56 online community building lessons learned from 20 years experience, by Vanessa DiMauro, CEO Leader Networks.
Who do you trust?
How do companies break through the incredibly high volume of marketing noise to sustain awareness, relevance and preference with consumers? What do consumers care about — and respond to most positively through their actions and choices — when it comes to brand engagement? If consumer loyalty and advocacy are signs of trust, what shapes trust between consumers and a company or brand? What are the characteristics and motivations of the social consumer? What moves them from likes to wants to needs to love it, gotta have it?
Our view is this: consumer choices are increasingly driven by new factors of influence which are not entirely driven by the image that a company markets or projects , but rather, through the demonstrated impact of its actions and behaviors. This is core to our hypothesis about what motivates the social consumer to act.
Ironically, as more so-called experts raise their voices, the value of sharing real expertise has only grown–but now the challenge becomes creating the right context for that sharing. To be a credible thought partner, brands need to know who their real tribes are and learn what they care about. Create a clean, well-lighted place–or, better yet, join one that already exists. Give up a little control. Worry a little less about yourself. Stop being so damn smart and start being a little more human. In an era when everybody seems to be yelling, a little quiet confidence can go a long way.
The corporate intranet is a complex organism. This prettier, younger sister of earlier knowledge management tools is now ever-present in many larger enterprises.
Before your organization goes shopping for guidance about your online social initiatives, consider the above and ask yourself which kind of advice will best serve your needs. Think about how the different players view the opportunity to work with you, the value and offerings of the different players, their core competencies and their revenue models. In the end, it will be up to you to select best partner for each stage of your online social business and social media marketing needs.
Buyers of online social products and services face a difficult problem – what is it, exactly, they are purchasing? Social initiative sponsors and corporate purchasing agents alike must evaluate market offerings against a backdrop of hyper-speed product and service evolution, hyper-active marketing efforts and, well, just plain hype. It’s a daunting, confusing and uncertain process. With so much variety and rapid evolution, even industry insiders find it tough to make apples-to-apples comparisons, let alone identify the best apple or apple seller to meet a specific business need.
An infographic based on research about CMO and CIO collaboration
You’re firm is getting the hang of becoming a socially enabled enterprise. No longer doing isolated skunk works social media projects, your firm got organized – strategic, in fact. You have a clear handle on your social media accounts, tools, metrics, a governance policy and even an escalation path if things go awry. This is quite an accomplishment for your organization and its leadership, as you are well on your way to becoming a socially enabled enterprise. But this is not the end of the journey; in fact it is just the beginning. The next big, exciting step is to create a social business center of excellence (COE).
What happens when a firm that specializes in supply chain management takes on an online customer community? Will they apply…
The excitement around becoming a socially enabled business is growing! Last year marked a heightened sense of awareness regarding the urgency and complexities of being a connected business and we are committed to tracking this evolution. Last year, in partnership with the Society for New Communications Research (SNCR), we at Leader Networks, conducted the first comprehensive, global Social Business Benchmark study.
The study seeks to explore the following questions:
Are companies differentiating between social media marketing and social business?
What is the norm among organizational strategic intent, operational alignment, staffing, policy, and governance structures?
How are organizations measuring the impact of their social business initiatives? Are they going beyond social media marketing measures to include operational impact factors?