff-level coordinator
Don't know
Consumer insight
Marketing
Public relations
CRM
Internal communication
Business intelligence
Sales
Knowledge management
R&D
HR
IT system
Marketing
Public relations
Consumer insight
CRM
Business intelligence
Internal communication
Sales
Knowledge management
R&D
HR
IT system
Leading enterprise’s rating is higher than Total Leading enterprise’s rating is lower than Total
Analysis of Enterprise Social Business Features: Structure and Process
Figure 10 Analysis of Company Social Business Features in the module of “Structure and Process"
09
Q: Which of the following descriptions is in line with your organization’s current team structure in social business?
Q: Which of the following descriptions is in line with your organization’s current processes in social business?
Q: What is the highest level of the individual(s) whose job it is to oversee your organization's social business initiatives?
Q: Which functions in your organization have seen strong impact by social media over the past year?
Q: Which functional teams does the social business team in your organization work closely with?
Top-down Investment
Bottom-up Effort
Leading enterprise
Total
In the area of structure and process: 1. Leading enterprises are more likely to adopt a centralized social business management structure (46%) and set up dedicated teams to manage all social business behaviors of the company; they usually possess higher levels of process and organization integration (51%); 2. Marketing, Consumer research, Public relation and CRM are generally deemed as the functions most closely associated with social business; we further find that leading companies demonstrate a relatively stronger relationship between social business and consumer insight functions. Additionally, with regard to social business managerial personnel (Top-down investment), leading enterprises show a slightly higher proportion of senior management involvement in social business activities.
+ -

18%
37%
30%
9%
6%
20%
28%
45%
27%
8%
9%
33%
44%
22%
1%
61%
56%
55%
59%
49%
42%
28%
22%
15%
25%
27%
8%
5%
2%
43%
38%
5%
8%
5%
41%
32%
59%
38%
3%
5%
62%
32%
5%
0%
68%
68%
62%
62%
46%
54%
49%
35%
32%
32%
27%
8%
3%
3%
0%
0%
-25%
-1%
-1%
0%
0%
0%
0%
-5%
-4%
0%
-12%
-17%
-1%
0%
0%
0%
0%
-3%
0%
0%
0%
0%
0%
0%
0%
-2%
0%
25%
1%
0%
0%
0%
21%
4%
14%
11%
0%
0%
29%
0%
0%
0%
7%
12%
7%
3%
0%
12%
21%
13%
17%
7%
0%
0%
0%
1%
As an important reference
As a general reference, but with lower weight
Quite occasionally
Never
Don't know
C-suite
VP/general manager or other senior executive
Director level
Manager level
Staff-level coordinator
Don't know
Great extent
Moderate extent
Small extent
Not at all
Retweet
Comment
Buzz volume(e.g tweet)
Fans/follower No.
Web Traffic
Brand awareness
Customer satisfaction
Purchase intention
Customer service response time
Brand preference/ sentiment
Sales achieved
no measurement
Don't know
Others
Analysis of Enterprise Social Business Features: Insight and Indicator
Figure 11 Analysis of Company Social Business Features in the module of "Insight and Indicator"
10
Q：To what extent did your organization put intelligence and metrics from social media as a reference for business decisions over the past year?
Q：Who in your organization are keeping track of social business metrics above regularly?
Q：To what extent did the intelligence from social media help you improve your day to day work over the past year?
Q：What metrics did your organization use to determine the success of social initiatives over the past year?
Top-down Investment
Bottom-up Effort
Leading enterprise’s rating is higher than Total
Leading enterprise’s rating is lower than Total
+
-
Leading enterprise
Total
In the area of insight and indicator: 1. Leading enterprises’ focus on insights and indicators of social business is significantly higher than the average level, and these companies are more likely to treat them as a vital basis for business decision making (43%). Moreover, these insights and indicators are likely to reach senior management, such as CEO (41%); 2. The employees of leading enterprises are more adept in improving their own work by using social media information (62%). 3. Regarding the setup of social business activity indicators, leading companies not only pay attention to social indicators (e.g. comment, retweet, follower No.), but also focus more on business performance indicators (e.g. potential purchase intentions, consumer satisfaction, customer service response time) than average companies.

8%
13%
29%
35%
9%
6%
37%
32%
19%
12%
55%
31%
12%
2%
11%
6%
29%
44%
6%
4%
16%
24%
16%
38%
5%
46%
30%
14%
11%
73%
22%
5%
38%
5%
35%
22%
0%
0%
-13%
0%
-4%
-6%
-2%
-5%
-1%
0%
-9%
-7%
-2%
0%
-1%
-22%
-6%
-4%
8%
11%
0%
3%
0%
0%
9%
0%
0%
18%
0%
0%
0%
27%
6%
0%
0%
0%
Employees are empowered to use social media smoothly under policy and clear guidance
Have established a standard policy and training system
Have released un-mandatory social media policy,but no training and guidance
Plan to make social media policy and training,but no execution yet
No plan on social media policy and staff training
Don't know
Has a public social media account, and actively use it
Has a public social media account, but rarely use it
No public social media account
Don't know
Notably increasing
Slightly increasing
Staying the same
Slightly decreasing
Has accumulated rich experiences,which motivate and drive the wholte company's evolution
Promoting the experiences within the company by training
Dedicated team and experts with accumulated experiences
Only a few employees or departments have experience on some experimental projects
No experience at all
Don't know
Analysis of Enterprise Social Business Features: Employee and Culture
Figure 12 Analysis of Company Social Business Features in the module of "Employee and Culture"
11
Q: Which of the following descriptions is in line with your organization’s current policy and training in social business?
Q : Does your organization's top business leader in China have a public social media account and actively use it?
Q : Please describe your colleagues' overall interest in social media over the past year as to how to leverage it for business/work.
Q : Which of the following descriptions is in line with your organization’s current experience in social business?
Top-down Investment
Bottom-up Effort
Leading enterprise’s rating is higher than Total Leading enterprise’s rating is lower than Total
+
-
Leading enterprise
Total
In the area of employee and culture: 1. employees’ increasing interest towards social media (73%) becomes one of the remarkable features of leading enterprises in differentiating themselves from the average level; 2. comparatively speaking, more leading enterprises will establish social media policy and offer formal training or guidance for employees. Moreover, they attach more importance to the accumulation of social business practice experience and internal education. Ordinary enterprises display a more “isolated” pattern in this respect; the experience is generally relegated to an individual or department, and there is a lack of widespread integration and sufficient training or guidance.

The Core Features of Leading Social Business Enterprises
Figure 13 Features of leading social business enterprises
12
Independent team responsible for operating social business tools and techniques
No significant difference in features
Social technologies are applied to not only marketing content release and media monitoring, but also to CRM, data mining and analysis for consumer insight
Tend to adopt a centralized social business management, meanwhile integrate social elements into the original operation process
Social business and consumer research function connect more closely with each other
Tend to take social business insight and indicator as a key basis for business decision making
Senior management pay more attention to social business insight and indicator
Employees are more likely to make good use of social media intelligence for their work improvement
Focus more on business indicators during social activities (e.g. potential purchase intentions, customer satisfaction, customer service response time), in addition to social performance indicators (e.g. comment, retweet, follower No.)
Tend to establish social media policy and offer formal training or guidance for employees
Employees have strong interest in social media
Emphasize the accumulation of experience in social business practice and internal education
Top-down
Investment
Bottom-up
Effort
Experience
Accumulation
Tool/Technology
Structure/Process
Insight/Indicator
Employee/Culture

Suggestions for Social Business Advancement
WE SET LEADING ENTERPRISES AS THE BENCHMARK AND OFFER SUGGESTIONS TO ENABLE OTHER ENTERPRISES TO MAKE GREAT STRIDES IN SOCIAL BUSINESS EVOLUTION.
Leading enterprises exhibit distinguishing features in four core principles of social business, which further proves that the four cores (Tool/Technology, Structure/Process, Insight/Indicator, Employee/Culture) should have synchronous development during social business evolution;
"Insight and Indicator“, which should be closely connected to technology application, functional operation and employee training, is the most outstanding feature among the four core principles. Only by establishing the strategic position of "Insight and Indicator“, can enterprises actually push forward social business development. In measuring social business ROI, organizations should focus much more on in-depth business oriented indexes than social indexes;
From both a strategic perspective (e.g. resource allocation and integration, process optimization) and tactical perspective (e.g. technology application) having a dedicated social business operations team is critical;
Senior Executive’s personal use of social media will not directly impact the enterprise’s progression of social business development, indicating that, after advancing through the early stages of “Top-down Investment" support, the driving force of the overall organization (which inspires the organization to mobilize resources with collective wisdom and concerted effort) is more powerful than a single leader;
It is necessary for enterprises to establish the appropriate motivation system and company culture to encourage bottom-up innovation, and to offer formal training and guidance for employees who are using social media technologies and tools to improve their daily work;
Externally, organizations should be consumer-oriented with emphasis on consumer insight. Internally, they should advocate cross team communication and collaboration as well as attention to knowledge management and experience sharing, which are particularly important for enterprises striving to achieve social business advancement by utilizing social media tools and technologies.
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To utilize social and other digital data to drive INSIGHTS to inform business decisions across client organizations
Kantar Media CIC’s Updated Mission
Social
Search
E- commerce
Online News
…
As enterprises begin to truly address the challenges of the ‘big data’ era, Kantar Media CIC has updated it’s mission to integrate more than just social intelligence. Kantar Media CIC utilizes social, online news, e-commerce, search and any ‘insight rich, real time’ data to inform business decisions across the organization.

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Provide Foresight
For brand, product media innovation
Measure Performance
Of campaign, overall brand
Inform Comms Strategy
To better connect with customers
Track Reputation
Of brands and issues
Designing the right solution combining technology, service and training.
Kantar Media CIC works with enterprises to design that right social and digital intelligence solution that impacts business decisions across the organization.
Social & Digital
Intelligence

Social Business Design Integration
-Evaluation of social business maturity: we will systematically evaluate the awareness of social business among the internal and external stakeholders of a company and lay the foundation for the launch of the company's social business strategies.
-Preparation of social business policies/code of conduct: we will tailor the Social Business Manual for companies to guide the employees on how to utilize social media and social tools in a smart way. Union
-Cultural development of social business: We will provide customized social media training and interaction workshops to companies. Social Business Implementation Union
-Connection and interaction of stakeholders: based on the consulting and technical competence of Kantar Media CIC, we will help companies establish Social Listening Command Center and Social CRM system; by virtue of the research innovation of Kantar Media CIC, we will help companies identify the community features of the stakeholders (e.g. community research based on social graphing or subject contents). Collaboration
-Help companies set up internal knowledge communities, as well as internal and external collaboration platforms
For more information about Kantar Media CIC social business consulting services and successful cases, please contact us.
Kantar Media CIC Social Business Consulting Service Framework
Introduction to Kantar Media CIC Social Business Consulting Services
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Kantar Media CIC believes that social business has gone far beyond the scope of marketing communication, and is instead influencing the operating departments of various companies. The internal and external stakeholders of a company - including consumers, opinion leaders of the industry, dealers, suppliers, employees, and investors - are jointly shaping the future of companies' social businesses. Therefore, it is necessary for companies to establish a complete management system for social business operation, which will enable them to interact and coordinate with internal and external stakeholders in a more reasonable manner and to further drive business values. Based on the concepts mentioned above, Kantar Media CIC provides social business consulting services to companies. Differing itself from such services as general social listening supervision, consumer insights, and social marketing effect evaluation, our services focus on the four cores of social business - technology, process, insight, and culture - to help companies design and implement social business strategies.

About Kantar Media CIC
Kantar Media CIC is China's leading social business intelligence provider, enabling enterprise to fully leverage the power of social media and Internet Word of Mouth (IWOM) intelligence across the organization. Since 2004, Kantar Media CIC has pioneered social business technology, research and consulting. We first coined the term IWOM and were the first to raise the concept of “social business” in China. As the industry thought leader, we have always been at the forefront of China’s internet and social business revolution. In order to help companies effectively leverage this social business intelligence, Kantar Media CIC provides customized research, consulting services, syndicated reports, and industry trend watches, rich in actionable insight.
Kantar Media CIC utilizes its own patent pending technology to capture millions of online conversations and “makes sense of the buzz” by analyzing them to draw out insight that leads to more effective action. Kantar Media CIC gathers and mines over 500 million naturally occurring consumer comments every month, from a range of uniquely Chinese social media platforms including blogs, BBS, microblogs and social networking sites. We then apply our unique methodology to provide a comprehensive picture of the social media landscape and its implications for business. To date, Kantar Media CIC has archived almost 12 billion mentions of brands and products, from over 2 billion consumer comments. Kantar Media CIC’s data coverage has now expanded to include e-commerce, search and other timely, insight rich digital sources. Through recently acquired Fisheye Analytics, Kantar Media CIC’s reach now extends to 67 languages around the world.
In early 2012, as China’s leading social business intelligence provider, Kantar Media CIC was acquired by WPP’s Kantar Media, the media research and insight division of Kantar, as a move to strengthen its position and with aim to expand its social offering across Asia Pacific. Kantar Media has over 5,000 employees around the world, is currently working with 22,000 companies, tracking 3 million brands across 50 countries. As the consumer insight arm of WPP, Kantar Media provides strategic advice and competitive intelligence to the world’s leading brands, publishers, agencies and industry bodies, helping them navigate and succeed in a rapidly evolving media industry.
Contact us: +86 21 6404 9191*8761 / marketing@cicdata.com Corp. Website: www.ciccorporate.com
Disclaimer
This study is the sole and exclusive property of Kantar Media CIC. Any usage of the research and contents of the report or slides will be deemed a violation of Kantar Media CIC’s intellectual property. Kantar Media CIC reserves the right to legal action to protect its ownership rights.
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Kantar Media CIC White Paper Archive
2014: 2013 Crisis Management in the Social Era (Kantar Media CIC & Ogilvy PR) | Download
2013: 2013 White Paper on Travel - The Rise of Social Travel (Kantar Media CIC & GroupM) | Download | view
2013: 2012 Crisis Management in The Microblog Era (Kantar Media CIC & Ogilvy PR) | Download | view
2013: From Social Media to Social Business Topic 3: China's Social Business Development Road Map | Download | view
2012: Consumption Trends China 2013 (Kantar Media CIC & MEC) | Download | view
2012: How New Mothers Play With Social Media (Kantar Media CIC & GroupM Knowledge) | Download | view
2012: From Social Media to Social Business Topic 2: The Social Innovation of Market Research | Download | view
2012: ‘2012 Enterprise Weibo White Paper’ (Kantar Media CIC & Sina Weibo) | Download | view 2012: Crisis Management in The Microblog Era (Kantar Media CIC & Ogilvy PR) | Download | view 2011: China’s Young Consumers in the Age of Social Media (Kantar Media CIC & GroupM Knowledge) | Download | view
2011: Weibo Revolutionizing China’s Social Business Development (Kantar Media CIC & Sina) | Download | view
2011: The Voice of Luxury: Social Media and Luxury Brands in China (Kantar Media CIC & GroupM Knowledge) | Download | view
2011: From Social Media to Social Business Topic 1: An Overview of the Evolution of Chinese Social Media | Download | view
2010: Chinese Consumer Report (Kantar Media CIC & Roland Berger) | Download | view
2010: Internet Word of Mouth Proven to Have Impact (Kantar Media CIC & R3) | Download | view
2010: ExpoSay: Shanghai Expo tickets are the focus of intense buzz in China's Social Media (Edition_1) | Download | view
2009: Making Sense of IWOM
Topic 1: IWOM White Paper on the Role of Internet Word of Mouth in Driving Purchase Decisions | Download | view
Topic 2: How IWOM is generated and disseminated | Download | view
Topic 3: How Brands Can Participate in Online Communities | Download | view
2009: Chinese Consumer Report (in collaboration with Roland Berger) | Download | view
2008: The Internet is THE community
Topic 1: The Chinese IWOM Landscape | Download | view
Topic 2: Alternative Ways to Measure Internet Community Dynamics | Download | view
Topic 3: The Diversity of Chinese Net Language | Download | view
Topic 4: Reshaping the Relationship between Brands and Consumers | Download | view
2008: Tuning into Sports IWOM | Download | view
2008: Tuning into Notebook IWOM | Download | view
2007: What's Driving Auto Buzz | Download | view
2007: The Talk About Phones | Download | view
2007: Word of Health: China | Download | view
View all from Kantar Media CIC IWOM Back Story Page
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Shanghai Headquarter: 4th Floor, Building 6, Fenglin Link, 485 Feng Lin Road, Xuhui District, Shanghai, 200032, China Phone: +86 - (0)21 - 64049191 Fax: +86 - (0)21 - 64325559
Beijing Branch: Room 801, Union Plaza, No.20 Chaowai Road,
Chaoyang District, Beijing, 100020, China
Phone: +86 - (0)10 - 6588 6560
Contact us：marketing@cicdata.com
Follow Kantar Media CIC WeChat: seeiseeCHAT
Contact us
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Hong Kong Branch: 19/F, ACE Tower, Windsor House,
311 Gloucester Road, Causeway Bay, Hong Kong
Phone: +852 2328 1888
Fax: +852 2328 1999
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douban.com/host/cic
linkedin.com/company/cic_3
@cicdata
tudou.com/home/iwomchina
jiepang.com/cic
weibo.com/iwommaster
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www.seeisee.com
www.seeisee.com/sam
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Corp. website: www.ciccorporate.com
Kantar Media CIC Blog: www.seeisee.com
Founder’s blog: www.seeisee.com/sam
IWOMmaster: www.iwommaster.com
IWOMdiscover: discover.iwommaster.com
IWOMexplorer: explorer.iwommaster.com
IWOMcooperator: cooperator.iwommaster.com

2014 from social business to big data white paper insights from cic's 2013-2014 china enterprise social business survey

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2014 from social business to big data white paper insights from cic's 2013-2014 china enterprise social business survey