Social Business Planning for Thomson Reuters
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The document discusses the evolution of social business and the social customer. It describes how customers have gained influence through social media and how companies have had to adapt by creating social media teams and policies. It outlines different organizational models for social media, from centralized to decentralized, and proposes a collaborative model. It emphasizes the importance of listening to customers, establishing governance, training employees, and aligning social media strategies with business goals to drive measurable outcomes through social business.
Social Business Planning for Thomson Reuters
- 1. FROM SOCIAL BRAND TO SOCIAL BUSINESSMICHAEL BRITO | SVP, SOCIAL BUSINESS PLANNINGEDELMAN DIGITAL | @BRITOPIAN ON TWITTER
- 2. THE EVOLUTION OF SOCIAL BUSINESS2008 to presentTHE EVOLUTION OF SOCIAL BUSINESSSOCIAL BUSINESS2003 to present SOCIAL BRAND1995 to present SOCIAL CUSTOMERTechnology Innovation gives customers a voice
- 4. Amplified voice across the social web
- 5. Google indexing critical conversations about companies
- 6. Social Customers are trusted amongst their peers as influence grows
- 7. Companies and brands join Twitter, Facebook and create corporate blogs
- 8. Engage with the social customer in various channels
- 9. Social Media teams are forming slowly
- 10. Small budgets are allocated on a project basis to social media engagement and community building
- 11. Organizations begin humanizing business operations
- 12. Organizational models are formed to include social media
- 13. Organizational silos are torn down between internal teams
- 14. Governance models and social media policies are created
- 15. Social becomes an essential attribute of organizational culture@BRITOPIAN ON TWITTER
- 16. HOW DOES THE SOCIAL CUSTOMER BEHAVE?The customer journey is dynamic; and always changes
- 17. Brands need to have multiple customer touch points to break through the clutter
- 18. Customers need to hear things 3 – 5 times before the actually believe@BRITOPIAN ON TWITTER
- 19. THE SOCIAL CUSTOMER AND BRAND EXPERIENCEThe Informed(e.g. research products online)Brand Discovery:Google Search, Word of MouthThe Participant(e.g. participate in a brand experience)The Opinion Sharer(e.g. post review)Brand Participation:Fanning, following, likingBrand Sharing:Easy, habitual, publishingThe Advocate (e.g. encourage friends to purchase)Brand Advocacy:Creating content, sharing, defending@BRITOPIAN ON TWITTER
- 20. THE NEW PURCHASE FUNNELA brand should build relationships with the social customer on order to drive advocacy
- 21. Advocates talk about the brand, even when the brand isn’t listening
- 22. Advocates are trusted among their peers and within their micro communities
- 23. Advocates are aiding and influencing others down the purchase funnel
- 24. The reach of one advocate is minimal; as an aggregate, the total reach can make a strong business impact@BRITOPIAN ON TWITTER
- 25. 2011 GLOBAL SNAPHOT OF THE SOCIAL CUSTOMEREUROPE (EMEA)31% comment on blogs27% comment in forums20% uploaded a video online39% uploaded a photo online63% watch a video online13% actively blogLATIN AMERICA49% comment on blogs35% comment in forums41% uploaded a video online56% uploaded a photo online74% watch a video online27% actively blogASIA PACIFIC42% comment on blogs43% comment in forums29% uploaded a video online50% uploaded a photo online65% watch a video online37% actively blog@BRITOPIAN ON TWITTER
- 26. DEFINING A SOCIAL BRAND“A social brand is any company, product, individual, politician that uses social technologies in order to communicate with the social customer, their partners and constituencies or the general public. @BRITOPIAN ON TWITTER
- 27. ORGANIZATIONS FOCUSING ON INTERNAL CHANGEThe social brand has caused chaos and organizational anarchy in many companies today
- 28. Employees are running wild on the intrawebs with little to no guidance, direction or governance
- 29. Different geographies and business units are creating social communities externally and not sharing or communicating internally @BRITOPIAN ON TWITTER
- 30. USHERING IN SOCIAL BUSINESSA social business is built upon three pillars – people, process and technology
- 31. Change management and culture change is essential in order for genuine social business transformation to occur
- 32. Organizations cannot have effective external conversations with customers unless they can have effective, internal conversations with each other first@BRITOPIAN ON TWITTER
- 33. SOCIAL BUSINESS DEFINED“A social business is any company that has integrated and operationalized social media within every job function (and process) internally.@BRITOPIAN ON TWITTER
- 34. UNDERSTANDING THE DIFFERENCE@BRITOPIAN ON TWITTER
- 35. COMMON ORGANIZATIONAL MODELS - CENTRALIZEDIn a centralized organizational model, the “social media” job function is usually owned by corporate communications
- 36. Little to no collaboration between corp com and other marketing organizations and business units
- 38. No social media policies that empower employees to engage externally @BRITOPIAN ON TWITTER
- 39. COMMON ORGANIZATIONAL MODELS - DECENTRALIZEDIn a decentralized organizational model, the “social media” job function is scattered – everyone is doing it
- 40. Many decentralized organizations are a natural result of silos
- 41. Little tono collaboration or best practice sharing is happening
- 42. Loose social media policies exist but rarely enforced
- 43. Confusion about roles and responsibilities and conflict about “who owns” social media @BRITOPIAN ON TWITTER
- 44. FULLY COLLABORATIVE SOCIAL BUSINESS MODELA governing body, usually a “Center of Excellence” exists that is responsible for governance and strategic insights
- 45. Responsible for sharing best practices and technology recommendations with regions and other business units
- 46. Geographies and business units will execute external social media programs@BRITOPIAN ON TWITTER
- 47. FROM CHAOS TO GOVERNANCE@BRITOPIAN ON TWITTER
- 48. FROM CHAOS TO GOVERNANCE@BRITOPIAN ON TWITTER
- 49. CREATE A PARTICIPATORY LEARNING ORGANIZATIONTraining CurriculumAdvanced tactics of Community Engagement and Management
- 50. Leveraging search to create social content for blogs
- 51. Metrics deep dive – understanding metrics and making data driven decisions
- 52. Advanced training on social tools and technologies like Radian6, Meltwater Buzz, Sprinklr, Shoutlet, CoTweet, and other publishing/listening platforms
- 53. Train the trainerTraining CurriculumBasics of Community Engagement
- 54. Listening & Monitoring Tools and Apps
- 55. Intended Uses of Social Media
- 56. Engagement Model &Escalation Process
- 57. Metrics OverviewTraining CurriculumBasics of Social Media
- 58. Overview of owned media channels to include enterprise communities, blogs, Facebook and Twitter accounts
- 59. Policies & GuidelinesWHITE BELTAwareness & EngagementBLUE BELTFluency & ParticipationBLACK BELTExpertise & OwnershipOrganizational ExpectationsOrganizational ExpectationsOrganizational ExpectationsResearch & monitoring
- 60. Listening to owned media channels
- 61. Escalate conversations to others
- 62. Frequent tweeting and retweeting; responding to comments on/off of enterprise owned media channels
- 63. Responding to customer support issues and escalating to appropriate channels
- 65. Frequent blogging, tweeting and responding to comments on/off of enterprise owned media channels
- 66. Solving customer support issues on and off enterprise owned media channels
- 67. Mentoring and training white and blue belts; team brown bags
- 69. Participate in and attend bi-weekly social media integrations forumsFrom participation to complete ownership
- 70. ACTIVATING EMPLOYEES TO ENGAGEContent CreatorsConversationalistParticipant@BRITOPIAN ON TWITTER
- 71. ESTABLISHING A CONTENT LIBRARYEstablish a content library that serves as a repository of product related content; filtered and categorized by date and products
- 72. Optimized to make sharing very easy and convenient
- 73. The Library can live on Intranet and linked off from the home page of the site
- 74. Internal “share” links can be tagged to measure clicks and get a snap shot of employee sharing behavior@BRITOPIAN ON TWITTER
- 75. ESTABLISHING A MEASUREMENT FRAMEWORK@BRITOPIAN ON TWITTER
- 76. ESTABLISHING A MEASUREMENT FRAMEWORK@BRITOPIAN ON TWITTER
- 77. ESTABLISHING A CONTENT MARKETING PLAN
- 78. CONTENT STATEGY FRAMEWORKInternal ListeningCorporate Communications | Internal Communications | Product Organizations | Customer SupportExternal ListeningExisting Social Media Engagement | News Articles | Online Monitoring | Search @BRITOPIAN ON TWITTER
- 79. LISTEINING IS IMPERITIVE“Spend time listening to the conversation and determine if you can add value“
- 80. CONVERSATIONAL AUDIT…this tells you “where” the conversation is happening about the brand@BRITOPIAN ON TWITTER
- 81. TOPICAL CONVERSATIONAL AUDIT… this tells you how relevant your brand is within certain online conversations@BRITOPIAN ON TWITTER
- 82. RELEVANT AND CONSISTENT CONTENT@BRITOPIAN ON TWITTER
- 83. SOLVING CUSTOMER PROBLEMSIt’s one thing to solve individual customer issues. It’s another to fix the ROOT CAUSE of the problem!
- 84. REAL TIME ANALYTICSKnowing what content is being share/liked/RT’d the most should help drive the content strategy@BRITOPIAN ON TWITTER
- 85. DON’T FORGET ABOUT GOOGLEUnderstanding search behavior will help create editorial content@BRITOPIAN ON TWITTER
- 86. KNOWING “WHEN” TO POST CONTENT@BRITOPIAN ON TWITTER
- 87. OPTIMIZING THE HUB & SPOKESFacebook status updates that promote blog content
- 88. Other content shared NEEDS to add value to the conversation and community
- 89. Optimize Youtube channel and new videos to link back hub/blog
- 90. Videos can be shared on Facebook, YouTube or through editorialThe HubThe content hub is the website, blog, content aggregator
- 91. Content should be optimized for search w/terms that are relevant to your business
- 92. Should be convenient for users to consume content within the channels that they are comfortable with
- 93. Occasional tweets on promoting blog content
- 94. Cross promoting other social channels, when relevant
- 95. Needs to be unique; not the same on FB
- 96. Optimize Google+ page with relevant links and content back to other channels
- 97. Should not duplicate content
- 98. Add Google+ icons to hub@BRITOPIAN ON TWITTER
- 99. ?WHY DOES ALL THIS MATTER?
- 100. ALIGNMENT = BUSINESS RESULTSProgramsCommunity ManagementMarketingCustomer ServiceCommunicationsEventsCampaignsAdvocacyCrisisSOCIAL BRAND (External)SOCIAL BUSINESS (Internal)MEASURABLE OUTCOMESTrainingProcessCollaborationOrganization ModelsResearch & DevelopmentPolicies & GuidelinesKnowledge SharingCultureInfographic by @armano@BRITOPIAN ON TWITTERInfrastructure
- 101. SOCIAL BUSINESS VALUE CREATION MODELSalesAdvocacyProduct FeedbackCustomer SatisfactionValue CreationSocial listeningWorkflow/ProcessEngagementProduct DiscountsRelevant ContentSolving customer issuesBrand EnablementProduct InnovationProcess Improvement@BRITOPIAN ON TWITTER
- 102. THANK YOU!