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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
How do organizations manage social media effectively?
Every organization wants to implement social media, but it is difficult to create processes and mange employees to make this happen. Most social media books focus on strategies for communicating with customers, but they fail to address the internal process that takes place within a business before those strategies can be implemented. This book is geared toward helping you manage every step of the process required to use social media for business.
The Social Media Management Handbook provides a complete toolbox for defining and practicing a coherent social media strategy. It is a comprehensive resource for bringing together such disparate areas as IT, customer service, sales, communications, and more to meet social media goals. Wollan and Smith and their Accenture team explain policies, procedures, roles and responsibilities, metrics, strategies, incentives, and legal issues that may arise. You will learn how to:
- Empower employees and teams to utilize social media effectively throughout the organization
- Measure the ROI of social media investments and ensure appropriate business value is achieved over time
- Make smarter decisions, make them more quickly, and make them stick
Get the most out of your social media investment and fully leverage its benefits at your company with The Social Media Management Handbook.
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Veröffentlichungsjahr: 2010
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Table of Contents
Cover
Title
Copyright
Introduction
The Audience and What to Expect from This Book
This Book Is Just the Start…Access the Social Media Resource Portal
What Is Social Media?
Part I: Social Media Strategy for Organizations
Chapter 1: The Power and Business Risks of Social Media
What Makes Social Media Difficult to Address?
A Change in Mind-Set Is Needed: The “Fifth P”
Moving Forward: Practical Lessons for Getting Started
Chapter 2: How to Develop a Social Media Strategy
Coordination
Scrutiny and Accountability
Data Management
Scalability and Consistency
How Did We Get Here?
Social Media Management Framework
How to Begin: Start with Business Goals
Conclusion
Chapter 3: Social Media ROI: New Metrics for Customer Health
Challenge of Measuring Customer Investments in Social Media
Problem of Inconsistent Measures
How Social Media Complicates Measurement
Why Social Media Provides a Whole New Tool for Understanding Customers
Essence of Customer Health
Four Predictors of Customer Health
Measuring the Four Predictors
Acting on Customer Health
New Processes and Roles for Customer Health
Getting Started
Chapter 4: Selling Social Media within the Organization
All on Board: Getting Senior Management behind Social Media
Part II: Marketing and Sales in Social Media
Chapter 5: Social Media and the Voice of the Customer
Shortcomings of Traditional Approaches to Listening to the VoC
New Ways to Listen to the VoC: How Social Media Changes the Game
Social Media: A New and Very Different Kind of Listening Post
Capitalizing on Social Media: Tuning in to the Voice of the Internet-Savvy Customer
Key Hurdles to Using Social Media to Understand the Voice of the Customer
Moving Forward
Chapter 6: Integrating Social CRM Insights into the Customer Analytics Function
New Insights and Social Media Analysis Techniques
Changes to the Customer Analytics Function
Toward the Next Generation of Customer Analytics
Chapter 7: Using Social Media to Drive Product Development and Find New Services to Sell
Social Media and the New Era of Product Development
Three Spheres of Involvement
Using Social Media in Steps of the Development Process
Put Social Media to Its Own Innovation Test
Chapter 8: Social Community Marketing and Selling
Impact of Social Media on Marketing and Sales
Social Community Marketing as a New Discipline
Putting the Plan in Place
Conclusion
Part III: Customer Service and Support with Social Media
Chapter 9: Using Social Media in Customer Service and Support
The Early Going: Days of Missteps and Missed Chances
Learning from the Best
Chapter 10: Social Media: Responding to Customer Complaints
How Should Companies Respond?
Establishing Criteria and Guidelines for Responding
Define Social Media Responder Roles
Measuring Performance
Conclusion
Chapter 11: Staying Out of Trouble: Complying with FTC Disclosures
What Is the Federal Trade Commission?
What the Guides Say
Common Mistakes in Interpreting the Guides
Impacts of the Changes
How to Comply with the Guides
Moving Forward
Resources
Part IV: Beyond the “Pilot” Phase: The Core Components of the Agile Digital Enterprise
Chapter 12: Creating and Implementing a Social Media Technology Platform
Value of Integration
CRM Déjà Vu
The Social Media Platform
Barriers to Developing the Social Media Platform
Moving Fast in the Social Media Ecosystem
Chapter 13: Social CRM on the Move: Mobility Implications for Social Media Programs
Who Should Pay the Most Attention? Thinking about Location and Immediacy
Navigating through Rough and Uncharted Seas
Creating a Mobile Social Media Strategy
Next Step: Get Serious
Chapter 14: New Rules for Tools: IT Infrastructure Implications and Options for Supporting Enterprise Social Media
New Rule #1: The CIO Must Embrace These Dynamic Technologies
New Rule #2: The CIO Must Manage Social Media Data
New Rule #3: The CIO Must Become a Social Media Power User to Influence Change
New Rule #4: The CIO and the CMO Must Be Equal Partners from the Outset
New Rule #5: The CIO and CMO Must Rethink the Structure of the Social Media Team
New Rule #6: The Social Media Team Must “Fish Where the Fish Are”
New Rule #7: The Team Leaders Must Define New Metrics
Conclusion
Part V: Empowering Employees for Social Media Success
Chapter 15: Culture Traits, Employee Incentives, and Training
As People Change, So Must Corporate Culture
The Cultural Challenges Social Media Presents
Chapter 16: New Roles and Responsibilities
Building a High-Performance Social Media Team
New Roles of Social Media
Social Media Management
Voice of the Customer
Marketing
Communications
Sales and Service
Information Technology
Human Resources and Enabling
Existing Roles that Must Evolve
Key Lessons Learned
Chapter 17: Social Media Policies
Organizations Need Multiple Policies for Different Purposes
State of Social Media Policies
What a Social Media Policy Should Be
Role of Trust in Social Media Governance
Every Policy Should Be Unique
Chapter 18: Social Media, Collaboration, and Value Creation in Organizations
Not All Collaboration Is the Same
Conclusion
Appendix 1: Solution Example: Putting Sentiment in a CRM Package
Appendix 2: Solution Example: Merging Structured and Unstructured Data
Notes
Index
End User License Agreement
List of Tables
Chapter 1: The Power and Business Risks of Social Media
Table 2.1 Defining a Social Media Strategy for the Marketing Organization
Table 2.2 Principal Steps in Developing a Social Media Strategy
Chapter 18: Social Media, Collaboration, and Value Creation in Organizations
Table 18.1 Opportunities, Requirements, and Challenges of Collaboration
List of Illustrations
Introduction
FIGURE I.1 Tweets per Month on Twitter: Predicted Growth.
FIGURE I.2 Baby Boomers Are Adopting Social Media at a Far Greater Pace than Younger Users.
Chapter 1: The Power and Business Risks of Social Media
FIGURE 1.1 Social Media Affects Business Functions Differently.
Chapter 2: How to Develop a Social Media Strategy
FIGURE 2.1 Internal Social Media Stakeholders at a Fortune 100 Company.
FIGURE 2.2 Increasing Operational Complexity of Social Media.
FIGURE 2.3 Key Issues for Social Media Champions.
FIGURE 2.4 Social Media Management Framework.
FIGURE 2.5 Social Media Management Processes.
FIGURE 2.6 Example Business Benefits of Social Media.
Chapter 5: Social Media and the Voice of the Customer
FIGURE 5.1 Accenture's SLOPE Model for Listening to the Social Voice of the Customer.
FIGURE 5.2 An Approach to Evaluating Objective and Subjective Issues to Determine the Appropriate Actions.
FIGURE 5.3 Customers’ Opinions About Operational versus Customer Experience Issues.
Chapter 7: Using Social Media to Drive Product Development and Find New Services to Sell
FIGURE 7.1 Social Media Enables Companies to Engage Customers to Generate New Product Designs.
FIGURE 7.2 Social Media Can Help Orchestrate Three Spheres of Influence to Boost a Company's Innovation Efforts.
FIGURE 7.3 Dell Has Been a Leader in Harnessing Social Media for Community Innovation.
FIGURE 7.4 HP Uses Social Media to Improve Testing of Printers in Real-Life Environments.
Chapter 8: Social Community Marketing and Selling
FIGURE 8.1 Trends Affecting Traditional Marketing Initiatives and Their Impacts.
FIGURE 8.2 How Effectively Companies Use Key Marketing Channels.
FIGURE 8.3 Examples of Social Media Selling Strategies in the Market Today.
FIGURE 8.4 Companies Can Use Social Media to Effectively “Influence the Influencers.”
FIGURE 8.5 Sony Uses Social Media to “Influence the Influencers.”
FIGURE 8.6 Three Levels of Maturity that Companies Go Through to Join the Conversation.
FIGURE 8.7 Nike and McDonald's Use Social Media to Broaden Their Reach to Consumers.
FIGURE 8.8 eBay Has Established a Robust Online Community for Its Buyers, Sellers, and Staff.
Chapter 10: Social Media: Responding to Customer Complaints
FIGURE 10.1 Complaint-Handling Decision Tree.
FIGURE 10.2 Prioritization Factors for Resolving Complaints.
FIGURE 10.3 Priority Scenarios.
Chapter 12: Creating and Implementing a Social Media Technology Platform
FIGURE 12.1 The Social Media Technology Platform.
FIGURE 12.2 InsideView's SalesView System Integrates Social Media and Traditional Data into a Company's Existing CRM System.
Chapter 14: New Rules for Tools: IT Infrastructure Implications and Options for Supporting Enterprise Social Media
FIGURE 14.1 The New Project Team Organization Structure for?Developing Social Media Applications.
Chapter 15: Culture Traits, Employee Incentives, and Training
FIGURE 15.1 Use of Technologies by Various Groups of People.
FIGURE 15.2 Just as an Organization's Social Media Strategy Must Align to an Overall Business Strategy, So Must an Organization's Human Capital and HR Strategies Align.
Chapter 16: New Roles and Responsibilities
FIGURE 16.1 Roles Created or Most Affected in Organizations Using Social Media.
Chapter 17: Social Media Policies
FIGURE 17.1 Focus of Publicly Available Social Media Policies.
FIGURE 17.2 Length of Social Media Policies.
FIGURE 17.3 Social Utilities for Which Companies Provided Guidelines.
FIGURE 17.4 Three Stages of Social Media Policy Evolution.
FIGURE 17.5 Interdependent Components of a Social Media Operating Strategy.
Chapter 18: Social Media, Collaboration, and Value Creation in Organizations
FIGURE 18.1 Different Types of Collaboration.
FIGURE 18.2 Typical Network Diagram.
FIGURE 18.3 Collaboration Matrix.
Appendix 1: Solution Example: Putting Sentiment in a CRM Package
FIGURE A1.1 RightNow's SmartSense Gives a Company a Real-Time Score of Customer Engagement Using the Visual Image of a Thermometer (www.rightnow.com).
Appendix 2: Solution Example: Merging Structured and Unstructured Data
FIGURE A2.1 Combining Attivio and Salesforce.com to Provide Structured and Unstructured Data in Real Time.
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THE SOCIAL MEDIA MANAGEMENT HANDBOOK
EVERYTHING YOU NEED TO KNOW TO GET SOCIAL MEDIA WORKING IN YOUR BUSINESS
NICK SMITH
ROBERT WOLLAN
CATHERINE ZHOU
Copyright © 2011 by Accenture, LLP. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.Published simultaneously in Canada.
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permissions.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.
For general information on our other products and services or for technical support, please contact our Customer Care Department within the United States at (800) 762-2974, outside the United States at (317) 572-3993 or fax (317) 572-4002.
Wiley also publishes its books in a variety of electronic formats. Some content that appears in print may not be available in electronic books. For more information about Wiley products, visit our web site at www.wiley.com.
Library of Congress Cataloging-in-Publication Data:
Smith, Nick, 1962–
The social media management handbook: everything you need to know to get social media working in your business/Nick Smith and Robert Wollan; with Catherine Zhou.
p. cm.
Includes index.
ISBN 978-0-470-65124-7 (hardback); ISBN 978-1-118-00350-3 (ebk); ISBN 978-1-118-00351-0 (ebk); ISBN 978-1-118-00352-7 (ebk)
1. Internet marketing. 2. Social media—Marketing. I. Wollan, Robert, 1957–II. Zhou, Catherine. III. Title.
HF5415.1265.S6147 2011
658.8'72—dc22
2010037011
Introduction
Getting involved in social media is a bit like getting a free puppy. It doesn't cost anything to start, and it looks like nothing but fun—until it chews up the carpet, eats the neighbor's plants, and costs thousands of dollars at the veterinarian. Welcome to the world of social media.
It's not an understatement to say that social media has equally captured the attention of companies large and small with great promise. Every month, more and more people—young and old, around the world—take to their computers or mobile devices to connect with friends, post their opinions, and engage in conversations. This rare combination of such massive numbers of customers engaging in such new ways with companies and each other is making businesses take notice.
In fact, this strong undercurrent of social media activity and the impact it is having on businesses everywhere are significant—whether companies know how much it is happening with their customers or not. Given the massive rise and acceleration of social media adoption around the world, it is clear that customers are using this medium, although few can pinpoint precisely how many and what is being done. It would be a mistake to assume that social media is not a major (and growing) part of customers’ lives and choose not to act. Thus, it's absolutely vital for business leaders to understand this phenomenon and determine what they need to do to prepare their organizations to thrive at a time when customers wield more power and influence over businesses than ever before.
The Audience and What to Expect from This Book
The Social Media Management Handbook has been written to help you with everything you need to know to get social media working in your business.
We all engage in social media in one way or another, especially in our personal lives through friends and family. But to date many of us have not practiced extensively or thought through precisely what it means to our business. Social media is undoubtedly out there and evidently important to a rapidly, exponentially expanding number of people. Our customers, our coworkers, and, therefore, our business must be connected. We can't ignore it Canute-like, hoping the changing world of digital conversations will somehow pass us by unaffected. But what do we need to do about it? How can we build our strategies and organize our customer-facing activities to continue to meet the important challenge of remaining relevant, competitive and attractive to our consumer?
If you are engaged in commerce and have a fair understanding of your customers and the growing importance of this new type of conversation we call social media but aren't entirely clear how best to respond to the challenge, this book is for you.
If you have experimented with using social media to engage directly with your customers—to establish a dialogue, manage customer complaints, shore up your reputation, sell more, prevent your customers from defecting, and understand customers’ sentiments toward your business in the social media environment (or “blogosphere”), this book is for you.
If you have sought to collaborate with coworkers to improve customer service, solve problems of delivery, or create systems or products that are more relevant to your customers and more competitive; if you have sought to engage your colleagues in seeking new ways to present the business or get input into the development of advertising or communications but have done so in only a piecemeal or ad hoc way, this book is for you.
Social media is not a passing phenomenon; this new form of communication is changing behavior and expectations of consumers and employees. The consumer is no longer king, he is emperor, with the power to make or break brands. If business hasn't already woken up to the opportunity (and challenges), it had better do so soon because social media is not just here to stay; in time it will fundamentally change the way we do business.
During the course of this simple “how-to” guide, we cover the strategy, culture, metrics, policies, roles, and responsibilities related to making social media work for your business. The question we get asked most is not “How can we start?” Instead, managers and executives want to know how they can bring structure and commercial return to this new and vibrant global conversation and how they can divert funds and effort sensibly into something that is neither fully accountable nor “controllable.”
The thing is, to win it, you've got to be in it. This guide should help make your welcome to the world of social media a little more thoughtful, comprehensive, and confident knowing you're aware of practical lessons learned from others in the marketplace…and their social media customers that just might be your social media customers.
This Book Is Just the Start…Access the Social Media Resource Portal
Social media and new ideas are emerging in the market all the time. To help you keep up with some of the best and latest examples of social media, Accenture has developed a social media portal. This site will give you access to updated content, other relevant documents, and project templates to download and put to use in your business. Get connected to a whole new network of social media professionals—access the site at www.socialmedia managementhandbook.accenture.com.
What Is Social Media?
Before going any further, we should confirm what we mean by “social media” in the context of this handbook.
Strictly speaking, social media is not a new phenomenon; people have been providing recommendations and opinions to friends and contacts for millennia via channels through which a two-way conversation can take place. In modern history, such channels have included face-to-face discussions, letters, the telephone, and, more recently, e-mail. So what is new?
We see a number of characteristics that distinguish today's “digital social media” interaction from other types of social conversations.
It enables one-to-many or many-to-many conversations. (We use the phrase “peer-to-peer” to describe these dialogues.)
It features content created and posted by consumers of that content.
It is easy to use.
It is highly accessible (everyone), highly scalable (everyone + everywhere), and operates in real time (everyone + everywhere + every time).
It is entirely public and transparent.
In short, social media enables the swift and easy development, creation, dissemination, and consumption of information and entertainment by both organizations and individuals.
A Growing Force
The advent of social media interactions is creating a whole new ball game for the world of commerce and connection. They are materially impactful, unavoidable, and so ubiquitous that no business can afford simply to ignore them. In fact, social media already has a massive presence and just keeps growing and evolving.
Consider the growth of the most popular social networking sites. Facebook, the behemoth of the group, topped 500 million users worldwide in 2010 and is currently growing at a rate of 500,000 new users daily.1 Twitter claims 105 million users (adding 300,000 users per day) and is projected to process 6.7 billion tweets per month by January 2011 (see Figure I.1)2 while LinkedIn and MySpace have 60 million and 57 million users, respectively.3 Yelp, just an idea six years ago, now serves more than 30 million visitors a month.4 Flickr now hosts more than 4 billion images, while Wikipedia currently has in excess of 14 million articles.5
FIGURE I.1 Tweets per Month on Twitter: Predicted Growth.
And unlike several years ago, when such sites were the purview of young people, older adults now are driving much of this growth. For example, a recent AARP study found that use of social networks by those over 50 has tripled in the past 18 months, and once boomers join a social networking site, one-third of them visit at least once a day.6 A survey by Accenture found that baby boomers are connecting on social networking sites at a rate nearly 20 times faster than younger generations, with 28 percent of boomers indicating they use such sites.7 (See Figure I.2.)
FIGURE I.2 Baby Boomers Are Adopting Social Media at a Far Greater Pace than Younger Users.
Source: Accenture 2009 Consumer Electronics Products and Services Usage Report.
While the popularity of social media is growing, so is the frequency and duration of use. According to one study, 56 percent of social media users said they need to check Facebook at least once a day, and 12 percent check in every couple of hours just to see what's happening.8 (Those under 25 years old are more likely than those over 25 to check in frequently.) Furthermore, between 2003 and 2009, time spent on social networking sites has surged 73 percent. The time spent on video sites has skyrocketed almost 2,000 percent during the same period.9 These figures, combined with those in the preceding paragraph, demonstrate that not only are more people using social media, their engagement with those channels is deepening.
Social media has ties into the rise of mobile commerce as well. Interestingly, the mobile phone is beginning to overtake the personal computer as the preferred platform for social networking. According to one study, 91 percent of people use the mobile Web to socialize, compared with 79 percent of people who use the desktop to do the same.10 This same study found that during the 2.7 hours per day people in the United States spend on the mobile Web, 45 percent are posting comments on social networking sites, 43 percent are connecting with friends on social networking sites, 40 percent are sharing content with others, and 38 percent are sharing photos.
In short, social media is transforming one-way monologues into collaborative interactions, typically conducted via the Internet. It's democratizing information and knowledge as peer-to-peer interaction becomes more dominant. It involves everyone, everywhere, in all-the-time conversations—including an organization's employees and the consumers and broader observers of its products. It's not hype, it's reality, and organizations ignore it at their peril.
In the remainder of this book, we explore the most critical aspects companies must consider and master to fully benefit from social media.
In Part I, we cover the up-front concerns—understanding why social media is so important, developing an effective social media strategy, creating and using the new metrics required to gauge success, and rallying the organization around social media.
Parts II and III focus on more functional concerns—specifically, how social media affects a company's marketing, sales, and customer service organizations and the ways in which companies can use social media to fundamentally transform how they use these functions to create and strengthen customer relationships.
In Part IV, we review what comes after the pilot phase and discuss the infrastructure changes companies must make to be able to incorporate social media into their operations effectively and do so quickly and at scale.
We wrap up with Part V, in which we cover the cultural and organizational changes an organization faces when dealing with social media, and the impact of social media on a company's employees and talent management capabilities.
Throughout these sections, we draw on our extensive research, as well as work with leading organizations around the world, to help executives and managers alike make more sense out of social media and its role in today's company. We relate practical and proven practices that companies of all kinds can begin using today to make social media an integral part of their growth strategies and day-to-day operations.
Part ISocial Media Strategy for Organizations
Chapter 1The Power and Business Risks of Social Media
Nick Smith and Robert Wollan
Chapter Highlights
Executives at companies large and small have reached the point of needing to understand exactly what is different about social media and why now is the critical time to consider
how,
not
if
, they will engage their customers.
Social media gives companies the power to create fans, not just customers; to rally the organization to become more customer-centric; and to create new revenue streams in three dimensions.
Social media use also comes with two significant risks: Those who ignore the growing demand will be caught off guard and miss out on the next wave of customer relationship building; and those who do not understand what it takes organizationally to fully embrace and leverage social media will fail to realize its promise.
In the early days of social media, companies could quickly dismiss it—for a number of common reasons:
“We're not like Amazon or eBay. We don't need it.”
“Our customers aren't using it and likely won't.”
“We don't see how this would ever fit into our business model.”
However, fast-forward five years, and it's easy to see that social media has matured and is now mainstream. In fact, social media now is dramatically influencing traditional business-to-consumer models and is well on its way to changing business-to-business models.
Why? The customer franchise is rapidly embracing social media, with three groups leading the way. The massive influence of the large millennial generation, the initial adopters of social media, has been well documented. However, as mentioned in the Introduction, baby boomers increasingly are using social media—just one example of how this group is redefining what people think of as “senior citizens.” Finally, millions of first-time consumers are entering the landscape in emerging markets, and many of them see social media as a way to connect instantly with the rest of the world.
But the fact that many of their customers and prospects are using social media is only part of the reason why it should matter to companies. The more prominent factor is that social media is not simply a new channel, as some have characterized it; rather, it is fundamentally changing the business model and role of the company.
The last time companies faced such an issue was the rise of ecommerce. However, that development primarily involved adding a new channel. Yet, on a superficial level, the debate we hear among business executives today about social media bears a striking resemblance to those confusing days when the Web was being touted as the end to business as we know it. “Is it just hype?” “Do I really need to embrace it?” “How do I make best use of it?” “How do I prove the business case?” “What are the benefits?”
What Makes Social Media Difficult to Address?
Beyond the innovators and early adopters, many companies still are struggling to determine how to address the social media conundrum. And, indeed, it is a significant challenge. As noted, social media still is a new phenomenon, and, thus, there are few rules or proven best practices in place for how to manage it. It also has yet to affect the entire customer or prospect base of most companies, so companies are understandably unsure of how and where to invest in social media capabilities. Perhaps even more problematic is the fact that social media forces companies to take action based on imprecise information, which is counter to an organization's instincts.
In summing up the challenge, we've identified six factors that make social media so difficult to address because, combined, they illustrate how the conventional wisdom of customer communications and brand engagement no longer applies:
“You Give Up Control”:
There's no viable regulation of the media, so the content doesn't have to be true.The impact of social media cannot be stopped or undone, even in court.“It Is Everywhere”:
Social media transcends traditional geographic, demographic, and economic boundaries.Social media content is amplified via the “viral effect.”“It Is Emotional, as well as Functional”:
User-generated content often is triggered by an emotional reaction.Social media forces companies to shift from dealing with long, predictable cycle times to having to make decisions much more quickly and with less precise information.Each of these factors requires an organization to be extremely agile simply to keep pace. Unfortunately, such agility is not commonplace in most organizations, which is what makes dealing with social media such a challenge.
As we consider the characteristics of social media and their impact, it's clear that companies now must consider the fact there are new rules for customers, business functions, and growth strategies.
Social Media Ignites a Seismic “Shift of Power” Toward Customers and Consumers
For years we have observed a steady increase in the power consumers believe they should hold in their dealings with providers. Consumers no longer accept that they are at the end of the “conveyor belt,” simply accepting marketing messages companies push out into the marketplace and passively waiting at the company's mercy when giving feedback or lodging a complaint. Now consumers not only want to be engaged earlier in that process, but they also want to be more engaged at various points throughout the relationship (on their terms, of course)—whether that involves providing advice and feedback on the company's products and services, having access to specialized content, or getting an immediate response to their questions.
Social media provides a highly public and powerful venue for consumers to speak their minds about companies and their brands, thus enabling consumers to “call out” companies when they're not performing up to customers’ expectations (and spark a real change in behavior). And it serves as a vehicle through which consumers can force conversations with a company that they can manage more actively, a departure from the one-way transaction-based communications (in which the company talks to, not with, customers) that used to characterize the customer-company relationship. Thus, social media in many ways makes consumers co-owners of a company's brand and places them essentially on equal footing with a company.
This is something that U.S. consumer electronics retailer Best Buy has recognized, and it's a fundamental driver of the company's social media efforts. “For us today, [social media] is really about deepening our customer relationships,” said Tracy Benson, senior director, interactive marketing and emerging media for Best Buy. “[That means letting customers] know they can go to you for questions…[and] can participate in the dialogue.” Benson equates the situation to a friendship. “If [my friend] only talks to me and never allows me to talk, and if they just tell me what to do all the time, it's not a great friendship, right? It's a push. Social media gives us the opportunity to push, pull, and enable, and the return is a stronger, deeper relationship. And studies have shown that when your relationships are stronger, your customers will look to you first, look to you more often and intentionally think about you when they have a product they need to purchase.” Ultimately, the net result, noted Benson, is greater sales.
Social Media Has a Profound Effect on Traditional Business Functions
The scope and scale of social media leaves few areas of a company untouched. However, while all functions in a business are impacted by social media, some are more extensively and directly affected than others.
One way to think about impact is to consider a spectrum of influence, such as that in Figure 1.1.
FIGURE 1.1 Social Media Affects Business Functions Differently.
At the far left of the spectrum are functions farthest from the customer—such as legal and finance. These functions are likely to be least affected by social media (although they will, in fact, be impacted and have activities alongside other functions).
In the middle are functions that experience moderate impact. They include research and development (R&D) and the supply chain, which, while not directly connected to customers, play an instrumental role in fulfilling customer demand and will require new levels of agility to accommodate the always-on, fast-paced nature of social media.
At the far right of the spectrum are functions that are highly affected by social media. Not surprisingly, these include the three front-office functions of marketing, sales and service, as well as information technology (IT) and human resources (HR).
The most significant impact on the front office is that social media will prove to be the final nail in the coffin of the one-size-fits-all customer experience model. Companies have spent the past 20 years perfecting the one experience they aspire to, which they think will appropriately capture the essence of their brands. However, with the help of social media, the customer base continues to fragment into ever-more granular segments, each with highly specialized interests and needs. Thus, a company that continues to deliver an experience geared toward the masses can alienate as many customers as those it pleases. In the new era of social media, companies will have to become extremely adept at determining the experiences specific customer segments desire and then at delivering those experiences consistently and flawlessly.
Social media also is further blurring the lines among marketing, sales, and service. For instance, the concept of marketing as a stand-alone, “research and origination” channel rapidly is giving way to a model in which marketing and sales effectively become a single “engagement channel,” where customers learn about an offer, research it, consult with friends about it, and make their purchase in a highly compressed time frame. In this environment, the traditional functional boundaries between marketing and sales disappear. Similarly, the line between sales and service is blurring, as the service process becomes increasingly responsible for bringing to life the promise made by sales. In other words, customers no longer see sales and service as two distinct transactions. Rather, they view them both as inextricably linked to the overall experience they have with the company. If service falls short, it squanders the goodwill the customer felt at the time of purchase and erodes the company's credibility. Customers are blurring the lines as well. Social Media has turned customers into marketers as they leverage social media to bring their favorite products to their own networks—via enabling web sites like Lemonade.com.
From an HR perspective, the impact of social media is twofold. Because social media can effectively make every employee a spokesperson for the company, HR must determine how to manage the ways in which employees engage in social media conversations about the company and how they represent the organization in these conversations. This is substantially different from years past, when public relations (PR) and HR only had to concern itself with the limited number of “official” spokespeople who were authorized to interact with the media, had the appropriate training, and conducted their interviews in controlled environments. Today, while employees aren't holding press conferences, they do have the ability to do good or cause harm online. Thus, they must be much more aware of the nuances of their communications and have clear boundaries regarding what they say and how they say it.
Just as important from an HR perspective is the talent question. As companies increasingly use social media in multiple business functions, HR must ensure that employees possess the appropriate social media skills and capabilities. Doing so requires considering such skills, where relevant, not only in the recruiting process but also in the training and development of existing employees. Furthermore, social media is playing an increasingly prominent role in how organizations attract employees. Prospective candidates are using social media to get a composite picture of an organization to determine whether it is a good fit for them (which means companies need to make sure the employee value proposition they present via social media is appropriate and compelling). Companies can use social media to find and vet candidates (which requires people in the HR function who are adept at incorporating social media searches into their overall recruiting process).
The IT function, by virtue of the technology-driven nature of social media, also is in the “high-impact” zone. We see three main areas in which chief information officers (CIOs) are affected. The first area relates to the propagation of data. CIOs need to determine how they will capture, organize, analyze, and leverage the vast amounts of data social media generates. The second area involves what we call “disposable technologies.” Social media introduces all sorts of technologies that aren't necessarily going to be around for 15 years, so they're not infrastructure per se. But still, the organization needs to have a plan for how to acquire and retire them as well as how they fit within the overall IT portfolio. The third area relates to the overall planning and execution process for technology in the business. One of the impacts here could include shifting from annual to quarterly planning for technology to accommodate rapidly evolving social media tools and large shifts in customer bases. Another could be staffing related, as CIOs need to anticipate the kinds of skills their IT organizations require in a social media–driven world. We discuss these and other impacts in greater detail in Chapter 15.
Social Media Creates Significant New Opportunities for Strategic Growth but also Carries Substantial Risk
With any new development, both opportunities and risks abound. Social media is no different in that regard.
Managed correctly, social media enables companies to significantly accelerate their ability to launch new brands, incrementally strengthen customer relationships and drive revenues from existing customers, new customers and new local/global markets.
Social Media is being used to grow new revenues from the current customer base—finding opportunities among existing customers to provide new products or services or to augment those already offered. By identifying unmet needs among current customers and developing value-based products and services to meet those needs, companies can differentiate themselves from their competition as well as generate incremental sales and margin. Some great examples of how social media can deliver on this are Dell Swarm (which enables customers to get discounts on Dell products by banding together on social networks to make volume purchases) and MyStarbucksIdea (which enables customers to post and rate ideas for new Starbucks products and practices).
Social Media is also being used to appeal to broad ranges of new customers in new ways—recognizing opportunities in new segments ‘hidden’ inside and outside of the existing customer base. Growth possibilities abound for companies that devise innovative ways to identify, engage, and acquire prospective new buyers. IKEA's photo-tagging campaign on Facebook illustrates how social media can be used to spread the word to potential new customers much faster, more effectively, and less expensively than traditional campaigns. The Swedish home furnishings company wanted to promote the opening of a new store in Malmo, Sweden. It created a profile page for the store manager on Facebook and posted on that profile page photos of various IKEA products. To generate excitement about the store and IKEA products, the company put the word out that the first person to tag his or her name to a product in the pictures on the profile won the product. In short order, thousands of people tagged themselves in photos of products ranging from beds, to vases, to sofas in an attempt to win. Not surprisingly, the campaign quickly spread across the site, generating a massive increase in awareness of the company and the new store.
Social Media is even being used to engage and grow new markets, whether that's capitalizing on opportunities in new geographies or enhancing local market execution. There's no doubt that emerging markets—which, for many companies, are still largely untapped—offer the greatest opportunities for growth in the coming years. Yet there is still plenty of untapped potential in companies’ existing local markets. Companies can use social media to enter new global markets more successfully by developing market-specific insights and approaches to tailor products and offers to customer segments as well as expand more effectively in existing local markets by gaining a more granular picture of existing and prospective customers and how those customers differ from market to market. Nokia Beta Labs demonstrates how, through social media, companies can transcend physical boundaries and distances to interact with customers. Nokia Beta Labs is a web site through which Nokia makes its beta applications available for public download anywhere in the world. Users submit feedback on the applications, which is passed on to the product development team for consideration. Such feedback is invaluable to Nokia's ability to understand the unique needs and preferences of customers in particular regions or markets and build relationships with them without the need for a physical retail presence.
Social media also provides an opportunity for a company to engage and energize its employee base in the promotion of its brand. With employees already participating credibly in online conversations as part of the consumer population, it's a natural extension for a company to encourage employees to use that position to serve as fans and facilitators.
What's at risk if companies don't engage? Ignoring social media will not make it go away or lessen its impact. Social media is here and it's happening, regardless of which companies participate. If a company chooses not to act, it will find competitors rapidly filling the gap—and, potentially, could see its brand and reputation damaged by critical comments that gain a life of their own and “go viral.”
The preceding opportunities and risks are embodied in what we call “consumer activism.” When a company uses social media in the right way to engage customers, it will find customers are more than willing to become an extension of its sales force and customer service organization, to help spread the good word and attract other customers. As one example, Virgin America has more than 20,000 followers on Twitter, which gives the airline incredible access to an engaged and loyal community of customers. But beyond simply enabling Virgin to reach customers quickly and inexpensively, the airline's Twitter account actually does the selling for the company when newcomers ask if they should fly Virgin.1
Conversely, when a company ignores social media or fails to use it correctly, it risks falling victim to a customer scorned who can turn an isolated incident into an international brand nightmare. Not many people had heard of Dave Carroll or his band (except for his loyal fans) before the spring of 2008. However, after watching United Airlines baggage handlers mistreat his $3,500 guitar on the tarmac before a flight, Carroll recorded three YouTube videos (“United Breaks Guitars”) about his experience.2 In four days, the videos attracted more than 7 million viewers, and he—and United's mistake—became known by people all around the world. One journalist asserted that the video was the biggest reason the airline's stock price fell 10 percent (cutting its market cap by $180 million).
A Change in Mind-Set Is Needed: The “Fifth P”
To begin adapting a company's operations and strategy to capitalize on social media, leaders must take the first critical step of changing their mind-sets and revising some long-held beliefs about building and managing customer relationships.
In particular, they need to acknowledge that social media has fundamentally changed the traditional “four Ps of marketing”: promotion, product, place, and price. When the four Ps were created, customers gathered information about their purchases mostly through their direct contact with sales channel providers, such as retailers, and information provided directly by the maker, like product labels or advertising. So it made sense for marketers to base their sales-growth efforts on manipulating those four attributes of their offerings to find the right combinations that would entice customers to buy.
Although the initial four Ps still apply, social media requires the addition of a fifth P: people. The distinction here is that the original four Ps relate to proactive things a company does to its customers; adding the “people” element recognizes the new collaborative nature of the customer-company relationship made possible by social media. In other words, prior to social media, people were on the receiving end of a company's actions while, today, they have joined the conversation and play a more significant role in shaping what is “done to them.”
Within this context, we can view the additional fifth P, people, as having five key elements—the “five Rs”: reputation, responsibility, relationship, reward, and rigor. The five Rs are the guideposts for how companies reengage with their audiences in today's collaborative world.
Reputation refers to the fact that in today's highly transparent world, brands no longer can be inconsistent in their actions versus their promise to customers—and get away with it. A company and its brand simply must deliver what they promise, because if they don't, their reputations have a significantly greater chance today of being damaged, and damaged deeply and quickly. But reputation also refers to how a company must respond to potentially damaging comments and criticisms. An organization must be able to use social media to engage in a dialogue with critics and unhappy customers to correct inaccuracies and address concerns head on and in a very public way.
Responsibility is a twofold issue. On one hand is the concern about privacy and the steps a company must take to be responsible with customers’ information—especially given the public nature of social media and the myriad opportunities for exposure of details that are not for widespread consumption. On the other hand is the extent to which a company is socially responsible. Consumers are evaluating their providers with the social responsibility yardstick today more than ever. Companies that don't measure up in consumers’ eyes risk being taken to task and exposed for all the world to see.
Relationship involves the proposition and posture a company must develop to effectively engage an individual via social media. In doing so, it must recognize the balanced nature of a true conversation as opposed to the one-way characteristic of a broadcast. For instance, marketing historically used to be about conveying a functional benefit at the right price point—such as Procter & Gamble's “Tide's in, dirt's out” slogan to convey the virtues of getting clothes cleaner with Tide laundry detergent. Function eventually evolved into emotion, where the message transcended “solving a problem” to making people feel better about themselves; witness the “Dirt is good” campaign for Unilever's OMO detergent, which is underpinned by the philosophy that playing outdoors is an essential part of a child's learning and development and that OMO can help parents by being there to clean up after their kids effectively.3 The collaborative and conversational nature of social media creates an opportunity for companies and brands to take that emotional connection—and the resulting relationships with customers—to an entirely new level, provided customers want to “talk with them.” The challenge will be for companies with inherently low-interest brands or offerings, which will have to work much harder to engage customers in meaningful dialogues.
Reward relates to the value organizations can both add to and derive from their conversations with individuals via social media. Until recently, companies typically relied heavily on transactional data—especially, purchase history—to paint pictures of their customers that could help them match their offerings with customers’ needs more effectively. With the advent of social media, companies have access to a whole new world of external data they can use to augment the data in their customer databases—and, thus, create even more highly personalized (and, thus, far more rewarding) products and services for customers. Doing so, in turn, will result in more value for the organization, as it benefits from greater advocacy and share of wallet among customers.
Finally, rigor involves the consistency and reliability of a company's operations and how those operations deliver the right customer experience via social media. Inconsistency through poor rigor is instantly visible to consumers and demonstrates at best incompetence and at worst insincerity. The interesting point here is that unlike with traditional channels, in which companies can use a “test and learn” approach to experiment with a select, small group of customers, social media offers no such option. Each and every engagement must be personal to the individual, a segment of one. How a company acts and what it says via social media is instantly experienced and scrutinized by potentially millions of people around the world. Thus, an organization must balance carefully thinking through its actions with being able to hold a conversation in real time.
As with the classic four Ps, when organizations are operationalizing the five Rs, they must ensure they strike the right balance. Too much or too little of any one of the dimensions covered by the five Rs will very quickly and very publicly expose the organization's lack of authenticity. Ultimately it will undermine not just the social media opportunity but also the brand.
Moving Forward: Practical Lessons for Getting Started
There is no question that social media is one of the most important consumer-related developments of the past 50 years. There is also no question that it is here to stay and will continue to create significant opportunities as well as risks for companies.
Companies that have already joined the conversation and made social media a priority understand how fundamentally it affects myriad areas of their business. These organizations are well ahead of the curve and have made substantial changes in their strategies, business processes, technology infrastructures and applications, and organization and talent bases that enable them to capitalize on the opportunities provided by social media while mitigating the risks. Other companies can learn much from their experiences.
In the remainder of the book, we explore the practices and approaches that leading organizations have adopted as well as share practical insights we have gained in our social media work with influential companies around the world. We begin in the next chapter by discussing the critical first step: how to develop an effective and appropriate social media strategy.
Chapter 2How to Develop a Social Media Strategy
Chris Boudreaux
Chapter Highlights
Getting started in social media can be an inexpensive proposition—at least at the outset. But companies that have been successful in using social media have learned quickly that it requires a substantial commitment in time, people, and money.
To avoid at best stumbling and at worst being completely consumed by social media, a company must develop at comprehensive strategy. A social media management framework can help organizations create or improve a social media strategy by delivering a prioritized road map for instituting the process, technological, organizational, and cultural changes required to achieve the strategy.
Many companies, lured by the novelty and inherent interest in social media, are tempted to jump right into the fray without fully thinking through what they're doing and why they're doing it. In other words, the “fire, ready, aim” approach to social media is not uncommon. At best, that approach can result in a company's failing to fully capitalize on the benefits of social media. At worst, it can be a public relations and customer relationship nightmare. That's why developing a comprehensive social media strategy early is critical.
Typically, social media initially is adopted by marketing and public relations (PR) teams because the early-use cases for social media focused on advertising and PR. For example, many organizations launch a blog or Twitter account as alternative channels for their press releases or to publish information on the company and its products. Then they may start announcing sales promotions or links to coupons. Soon thereafter, two things typically happen that significantly increase the complexity of managing social media in the organization.
Employees interacting with customers via social media realize they need more participation from other teams in the organization.
For example, they need to decide who handles a customer complaint received through Twitter. They have to coordinate announcements about sales promotions with supply chain and customer service leaders. They have to determine who will respond if a group of consumers suddenly launches an attack on the company's Facebook fan page on a Sunday morning. Or they have to figure out how they will work with human resources (HR) to ensure that the company appears well organized when people ask about job opportunities through Twitter.
As more people throughout the organization understand the potential value of social media, more teams want to use social media in their department.
Figure 2.1
provides an example listing of the internal stakeholders of social media in a global financial services firm.
FIGURE 2.1 Internal Social Media Stakeholders at a Fortune 100 Company.
As a result of these two factors, the complexity of using social media in an organization gradually increases over time, impacting multiple teams and functional areas. (See Figure 2.2.)
FIGURE 2.2 Increasing Operational Complexity of Social Media.
In most organizations, the operational complexity of social media increases in four important ways—coordination, scrutiny and accountability, data management, and scalability and consistency—each of which a strong social media strategy addresses.
Coordination
Most companies can find one or more internal teams using social media today. Because many social media tools are low cost (or free) and hosted outside of the corporate firewall, it has been easy for one or a handful of people to engage in social media on a small scale. But those teams typically achieve very little impact beyond the scope of their team—for example, a few PR professionals using a listening tool, or a small team of customer support agents using Twitter to respond to customer complaints.
As more functions in an organization engage in social media, coordination grows more difficult. Different teams will have different goals, motivations, knowledge, skills, resources, and urgency. Some teams will leap forward to stay ahead of the competition while others wait and see how the market, regulations, and internal politics develop.
During that time, different teams will purchase different social media applications that may provide redundant functionality and costs to the company. As a result, they will hire and develop people with different skill sets and knowledge. For example, HR may decide to use social media listening tools to find better job candidates at lower costs. At the same time, marketing may invest in different listening technologies for brand management while customer support develops its own listening and response tools to interact with customers. At some point, someone has to coordinate these investments and capabilities for the good of the overall company. (We cover social media tools for listening in more detail in Chapter 5.)
Scrutiny and Accountability
Although many organizations began their social media experience by experimenting with free tools and the spare time of a few employees, using social media at scale requires real investment in knowledgeable and skilled employees and tools, in addition to thoughtful strategies. Those all cost money. When asked to spend money, most organizations require a business case, or at least a reasonable hypothesis about how the investment will benefit the business.
Internal champions of social media seeking to achieve real business results will have to hold themselves accountable for measurable outcomes and most likely will need to demonstrate return on investment (ROI) in a business case. (ROI and metrics are covered in more detail in Chapter 3.)
In addition to business cases and demonstrable outcomes, internal champions of social media also must solve a broad array of questions to ensure that investments in social media align to business goals and are properly controlled and managed and that the people involved are appropriately measured and rewarded. Figure 2.3 lists many questions internal champions encounter as they work to achieve material business outcomes through social media. In Chapter 4, we provide more detailed guidance for internal champions seeking organizational support for social media investments.
FIGURE 2.3 Key Issues for Social Media Champions.
