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5 Sure Signs You are NOT a Social Business

5 Sure Signs You are NOT a Social Business

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Published by iGo2 Group
A social business ensures community engagement is an internal activity;
creates linkages from social media activities to their business goal; measures social metrics ROI; media monitors more than brand mentions; and is connected through social with employees. Does yours?
A social business ensures community engagement is an internal activity;
creates linkages from social media activities to their business goal; measures social metrics ROI; media monitors more than brand mentions; and is connected through social with employees. Does yours?

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Published by: iGo2 Group on Dec 13, 2011
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12/14/2011

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5 Sure Signs You are NOT a Social Business
2011-12-13 11:12:53 WillB
This post is inspired by someone Imet the other week who was seeking a role with@iGo2. We would have hired this person if we had anopening and will as soon as we do.The reason they wanted out from their current role at a well known agency around town was that theagency was giving clients poor advice and was not working strategically with clients. The person felt thatthe agency would take any task in social for the client; whether it was a good idea or not. And they couldsee that sooner or later the lack of a social business strategy was going to damage the relationship withthe client.The person came to us because they were aware of some of the workwe are doing and our insistence onmaking astrategic approachthe heart of being a successful social business. And the conversation gotme thinking about what we see as the sure signs in an organisation that they have
not
grasped thebroader implications of being a social business.Here are five warning signs:1. Community management is completely
outsourced
to an agency;2. No
linkage
to your business goals / objectives;3. No social metrics beyond
fans
, followers and friends;4. You are not monitoring more than
brand mentions
;5. Social is a word connected only with those
outside
your organisation.
1. Community management is completely outsourced to an agency
Now, I understand you are busy. So outsourcing the set up of your social presence – check. Outsourcingthemonitoring and the intelligence – yip, probably more cost effective than doing it in house; plus goodinsights across the data – and advice – can assist the business. Having an agency manage your ‘community’ by posting on your behalf?What, you
are too busy to communicate with your customers, prospects, members, followers,supporters, employee’s
?Run that by me again – as an executive of a company communication should be your number one priority. And we can tell – the stilted posts, twice a day, done to a schedule and a calendar agreed a month ahead.If someone actually asks a question, there is a yawning gap whilst the agency checks with the companyas to the correct answer. No engagement, no spontaneity, no passion, no
 YOU
.If you do this you are not a social business and the agency that recommends or offers this to you – youshould think seriously about the advice you are paying for!
2. No linkage to your business goals / objectives
 
The
use of social media should be bound to an organisations goals and objectives
– just like any other initiative. What are you trying to achieve – increased brand health, improved customer engagement,revenue growth, increased marketing effectiveness, operational efficiency or greater product innovation?Or likely, a combination of two or more of these objectives.If you cannot link your social initiatives and programs to one or more business goals then it’s a sure signyou don’t have an effective social business strategy. And at best, you will remain a social brand rather than becoming a social business. For example, we are a relatively young and small company. Our primary goals are revenue growth and increased marketing effectiveness. Our strategy to get to thesegoals is to only focus on doing three things as a business social strategy consulting,social business intelligenceofferings andsocial platforms. And everything we do in social is designed to grow revenue or  improve marketing effectiveness in one of these key offerings.Think about the things you need to achieve in your business – leverage your network more effectively,deliver good customer service, get your clients published and generate qualified leads your sales teamcould work on. These are the more effective links and measures (see point #3 below) of success. And even better, how about focusing on outcomes that “friends and followers” want, need or desire as abusiness objective? Businesses often come across as self serving when it comes to using social media – how about “simply serving” asJay Deragon would say. The development of metrics to measure the return on the use of social media, in support of businessoutcomes, is not something particularly mysterious, although it still generates enormous debate andemotion.Olivier Blanchard calls this outand makes the point that understanding social media as one component of activity supporting the KPIs of a broader business strategy or activity is the key tomeasurement.If you can’t make an immediate connection from your social initiatives to your strategy and business goalsthen you are not yet a social business.
3. No social metrics beyond fans, followers and friends
Don’t misunderstand me – these are valid metrics, but they are not enough. As Jeremiah Owyang saidrecentlyNumber of Fans and Followers is NOT a Business Metric – What You Do With Them Is, whichlinks out point #2 above with this point #3.Here we enter the realm of ‘So What’ and ‘Who Cares’.We had an organisation come to us with a request for proposal. They wanted a proposal to get to 10,000Facebook fans as quickly as possible. They already had two proposals from agencies and wondered if wewould also like to propose. We asked why on earth you would focus a proposal on a meaningless metriclike this – why did they want them in Facebook and what would they do with them once they had them?They replied that some of their competitors had this many fans. We politely replied that we did not wish topropose to their business requirement.We have also had occasion to have a client tell us; very strongly, that they have more than 500,000 fanson a particular facebook page. And we said – so what? Which is an interesting conversation stopper, letme tell you. We explained that we would rather have 10,000 really engaged fans on a community platformcollaborating on a specific goal and why that would provide them a better business result.Here at iGo2 we all come out of operational roles – sales, development, operations, presales andunderstand the value and need to have linkage of all investments to true business metrics. If you are goingto invest in social (generally at the cost of investing elsewhere) then it better be
measurable in businessterms
.For example,according to the Chief Marketing Officer Councilin “The Variance in the Social BrandExperience”, their latest 2011 report:
Social consumers indicate they are looking for exclusive experiences, savings, and perksfrom the brands they like. But marketers still believe that content and connection to peers arethe primary drivers to likes and follows.
 
The social business has moved beyond “likes and follows”, and in fact
beyond the “social brand” 
, tobusiness KPIs and business linkages.Yes, it’s ok to have non financial metrics (improved sentiment for one) but you have to be able to answer the ‘So what’ and ‘Who Cares’. If not, you are not yet a social business.
4. You are not monitoring more than brand mentions
We will assume you understand the importance of monitoring (listening). But it’s a long way from socialmedia monitoring to
social business intelligence
. And social businesses don’t
 just 
monitor. And theydon’t just monitor for mentions of their brand and then put some
artificial ‘value’
on it – for example “
thisis how much it would have cost you if this was advertising space
“!?What? Don’t start me on this one – you wouldn’t pay for most of this copy anyway so why kid yourself.In our own analysis workfor clients we find that around
80% of mentions that interest you never containyour brand name
.If you wish to apply social business intelligence, you have to
work at it
, for example:You must track key terms that are of interest to people who may need your products or services;You must continually refine this;You must track competitors;
and,
Key partners if they are a large part of your value chain;
and,
Key customers:
and,
Location data if you are a brick and mortar retailer;
and,
Then
sift through the data
, piece by piece:Correcting sentiment; Adding tags;
and,
Refining searches in the context of your region/country/language/culture/market/segment;Continually! And
then
you look for the gold by seeking
trends
, opportunities to
engage
, subtle
shifts
in channels.This is what
social businesses
do. Social
brands
just focus on brand mentions and sentiment.
5. Social is a word connected only with those outside your organisation
If your organisation is
only
focused on how to utilise social to connect with customers, markets,prospects and partners
and not with employees
– then it’s not a social business. If it is not equally focusedon how to make internal processes more collaborative; if it is not seeking to unlock productivity internallythrough social initiatives then it’s not a social business.
See for example our recent post 360 Social Business Engagement Consumer 
 AND
Employee
 And if the organisation blocks your access to social networks at work – what do you think – is it a socialbusiness? Do you feel trusted? Empowered? Included?Many others have said it better than me, but you can’t be an effective social brand and engage with your customers in today’s world if you do not have an equal focus on becoming asocial enterpriseinternally. Itshows, in the great gaping holes in the process or the communications when a response is required andit has to go into the organisation – which is acting in the same old ways.You need to enable what Jay Deragon calls theVoice of the System: “
The voice of the system is the people who work within the system and expressing how well the system enables them to serve thecustomer 
“. He adds,
If people within the company cannot speak to the issues that constrain their ability to servethe end customers then management cannot hear what needs to improve. If you’re not listening then how can you hear the issues of critical importance to the people? …If your system is designed to not enable voices to speak the truth how do you really know what isoin on?

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