I.

Digital Transformation
Digital transformation Is the continuous process by which enterprises adopt to or
drive descriptive changes in their customers and markets by leveraging data and
converting processes ,activities and culture to innovate new business
models/products and services to meet the digital economy requirements .

Process
Technology

Business
Models

Data
Talent
How to Develop a Social Media Strategy
 Coordination
Enterprise Business
Ecommerce and Technology Unit
customer Global Marketing &
Corporate Affairs and Leaders
solution Delivery
Enterprise
Technology Customer Technology
Enablement Service Employee Architecture
and process Solutions Communications

Enterprise Collaboration
Technology Technology
Authentication
Customer Social
Online Media
Protection Marketing Analytics Ecommerce
Social Technology
Capabilities
Electronic
Ecommerce Ecommerce Communications and Human Resources
controls and Risk and Media Governance
readiness Compliance Committee
Enterprise Finance
Legal
Information
Management
 Core Product
Features

Operational Customer
Support and
Complexity Product
ecommerce
Development

Recruiting
Sales
Support

Advertising
And PR

Evolution of Enterprise Social Media Capabilities

FIGURE 2.2 Increasing Operational Complexity of Social Media .
 Scrutiny and Accountability
Example Questions Triggered by Social Media Key Issues for Social Media Champions
• Do I get value from Social Media ? How is social Media aligned to the business ?
• Is Social Media really helping my business ?
• How will we ensure an integrated view of the Customer
• How can I get this key initiative prioritized ? How should social media decisions be made ?
• How can I ensure appropriate control over social media spend and risk ?
• Are we investing our time and money appropriately ?

• What should be the social media spend this year ? How do we manage social media investments ?
• Who owns social media ?
• What skills do we need ?
• How will our organization need to change ?
• How do I get funding and approval for this new project ? What controls do we need in place ?
• Who is accountable for social media results
• When happens when my experiment budget runs out ?
• What regulations are relevant and how do we comply ?
• Where do I want social media champions to focus ? How do we measure and reward ?
• What service levels should I expect from social media partners ?
• What areas of social media governance should I approve ?
Social Media Management Framework

1. Context
2. Culture
3. Process
4. Metrics
5. People
6. Policies
 Business Processes

Achieve Business Objectives

Identify ,Prioritize, and Manage Social

Plan Social Media Media Efforts and
Investments Track Benefits

Empower And Support the Business

Establish and
Develop Shared Manage Social Measure And
Manage
Service Budgets Media Partners Improve
Standards

FIGURE 2.5 Social Media Management Processes

 How to Begin : Start with Business Goals
Product Development Marketing and Sales Customer Service, And Hiring and Professional
support Development
• Increase volumes of new • Improved targeting • New opportunities for • Increased access to the
ideas through crowd through self-selected self-serve and lower best candidates
sourcing social media users cost-to-serve channels
(e.g. shift infrastructure • Decreased costs per hire
costs to social utilities ) by using free or low-cost
social utilities to post
jobs

• Improved market • Decreased marketing • Decreased costs to • Increased collaboration

research efficiency with infrastructure costs maintain knowledge and access to internal
better access to through free tools (e.g. bases through experts
qualified test subjects Twitter, Facebook ) integrated internal and
external media
• Increase ability to • Increased acquisition • Greater personalization • Decreased time to
leverage expertise and efficiency and through access to more competence with social
source idea across the penetration rates customer behaviours knowledge management
organization through viral and preferences applications
mechanisms
Table 2.1 Defining a Social Media Strategy for the Marketing Organization
Marketing Goals for This Fiscal Year
(A company probably already has these )
1. Increase brand awareness
2. Increase revenues through demand
marketing
3. Increase efficiency by decreasing average
cost per converted lead
How Social Media Could Help
(A company may need some help
identifying these )
• Increase conversation reach and volumes
for positive –sentiment topics about the
brand and products
• For Products where multiple people
participate in the purchase decision, make
it very easy for any participant to share
succinct and relevant product content with
other members of the purchase decision
• Increase lead volumes from organic search
versus paid search by increasing back-links
and traffic to product –specific blogs and
web properties
 Table 2.2 Principal Steps in Developing a Social Media Strategy
1. Identify an initial business domain (e.g. Marketing ) .
2. Understand the existing business goals for the business domain (e.g. Marketing goals for the current
fiscal year) .
3. Identify ways that social media could support those goals, to determine which goals to focus the
social media strategy .
4. Identify the business processes that achieve the selected goals (e.g. Lead management )
5. Engage appropriate stakeholders to help and to participate.
6. Understand the metrics used to define success of the business processes(e.g. average cost per
converted lead ),their current values ,and target values that would demonstrate a successful social
media strategy.
7. Hold a kick-off meeting .
8. Interview all stakeholders to identify the current challenges ,opportunities ,and options. Use the social
Media management Framework as a checklist to understand current context, culture, processes
,people, policies and metrics.
9. Hold a workshop to review the data gathered in the interviews, discuss the themes revealed ,and
jointly prioritize the themes for action. Again apply the Social Media Management framework as a
checklist to ensure that each element that will be required for success is considered.
10. Identify capabilities that should be centralized or shared .
11. Begin working on the themes in priority order.
Social media optimization & Marketing
1. SMO & SMM
1. Facebook
2. Twitter
3. Linkedin
4. Google plus
5. Youtube
6. Pininterest
7. Social media automation
2. E-mail marketing
3. Affiliate marketing(a marketing arrangement by which an online retailer pays commission to an external website for traffic or sales generated from its
referrals)

4. Google analytics
5. Online reputation management
 Social Media ROI : New Metrics for Customer
Health
Kevin Quiring

CHAPTER HIGHLIGHTS

The credibility of Social Media is won or lost on its return on investment (ROI ) .The most successful
companies-those that have gotten out of pilot mode-have been able to crisply define what they want to get
out of Social Media and then identify the right metrics to help them achieve their objectives .
Organizations need a new integrated ROI measure called customer health ,which provided a holistic
approach to predicting the impact of social media investments to increase revenue, profitability, and long
term customer loyalty. This metric must encompass the “five Rs” discussed in Chapter 1.
 Four Predictors of Customer Health

1. What customers tell a company

2. What customers tell others
3. What Customers show others
4. What customers show a company
 Getting Started

Enterprises can take three actions to begin the journey toward measuring and managing customer
health .

1. Define the metric : The first step is to tailor the customer health metric to meet an
organization’s needs and the dynamics of its industry .For example, “What customers Tell
Others ”will have a different meaning in the business –to-business telecommunications market
than it does for the customer fashion footwear industry. Next, sources must be identified for
each of the four components of customer health .Some sources will be internal and some will be
external. Challenges in collecting and summarizing the data can exist with both internal and
external sources. Where data is absent or elusive ,surrogates can be developed that provide a
directional substitute for the actual information .This way, the organization can begin using
customer as a compass even if it has yet to be tuned for more precise decision making.
2. Assign Accountability :Equally important to tailoring the customer health metric for an
organization is assigning responsibility for defining the metric , Calculating the metric, and
driving actions based on the metric. Doing this usually entails a new or modified governance
structure as the applications of the metric likely will span organizational lines. Where
accountability for customer health resides organizationally will vary based on the industry ,
operating model, and channel structure the company had for connecting with the customer .In
general ,responsibility for customer health should lie within the organization that has the most
holistic view of the customer relationship .Yet assigning accountability does not mean
centralizing all decision-making authority or customer investment. It does mean ensuring that
visibility is brought to the metric and the parties who have investment authority are brought
together and are making decisions with full knowledge of the impacts to customer health.
3. Create a customer health capability road map : Making customer health an operational
metric will almost certainly require new business capabilities. Changes to people ,process and
technology will be required to calculate and apply the metric in an ongoing ,sustainable manner.
In addition ,the customer health metric should be refined and improved continuously. As data
becomes available through new internal capabilities or new external sources ,surrogates in the
customer health metric should be replaced with more accurate information. All of the
capabilities transformations and continuous improvement work should be prioritized and
mapped out on a customer health capability road map. This way ,investment in the capabilities
can be logically staged and communicated through out the enterprise. The road map. Like the
application of the customer health metric itself, should be overseen by the same governance
body.

Social Media offers opportunity for a much richer ,more accurate and more actionable measure of the
health of customer relationships .Companies now can holistically measure a customer’s real and
potential value to an organization: a customer’s historic lifetime value, potential lifetime value, and
social reach and influence .Capitalizing on this opportunity to measure and manage against customer
health will require change –not just technology change, but real organizational change substantiated
by new capabilities .
Enable Mass Collaboration Behaviors
Collective Intelligence

Emergent Structures Expertise Location

Flash Coordination Interest Cultivation

Relationship Leverage
 Collaboration
There are at least eight common opportunities where companies find great value in collaboration:

1. Optimize team performance by helping dispersed teams work effectively across boundaries and time
zones.
2. Empower mobile users to be more productive ,available and responsive to customers to accelerate
competitive advantage
3. Communicate effectively throughout the company to align the organization and drive business results.
4. Expand into new markets by reaching remote customers with new virtual offers.
5. Enhance the customers experience to create more satisfied and loyal customers
6. Establish green operations through reduced travel and more sustainable work practices
7. Increase intercompany collaboration by extending new technology beyond the firewall and across the
entire supply chain
8. Transform your industry through new business models enabled by technology –driven innovation

You can find opportunities in more than one area, and there are many other possibilities .Don't be afraid to
chart your own path to the collaborative organization.
 Collaboration
Increased collaboration means more meetings, making it even more
important to ensure that meeting time is highly productive.

The clarity of purpose model is a great way to set and attain meeting
objectives.

In an exchange meeting, you share big ideas with the participants.

In an engage meeting ,everyone has already agreed to the big ideas and
now you need to have a dialogue around strategy.
In an inform meeting, everyone gets progress updates or addresses issues
that have surfaced along the way ,after major decisions have been made.
 Collaboration
Know your meeting types and plan accordingly .
Making strategic Decisions : Establishing top-level direction
Challenging Thinking : Engaging with others
Correcting Course : Using influence to make a needed strategic adjustment
Educating and Informing : Telling people what they need to know so they can align
with company direction
Inspiring :Motivating groups to act
Measuring Progress : Checking status on goals
Planning for Execution : Laying out who does what and when
Brainstorming : Getting the creative ideas flowing
Consultative Problem Solving : Solving a well –defined problem

The new collaboration experience enables us to form virtual teams of talented

individuals ,regardless of where they are located. With effective management ,you
can turn these virtual teams into a powerful asset for your organization, Virtual
meetings require some extra work on your part to keep remote attendees engaged.
Its worth the extra effort .
 Collaboration
Four technology trends shape the collaboration toolkit-mobile, social, visual and virtual.

The integrated collaboration portfolio consists of seven technologies;

IP Communications
Mobile applications
Telepresence and video
Conferencing
Messaging
Enterprise social software
Customer Care

Video offers a way to accelerate product development ,scale expertise across the company and better integrate global teams .

Mobile technology facilitates the anywhere ,anytime workplace.

Social networks and social media help teams find expertise and information faster.

Collaboration without boundaries is the end goal. The technology choices you make today should reflect the collaboration strategy
you want to pursue for the future.
 Collaboration
High –performing teams share a number of characteristics : mutual trust and respect ,unity of purpose and
well understood processes for managing operations.

As more companies work in cross –functional or virtual teams, the need increased for a consistent framework
to encourage trust, accountability and better performance .

Minimizing uncertainly through increased transparency builds tryst that is critical to successful collaboration
.Clarity and trust breed individual and team accountability .

Creating a team charter gives clarity to team’s purpose ,role, shared goals and scope. A team charter should
include ground rules for teamwork. A team charter can be created before, after or in tandem with a VSEM(or
similar) template.

Teams perform best when you clearly define individual roles and responsibilities .Common roles are :

Executive sponsor
Team lead
Operations lead
Meeting facilitator
Team member