Royal Australian Chemical Institute

Social Media in Business

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Discussion Overview

Topics

1 Why this Social Media addiction - an Australian perspective?

2 Consequences of this Social Media wave for enterprise and executives

3 A strategic view of Social Media within and outside the enterprise

4 Review of Social Media use cases that deliver ROI

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Why this Social Media addiction - an Australian perspective?

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Your, my, our desire…

• to be taken seriously. • to find my place in the world.• to have something to believe in.• to connect with each other.• to be useful.• to belong. • for more.• for control. • for something to happen.• for love and to be loved.

Maslow’s Hierarchy of Needs

Internet!

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Consequences of this Social Media wave for enterprise and executives

E LIVE IN A MULTI-SCREEN ECONOMYW

TTENTION DEFICIT DISORDERA

OMMUNICATION HAS NOBOUNDARIESC

VERYONE HAS A VOICE, INFLUENTIALE

RANDS NEED TO START THINKING LIKE MEDIA COMPANIESB

SOCIAL MEDIA

THE BRIGHT & SHINY “THING” CALLED ….

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XECUTIVE DILEMMAE

Social Media “Marketing” Has CausedInternal Business Challenges

EMPLOYEESInappropriate use of social media

INTERNALConfusion of roles & responsibilities

INCONSISTENTSocial media measurement practices

OUTDATEDCrisis communications models

EXPANDINGSocial media programs globally

NON-EXISTENTGovernance models & Policies

DISJOINTEDContent & Community Practices

TECHNOLOGYSelection and adoption within the org

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A strategic view of Social Media within and outside the enterprise

ORE BUSINESS REMAINS THE SAMEC

81% of consumers using social media say it's important for businesses to respond to questions and complaints and within

a reasonable amount of time.

• Most social customers don’t think of themselves as social customers • Their behavior is dynamic • Conversations sprout everywhere – Twitter, Instagram, Pinterest,

Facebook • Social Customers are influential regardless of how many friends, fans

and followers they have

OPE

RATI

ON

ALEX

CELL

ENCE

INTERNAL(employees)

EXTERNAL (customer, partners, media)

THE SOCIAL BUSINESS

SALES/REVENUECUSTOMER ADVOCACYPRODUCT FEEDBACK

COMMUNITY ENGAGEMENTCUSTOMER/SALES SUPPORTCUSTOMER SATISFACTION

COLLABORATIONKNOWLEDGE SHARINGSOCIAL ENABLEMENT

PROCESS IMPROVEMENTPRODUCT INNOVATIONEMPLOYEE ADVOCACY

SOCI

AL B

RAN

D

1

2

4

3

Stakeholder Ecosystem Value Creation Model

Community Management

MarketingCustomer ServiceCommunications

EventsCampaignsAdvocacy

Crisis

SOCIAL BRAND (External)

SOCIAL BUSINESS(Internal

)

RESULTS

TrainingProcess

CollaborationOrganization Models

Research & Development

Policies & GuidelinesKnowledge Sharing

Culture

Programs

Infrastructure

Social Brand Vs. Social Business

Source: David Armarno

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• focuses on internal communications - so that the organisation is in step with it customers, markets, shareholders and so on.

• is all about engagement with employees - so that employees are better connected with their customers.

• should be owned by the entire organisation - collaboration leads to better and more inclusive decision making

• is measured by organisational change - and how processes such as marketing campaign launches are better thought out.

• Most investments in social business initiatives revolve around internal communities, social technologies, and training.

• ...and most importantly the change, measurement, culture and focus of the Social Business objectives are owned by the executive management within an organisation.

So then what is a Social Business?

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Review of Social Media use cases that deliver ROI

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Social Business Affects More ThanJust Marketing

COMMUNICATIONS

CUSTOMER SERVICE

SALES

PRODUCT DEVELOPMENT

HUMAN RESOURCES

SUPPLY CHAIN

Deeper levels of engagement with the social customer through consistent and relevant content; ability to scale operations globally.

The ability to solve customer problems quickly and efficiently.

Increased collaboration between sales professionals in the industry; robust social CRM platform and analytics

Product and process innovation using the collective intellect of the community

Staffing & recruiting, employee engagement and empowerment

Bring products to market faster through increased collaboration with partners in the supply chain

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Executive and Organisational Implications

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Executive Implications

• Social is about engagement and relationships • Fit social into your business - not the other way around• Social is not a Silo• Social involves your entire Organisation • Engagement cannot be Outsourced • Success requires Engagement without Fear • Social is based on Sharing • Social is Not Ad Hoc • Fish where the fish are • Social is Measurable

YOU MUST BE PREPARED TO TRANSFORM YOUR BUSINESS AT THE SPEED OF CHANGE

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Social Business requires a New Leadership ParadigmSocial Media and channels like Twitter and Facebook is just “a thing”; the real change comes from within us (the think > do > get paradigm) and starts with:

• A shift from “I” to “we”

• A shift from “what’s in it for me” to “what’s best for the common good”

• A shift from being the “best in the world” to the “best for the world”

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Take control. Succeed. Lead.

It’s time to ask more of your Social Media.

• Is your Social strategy actively increasing the value of your business? • Is it measureable? Predictable? Responsive? • Do you know exactly what’s working, and what isn’t? • Do you have a clear view of who’s talking about your business, and what’s

being said?• Do you have an accurate, comprehensive and up-to-the-minute view of what

your competitors are up to?

EVALUATERESEARCH SOCIAL

LANDSCAPE

ESTABLISHA STRATEGY & TEAM

EXECUTEOPERATIONALISE THE SOCIAL BUSINESS CENTER OF EXCELLENCE

LISTEN

• Identify listening and CRM software

• Establish a social media listening center

• Determine internal & external topics

PLAN

• Create plan for employee and partner training

• Process and collaboration design

• Crisis coms and customers support escalation tree

ENGAGE

• Launch programs, events and campaigns

• Manage internal collaboration and communication projects

• Expand teams and channels globally

• Define strategy (goals, actions, KPIs)

• Identify the right teams, stakeholders and emp

• Establish roles & responsibilities

• Achieve buy-in from senior leadership

• Establish Social Architecture & a measurement framework

• Conversation and sentiment analysis

• Surveys, polls and stakeholder interviews

• Data mining from social channels

• Intelligence gathering Market & Competitor)

• Social Architecture Review

• Identify Business Use Cases and Benchmarking

The route to successful social enterprise

Questions

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