Many organizations deploy an expertise locator tool within their social business program, but few employees use them because (1) the benefits do not outweigh the work of maintaining a profile, and (2) self-maintained expertise profiles are usually inflated and inaccurate. Therefore, people rely on personal networks within their organization to know who to call when they need something. That is now changing.
Author Archive | Chris Boudreaux
According to Google and Compete, 2012 will be the first year that apparel sales are more influenced by online channels that offline. This infographic shows details of the impact on how consumers shop for apparel.
More and more brands are realizing the benefits of enabling their employees in social media, so software vendors and IT departments are responding by adding features and functionality. In recent years, a few B2B tech companies enabled their employees with basic training and permission to engage, and a more sophisticated and transformational approach to enablement is coming over the next 2-3 years. (P.S. That is the focus of my book with Susan Emerick.)
In anticipation of this trend, a new class of software is emerging, specifically aimed at enabling employees in social media, at scale. The chart below shows the four types of solutions that are being applied in this emerging space:
Social media and cloud computing are both helping brands accelerate their time-to-market for new offerings, services and support capabilities. While they work together, they are different, and it can help business leaders to think about how — especially when planning long-term investments in the two:
For all the folks selling social business, who think that they will sway business leaders by beating a drum to the tune of “The World is Changing and You Must Change With It”, I offer the following two quotes from the 2003 book Reengineering the Corporation, by Michael Hammer:
Thanks to Sue Bess for sharing this timeline of social CRM acquisitions at Oracle and Salesforce, as the tech giants enter the space with full force:
As I write an upcoming book with Susan Emerick, on the topic of enabling large numbers of employees in social media, we continually meet people with a vision for change, who need help in developing their ability to lead the change — to tirelessly communicate their vision, and to simply get everyone on board.
In the mean time, we will begin peppering little nuggets like this one from Ken Burns, to help us all build the skill that we need, but have so little time to develop.
A lot of people think that a brand must own all aspects of social media listening. People fear that outsourcing even a part of the engagement process (i.e., listening) would take away the authenticity which is supposed to be the pixie dust of social media. People wonder how they would build an authentic, direct relationship with customers or stakeholders if they outsource some of the process.
While relationship-building can not be outsourced, we should ask ourselves which parts of the social media engagement process really do build the relationship. Here’s a hint: listening is not the critical part that you have to execute with internal employees, and this post explains why.
With players stitching hashtags and twitter handles onto their shoes, the Premier League in the UK has published social media guidelines for the players.
Since FINRA released Notice 10-06 in 2010, and Morgan Stanley began allowing financial advisors to use social networks for business, consumer expectations and business marketing trends have been colliding to create new and interesting regulatory requirements.
InvestmentPal created the following comparison of web email adoption, since 1996 when Hotmail launched, versus social network adoption, beginning in 2006 when Twitter launched: