dreamforce 2012: prioritizing for scale by jeremiah owyang

Building Your Social StrategyPrioritizing For Scale

Jeremiah Owyang, Partner and Industry Analyst, Altimeter Group

@jowyang

web-strategist.com

© 2012 Altimeter Group

#socialadvocate

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#socialadvocate

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Your World is Changing


You emerge as an Open Leader


#socialadvocate

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Internal Storms Hinder Progress


Compounding DemandsCompounding Demands


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What is the future?


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Path I. Grounded to

Social Media Sanitation

Path II.Achieve Escape Velocity


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Path I. Grounded to Social Media Sanitation


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41% of programs are reactive to requests


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Most programs have existed less than 5 years


The Situation 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 “Social Media Sanitation”12


The Situation 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

The Problem With limited resources,

companies can’t scale 1:1 dialog

Efforts are uncoordinated and fragmented –but you

will have to clean up Demands will compound,

regardless of existing resources

Symptoms of “Social Media Sanitation”13


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Companies Headed to Social Media Sanitation Will Not Scale


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6 Steps to Achieve Escape Velocity

Get into a Scalable Formation now

Enable Business Units

Streamline Workflow with Tools

Scale with Peer to Peer Communities

Grow an Unpaid Army of Advocates

Integrate, Integrate, Integrate

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Formalize a Hub and Spoke model quickly18


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DECENTRALIZED- Organic growth- Authentic- Experimental- Not coordinated


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- One department controls all efforts- Consistent- May not be as authentic

CENTRALIZED



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HUB AND SPOKE- One hub sets rules and procedures- Business units undertake own efforts- Spreads widely around the org- Takes time


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MULTIPLE HUB AND SPOKE OR “DANDELION”

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


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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 Spoke24

10.8%Decentralized

28.8%Centralized

18%Multiple Hub and Spoke

41%Hub and Spoke

1.4%Holistic

How Corporations Organize for Social Business in 2010

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





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Become an enabler for business units26

Charter of a “Center of Excellence”


How the CoE and spokes work together:27

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:28

CoE

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

Spokes

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


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

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

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

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

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






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Streamline internal workflow with SMMS32

Social Media Management Systems (SMMS) vendors include CoTweet, (left), Sprinklr, Objective Marketer, Expion, Seesmic,

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

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


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

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This list of Microsoft accounts asks: “If anyone has any more that should be added to this list, please feel free to let me know!”

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Scale with Peer to Peer Communities4


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GiffGaff mobile customers rewarded through credits and badges

GiffGaff, a small UK-based mobile virtual network operator with only 14 employees, 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.


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Citibank trials support community focused on mortgage troubles








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Fiskars’ “Fiskateer” moms lead a crafting brigade39

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.


Salesforce MVP program recognizes top advocates40









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Integrate social onto the corporate website42

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

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


Evolution of the Social Corporate Website43


Windows 7 curates mentions of its new product on a dedicated page

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TripAdvisor visitors view friend reviews through Facebook Instant Personalization

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TripAdvisor launched Facebook’s Instant

Personalization feature in December 2010, offering

friend ratings, reviews, and travel history.









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Jeremiah [email protected]/blogTwitter: jowyang

THANK YOU

Disclaimer: Although the information and data used in this report have been produced and processed from sources believed to be reliable, no warranty expressed or implied is made regarding the completeness, accuracy, adequacy or use of the information. The authors and contributors of the information and data shall have no liability for errors or omissions contained herein or for interpretations thereof. Reference herein to any specific product or vendor by trade name, trademark or otherwise does not constitute or imply its endorsement, recommendation or favoring by the authors or contributors and shall not be used for advertising or product endorsement purposes. The opinions expressed herein are subject to change without notice.


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