social business- managing the corporate brand via team performance

8/9/2019 Social Business- Managing the Corporate Brand via Team Performance

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Your Guide to Social Media Success

Managing The Corporate Brand

via Team Performance

The New Brand Molecule


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Paul Stillmank

President & CEO, 7Summits

7SummitsAgency.com

@7SummitsAgency

Hello


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Paul Stillmank

President & CEO, 7Summits

This presentation

has been modified

to include thespeakers notes astext on each slide.


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Social Context Evolution

June, 1999: Harvard Business Review introduced a concept called The

Brand Molecule

Then

Harvard Business Review, (June), 125-133. Urde, M. (1999).

Focus was brands, sub-brands, and related brands. Companies were trying to understand the perceived

relationships, proximity and positioning among these brands in the market place in an effort to better

market to their target audience.. This was a very technical way of looking at companies trying to

understand, manage and control their brands.


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The cover of that

article pictured a

molecule (the

brand), being builtby people standing

on the particles that

make it up.

The reference

focused on how they

see your brand.

Then


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Never was a graphic

more prophetic as

now it truly is people

that are building,

modifying and

transposing brands

based on their own

personal perceptions

and experience.

Then


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Traditional brand models focused on shouting with little peer to peer

influence.

Then

Sure, customers talked to each other word of mouth is age old. However the Company and its

Marketing department created the message that dominated the media


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Customers are more connected through social networks where they

can relate to like-minded peers. Key Opinion Leaders emerge as aSocial influence. Employees are out there doing their thing!

Now

Thats changed now.

Social media has connected

consumers with like-minded

peers like never before.

We are hyper-connected.

Key Opinion Leaders have

emerged with a bigger voiceas

have Customer Advocates.

This has lead to new categories

like Social Influence Marketing

and Customer Advocacy

Programs as companies jockey

to take advantage of these

newer, connected media.


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Customers are more connected through social networks where they

can relate to like-minded peers. Key Opinion Leaders emerge as aSocial influence. Employees are out there doing their thing!

Now

The other big change, and the one

we are here to talk about, is how

your employees feature in this

evolution of marketing and

brands:

They are also out there on

Facebook, on Twitter, commenting

on blogs, posting status on

LinkedIn.

And their profiles on LinkedIn, on

Facebook, on MySpace, on Bebo,

and more they may all carry

your brand (their workplace).

Employees represent your brand ,

influence its perception, whether

you know it, whether you like it or

not!


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Corporations respond by adding social context inside the

enterprise and connecting that knowledge outside as well.

Next

Companies have begun to embrace this as

well:

By connecting partners, customers, and

customer service to provide better support.

By supporting key opinion leaders in their

causes; altruistic for sure, but also inhopes of garnering some of their social

influence to their brand, their product, their

service.

All of this has an impact on the Customer

Perception:

A Companys brand influences and is

influenced by the relationships it has withkey stakeholders. There are many

organizational entities (and employees)

involved in supporting those relationships

So when we talk about Managing TheCorporate Brand via Team Performance,

we are talking about this newer idea of

Social Influence.


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Social Context Evolution Next

The result is employees becoming empowered like never before.

Never has it been more

important than now to have high

performing teams; engaged

employees employees that

understand how to behave in

these conversations so that they

become additive and not a

detractor.

The key point is that how your

team behaves externally is

predicated on how they perform /behave inside your organization.

And that is something that you

can influence and support.


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Your internal teams affect every phase of this socially integrated model:

Awareness driving more impressions to your brands, products

and services. Each is a potential brand ambassador.

Relevancy influencing conversion through user (employee)

generated content, tagging, rating, commenting

Involvement promoting and maintaining contact through

solution teams, online chat, and more.

Ongoing Engagement building brand-entered community with

active participation.

The Social Context has permeated this spectrum and employees canand do have an effect on this model.


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Managing the corporate brand via team performance

First, change must come from within.

Employees are talking

about our brands,

products and services

everyday online. They

need to be engaged in

that brand experience

internallyin a way that

lends itself to getting themessaging right when

they engage externally.


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High performingteams sharing

their excitement

about their

company, their

work, and their

brand create

excitement and

share an inside

look at a company.

This is a force multiplier for large companies that get this

right leveraging the power of user generated content

from internal brand ambassadors.


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So how is this approached from the inside? How can a company light

the spark and energize employees to this level and benefit?

Alignment! Embrace social as part of your internal culture as well.

One sure-fire way to get on this path is to embrace social as part of your internal culture as well.

Community is the new collaboration. So we need to get after that: people collaborating at work

the same way that they do at home/online makes it easier to promote the behaviors inside our

organizations that we want to see when the workday ends.


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This style of internal collaboration and communication creates brand

alignment, boosting employee productivity and therefore satisfaction.

Engaged, satisfied employees become brand ambassadors.

Hopefully this is hitting home. This greater level of understanding and engagement with

brands, products and services inside the enterprise reflects on both the style and level

of engagement when employees represent your brand outside of work.


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Its more important than ever tolaunch internal brand

communication initiatives so that

employees understand and can

articulate your brand attributes

when communicating online.

Many companies have designed programs that

completely engage their teams in the brand and

its key elements. This often includes relating

brand attributes to their specific work area or job,

arming them for communications inside and

outside the enterprise.

Internal branding efforts like these prepare

employees to present a credible, compelling, and

differentiating story about your organization,

products and services an essential ingredient

that goes well beyond Social Media Guidelines.


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This helps us to make the leap from controlling the message,

summarizing cautions, and providing guidelines to creating an entireworkforce of brand ambassadors that are active online.


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Marketing and Human Resources need to work

together to make sure that brand is clearly

aligned with vision, mission, and values.

Recruit for success. Hire candidates that can

support your brand. Ask specific questions

during the interview process to determine

whether a candidate gets it and can represent

your brand online in the fashion that you wantthem to. This also tells the candidate something

about your company brand is important and

the discussion starts at the earliest point in the

process.

Corporate communications needs to keep brand

attributes in the forefront until they areinstinctive / natural:

Create brand alignment exercises for individual

groups and departments.

Share brand alignment stories to help reinforce.

Add a communication program surrounding

brands, applied brand attributes, and

products/services.

Lets Get Tactical!


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Create your own internal community for

gathering and disseminating marketinformation to employees knowledge is

power.

Create a centralized location / community

on your site that allows them to

communicate internally and externally.

This adds fresh content and provides acentrally located set of examples for others

to follow.

Create dedicated internal communities:

Foster understanding of brands,

products and services

Sub-communities created by thecommunity

Make part of employee on-boarding

Create a roadmap for the future

http://www.slideshare.net/7Summits/a

pplied-social-media-for-a-social-

business

Lets Get Strategic!


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Where to Begin?

Cultural

Balancing point between self-direction and top-down mandates

Organizational attitudes about transparency

Social Business Planning

Types of social media already being used in your organization for what

purpose and by whom. Types of problems being solved or desired to be solved

Success profile for problems being solved. Impact of those successes.

Social Business Policy status and impacts of policy breach.

Content organization: topical, hierarchical(by division, group, unit); roles &

responsibilities.

Social Business Models Communities of Practice versus decentralized social community

Accommodating discovery of people through content, content through

people, content through content, and people through people.

Reward, recognition and recommendations

Assess Where You Are Today Then Formulate a Plan


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Our Approach Example Assessment Areas - Continued

Community LaunchActivities

Launch strategies to drive traffic, participation, and creation (rewards,

competitions, forcing through changed processes, individual and team

performance measures, events, etc.)

Moderation and reporting strategies

Identifying internal champions and key influencers before launch and onan ongoing basis

Other corporate initiatives that enterprise community is coupled to

additive and detractive

Community Management

Member management policies and enforcement

Role of senior leadership in contributing to community

Marketing of successes and the growing value of community affected

content

Promotion of new content, new members, new groups and new topics

Leveraging of Web 2.0 effects to accelerate community ease-of-use

Assess Where You Are Today Then Formulate a Plan


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identify themselves and the capacity in

which they are participating

be selective about who they allow into

their network

Treat colleagues, customers and

competitors alike with courtesy and

respect

be factual and participate where they

actually know what theyre talking about

be genuine, be themselves, and talk in the

first person

give appropriate recognition respect

copyrights and fair use guidelines

know how to handle and route customer

complaints

know when NOT to engage in conversation

use forum etiquette

remember that if its online, then its

discoverable

state when its their personal opinion

focus on areas where they have valuable

knowledge to share

Realize that participation in social

computing on behalf of your company is

an opportunity

What about those guidelines?


Well-written Social Media Guidelines steer employees to:

Social Media Guidelines do not create brand stewards they enable your employees to be brand

stewards (policy, communications, training, engagement)


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There are many laws and SEC

regulations that govern what,

how and when companies can

disclose information that may

affect the financial markets

The FTC now requires acompany to disclose its material

connection to employees

posting messages or blogging

with they are off duty.

A well written policy should

guide employees to referinquiries on such topics from

any source to the appropriate

company communications

department


Furthermore.a few cautions


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Paulies Picks: a list of public domain best practicedocuments on Social Media Guidelines

Mashables 10 Must-Haves for Your Social Media Policy

http://mashable.com/2009/06/02/social-media-policy-musts/

Intel Social Media Guidelineshttp://www.intel.com/sites/sitewide/en_us/social-media.htm

IBMs Social Computing Guidelines

http://www.ibm.com/blogs/zz/en/guidelines.html

Sun Microsystems Social Media Guidelineshttp://www.sun.com/communities/guidelines.jsp

Mashables Presenting: 10 of the Smartest Big Brands in Social Media

http://mashable.com/2009/02/06/social-media-smartest-brands/



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So get out there! Get your

employees engaged to build

your brand moleculethey

are already influencing how

your customers view yourbrand.


Closing Remarks

Understand your customer, draw together relevant content and serve it up inside the organization first!

This type of internal listening affects how you participate and react externally strengthening brand

perception. Apply social listening tools to understand customer perception, find relevant groundswells and

apply them to serve your customers better.

Exploit the social context inside the enterprise to make difficult jobs more easy and to connect customers

with each other to do everything from solve problems to ideate new products.

Thats how you can gain alignment and momentum between corporate and personal brands!


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In the Vast Expanse

ofNewly Evolving

Social Media, What Should You

Focus on First?

Your Guide to Social Media Success

social business- managing the corporate brand via team performance

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