The Social Façade: Integrating Social Media into Internal Processes and Culture was delivered by Richard Hughes (Broadvision) at The Social Customer 2012 Paris

1. The Social Façade
Integrating Social Media into
Internal Processes and Culture
Richard Hughes
Director of Social Strategy
rhughes@broadvision.com
@_richardhughes
www.broadvision.com
enterprisinglysocial.com

2. Is your social media
strategy disguising the
type of organization you
really are?

3. Happy on the outside…

4. …crying on the inside

5. Stuck with the same old
anti-social working practices

6. What is Social CRM?
“Social CRM is a philosophy and a
business strategy, supported by a
technology platform, business
rules, processes and social
characteristics, designed to engage the
customer in a collaborative conversation
Paul Greenberg
in order to provide mutually beneficial
value in a trusted and transparent
business environment.”
It is the company's programmatic
response to the customer's control of
the conversation.”

8. “It's one thing to read about your
company, but when a customer can
associate it with an actual person, it
creates a deeper, more meaningful
connection to the brand”
Tony Hsieh

10. Poll
Are the social business projects in
your organisation
Separate Integrated
External- Internal- external external
facing facing and and
internal internal

11. Three main types of social network
Public social network
Social extranet
(customer community)
Social intranet

12. Three main types of social network
Public social network
• Great place for
making contact Social extranet
• Not so great for
productive
conversations
Social intranet

13. Three main types of social network
Public social network
Social extranet
• A better place for
deeper engagement
with customers
• Easier for customers
Social intranet to help each other

14. Three main types of social network
Public social network
• Connects
employees to
each other Social extranet
• Enables better
knowledge
sharing
throughout the
organisation
Social intranet

15. Channel mismatch

27. Integrated social business strategy
Public social network
Social extranet
Social intranet

28. Engage in the right place
Public social network

30. Engage in the right place
Social extranet

31. Product support community

32. Peer-to-peer support

33. Issue resolution

34. CRM integration

35. B2B post-sale account management

36. Engage in the right place
Social intranet

37. Knowledge sharing

38. Project Collaboration

39. Social media integration

40. Customer service

41. Customer service escalations

42. Issue resolution

43. Social business benefits
From a 2011 McKinsey Quarterly survey of 4,261 enterprise executives using social
technologies:
• faster access to knowledge (74%)
For internal
• reduced communication costs (58%)
purposes:
• faster access to internal experts (51%)
• increased marketing effectiveness (69%)
For customer
• increased customer satisfaction (47%)
purposes:
• reduced marketing costs (43%)
For partner or • faster access to knowledge (65%)
supplier • reduced communication costs (61%)
purposes: • Faster access to external experts (50%)
“How Social Technologies are Extending the Organization,” McKinsey Quarterly, November 2011.

44. McKinsey Global Institute
• 25% less time spent on
emails
• 35% less time spent
searching for information
• 20-25% improvement in
knowledge worker
productivity
“Social networking could contribute between $900 billion and $1.3 trillion in
annual value in just four industry sectors […] 2X potential value from better
enterprise communication and collaboration compared with other social
technology benefits”

45. “Too often, companies implement social
software without clear business objectives
or a strategy for making an impact on
organizational performance.
These efforts typically fail.”
Deloitte Center for the Edge, March 2011

46. When ESNs are first deployed, they are usually
greeted with a strong level of interest. But the
lack of commonality and connections between
far-flung participants sometimes resulted in less
and less participation.
We also found that the reality of everyday work
pushed ESN use to the side, causing people to
pull away from their ESN activities and return
back to their original work and communication
patterns.
Charlene Li
Making the Business Case for Enterprise Social Networking, Feb 2012

47. “Reality Of Everyday Work”

48. Where Real Work Gets Done

49. 5 tips for successful implementation
Choose specific business processes to implement
Gain senior management approval
Align with external-facing social strategy
Measure success throughout the project
Recognise that cultural change will be the biggest challenge

50. Integrated social business strategy
Public social network
Connect with customers
Resolve simple issues
Social extranet
Deeper, more focused
engagement
Social intranet
Share knowledge
Respond better

51. Questions?

52. www.clearvale.com