slideshare presentation - strategy without social is strategy lite, december 2014

Strategy without social is strategy liteDecember 2014

It’s now good business strategy to put social at the centre of everything.

Putting social…

It’s now good business strategy to put social at the centre of everything.

Especially strategy.

Putting social…into strategy

That the social web and social media continue to be considered and deployed

in the context of sales or marketing in many organizations serves only to

emphasize one thing:

The risk of missing…

the missed context of the social web as an

essential contributor to business strategy,

The risk of missing…the bigger context

the missed context of the social web as an

essential contributor to business strategy,

not just marketing or communications strategy.

The risk of missing…the bigger context

This is because no other mechanism provides so great a level of

Strategic data on-tap

This is because no other mechanism provides so great a level of

market insight

Strategic data on-tap

This is because no other mechanism provides so great a level of

market insight,

feedback,

Strategic data on-tap

This is because no other mechanism provides so great a level of

market insight,

feedback,

on such a scale,

Strategic data on-tap

This is because no other mechanism provides so great a level of

market insight,

feedback,

on such a scale,

so close to real individuals.

Strategic data on-tap

Hard data are difficult to refute or ignore.

Strategic data on-tap

Organizations need to move away from using social tools to measure

sentiment or allegiance, towards using social to analyse and understand their

markets.

Strategic data on-tap

This is as strategic as it gets.

Strategic data on-tap

This matters because markets are complex.

Why this matters

They consist of customers, prospects, competitors, influencers, opportunities,

challenges, regulators and a broader backdrop of public sentiment.

Why this matters

And the social web provides hundreds of thousands of real-time radar signals

on the state of any given market across all of these contributing inputs, all

mapped to individuals.

Why this matters

So it makes sense – or should – to place social at the centre of

Making sense, makes sense

So it makes sense – or should – to place social at the centre of

business strategy,

Making sense, makes sense

So it makes sense – or should – to place social at the centre of

business strategy,

strategy development,

Making sense, makes sense

So it makes sense – or should – to place social at the centre of

business strategy,

strategy development,

market development,

Making sense, makes sense

So it makes sense – or should – to place social at the centre of

business strategy,

strategy development,

market development,

business process reengineering

Making sense, makes sense

So it makes sense – or should – to place social at the centre of

business strategy,

strategy development,

market development,

business process reengineering

and business reorganization.

Making sense, makes sense

And this makes most sense when social data are mapped systematically at the

strategy development phase (early data and insight inputs into thinking,

planning, testing, development)

Making sense, makes sense

And this makes most sense when social data are mapped systematically at the

strategy development phase (early data and insight inputs into thinking,

planning, testing, development) and at the strategy implementation phase

(testing, feedback analysis, market testing, programme management).

Making sense, makes sense

This introduces a new strategic focus to the social web that transcends its

historic position as a new way to connect people.

Making sense, makes sense

By analysing these inputs and the resulting social media outputs from the

hundreds of thousands of individuals using the social web every day,

organizations can consider and decide upon the actions they need to

take.

Analysis beats intuition

That’s tremendously powerful, for a number of reasons.

Analysis beats intuition

A gap in the inputs to strategy development is closed.

Analysis beats intuition

The organization is drawn closer to its markets, and more importantly to what

resonates with those markets.

Analysis beats intuition

When developing markets and products, insights into opportunity size and

market preparedness are grounded in real-time data – assumptions can be

tested and discarded in favour of real insights;

Analysis beats intuition

When developing markets and products, insights into opportunity size and

market preparedness are grounded in real-time data – assumptions can be

tested and discarded in favour of real insights; risks can be assessed and then

continuously monitored with a new set of data inputs coming from a new

perspective;

Analysis beats intuition

When developing markets and products, insights into opportunity size and

market preparedness are grounded in real-time data – assumptions can be

tested and discarded in favour of real insights; risks can be assessed and then

continuously monitored with a new set of data inputs coming from a new

perspective; and employee sentiments can be assessed when considering

company reorganizations.

Analysis beats intuition

This also makes organizations accountable to shareholders and other

stakeholders.

New accountability

In short, it’s time for social to be contributing to every aspect of business

strategy development,

New accountability

In short, it’s time for social to be contributing to every aspect of business

strategy development, in understanding and knowing which services, products,

sales development initiatives, customer service initiatives, and employment

initiatives should be considered.

New accountability

In short, it’s now time to remove the ‘lite’

from ‘strategy lite.’

New accountability

Go to http://digivizer.com/blog/ for more on this and other discussions.

Contact info@digivizer.com for more information, or to discuss your social

analytics needs.

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