The Social Business era has arrived, and with it, individual customers now have a voice. “Listen to me,“ they shout from digital rooftops. “Meet my needs and exceed my expectations,” they demand – online and offline. They’re not passive recipients of products, services and one-way messaging any more. Since the dawn of commerce, businesses have tried to get closer to their customers. That day is here.
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.
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).
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.
Does your IT and Marketing team collaborate on social business projects? Should they? What would happen if they did? What is the impact of IT and Marketing collaboration due to social business? These are the questions that Oracle, Leader Networks and Social Media Today examined in a recent research report entitled Socially Driven Collaboration that explores how each of these groups perceives the opportunity for increased collaboration as their organizations evolve towards becoming socially enabled enterprises. It is rather sizable mixed methods study of 925 Marketing and IT leaders from over 500 organizations around the world from over 20 industries and 52 countries and includes in-depth interviews with Paul Gillin, Shell, Chubb & Son and Whole Foods. While the study report won’t be available for download until next month, I wanted to share some of the highlights and the opportunity to listen to a webinar.
True online community successes are cause for both celebration and examination. For that reason, it is with great pleasure that I am focusing this month’s blog on outstanding case studies and interviews with the best of the best. My hope is that through these examples, ideas, and best practices, online community leaders can gain actionable inspiration. Today we have with us Nick Howe, Vice President of Learning and Collaboration at Hitachi Data Systems (HDS).
Nick and his team recently launched HDS’ first global online community for customers, partners and developers and it is causing quite a stir due to its’ innovative approach to collaboration. The HDS online community has already been widely recognized by the media and a candidate for a number of industry awards in less than 6 month’s time post-launch. (Disclosure – HDS is a client). However, magic didn’t happen overnight, as many months of strategic planning and development were dedicated to the formation of this online community. It is likely that the online community’s solid foundation may be one of the main reasons why it is experiencing such rapid and ongoing success.
What happens behind the scenes of major B2B online communities? How do traditional businesses like manufacturing use online community to advance? As part of our ongoing series of interviews with outstanding B2B online community leadership, we spoke with Jennifer Mitchell, the Lead, Community & Social Business Center of Excellence at Analog Devices, Inc.
Analog Devices, Inc., (ADI: NASDQ), is an American, multinational semiconductor company specializing in data conversion and signal conditioning technology, headquartered in Norwood, Massachusetts. Their revenues top $2.6B.
Just last week, EngineerZone won not one but two premier awards for B2B online community. EngineerZone was awarded the winning entry for the 2013 Forrester Groundswell Award in the category of Social Relationship, Business to Business AND The Society of New Communications Research (SNCR) 2013 Commendation of Excellence in the Online Community Category Corporate Division.