Social Business Benchmark For Associations 2014 Results

L E A D E R NETWORKS

Copyright © 2014 Leader Networks, LLC 1

Social Business Benchmark 2014for Association Leaders

Presented at DigitalNow 2014

Vanessa DiMauro, BA, MACEO & Managing Partner, Leader Networks, LLC


Copyright © 2014 Leader Networks, LLC

Purpose of the Social Business Benchmark StudyExamine what companies are (really) doing with their social business activities and to benchmark organizations readiness for social business & provide future guideposts

Key research questions:• Do organizations differentiate social media marketing from social

business? • What are the social strategic intention, operational alignment,

staffing, policy, and governance structures norms for social?



Social Business Benchmark Research Methods

Starting in 2011, The Social Business Benchmark is a mixed method research study in partnership with Society for New Communications Research (SNCR) and, for 2014 an Association-focused edition conducted in partnership with Fusion Productions.

Study composition:191 organizations as of March 201425 interviews between Nov. 2012 – Feb. 201315+ industriesOrganization size ranged from <100 - >50K employees

About SNCRThe Society for New Communications Research is a global nonprofit 501(c)(3) research and education foundation, think tank, and public service organization, dedicated to the advanced study of the latest developments in new and emerging communications tools and technologies such as digital, social media, and mobile, and their effect on business, culture, and society.

Unless noted, Associations tracked the same as all other respondents



2. Present

4. Integrated

1. Familiar 3.Enabled

None Limited Moderate RobustHealthy

Strategic

Operations

Staffing

Governance

Tool Use

Strategic

Operations

Staffing

Governance

Tool Use

Strategic

Operations

Staffing

Governance

Tool Use

Social Business PerformanceStrategic

Operations

Staffing

Governance

Tool Use

http://en.wikipedia.org/wiki/File:Harvey_Balls_Small.jpg






















Social Business Performance Scale

5

Stage 1: Familiar

Stage 2:Present

Stage 3:Enabled

Stage 4: Integrated

Strategic Intentions No strategic goals Reach and awareness Social goals support

business goalsSocial business transforms the value chain

Operations Detached projectsMarketing participates & monitors social channel

Social business COEExecutive support

Social media pervades all lines of business

Staffing No dedicated staff Informal part of marketing role

Built into many job descriptions

Integrated into key roles & executive sponsorship

Governance No social media policy Guidance is offered Policy in place Policy, education &

training

Organizational readiness

Org. tolerates experiments

Marketing shares results

Impact, outcomes, ROI are tracked Cultural transparency,

responsive organization

Tool UseMainly “unofficial” social media accounts

Tool adoption grows & proliferates

Departmental use of tools (e.g. sales uses LinkedIn)

Tool standards established



Organizational Readiness

Tool Use

Governance

Staffing

Operations

Strategic Intentions

0% 20% 40% 60% 80% 100%

None Limited Moderate Healthy Robust

Social Business Maturity Overview

6

Familiar Present Enabled Integrated



Strategic Intentions

• Close to two in ten report either no or limited strategic maturity.• Only about one in twenty-five report that their organizations have robust strategies.

7

Strategic Intention

0% 20% 40% 60% 80% 100%


No strategic goals Reach and awareness Social goals support business goals

Social business transforms the value chain




Well defined

Integrated into the larger organization's operations

Strategic

Generally supported by key stakeholders across the organization

0% 10% 20% 30% 40% 50% 60% 70%

32%

49%

51%

59%

How would you categorize your organization’s strategic framework, goals or intentions for social initiatives? (check all that apply)

78% Of Organizations Do Not Consider Their Social Strategies To Be Well Defined

2014 n= 138

8


Copyright © 2014 Leader Networks, LLCn=191

9

Yes; 43%

No; 57%

Does your organization differentiate social media marketing from social business?

The Lines Between Social Media And Social Business Are (Still) Blurred

Social Media: The spaces where we interact with one another over the web, including public, private and semi-private spaces defined within, and by certain contexts.

Social Media Marketing: The use of social media spaces for marketing.

Social Business: Using the elements above to enable more efficient, effective, and net-new connections between people, information, and assets to drive business decision, action, and outcome across the enterprise. Source: Deloitte: The Social Business Initiative

http://sloanreview.mit.edu/big-ideas/social-business/

http://sloanreview.mit.edu/big-ideas/social-business/



Operations Maturity

• Only one in ten report that their organization has robust maturity in the area of operations.

10

Operations

0% 20% 40% 60% 80% 100%


Famil-iar

Present

En-abled

Inte-grated

Detached projectsMarketing participates & monitors social channel

Social business COEExecutive support

Social media pervades all lines of business




Most Organizations Do Not Leverage What They Learn Through The Social Channel

Yes; 41%

No; 45%

I Don't Know; 15%

Does your organization use or leverage social data to impact core operations (customer care, R&D etc.)?

n = 164

Associations were less likely to report that their organization uses or leverages social data to impact core operations.



Social Strategy Execution Generally Falters

n = 175

Excellent

Somewhat well

Not well

We do not have a well-articulated strategy

0% 10% 20% 30% 40% 50% 60% 70%

13%

62%

11%

14%

How well is the social strategy being executed within your organization?



49% Collect social outcomes data but rarely use them to drive change, account for success or failure of a larger strategic

initiative.

13



Reach/Awareness And Collaboration With Customers Are Primary Drivers For Social Strategy

If other, please specify

Beta test new products or services

Competitive intelligence

Collaboration with suppliers and / or business partners

Generation of new products / services / ideas

Better account management / coverage / customer service

Collaboration within the organization

Lead generation

Collaboration with customers / clients

Reach / Awareness

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

7%

5%

17%

17%

21%

27%

28%

34%

62%

76%

What are the primary drivers for your social strategy? (Please select the top 3)

2014 n = 175, 2013 n = 56

14

Associations were more likely to report that Reach/ Awareness is a primary driver for social strategy and less likely to report that lead generation or better account management is a primary driver.



Staffing Maturity

• About a quarter of respondents report that their organizations have a robust level of maturity in this area.

15

Staffing

0% 20% 40% 60% 80% 100%



No dedicated staff Informal part of marketing role

Built into many job descriptions

Integrated into key roles & executive sponsorship



Many staff us-ing; 27%

Select staff exper-imenting; 43%

Trained key personnel; 24%

Not using social tools or strategies; 6%

16

Only 24% Of Organizations Have Trained Key Personnel In Social Media Skills

Question: What is the level of staff proficiency with social media skills?

Staff Proficiency

Yes; 49%No; 51%

Competitive Differentiator

n = 169Question: Do you consider your organization's social strategy skills to be a competitive differentiator? n = 170

Associations were more likely to report that select staff are experimenting with social tools and less likely to report that they are not using social tools or strategies at all.



Governance Maturity

• A third of respondents report robust Governance maturity.

17

Governance

0% 20% 40% 60% 80% 100%


No social media policy Guidance is offered Policy in place Policy, education & training




Governance Maturity

18

• Organizations were strongest in the area of communicating and collaborating with external constituents and Millennial Satisfaction with Policy and had the most challenges with their social media policy guidelines.

0%20%40%60%80%

100%

Benchmark



Close To Half Report Having A Written Social Media Policy

n = 162

Formal Written Pol-icy and Trained

Staff; 27%

Formal Written Policy; 19%Unwritten Policy;

25%

No Policy; 28%

Prohibit Staff from Using; 2%

What is the state of your social media policy guidelines?



Tool Use Maturity

• Close to one third report No or Limited maturity in their Social Tool Use.• Les than one in ten are robust in this area.

20

Tool Use

0% 20% 40% 60% 80% 100%



Mainly “unofficial” social media accounts

Tool adoption grows & proliferates

Departmental use of tools (LinkedIn for sales) Tool standards established



Which Social Platforms Does Your Organization Use?

To extend the brand To engage

Public social networks (Twitter, YouTube) 82% 68%

Public selective platforms (Facebook, G+) 81% 66%Public professional social networking platforms (LinkedIn) 74% 69%Blog platform 58% 49%Public social content sharing (Pintrest, Flickr) 43% 25%Mobile applications 36% 40%Org. sponsored video channel 31% 20%Org. sponsored online community 27% 27%Participation or sponsorship of online community that org. doesn’t run 15% 12%Private label online community platforms (Jive, Telligent) 13% 28%Social CRM platform 12% 17%Internal collaboration tools (Yammer) 10% 14%Social games 10% 6%

21n = 169

Arrows indicate response of Association members vs. others.



Organizational Readiness Maturity

• Four in ten respondents report no or limited Organizational Readiness maturity.• About one in nine report that their organizations are robust in this area.

22

Organizational Readiness

0% 20% 40% 60% 80% 100%



Org. tolerates experiments

Marketing shares results

Impact, outcomes, ROI are tracked Cultural transparency,

responsive org.



Organizational Readiness Maturity

• Organizations were strongest in the area of having a social strategy that is embraced by management.

23

0%20%40%60%80%

100%

Benchmark

See right

41% of Benchmark participants leverage social data to impact core operations.

Yes; 41%

No; 45%

I Don't Know; 15%

Leverage Social Data



Observations About Associations Social Business Benchmarks

Associations tracked largely the same as enterprise with a few, notable differences:• Associations are less likely to report that they use or leverages social data to

impact core operations.• More likely to report that staff leads the social media marketing, and less likely

to report that marketing does.• More likely to using social for external staffing activities than internally focused

efforts.• More likely to report that select staff are experimenting with social tools.• More likely to use blogs and less likely to host online communities. • Reach and awareness was more likely to be a primary driver for Associations

social activities.

24