Jeremiah Owyang's Career Path of a Corporate Social Strategist for Awareness, Inc.
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Transcript of Jeremiah Owyang's Career Path of a Corporate Social Strategist for Awareness, Inc.
Welcome to today’s #AwarenessInc webinar!!
© 2010 Awareness CONFIDENTIAL
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Your Presenters
Your Presenter: Jeremiah Owyang Al;meter Group | @jowyang
Your Host: Mike Lewis, Awareness [email protected] @bostonmike | @awarenessinc
© 2010 Awareness CONFIDENTIAL
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Got Ques=ons?
Use the hashtag: #awarenessinc On TwiDer
Technical Issues? Contact Webex customer support
© 2010 Awareness CONFIDENTIAL
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Who is Awareness ?
• Laser focused on the needs of marketers
• The pioneer and leader in social media management soOware
• SoOware is powering the social media strategy of small-‐to-‐large sized organiza=ons
• Partnered with leading digital and interac=ve agencies CUSTOMERS PARTNERS
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Social Marke=ng Maturity
© 2010 Awareness CONFIDENTIAL
Social Media Engagement
# of Active Channels
Altimeter “Engagement db” July 2009
Selectives Mavens
Wallflowers Butterflies
10% 6%
18% 5%
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Social Marke=ng without the Hub
Product Marketing Manager
Product Marketing Manager
Corporate Marketing ? ?
Consumer Communities
? ?
Corporate Owned Communities Individuals
© 2010 Awareness CONFIDENTIAL
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Awareness Social Marke=ng Hub
© 2010 Awareness CONFIDENTIAL
Publish : Content-‐centric, mul=-‐channel
Manage : Enterprise grade access controls, permissioning, and control
Measure : Meaningful reports and marke=ng-‐focused Social Monitoring
Engage : Interact with individuals who are passionate about your content
Gain Control of your Social Media Programs
Centralize your programs
Evolve from tac;cal programs to strategic social media
Measure Success for mul=ple channels and assets
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The Next Step
© 2010 Awareness CONFIDENTIAL
Contact me for a demo: [email protected]
@bostonmike
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See the Hub in ac=on!
Social MarkeIng Hub Demo
w/ Will Eisner, Director of Product Marke=ng
Dec 2nd – 2PM ET
http://tinyurl.com/hubdemo
Sign Up Now!!© 2010 Awareness CONFIDENTIAL
November 18, 2010
Jeremiah Owyang Industry Analyst
Corporate Innovation Role Career Path of the Corporate Social Strategist
© 2010 Altimeter Group
Image by gsfc used with Attribution as directed by Creative Commons http://www.flickr.com/photos/gsfc/4422729133
© 2010 Altimeter Group
Customers Have Changed
© 2010 Altimeter Group
3
An Open Leader Emerges
© 2010 Altimeter Group
Image by coreburn used with Attribution as directed by Creative Commons http://www.flickr.com/photos/coreburn/487357814
© 2010 Altimeter Group
Internal Storms Hinder Progress
© 2010 Altimeter Group
5
Compounding Demands Compounding Demands
© 2010 Altimeter Group
Image by iandavid used with Attribution as directed by Creative Commons http://www.flickr.com/photos/iandavid/3532086917
© 2010 Altimeter Group
Two Paths for the Strategist
© 2010 Altimeter Group
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Path 1: Grounded to "Social Media Help Desk
Image by carl-w-heindl used with Attribution as directed by Creative Commons http://www.flickr.com/photos/carl-w-heindl/3667334884/
© 2010 Altimeter Group
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Path 2: Achieve Escape Velocity
Image by carl-w-heindl used with Attribution as directed by Creative Commons http://www.flickr.com/photos/thirty_and_three/426973571
© 2010 Altimeter Group
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© 2010 Altimeter Group
What they intend to focus on in 2011 10
© 2010 Altimeter Group
What they intend to focus on in 2011 11
© 2010 Altimeter Group
Gauging interest for Bacon Salt 12
Makers of BaconSalt reached out to fans of bacon on MySpace to
gauge interest in their new product. Baconaisse and bacon-flavored sunflower seeds were later created after listening to customer
requests.!
© 2010 Altimeter Group
Charles Schwab uses private community to gather insight
13
Charles Schwab launched a private community to gather
insights from 350 Gen X non-clients. Schwab lowered
account minimums and made other changes as a
result.
© 2010 Altimeter Group
Mountain Dew crowdsourced a new flavor, design, and campaign
14
Mountain Dew fans submitted designs and will pick the new flavor. Three new flavors will be in stores by April 2010 –
fans will be able to try and vote for their top winner.
© 2010 Altimeter Group
Dell innovates across the organization 15
Use new listening platforms, identify in-house and
external experts, and know and influence key people!
© 2010 Altimeter Group
TurboTax Inner Circle members submit and vote on ideas on Idea Exchange page
16
© 2010 Altimeter Group
Customers submit and vote ideas on My Starbucks Idea
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Tens of thousands of customers have
submitted, commented, and voted on ideas at My Starbucks Idea. Over 50 have been implemented.
© 2010 Altimeter Group
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Definition: The Corporate Social Strategist is the business decision maker of social media programs – providing leadership, roadmap
definition, innovation; and directly influencing the spending on technology vendors and
service agencies.
© 2010 Altimeter Group
Their Background
© 2010 Altimeter Group
Image by Telstar Logistics used with Attribution as directed by Creative Commons http://www.flickr.com/photos/telstar/2936600
© 2010 Altimeter Group
Digital or marketing background 20
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Risk-takers and multi-disciplinary
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Their Program
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Image by Blyzz used with Attribution as directed by Creative Commons http://www.flickr.com/photos/blyzz/2530816698
© 2010 Altimeter Group
Programs are nascent, lacking long-term direction
© 2010 Altimeter Group
Stem from Marketing or Corporate Communications
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Limited budgets
© 2010 Altimeter Group
These programs are operating with very lean teams: • Average team was only 3.1 for companies with 1,000 to <
5,000 employees (Figure 6.5).
• Larger companies fared better, though ratio-wise they were stretched thinner – at 20 staff on average for companies with more than 100,000 employees.
• Those with more than 10 staff were concentrated at companies which more than 10,000 employees (33 out of 40 companies).
The only companies with more than 50 staff were technology giants
• Cisco Systems, Dell, IBM, Intel, SAP and Microsoft.
Understaffed to serve enterprise
© 2010 Altimeter Group
Understaffed to serve enterprise
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Their Challenges
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1. Friction from internal culture and a lack of education thwart progress.
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2. Proving real ROI difficult beyond engagement metrics
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2. Proving real ROI difficult beyond engagement metrics
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3: Serving the Entire Enterprise with Few Resources
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4. Ever-changing technology space leaves Strategists with “Head Spinning”
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5. Initially perceived as a threat, success breeds jealousy.
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6. Internal and external demands are rapidly compounding.
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About this Research Project An Open Leader Emerges
• Background • Responsibilities • Program • Challenges
Career Path • Path 1: Help Desk • Path 2: Proactive Programs
The Future of this Role
Agenda
© 2010 Altimeter Group
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Path 1: Grounded to "Social Media Help Desk
Image by carl-w-heindl used with Attribution as directed by Creative Commons http://www.flickr.com/photos/carl-w-heindl/3667334884/
© 2010 Altimeter Group
Reactive or Proactive? 38
© 2010 Altimeter Group
Some Social Strategists are already falling behind. • We found that 41% of survey respondents said they were
“reacting” to requests – rather than getting ahead of them.
The Tail Spin: 1. As more business units adopt “social media religion” they
will start to demand their own Facebook pages and Twitter accounts.
2. If the Social Strategist is unable to comply, business units will deploy on their own.
3. Then the Social Strategist succumbs to mere order taking and clean up, relegating themselves to a “Social Media Help Desk.”
Path One: “Social Media Help Desk.” 39
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Path 2: Achieve Escape Velocity
Image by thirty_and_three used with Attribution as directed by Creative Commons http://www.flickr.com/photos/thirty_and_three/426973571
© 2010 Altimeter Group
Savvy Social Strategists develop a proactive business program that gets ahead of business – and customer requests. • They rally internal stakeholders, manage a Center of
Excellence
• Define requirements in advance –before being asked
• Launch scalable programs that utilize the crowd for marketing, support, and product innovation.
Grow scope beyond their business unit –assisting the end user along the entire customer journey.
Path Two: Escape Velocity 41
© 2010 Altimeter Group
About this Research Project An Open Leader Emerges
• Background • Responsibilities • Program • Challenges
Career Path • Path 1: Help Desk • Path 2: Proactive Programs
The Future of this Role
Agenda
© 2010 Altimeter Group © 2010 Altimeter Group
The Future of this Role
Image by articnomad used with Attribution as directed by Creative Commons http://www.flickr.com/photos/articnomad/790831671/
© 2010 Altimeter Group
While these technologies are disruptive today, they will eventually become the norm. • Every customer touchpoint
• All phases of the customer journey
• All departments
• Like “Air” – it’s pervasive
As we heard from one Social Strategist: • “The need for a dedicated staff will diminish, social will
be a part of the fabric - marketing, PR, IT.”
The program transcends marketing and support functions – to span the entire customer journey
44
© 2010 Altimeter Group
Strategists may work themselves out of a role: • “In five years, this role doesn't exist. The role will be
subsumed into every part of the company.”
Another agency executive said: • “We don't have a ‘verbal communication strategist’ or
an ‘email planner’ now.”
Yet, we expect that these corporate entrepreneurs will likely move on the next wave of emerging technologies.
The Social Strategist role as we know it today will become obsolete.
45
© 2010 Altimeter Group
In the coming years, some will prove their multi- functional, cross-disciplinary, and customer-centric mettle.
John Bell, Global Managing Director at Olgivy’s 360 Digital Influence team, said: • “In two years, Social Strategists are involved in every
marketing operation at the table. In five years, they are at the head of the table.”
Thus, today’s Social Strategist may rise to executive status • VP of Customer Experience • Chief Customer Officer
Opportunity for the Corner Office 46
© 2010 Altimeter Group
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Jeremiah Owyang [email protected]
web-strategist.com/blog
Twitter: jowyang
THANK YOU
With assistance from Christine Tran and Charlene Li
© 2010 Altimeter Group
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Despite early successes, these programs are
nascent and plagued with challenges. Expect a handful of exceptional professionals to shine through, building programs that use
social technologies to connect with customers
along the entire customer journey.
© 2010 Altimeter Group
This independent research report was 100% funded by Altimeter Group.
This report is published under the principle of Open Research and is available at no cost.
The Creative Commons License is Attribution-Noncommercial-Share Alike 3.0 United States at http://creativecommons.org/licenses/by-nc-sa/3.0/us.
Open Research: Use and share with attribution 49
© 2010 Altimeter Group
Charlene Li, Partner, Altimeter Group
Christine Tran, Researcher, Altimeter Group
Andrew Jones, Researcher, Altimeter Group
Susan Etlinger, Altimeter Group
Prathima Murphy, Altimeter Group
Tarah Remington Brown, WOMMA
Ann Handley, MarketingProfs
Asha Hossain Design, Inc.
Sonal Mehta, Student
Jennifer McClure, Society for New Communications Research;
Anita Wong, Student
Gil Yehuda, GilYehuda.com
Contributor Recognition 50
51
Altimeter Group is a research-based advisory firm that helps
companies and industries leverage disruption to their advantage. We have four areas of focus: Leadership and Management,
Customer Strategy, Enterprise Strategy, and Innovation and Design.
Visit us at http://www.altimetergroup.com or contact [email protected].
ABOUT US
© 2010 Altimeter Group
Scope: Companies with over 1000 employees, which we define as enterprise class corporations (SMB data available for clients)
Data Sample: Quantitative and Qualitative • An online survey of 140 enterprise-class Social Strategists across
industries
• 51 interviews and interactions with corporate Social Strategists or topic authorities
• 50 job descriptions on company and recruitment web sites
• 50 LinkedIn profiles of current Social Strategists • Hundreds of Social Strategist hires catalogued on Web Strategy
blog’s “On The Move” series • Ongoing catalog the “List of Corporate Social Strategists for 2010”
Methodology 52
© 2010 Altimeter Group
1. Steve Bendt, Senior Marketing Manager, Social Media, Best Buy
2. Richard Binhammer, Senior Manager, Strategic Corporate Communications, Dell
3. LaSandra Brill, Senior Manager, Global Social Media, Cisco Systems Inc.
4. Rebecca Brown, Director, Social Media Strategy, Intel Corporation
5. Kelly Colbert, Director, Marketing Strategy, Wellpoint 6. Marty Collins, Director, Emerging Media, Microsoft 7. Florence Drakton, Social Media Manager, Toyota Motor
Sales U.S.A. 8. Kati Driscoll, Community Specialist, Social Media, AAA 9. Bert DuMars, Vice President, E-Business & Interactive
Marketing, Newell Rubbermaid 10. Frank Eliason, Senior Vice President, Social Media, Citi 11. Kimberley Gardiner, Manager, Marketing, Toyota Motor
Sales U.S.A. 12. Jeannette Gibson, Director, Social Media Marketing, Cisco
Systems Inc. 13. Jamie Grenney, Senior Director, Social Media,
Salesforce.com 14. Julie Haddon, Senior Director, Global Social Media, eBay
inc. 15. Gareth Hornberger, Coordinator, Social Media, Levi’s 16. Ken Kaplan, Manager, New Media and Broadcast, Intel 17. Steven Lazarus, Lead Strategist, Social Media &
Interactive Marketing, IBM 18. Jason Long, Community Manager, QlikTech 19. Dan Maloney, Global Vice President, Ecosystem Business
Development & Web Strategy, SAP
20. Manish Mehta, VP, Social Media & Community, Dell 21. Scott Monty, Manager, Global Digital & Multimedia
Communications, Ford Motor Company 22. Petra Neiger, Senior Manager, Global Social Media, Cisco
Systems Inc. 23. Marcus Nelson, Director, Social Media, Salesforce.com 24. Bowen Payson, Manager, Online & Digital Marketing,
Virgin America 25. Holly Potter, Vice President, Public Relations, Kaiser
Permanente 26. Maria Poveromo, Director, Social Media, Adobe Systems 27. Toby Richards, General Manager, Community & Online
Support, Microsoft 28. Chip Rogers, Vice President and COO, SAP Community
Network and Ecosystem Events 29. Vanessa Sain-Diéguez, Strategist, Social Media, Hilton
Worldwide 30. Dan Schick, Manager, Web Communications, TELUS
Communications 31. Daniel Schmidt, Senior Product Manager, CBS Interactive 32. Liya Sharif, Director, Marketing, Qualcomm 33. Peter Simonsen, Senior Director, Web, QlikTech 34. Ted Sindzinski, Manager, Internet Marketing, Monster
Cable Products 35. Shiv Singh, Head of Digital, PepsiCo Beverages North
America 36. Kim Snedaker, Manager, Social Media, AAA 37. Ed Terpening, Vice President, Social Media Marketing,
Wells Fargo 38. Alexandra Wheeler, Director, Digital Strategy, Starbucks 39. Mark Yolton, Senior Vice President, SAP Community
Network ! © 2010
Interviews with Corporate Social Strategists (39) 53
© 2010 Altimeter Group
1. Tac Anderson, Vice President, Digital Strategies, Waggener Edstrom 2. David Armano, Senior Vice President, Digital, Edelman
3. Tom Bedecarre, CEO, AKQA 4. John Bell, Managing Director & Executive Creative Director, Ogilvy Public
Relations Worldwide 5. Andrea Harrison, Vice President, Strategy, Razorfish
6. Liza Hausman, Vice President, Marketing, Gigya 7. Shel Israel, CEO, SI Associates 8. Peter Kim, Managing Director, North America, Dachis Group
9. Jennifer Leggio, Social Business Blogger, CBS Interactive (ZDNet) 10. Steve Rubel, Senior Vice President, Insights, Edelman Digital 11. Andy Sernovitz, CEO, SocialMedia.org / Social Media Business Council 12. Dan Ziman, Vice President, Marketing, Lithium Technologies Inc.
Interviews: Topic Authorities 54
© 2010 Altimeter Group
59% organized into “Hub & Spoke” or “Multiple Hub and Spoke”
• 82% in this formation self-identified as: Formalized, Mature, or Advanced.
While culture is a shaper, expect gravity to “Hub & Spoke” or “Multiple Hub and Spoke” (also known as “Dandelion”)
• They are best equipped to scale to meet demands from both internal and external stakeholders.
• Trend: A Center of Excellence is emerging at sophisticated companies
Most formed in “Hub and Spoke”
© 2010 Altimeter Group
Organizational Models
Centralized Distributed Coordinated Multiple Hub and Spoke
Holistic
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- One department controls all efforts - Consistent - May not be as authentic - e.g. Ford
CENTRALIZED
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ORGANIC - Organic growth - Authentic - Experimental - Not coordinated - e.g. Sun
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COORDINATED - One hub sets rules and procedures - Business units undertake own efforts - Spreads widely around the org - Takes time - e.g. Red Cross
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MULTIPLE HUB AND SPOKE OR “DANEDELION”
- Similar to Coordinated but across multiple brands and units
- e.g. HP
© 2010 Altimeter Group
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HOLISTIC OR “HONEYCOMB” - Each employee is empowered - Unlike Organic, employees are organized - e.g. Dell, Zappos
© 2010 Altimeter Group
Five Ways Companies Organize: Hub & Spoke and Centralized
62
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