From BRICKS TO CLICKS - Chartered Institute of Housing pdfs/Presentations... · from bricks to...

From BRICKS TO CLICKS

Housing GOes Digital

Anne Mc Crossan

Visceral Business

© 2013 Visceral Business Ltd.

© 2012 Visceral Business Ltd. December 2012.

from bricks to clicks - housing goes digital

www.visceralbusiness.com© 2013 Visceral Business Ltd.

SOCIAL media & BUSINESS PERSPECTIVES

The web is us. The net worth is in the network.

NETWORKEDNETWORKED1

SEAMLESSSEAMLESS2

No structural barriers.

OPENOPEN3

Digital tracking, social engagement and consensus, led by users.

COMPELLING4 COMPELLING

Don’t be dull or merely important. Content is integrated, experience is remarkable.

Purpose Beyond Profit5 Purpose Beyond Profit

Digital functionality and utility raise the bar and provide multidimensional value.

The key commercial differentiating advantage of the web is it’s porous.

The genetic code of ‘visceral’ business.

http://www.visceralbusiness.com



from bricks to clicks - housing goes digital

VisionPurpose

Values

StRAtegy

ASSETS

EXPERIENCE

REPUTATION


How can the housing sector make the best of and measure digital media and social business?


THE BRAND




ASSESSing THE IMPACT OF digital and SOCIAL MEDIA


GREATer UTILity

more PERSONAlity

‘High Tech’

‘High Touch’







1. Greater utility Social media delivers - reduced costs of transaction - increased networked productivity - has the power to reduce costs and improve processes using insights and data metrics - has the power to generate management innovations, powered by changes in the sector







2. More personality Social business is human business - the reputations of your people matter as much as your brand - communication is now also conversation - inbound information flows can inform business development - the content matrix needs to adjust - new leadership styles are open and collaborative







IDEAS THAT SPREAD, WIN

SETH GODIN RICHARD BRANSON

social brand Architecture emerges






CHANGING RELATIONSHIP BETWEEN INDUSTRIALISASTION AND CAPITALISation

The connection economyPowered bystuff that moves people.





DETERMINING WHAT YOU CONNECT AROUND

Who you are&

What you do

Products&

ServicesSkills

&Approach

Values, Culture

&Personality

Mission&

Cause

Industrial SOCIALcommercial

2

3 4

5

Tangible assets Intangible assets

1




CURRENT SOCIAL MEDIA PRACTICE

@BromfordGroup @BromfordLiving @BromfordHousing @BromfordSupport

Bromford Group has developed a coherent social brand architecture. This is just one type of strategy, there are others. All need to be able to meet bespoke business objectives and be part of a joined-up brand experience that works effectively across digital and social media marketing and offline.






The 2012 CONNECTED HOUSING INDEX

RankTotalScoreOrganisation

520

508

507

475

463

463

462

450

446

443

440

=15

17

=18

=18

20

436

416

406

394

394

391

14 429

439

416=15

1 - 20

OnlineFinancial

OnlineMaintenance

OnlineFeedback

OnlineProperty

1

2

3

4

= 5

= 5

7

8

9

10

11

12

13

Facebook GrowthRank

FacebookLikesRank

TwitterFollowers

Rank

30

49

36

28

5

24

48

20

52

30

OutreachInfluence

Rank

LinkedInFollowers

Rank

TwitterGrowthRank

TwitterStrength

Rank

12 40 - 16 15 3

19 28 19 28 - 50

- 58 40 83 66 70

26 38 85 44 20 15

- 6 - - 3 7

1 9 33 82 11 46

5 26 - 72 17 6

23 33 43 30 30 51

33 80 - 3 32 10

65 - 18 53 43 2 14

31 11 73 74 37 13

8 25 8 - - 50 5

23 - 24 84 55 26 21

21 22 46 96 41 51 27

2 43 2 50 98 23 2

49 28 7 46 100 9 26

33 17 - - 14 4 71

1 50 1 67 - 38 1

19 11 4 64 - 76 31

15 29 27 - - 48 24

© 2013 Visceral Business Ltd. www.visceralbusiness.com

223 The average number of ‘Likes’ an Housing Association has on Facebook. For charities it’s closer to 20,000. 989

The average number of Twitter ‘followers’ a Housing Association has. There are two distinct groups in the charity sector - those with 5,000 -10,000 followers while bigger charities have on average 25,000-50,000 followers.






Housing

Charity

Retail

LocalGov

Finance

Travel

Utilities

Sport

Digital Utility

Social Personality



© 2012 Visceral Business Ltd. December 2012.+50 0 +50+75 +25+100 +25 +75 +100

Money strength Brand strength

Social followers

Social leaders

2011 VISCERAL BUSINESS SOCIAL CHARITY INDEX

www.visceralbusiness.com





BUSINESS REDEFINED An integrated approach to social business value creation

•Reduce cycle for product development

•Capitalise on innovative approaches, improve differentiation

•Improve company processes

•Reduce waste across the organisation

•Eliminate operational blind spots

• Improve communications and marketing effectiveness, lower cost of sales

• Increase return on company assets

•Improve supporter services

•Find unmet user needs

•More accurate data

•Enhance interactions

•Share best practices

•Provide users with better information

•Grow engagement in the community

•Develop self-supporting communities

•Retain best users

•Reduce labour time

•Improve reputation

•Current advocates do more

•Develop skills and competencies

•Develop talent

•Improve brand awareness

•Strengthen culture

•Enable employees and users to represent the organisation

•Acquire new partners

1. Internal networks and communities

2. Communities of interest, local groups

3. External audiences

Stakeholder valueOperating efficiency/ excellence

People and culture

In a recent Altimeter Report, 56% percent of brands and agencies surveyed reported ‘an inability to tie social media to business outcomes’. Only 30% of organisations claim to be ‘very effective or extremely effective’ at connecting social media to revenue generation.

We benchmark our work against key metrics - internally, across communities of interest and networked partnerships and with external audiencesthrough mainstream social networks - that we’ll decide with you. In this way we can help you improve operating efficiency and excellence, increasestakeholder value and strengthen the social capital value of your people and culture.








SOCIAL BUSINESS IS REDEFINING ORGANISATION AND ENGAGEMENT BEYOND MARKETING

So how can the Housing sectoradapt and developto the opportunitiesas businesses and for its users?




THE 2012 CONNECTED HOUSING STUDY - MAIN FINDINGS

• Still at an early stage, insights and best practices are only just emerging.

• Activity is more tactical than strategic and mainly on Facebook and Twitter.

• Housing Associations aren’t yet fully adapting their brands to suit social media.

• Low levels of engagement for the sector overall, compared to some others.

• Developing greater utility and content is key - shift to storytelling and, on a very practical level, to creating better experiences.

• The next stage of evolution involves going beyond media to integrated organisational practice.








NEW BUSINESSMODELS

NEW SKILLS

10101011010101







CHANGING RELATIONSHIP BETWEEN THE INDIVIDUAL AND THE CORPORATion

SALES & MARKETING

HR

JOINT PARTNERSHIPS

management







IMPRESSIONSMonthly uniques

Spreading the messageLIKES & +1’s

SUBSCRIBErSDeveloping continuous

engagement

ADVOCATESNurturing social talent through conversation

PARTICIPAntsEndorsing involvement

and contribution

INFLUENCErSSwitching on the people

power of the social brand

PARTNERSCreating the networked and

connected organisation

Your top

THE POWER OF PULL




• Are you listening?

• Who’s connected?

• What’s the best platform strategy?

• What have you got to say?

• How are you going to say it?

• Who else can be part of the conversation?

• How can people connect with you?

7 THINGS TO DEVELOP







MORE THAN THE SUM OF THE PARTS

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MARKET RENTAL

SHAREDOWNERSHIP

PRIVATE SALE

STUDENTLIVING

KEYWORKERHOUSING

‘social’housing

LocalAuthorities

PLANNERS

HIGHEREDUCATION

buildingtrades

CENTRALGOVERNMENT

HOSPITALTRUSTS

DEVELOPERS

B2C

B2CYOUR

HOUSINGASSOCIATION



Meeting needs

Fulfilling desires




BUSINESS REDEFINED An integrated approach to social business value creation






• New scope for brand positioning, development and engagement.

• There are untapped benefits in establishing online communities.

• Find and develop leadership opportunities, wherever they are.

• Handle objections and develop insight in open space.

• Integrated communications connecting the dots across media.

• Management and cultural innovation.

• Search makes management go full circle, iterative development.

Next Steps








@ANNEMCX

@VISCERALBIZ

THE 2012 CONNECTED HOUSING REPORT

FREE TO DOWNLOAD from

www.VISCERALBUSINESS.COM

BE PART OF THE 2013 CONNECTED HOUSING STUDYCONNECT WITh US


THANK YOU




http://www.VISCERALBUSINESS

http://www.VISCERALBUSINESS

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