The recent Outlook for Australian Social Business 2012 showed there was a perception gap between brands and customers. This goes far beyond "social media" - and becoming a "Social Business" means reaching beyond just Facebook or Twitter. It's about transforming your business, industry and relationships.

1. The Business of Being Social
Gavin Heaton // ServantofChaos.com // TheSocialWay.net

2. Please switch your
phones ON
Tweet it out ...
#SocialWay

3. Is this like your
experience of social
media in the
enterprise?

4. There’s always more
going on than you can
imagine

5. Altimeter Group suggests an
average of 178 social media
accounts per business are
challenging the consistency of
experience across channels
http://www.slideshare.net/jeremiah_owyang/smms-
report-010412finaldraft

6. Outlook for Australian Social Business
After six years of social media
experimentation, engagement and continuous
practice, 2011 seemed to mark a turning
point.
No longer did it take time to explain Twitter,
blogging or social networks to colleagues,
friends and family.
They seemed to understand. To “get it”.
http://bit.ly/2012socway

7. Outlook for Australian Social Business
When IBM’s Center for Business Value
released it’s report into social media in 2011,
it revealed a “Perception Gap” between the
customer’s expectations of a business and
the company’s understanding of what the
customer expects.
The survey sought to understand whether
this was also happening here.
http://bit.ly/2012socway

8. Do you know your Social Customer?
 A significant majority of respondents
were of the view that they knew their
Do you feel that you
“social customers” know your "social
customers" well?
 This is fascinating given some of the
responses to the later survey
questions, revealing the scale of the
perception gap
Yes
No
http://bit.ly/2012socway

9. Conversing with Customers
 One of the hallmarks of social media is
that it provides a direct channel for
Have you asked your
conversation. So it was interesting to customers how they'd
understand how many organisations like to engage with you
have asked their customers about the via social media?
use of social media.
 While there were a large group who
had had this conversation with their
customers, a similar number had not.
 Social media is often viewed as a
Yes
ready-made, large scale focus group.
No
The data would suggest there are
great opportunities here. No answer
http://bit.ly/2012socway

10. What Do Your Customers Expect?
 Purchase appeared way down the list
of reported expectations as did deals
Which of the following do
and promotions. your customers expect from
your business via social
 High on the list of priorities were new
product information, customer service media?
and branded communities
Other
 I did receive responses asking for Be part of a branded community
more corporate collaborative response Participate in product…
topics in the next survey – including Reward schemes
areas such as co-innovation, joint-
Help them make purchase…
ventures etc
Ability to purchase from you
Access to exclusive content
Deals or promotions
New product information
Customer Service
0% 10% 20% 30% 40% 50% 60%
http://bit.ly/2012socway

11. Integrating Social
 An overwhelming majority of
respondents indicated that social
Do you agree -> By the
media will be integrated within the end of 2012 social
marketing group during 2012 media will be an
 Clearly those organisations identifying integrated part of your
a “perception gap” will have to marketing?
undertake significant business, process
and technology enablement programs
in the coming months to prepare the
way for this style of integration
Yes
No
http://bit.ly/2012socway

12. So what can and do
we do?

13. “Fail Fast”

14. “Fail fast doesn’t really
work in the corporate
world”

16. Social Business Maturity Model
Ad hoc Repeatable Defined Managed Optimizing
KPIs matched to regional Cross-matching and
KPIs matched to BU
Goals No KPIs KPIs for individuals
performance
or organizational reporting on KPIs across
performance industry sector
Participation or
Community of practice Governance models
Individuals use SM in an Guidelines and standard leadership in cross-
Commitment ad hoc manner
begins to form from
training established
established with clear
sector industry practice
ground up accountability
body
Hub and spoke model
Centre of Excellence to
Cross-functional teams Steering committee incorporating CoE and
Personal SM practices advise and evangelise
Ability applied to business
relying on personal
connections
established with cross
LoB representation
internal and external
distributed centres of
expertise (incl beyond
programs
the firewall)
Baseline data aligned
Project based Standardised public data used for goal setting. Organisation specific SM and performance
Measurement measurement based on used to measure Preliminary use of metrics developed and metrics incorporated into
publicly available data programs organisational data tracked by CoE P+L
points
Loosely aligned groups “Social media”
Standard training
Reliance on one-on-one Development and begin to form around incorporated into a wide
curriculum made
idea and practice sharing sharing of guidelines community of practice variety of job
Scalability covering methodology and best practices. Tools supported by
available to all teams.
descriptions.
Business wide systems
and tools and technologies shared collaboration Technologies span
support performance
technologies business ecosystem

17. Social media is not just about sales or
marketing (pick a place to start)
Every organizational unit is being impacted by social
Sales or marketing is an obvious first step for most
SALES
enterprises. Aberdeen Group recently reported
Social
Selling (June 2011) that 53% of retailers are pressured by
increased consumer use of social media.
COMMS
HR
Social
Public
Social But it’s not just about “listening” or monitoring, it’s
Recruiting
Relations about shadowing the constant shifts in customer
affinity.
Your
Business
 Gain customer intelligence
COO
CHANNEL  Identify new sales targets
Social
Social
Customer
Ecosystem  Develop closer relationships
Service
MARKETING  Shorten buying cycles
Social
Marketing  Grow your prospect base

18. Wouldn’t It Be Great If We Could ...
 Get up-to-the-minute information about changes to our
customers’ business
 Connect with and influence customers beyond a single line of
business
 Monitor the interests and issues faced by these customers
 Proactively set and lead the customer technology agenda
 Rapidly respond to changes in customer’s competitive
landscape

19. Why Think About “Social Selling”?
Buyers are less reliant on
brands, vendors and
analysts
They are researching
solutions and 70% are
making decisions before
they enter the sales
cycle
Decision makers are
turning to their trusted
networks for advice at all
phases of the sales cycle

20. The “4 BEs”
Be Found Be Known
Be
Be Trusted
Successful
How do we ensure that our best sales leaders can
Be Found, Be Known, Be Trusted and Be Successful?

22. Traditional Social
Awareness Search / Buzz / Blogs / Social TV
Research / Reviews /
Consideration SocNets / YouTube etc
Group buy / online /
Conversion mobile
Loyalty The new Likes / Fans
marketing
funnel Personal
Advocacy brand
alignment

23. And mapping
the sites and
interactions
against the
behaviours of
the audience

24. Core for us is
“PCN
Connect”

25. Dig Your Well Before You Need Water
Map audience Cultivate Harvest for
Seed
presence conversations impact
Who Footprint Host Sourcing leads
Where Content Engage Access to stakeholders
What Value Ecosystem Influence
Insight
Feedback

26. Our customers don't care about
our digital, social or mobile
strategy. They just want a
seamless experience. They want
their experience of your brand to
be consistent across devices (iPad,
phone, TV, in store etc) regardless
of where they are and what time
they are engaging.
http://darmano.typepad.com

27. We are dealing with distributed
communities, not defined
IRL audiences. To be successful we
have to take the in-real-life aspect
into account.
Think:
• Rules of engagement
• Swarms and tribes
• Rituals and culture
• Leader, influencers and purpose
http://darmano.typepad.com

28. What we are
talking about is a
layered
experience.

29. Our customers don't care about
our digital, social or mobile
strategy. They just want a
seamless experience. They want
their experience of your brand to
be consistent across devices (iPad,
phone, TV, in store etc) regardless
of where they are and what time
they are engaging.
http://darmano.typepad.com

30. With all this online
activity taking place,
what we want is offline
proof.
We don’t want just
online recognition, we
also want offline
validation of our online
• FourSquare does this well presence.
• Instagram books
• Traditional media cross-overs

31. 38,000
applications
http://www.brainiacsfrommars.com/paintmyhouse.html

34. We are dealing with distributed
communities, not defined
IRL audiences. To be successful we
have to take the in-real-life aspect
into account.
Think:
• Rules of engagement
• Swarms and tribes
• Rituals and culture
• Leader, influencers and purpose
http://darmano.typepad.com

35. It’s not one-to-
many,
it’s one-for-
many.
http://www.digitaltrends.com/social-media/flow-chart-
how-news-of-osama-bin-ladens-death-spread-on-
twitter/

36. Bridging the Gaps
Social business is about bridging
SALES the gaps between us and:
Social
Selling
•Our objectives
COMMS
HR
Social
Social
•Our customers
Public
Recruiting
Relations
•Our employees
Your
Business •Our stakeholders
CHANNEL
COO •Everything else
Social
Social
Customer
Ecosystem
Service
MARKETING It’s the “social way”.
Social
Marketing

37. The Business of Being Social
Gavin Heaton // ServantofChaos.com // TheSocialWay.net