Top 10 CEO implications of Social Media presented to the CEO Institute

1. CEO Institute
Social Media in Business….a meeting of minds

2. Company Overview
KINSHIP
digital
is
a
social
consultancy
that
specialises
in
understanding,
developing
and
protec:ng
its
clients’
reputa:on,
brands,
businesses
and
people
in
Social
Media.
2

3. Discussion Overview
Topics
1
Why
this
Social
Media
addic:on
-­‐
an
Australian
perspec:ve?
2
Consequences
of
this
Social
Media
wave
for
enterprise
and
execu:ves
3
A
strategic
view
of
Social
Media
within
and
outside
the
enterprise
4
Review
of
Social
Media
use
cases
that
deliver
ROI
3

4. Why this Social Media addiction - an
Australian perspective?
4

5. Your, my, our desire…
• to be taken seriously.
• to find my place in the world.
• to have something to believe in.
• to connect with each other.
• to be useful.
• to belong.
• for more.
• for control.
• for something to happen.
• for love and to be loved.
5

6. Consequences of this Social Media
wave for enterprise and executives
6

7. W
E
LIVE
IN
A
MULTI-­‐SCREEN
ECONOMY

8. A
TTENTION
DEFICIT
DISORDER

9. C OMMUNICATION
HAS
NO
BOUNDARIES

10. E
VERYONE
HAS
A
VOICE,
INFLUENTIAL

12. B RANDS
NEED
TO
START
THINKING
LIKE
MEDIA
COMPANIES

13. SOCIAL
THE BRIGHT & SHINY “THING” CALLED ….
MEDIA
@Michae1Green"

14. Executive Dilemma
14

15. Social Media “Marketing” Has Caused
Internal Business Challenges
EMPLOYEES" EXPANDING"
Inappropriate use of social media" Social media programs globally"
INTERNAL" NON-EXISTENT"
Confusion of roles & responsibilities" Governance models & Policies"
INCONSISTENT" DISJOINTED"
Social media measurement practices" Content & Community Practices
OUTDATED" TECHNOLOGY"
Crisis communications models Selection and adoption within the org"
@Michae1Green"

16. A strategic view of Social Media within
and outside the enterprise
16

17. CORE
BUSINESS
REMAINS
THE
SAME

18. 81%
of
consumers
using
social
media
say
it's
important
for
businesses
to
respond
to
ques:ons
and
complaints
and
within
a
reasonable
amount
of
:me.
• Most social customers don’t think of themselves as social customers
• Their behavior is dynamic
• Conversations sprout everywhere – Twitter, Instagram, Pinterest,
Facebook
• Social Customers are influential regardless of how many friends, fans
and followers they have
@Michae1Green"

19. The Stakeholder Ecosystem Value Creation
Model
COLLABORATION COMMUNITY ENGAGEMENT
3 KNOWLEDGE SHARING 2 CUSTOMER/SALES SUPPORT
SOCIAL ENABLEMENT CUSTOMER SATISFACTION
SOCIAL
BRAND
OPERATIONAL
EXCELLENCE
INTERNAL THE SOCIAL BUSINESS EXTERNAL
(employees) (customers, partners, media)
PROCESS IMPROVEMENT SALES/REVENUE
4 PRODUCT INNOVATION 1 CUSTOMER ADVOCACY
EMPLOYEE ADVOCACY PRODUCT FEEDBACK

20. Understanding The Social Brand Versus
Social Business Programs
Community Management
Marketing
Customer Service
Communications
Events
Campaigns
Advocacy
Crisis
SOCIAL BRAND SOCIAL
RESULTS
(External) BUSINESS(Internal)
Training
Process
Collaboration
Organization Models
Research & Development
Policies & Guidelines
Knowledge Sharing
Culture
Infrastructure
@Michae1Green" Source:
David
Armarno

21. So then what is a Social Business?
• focuses on internal communications - so that the organisation is in
step with it customers, markets, shareholders and so on.
• is all about engagement with employees - so that employees are
better connected with their customers.
• should be owned by the entire organisation - collaboration leads to
better and more inclusive decision making
• is measured by organisational change - and how processes such as
marketing campaign launches are better thought out.
• Most investments in social business initiatives revolve around internal
communities, social technologies, and training.
• ...and most importantly the change, measurement, culture and focus
of the Social Business objectives are owned by the executive
management within an organisation.
21

22. Review of Social Media use cases that
deliver ROI
22

23. Social Business Affects More Than
Just Marketing
Deeper
levels
of
engagement
with
the
social
customer
through
COMMUNICATIONS consistent
and
relevant
content;
ability
to
scale
opera:ons
globally.
CUSTOMER SERVICE The
ability
to
solve
customer
problems
quickly
and
efficiently.
Increased
collabora:on
between
sales
professionals
in
the
SALES industry;
robust
social
CRM
pla^orm
and
analy:cs
PRODUCT DEVELOPMENT Product
and
process
innova:on
using
the
collec:ve
intellect
of
the
community
HUMAN RESOURCES Staffing
&
recrui:ng,
employee
engagement
and
empowerment
Bring
products
to
market
faster
through
increased
collabora:on
SUPPLY CHAIN with
partners
in
the
supply
chain
23

24. External Use Cases
EXECUTE BUSINESS VALUE
SOCIAL SOCIAL CUSTOMER DIGITAL
MARKETING
SALES
SERVICE
PR & COMMS
ü Social Marketing ü Sales Insights
ü Rapid Social ü Online Reputation
Insights
Support Response
ü Competitive Management
ü Rapid Social Intelligence
ü Seamless Customer ü Crisis
Marketing Experience
ü Lead Response Management
Response
Centre
ü Peer-to-Peer ü Proactive PR/
ü Social Campaign Crowd-sourced Comms
Tracking
Support
ü Social Event
Management
@Michae1Green"

25. Social Maturity Journey
1. From reporting to curating and
embedding
2. From analysis and synthesis to
structuring and mining
3. From data gathering to engaging and
tracking
4. From identifying data to mapping
people and conversation
@Michae1Green"

26. @Michae1Green"

27. Okay, Bullshit Aside,
Now What?
27

28. CEO Implications
• Social is about engagement and relationships
• Fit social into your business - not the other way around
• Social is not a Silo
• Social involves your entire Organisation
• Engagement cannot be Outsourced
• Success requires Engagement without Fear
• Social is based on Sharing
• Social is Not Ad Hoc
• Fish where the fish are
• Social is Measurable
YOU MUST BE PREPARED TO TRANSFORM YOUR BUSINESS AT THE SPEED OF
CHANGE
28

29. Social Business requires a New
Leadership Paradigm
Media and channels like Twitter and Facebook is just “a thing”; the real
Social
change comes from within us (the think > do > get paradigm) and starts with:
• A shift from “I” to “we”
• A shift from “what’s in it for me” to “what’s best for the common good”
• A shift from being the “best in the world” to the “best for the world”
29

30. Take control. Succeed. Lead.
It’s time to ask more of your Social Media.
• Is your Social strategy actively increasing the value of your business?
• Is it measureable? Predictable? Responsive?
• Do you know exactly what’s working, and what isn’t?
• Do you have a clear view of who’s talking about your business, and what’s
being said?
• Do you have an accurate, comprehensive and up-to-the-minute view of what
your competitors are up to?
30

31. Customer Engagement Process
EVALUATE ESTABLISH EXECUTE
RESEARCH SOCIAL
A STRATEGY & TEAM
OPERATIONALISE THE SOCIAL BUSINESS CENTER OF EXCELLENCE
LANDSCAPE
• Conversation and • Define strategy (goals, LISTEN
PLAN
ENGAGE
sentiment analysis
actions, KPIs)
• Identify listening and CRM • Create plan for employee • Launch programs, events
• Surveys, polls and • Identify the right teams, software
and partner training
and campaigns
stakeholder interviews
stakeholders and emp
• Establish a social media • Process and collaboration • Manage internal
• Data mining from social • Establish roles & listening center
design
collaboration and
channels
responsibilities
communication projects
• Determine internal & • Crisis coms and customers
• Intelligence gathering Market • Achieve buy-in from external topics
support escalation tree
• Expand teams and
& Competitor)
senior leadership
channels globally
• Social Architecture Review
• Establish Social
Architecture & a
• Identify Business Use
measurement framework
Cases and Benchmarking

32. Questions
32