Social Business Sandy

BIZTECHBUZZ in the world of social, cognitive, IoT and startups

Category: social branding (page 1 of 2)

Sweet tea and screen doors. Social Businesses could learn alot from them!

Yes, I am southern pure as they come!  I love my sweet ice tea, grits with butter, screen doors, and Kudzu.

screen door

In the summer, the screen door is an essential element of everyone’s home.  The screen door’s entire point is that it’s not a barrier.  Its job is to open easily.  It is a welcome to all visitor’s and friends that approach it.

Is your social media site like that screen door?   Does it open and welcome others in?

Tips to make your site as welcoming as that Southern Door!

  1. Do you make people type in that “code” to enter?   Don’t!
  2. Is your site mobile friendly and usable?
  3. Do you have stellar content ?  Content is Queen!
  4. Is Video part of your strategy?  Video is the highest trusted media!  Use it wisely!
  5. Do you have a Twitter Widget on your Home page to engage your audience?  (Check out my blog on IBM Voices!)
  6. Can you feature other guests on your site?
  7. How do you listen?  All relationships listen first!
  8. Are your employees empowered to really represent the brand on your site?
  9. Have you chosen the right social tools that welcome your audience?  For instance, if you are selling to men, Pinerest may not be the best first choice.
  10. Do you constantly review the feedback and make changes to adapt and change?  

Link Internal and External Social for Higher Benefits!

Hot of the presses!

  • 96% of companies don’t link internal & external efforts – Dachis Social Business Council, August 2012
  • And if you do link them together as per McKinsey’s Web 2.0 Survey – calculating the average benefit increase of Fully Networked compared to only Internal or External — showed that “Fully Networked” companies achieve 3.6X higher benefit increase.

So how about you?  Are you linking the 2 together?

Social Business Coffee Break Vblog! CEMEX as best practice

Happy Social Business Coffee Break!

This is CEMEX one of the very best Social Businesses in the world!

Social Business Tip of the Day! LinkedIn Mentions

Social Media Tip of the Day!

Did you know that LinkedIn just announced a new function – mentions – which makes it easier to engage with your network by mentioning connections and companies in conversations on LinkedIn. Just start typing the name of a connection or a company in your status update box or a comment field and select the person from the list that appears in the drop-down.

The person or company you mentioned will receive a notification that they have been mentioned. Mentions will be rolled out to English-speaking members first.

Top 10 Social Business Adoption Steps: Infographic

Sandy Adoption

Social hits the Big Screen! Have you seen it?!

video-for-Sandy

Clash of Civilizations – email in a Social World!

Global E-mail Patterns Reveal “Clash of Civilizations”

The global pattern of e-mail communication reflects the cultural fault lines of thought to determine future conflict, say computational social scientists.

Researchers analyzed a global database of e-mail messages, and their locations, sent by  more than 10 million people over the space of a year. The results suggest that the pattern of connections between these people, clearly reflects the host civilizations. In other words, the way we send e-mails is a reflection of the mesh of civilizations that is an important driver of future conflict.

Social Business Governance: Relationship over Rules

I have been meeting with a lot of clients and see a lot of discussion around governance and structure required.   In a survey done in 1Q 2013, we see 2.7X the focus on developing social business governance. 
 
Because there is no natural organizational owner of “social,” an effective governance structure must balance  responsiveness and inclusiveness. 

Being inclusive means engaging stakeholders early and broadly to build shared understandings and expectations.  Responsiveness provides for clear accountability and speed in decision making.  The  challenge is to build governance structures and processes that accomplish both.

Having a relationship with your employees not just rules makes a huge difference in how successful you are!

Achieving the transformative value of becoming a Social Business involves connecting all parts of the organization (including channels, partners and customers) in new ways.  It often requires quite new ways of managing people, flatter organizations, and significant cultural change.  While becoming social provides individual flexibility, it’s important that the change achieves the unifying value for the company  of the new goals and culture. 

A strong governance program facilitates coordinated change.  The governance is led by two complementary leadership groups who’s members include the major “organizational structures” (e.g., LOBs, Finance, Supply Chain, HR, Channel Management,  …). 

The first, the Executive Sponsor Group, defines the strategic linkage and goals   of becoming a social business.  Members are leaders across the organization.  The second is a Digital Council.  These are executives who are responsible for the organization-wide, execution creation of the Social Business plan.  The representatives are often the social business leaders in their respective LOBs and functional areas, which ensures focus on the vertical and horizontal needs.

governance

The Digital Council focuses on the key areas of a social program:

  • Community Management – Provides a common approach to drive change and adoption at and across the LOB and functional level.  It includes actions like community management, Content Management, community analytics, and best practices.  While the focus is value at the  LOB / functional level, the governance processes has a Center of Excellent that shares best practices to create a common social voice and approach across and outside the organization. 
  • Metrics and Measurement –  Covers all elements of data and measurement.  Starts with analytics / listening to guide the where and how to engage socially.  This includes internal analytics of social networks, expertise, and projects, as well as the external listening and analytics.  This group also is responsible for creating and automating the overall program measurements to track success, progress on the plan, and social return.
  • Reputation and Risk Management – Focuses on 3 main areas:  1. regulatory risk and compliance(if relevant),  social record retention for general discovery, and other legal and financial risks;    2. policies, guidelines and processes for the organization and associates to participate in social media (for example, IBM’s Social Computing Guidelines); and    3. proactively managing the organization’s reputation and having a defined plan to respond to various levels of negative media or emergencies.
  • Standards – This group focuses on process and technical standards for a social business.  While LOBs, major business functions, etc. require the freedom to build their social programs tailored to their needs, the Standards group ensures that the overall company can be nimble in connecting across boundaries in ways not always anticipated.  Standards for brand and ways of connecting with partners, channels, clients, etc. ensure that the company is viewed as coordinated and focused on needs vs. a “collection of parts.”   On the technical side, a common social business framework enables the new ways of working.

 

 

 

Social Business Adoption Best Practice #9: Brand Army!

Happy Monday and grab that coffee!!!

Today’s Social Business Coffee Break is about forming that important Brand Army!

Let me know your thoughts!

Social Business Coffee Break! Adoption Best Practice: Reverse Mentoring

Happy Monday!   This is our 8th Best Practice for Social Business Adoption.

It is all about Reverse Mentoring — a great best practice!

Tell me what you think!

http://tinyurl.com/aptbknh

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