Another summer brings a new set of Social Business Benchmark study results! For the past three years, in partnership with the Society for New Communications Research (SNCR), we at Leader Networks, conduct an ongoing study on the impact social practices are having on organizations. Unlike the other studies that focus mainly on social media marketing, we examine the social footprint across four important areas: Strategic intentions, operations, staffing, governance and organizational impact.
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.
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?
The impact of social business is significant and changes the way organizational leadership – especially CIOs and CMOs – problem solve. While few would disagree with this statement, we have the data to back it up! In September, Oracle, Leader Networks and Social Media Today started sharing the findings of a two-part study on social business. This study examined the perspectives of of 925 Marketing and IT leaders from over 500 organizations around the world in the spring of 2013, gathering insights from over 20 industries and 52 countries. And now, after hours of number crunching and analysis, are able to share Part II of the research; Socially Driven Collaboration.
To explore how organizations are leveraging social technologies and practices, Oracle, Leader Networks and Social Media Today partnered to survey more than 900 marketing and technology executives from organizations around the world. The results showed that transitioning to a socially enabled enterprise, also known as a social business, is a key priority for business executives. The study also highlighted the challenges organizations need to overcome to realize the potential of social technologies and practices.
The world of social business continues to evolve. No one considers it a fad anymore.
What are the stages of social business that most companies go through before reaching their peak performance level? Find out here…
Social Business maturity models to chart the evolution
Participating organizations will gain new insights into their social business activities and risks.