Social Business Maturity Model

L E A D E R NETWORKS

Social Business Maturity Model
Best practices for aligning strategy with operations

Presented at The Digital Impact Conference May 5-6, 2011

A Discussion with Vanessa DiMauro
CEO Leader Networks
@vdimauro

Copyright © 2011 Leader Networks, LLC 1


What Social Business Is NOT



Social Business Is…

Social business is the strategic use of social media
tools and tactics to drive stakeholder and customer
value. It is often the evolution of social media
marketing activities into a larger, integrated
strategic platform.



Why Is A Social Business Strategy Necessary?

Customer
Retention
Thought
Leadership
On-line Unstructured
Community Information
B2C

Twitter
Wiki Blog

B2B

Facebook
RSS
Intranet

LinkedIn
YouTube



The Social Media Muddle

Signs Of Muddle In A Company’s Social Media Ecosystem

 Customer Service
monitors Facebook,
 Marketing focuses on
Twitter etc. for angry Marketing
getting fans & followers to
customers
view its marketing
Distribution campaigns
 Customer Service acts
to resolve customer Sales
 Marketing uses
issues
Facebook, Twitter, etc.
input to fine-tune
campaigns, but then…..
rarely shares customer Customer
problems with products Service
Product  Marketing doesn’t
(design, instructions,
Development watch Facebook, Twitter,
ease of use, etc.) with
etc. for Sales prospects
Product Groups
Product
Groups  Marketing doesn’t mine
interactions to identify
doesn’t pass along
new customer needs for
pleased customers to
Product Development
Sales or Marketing
Copyright © 2011 Leader Networks, LLC


The Shift From Chaos To Focus



Social Strategy = Social Business Activities Align with Internal Process

Twitter RSS

Thought Facebook
External Leadership
Marketing
Social Media
Activities Product Sales
YouTube Development LinkedIn
Social Internal
Media Processes
Strategy
Customer Distribution /
Service Partners
B2B Blog
Suppliers

Web 2.0 Wiki
On-line
Communities



You need to know where you are going …
in order to get there successfully


From Research and Experience, We See Six Reasons Companies
Need a Social Business Strategy
To help customers
get more value from
their products and
Customer-Facing
services
Business Functions
Product
Groups To improve the
way they
enhance
products and
To get control of the services
social media Product
Sales Development
conversations Social
about their firm Business
Strategy To develop better
new products and
services
To market and
sell more Marketing Customer
effectively Service

To reduce the cost of
post-sale service



Social Media Maturity Model Background and Methodology

Objective:
• Help organizations understand, identify and prepare for the best social
media strategies and programs to support their business goals

Methodology:
• Input gathered from a cross section of industry experts and executives
• Cross-industry mixed-method research with a pilot of 30 practitioners
across a variety of different roles and functions
• Maturity model now in beta market-ready state



Social Media Maturity Model Framework

“Socially Present” “Socially Integrated”
Externally
focused

Design for marketing presence Design for leveraging
on the social channel to information and relationships
communicate information and gathered through social efforts
ideas online and drive in support of key business
awareness. functions.

“Socially Familiar” “Socially Enabled”

Design for learning about cause Design for scale and best
and effect online. “If I do this, practice using social as a
Internally

then that will happen….” common marketing and
focused

customer care activity.

- Organizational Complexity +


Why Assess Your Social Media Maturity And Performance?

Not all companies want or need
to be at the top right of social
– There is value at each stage of the
model

Goal is to find the right place for
your organization and then align
the core processes accordingly
Inadequate strategic
planning is the Achilles
Heel of Social Media



Strategic Social Maturity Performance Strategic

Operations Operations

Staffing Staffing

Governance Governance

Tool Use Tool Use
Presence Integration

Strategic Strategic

Operations Operations

Staffing Familiarization Enablement Staffing

Governance Governance

Tool Use Tool Use

None Limited Moderate Healthy Robust


The Social Business Imperative

For social business to be fruitful, it must solve a real business problem or
make a business process easier using the online channel.

Social business is
the collaborative intersection
of business needs and customer desires.



Which Can Only Be Achieved When You Align Business Goals
With Social Offering
Key Step: Determining value to the
Deepen client
organization relationships
Two main drivers for business results to increase
retention
– Revenue Extend or
accelerate
– Cost Reduction Build greater
product &
brand equity
services
delivery
Process Overview: Social Capital
• Determine or examine existing business goals in support of
• Categorize into types of anticipated benefits business goals
Deliver Provide
(innovation, customer retention, brand equity improved better
etc.) financial customer
returns care
• Identify dependencies (if/then) where social Shorten
business could support or accelerate the product
business goal(s) innovation
cycle
• Select concrete quarterly measures to track
process



Social Media = Organizational Change



Getting Started Or Moving To The Next Stage:
A Social Business Process

Examine Core
Target & Segment
Create Vision Business Audience
Processes

Architect Business
Determine Brand Design Features &
Value Justification
Positioning Functionality
& Measurements

Manage Risk Evolve



And Take The Social Media Promise (Whatever Your Stage)
I promise to….
1) listen to -- and talk with -- my customers online

2) respect and value the information shared online by customers and clients. I will not break their
trust in me or my company by exploiting or abusing their information.

3) focus on building relationships -- not generating leads -- as the best practice

4) create thought leadership content that lives up to its name

5) maintain the integrity of the social channel and not game it or engage in improper behaviors

6) not confuse high-influence activities with viral good fortune

7) train my staff in the art and science of social business to grow their knowledge and help my
company advance its online social capabilities

8) make social performance metrics part of staff and organizational MBOs, and to make sure they
measure business results, not just the things that are easy to measure.

9) help my company explain its social efforts and the impact those efforts will have on work practices,
because social business programs affect everybody's job.

10) be patient with my company and colleagues as they grapple with the organizational changes
inherent in adopting a social business strategy, and help them benefit from it.


Thank you

Please contact us to learn more about the participating in the maturity model

Vanessa DiMauro
CEO, Leader Networks
617-484-0778
vdimauro@leadernetworks.com
http://blog.leadernetworks.com
http://www.leadernetworks.com


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