Institute of Instrumentation, Control & Automation. Leadership in the Age of Social Media

Transcription

1 Institute of Instrumentation, Control & Automation Leadership in the Age of Social Media

2 Company Overview KINSHIP digital is a social consultancy that specialises in understanding, developing and protec:ng its clients reputa:on, brands, businesses and people in Social Media. 2

3 Discussion Overview Topics 1 Why this Social Media addic:on - an Australian perspec:ve? 2 Consequences of this Social Media wave for enterprise and execu:ves 3 A strategic view of Social Media within and outside the enterprise 4 Review of Social Media use cases that deliver ROI 3

4 Why this Social Media addiction - an Australian perspective? 4

5 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. 5

6 Consequences of this Social Media wave for enterprise and executives 6

7 W E LIVE IN A MULTI- SCREEN ECONOMY

8 A TTENTION DEFICIT DISORDER

9 C OMMUNICATION HAS NO BOUNDARIES

10 E VERYONE HAS A VOICE, INFLUENTIAL

11 Digital Activity 11

12

13 B RANDS NEED TO START THINKING LIKE MEDIA COMPANIES

14 THE BRIGHT & SHINY THING CALLED. SOCIAL

15 Executive Dilemma 15

16 Social Media Marketing Has Caused Internal Business Challenges EMPLOYEES" Inappropriate use of social media" EXPANDING" Social media programs globally" INTERNAL" Confusion of roles & responsibilities" NON-EXISTENT" Governance models & Policies" INCONSISTENT" Social media measurement practices" DISJOINTED" Content & Community Practices OUTDATED" Crisis communications models TECHNOLOGY" Selection and adoption within the

17 A strategic view of Social Media within and outside the enterprise 17

18 CORE BUSINESS REMAINS THE SAME

19 81% of consumers using social media say it's important for businesses to respond to ques:ons and complaints and within a reasonable amount of :me. 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

20 The Stakeholder Ecosystem Value Creation Model 3 COLLABORATION KNOWLEDGE SHARING SOCIAL ENABLEMENT 2 COMMUNITY ENGAGEMENT CUSTOMER/SALES SUPPORT CUSTOMER SATISFACTION INTERNAL (employees) OPERATIONAL EXCELLENCE THE SOCIAL BUSINESS SOCIAL BRAND EXTERNAL (customers, partners, media) 4 PROCESS IMPROVEMENT PRODUCT INNOVATION EMPLOYEE ADVOCACY 1 SALES/REVENUE CUSTOMER ADVOCACY PRODUCT FEEDBACK

21 Understanding The Social Brand Versus Social Business Programs Community Management Marketing Customer Service Communications Events Campaigns Advocacy Crisis SOCIAL BRAND (External) RESULTS SOCIAL BUSINESS(Internal) Training Process Collaboration Organization Models Research & Development Policies & Guidelines Knowledge Sharing Culture Source: David Armarno

22 So then what is a Social Business? 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. 22

23 Review of Social Media use cases that deliver ROI 23

24 Social Business Affects More Than Just Marketing COMMUNICATIONS Deeper levels of engagement with the social customer through consistent and relevant content; ability to scale opera:ons globally. CUSTOMER SERVICE The ability to solve customer problems quickly and efficiently. SALES Increased collabora:on between sales professionals in the industry; robust social CRM pla^orm and analy:cs PRODUCT DEVELOPMENT Product and process innova:on using the collec:ve intellect of the community HUMAN RESOURCES Staffing & recrui:ng, employee engagement and empowerment SUPPLY CHAIN Bring products to market faster through increased collabora:on with partners in the supply chain 24

25 External Use Cases EXECUTE BUSINESS VALUE SOCIAL MARKETING ü Social Marketing Insights ü Rapid Social Marketing Response ü Social Campaign Tracking SOCIAL SALES ü Sales Insights ü Competitive Intelligence ü Lead Response Centre CUSTOMER SERVICE ü Rapid Social Support Response ü Seamless Customer Experience ü Peer-to-Peer Crowd-sourced Support DIGITAL PR & COMMS ü Online Reputation Management ü Crisis Management ü Proactive PR/ Comms ü Social Event

26 Social Maturity Journey 1. From reporting to curating and embedding 2. From analysis and synthesis to structuring and mining 3. From data gathering to engaging and tracking 4. From identifying data to mapping people and

27 @Michae1Green"

28 Okay, Bullshit Aside, Now What? 28

29 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 29

30 Social Business requires a New Leadership Paradigm Social 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 30

31 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? 31

32 Customer Engagement Process EVALUATE RESEARCH SOCIAL LANDSCAPE ESTABLISH A STRATEGY & TEAM EXECUTE OPERATIONALISE THE SOCIAL BUSINESS CENTER OF EXCELLENCE 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 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 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

33 Questions 33