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Transcript of Charlenelibaja 110511072201-phpapp02
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Creating A Coherent Social Media Strategy
1
Charlene LiAltimeter Group2011 April 12Twitter: @charleneliEmail: [email protected]
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© 2011 Altimeter Group
2
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© 2011 Altimeter Group
It’s time to move past experiments3
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© 2011 Altimeter Group
It’s about RELATIONSHIPS
© 2011 Altimeter Group
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© 2011 Altimeter Group
Strategy Lead Prepare
Agenda5
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© 2011 Altimeter Group
Strategy Lead Prepare
Agenda6
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© 2011 Altimeter Group
Strategy Process Stages
Discovery Ideation Formulation & Alignment Planning Roadmap
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© 2011 Altimeter Group
Strategy Process Stages
Discovery Ideation Formulation & Alignment Planning Roadmap
Set context • Determine key objectives• Level of strategy (corporate, biz unit, brand)• Identify key metrics• Assess readiness
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© 2011 Altimeter Group
Align social with key strategic goals9
Examine your 2011 goals
Pick ones where social will have an impact
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© 2011 Altimeter Group
Corporate
Risk management
Leadership development
& culture
Value metrics
Business unitConsistency
across brands
Social strategist & COE
ROI metrics
BrandChannel focus
Community manager & education
Engagement metrics
Objectives differ by level10
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© 2011 Altimeter Group
Ask the Right Questions about Value
“We tend to overvalue the things we can
measure, and undervalue the things we
cannot.”
- John Hayes, CMO of American Express
© 2011 Altimeter Group
11
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© 2011 Altimeter Group
Use appropriate metrics at each level12
Corporate
LOB/Geo Stakeholders
Social Strategist/Community
Manager
Business metrics: revenue, CSAT, reputation.
Social media analytics: Insights, share of voice, resonance, WOM.
Engagement metrics: fans, followers, clicks.
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© 2011 Altimeter Group
Highlight where you are strong, where you need to develop.
Don’t create strategies that you can’t execute. Demonstrate impact of strategic work. Categories for readiness assessment
Assess your readiness to be social13
• Communication
• Mindset
• Roles
• Stakeholders
• Monitoring
• Reporting
• Customer Profile
• Market Analysis
• Processes
• Organizational Model
• Education
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© 2011 Altimeter Group
Benchmarking Social Readiness (Before)14
December 2009
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© 2011 Altimeter Group
Benchmarking Social Readiness (After)15
April 2010
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© 2011 Altimeter Group
Strategy Process Stages - Discovery
Discovery Ideation Formulation & Alignment Planning Roadmap
Collect and prioritize strategic options• Metrics-based value assessment• Prioritize against objectives
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© 2011 Altimeter Group
Impact• How does it
support an objective?
• What metrics matter?
Readiness• Are there
people who can do this?
• Is there budget?
Risks• What are the
risks if we do this?
• What if we don’t?
Priority• Does this
initiative enable other work?
Evaluate each initiative17
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© 2011 Altimeter Group
Define Your Strategy With Objectives18
Learn
Dialog
Support
Innovate
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© 2011 Altimeter Group
How does social media matter to B2B?
Chief stakeholders may not be using social media.• But lieutenants will be.
Social media is impacting how B2B decisions are being made.• Background research• Expertise• Search results impact
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© 2011 Altimeter Group
People in B2B use social media for work
29%
49%
51%
55%
62%
62%
Use Twitter to find or request business information
Ask questions on Q&A sites
Participate in online business communities or forums
Visit company blogs
Visit company profiles on social media sites
Read user ratings/reviews for business products/services
20
Source: 2009 Business.com Business Social Media Benchmarking Study (n=2,393)
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© 2011 Altimeter Group
Strategy• Learn• Dialog
• Support
• Innovate Lead Prepare
Agenda21
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© 2011 Altimeter Group
Track brand mentions with basic tools22
What would happen if every employee could learn from
customers?
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© 2011 Altimeter Group
Integrate monitoring with workflow23
From Radian 6, to be acquired by Salesforce.com
Other providers
AlterianBrandsEyeBuzzmetricsCymfonySysmosVisible Tech.
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© 2011 Altimeter Group
Be sure to track the actual conversations, not just the tweets
24
@JaimieH is a top diabetics advisor who was talking with an insulin pump maker
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© 2011 Altimeter Group
How KLM listened and surprised flyers25
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© 2011 Altimeter Group
No monitoring in place
Tracks brand mentions using basic tools (Google, Twitter)
Centralized monitoring but not actionable in business unites
Deep monitoring to prep & support campaigns
Monitoring & analytics support integrated into everyday workflow
Go beyond basic monitoring to analytics26
Make course corrections nearly real-time.
Use predictive analytics to anticipate demand.
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© 2011 Altimeter Group
Shoppers want to be “known”27
I walk into the store
And plans my visit
Store knows it’s me
Give me offers
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© 2011 Altimeter Group
Community insight platforms28
» Communispace and Passenger offer
online focus groups solutions.
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© 2011 Altimeter Group
Private communities give better control • Get input from specific communities• Can target specific hard-to-reach communities
But they are hard to create – and maintain• Who needs to be included? Excluded?• Provide non-monetary incentives/rewards for
participating in the community• Deserves and requires dedicated community manager• Integrate into your company’s support and innovation
process
Pros and cons of private communities29
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© 2011 Altimeter Group
30
Learn also from your employees
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© 2011 Altimeter Group
Go beyond traditional data to understand your customers
31
Demographic
Geographic
Psychographic
Behavioral
Socialgraphic
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© 2011 Altimeter Group
1. Where are your customers online?2. What social information or people do your
customers rely on?3. What is your customers’ social influence? Who
trusts them?4. What are your customers’ social
behaviors online?5. How do your customers use social technologies
in the context of your products.
Socialgraphics asks key questions32
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© 2011 Altimeter Group
Engagement Pyramid33
Curating
Producing
Commenting
Sharing
Watching
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© 2011 Altimeter Group
Engagement Pyramid - Watching34
Curating
Producing
Commenting
Sharing
Watching
Watch videosRead blog posts
Listen to podcastsRead tweets
Read discussion forum posts
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© 2011 Altimeter Group
Engagement Pyramid - Sharing35
Curating
Producing
Commenting
Sharing
Watching
Share a linkShare photosShare videos
Write a status updateRetweet
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© 2011 Altimeter Group
Engagement Pyramid - Commenting36
Curating
Producing
Commenting
Sharing
Watching
Comment on a blogWrite a reviewRate a productParticipate in a
discussion forum@Reply on Twitter
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© 2011 Altimeter Group
Engagement Pyramid - Producing37
Curating
Producing
Commenting
Sharing
Watching
Write a blogCreate videos or
podcastsTweet for an
audience
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© 2011 Altimeter Group
Engagement Pyramid - Curating38
Curating
Producing
Commenting
Sharing
Watching
Moderate a wiki or discussion forum
Curate a Facebook fan page
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© 2011 Altimeter Group
Spain Germany UK United States
Curating <1% <1% <1% <1%
Producing 30.3% 21.1% 52.7% 26.1%
Commenting 45.1% 31.9% 54.0% 34.4%
Sharing 58.6% 61.8% 79.3% 63.0%
Watching 82.2% 78.9% 89.3% 78.1%
Engagement Pyramid Data39
Source: Global Wave Index Wave 2, Trendstream.net, January 2010
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© 2011 Altimeter Group
Conduct research to identify the social behaviors of your target customer
Also identify:
• Where are they online: Surveys or brand monitoring
• Who do they trust: Surveys
• Who do they influence: Survey or brand monitoring
• How they use these tools in context of your products: Most often surveys.
When you first understand your customers, your marketing efforts will naturally unfold.
Putting socialgraphics to work40
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© 2011 Altimeter Group
Listen and learn from your customers. Start with basic monitoring tools, but quickly
evolve them. Invest in analytics that matter. Use metrics that
are relevant to your business. Understand the socialgraphics of your customers.
Summary - Learn41
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© 2011 Altimeter Group
Strategy• Learn
• Dialog• Support
• Innovate Lead Prepare
Agenda42
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© 2011 Altimeter Group
Conversations, not messages
Human, not corporate
Continuous, not episodic
The New Normal43
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© 2011 Altimeter Group
Blogs establish thought leadership44
CEO Richard Edelman has been blogging consistently
since Setpember 2004.
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© 2011 Altimeter Group
SonyEurope rewards Twitter followers with discount that drives significant sales
45
SonyEuropes 10% off VAIO laptops deal to celebrate their 1,000
Twitter follower lead to over €1m worth of product ordered.
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© 2011 Altimeter Group
VW inserted a tweet analyzing tool into their banner ad to suggest a specific model
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© 2011 Altimeter Group
Spain Tourism used multiple channels to encourage dialog/sharing
47
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© 2011 Altimeter Group
Kohl’s engages directly with customers48
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© 2011 Altimeter Group
B2B can also use Facebook49
• Develop relationships with job candidates, prospects, and current employees
• Insert your content into newsfeed of fans
• B2B is really people to people
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© 2011 Altimeter Group
Encourage commenting to get into the Facebook news feed
50
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© 2011 Altimeter Group
Premier Farnell supports engineers with community, and employees with “OurTube”
51
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© 2011 Altimeter Group
Give out Flip cameras/smartphones• Set up an internal “OurTube”• Transcribe conversations into emails and posts
Ask people for best practices, reactions, advice, opinion in areas of passion.
Recognize key contributors.
Getting people to share within your company
52
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© 2011 Altimeter Group
Tivo joined an existing community53
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© 2011 Altimeter Group
Advocacy – A five-phase approach54
Phase 1: Internal
Readiness
Phase 2: Identify
Advocates
Phase 3: Build
Relationships
Phase 4: Put
Advocates First
Phase 5: Foster Growth
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© 2011 Altimeter Group
Tesco engages influencer blogs55
Blog post series highlights & drives traffic to blogs by
Influencers. Twitter feed encouagesengagement too.
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© 2011 Altimeter Group
Have an authentic conversation with your customers that they want to have.
Engage across and through social communities Engage off of your Web site. Recruit an army of customer advocates. Respond to your prospects and customers in real
time.
Summary - Dialog56
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It’s about RELATIONSHIPS
© 2011 Altimeter Group
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© 2011 Altimeter Group© 2011 Altimeter Group
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Support and Innovate With Your Customers
1
Charlene LiAltimeter Group2011 April 12Twitter: @charleneliEmail: [email protected]
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© 2011 Altimeter Group
It’s about RELATIONSHIPS
© 2011 Altimeter Group
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© 2011 Altimeter Group
Strategy• Learn
• Dialog
• Support• Innovate
Lead Prepare
Agenda3
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© 2011 Altimeter Group
Vodafone UK uses Twitter to proactively communicate with customers
Vodafone UK humanizes their Twitter account by
including pictures of their support team and
identifying different respondents by an “^”
and the team member’s initials.
4
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© 2011 Altimeter Group
Ritz-Carlton managers monitor Twitter for real-time service
5
Property manager helped unhappy honeymooners
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© 2011 Altimeter Group
Support during a crisis6
Used #euva and #ashtag to track conversationsSource: simplifying.com
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© 2011 Altimeter Group
DellOutlet supports sales with Twitter7
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© 2011 Altimeter Group
Question & Answer sites provide opportunity for support
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© 2011 Altimeter Group
Q&A encourages dialog too9
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© 2011 Altimeter Group
iRobot ties discussion boards into customers support
10
iRobot escalates unanswered
questions into support centers
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© 2011 Altimeter Group
Salesforce.com Service Cloud ties social channels back to customer data
11
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Solarwinds’ community is strategic12
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Retailer Best Buy has 2,500 employees providing support via Twitter
13
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Real-time isn’t fast enough. Integrate “social” support into your support
infrastructure. Scaling support to meet the groundswell will
require that you create your own groundswell.
Summary - Support14
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Strategy• Learn
• Dialog
• Support
• Innovate Lead Prepare
Agenda15
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P&G uses reviews to improve products16
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Danish bank ask for help to improve mobile banking on Facebook
17
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Finnish post created an idea exchange18
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Fiat invites ideas for a new car19
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Archer collects product development ideas in a private community
20
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Starbucks involves 50 people around the organization in innovation
Over 100 ideas have been
implemented
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Dell taps employee ideas too
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P&G goes outside for innovation23
P&G made outside-in
innovation a priority
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P&G developed technology from diaper research Reached out to competitor Clorox to form a new
joint venture Helped Glad become Clorox’s second largest
brand
Success story: Glad Press’n Seal24
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ModCloth has customers merchandise new products
25
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Innovating can come from any customer or employee interaction.
Dedicated innovation communities require significant commitment and nurturing.
Extend your firewall to bring customers into your organization.
Summary - Innovating26
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Strategy Process Stages
Discovery Ideation Formulation & Alignment Planning Roadmap
Strategy statement• What you will do• What you won’t do
Scenarios development• Implementation roadblocks• Company and leadership implications• Risk identification• Build resilience
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What’s the Next Big Thing?28
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Identify and prioritizing disruptions that matter
User Experience•Is it easy for people to use?
•Does it enable people to connect in new ways?
Business Model•Does it tap new revenue streams?
•Is it done at a lower cost?
Ecosystem Value•Does it change the flow of value?
•Does it shift power from one player to another?
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“How personal relationships, individual opinions, powerful storytelling and social capital are helping brands…become more believable.”
1) Likenomics (credit to Rohit Bhargava)31
Understand the supply, demand, and thus, value of Likes as social currency
See http://bit.ly/rohit-likenomics for Rohit’s take
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Likenomics evaluation32
User experience impact - moderate• People with high social currency will enjoy benefits,
richer experiences, receive psychic income.• People with low social currency will find ways to get it.
Business model impact – moderate• New economics create opportunity for people who
understand Likenomics to leverage gas.• The cost of accessing social currency will increase, and
raise barriers to entry. Ecosystem value impact – none
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2) Social Search – Beyond Friends to Interests
Social sharing rises as a search ranking signal, esp in the enterprise
Create a social content hub to gain traction
Use microformats to highlight granularity (e.g. hProduct & hReview)
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Social Search evaluation34
User experience impact - Moderate• Search becomes more useful, relevant to people.
Business model impact – Moderate• SEO takes on a different dimension, rewards
companies with social currency, personalized experiences.
Ecosystem value impact – Moderate• New power brokers are social data/profile players who
capture activity data and profiles.• Google has little of either.
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Social monitoring merges with Web analytics• HOT: Omniture, Coremetrics/IBM, Webtrends
Technology like Hadoop makes it easy for companies to tap “Big Data”• E.g. New York Times making its archives public• Twitter archived by Library of Congress• Facebook Cassandra, Amazon Dynamo, Google
BigTable Data visualization tools make it easy to digest Balancing privacy and personalization
3) Big Data35
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Big Data evaluation36
User experience impact - Low• Most users won’t directly experience Big Data.
Business model impact – High• New businesses and initiatives can be started at very
low cost. Ecosystem value impact – Moderate
• Owners of Big Data repositories can assert control, demand payments for access.
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4) Game-ification
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TurboTax used “games” to encourage sharing and support
38
Social design can enter training, collaboration, support, hiring
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Gamification evaluation39
User experience impact – High• Experiences get richer, more engaging
Business model impact – Moderate• Work gets done faster, cheaper.• New organizational structures and cultures emerge.
Ecosystem value impact – Low• Service providers will remain focused, boutique firms.
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5) Curation
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Curation evaluation41
User experience impact – Moderate• User authority established from better curation, better
content is organized well. Business model impact – Moderate
• Easier for businesses to create their content. Ecosystem value impact – Moderate
• Individuals challenge media and brands as authorities –and publishers that siphon off ad dollars.
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© 2011 Altimeter Group
User Experience
Business Model
Value Networks
Likenomics Moderate Moderate LowSocial Search Moderate Moderate ModerateBig Data Low High ModerateEnterprise Soc Net High Moderate Moderate
Gamification High Moderate LowCuration Moderate Moderate Moderate
Summary of disruptions42
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It’s about RELATIONSHIPS
© 2011 Altimeter Group
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44
Thank you44
Charlene Li
charleneli.com/blog
Twitter: charleneli
For more information & to buy the
book visit open-leadership.com
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Leading The Open Organization
1
Charlene LiAltimeter Group2011 April 12Twitter: @charleneliEmail: [email protected]
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It’s about RELATIONSHIPS
© 2011 Altimeter Group
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Strategy• Learn
• Dialog
• Support
• Innovate Lead Prepare
Agenda3
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OUT of CONTROL?
© 2011 Altimeter Group
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How to give up control
© 2011 Altimeter Group
but still be in command
7
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Open Leadership8
Having the confidence and humility to give up the need to be in control,while inspiring commitment from people to accomplish goals
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10 elements of openness9
• Explaining• Updating• Conversing• Open Mic• Crowdsourcing• Platforms
Information Sharing
• Centralized• Democratic• Consensus• Distributed
Decision Making
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Explaining strategic decisions10
Open book management
Managing leaks
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Updating with every day stuff
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Kohl’s has conversations on Facebook12
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Open Mic: When people contribute13
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Crowdsourcing new Walkers flavour14
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Open platforms make it easy to partner and share
15
Open architecture Open data access
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Centralized Democratic
Consensus Distributed
Decision making models
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170 employees 100 modules with
“module owners” One person makes
the final decision in each module
Social technologies make distributed decision making possible
17
Manage complex tasks Organizing for speed
65,000 employees 16 Councils,
50 Boards make strategic decisions
Joint leadership of each group
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Determine how open you need to be with information to meet your goals
18
Openness audit available at http://bit.ly/opennessaudit
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Complete the Openness Audit19
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Traits of Open Leaders20
Authenticity Transparency
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Transparency as an imperative21
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How Best Buy became open and social22
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Best Buy’s First Social Media Experts23
Steve Bendt & Gary Koelling
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The Executive Advocate24
Barry Judge CMO of Best Buy
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Barry’s first post25
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The Premier Black Fiasco26
6.8 million emails sent instead of 1,000 test
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Developing Open Leaders
© 2010 Altimeter Group
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© 2011 Altimeter Group
“You can imagine the Chatterati creating as much value as an SVP in the organization by sharing their institutional knowledge and expertise - and we should look at compensation structures with that in mind.”
- Marc Benioff, CEO of Salesforce.com
© 2010 Altimeter Group
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Strategy• Learn
• Dialog
• Support
• Innovate Lead Prepare
Agenda29
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#1 Create a Culture of Sharing30
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#2 Discipline is Needed to Succeed
Can you add value?
Evaluate the purpose
Respond in kind & share
Thank the person
Unhappy Customer?
DedicatedComplainer?
Comedian Want-to-Be?
NegativePositive
Yes No
Do you want to respond?
No Response
No
Yes
Take reasonable action to fix issue and let customer
know action taken
Are the facts correct?
Gently correct the facts
No
No
No
Yes
Are the facts correct?
Does customer need/deserve more
info?
Yes
Explain what is being done to
correct the issue.
Yes
Is the problem
being fixed?
Yes
Let post stand and monitor.
No
Yes
NoYes
Yes
Assess the message
Adapted from US Air Force Comment Policy
© 2011 Altimeter Group
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Five ways companies organize around social media32
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#3 Ask the Right Questions about Value
“We tend to overvalue the things we can
measure, and undervalue the things we
cannot.”
- John Hayes, CMO of American Express
© 2011 Altimeter Group
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+ Value of purchases-Cost of acquisition
____________________= Customer lifetime value
The new lifetime value calculation
• Percent that refer• Size of their networks• Percent of referred people who purchase• Value of purchases
• Percent that provide support• Frequency and value of the support
+ Value of new customers from referrals
+ Value of support+ Value of ideas
+ Value of insights
Spreadsheets for all calculations available at open-leadership.com
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35% increase in LTV captured35
Year 1 Year 2 Year 3 Number of customers 10,000 5,000 3,500 Gross profit of purchases $400,000 $200,000 $140,000 Cost of acquisition $150,000 $25,000 $17,500 Net profit $250,000 $175,000 $122,500Traditional LTV/customer $74.89
Value of referrals $30,000 $45,906 $45,287 Value of insights $10,000 $5,438 $4,080 Value of support $5,438 $8,156 $6,120 Value of ideas $2,000 $1,000 $1,000 Net profit and value $297,438 $235,500 $178,986Revised LTV per customer $101.48
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Fans
Large network
Refers
Doesn’t refer
Small network
Refers
Doesn’t refer
Find more fans with large networks
Encourage fans to make more
referrals
Make decisions with metrics36
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No relationships are perfectGoogle’s mantra:
“Fail fast, fail smart”
#4 Prepare for Failure
© 2011 Altimeter Group
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Structure your risk-taking and failure systems to create resilience
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1. Conduct pre- and post-mortems.• E.g. Johnson & Johnson after Motrin Moms.
2. Identify the top 5-10 worst case scenarios.• Develop mitigation and contingency plans.• E.g. Ford’s “lost” Fiesta.
3. Build in responsiveness.• E.g. Best Buy’s Black reward card.
4. Prepare yourself for the personal cost of failure.
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Audit the last few failures you and your organization experienced.• 25% - what happened.• 25% - what you learned.• 50% - what you will do next.
Keep a failure file. Identify risk-taking training needs. Build failure into your planning and operating
processes. Create support networks for the inevitable
failures.
Action plan to prepare for failure40
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It’s about RELATIONSHIPS
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AND STILL BE IN COMMANDGive Up Control
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