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For Interactive Marketing Professionals
EXECUTIVE SUMMARY
Customers and employees are becoming increasingly empowered by social technologies, dramatically changing the way they communicate and collaborate. To succeed in this new world, companies mustmake fundamental changes to resources, skills, tools, processes, and culture. Forrester calls this processof change “social maturity,” and it consists of
ve stages: 1) dormant; 2) testing; 3) coordinating; 4)scaling and optimizing; and 5) empowering the workforce. To help accelerate the company’s socialmaturity journey, interactive marketers should act as “shepherds” — coordinating across functions anddemonstrating to senior executives the bene
ts of social tools.
TABLE OF CONTENTS
An Empowered Organization Requires SocialMaturity
Mature At An Organizational Level
Introducing Forrester’s Social Maturity Model
Laggards: Still Socially Dormant The Late Majority: Getting O
ff
The Ground The Early Majority: Coordinating TheOrganizationEarly Adopters: Scaling And Optimizing The Innovators: Empowering The Workforce
RECOMMENDATIONS
Interactive Marketers Must Embrace The RoleOf ShepherdSupplemental Material
NOTES & RESOURCES
Forrester interviewed 28 vendor and usercompanies, including Bazaarvoice, Best Buy,Branch Banking and Trust, Dachis Group, IBM,Newell Rubbermaid, Razorfish, Starbucks, and Telstra.
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June 2, 2011
Accelerating Your Social Maturity
An
Empowered
Report: How To Move From Social Experimentation To Business Transformation
by Sean Corcoran and Christine Spivey Overby
with David M. Cooperstein, Josh Berno
ff
, Nigel Fenwick, TJ Keitt, Zach Hofer-Shall, Doug Williams, Clay Richardson,Sarah Glass, and Angie Polanco
251213
©2011, Forrester Research, Inc. Reproduction ProhibitedJune 2, 2011
Accelerating Your Social Maturity
For Interactive Marketing Professionals
2
AN EMPOWERED ORGANIZATION REQUIRES SOCIAL MATURITY
As more customers and employees increasingly use cheap, accessible technologies, companies needto prepare their organizations for a new way of engaging individuals. Ultimately, companies mustensure that employees have the necessary skills and technologies to solve their customers’ problems.Companies stand to gain much from the e
ective use of technologies like social, mobile, and video:
1
·
Customer advocates generate higher pro
ts.
Social technologies give customers more accessto the brands they love.
is in turn enables brands to energize advocates, the 16% of peoplewho make 80% of the online conversation.
2
ese empowered organizations engender customerloyalty and smartly leverage earned media, resulting in higher customer lifetime value and amore e
cient advertising spend.
3
·
Streamlined business processes lower operating costs.
Email,
le sharing, and intranets giveemployees limited access to knowledge and talent in large companies. Social technologies, by contrast, change the way people connect and share information within a company — just associal networks have done in their personal lives. Employees armed with community toolsand internal blogging can more easily share information, while business process managementaugmented with social technologies will create a more streamlined work
ow.
4
·
Co-creation increases product success rates.
New technologies allow customers andemployees to have a greater voice in the product development cycle.
5
By incorporating greaterinput of people closest to supply and demand, companies can expect lower rates of productfailure, faster ideation, and ultimately more successful products and services. InterContinentalHotels Group (IHG) and JPMorgan Chase’s Chase card services used a private onlinecommunity to engage customers in the co-creation of IHG’s new version of the Priority ClubSelect Visa card — resulting in an 80% li
in new accounts compared with the legacy card.
6
Mature At An Organizational Level
One of the key facets of the empowered organization is the use of social technologies to transformthe company’s communication and collaboration. Companies will grow more familiar and facilewith these tools through a process that Forrester calls “social maturity.”Contrary to conventional wisdom, social maturity isn’t just a thriving advocacy program or socialsign-on website. While those are important early steps, social maturity goes deeper, representing afundamental shi
in your company’s organizational and cultural mores. Forrester has identi
ed sixcriteria for you to address on the path to maturity (see Figure 1):1.
Experience.
is is as straightforward as it gets — if your company isn’t using any socialapplications, then you can’t even reach an early stage of maturity. But it’s not just implementingtechnologies; it’s also documenting and sharing learnings across the organization.
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