Just because our month of Social Business is winding down doesn't mean we're turning off the heat. This week our gracious experts talked about how to measure #SocBiz, how to bring it to the mobile world, and which bits of information can be chalked up to the rumor mill.
David Hillis (@davidhillis): A perfect storm. Mobile and social have converged.
Today, you cannot execute a business social strategy without executing a mobile strategy. According to Flurry, a leading mobile analytics provider, social networking accounts for 32 percent of all time spent using mobile applications, second only to gaming. Mary Meeker from KPBC estimates that by 2013 there will be 800 million social mobile users worldwide. According to Twitter, over 40 percent of Tweets are composed on mobile. And Facebook, with more than 250 million mobile users, reports that people who use Facebook on their mobile devices are twice as active as non-mobile users.
You cannot support social business without supporting mobile. Your shared content, web presence and communication strategy need to be focused on the mobile user.
Christy Schoon (@newsgator): Social business takes work. It is an evolution in the way we get our jobs done, communicate and engage with our colleagues. Why is this evolution important? Just like former evolutions in the workplace, email and the telephone, social business improves upon our current ways of working by speeding up our access to information and experts, helping us become more innovative, and making us more efficient than ever. The one thing I don’t get though is when some companies deploy social business solutions and put little effort into the people side of things. They only focus on the technology and figure that will be enough. Social business takes work if you are going to achieve business impact.
That work isn’t just focusing on organizational change management techniques like communication and education. Even earlier than that, the value-driving user scenarios must be developed. The early work done discovering and developing these scenarios will not only drive value for your users and the business, but will also help inform your messaging when you start developing your communication and education plans.
Rich Blank (@pmpinsights): In the new world order of technology and the web, we often associate social media or social networking with Facebook, Twitter or LinkedIn. However, just because you have a Facebook page or Tweet on Twitter doesn’t mean you’re a social business. Just because you microblog on some cloud-based CRM system doesn’t mean you’re a social business. And social business is not just about the marketing hype of the cloud itself. A social business is one that views its entire value chain as a set of collaborative networks called communities and embraces technology that focuses on the relationships, conversations and business activities that occur in these networks.
Peter Kim (@peterkim): Social media still matters. But to make these initiatives work for your business and its bottom-line, you need to move beyond social media alone and focus on social business.
Michael Brito (@britopian): A social business is an organization with established processes that improve productivity, efficiencies and workflows, leveraging technology to drive collaboration across job functions and geographies and rooted with a culture of trust, openness and transparency from employees at all levels. A social business is built upon three pillars — people, process and platforms. All three need to work independent of each other, yet need to be completely integrated into the DNA of the culture. It requires employees to actually communicate — processes and governance models that help shape employee behavior online — and technology to facilitate collaboration across the organization. A strong social business will enable a social brand to scale and have more meaningful conversations with the social customer. There are very few of these today.
Kevin Conroy (@seattlerooster): As CMSWire readers well know, there's a ton of interest and hype out there about all things social business. Companies are looking to upgrade their existing portals and intranets and want new ways of empowering their workforces. While social offers the promise of new ways to communicate and collaborate that are faster, more transparent, and more efficient than ever, it is hard at best to keep track of all the many things being said and promised.
The challenge lies in making heads and tails of what's really out there. Social can be a vague concept at times, especially as thoughts of Facebook, Twitter and the latest social phenomenon coincide with the glut of social business solutions on the market. Sure, being social would be nice, but what do you really need to do to be social? Let’s take a look at some prevailing myths and assumptions.
Oscar Berg (@oscarberg): Customers want increased transparency when interacting with companies because then they can make sure they really get what they want or need from the company. They can provide and ask for the right information early on in the process, allowing them to discover if things are going in the wrong direction and take proactive action.
Companies, on the other hand, should also want increased transparency when interacting with customers. The information they exchange with the customer will help them understand the customer’s wants, needs and situation, as well adjust the expectations of the customer to a reasonable level. It will make them much better equipped to satisfy the needs and wants of the customers in an efficient way and create a happy customer.
Furthermore, and even more important, the information that is captured about the customer during this process can be fed into other parts of the enterprise, such as R&D and marketing, to help them learn how to make better products or services and how to interact with the market in more efficient and effective ways. In short, it’s a win-win situation for the customer and the company.