Social Business - Where do we start?

Where to start

For many organisations we talk to the question of how to use social technologies to benefit their business beyond the use of marketing has finally arrived at the board room table. Many have made taken their first steps in using social tools and started to listen, learn and integrate their marketing. The broader issues of where and who is responsible for the social business plan brings into focus the many different areas of the business impacted by the use of social business tools.

Different people will have different views on where to start. Some may argue that the focus needs to be on an integrating strategy while others may work on a priority basis and use pilot projects to prove the business case. There is of course the complexity of knitting social into the often siloed activities of an organisational structure. So where and how can organisations start to tackle some of these problems?

Looking at the Business of Being Social

There is both the opportunity to internally and externally harness the social capabilities to help organizations solve business problems. But it is context of how culture and technology need to be integrated that we understand the implications on strategy and how important it is to embrace change management.

Initially organisations need to understand their own capabilities and audit there current position:

• understand who in their business is currently using social media in relation to the business e.g. active in Linkedin forums...


• understand employee activities on social media - this is often useful and helpful to determine who could be recruited to help on projects


• benchmark you brands/products and services on social networks


• benchmark your competitors

In much the same way as you would put together your information sets to build a business plan and strategy you need to understand your current position for developing a social business capability.

Set clear goals and measures e.g.

• % increase in coverage of PR per £XX spend


• Sales could be a % Increase in Sales Leads


• Customer Service could be % reduction in response times or % reduction in number of customer service queries

Moving Quickly

We often see that many organisations end up with analysis paralysis. As we talked about in our last blog prioritizing how you intend to use social business is critical.

In today's fast paced world it is about being agile:

• Flexible and responsive resources (internal and through partner network)


• Rapidly assimilating changes in your business environment


• Focusing on information that can quickly be acted upon


• Harnessing influencers for change (internal and external)

The changes in technology and business are not incremental they are a major shift to a new form of technology and operations orientation. It is how the organisation responds to a new internal employee engagement model and also respond to a social customer across multiple channels. As consumer adoption of new technologies and behaviours change, the challenge is for organisations to reconfigure resources and capabilities to meet those changes.

 

Key Take Outs

• Benchmark your business and capabilities


• Research and benchmark your competitors


• Understand your customers/listen to where they are/what is being said/channels


• Research your network and find out who are influencers and potential social champions


• Aim to develop a centre of excellence for social business that is cross divisional/departmental


• Recognize that mistakes are going to be made - that is why we call it learning


• Remember to be adaptive/respond top changes


• Build pilots that can be scaled quickly

Don't throw marketing money away on a hunch! - Research improves your ROI

Using Research to Improve ROI

1. Define your strategy and then conduct research to understand how you can add value to your customers. This need not be hard and you can get some valuable information without it costing too much. Form many small businesses this can involve preparing a simple questionnaire and inviting existing or potential customers to meet up for breakfast, lunch... and discussing it with them. You will often be amazed at what you find out.

For larger businesses studying customers on-line can help. Digital ethnography (studying on line behaviour) now provides a wealth of information and access to customers and is often easier than offline research:

• social networks allow us to visualise relationships,


• people are more honest when they write behind a pseudonym


• respondents have control over what they share


• researchers are less obtrusive and less likely to affect the behaviour of the people they are studying

Strategies need to build sustainable communities rather than sporadic isolated campaigns

2. Too much data is no good to anyone. You need to focus on simple concepts and then build upon them to produce your creative concepts for marketing. Keep it simple, easy to understand and measurable. Test it on a small group of customers get feedback and then scale. Content then becomes relevant and of value to your customers and more importantly has a far higher chance of being shared.

Create relationships, drive conversions and deliver sustainable and profitable revenue growth.

3. Be consistent in how you deploy your communications. Reinforce your communications around your creative concept so that they reinforce your idea rather than dilute it. Make it interesting, an experience and build on the emotions; for it is the human touch that matters the most - this is what we share.

Reinforce and co-ordinate touch points to ensure the sum of the parts are greater than the whole

Linking Research to Value

Ultimately by using research the aim is to add value to a customers experience of your brand. Rory Sutherland provides some humorous insights into how advertising has traditionally gone about building intangible value. The reality for brands now is that value is being reshaped by our relationships and our networks.  (If you only watch one thing see the interviews for diamond shreddies 13mins - very funny)



Change the Perspective

The simple truth is that research allows you to make better decisions about the creative concepts and content that you use to market your brand.

However, many businesses simply throw their money away when it comes to marketing. They certainly don't intend to, but too often many make assumptions about their customers that are simply wrong.

But this is an over simplified explanation of what happens, for quite often there is a recognised need for data, but accessing it and relating to customer profiles is difficult. The reasons for this can be many, not least is the problems of knitting together data from disparate data sources (customer service, promotions, email marketing...) to form some level of customer segmentation.

From the many different views it is hard to pin point who the customer is and how their behaviours relate to your product; in short there is little available data that can form the basis for insightful decisions. The truth is the impact of a poor customer data management strategy goes beyond missed sales opportunities and links directly to the profitability of an organisation.

Taking a Bet



As a result many marketing directors gamble on assumptions that form the basis for creative ideas and concepts; which in themselves might be brilliant but simply do not bear any resemblance to the target customer.Yet most people shrewdly research and investigate suppliers before spending their own money. Why not then apply the same principal to customers.

Why does this matter so much?

Knowing your customer and understanding their needs forms the basis not only for marketing but also product development, customer service...it is at the heart of how well you serve your customers that determines how well you compete.

How and where we tell out stories has shifted, but they are the same stores. We now use our social networks not only to share these stories but to listen and participate in making them. As a result research has never been more powerful or more cost effective and can be used to improve decision making.

We must use new research technologies because technology itself is changing the way people move through life and transact their work. Part of the change involves privacy, mobility, and communications modes. People are harder to connect with, period: less use of land lines, heavy phone screening, growing perceived value of time, and more. In a word, people are more reachable and open if the marketing research technique fits with their lifestyle.

The Purpose of Research

from Tim Stock