Social Business & Online Influence

@JAYCOOPERTWEETS @BLOOMWORLDWIDE

WWW.BLOOMSOCIALBUSINESS.COM



Being Social

Social Media vs Social Business

Social Business Maturity

Influence: A Hallmark Of Maturity

Your Social Business Toolkit

Social Business Maturity Calculator

It’s not about technology

It’s About People



Today Is

a starting point exploratory

pragmatic questions a journey

prescriptive definitive evangelical answers a destination

IS NOTOT



Being Social






The Impact of Social Media? “To find something comparable, you have to go back 500 years to the printing press, the birth of

mass media… Technology is shifting power away from the editors, the publishers, the

establishment, the media elite. Now it’s the people who are taking control.”

Rupert Murdoch



A social business is a business consciously designed around social consumers and social

tools as a dynamic response to a changed commercial

landscape and the proliferation of the social web.

Inspira(on: Brian Solis, jeremiah Owyang, David Armano



Social Business

Social Consumer

Social Tools

Source: Brian Solis & JESS3, 2010



The Challenge & The Opportunity

Push

Passive

Static

Detached

Consumption

Monologue

Control

Interruption

Delivering a message

Database

Pull

Active

Mobile

Immediate

Interaction

Dialogue

Collaboration

Participation

Being part of a conversation

Community

Businesses Consumers



Successful businesses will be more like Dale Carnegie and less like Mad Men

Listen first, Sell second

Source: Socialnomics


WWW.BLOOMSOCIALBUSINESS.COM Inspired By Engage, Brian Solis, Sept 2010

Socialised Media has… 1.  Rewired the processes by which consumers share experiences,

expertise and opinions.

2.  Broadened the channels available to consumers who seek information.

3.  Changed how companies approach markets.

4.  Altered how companies develop products.

5.  Remodeled the process by which companies connect with and show appreciation for their customers.

Integrity, authenticity and sustainability are the hallmarks of a successful social business.

Strategy + Tactics

Short term tactical solutions may provide an initial spike in interest and engagement but it is those organisations with a long-term sustainable approach, who walk the talk from the inside out that achieve long-term commercial results.

Success with the Social Web

“To be successful using social technologies, companies must first prepare and align internal roles, processes, policies and stakeholders with their business objectives. Social

business is a profound change that impacts all departments in the organization.”

Source: Jeremiah Owyang, Al(meter

40+ top global social companies have participated: -  Online survey -  Face to face interviews -  Telephone/skype interviews

The overwhelming finding?

Being Social Research

Source: Being Social Study, May 2012, Digital Training Company

40+ top global social companies have par(cipated: -‐  Online survey -‐  Face to face interviews -‐  Telephone/skype interviews

The overwhelming finding?

Being Social Research

What happens internally is as important as what happens externally

Source: Being Social Study, May 2012 Digital Training Company

The percentage of companies who considered themselves successful or very successful at using social media to deliver upon their objectives and had developed an internal social media strategy that encompassed more than three of the below activities: •  Creation of Social Media policy & guidelines •  Change to business structure •  Change to company culture •  Investment in resources – people,

technology •  Internal communication/engagement •  Development of social media capabilities e.g.

training

NINETY-EIGHT


The percentage of companies who considered themselves less successful or unsuccessful at using social media who had not developed an internal social media strategy.

SEVENTY-SEVEN




Doing Social "   65% of the world’s top

companies have an active Twitter profile

"   90% of marketers use social

media channels for business, with 93% of these rating social tools as “important”

"   43% of marketers have noticed

an improvement in sales due to social campaigns

Being social "   Only 22% of businesses have a

dedicated social media manager

"   Only 10% of marketers are actively monitoring social media ROI

"   The average time spent by

marketers on social media is 1-5hrs per week for those just getting started and 6+ hours per week for those with 3+ years of experience

Source: May 2012 The Social Skinny

It is time to STOP treating social media as a silo, an add

on, a piece of marketing, something to do when

business is quiet, something to throw at the intern, something

of a novelty…

Stop DOING social media

…Start BEING Social!



Being Social






Q. Why does social business maturity

matter?

Q. Why does social business maturity

matter? A. Because it has a

direct effect on your bottom line



Why Is Social Business Maturity Important?

"   91% of experienced social marketers see improved website traffic due to social media campaigns and 79% are generating more quality leads

"   47% of customers are somewhat likely to purchase from a brand that they follow or like

"   72% of marketers who have worked in social media for three or more

years said that they saw a boost in turnover due to social channels

The longer you’re working in it the better you get at it

Source: May 2012 The Social Skinny



Social Business Maturity As A Strategic Tool

Benchmark •  Internal departments •  Competitors •  Out-of-sector

Analyse •  Audit •  SWOT Analysis •  Gap Analysis

Create A Roadmap •  Inform direction of travel •  Realistic step by step activities •  Timeframes

Key Performance Indicators •  Link objectives back to business •  Track progress •  Optimise activities



BLOOM Social Business Maturity Framework

0 Inac(ve

We do not have a

programme yet.

1 Experimental

We are mostly experimen(ng with social media.

2 Campaign Driven

We have a number of tac(cal

ac(va(ons in place which are largely campaign, event or plaYorm driven.

3 Formalised

We have a formalised holis(c

programme encompassing

mul(ple business

func(ons that is part of an

overall strategy.

4 Mature

We have a formalised programme and long term

strategy, across MOST

of the company.

5 Trail-‐Blazing

We have a formalised programme and long term

strategy, across the WHOLE

company and are trail-‐

blazing in our sector.

BASIC ADVANCED



External & Internal Evaluation Criteria

EXTERNAL MATURITY Activity Insight

Expenditure Impact

Presence Sentiment

Engagement Influence

Conversation Content

Community Competitors

INTERNAL MATURITY Programme Leadership Organisational Model Culture Employees Head Count Budget Governance Education Tools & Technology Suppliers Measurement

Source: BLOOM Worldwide External Social Media Audit



Wiggle Social Business Maturity Study

Headline stats: "  208,754 facebook likes "   1.3% facebook activity "   18,231 twitter

"  3.2 BLOOM score "  Between formalised, on road to mature

followers



Halfords Social Business Maturity Study

Headline Stats: "  7,008 facebook fans "  0.8% facebook activity "  7,420 twitter followers

"  1.8 BLOOM score "  Between experimental and campaign driven



Being Social








Why a social influence programme is important for social business

An influence programme cost-effectively delivers social business scale

Extends reach

Deepens engagement

Increases credibility &

authority Illicits action Provides an

infrastructure Mitigates risk



BLOOM’s influence programme principals

Influencers exist inside your organisation as well as outside

There are different types of influencer

Different types of influencer can help you reach different goals

Influence is relative – it’s not all about popularity

Tools and scores have their uses, but human analysis really matters



Influencers exist inside your organisation as well as outside



AMPLIFIERS AUTHORITIES

ADVOCATES ASSETS




AMPLIFIERS

For example…

High popularity

Connected

High impact

Brand awareness

Word of mouth

Brand lift

Extensive reach




AUTHORITIES

For example…

Specialists

Respected in their field

Topical relevance

Inspiring action (signups/referrals)

Driving sales

Sentiment shift

Personal experience




ADVOCATES

For example…

Brand champions

Regularly promote and recommend Impacts brand

reputation

Brand advocacy

Community development

Endorsements

Ambassadors




ASSETS

For example…

People you want to influence

directly

Niche interests

Key decision makers

Lead generation

Sales/referrals

Demonstrating thought leadership

Potential leads




Intended outcome examples Influencer type

AMPLIFIER AUTHORITY ADVOCATE ASSET

Brand awareness

Word of mouth

Advocacy

Sales

Sentiment shift

Community development

Thought leadership

Signups

Brand lift

Endorsements

Different types of influencer can help you reach different goals



POPU

LARITY

BRAND RELEVANCE

AMPLIFIERS

ADVO

CATES

Influence is relative – it’s not all about popularity



Tools and scores have their uses, but human analysis really matters

= Human analysts

= Tools

What topics does this person talk about?

Internal?

External?

Brand sen<ment?

Relevance score?

Scoring across relevant

plaYorms

BLOOM INFLUENCER CATEGORISATION AND SCORING METHODOLOGY



Being Social








5 things you can started on right away


#1 Write a plan



#2 Learn how to listen



#3 Build community rela(onships through your content



#4 know what you are measuring and why you are measuring it


#5 Socialise your culture, not your technology



Being Social








www.bloomsocialbusiness.com

Enjoy the rest of the

conference

#oiconf



Jay Cooper @jaycoopertweets @bloomworldwide

www.bloomsocialbusiness.com

Social Business & Online Influence

Business

Transcript of Social Business & Online Influence