Masters dissertation focused on Social Business. I've created an adapted framework to develop a more coherent strategy for a complex company' context.

1. MA e-Marketing and Social Media Professional Practice Project
by Cássia Colling
Development of a Coherent Social
Business Strategy Utilizing an
Adapted Conceptual Framework:
The Case Study of Coldwell Banker Spain

2. About the author
Cássia Colling
Student of MA e-Marketing and Social Media - Middlesex University
London
http://www.linkedin.com/in/cassiacolling

3. Outline
1. Summary of the project: what was done
2. Research methodology: sources of information
3. Insights for the framework building
3.1. Study of the Company’s context
3.2. Frameworks study
4. The general methodology
5. The adapted framework and its benefits
6. Insights for the strategy building
6.1. Business calibration
6.2. Macro plans definition
6.3. Activities’ priorization
6.4. Project timeline
7. Evaluation

4. Summary of the project
The Professional Practice Project aimed to build a coherent social business strategy for Coldwell
Banker Spain through the development of an adapted framework for its formulation. The Company
was not considering social media as a significant part of the current business plan, which led it to
related problems such as brand image inconsistency, absent measurement of returns and
derangement among stakeholders. Additionally, the small Company recently joined the
international network Coldwell Banker and because of that, it is inserted in an ambitious growth
environment, where the organisational structure will necessarily change and improve in the next
years, providing a complex and unique scenario for a social business strategy planning.
Multiple sources of evidence were used for the theme deep understanding and for the research in
the Company situation, which includes review and criticism of the available literature and face-toface semi-structured interview. The major findings indicate that the Company size, its social media
inexperience and its growth scenario lead to the necessity of a social business framework adaptation
in order to build a coherent strategy.
Subsequently, the real life case is applied to the adapted framework, creating a more flexible
strategy in comparison to the existing models, offering also a more independent execution due to
the Company resources and budget limitation.

5. Research Methodology
Literature review for the impact
of SM in the society, especially
/customer
/employee
/businesses
Interview with Coldwell Banker
Spain’ decision-makers
How
to create a
coherent social
business strategy?
Literature review for
existing SB frameworks
/Sandy Carter - IBM
/ Michael Brito
/ Forrester Research
/ Altimeter Group
/ Edelman Digital
Interview with social
business’ experts

6. Insights for the framework building
After collecting the information by multiple sources, a critical analysis of the 2 main sides was made
• Study of the Company's context
• Study of the existing frameworks
Through these studies it was concluded or pointed the following

7. Study of the company's context
Growth plan: 10x bigger
Social media maturity level: novice
Entrepreneurial structure: spider-web
Segments: B2B and B2C/ different goals
New brand: governance adapted to local
Global
Local

8. Framework's study/ deconstruction analysis
Even by considering a similar meaning for the SB concept, there are different framework proposals,
where all of them indicate a process that involves a few steps or group of elements to be
implemented. However, the core element involved in each step varies according to each framework,
having dissimilar combination of activities that are considered in different levels of priorities for the
strategy implementation.
For this reason, a deconstruction analysis was made in order to have a clear vision about their
differences and similiarities.
/Sandy Carter - IBM
1
3
5
2
4
6
/ Michael Brito
1
3
5
2
4
6
/ Forrester Research
1
3
2
4
/ Altimeter Group
1
3
5
2
4
6
/ Edelman Digital
1
3
2
4

9. Framework's study/ 9 macro plans
In result, the more frequent activities and elements were grouping by similiarity, forming
9 macro plans: technological plan, governance plan, organisational plan, content plan,
risk control plan, user experience plan, employee experience plan, educational plan
and measurement plan
1
/Sandy Carter - IBM
1
3
5
2
4
6
/ Michael Brito
1
3
5
2
4
6
2
3
4
/ Forrester Research
1
3
2
4
/ Altimeter Group
1
3
5
2
4
6
/ Edelman Digital
1
3
2
4
5
6
7
8
9

10. Framework's study/ 9 macro plans
Example of the activities’ list for each one of the 9 plans

11. Framework's study/ 4 pillars
By analysing all the activities, it was possible to identify 4 main pillars that guide the plan’s
constitution. They can be considered pillars due to their fundamental influence in the plans
architecture, considering the fact that all plans depend on at least one of the 4 pillars.
organisational structure
The human and technological
resources provide a realistic
situation mapping, which indicates
what and who should be acquired
to build a more coherent strategy
The organisational structure indicates the
positive and negative results from the
existing entrepreneurial and social media
processes that should be maintained or
solved by the strategy
goals
resources
values
The goals help the company to
focus on the actions for the
results that it is trying to achieve
The values show how much of the ‘social
business DNA’ the company already has,
the possible cultural barriers to be faced
and which values should be inserted in
the company culture

12. Framework's study/ values and premises
Through the framework analysis it is possible to see a few common values or premises that are intrinsic
in the majority of them, which might mean that are principles for the ‘social business DNA’.
• Innovation
• Collaboration
• Empowerment
• Constructive criticism
• Integration
• Engagement
• Transparency
• Customer-centricity
• Employees voice (quality work environment)
• Expertise
• Measurement philosophy

13. The general process for a SB
Following the social business values of innovation, constructive criticism and measurement
philosophy, the general methodology was defined for the activities execution processes
1
TEST:
a test period for tools and processes internally
2
VERIFY:
to measure acceptance and impact
3
INCORPORATION:
if positive, it’s officially incorporated in the workflow
1
2
5
4
4
MEASURE:
analyse metrics of return and identify eventual mistakes
5
ADJUST:
make corrections in the processes or product and incorporate the enhanced version
3

14. The adapted framework
Activities’ priorization - timeline
Based on: (1) its impact in the business context
(2) resources limitation
(3) its dependency relation
Macro plans definition - 9 plans
(1) technology, (2) governance, (3) organisational, (4) content,
(5) measurement, (6) education, (7) customer experience, (8)
employees experience, (9) risk control
Business Calibration - 4 pillars
(1) goals, (2) values, (3) organisational structure, (4) resources

15. Benefits of the adapted framework
•
Flexibility for the strategy creation: This benefit is especially concerning to the activities
order of execution once a few of the existing frameworks have rigid rules, which are not
applicable for some organisations.
•
Alternative for implementing isolated plans: By considering a small business reality with
low budget to invest but with urgent needs at the same time, it might be necessary to execute
only a few plans in an isolated way. Even though it is not recommended, it might be necessary for
other objectives beyond to become a social business. In this case, the company can invest in one
isolated plan and try to build the complete social business strategy slowly.
•
Resources Optimization: The plans list and their relative activities make possible to separate
the strategy planning from their elements execution, becoming clearer for the company the
human capital investments based on permanent or temporary skills and seniority levels. In
addition, there are activities, which are basically the same but for different objectives, being
considered in more than one plan. By identifying clearly those activities that involve more than
one plan and their final objective, it is possible to plan a more effective response, avoiding work
redundancy later.

16. Insights for the strategy building
The Company’s context was applied into the adapted framework in order to build an unique strategy
for Social Business, developing each one of the 3 stages:
1. Business calibration
2. Macro plans definition
3. Activities priorization

17. Business calibration/ goals
Through the analysis below, where the business goals are transformed into social business goals, it
is possible to build a more coherent measurement framework to guide the SB strategy once the type
of metrics to be analysed are more evident.
Business goals
(1) establish a new organisational structure, (2) make the Company expand 10x more,
(3) make the brand be recognised
Departmental goals
Administration: intelligent organisational model for supporting growth;
B2B: effective strategy for affiliate’s support and interaction;
B2C: generate brand awareness
Social business goals
Administration: improvement of communication/ decision-making processes, more efficient
human capital utilization, enhancing of information accuraracy;
B2B: better client service and effective social platform;
B2C: brand exposure, influence and engagement

18. Business calibration/ organisational structure
The organisational structure’s analysis was made by investigating 2 main classes that influence the
final model of organisation, which are: entrepreneurship and social business.
By considering these classes from the both point of views, Coldwell Banker Spain’ executives and
business experts, it was possible to define the most coherent organisational model specific for the
company and/or those distinctiveness for organising its structure in short, medium and long terms.
Current structure: small and novice
organic, flexible, informal
spider-web
descentralised
Future structure: large and advanced company
organic, flexible, formal
organic model
multiple hub
and spoke

19. Business calibration/ organisational structure
Current structure: small and novice
organic, flexible, informal
spider-web
descentralised
Future structure: large and advanced company
organic, flexible, formal
organic model
multiple hub
and spoke
By matching the current structures and the ideal future structures according to the growth stages and
social business organisational models, it is possible to conclude that the company should keep its
culture of flexibility and adaptability as key elements of the Social Business strategy. However,
its current informality is not recommended for the future model, indicating that a plan for
formalising the structure should be implemented while keeping flexibility and adaptability.

20. Business calibration/ SB values
An analysis of the Company’s principles and the social business core was made in order to
understand the possible cultural barriers to be faced during the adoption process. Even the
Company already has a certain level of social business core values, it is not considering other
relevant principles of social business that should be inserted in the strategy.
• Innovation √
• Collaboration
• Empowerment
• Constructive criticism √
• Integration
• Engagement
• Transparency √
• Customer-centricity √
• Employees voice √
• Expertise √
• Measurement philosophy √
TO BE CONSIDERED IN THE
EDUCATIONAL PLAN
AS A PRIORITY:
collaboration
empowerment
integration
engagement

21. Business calibration/ resources
Human capital is an essential element for interfering in the company cultural evolution and also can
leads to a need of new positions during the implementation process. However, it is essential to
evaluate the gaps between the needs and current skills in order to make a decision of hiring or
training. According to experts, training by coaching, feedback and information resources can be seen
as a less expensive solution. For this reason, the analysis was based on skills to be acquired rather
than new position needs.
HUMAN RESOURCES/ SKILLS HR
social business leadership + social media senior management + community management
+ social media tools coaching + content strategy management + content producing
+ performance analysis for digital and social data + IT senior management + IT support analysis
TECHNOLOGICAL RESOURCES TR
content management system + social listening tool + social media management tool
+ enterprise social software + social CRM

22. Macro plans definition
Distinctiveness of each plan according to the interview process
Technological Plan: due to the budget limitation and systems administration inexperience,
the Company can try free/ more basic tools before invest in a better option.
Governance Plan: it has a local set of rules, policies and procedures due to its cultural
aspects. This plan is flexible, but not conflicting to the international brand.
Organisational Plan: it must conserve its organic and flexible characteristics, which might
make the organisational transformation easier. However, its informality might be a threat.
Content Plan: it’s the most important plan to the Company, with different focuses for B2B
and B2C. Brand influencers may be an obstacle for implementation.
Risk Control Plan: This is the last priority among the plans. First, a its necessary to build a
solid presence in SM channels and generating brand awareness.

23. Macro plans definition
Distinctiveness of each plan according to the interview process
User Experience Plan: It’s a strength of the current offline channels. However, budget to
invest in systems for influencers partnership program might be a barrier.
Employee Experience Plan: implementation of internal communication tools is a priority
for this plan. One possible cultural barrier to overcome is the process to learn from mistakes.
Educational Plan: the employees and executive coach for SM is the Company’s priority. The
values to be better explored are: collaboration, empowerment, engagement and integration.
Measurement Plan: the plan must achieve the goals defined, which are: exposure,
influence and engagement (B2C), better client service and effective platform (B2B) and
improvement of communication and processes, more efficient human capital utilization and
enhancing of information accuracy (administration).

24. Activities' priorization
How to define the activities’ priority?
1
The activity level of impact into the Company’s context, that means to define which is the
most urgent need considering the overall business goals
2
The activity’ relative resources limitations, in other words, what can be done in the planned
structure
3
The activity’s dependency relation for execution, in other words, which activities depend of
previous definition or execution
The result of the activities priorization can be seen in the following slides

25. Project timeline

26. Project timeline

27. Evaluation
The evaluation stage measures the developed strategy, being analysed separately in what refers to
its main elements: the 4 pillars for the ‘business calibration step’, the 9 plans of a strategy
formulation, and the final project containing the activities and investments priorities.
The 4 pillars: this topic analyses the coherence of developing the strategy based on each one of
the 4 pillars. The result shows that, at least for Coldwell Banker Spain, this approach is immensely
consistent.

28. Evaluation
The 9 plans: this topic analyses the coherence of each one of the 9 plans for the Company
context in the next 3 years. By considering the executive’s point of view, the majority of the plans
are ‘somewhat coherent’, while the technological and customer experience plans are considered
‘very coherent’.

29. Evaluation
This topic was specifically focused on the activities and investments priorities
• Utility: Refers to the utility of the information provided
during the process, which, as a completely new topic for
the Company was considered ‘somewhat useful’.
• Customisation: Refers to the strategy focus in the
Company’s needs and limitations, which was one of the
PPP objectives established at the beginning and which
proves to achieve it successfully.
• Effectiveness I: refers to the probability of some tactics
implementation that was indicated as ‘somewhat
probable’ of being implemented.
• Effectiveness II: refers to the probability of the entire
strategy’ implementation, which was obviously indicated
as less probable then only a few activities’ execution.
• Happiness: refers to the general satisfaction with the
final strategy presented, which was considered ‘neutral’.

30. I’d love to hear your opinion!
uk.linkedin.com/in/cassiacolling
@cassiacolling