Smart Business, Social Business: A Playbook for Social Media in Your Organization

Smart Business, Social Business: A Playbook for Social Media in Your Organization

by Michael Brito, Aaron Lewis


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This book will help organizations evolve into a fully collaborative social business. It serves as a step by step playbook to achieve organizational change, process efficiencies and technology acumen:

  • Proven solutions for the real people, process, and technology obstacles businesses face in using social media behind the firewall.
  • How to have the successful internal conversations with stakeholders, partners and global teams that lead to successful external conversations with the social customer
  • Strategies for improving organizational dynamics, collaboration, governance, training, engagement, policies, technology integration, workflows, social CRM, and metrics

Many organizations today have already evolved into social brands. They may be active on Twitter and Facebook; they may have corporate blogs and communities and they are trying hard to engage effectively with the social customer. However, behind the firewall, chaos, anarchy, and conflict reign. In Smart Business, Social Business, leading enterprise social business consultant shows how to build an internal framework based on change management that will lead to success with social media: one that will make external engagement more effective, meaningful, and sustainable. Michael Brito systematically identifies the internal culture, process and technology obstacles to long-term success with social media, and offer best practice solutions. He discusses a wide spectrum of issues, offering actionable intelligence and helping decision-makers build strategies and plans that deliver value. Topics addressed include change management, organizational models and dynamics, internal communications, collaboration, governance, metrics, training, employee activation, policies, technology integration, workflows, social CRM, and much more. Drawing on his own experience working for Silicon Valley companies, HP, Yahoo! and Intel, Brito presents dozens of examples and case studies. Using this book, companies can begin to transform their organizations from just a "social brand" to a fully collaborative and dynamic "social business.”

Product Details

ISBN-13: 9780789747990
Publisher: Que
Publication date: 07/28/2011
Series: Que Biz-Tech Series
Pages: 272
Product dimensions: 6.20(w) x 9.10(h) x 1.00(d)

About the Author

Michael Brito is a vice president at Edelman Digital and leads the digital team in Silicon Valley. He provides strategic counsel, guidance, and best practices to several of Edelman’s top global tech accounts and is responsible for driving new business, growing existing business, mentoring junior staff members, and maintaining strong client relationships. Previously, Michael worked for major companies in Silicon Valley, including Sony Electronics, Hewlett Packard, Yahoo!, and Intel Corporation, working in various marketing, social media, and community management roles.

He is the founder of Silicon Valley Tweetup and is actively involved in the Social Media Club, Silicon Valley Chapter. He is a business advisor for the social media marketing company Izea and online resource; a business advisor to Lonesome George & Co.; and he is an early investor of social business hub OneForty. He is a frequent speaker at industry conferences as well as a guest lecturer at various universities, including Cal Berkeley, the University of San Francisco, Stanford University, Syracuse University, and Saint Mary’s College of California. Michael has a Bachelor of Arts in Business degree from Saint Mary’s College and a Master of Science, Integrated Marketing Communications degree from Golden Gate University. He proudly served eight years in the United States Marine Corps.

Michael believes that marketing can be evil at times; but if done right, it can drive customer loyalty, product innovation, and brand advocacy. He believes that marketers need to spend more time listening to the social customer and less time sending one-way marketing messages. He is confident that if brands love their customers, they’ll love them back and tell others about it. He also believes that organizations cannot and will not have effective, external conversations with consumers, unless they can have effective internal conversations first.

Table of Contents

Foreword by Brian Solis xvii

Introduction 1

Chapters at a Glance 4

Based on Actual Events 7

Chapter 1: Human Capital, Evolved 9

Driving Cultural Change in the Social Business 10

Tearing Down the Silos for Organizational Growth 13

Communicating Successful Failures 16

Qantas Airlines: No Crash, Despite Lots of Rumors 16

Domino’s Pizza YouTube Crisis 17

Motrin: Does Anyone Listen to Baby-Wearing Moms? 18

Gaining Executive Sponsorship to Facilitate Change 20

Activating Employees to Engage in Social Media 21

Fundamentals of Community Management 24

Establishing Continuity in the Global Landscape 26

Standard Organizational Models for the Social Business 29

Who Really Owns Social Media? 34

Taking the Next Steps 34

Chapter 2: Surveying the Technology Supermarket 37

Choosing the Right Social Software 39

Jive 39

Microsoft SharePoint 41

IBM 41 41

Tibbr 42

Yammer 42

Cisco WebEx Meeting Center 43

Social Listening Software Commoditized 44

Radian6 44

Lithium Social Media Monitoring (Formerly ScoutLabs) 46

Meltwater Buzz 47

Social Relationship Management Applications 48

Sprinklr 49

Awareness 49

The Syncapse Platform 49

Hearsay Social 50

Real-Time Analytics and Publishing Efficiencies 51

The Future of External Social Technologies 52

The Entire Internet Will Be Facebook 53

Network Consolidation 54

Taking the Next Steps 56

Social Technologies 56

Build a Listening Station: Listen and Act 57

Chapter 3: Establishing a Governance Model 59

Crafting Social Media Policies and Procedures 62

Transparency and Disclosure 66

Moderation 66

Training and Organizational Intelligence 68

Noncompetitive Collaboration 71

Social Media Executive Councils 72

Taking the Next Step 73

Chapter 4: Embracing the Social Customer 77

The Value of a Social Media Practitioner 78

Hiring Social Media Practitioners 79

Corporate Profiles Versus Personal Profiles 81

Integrating Customer Support into Social Media 83

Comcast 85

Best Buy Twelpforce 85

Zappos 86

Using Social Media to Solicit Product Feedback and Innovation 87

Dell IdeaStorm 88

MyStarbucksIdea 88

Intel’s Ajay Bhatt T-Shirts 89

Taking the Next Step 90

Chapter 5: In Response to the Social Customer: Social CRM 93

Various Definitions of Social CRM 95

The Social CRM Response Process and Workflow 96

Applications of Social CRM 99

The Venting Customer 99

The Passive Customer 100

The “Used-to-Be” Customer 100

The Collaborative Customer 100

The Customer Advocate 101

The Future Customer 101

Social CRM Roles and Responsibilities 102

A Look at Social CRM Vendors 103

SugarCRM 104

Pivotal Social CRM 6.0 105

Nimble 106

Taking the Next Steps 107

Chapter 6: Establishing a Measurement Philosophy 109

Choosing a Measurement Strategy That Works 111

Defining and Understanding ROI 111

Purchase Funnel Metrics 112

Awareness 112

Consideration and Preference 114

Purchase 115

Advocacy 115

Paid, Earned, and Owned Media Value 117

Community Health Metrics 119

Share of Voice and Conversational Sentiment 120

Measuring the Influence of Social Channels 121

The Value of a Facebook Fan 123

The Challenges of Measurement 125

Taking the Next Steps 126

Chapter 7: How to Choose the Right Vendors, Agencies, and Technology Partners 129

Choosing the Right Technology Partner 130

Understand the Organization, Culture, and Leadership 131

Understand the Internal Technology Suite 132

Technology Feature Sets 133

Support Models 134

Training 134

Maintenance Considerations 135

Choosing the Right Social Media/Digital Agency 135

Research the Agency 136

Listen to What They Are Saying 137

Act Personally 138

Evaluate and Make a Decision 138

A Company Point of View to Agency Selection 139

An Agency Point of View to Agency Selection 142

A Cisco Case Study on Vendor Selection 144

Taking the Next Step 146

Chapter 8: Marketing Investments on the Rise for Social Business Initiatives 149

Demonstrating the Business Value of Social Media to Acquire Budget 152

How Organizations Are Prioritizing Social Media Budgets 156

How to Determine Budgets for Social Media 159

Taking the Next Steps 161

Chapter 9: Creating a Comprehensive Social Media Strategic Plan 165

Defining the Mission, Goals, Objectives, Strategy, and Tactics for a Social Media Plan 167

The Mission of Social Media 167

The Social Goals and Objectives 168

The Social Strategy 169

Social Media Tactical Plans 169

Understanding Audience Segmentation 170

Global Considerations of Social Media 173

Snapshot of Social Media Usage in Europe 174

Snapshot of Social Media Usage in Latin America 176

Snapshot of Social Media Usage in Asia-Pacific Countries (APAC) 177

Integrating Social Media with Owned and Paid Media 179

Taking the Next Steps 181

Chapter 10: The Rise of Customer Advocacy 185

The Difference Between Influencers and Advocates 187

Advocates Love the Brand and Tell Others About It 188

Measuring the Reach of Influencers and Advocates 190

The “Advocate” Purchase Funnel 191

The Various Segments of Customer Advocacy 192

How to Create a Customer Advocacy Program 193

Organizational Readiness 193

Finding the Right Advocates 195

Choosing the Right Advocate Platform 195

Eloqua Case Study on Brand Advocacy 198

Taking the Next Steps 200

Chapter 11: Ethical Bribe: Relevant Content Matters 203

Relevant Content Creates Business Value 207

Relevant Content Adds Value to the Conversation 208

Relevant Content Happens as a Result of Listening 210

Relevant Content Positions the Brand as a Trusted Advisor 211

Relevant Content Is Authentic and Believable 212

Relevant Content Builds Trust with the Community 213

Relevant Content Increases the Reach of Branded Messages 214

Relevant Content Increases the “Organic” Search Results 215

Taking the Next Steps 217

Chapter 12: Social Businesses in the Real World: EMC and Intel 221

EMC’s Social Business Evolution 223

The Early Days of Social Media 224

EMC Experiences Strong Internal Community Growth 225

EMC’s Decision to Start Internally First 226

EMC Opens Up the Corporate Firewall 229

EMC’s Social Footprint 230

EMC’s Organizational Model and Governance 231

Intel’s Social Business Evolution 231

The Early Days of Social Media at Intel 232

The Establishment of the Social Media Center of Excellence 234

Intel Social Media Footprint Focuses on Employees 236

Social Media Ownership of Intel 237

Conclusion 237

Index 239

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Smart Business, Social Business: A Playbook for Social Media in Your Organization 5 out of 5 based on 0 ratings. 1 reviews.
Anonymous More than 1 year ago