Socially Engaged Enterprise

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The Socially Engaged Enterprise

An Introduction

March 1, 2012


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The Socially Engaged Enterpris

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Becoming a SociallyEngaged Enterprise

This paper is the rst in a series. It explains the core tenets of becoming a

socially engaged enterprise. The next paper will present research weve

developed in conjunction with The Economist on how social engagement

brings economic gains, as well as what the obstacles to engagement are

and the best practices for overcoming them.

The Top Line

Socially engaged enterprises actively engage customers in meaningful

conversations so both parties benet.

This mutual exchange of value is not just about goods or services, but

valuable information that builds commonality of interests and a sense

of trust.

As a result, socially engaged enterprises have a signicant advantage

in improving marketing and sales effectiveness, sales and market share,

and brand value.

They communicate with their customers and other constituencies

through elaborate, multi-layered, and ever-changing webs of

relationships and inuencers that we call digital ecosystems.

But they understand that technology is no replacement for creativity

and Big Ideas to drive brands forward.

Becoming a socially engaged enterprise is hard work. It requires

resources, processes, technology and thoughtful planning. It cant be

totally outsourced or purchased like advertising.

While there are some great examples available to study like Ford, P&G,

Dell, IBM, Delta and others -- no single company has gured it all out.

Bob Feldman, Michael Gale, Jeff Hunt, Paul Walker


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Once Upon A Time

On a day of no particular importance, a man test drove a Ford. He

Tweeted that it wasnt the greatest experience. Have your CEO call

me, he wrote on Twitter. Scott Monty, head of Fords social media, had

been monitoring comments about his company online.

He arranged for the CEO to make the call.

The CEO called. The customer and the CEO talked. The customer bought

the car and blogged extensively about A lesson in leadership from

Ford. The CEO sent a powerful message to Ford employees. Ford is a

leader among socially engaged enterprises and moments like this are

the reason why.

This is how business happens now. Yes, it happens fast, and yes

companies have to be fast, but more importantly, companies have

to be socially engaged enterprises. They have to be ready to engage

in every single facet of the company. Doing so engaging across

departments and truly integrating social and digital media throughout

the enterprise requires a new way of thinking and new processes. It

blurs the lines between home and work, and demands honesty and

letting go of control that can be frightening to senior executives. It

requires resources and technology upgrades and education. It is achange, and change is hard.

But becoming a socially engaged enterprise is not an option. Its a

necessity. Facebook is projected to soon hit its billionth user roughly

one-seventh of the worlds total population.i People are engaging with

each other through digital media more deeply every day.


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Customers and employees have begun to expect full engagement from

companies. Engagement is not an option. Its necessary to long-term

survival. And its also an opportunity.

A socially engaged enterprise actively participates online, listens to

all its key constituents (customers, employees, inuencers, etc.), and

then actively engages those constituents in meaningful

conversations to help shape the future of the enterprise. Both

parties benet from engagement: the company and the

person with whom its engaging.

Consider the Ford customer. He had a complaint. He got a call from the

CEO. He was listened to, at the highest possible level. He bought the car,

which was good for both him and Ford. Not to mention, Ford got great

press. The customer blogged extensively about Fords leadership the

customer became more than just a fan of Ford; he became a brand

evangelist.

The Engagement Threshold

The engagement threshold is the magical line when a customer goes

from being loyal to being so excited about your brand that hell help you

make it better. Companies spend a lot of time trying to improve customer

loyalty by measuring satisfaction and Net Promoter Scores. But the dirty little

secret of loyalty is that it does not always correlate with sales. Engagement,

on the other hand, can position your brand as #1 in a customers mind

(vis--vis other choices), and that does translate into sales.

1. Engagement Is The New Currency

Both parties benet

from engagement: the

company and the person

with whom its engaging.


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In fact, early returns from our study on the Socially Engaged Enterprise

show that more than 60% of executives believe Socially Engaged

Enterprises have an advantage in improving marketing and sales

effectiveness, sales and market share, brand value and speed to market

with new innovations (Exhibit 1).

Engaged customers evangelize. They go out into the world, real and

online, and tell people they know, and even people they dont know,

how great your product or business is. They volunteer ideas that help you

make your product better or that help you reach more people. They

create buzz. They bring in new customers. On their own time and with their

own energy, they burnish a brand until its sterling. Engaged customers are

astoundingly good for business.

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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Increased Sales/Market Share

Decreased Costs

Improved Talent Retention

Improved Speed to Market/Innovation

Improved Product/Service Quality

Improved Callobration with Partners

Improved Brand or Stock Value

Improved Marketing/Sales Effectiveness

Significant Advantage Advantage No Advantage Disadvantage Significant Disadvantage

The Advantages of Social EngagementExhibit 1


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But building engagement takes time. Its about developing relationships.

In some ways, engagement is a throwback to an earlier era: one of

picturesque small towns, when business was done with a handshake and

a chat, when the butcher asked after your mother, and the hardware

store owner said hello. Those particular days are gone, of course, but the

core desire for authentic and genuine connection remains, the desire for

the days when the store owner spoke frankly and the customer trusted

him as a result.

Engagement is about creating precisely this level of trust, about

advocating for your customer who in turn advocates for you. It is about

the mutual exchange of exceptional value. Lots of companies have

years of experience in customer service. The difference is that now the

interactions happen online.

Thats an important distinction and one that provides huge opportunity.

Where once a CEO could shake one customers hand, now she can

Tweet a message to hundreds of thousands instantly. A

COO can respond to a customers question in a public

forum, effectively creating a town hall meeting that

anyone in any part of the world can attend Facebook

currently has more than 800 million users, and more than

75% of them are outside the US.ii Employees can chat

in forums that spark creative solutions. Conversations about products are

held publicly and data are ripe for the taking.

2. Creating Engagement

A COO can respond to a

customers question in a

public forum, effectively

creating a town hall meeting

that anyone in any part of

the world can attend.


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Some people assume that its hard to have conversations with every person

who tweets, blogs, lurks, or posts. Theyre right its actually impossible.

However, a company doesnt need to have an interaction with every single

social media consumer. Rather, companies simply need to engage relevant

people, while keeping up with the conversations and data that are readily

available. And, they need to take action on what they learn.

Gatorade, for example, is taking full advantage of

the data that social media offers. It built a social

media command center, where employees track

online conversations about Gatorades products,

as well as its competitors products. This way, the

company knows whats being said about it, what

its doing right, and what it needs to improve. It also

knows the same about its competition.

Gatorade took what it heard and used the data to modify its website, so

that it better suits its customers needs. It saw signicant results: in 2010,

Gatorade reported reducing its website exit rate by 14% and having

people 250% more engaged with its product education.iii Companies like

Dell, Delta and Nokia have taken similar approaches. Super Bowl XLVI used

a social media command center to engage fans in Indianapolis and

around the world.

Smart-targeted Suggestions

Dells IdeaStorm website pushed engagement even farther by asking

people to tell the company exactly what they wanted. The site effectively

became a virtual suggestion box, albeit a very smart-targeted one.

3. Ear to the Ground: Socially Engaged

Listening and Research


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Because IdeaStorm was on Dells website, arguably the majority of people

who went to the site already had an interest in Dell, and could therefore

offer relevant suggestions. Over roughly ve

years, Dell gleaned and implemented more

than 450 great ideas, including the very

popular decision to offer computer systems

with the Ubuntu software their customers

wanted preinstalled.iv

Its not hard to preinstall software on a computer system. And in fact, itsnot that hard to gure out which software customers want installed. You

just have to create a space for listening to customers which both Dell

and Gatorade did.

Listening isnt enough. Digital customers expect to be heard and

responded to. This creates an excellent opportunity to solve problems

quickly and efciently and create

happy customers. @DeltaAssist, Delta

Airlines Twitter 24/7 customer service,

does this masterfully. Employees listen

to conversations, then jump in to help

customers. If someones ight is canceled,for example, instead of waiting in line at a desk or navigating a phone

tree, she can simply post to Twitter about her problem and get a quick

response from a social assist agent.

4. Oh, The Things You Can Do:

Engaged Customer Service


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Delta is doing a number of things right. First, its empowering agents to solve

problems. Second, its using Twitter and other technology creatively to talk

to customers and solve problems (so many companies simply use Twitter

to push their messages). Third, the transactions are personal and genuine

because the agents have the power to speak and act. If you read through

the posts, youll see all kinds of personable, helpful messages from Delta

employees, oftentimes following up on earlier questions or problems. Heres

one example: @bechego Oh no! I hate to see this. Did you get an update

on board? Please let us know if you need assistance. Thanks. ^KT.v

Customers love the prompt and helpful responses and say so: @DeltaAssist

one of the best customer service experience ever #delta @Delta, one

customer writes. Delta achieved the highest share of voice among its

competitors in 2010 and garnered 22,964 followers in one year alone.

Customers are having conversations about companies in real time. If you

join in to solve problems or thank people who are saying nice things, you

can generate profound goodwill in a public space where anyone can see

how happy youve made a customer. But whats most remarkable about

@DeltaAssist is how smartly it uses digital media. Delta, overall, is a better

company because it understands and uses real engagement.

One of the best things that Dell did is recognize that good ideas can come

from anywhere. In the past, its been tough for someone from the C-suite

to hear about and harness the new ground-level ideas that can grow a

companys business exponentially. Social engagement, however, makes this

possible again.

5. Power Through the People:

The Engaged Workforce


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Best Buys Blue Shirt Nation is an active online forum where employees

discuss everything from video games to work-related troubleshooting.

This has obvious advantages in terms of being able to identify and solve

problems one employee was having trouble with a display; as soon as he

posted about it, others echoed him, and management was able to offer

a solution.vi Beyond that, however, were benets that

evolved organically, many of which Best Buy couldnt

have predicted. One employee wrote and posted a

108-page discussion of how the company could better

sell video games, a document that earned him a few

round trip ights to meet with the companys COO and

participation in a new sales strategy.vii

Straitjackets Dont Work Anymore

Engaged employees add myriad sources of value to a company.

At Best Buy, for example, employees who used the Blue Shirt Nation

forum had a turnover rate of 10%. Employees who didnt had a turnoverrate of 50%, saving huge training and replacement costs.viii Accenture

recruits directly through LinkedIn,ix saving money on headhunting fees.

IBMs SocialBlue allows employees to post photos, enhancing a sense of

community and team.

Some executives are afraid to allow employees any autonomy. They are

afraid to let employees blog in their own voices or post photos. Some

executives are uncomfortable with social media because they havent

used it themselves and its unfamiliar.x And of course, speaking openly is

a strange and abrupt reversal of corporate values, as journalist Clive

Thompson wrote in Wired.xi He made the comment in 2007 and today

people are still getting used to the change.


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But straitjackets prevent growth. Blue Shirt Nation started as a tool that

executives wanted to use to get employee input on advertisements. xii The

employees, however, took the conversation in directions executives

could never have foreseen. Had employees been limited to talking about

advertising only, the forum would surely have died and the creative

solutions with it.

Empower the People

Companies need to use digital media tools that empower employees. In

this era that values authenticity so highly, growth will come when individual

voices can speak genuinely. Even some of the biggest

and most straight-laced companies are recognizing

how important it is to provide employees with tools for

engagement. A senior Deloitte employee writes that

engagement increases productivity. Yet he recognized

that, effectiveness and empowerment are even more important.xiii

Our purpose at P&G is to touch and improve lives; everything we do

is in that context, says Robert McDonald, Proctor & Gambles CEO.

Digital technology, he says, makes engaged relationships with consumers

possible, and the more intimate the relationship, the more indispensable

it becomes.xiv McDonald put his money where his mouth is, and

reinvigorated one of P&Gs oldest and stodgiest brands: Old Spice.

6. Reach the Right People:

Socially Engaged Marketing

Even some of the biggest and

most straight-laced companies

are recognizing how important

it is to provide employees with

tools for engagement.


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In 2010, Digg founder and tech leader Kevin Rose Tweeted that he was

sick. P&G responded by swiftly creating and posting a short tongue-in-

cheek video with its Old Spice spokesman telling Rose to get well. Rose,

who has currently more than 1.3 million Twitter followers, was surprised

and thrilled. He immediately posted the link to P&Gs Old Spice Kevin,

get well video for all of his followers to click on.xv The video went viral.

That get well video was more than a one-

off party trick. In the space of a week, P&G

created 180 Old Spice Guy videos, eachin response to a single Tweet. Some of the

Tweets came from celebrities and some from

regular consumers. It was a deft display of

social engagement and the return on it was

impressive. The Old Spice videos reaped

40 million views in one week. The social

engagement campaign is one of the best it

generated more than 1 billion in media impressions, surpassing the reach

of traditional broadcast. It also signicantly increased sales and made

Old Spice the #1 body wash for men.xvi

Planned Agility + Key Infuencers = Big Success

It surely took countless hours of planning to make the Old Spice videos

happen teams had to hire the actor, get the studio ready, hire writers,

cameramen, production assistants, and then, once everyone was in

place, start searching Twitter for comments to respond to. Whats so

smart is how adroitly P&G used its resources to prepare to move swiftly.


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Another reason the Old Spice campaign was so successful was that it

targeted key inuencers, as well as regular consumers. Kevin Rose had

a lot of followers, many of whom are interested in

technology. In targeting Rose, P&G not only reached

a tech leader but also his followers who are people

who impact whether or not a video goes viral.

Creating videos that responded to regular people

also showed inuencers that P&G was listening not just to big names, but

to its consumers, too. The result was unmitigated success.

Technology Cant Replace Creativity

Twitter is one way to nd and reach inuencers. But new ways are being

developed all the time. Adobe recently used new tools to nd 463 relevant

bloggers, to assess the bloggers inuence, and monitor between 200 and

600 relevant conversations daily.xvii

P&G showed obvious speed and agility when it responded to Tweets

with videos. But Adobe also showed agility in a more subtle way. It

searched out and adopted new tools to nd inuencers. Because social

engagement is evolving, Adobes willingness to research and choose new

tools, and to educate itself, shows the kind of agility needed to succeed.

Most importantly, P&Gs Old Spice project was incredibly creative. Its

been said a thousand times, but it bears repeating here: technology is

a tool. It enables creativity but cant replace it. The companies who use

technology creatively, who set themselves up to take full advantage of

the new tools, are the ones who will gain market share. Some companies

think setting up a Facebook page or opening a Twitter account is all they

need to do to be socially engaged. And in fact, setting up those accounts

is important. But they should be only one very small step in a larger

creative social engagement plan.

Creating videos that responded

to regular people also showed

inuencers that P&G was

listening not just to big names,

but also to its consumers.


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As we were completing this paper, P&G announced their plans to

eliminate about 1,600 jobs, including some in marketing. Their future plan

is to invest more in digital and social engagement and to create more

successes like Old Spice.

Letting go - even just a little - of content control and allowing customers to

post about the good, the bad, and the ugly presents unrivaled opportunityto learn about what consumers value, whats working, and whats not.

Creating a space for engaged conversation leads to the frank discussion

consumers want and the kind of brand-building money cant buy.

For example, customers post photos to Fords website, including photos

of crashed Ford cars. While a car ipped upside down and destroyed

may not seem like a great idea (and surely would

have been killed internally by a bunch of suits had

the idea come up at a formal business meeting),

it turns out to be incredibly powerful. The story

accompanying the photo is invaluable. I believe

my Fusion saved my life. Thanks Ford. When my case is settled Im [sic]

buying another one. Sincerely, Tammy Bledsoe.xviii Six months later, this

story was still one of the most popular on the site.

7. If You Build It:

Socially Engaged Brand Building

Creating a space for engaged

conversation leads to thefrank discussion consumers

want and the kind of brand-

building money cant buy.


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It can be a hard thing to remember, but authenticity and transparency

are about more than simply telling stakeholders how you earn your

money or coming clean about a mistake. Transparency is also about

letting other people tell their stories, even ones you dont want to hear.

This is part of having a relationship with stakeholders. Fords brand gained

credibility when it gave Tammy Bledsoe a chance to publish the photo of

her wreck.

Companies have to think about their constituents their customers and

employees - journeys through engagement.

Imagine youve just come out with a new cancer treatment. In order

to connect with the people who will most care about a new cancer

treatment, you need to think like the person you are trying to reach. Who

will be most inuential to the person? Which forums would that person

visit? Which blogs would that person be able to nd quickly? Which blogs

would she read? What kind of content would be most valuable to them?

In what format? In what sequence?

An Easy Fix

On some levels, thinking about the constituents journey from their

perspective seems like common sense. And yet, this step gets skipped too

often. People, C-suite included, are accustomed to thinking about things

from their own perspective or from their own experiences. Many dont

think enough about what the world looks like from the perspective of the

person they are trying to reach.

8. Walking in Others Shoes:

The Digital Ecosystem


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A decision maker should regularly log into forums and read blogs to see

what people are saying about their company. Every executive should

imagine, and gather data about, their constituents experiences. Its an

easy thing to do, and can have far-reaching impact on a companys

success.

Its axiomatic: businesses have to innovate. No one needs to be told that,but what some of the most innovative businesses are doing is putting

digital media to work as a kind of innovation incubator, a place to grow

new ideas. Cisco gets this, in spades.

Ciscos I-Prize offers $250,000 to the team with the best idea.

Ciscos execution of the I-Prize is incredibly smart. The company is frank

about its interest in new ideas. In its announcement of the 2010 winner,

Cisco says, The Cisco I-Prize judging panel felt that this winning idea

represents a good market opportunity for Cisco and is well-positioned to

become or contribute to a new Cisco Emerging

Technology. Cisco is not positioning the prize

as an act of charity or global good will, rather,

Cisco openly admits its in search of new ideas

that may become its next billion-dollar business.

The Honest Bonus

This works well on several levels. Cisco is being honest and open, qualities

highly valued in digital media and by digital natives. Equally, by saying its

actively in search of new business ideas in technology, Cisco reinforces

9. The Future is Now: Socially

Engaged Innovation


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the idea that it is committed to creating the best products, and is willing

to search the world to nd the best people creating the best products.

According to Cisco, 2,900 people in more than 156 countries submitted

824 ideas to the competition. Thats 2,900 people working on ideas

they hope Cisco will accept and Cisco only had to offer one prize of

$250,000 and its venture talent. Thats a lot of good will, good publicity,

and good brand building to come out of a commitment to innovation.

Even more astutely, Cisco provided the teams with digital tools. The

Cisco I-Prize platform helped our team craft and execute on our idea,

but also enabled us to present our winning concept in a

state-of-the-art manner using video collaboration to better

articulate our concept, said the captain of the winning

team. Cisco gave them something useful, and similarly

they gave Cisco something useful. Its not quid-pro-quo. Its collaboration,

at its best; its using digital media to create the space for innovation.

Giffgaff doesnt even bother with a prize rather, the British mobile

network company has changed how the basic structure of a mobile

phone company works. Giffgaff gets customers directly involved. Our

members get rewarded for running parts of our business like answering

questions in the community, getting new members or helping make us

famous, the company says.xxiii Its been a success, with the top ten users

spending over 12 hours a day answering community questions and every

question asked receiving roughly 11 answers.xxiv

Giffgaff and Cisco couldnt be more different in terms of size and

corporate structure, but they both understand the power of engaging

with people to develop new ways of doing business.

Its collaboration, at its

best; its using digital

media to create the space

for innovation.


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Because social engagement is brand-new, new ways have to be

developed to measure its impact and ROI. Fred Reichheld and Rob Markey

have done exactly this with the Net Promoter Score, an elaborate system

used to measure customer engagement. What Reichheld and Markey

have found is that companies who take full advantage of social media see

correlated growth.xxv

McKinsey found much the same thing. In a recent report, they found

statistically signicant correlations between self-reported corporate

performance metrics and certain business processes that networked

enterprises use.xxvi According to McKinseys survey:

self-reported operating-margin improvements correlated positively with the reported

percentage of employees whose use of social technologies was integrated into

their day-to-day work. Among the companies of respondents who took the survey

in previous years, these improvements also correlated positively with gains in the

reported percentage of employees whose work is highly integrated with socialmedia. Market share leadership in an industry, the nal self-reported performance

measure, correlated positively with the integration of social tools in employees day-

to-day work, as well.

Its worth noting that McKinsey also found that market leaders were less

likely to take full advantage of engagement. That makes sense. Challengers

are more likely to innovate and exploit new technologies. Its how

challengers become market leaders. And its how former market leaders fall

to challengers.

10. Engagement Leads to Market Share


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At heart, digital media is a democratizing tool. It provides information toanyone anywhere. It creates communities aligned by interest lled with

people who might never have found each other otherwise. It shapes

actual revolutions in the physical world. People now have the power

to speak in a way they didnt before, and they expect to be heard.

Companies cant just broadcast messages anymore; people expect

engagement.

Because engagement requires a cultural shift from centralized control

to decentralized empowerment, the C-suite has got to be on board

in order for a company to become socially engaged. If

employees are engaging but senior leadership isnt, theres

a core clash of values and inevitable conict. To get the

benets from social engagement, leaders both have to

see the power of digital media and believe in it.

Real engagement has to be built rather than bought. It takes time,

planning, and creative use of technology. But its worth it. Companies

who fundamentally shift how they operate, who engage internally and

externally, who have conversations and empower others, who use

digital media to build brands, market, and innovate through partnerships

and conversations these companies are going to reap the benets

of engagement.

11. The C-Suite and the Cultural Leap

To get the benets from

social engagement,

leaders both have to

see the power of digital

media and believe in it.


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New Yorker writer Malcolm Gladwell has characterized Steve Jobs as

more of a tweaker than an inventor: [Jobs] borrowed the characteristic

features of the Macintosh the mouse and the icons on the screen

from the engineers at Xerox PARC, after his famous visit there, in 1979.xxvii

Gladwell goes on, making a reasonable case that Jobs took what existed

and adapted and improved it.

Whats interesting about this is the how incredibly powerful a thing it is to

take new ideas, inventions, and technology, and build on it. For Jobs, this

meant redesigning or tweaking ideas relentlessly until they were perfect.

Every business doesnt need to do that. And certainly, every company

doesnt need to perfect social engagement technology the way that

Jobs perfected the digital music player. However

Gladwells point is an almost breathtaking reminder

that you dont have to invent something new in order

to move to the leading edge. Rather, you have to have

the vision to see how a new technology can be used,

and how a new technology can utterly change the way business is done.

12. Change the Way Business Is Done:

The Next Steps

You have to have the vision

to see how a new technology

can be used, how a new

technology can utterly change

the way business is done.


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How To: Journey to the Socially Engaged Enterprise

Step 1: Plan It

Get the executives on board.

The single most important factor in the journeys success is getting the executives

on board. Before a company can take any serious steps into engagement, the

C-suite has to commit to the time, energy, and resources. Becoming fully engaged is

a process and it takes resources to make it happen.

Develop a strategy.

Becoming engaged is a multi-step journey. At each step, you want to be sure that

the processes you are building support your overall business goals. Its critical to

know whom, how and when you are going to engage.

Get the Executiveson Board

Develop a Strategy

Step 1:

Plan It Step 2:

Build It

SWAT

ListeningCommand Center

Integration

Platforms

Upgrade Technologyand Education

Celebration andLoss Learning

Assess and Adjust

Step 3:

Run With It


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Step 2: Build It

SWATOnce youve developed a strategy, its time to create a Social Engagement SWAT

team. These core team members evangelize, teach, train, run programs, choose the

technology, and literally y in when a problem needs to be solved.

Listening Command Center

Youll need to set up processes to listen to and participate in conversations relevant

to your company. Ideally, youll have access to real time information so that at any

point in a day you know what your key constituents are saying about your brand

and company.

Integration

Incorporate engagement into every process and practice. Use it in product

development, marketing, employee collaboration, and customer service, as well as

other systems.

Platforms

Plan your blogs, Wikis, Facebook pages, and other platforms. Determine which

collaborative tools your employees will best use. Figure out whos going to Tweet,

how often the company blog should be updated. Create a conversation calendar

and leave room to respond to new ideas and topics that people are talking about.

Step 3: Run with It

Upgrade Technology and Education

Engagement is relatively new. The technology for it from Facebook to

collaborative Wikis evolves and is updated on a regular basis. One workshop at the

beginning of every year isnt going to be enough to keep employees up to speed.Education must be ongoing and continuous have a year dedicated to a skill set,

like using mobile applications.

As social media, technology and your own journey through engagement evolves,

you may also nd that you need to upgrade intranet, website, social media and

analytics technology.


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Celebrations and Loss Learning

Properly integrating engagement into all your business processes is challenging. To

keep morale up, and to keep employees actively engaged, celebrate the wins.

Michael Dell sent employees a digital smiley face when things went well, prompting

employees to print and hang them in their cubicles.

Because the technology is new, there is a learning curve. Losses are inevitable.

To take full advantage of engagement, examine missteps, learn, and adjust your

engagement strategies.

Assess and Adjust

Its not enough, however, to simply adjust when there is a misstep. Develop a

performance management process. Assess weekly (not yearly, not quarterly) so you

can build on your successes and continue to improve.

Bob Feldman, Michael Gale, Jeff Hunt, Paul Walker are Partners at PulsePoint Group.

Copyright @ 2012 PulsePoint Group. All rights reserved.


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i. Atagana, Michelle. Facebook to reach one billion users thanks to emerging markets. Memeburn. 12 Jan. 2012. Accessed 13 Jan. 2012

ii. Facebook statistics, Facebook. Accessed 4 Jan. 2012.

iii. Ostrow, Adam. Inside Gatorades Social Media Command Center. Mashable. 15 Jun. 2010. Accessed 4 Jan. 2012.

iv. IdeaStorm home page. Dell. Accessed 4 Jan. 2012.

v. @DeltaAssist. Web log post. Twitter.com, 1 Feb. 2012. Accessed 1 Feb. 2012.

vi. Haugen, Dan. Welcome to Blue Shirt Nation. Twin Cities Business. Apr. 2009. Accessed 4 Jan. 2012.

vii. Ibid.

viii. Ibid.

ix. Accenture to Recruit Thousands of IT Staff Through Twitter and LinkedIn. ComputerWeekly.com. 24 Jun. 2010. Accessed 4 Jan. 2012.

x. Gupta, Sunil, Kristen Amalie Bozzone Armstrong, and Zachary Scott Clayton. Social Media. Harvard Business School Note 510-

095. 4 Oct. 2011.

xi. Thompson, Clive. The See-Through CEO. Wired. 15:4. Mar. 2007. Online. Accessed 1 Feb. 2012.

xii. Haugen, Dan. Welcome to Blue Shirt Nation. Twin Cities Business. Apr. 2009. Accessed 4 Jan. 2012.

xiii. User Engagement. Excerpt from Tech Trends 2011 the natural convergence of business and IT. Report published by Deloitte.

Accessed 4 Jan. 2012.

xiv. MacDonald, Robert. Interview. Inside P&Gs Digital Revolution. McKinsey Quarterly. Nov. 2011.

xv. Schonfeld, Erick. Old Spice Man Answers Tweets on YouTube Ropes In Kevin Rose, Alyssa Milano,and Justine Bateman. Tech Crunch.

13 Jul. 2010. Accessed 4 Jan. 2012.

xvi. Adweek. W+K Old Spice Case Study. Video. Online. 4 Aug. 2010. Accessed 6 Feb. 2012.

xvii. Bernoff, Josh and Ted Schadler. Winners of the 2010 Forrester Groundswell Awards (B2B). Forrester Research blog

empowered. 29 Oct. 2010. Accessed 4 Jan 2012.

xviii. Bledsoe, Tammy. Wreck in My Fusion. FordSocial. 27 Jul. year unknown. Accessed 12 Jan. 2012.

xix. Tucker, Ken. Undercover Boss review: Literally crappy reality TV. EW.com. 2 Feb. 2010. Accessed 13 Jan. 2012.

xx. And the Cisco I-Prize winner is Rhinnovation! Cisco I-Prize home page. Cisco. Accessed 12 Jan. 2012.

xxi. Ibid.

xxii. Cisco Announces Winner of Global I-Prize Innovation Competition. Cisco press release. Online. 21 Jun., 2010. Accessed 12 Jan. 2012.

xxiii. Whats giffgaff? Giffgaff newsroom home page. Accessed 12 Jan. 2012.

xxiv. Giffgaff Named the #1 Online Community Worldwide. Giffgaff Buzz blog post. 25 Nov. 2011. Accessed 12 Jan. 2012.

xxv. Markey, Rob and Fred Reichheld. How NPS Drives Protable Growth. The Ultimate Question 2.0: How Net Promoter Companies Thrive in a Customer-

Driven World. Harvard Business Review. Boston: 2011.

xxvi. Bughin, Jacques, Angela Hung Byers, and Michael Chui. How Social Technologies Are Extending the Organization. McKinsey Quarterly. Nov. 2011.

Accessed 8 Dec. 2011.

xxvii. Gladwell, Malcolm. The Tweaker: The Real Genius of Steve Jobs. The New Yorker. Online. 14 Nov. 2011. Accessed 13 Jan. 2012.

Footnotes

Socially Engaged Enterprise

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