Social Business By Design E-Book

Dion Hinchcliffe

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 278

Veröffentlichungsjahr: 2012

Beschreibung

From the Dachis Group--the global leader in social business--comes the groundbreaking book on transformative social business strategies. Social Business By Design is the definitive management book on how to rethink the modern organization in the social media era. Based on their research and work through the Dachis Group, thought leaders Dion Hinchcliffe and Peter Kim deftly explore how the social, cultural, and technological trends provoked by the social media explosion are transforming the business environment. Designed as both a strategic overview and a hands-on resource, Social Business By Design clearly shows how to choose and implement a social business strategy and maximize its impact. * Explains the mechanisms, applications, and advantages of a strategic array of social media topics, including social media marketing, social product development, crowdsourcing, social supply chains, social customer relationship management, and more * Features examples from high-profile companies such as SAP, Procter & Gamble, MillerCoors, Bloomberg, HBO, Ford, and IBM who have implemented social business strategies * Draws on the extensive research and expertise of the Dachis Group, which has helped numerous Fortune 500 clients plan, build, and activate effective social business solutions Containing actionable, high-impact techniques that save time and the bottom line, Social Business By Design will transform any organization's strategy to ensure success and avoid disruption in a fast-moving world.

Leseprobe

Table of Contents

Praise Page

Title Page

Copyright

Foreword

Introduction

Getting to Social Business

Part One: Adapting Organizations to the Twenty-First Century

Chapter 1: Social Media: Drivers of Global Business Opportunity

Using Social Media Strategically for High-Impact Business Outcomes

Applying Social Business Transformation to Existing Business Functions

Chapter 2: Social Media: A Way of Life, a Way of Business

Chapter 3: Who's Winning in Social Business and Why

The Social Business Workplace: MillerCoors

Optimizing Supply Chains with Social Business: Teva Canada

Reorganizing Corporate Communication with Social Business: IBM

Improving Stock Trades with Social Business: Bloomberg

Boosting Retailer Productivity with Social Business: Mountain Equipment Co-Op

Enlisting Customers with Social Business to Create Better Support: Intuit

Learning to Focus on What Matters in Social Business

Chapter 4: The Global Business Transition to Social Media

Chapter 5: How Business Will Make the Transition

Next-Generation Business: Open, Social, and Self-Service

What Social Business Consists Of

How Social Businesses Will Emerge

Part Two: The Techniques of Social Business

Chapter 6: Social Media Marketing

Strategic Approaches to Social Media Marketing

Getting to Return on Investment with Social Media Marketing

The Virtuous Social Business Cycle: Listening and Engagement

Social Business Intelligence: Next-Generation Listening and Engagement

Chapter 7: Social Product Development

Chapter 8: Crowdsourcing: Community-Powered Workforces

A Brief Primer on Crowdsourcing

Moving to Crowdsourcing: A Process

Chapter 9: Social Customer Relationship Management and Customer Communities: Social Customer Care

Chapter 10: Social Business Ecosystems: Engaging with Business Partners

Social Business Ecosystems: Essential Examples

The B2B Social Business Options

Assessing the B2B Social Business Advantage

Chapter 11: Workforce Engagement: Creating a Connected Company Using Social Business

The Elements of Social Workforce Engagement

What Then Is Social?

Functions of Workforce Collaboration

Key Benefits of Social Collaboration

An Example of a Social Workforce

Chapter 12: Social Business Supporting Capabilities

Community Management: The Essential Social Business Capability

Social Analytics and Business Intelligence

Core Social Business Intelligence Strategies

Social Business in Regulated Industries

The Regulated Social Business Life Cycle

Part Three: Social Business Design and Strategy

Chapter 13: Identifying Priorities and Planning

Social Business Transformation: The High-Level Process

Revisiting Priorities and Planning

Chapter 14: Building Blocks: The Elements of Social Business

Chapter 15: Business Cases, Pilots, Return on Investment, and Value: Tying Them Together

Chapter 16: Building a Social Business Strategy: The Outputs

Chapter 17: Getting Started with Social Business

The Phases of Social Business Adoption

Social Business Adoption Strategies

Chapter 18: Maturity: The Social Business Unit

Epilogue

Appendix: The Ten Tenets of Social Business

Notes

Chapter One

Chapter Two

Chapter Three

Chapter Four

Chapter Five

Chapter Six

Chapter Seven

Chapter Eight

Chapter Nine

Chapter Ten

Chapter Eleven

Chapter Twelve

Chapter Thirteen

Chapter Fourteen

Chapter Fifteen

Chapter Seventeen

Epilogue

Acknowledgments

About the Authors

Index

Praise for Social Business by Design

“Social Business by Design easily earns a ‘like,’ a tweet, a follow, a share, a 5-star rating, and plenty of fans. It shows leaders how to transform their businesses and brands using internal and external social media at scale. What could be more urgent or timely?”

—Pete Blackshaw, global head, digital marketing and social media, Nestle; author, Satisfied Customers Tell Three Friends, Angry Customers Tell 3,000

“Business is changing right before our very eyes. We are in a world of empowered individuals with reliable, always-on, cross-media connectivity with a vivacious appetite for continuous improvement to win amongst global competition. The frameworks in this book dimensionalize the socially enabled cross-functional business-critical opportunities and will help you quickly chart a clear course for success to win in our evolving social business landscape.”

—Michael Donnelly, group director, worldwide interactive marketing, Coca-Cola

“Every business must find its way forward in today's rapidly changing world. This book details the very notion of what being social means in a new way that avoids the hype. Instead, a fascinating case is made for transforming what organizations can do with social media.”

—Kirk Kness, vice president of emerging solutions group, T. Rowe Price

“The business world as we know it is changing, and Peter Kim and Dion Hinchcliffe, along with the rest of the Dachis team, are leading the way! The key is understanding how the world is changing and how your business can lead the way. Social Business by Design will help guide you.”

—Frank Eliason, senior vice president of social media at Citi; author, At Your Service

“Launching new social practices in a big organization like L'Oréal requires a strong mind change in which Peter has been our coach: Social Business by Design sets the stage of a global marketing change, which is above all, a change of marketing mindset”

—Georges-Edouard Dias, senior vice president, digital business, strategic marketing division, L'Oréal SA

“Social Business by Design gets right to the heart of the social business trend. Dion Hinchcliffe and Peter Kim reveal not just what you need to do, inside and outside your company, to make social technologies pay off—they also show how to put it all together into a cohesive framework and measure the results. A must-read.”

—Josh Bernoff, senior vice president, idea development, Forrester Research; coauthor, Groundswell and Empowered

Copyright © 2012 by John Wiley & Sons, Inc. All rights reserved.

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Library of Congress Cataloging-in-Publication Data

Hinchcliffe, Dion.

Social business by design : transformative social media strategies for the connected company / By Dion Hinchcliffe and Peter Kim ; Foreword by Jeff Dachis.—First edition.

pages cm

Includes bibliographical references and index.

ISBN 978-1-118-27321-0 (hardback); ISBN 978-1-118-28362-2 (ebk); ISBN 978-1-118-28510-7 (ebk); 978-1-118-28613-5 (ebk)

1. Social media—Marketing. 2. Strategic planning. I. Kim, Peter, 1974- II. Title.

HF5414.H56 2012

658.8′72—dc23

2011052639

Foreword

Everything that can be social will be.

I firmly believe that's the mantra of twenty-first-century business and the key concept that we must all internalize to achieve our best possible futures. Operating our businesses through a social lens presents a profound new way of thinking. Some of you will know that this trend is something now called social business. Most companies are taking steps toward social business, some slowly and some more rapidly. Yet virtually all organizations today need a way to make the changes on their own terms, in a way that gives them a safe path forward that ensures success. Social Business by Design offers you that guided route forward, step by step.

When I cofounded Razorfish as the first major digital agency back in the 1990s, it quickly became clear to me that dramatic change was difficult for large companies; it's never easy making the first move toward a fundamentally new, better way of working, thinking, and living. Fortunately, the case for why and how to effectively adopt social business is definitively and compellingly explored in these pages by my industry colleagues, as well as friends and coworkers, Dion Hinchcliffe and Peter Kim. I've seen both of them grapple with the enormity of the task that lies ahead of virtually all organizations today: to connect business clients with the whole of the developed world using social media, engage deeply with customers and partners in potent new—yet unfamiliar—ways, and innovate and cocreate a more effective way of working that's not just novel but more satisfying, richer, and, yes, profitable for all concerned.

Uncertain economic times can have a chilling effect on innovation and the readiness for the bold moves required to lead an industry in this century. Many companies also have a hard time making the leap to new digital business models. For every SAP, IBM, or Amazon, a hundred companies are struggling in the shadows. But the writing is on the wall. I can read it clearly as a CEO, as can most of my peers in organizations large and small around the world: as you read this, the way we run our organizations is in the midst of changing dramatically.

The implications for social business transformation are writ large. Customer engagement is moving from relatively isolated market transactions to deeply connected and sustained social relationships. This basic change in how we do business will make an impact on just about everything we do. It affects where sustainable creativity and ingenuity are sourced. It defines how productive and rewarding results are created in the form of break-out new products, services, and operational constructs. And for the CxO in all of us, it also means that we now possess major new ways of driving growth, revenue, and margin. Distributed technologies operating in an open ecosystem and placed in the hands of constituents can be leveraged to create and capitalize on emergent outcomes.

It's clear to me that social media have moved far beyond a means of staying in touch with old friends and colleagues. They have become how business gets done. They have also created a highly competitive weapon in the arsenal of those who want to achieve dramatically better marketing, sales, customer service, product development, and worker productivity. The comprehensive vision that Dion and Pete lay out in this book explains exactly why organizations need to commit to the path of social business in order to survive and thrive in the very different conditions of this new millennium.

In these pages, you'll see how successful companies go outside their comfort zones to embrace new consumer methods of social media and social networking, enabling them to accomplish business objectives in revolutionary new ways that are much more scalable, efficient, and robust than in the past. Some of these featured companies are the most respected names in their industry, and others are disrupting industries and starting their own rise. Yet these stories will also be your stories, and it's how you'll get there too: by a process of deliberate, intentional transformation.

For our part, Dachis Group believes strongly in the full-strength vision of social business as the way that organizations will work now and in the future. I invite you, after reading Social Business by Design, to continue your explorations of this topic in our Social Business Council and track your organization's progress as it makes the transformation to the twenty-first century using our Social Business Index, our strategic online service that helps companies measure how effective their business is at being social. It can be found at http://socialbusinessindex.com. These are very exciting times indeed, for organizations that are prepared to build the road ahead.

Jeff Dachis

Austin, Texas

February 2012

Introduction

Ask just about anyone today about social media, and they will probably acknowledge using Facebook, knowing something about Twitter, and admit that social media are a widespread, perhaps even global, trend. Push them a bit further, and they will affirm that social media are genuinely significant somehow, but they might have a hard time pinning down exactly how or why. If you probe deeper yet and ask them if or how social media will transform the way businesses work, most people won't have a clear answer at all. This is entirely understandable, given that the digital world has virtually remade the means and tools of digital communication in just a few years.

Keeping track of changes and catching up to the pace of change has been hard for even the most dogged marketing manager, product engineer, customer care lead, information technology manager, or C-level executive. As a recipe for making operations difficult for businesses to effectively engage their customers, workers, and the broader market in the new digital landscape, it's almost a perfect storm. Fortunately, it no longer has to be this way. As the understanding of the changes in our pervasively networked, digital world grows, we believe that organizations can, by design, make their way into the future by incorporating the powerful new ways of working that social media represent deeply into the primary functions of their business.

The shift to social media is happening all around us every day. A broad demographic change in the way that people connect and communicate, as well as work and live together, began in the mid-2000s. The change has been labeled with many names: social networking, Enterprise 2.0, crowdsourcing, customer community, social media marketing, and any of the other catchphrases that we explore in this book. Because of social media's different way of getting results, the exact nature of changes that they cause in businesses, organizations, government, and even our personal lives has sometimes been hard to pin down. However, they can be much more precisely and elegantly defined than even a couple of years ago. What's more, the key operating principles of social media can be synthesized into simple, easy-to-understand tenets to apply to work. These tenets are presented here for the first time.

In this book, we show exactly why and how organizations must change to survive. Among the many reasons are better financial performance, improved competitive positioning, and long-term sustainability. But accepting the importance of social media is no longer an act of faith: we lay out clear evidence in the chapters that follow that social media are not only transformational to most aspects of enterprises, but also truly better, higher-performing new ways of doing business. In Parts One and Two, we present cutting-edge data matched with eye-opening examples that show how social media, when applied to the way we work, are becoming something known as “social business.”

There is occasionally concern in some quarters that social media are technology-driven phenomena and that primarily technology-oriented companies are best at adopting the new digital ways of working. The evidence here shows that this worry is overblown: virtually all organizations can access the benefits of social business, and although some of the early examples we present here are from technology companies that blazed trails, many of the best examples come from those that are as far from the technology industry as can be imagined such as consumer packaged goods company Procter & Gamble and MillerCoors, the well-known beverage conglomerate.

What then do organizations need to understand in order to begin the process of becoming a social business by design? We think it's a clear appreciation of the basic ideas, distilled in a way that's eminently comprehensible. Distributed across the first ten chapters are the clearest declaration yet of what social business fundamentally consists of, collected and organized here as ten core tenets of social business. Studying, understanding, and absorbing these ideas, designed to be approachable by anyone in the business world, free from tools, technologies, or situation, must be the objective of anyone who intends to deeply understand the subject and drive social business transformation in their organization.

Getting to Social Business

We have been fortunate enough to have seen and helped many organizations start down the road of social business, and the journey certainly can be long and arduous. Yet it's also often highly rewarding. The biggest obstacle is the encouragement and realization of real change. The hard-won lesson is that becoming a social business requires cultural, operational, and technology changes. Of the three, the first two are by far the most time-consuming and challenging to realize, although all three require sustained, conscientious effort. Yet the examples in this book make clear that the same set of strategic changes needs to be made by all companies, even as organizations often discover they already have dozens—and sometimes hundreds—of individual social media efforts, large and small, each trying to drive the same type of transformation.

Many organizations have begun centralizing their efforts, organizing at a high level around many of the thorniest and most difficult aspects, while allowing everyone in the organization to become a social businessperson. Parts One and Two of this book lay out the strongest possible case that organizations must begin the process of moving to social business; Part Three then explores how to make it happen functionally and throughout the enterprise. Getting to social business is a deliberate, conscious process—at least for now. It's also the core idea behind this book. More and more businesses want to get there, but encouraging and enabling is really all they can do. The rest is up to the universe of participants, and that's where the story gets most interesting.

Organizations that want to take the shortest route to becoming social businesses can arm themselves with the data, examples, and approaches we present in this book, which are distilled in an actionable way as never before. We hope that your social business will become a highly successful organization that you codesign with the world.

Part One

Adapting Organizations to the Twenty-First Century

Chapter 1