Our series on Social Business Readiness is intended to focus attention on performing the due diligence needed to understand if key departments are ready to innovate and implement social business solutions within their functional areas. Managers of those functional departments ignore this step at their peril. Few initiatives can boomerang and create chaos as quickly as an ill-considered and haphazardly implemented social media effort.
Archives for 2011
Funny thing about customers: unlike staff, you can’t make them stop talking in public about what they like — or don’t like — about your products, services, policies, practices or personnel. But you can respond in public — if you’re careful — and maybe even develop a pro-active customer care strategy that integrates best practice using the social web.
Las Vegas is all about lady luck – If only you face the horseshoe, touch your talisman, and never ever…
ocial media is all about marketing, right? Wrong. Marketing has been advancing the role of social media in business quite actively for some time, and are likely to have evolved social media use and experimentation ahead of the other lines of business. However, best practice often reveals that the most successful marketing programs offer a blended approach of traditional and social media driven programs. To strike the right balance in a social strategy informed by marketing, consider the following questions as part of the due diligence process:
In order to play a leading role in social business, the IT function can create a purpose-driven social tool kit in support of the business goals of the organization. Factors to consider include:
Does IT management have a seat at the table when it comes to the formation of a social strategy?
Has IT been given the charter to perform due diligence on social tools and create a standardized list of tools approved for use within the organization?
Does the list of approved social tools include an appropriate range of capabilities? Mobile social networks? Video and voice over IP? Location services? Secure communications?
Do the tools support the needs of the the business? How many tools do you have? Do you know the purpose of the tools? Are they current? Has the social tools list been reviewed or revised in the past 6 months?
Is your technical support staff up-to-speed and capable of supporting your social tool users?
There are different reasons why people participate in online communities. Not one size of inspiration fits all online community members. People tend to respond better to appropriately designed reward stimulus. Simply put, if they get what they need online, they will be more likely to continue their participatory acts. And, as any seasoned community manager knows, without the active posters, the community is just a content shell. Post-less communities don”t serve the customer needs as well as an active community does, especially within the B2B world as engagement is a main measure of social business success. So, when designing scalable engagement programs it is critical to first typify the categories of membership into profiles or personas in order to encourage and reward them for their online visibility.
Human resources are the people finders and keepers. Responsible for more than just hiring and exiting employees, they are often…
Community happens when members have found each other and have a vested interest in collaborating through content and conversation. At the end of the day, people come for content and stay for community.
he folks in legal are often the last ones invited to the social media party. After all, they are often the “Dr. No” of the organization; who would want to let them in too early on any groundbreaking innovations? At best, they would certainly try to change it. At worst, they’d kill it. I have written about this before (in 2009) but believe it needs further treatment.