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Social Marketing Guide v1.4

Social Marketing Guide v1.4

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Published by CoffeeBeanTech
This is a pragmatic guide to Social Marketing
This is a pragmatic guide to Social Marketing

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Published by: CoffeeBeanTech on Jul 11, 2011
Copyright:Attribution Non-commercial

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07/11/2011

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To interact with the market more transparently, a company has to get
used to openness and co-creation in its internal operation first.
If your organization works segmented in silos with little information
flowing horizontally, you might consider starting a social transformation
from the inside out.
Traditional corporate communication and collaboration tools based
on messaging (e.g. email) and document sharing (e.g. SharePoint)
can be useful, but valuable information often gets buried in reports, file

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repositories, and email threads that do not reach the people who
need it.
In a recent case, we were involved with a medical equipment services
company that had challenges getting information to flow from inside
sales (which sold spare parts and accessories) and operations (which
provided equipment repair services) to the account sales managers
(selling profitable service contracts).
Traditional corporate systems, which focus on functional segmentation
and a hierarchical flow of information, produce end-of-the-month
reports, but they are not good at bringing information in real-time to
sales managers and opportunities are missed in the most profitable
part of the business.
This company greatly benefited from the deployment of a social
collaboration system across various departments.
In the past few years, following the adoption of social communication
tools by consumers, many new corporate collaboration systems
emerged and are now becoming mature for adoption.
An ideal corporate social collaboration system offers:
Support for real-time multi-peer interactions. Typically, activity
streams or feeds, similar to update timelines in consumer social
media allow for unstructured communication and support
communities formed around a specific business object or
problem (not only functional areas or processes).
Support for traditional collaboration. Other forms of direct or
collaborative interaction (chat, video, wiki, forums, etc) and
traditional methods (file sharing, knowledge base, etc).
Low-barrier for input and participation, to promote frequent
and open sharing of information and dissemination of business
insights across the company.
External information in context of business. Employees are
already using Google, LinkedIn, Twitter and other Internet tools
to access external information. Tools should bring that
information in context without requiring constant changes of
context.
Integration with business processes. Having separate
collaboration and business tools does not make sense. Your
collaboration system must understand business logic and help
you execute business processes more effectively.

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