01. THE EVOLUTION OF SOCIAL BUSINESSThe two most important criteria for a successful socialbusiness strategy are that it is:• Clearly aligned with strategic business goals of an organization.• Has organizational alignment and support that enables execution ofthat strategy.Quantitative survey conducted by Charlene Li and Brian Solis, March 6, 2013Study of 698 executives and social strategists about their social media efforts,conducted online during Q4 2012 by Altimeter Group
01. THE EVOLUTION OF SOCIAL BUSINESSHalf of all executivesare not informed, engaged, or alignedwith their company’s social mediastrategies in any capacity.
We must overcome differences andbring both sides together.
02. HOW DO WE TURN POTENTIALLY THE BIGGESTRESISTORS INTO TOP ADVOCATES? Analyze how senior leadership views social Reframe misconceptions and perceptions Connect social strategy to organizationalobjectives Encourage senior leadership social involvement
03. HOW SENIOR LEADERSHIP VIEWS SOCIAL• 16% of CEOs on social– Expected to rise to 57% within 5 years• LinkedIn is the only platform with more CEOsthan general population– (26% of CEOs compared to 20% of general population)IBM Global CEO Study: Quantitative study of 1709 CEOs, general managersand senior public sector leaders, conducted face-to-face during 2012 by IBM
“Huge ROI can be gained just by measuringchanges that stem from listening. It’s sad tosay, but the only changes I have seen are thosedue to large or threatening groundswells.”“And in my view, change was only made tosilence the noise.”- Frank Eliason, SVP of Social Media, Citi
06. REFRAMING MISCONCEPTIONS ANDPOTENTIALLY DAMAGING PERCEPTIONS Audiences and tactics have matured. Social media roles extends beyond customerservice and brand awareness. Educate on the opportunities in risk/crisismitigation, brand protection and reputationmanagement, recruiting/staffing, etc.
“Social networks have evolved to becomeknowledge and communication networks, andaccess to thought leadership content is nowthe primary reason professionals visit networks andcommunities. Professionals are collaborating witheach other through the thought leadership contentthey generate, curate or share.”The Society for New Communications Researchs (SNCR)New Symbiosis of Professional Networks Study, 2012
07. STOP CALLING IT “SOCIAL MEDIA”IDG Enterprise’s 2013B2B Lead GenerationTrends Survey
08. CONNECTING SOCIAL STRATEGY TOORGANIZATIONAL OBJECTIVES• Perspective of 2-3 years ago: C-Level knows social/digital hasto be done, but dont know where to start.• Now: Theyre getting it more and more withstrong implementation and metrics.
09. THE EVOLUTION OF SOCIAL BUSINESSOnly 34% of businesses felt that theirsocial strategy was connected tobusiness outcomes.Quantitative survey conducted by Charlene Li and Brian Solis, March 6, 2013Study of 698 executives and social strategists about their social media efforts,conducted online during Q4 2012 by Altimeter Group
10. CASE STUDY: JOHN HAYESCHIEF MARKETING OFFICER, AMERICAN EXPRESS
11. THE SOCIAL MEDIA ROI PYRAMIDJeremiah Owyang, The Altimeter Group
12. ENCOURAGING SENIOR LEADERSHIPINVOLVEMENT IN SOCIAL MEDIAGetting your C-Level leadership personally activeon social networks increases embrace of socialstrategies and helps to change misconceptions. Long term strategy Will not work for all organizations/executives Be mindful of compliance and regulations
13. TRICK TO INCREASE SOCIAL ACTIVITY:FOCUS ON EMPLOYEE RELATIONSGet C-Level active on social for employee acquisition,retention and company morale purposes.
14. EMPLOYEES PERSPECTIVES OF EXECUTIVELEADERSHIP SOCIAL MEDIA PARTICIPATION• 82% were more likely or much more likely to trust a company whoseleadership team engages with social media.• 78% would prefer to work for a company whose leadership is activeon social media.• 81% believe that CEOs who engage in social media are betterequipped than their peers to lead companies in a web 2.0 world.• 85% believe that CEOs can use social media channels to improveengagement with employees.• 86% rated CEO social media engagement as either somewhatimportant, very important or mission critical.Source: BrandFog 2012 CEO Study
15. HOW DO WE TURN POTENTIALLY THE BIGGESTRESISTORS INTO TOP ADVOCATES? Reframe misconceptions and perceptions Connect social strategy to organizationalobjectives Encourage senior leadership social involvement