social business, culture and branding
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Social Business, Culture and BrandingTRANSCRIPT
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SMBME 24 - NOW WHAT?BACK TO BEING HUMAN,
SOCIAL CULTURE, CARING & BRANDING
JULY 31, 2011 @ROBERTCOLLINS
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@RobertCollins
…ONCE AGAIN
BUSINESS IS BECOMING SOCIAL
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@RobertCollins
In the beginning – All business was social
Satisfaction results in positive or negative word of mouth which makes a difference
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@RobertCollins
Then business started scaling
…but the social could not scale and made no difference anymore – so it disappeared from business
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@RobertCollins
And companies started to develop real bad habits
Interrupting people, targeting people, segmenting people – it felt like going to war with customers (& employees)
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@RobertCollins
But then came the Internet and Social Media
Blogs, wiki’s, discussion boards, tags, social networks – a massive platform of participation
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@RobertCollins
And because humans are hardwired to be social
The social reentered business and commerce with a vengeance – employees, customers could once again behave
the way they’re hardwired to behave: humanly, tribally.
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@RobertCollins
So to understand how to do business in a 2.0 world…
You do not need to understand the Web 2.0 technologies
You are better off understanding Human 1.0 – not as individuals, but as
hyper-social creatures
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9@RobertCollins
The SAP Developer NetworkStats:1.4 M users400K+ business expertsContent-richOriginal Incentive System:Point system leading to
personal rewardsThe Results:Bullying behavior in the
communityNew Incentive System:Point system leading to
donation to good causeThe Results:No more bullying in the
communityWeb 2.0 or Human 1.0?
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@RobertCollins
A look at some NIH + Duke Research
Experiment #1:
People play Atari-style video game which allows them to earn or lose money for themselves
MRI scans shows that the pleasure side of the brain lights up – that same part that gets addicted to drugs
Experiment #2:
People play Atari-style video game which allows them to earn or lose money for a charity
MRI scans shows that the altruism side of the brain lights up – that same part that is responsible for social interactions
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@RobertCollins
LET’S GET A LEVEL DEEPER ON THE HUMAN 1.0…
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@RobertCollins
Why are social beings helping one another?
Reciprocity = a Reflex
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@RobertCollins
Why are people going out of their way to punish others?
Humans have an innate sense of fairness = keeps reciprocal society working
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@RobertCollins
How do we make decisions?
Social Framework Market Framework
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@RobertCollins
Why do people like to look like others?
Because humans have mirror neurons
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@RobertCollins
Why do we lie to market researchers?
Because we lie to ourselves and others, and we tell people what we think they want to hear
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@RobertCollins
Why is status so important (and why do we hoard it)?
Because it used to get us a better mate – proceed with caution: status works both ways!
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@RobertCollins
We are a herding species – self herding even
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What are the important Human 1.0 Hyper-Social Traits
• Reciprocity – it’s a reflex that allows us to be the only super-social species without all being brothers and sisters
• The role of fairness in assessing situations
• Social framework of evaluating things vs. market framework
• The importance of looking cool and mimicking others
• Herding and self-herding(early research shows that social behavior does not change when it scales)
So to the extent that we can basically be human
with what we know, and share it as freely as we
possibly can, I think we’ll go a long way towards
gaining a higher or stronger level of trust with
the consumers.
Barry Judge, CMO Best Buyhttp://www.cmotwo.com
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@RobertCollins
HOW THEY THINK DIFFERENTLY ABOUT THEIR BUSINESS
SUCCESSFUL HYPER-SOCIAL ORGANIZATIONS
Informed by Tribalization of Business Study:2008-2010 – 1,000+ companies took the survey
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Hyper-Social companies think differently
• Think tribe – not market segment– We need to find groups of people who have
something in common based on their behavior, not their market characteristics
• Think knowledge network – not information channel– The most important conversations in communities
happen in networks of people, not between your organization and the community.
• Think human-centricity – not company-centricity– The human has to be at the center of everything
you do, not the organization• Think emergent messiness – not hierarchical fixed
processes– People will want to see responses to their
suggestions, even if it does not fit your community goals – FAST
“…affinity groups will quickly become the dominant social
force in the emerging world
economy, changing how we think about markets, fads, social
movements, and, ultimately, power”
- Tom Hayes, Jump Point: How Network
Culture is Revolutionizing Business – 2008
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@RobertCollins 22
Process Before After Benefits Case Studies
Sales One-to-one Many-to-many Sales is social networking
Tibco, Zappos
Product Innovation Constraint to a department
Includes all employees, customers, prospects
and detractors
Reduce product failure rates (now at 80%)
Cisco, Netflix
Lead generation Interrupt-driven Become findable, be generally helpful in public conversation
Leads that actually want to buy something
EMC, Dell
Customer Service Conducted by employees
Conducted by employees and other
customers
Customers service as a revenue source instead
of cost center
SAP, Zappos
Knowledge Management
Top down process Federated and user-driven process
KM that works, changes in work habits
IBM
Customer Communications
Mostly between companies and
customers
Primarily among customers, detractors
and prospects
Reduced cost and increased effectiveness
Best Buy, Dassault Systemes, Fiskars
Talent Acquisition and Development
Board, interrupt-driven and based on weak ties
WOM
Endorsed by the tribes people belong to
Social context provides better matches
Monster.com
Employee Communications
Mostly within silos Cross enterprise Increased serendipity, increased support
IBM, FedEx, Cisco
Market research Based on small groups and financial incentives
Based on tribes and social contract
Much more accurate market data and
increased success
Eli Lilly, Pfizer, IBM, Fiskars
PR & Thought leadership
Rolodex based and focused on traditional
media
Community/tribe based and focused on
social media
Much more amplification of the
messages
Microsoft, Intuit
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@RobertCollins
Tribes & Networks
23
Today’s buying cycle: a social-powered continuous loop process
Based on source: McKinsey Quarterly http://www.mckinseyquarterly.com/The_consumer_decision_journey_2373
Many more sources of
information Can still become part of consideration
set
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Measure Social is the ways you manage and measure other Business KPIs.
24
Mapping and Measuring the Value Generated
Increase current customer volume
Revenue Growth
Social Media
Increase Tenure of Customer Relationships
Increase Breadth of Customer Relationships
Offer Innovative Products
& ServicesAcquire New Customers
Churn reduction Barriers to switching
Cross-Sell /Up-Sell
Product & Service offering
Brand awareness
Customer reach
Increase volume with new customers
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@RobertCollins
Any Questions?
Robert CollinsPartner, Human 1.0e. [email protected] T. @RobertColllins
Our new book: The Hyper-Social Organizationhttp://www.hypersocialorg.com
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@RobertCollins
…IN A HYPER-SOCIAL WORLD
9 WAYS TO THINK DIFFERENTLY ABOUT YOUR BUSINESS
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@RobertCollins
1) BRING DOWN THAT WALL
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@RobertCollins
Do like IBM – get rid of the firewall while protecting IP
CIO’s
Product Idea
Business model tweak
PR
Customer support
Green Enthusiasts
IP
…increase knowledge flows…and competitiveness
IP
IP
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@RobertCollins
2) DON’T BUILD NEW WALLS
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@RobertCollins
Don’t put a wall between company and people
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@RobertCollins
Don’t put a wall between company and people
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@RobertCollins
A New Artisan Workforce - Embrace what people want -
…and give them access…it will increase passion & productivity!
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@RobertCollins
…AND GET PEOPLE COMMITMENT
3) TEAR DOWN SILOS
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Business objectives of communities
Reduce
market
resea
rch co
sts
Reduce
custo
mer acq
uisition co
sts
Reduce
custo
mer su
pport co
sts
Impro
ve cu
stomer
support
quality
Bring o
utside i
deas in
to organiza
tions
Increase
custo
mer loya
lty
Increase
custo
mer life
time valu
e
Increase
sales
Impro
ve new
product
succe
ss rati
os
Increase
product/
brand aw
areness
Genera
te more
word-of-m
outh
Prepare
for c
risis m
anag
emen
t
Business
model
innovation
Impro
ve part
ner rel
ations
Impro
ve public
relati
ons effecti
veness
Impro
ve kn
owledge
man
agem
ent
Impro
ve re
cruiting
Impro
ve re
tention
Impro
ve co
rporat
e gove
rnan
ce
To re
spond to
competi
tor’s deci
sion to
crea
te a c
ommunity
Unsure
Other (plea
se ex
plain)
0%
10%
20%
30%
40%
50%
60%
70%
Q: Of the following business objectives which best represent yourcommunity? (select all that apply)
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Department managing community
Market
resea
rch
Product
develo
pment
Marketi
ng
Finan
ce dep
artmen
t
Community dep
artmen
t
Public rel
ations
Sales
Human Reso
urces IT
Customer
Servi
ce
Corporat
e communica
tions
Knowledge
Man
agem
ent
Multiple dep
artmen
ts
Other (plea
se ex
plain)
0%
10%
20%
30%
40%
50%
60%
Q: Which department manages your community (even if outsourced)?
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# of people managing community
51%
16%
23%
2%
5%3%
Q: How many people from your company manage this community as their full-time job?
None: part time jobOne5-Feb10-JunMore than 10Other
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@RobertCollins
Establish Center for Excellence
KPI’s
Budgets
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@RobertCollins
…BETWEEN ALL THE ORGANIZATION’S TOUCH POINTS
4) FIX THE GREAT DIVIDE
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Your brand is only as good as the last transaction
• Fix the whole organization’s user interface with the donor/recipient:– Fund raising– Sales– Customer Services– Loyalty Programs– Lead Generation– Marketing– Service Delivery– etc…
• Tap into the passion of employees and volunteers to help one another across boundaries
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@RobertCollins
…OR DON’T LET HISTORY REPEAT ITSELF
5) DON’T BUILD WHAT YOU BUILT BEFORE
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@RobertCollins
Move with caution – it’s not easy!
We need Social CRM
We need Social graphs
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@RobertCollins 44
The funnel is dead
Source: McKinsey Quarterly http://www.mckinseyquarterly.com/The_consumer_decision_journey_2373
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@RobertCollins
6) MAKE SURE ALL CXO’S ARE BEST FRIENDS
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@RobertCollins
DON’T JUST THINK TECHNOLOGY
7) THINK CULTURE
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@RobertCollins
“WE FIND OURSELVES IN THE ODDEST POSITION – WHICH IS TO TELL THE BUSINESS UNITS THAT THIS IS NOT A TECHNOLOGY ISSUE BUT A PEOPLE AND PROCESS ISSUE.” – CIO AT A MAJOR PHARMACEUTICAL COMPANY
BE HUMAN
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Culture – perhaps the most important Human 1.0 Characteristic
• Humans developed culture to deal with change
• We now use culture to adapt to changes that we create ourselves
• Harness culture to create lasting competitive advantages
Where we used to deploy Technologies to impact social behavior, now we need to deploy Technologies to support social behaviors Senior IT Strategy Executive with a major system integrator
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@RobertCollins
…NOT YOUR COMPANY’S ADVOCATE
8) BE THE ADVOCATE FOR YOUR CUSTOMERS & THEIR NEEDS
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@RobertCollins
HOW CAN YOU EXPECT ANYONE TO TRUST YOU IF YOU CANNOT TRUST YOUR EMPLOYEES & VOLUNTEERS?
9) ESTABLISH TRUST AS THE NEW CURRENCY