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7/27/2019 The State of Social Business 2013: The Maturing of Social Media into Social Business by Brian Solis and Charlene Li
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By Brian Solis and Charlene Li
With Jessica Groopman, Jaimy Szymanski, and Christine Tran
Based on results from Altimeter Group’s 2010-2013 annual surve of social media strategists and executives
A State of the Industry Report
The State of Social Business 2013:The Maturing of Social Media
into Social Business Altimeter Research Theme: Dynamic Organization
October 15, 2013
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The State of Social Business: 2012 Benchmark Study
In our report, The Evolution of Social Business: Six Stages of Social Business Transformation,
we found that even though social media is making its wa into more and more businesses,
companies that adopt it are not created equal when it comes to social media maturit.
Our research revealed a distinct gap between companies that execute social media
sraegies ad ose a are ruly a “social usiess.” A social usiess, as e deed
in the report, is the deep integration of social media and social methodologies into the
organization to drive business impact.
As compaies maure i social, e ideied a aural progressio roug six disic
stages:
Stage 1: Planning — Listening and learning to ensure a strong foundation of strateg and
resource development, organizational alignment, and execution. Do not currentl have a
sigica presece i social media caels.
Stage 2: Presence — Staking claim and moving from planning to action, establishing a
formal and informed presence in social media.
Stage 3: Engagement — Making a commitment where social becomes critical to
relationship-building along the entire customer lifeccle.
Stage 4: Formalized — Organizing for scale in social deploment and engagement across
multiple departments, business units, and sub-brands.
Stage 5: Strategic — Becoming a social business; social initiatives are gaining visibilit
through business impact. Social methodologies and technologies become integrated
across functions.
Stage 6: Converged — Business is social; social media strategies weave into the fabric of
an evolving organization driven b a vision of improving customer and emploee relationships
and experiences.
We found that while most companies have an established presence, engage activel with
customers, or even have formalized programs, onl 17% consider themselves at the higher
ends of social business maturit (see Figure 1).
Figure 1: Most Enterprises Characterize Themselves as Intermediate in Social
Business Maturity
Q. How would ou characterize where our organizationis in its social business evolution? (Q3 2013)
6%
25%26% 26%
14%
3%
Stage 1Planning
Stage 2Presence
Stage 4Formalized
Stage 5Strategic
Stage 6Converged
Stage 3Engagement
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A ke part of social business is how and where it lives in the organization. We found that
78% of companies have a dedicated social media team — with 22% having them at both
the corporate and division level (see Figure 4). Onl 22% do not have a dedicated team
et.
Figure 4: Three-Quarters of Companies Have a Dedicated Social Media Team
Q. Does our compan have a dedicated social media team that serves the entire compan ordivision as a shared resource? (Q3 2013)
Organizations continue to use a variet of models to support social media programs. We
found that no one format is permanent or dominant. Man companies start with a model
that mirrors the culture of their compan toda. As programs develop, new models are
tested to expand social media across disciplines, departments, and lines of business.
Most companies continue to organize as Hub and Spoke (35%), but the biggest shift
was companies moving toward Multiple Hub and Spoke, increasing from 18% in 2010
to almost 24% in 2012 (see Figure 5). Multiple Hub and Spoke is gaining traction with
organizations that move along the stages of social media maturit as it brings disparate
groups together to solve for challenges that prevent social integration into everda
orko.
Figure 5: Companies Continue to Organize for Social Media as Hub and Spoke,
with a Shift Toward Multiple Hub and Spoke
Social Business Gains Traction Throughout theOrganization
Organizations Still Experiment with Several
Models to Support Social Media
14%
22%
Yes, at the
division level
22% Not yet Yes, at the
corporate and
division level
42% Yes, at the
corporate level
2010
2012
10.8%
9.4%
28.8%
29.1%
41%
35.4%
18%
23.6%
1.4%
2.4%
Decentralized
No one department
manages or coordinates;
efforts bubble up from
the edges of the company.
Hub and Spoke
A cross-functional team
sits in a centralized position
and helps varios nodes such
as business units.
Holistic
Everyone in the company
uses social media safely
and consistently across
all organizations.
CentralizedOne department
(like Corp Communications)
manages all social activities.
Multiple Hub and Spoke(“Dandelion”)
Similar to Hub and Spoke but
applicable to multinational
companies where
“companies within companies”
act nearly autonomusly from each
other under a common brand.
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B far, most core social media teams reside in Marketing or Corporate Communications
and PR, accounting for 66% of all businesses surveed (see Figure 8). Social media is
also making headwa as its own group, now matching core digital teams at 14%. As
social media becomes part of everda engagement across the enterprise, the core socialmedia team will continue to grow as a critical enabler that helps the business learn how
to be social. With the expansion of social media across the enterprise, businesses will
move along the Formalized and Strategic stages of social business evolution. This sets the
stage for social media to operate in alignment with overall business, lines of business, and
functional goals.
Figure 8: Core Social Media Teams Reside Largely in Marketing or Corporate
Communications/PR
Q. In which department does our CORE social me team reside? (Q4 2012)
The number of full-time emploees supporting social media is on the rise. Between 2010
ad 2012, compaies i oer 5,000 employees ae icreased safg for eerprise
social effors (see Figure 6). Moreoer, e umer of people i specic social media roles
has also increased over time (see Figure 7).
Figure 6: Social Media Headcount Across the Organization Is Blooming
Q. Approximatel how man full-time equivalent staff currentl support social effortsin our organization, for external and internal engagement?
Figure 7: The Core Social Media Team Increases in Size
Q. How man full-time or full-time equivalent emploees make up this dedicated social media team?(Answer for the team(s) ou are most familiar with.)
Social Media Headcount Expanded Rapidly
Marketing and Communications Becomethe Social Media Core
Marketing
Corporate Comm/PR
Social Media
Digital
Advertising
Customer Support
Executive
IT
Other
40%
26%
14%
14%
2%
2%
1%
1%
6%
Employees in Company Average # of Staff
2010 2012
1,000 to < 5,000
5,000 to < 10,000
10,000 to < 50,000
50,000 to < 100,000
More than 100,000
3.1
5.2
5.4
23.8
20.4
3.1
19.4
12.0
27.9
49.4
Role 2011 Average 2013 Average
Social Strategist
Business Unit Liaison
Content Strategist
Education/Training Manager
Community Manager
Web Developer
Social Media Manager
Social Analyst
Total
1.5
1.5
N/A
5
3
1.5
2
1
11
1.6
1.7
1.7
0.8
2.5
3.4
2.2
1.6
15.6
.
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While priorities such as metrics and training remain top priorities, new initiatives are getting
attention, such as scaling social programs, making sense of social data, and integrating
with digital and mobile efforts (see Figure 10). This is supported b related objectives to
develop internal education and training, up to 43%, and connect emploees with socialtools, at 23%. Companies can’t scale social media across the enterprise with a core
team alone. As businesses move toward Formalized, Strategic, and Converged stages,
strategists learn that housing social in one group hinders growth, scale, and internal
distribution, leaving strateg development and execution in either the core or among
external agencies. To trul scale social throughout the enterprise takes empowerment
where it becomes a new instrument to achieve business goals.
Figure 10: In 2013, Companies Prioritized Measurement, Training, and Scaling
Programs
Q. In 2013, what are our top internal social media objectives?
In just a few ears, dedicated emploees have spread out beond marketing and
communications to proliferate other ke functions and lines of business. At least 13
different business units across the enterprise ma deplo social media (see Figure 9). Most
notabl, customer support (40%) and digital (37%) have become part of the everdasocial mix. And while HR has traditionall used social for recruitment, social is also now
expanding to be used for emploee engagement, development, and retention.
The number of social media practitioners is also increasing in areas where social hasn’t
ilraed efore. Produc Deelopme, Cusomer Experiece (CX)/User Experiece
(UX), Legal, ad Researc are amog areas a are eolig io social usiess. As is
migration continues, the need for all groups to work together and in line with one overall
vision and philosoph will set the stage for a Converged social business.
Figure 9: At Least 13 Business Units Have Dedicated Social Media Staff
Q. In which of the following departments are there dedicated people(can be less than one FTE) executing social? (Q4 2012)
Social Media Expands into Social Business
Marketing
Corporate Comm/PR
Social Media
Digital
Product Department/R&D
Advertising
Customer/User Experience
Customer Support
Executive
Legal
IT
HR
Market Research
73%
66%
40%
37%
35%
29%
16%
16%
15%
14%
9%
8%
11%
2013 Viewed as the Year Where Social
Scales and Integrates
48%
48%
43%37%
40%
25%
33%
27%
23%
2012 2010
26%
15%30%
15%
35%
15%35%
13%
32%
7%
22%
Create metrics that demonstratethe value of social media
Develop internaleducation and training
Scale our social programs
Connect social data to other enterprise datasources to deliver actionable insight
Integrate social mediawith digital and mobile
Connect employeeswith social tools
Develop alistening/monitoring solution
Determine anorganizational/governance model
Apply social insight tothe product roadmap
Get buy-infrom stakeholders
Create policiesand procedures
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Gie e deep learigs from e-plus years of experiece, i’s lile surprise a
respondents shared that the were able to see and measure positive outcomes for
marketing optimization, customer experience, and brand health social initiatives (see
Figure 12). In progress toward a full Converged social business, customer experiencead rad eal ecome criical KPIs as ey are a social reecio of a compay’s rad
promise, reputation, and engagement strateg.
Figure 12: Social Media Programs Demonstrate Positive Outcomes for Marketing
Optimization, Customer Experience, and Brand Health
Q. Which of the following outcomes can ou atribute to our social business programin the last 12 months? (Q3 2013)
Content marketing, engagement, listening, and providing direct customer support became
higher social priorities in 2013, with more than half naming content marketing (see Figure
11). Coe markeig as a key oecie sigies a rads are lookig a social media
as a means to tell stories, market, and create awareness, preference, and even demand.
On the other hand, notable decreases in social commerce, advocac, and collaboration
programs signif a need to prioritize objectives rather than spread investments, time, and
resources across too man initiatives.
Figure 11: Top External Social Priorities Focus on Content, Engagement,
Listening, and Support
Q. In 2013, what are our top three external social media objectives?
Social Strategies Focus on Content,
Engagement, and Support
Outcomes and Measurement Favor Marketing
and Customer Experience Objectives
We have formalized metrics that show positive outcomes
We have not been able to tie this to positive outcomes
We have not formally measure this yet
53%
45%
45%
24%
19%
18% 29% 52%
37% 42%
35% 39%
26% 29%
23% 29%
23% 21%
Marketing Optimization:Improvement in effectiveness
of marketing programs
Customer Experience:Improvement in relationship with
customers, experience with brand
Brand Health:Improvement in attitudes, conversation,
and behavior toward our brand
Innovation:
Increase in product R&Dand innovation
Operation Efficiency:Reduction in company
expenses, e.g., customer service
Revenue Generation:Increase in actual product
revenue, leads, conversions
57%
50%
43%
41%
38%
32%16%
27%
25%47%
16%25%
14%20%
13%21%
9%14%
9%22%
2012 2010
Contentmarketing
Developing ongoing dialog andengagement with customers
Listening/learningfrom customers
Providing direct customer supportthrough social channels
Developing an influencer relationsor ambassador program
Websiteintegration
Formalizing anadvocacy program
Collaboration with customers onnew products/services
Mobile/ Location
Enablingpeer-to-peer support
Socialcommerce
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Social media investments are distributed across all aspects of social business enablement,
with companies mostl planning to increase spending on social media management
sstems (SMMS) to help scale engagement (see Figure 15). The second area is spending
on training and education as organizations seek to educate those outside of the coresocial media teams on how to integrate social into everda processes.
Figure 15: In 2013, Nearly Half of Social Strategists Planned to Increase Spending
on Social Media Management Systems and Internal Training and Education
In 2013, there was little movement in social budgets from the previous ear (see Figure 13).
Nearl half of companies’ social budgets are less than $100K or between $100K to $500K.
Within those budgets, the highest technolog spend was for listening/monitoring platforms,
followed closel b analtics and communit platforms (see Figure 14).
Figure 13: Social Budgets Stayed Constant in 2013
Figure 14: Listening/Monitoring, Analytics, and Community Platforms Are the
Biggest Social Technology Spends in 2013
Social Media Spending Focuses on
Enabling a Social BusinessSocial Budgets Stayed Constant in 2013
Listening/monitoring platforms $62,000
Analytics platforms $54,600
Community platforms $51,900
Social media management systems $34,700
Enterprise social networks $29,400
Social CRM $14,800
More than $5 million
2013 Projection
$100,000 to < $500,000
Less than $100,000
$500,000 to < $1 million
$1 million to < $5 million
2012
26%
34%
25%
23%
6%
4%
11%
9%
5%
5%
Social media management systems(Hootsuite, Spredfast, Sprinklr)
Training and education(workshop, conferences, webinars)
Custom technology developmentor data integration services
Social appdevelopment
Listening/monitoring platforms(Radian6, Scout Labs, Crimson Hexagon, NetBase)
External agency to support engagement(e.g., moderate Facebook page)
Analytics platforms(Webtrends, Omniture, Coremetrics)
Community platforms(Lithium, Jive, Get Satisfaction)
Blogger/Influencer networks(Federated Media, NetShelter, BlogHer)
Enterprise social network (Yammer, Chatter)
SocialCRM
47%
47%
45%
43%
43%
38%
37%
33%
25%
23%
22%
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The evolution of social business is constant. While models, budgets, and investments will
shift over time, the biggest impact of social media will be in the social contract companies
establish with customers and emploees. Doing so allows companies to think through the
investment and the expected return for emploees and customers so the can introducead gro muually eecial ad producie social programs.
As a function of social business evolution, social becomes part of the DNA and culture
in organizational transformation. Everthing begins with the articulation of a vision for
how social impacts customer and emploee relationships and experiences. From there,
usiesses ca rack iesmes i models, process, policies, collaoraio, orko,
and technolog to effectivel scale social throughout the organization while aligning with a
new or renewed vision and also business goals.
In the next two ears, we expect social to become part of a bigger movement where
social joins web, mobile, and other digital initiatives to lead an integrated and orchestratedtransformation. Social becomes just one part of the overall approach to successfull
engage, learn from, and lead connected customers and emploees. But it is the evolution
into a Social Business as outlined above where stakeholders learn what it takes to adapt
existing models, processes, and methodologies as part of an overall change management
initiative.
Methodology
Each ear, Altimeter Group conducts an online surve of social media strategists and
executives. Surve results in this report are onl from companies with more than 1000
emploees for 2010-2012 and 500 emploees for 2013.
In Summary
Surve Date Number of Respondents
Q2 2010 140
Q2 2011 144
Q4 2012 130
Q3 2012 65
The data that appears in this report was also used in the following reports and books:
The Seven Success Factors of Social Business Strategy b Charlene Li and Brian Solis, Jul 2013
The Evolution of Social Business: Six Stages of Social Business Transformationb Charlene Li and Brian Solis, March 2013
A Framework for Social Analytics b Susan Etlinger, August 2011
Related Altimeter Services
Social business champions need to take strategies to the next level. Altimeter has a suite
of solutions to help strategists guide organizations through an important series of steps
that lead to social business transformation.
Altimeter’s Social Business Strateg Suite is designed as a complete process, or it can beimplemeed roug a meu-drie approac o mee your specic eeds.
Discovery:
• Social Readiness Roadmap
• Social Media Polic & Risk Assessment
• Opportunit Analsis
• Socialgraphics
Strategy Development:
• Social Business Vision
• Strateg Roadmap
• Metrics Development & Alignment
• Identif and Prioritize Initiatives
Organizational Development
• Governance & Organizational Structure
• Content Strateg Roadmap
• Social Data & Analtics Roadmap
• Training Program Roadmap
• Technolog Assessments
Related Reports
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