Enabling the Social Workforce (iMedia 2011)
•
3 likes•603 views
Presentation delivered wiwh
Recommended
More Related Content
What's hot
What's hot (18)
Viewers also liked
Viewers also liked (8)
Similar to Enabling the Social Workforce (iMedia 2011)
Similar to Enabling the Social Workforce (iMedia 2011) (20)
Recently uploaded
Recently uploaded (20)
Enabling the Social Workforce (iMedia 2011)
- 1. The Most Powerful Brand on Earth Enabling the Social Workforce Insights from the upcoming book by: Susan Emerick Chris Boudreaux Coming in 2013 from:
- 2. Agenda • IBM History and Strategic Direction • Evolution of Social Media in IBM Marketing • Implications on the Workforce • What We Did • What We Learned Copyright 2012 by Susan Emerick and Chris Boudreaux.
- 3. 100 Year-Old Global Technology Company Copyright 2012 by Susan Emerick and Chris Boudreaux.
- 4. #12 in Fortune’s Most Admired Copyright 2012 by Susan Emerick and Chris Boudreaux.
- 5. The world knows IBM through the IBMer As IBMers, we are innovators and experts paving the way for a smarter world. Our expertise, experience, and world-renowned reputation as industry leaders are the most powerful marketing tools we have. As early adopters of social business, we have remained true to our brand’s forward-thinking spirit– but have yet to fully capitalize on all the ways these dynamic platforms can help grow and evolve our brand, business, and competitive advantage in this increasingly connected, global marketplace. Copyright 2012 by Susan Emerick and Chris Boudreaux.
- 6. We must shift our focus From large campaigns To one-to-one, high-value interactions From controlling the message To building collaborative relationships From being generally accessible To being active in the right places at the right times Copyright 2012 by Susan Emerick and Chris Boudreaux.
- 7. Building Trust & Credibility = Experts broaden their Brand information and Self-sustaining brand reach messages are delivered in evangelism that drives the most effective way to brand preference. Engage in transparent, the most relevant, meaningful ways with receptive audiences online communities Calls-to-action become Creating trust and more compelling, credible, credibility and likely to evoke a positive, pro-brand response among clients and prospects Copyright 2012 by Susan Emerick and Chris Boudreaux.
- 8. Enabling IBMers to Gain Eminence and Build Their Brand leverage their professional reputation and grow influence in the social sphere engage and build relationships with key external market influencers, clients, and prospects sustain engagement while proving their competency and expertise increase visibility and maintain value-added dialogue with existing and competitive customer base support and amplify word-of-mouth aligned to Go-to-Market (GTM) priorities deliver the right information from the right expert at the right time to the right audience Copyright 2012 by Susan Emerick and Chris Boudreaux.
- 9. Social Business Transformation Social Business Traditional Business • Empowering the workforce to be strategic experts in social business • Safeguarding the enterprise • Employing new business • Selective use of social models to drive business media value • Traditional and siloed business processes and models Copyright 2012 by Susan Emerick and Chris Boudreaux.
- 10. IBM Social Strategy evolves FROM TO • Enable the IBMer. • Enable the expert in the context of our go-to-market programs. • Experiments with content on platforms. • Optimize engagement across owned • Publish non-engaging broadcast and earned social platforms to create content. shared belief with IBM experts and strategic constituencies.* • Map social content to phases of the customer journey. Optimize progression through the demand cycle. Copyright 2012 by Susan Emerick and Chris Boudreaux. *Requires a system that can be managed and optimized.
- 11. Enabling Experts at Scale Informed Engagement Enabled by Social Intelligence Social Social Measurement Social Intelligence Ecosystem Coverage and Reporting Mapping Model Workforce Enablement Programs Internal Connectivity and Sharing Tools Education and Governance Copyright 2012 by Susan Emerick and Chris Boudreaux.
- 12. Conversation Benchmark • Who are the voices in the • What are the voices, topics and venues conversation? by funnel stage? • What is each voice saying? • What is our brand awareness? • Where are they saying it? • What is our customer satisfaction? • Who is influencing the conversation? • What are the specific causes of sentiment versus competitors? • How does our sentiment benchmark in our industry and across industries? Social Social Social Measurement Ecosystem Coverage Intelligence and Reporting Mapping Model Copyright 2012 by Susan Emerick and Chris Boudreaux.
- 13. Influencer Connectivity • Who? • What? • Where? • When? • How? • Why? Social Social Social Measurement Ecosystem Coverage Intelligence and Reporting Mapping Model Copyright 2012 by Susan Emerick and Chris Boudreaux.
- 14. Experts Cover Influencers by Topic Social Social Social Measurement Ecosystem Coverage Intelligence and Reporting Mapping Model Copyright 2012 by Susan Emerick and Chris Boudreaux.
- 15. Evolution of the Social Workforce Social Business Ad Hoc Sponsored Enterprise Business Maturity Experimentation Exploration Engagement Enablement Workforce • Lots of trust and • Experts aligned to • Deliberate social • Business process Enablers freedom business priorities footprint support focus • Yearly certification • Model behaviors • Enterprise standards on Business and best practices Conduct • Expert success Guidelines metrics • Data integrated into business processes • Social Computing Guidelines • Cost efficiency imperative • Investment sharing Copyright 2012 by Susan Emerick and Chris Boudreaux.
- 16. Predicting Adoption Copyright 2012 by Susan Emerick and Chris Boudreaux.
- 17. Adoption Versus Evolution of the Social Workforce Social Business Ad Hoc Sponsored Enterprise Business Maturity Experimentation Exploration Engagement Enablement Primary Early adopters Fast Followers Core Leaders Broad Workforce Users Motivation • Curiosity and • Evidence of • Permission and • Job Natural Comfort Other’s Encouragement Requirement Level Success Copyright 2012 by Susan Emerick and Chris Boudreaux.
- 18. Adoption Rates and Targets Vary by Company 60% Company A 40% Company B Company C 20% 0% Early Adopters Fast Followers Core Leaders Broad Workforce Copyright 2012 by Susan Emerick and Chris Boudreaux.
- 19. Thank you Susan Emerick Chris Boudreaux emericksf@gmail.com chris@socialmediagovernance.com @sfemerick @cboudreaux http://SusanEmerick.com http://SocialMediaGovernance.com
Editor's Notes
- It makes our calls-to-action much more compelling, credible, and likely to evoke a positive, pro-IBM response among clients and prospects–ultimately creating self-sustaining brand evangelism and driving brand preference.
- Understand the right places to focus your energy through the social intelligence. The mapping process helps you to understand existing influencers, where we should be building relationships with them, and what venues they tend to use.
- People created a semi-branded presence, and now have to figure out how to undo itUsing early adopters as examples casesSocial was grassroots for yearsNeed a governance model
- People created a semi-branded presence, and now have to figure out how to undo itUsing early adopters as examples casesSocial was grassroots for yearsNeed a governance model