Dreamforce priorities: scale your program

Speakers:

Building Your Social Strategy:Prioritizing Efforts for Scale

Jeremiah Owyang

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© 2011 Altimeter Group

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Your World is Changing

You emerge as an Open Leader

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Storms Increasing

Compounding DemandsCompounding Demands

Social Media Crises on the Rise

Yet most could be diminished –or prevented

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Two Paths

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Path 1: Grounded to Social Media Sanitation

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Nearly half are Reactive –heading towards sanitation

We’re Early

Budgets are Limited

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Customers become accustomed to “yelling in public”

Business units adopt “social media fever” and deploy on their own

Resources are limited, we can only do so much

Relegated to the “Social Media Sanitation”

Companies Headed to Social Media

Sanitation Will Not Scale

Path 2: Achieve Escape Velocity

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1. Get in a Scalable Formation Now

2.

3.

4.

5.

6.

6 steps to achieve Escape Velocity

1. Formalize a Hub and Spoke model quickly

DECENTRALIZED

- Organic growth- Authentic- Experimental- Not coordinated- e.g. Sun

- One department controls all efforts- Consistent- May not be as authentic- e.g. Ford

CENTRALIZED

HUB AND SPOKE

- One hub sets rules and procedures- Business units undertake own efforts- Spreads widely around the org- Takes time- e.g. Red Cross

MULTIPLE HUB AND SPOKE OR “DANDELION”

- Similar to Hub and Spoke but across multiple brands and units

- e.g. HP

HOLISTIC OR “HONEYCOMB”

- Each employee is empowered- Unlike Organic, employees are organized- e.g. Dell, Zappos, Intel, Best Buy

Most companies organize into Hub and Spoke

Source: “The Career Path of the Corporate Social Strategist,” Altimeter Group, December 2010


2. Enable Business Units

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4.

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Charter of a “Center of Excellence”

2. Become an enabler for business units

How the CoE and spokes work together:

Set guidelines, policies and processes, and hold spokes accountable

Provide and facilitate learning, education, and research in real time, reducing risk

Own tools, and distribute best practices

Report and coordinate with dotted line spokes, e.g. Executives, HR/Associates, and Legal

CoE

How the CoE and spokes work together:

Set guidelines, policies and processes, and hold spokes accountable

Provide and facilitate learning, education, and research in real time, reducing risk

Own tools, and distribute best practices

Report and coordinate with dotted line spokes, e.g. Executives, HR/Associates, and Legal

Manage social media efforts on their own, within established guidelines

Report and coordinate with CoE on strategy, deployment, and measurements

Share best practices with CoE and other spokes

CoE Spokes

Ebay’s CoE (Global Hub) coordinates across functions, properties, and

geographies

Source: http://www.slideshare.net/influencepeoples/ali-croft-monitoring-social-media-ebay

With executive support, Adobe adopted a Hub and Spoke model with a

CoE at the Hub

The mission of Adobe’s CoE: “Enable more coordinated and strategic social media initiatives across the company.”

Source: Maria Poveromo, “One Company’s Journey in Social Media”



3. Scale with Peer-to-Peer Communities

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5.

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3. Scale with peer-to-peer communities

Best Buy leverages “super users” to answer 30% of all

questions

Started in 2008, Best Buy’s community receives 2.5 million visitors a year,

generating 100,000 conversations. In addition, 25 super users spend 8-12 hours a week on the site answering about 30 percent of all the questions

asked.

GiffGaff mobile customers rewarded for support activities

through payback system

GiffGaff has no call center. Instead, the community receives pre-pay credits and badges for contributions. The community

answers 50% of customer questions. The average

response time is 3 minutes.

Community platforms are a top social business priority for all

maturity levels




4. Integrate, Integrate, Integrate

5.

6.


4. Integrate social onto the corporate website

Source: Survey of Corporate Social Strategists, Altimeter Group, November 2010

We asked 140 Corporate Social Strategists: “What three external (go-to-market) social strategy objectives will you focus on most in 2011?”

Evolution of the Social Corporate Website

Windows 7 curates mentions of its new product on a

dedicated page

TripAdvisor visitors view friend reviews through Facebook

Instant Personalization

TripAdvisor launched Facebook’s Instant

Personalization feature in December 2010, offering

friend ratings, reviews, and travel history.





5. Raise an Unpaid Army of Advocates

6.


5. Formalize a customer advocacy program

Walmart original recruited 11 “mommy bloggers” for its Eleven

program.

Fiskars’ “Fiskateer” moms lead a crafting brigade

In 2006, 5 women were selected as “Fiskateers.” The

program added an online community and

certified 50 “Demonstrators,” who

in turn certified 20 more who certified

100 more each. Fiskateers are paid for

15 hours/week of ambassador time. The program is run out of PR. Fiskars calls for applications every 2

years.

Ford leverages “agent”-created content across all social properties, like

their YouTube channel

The Ford Fiesta Movement resulted in 31K items of content,

17M customer engagements, 52K test drives, and 58% brand awareness prior to the release

date of the car.

Salesforce MVP’s lead the community






6. Streamline Workflow with Tools


Social Media Management Systems (SMMS) vendors include

CoTweet, (left), Sprinklr, Objective Marketer, Expion, Seesmic,

Awareness, and SpredFast (right), see full list.

6. Streamline internal workflow with SMMS

http://www.web-strategist.com/blog/2010/03/19/list-of-social-media-management-systems-smms/

“Approximately how many official social accounts exist across the entire company, including all business units, products, or regions? (best estimate)”

Platform Average # accounts

Twitter 39.2

Blog 31.9

Facebook 29.9

LinkedIn 28.8

Forum/Message Board/Communities 23.4

YouTube 9.4

Foursquare 6.3

All others 5.3

Flickr 3.8

Gowalla 0.3

Sum 178Source: Survey for Social Media Program Managers, conducted by Altimeter Group (Q1-Q2 2011)

140 respondents, all over 1000 employees

6. Streamline internal workflow with SMMS

Coke has over 500 brands across the entire world, each with its own social accounts

This unofficial list of Microsoft accounts asks “If anyone has any more

that should be added to this list, please feel free to let me know!”

Publishers: For every 330 employees in enterprise class companies, 1 publishes on social media accountsCross-tab of “Approximately how many employees post content to official social accounts?” & “How many employees are in your company?”

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Number of employees Ratio #employees to #posting

1,000-5,000 employees 195:1

5,000-10,000 employees 334:1

10,000-50,000 employees 360:1

50,000-100,000 employees 412:1

Over 100,000 employees 356:1

Average 331:1

Average for above 5k 366:1

Source: Survey for Social Media Program Managers, conducted by Altimeter Group (Q1-Q2 2011)


For companies over 5,000 employees the ratio stays fairly constant – i.e. companies are hiring more staff in order to scale

Adoption outpaced expectations – already at 64% compared with the predicted 58%We asked: “Does your company use a social media management system (SMMS), e.g. CoTweet, Expion, Hootsuite, Seesmic, Spredfast, Sprinklr, etc.?”

Source: Survey for Social Media Program Managers, conducted by Altimeter Group (Q1-Q2 2011)


63.9%

18.1%

18.1% Yes

No

We are currently exploring this.

SMMS investments are low across all companies

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Two Paths






6. Streamline Workflow with Tools


Achieve Escape Velocity

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Jeremiah Owyang

[email protected]

m

web-strategist.com/blog

Twitter: jowyang

Q&A

Research team includes significant contributions from Christine Tran, and Charlene Li, Altimeter Group

Open Research: Use and share with attribution

Available for download at www.altimetergroup.com/media-room