Social Business Journal Volume 1

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In the Social Business Journal Volume 1, eighteen thought leaders share their insights on key topics on the road to social business success. Sign up to receive Volume 2 on the last slide. Enjoy!
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  • 2. As the host of the Social Business Engine show, I’m focused on producing video and podcast content that inspires people to become a social business. I invited thought leaders to join me on this journey by providing their insights in Volume 1 of this . Social business is a journey…Like any journey, the road can be filled with potholes and detours. With strategic planning, leadership and an agile mindset, the road to success can be rewarding. In Volume 1, we focus on the premise for being a social business. The common theme from these thought leaders is emphasis on the customer experience, a culture of giving and employee involvement. I urge you to consider how these insights can be applied in your social business journey. I invite you to become a student of social business in motion. In each interview on the Social Business Engine I speak with a business professional to capture valuable insights about their journey. You'll discover strategies and ideas from them that can possibly transform your business. I'm confident you'll enjoy Volume 1 of . If you want to contribute to Volume 2 or just sign up to receive it, go here. Follow our ongoing conversation with hashtag #sbeshow on Twitter. To your social business success, Bernie Borges CEO, Find and Convert Host, Social Business Engine @bernieborges 2 The Social Business Journal 2014 Vol. 1 Hi, I’m Your Host Bernie Borges. #sbeshow @sbengine
  • 3. Marty McPadden Co-founder and CEO of PodJamTV Productions LLC. I am a digital, video and audio content producer and strategist. I help brands and small business owners connect with their customers and clients through multimedia content creation. 3 It’s a business that acquires not only customers, but cultivates fans and advocates for their brand. It’s a business that understands they don’t control the message, their customers and clients do. It’s a business that actively engages with their audience by listening and being transparent. It’s not all about YOU! It’s about your customers and audience. Your content should offer solutions to problems your audience will find helpful. Content marketing in a social business is authentic and real. Instead of posting a slickly produced sales video, social businesses connect directly with their audience through written text (blog posts,) audio (podcasts,) and video (YouTube and live streaming.) They offer high value content, not a sales pitch. The leaders of the company are the face of communication. Social businesses are comprised of real people and they connect directly with their customers and clients. People want to do business with people, not logos or avatars. The social content tools available today make this direct connection possible. Social businesses are not afraid of their consumers setting the agenda. People don’t expect perfection, but they do expect authenticity.@MartyMcPadden podjam.tv The Social Business Journal 2014 Vol. 1 #sbeshow @sbengine
  • 4. Robert Rose Robert Rose is the Chief Strategy Officer for the Content Marketing Institute and a Senior Analyst for the Digital Clarity Group. He helps marketers become better storytellers. 4 It’s not. Or, rather, it shouldn’t be. Content Marketing (at its core) is a process that we infuse into all the activities we do as marketers. Its goal is to deliver value to our customers by delighting, engaging, informing or providing some level of usefulness that is separate and distinct from our product and service. It has direct correlation with the social business in that it is, in most cases, what the conversation should be about. In other words, if the business’ social conversation with the consumer is about value delivered from the content it’s sharing – as opposed to the products its producing - then the business wins. Every time. The Social Business Journal 2014 Vol. 1 @Robert_Rose robert-rose.com #sbeshow @sbengine
  • 5. David Graham David is a thought leader in the Business to Business (B2B) digital marketing, relationship marketing and content marketing space and is the “go-to” person at Deloitte Africa. 5 To become a social business, you need to manage the transition as you would an enterprise resource planning implementation with the right training and a rigorous change management process, involving the entire enterprise. There has to be a respected, well-liked executive sponsor who is passionate about the project. This person should be a role model and has to set a precedent amongst the rest of the C- Suite. This will then cascade down to senior management, management and line staff. The social business transition must not be owned by the CMO or CEO but rather the entire enterprise. Get everyone involved and inject excitement into the project. The C-Suite must ensure that social business processes are incorporated into every part of the business and is the responsibility of the C-suite member who heads up induction and on-boarding, production, product development, marketing, sales, etc. It has to become part of the very DNA of the organisation. Social business should be a discussion point at board meetings and with external stakeholders such as shareholders, clients and suppliers. Social Business must not be treated as a passing fad but rather a strategy without which the business will fail. The Social Business Journal 2014 Vol. 1 @DavidGrahamSA deloitte.com #sbeshow @sbengine
  • 6. Ted Rubin Ted Rubin is a leading Social Marketing Strategist, Keynote Speaker, Brand Evangelist, and Acting CMO of Brand Innovators. Ted is the most followed CMO on Twitter according to Social Media Marketing Magazine; one of the most interesting CMOs on Twitter according to Say Media, #13 on Forbes Top 50 Social Media Power Influencers, and number 2 on the Leadtail list of Top 25 People Most Mentioned by digital marketers... his book, Return on Relationship was released January 29, 2013. 6 Let's define a social business and how it is evolving. It’s not just “being social” with your customers (having social profiles where you know they hang out); it’s about being more connected in your business processes as well. Stop thinking in terms of silos of information and people, and start thinking about ways to connect everyone. For instance, a common problem in many brands has been the gulf between marketing and sales. There has always been a “cold war” going on between those two departments because their thought processes and drivers are different. But if the end goal is to drive more business-why not give them every opportunity to collaborate? Formal meetings can be time- consuming, but social gives us opportunities to help our employees connect with each other (as well as with their personal networks). Besides connecting marketing and sales, another way social connection can be an advantage is with customer service. In my opinion, companies that think of customer service more as a mind-set than a separate department already have an advantage. Think of ways to connect everyone who has input so they can collaborate on ways to deliver the best customer experience. The Social Business Journal 2014 Vol. 1 @TedRubin tedrubin.com #sbeshow @sbengine
  • 7. Erik Qualman Erik Qualman is an international motivational speaker who has taught Digital Leadership to audiences in 44 countries. His Pulitzer Prize nominated best sellers propelled him to be voted the second most likeable author in the world behind Harry Potter's J.K. Rowling. 7 For a company to be a successful social business they need to transform themselves into being engaged by following 4 simple steps: 1. Listening 2. Interacting 3. Responding 4. Sharing The Social Business Journal 2014 Vol. 1 @equalman equalman.com #sbeshow @sbengine
  • 8. Andrew Davis Andrew Davis’ 20-year career has taken him from local television to The Today Show. He’s worked for The Muppets in New York, written for Charles Kuralt and marketed for tiny start-ups as well as Fortune 500 brands. In 2001, Andrew Davis co-founded Tippingpoint Labs, where he changed the way publishers think and how brands market their products. His most recent book, Brandscaping: Unleashing the Power of Partnerships hit shelves in September, 2012. 8 What is the role of an employee in a social business? Social media is powered by billions of social interactions: millions of Tweets with @replies and #hashtags, Facebook posts, comments, Likes and replies, YouTube annotations, Reddit threads, and even ‘thumbs-up’ on StumbleUpon. All of these interactions are people-powered. Your employees - the people at your organization - create a social business. Without those personal interactions, there is no social in your business. A social interaction, cannot occur between an inanimate object, an anthropomorphized brand, or even a personified logo. This means, all those Tweets from your branded tweet stream - they don’t matter - they’re inauthentic. Those posts are fake and forced attempts at social interaction. They’re a prime example of traditional marketers attempting to feign authenticity in an environment powered by authentic personal interactions. Here’s a hint: social media is powered by people, not logos. Here’s the good news. In today’s online universe everyone has an audience and every individual has a voice. You no longer have to inauthentically personify your brand, your team, your employees, your coworkers, do this for you. …If the future of all branding is personal, how can your brand remain relevant without embracing truly authentic, people- powered, social interactions? How can you survive if you’re not a social business? What if you unleashed and encouraged the social interactions of your employees, partners and vendors to power your social strategy? What if you closed your logo-laden Facebook Brand page? What if you actually embraced the one thing that truly differentiates your products in the marketplace - the people that make what you sell? The Social Business Journal 2014 Vol. 1 @TPLDrew akadrewdavis.com #sbeshow @sbengine
  • 9. Rick Short Rick is the Director of Marketing Communications at The Indium Corporation. He is also a songwriter, musician, and the leader of The Rick Short Band. 9 The CMO in a social business has to step up and really lead. This is because, even today, being truly “social” is foreign, and sometimes scary or threatening, to many people within an organization. Traditional leaders are trained to see threats. So, naturally, they identify many threats in a social business scenario. The CMO has to prove to the organization’s leaders, as well as to all others, that these threats are identified, understood, and well addressed. This takes strong leadership. In addition, the CMO has to lead the exploration, creation, and articulation of the goal of a social business program. Without a shared and well understood goal, people will head off in a variety of directions, creating inefficiencies and frustrations. As a leader, the CMO will have to keep that goal front and center, and motivate others to aspire to it. Without a clearly articulated, well accepted, and adhered to goal, any social business program will flounder. Also, the CMO should lead by example. In my practice, I never asked anyone to do something that I hadn’t proven, developed, and practiced myself. This provides at least two positions of strength: 1) the stigma of being a pioneer doesn’t exist for anyone except the CMO. So, others feel more comfortable forging ahead. And 2) the CMO can be very helpful when the team gets stuck or confused. Traditional marketing departments talk to an audience. Social marketing teams converse with a community (ideally). This means that the individuals that comprise the marketing have to be valuable to the target audience … and able to share their expertise, knowledge, and insights. They do not have to be polished actors or stock photography models. In fact, that old cliché is such a turn off. Our communities want authenticity. It’s OK to be human, to be odd, to be unique, to be your true self. It is not OK to be shallow, phony, or disingenuous. Bottom line is that it’s all about trust. When your community trusts you (because they know you, see you, understand you, appreciate you, etc.), and when you are valuable to them (for what you know, who you know, what you can deliver, etc.) they need you … they love you. The Social Business Journal 2014 Vol. 1 @RickShort21 rickshort.com #sbeshow @sbengine
  • 10. Paul Roetzer Paul Roetzer is founder and CEO of PR 20/20, and creator of Marketing Score. He is the author of two books, The Marketing Agency Blueprint (Wiley 2011) and The Marketing Performance Blueprint: Strategies and Technologies to Build and Measure Business Success (Wiley 2014). 10 Social businesses support openness, collaboration and transparency. One of the greatest benefits is that internal silos are removed, allowing knowledge, best practices, information and resources to be shared across departments and teams. With open communication channels, social businesses are able to collaborate better, innovate more and get projects done in record time. Employees also feel more connected to the organization since opinions and ideas are encouraged, and relationships between colleagues are forged. These internal benefits also transcend outward to external audiences. With the infrastructure in place to be agile, social businesses can react in real-time and adjust strategy as needed. This, in turn, results in improved communication and responsiveness to customer needs. The Social Business Journal 2014 Vol. 1 @paulroetzer pr2020.com #sbeshow @sbengine
  • 11. Lewis Bertolucci Lewis is currently Head of Social Media for Fortune 100 Humana Inc., where he's built a sustainable social media program across 55,000 associates from the ground up and is responsible for their Enterprise Social Network of over 37,000 registered associates. He is also founder of LimeWedge.net, an online lifestyle magazine and Discover-Louisville.com, a hyper-local online magazine rack. 11 I believe that often times social practitioners don’t differentiate between a social strategy and what’s known in the industry as social business. A social marketing strategy lays out the channels, platforms and tactics to support your business goals; like awareness via publishing, insights surfaced through listening and content marketing to spur engagement. A social business can be thought of as the intersection of social technologies and process with an organization’s culture and practices to create value within your business and thus delivered to your end-customer. The best way to visualize the concept of a social business is to think of your organization working together as a unified and empowered team with the same goal in mind, as opposed to disparate silos across an organization that often create a fragmented consumer experience for prospects and members alike. One of the biggest benefits of being a social business is the ability to create a flat organization, where silos are crumbled and meaningful conversations are initiated across all geographies and functional areas. By closing the geographic gap, especially if you’re a disbursed or global workforce, and breaking down silos, you enable your associates to quickly connect with other subject matter experts, find answers and to do their jobs more efficiently. Becoming a social enterprise doesn’t happen overnight. Complete convergence where social is deeply embedded into the fabric and culture of the organization is a progressive evolution, not a revolution. The role of the C-Suite is to champion social business transformation via cultural change and to articulate the vision, while informing the enterprise around the value it brings to the business and end-customer. Your C-Suite should also ensure that the organization is enabled to evolve into a social business by means of providing resources, budget and ensure success. The eventual convergence of the C-Suite (top down) and associate groundswell (bottom-up) will ensure that your social business efforts are not being stifled; C-Suite buy-in is critical. The Social Business Journal 2014 Vol. 1 @Lewis502 linkedin.com/in/lbertolucci #sbeshow @sbengine
  • 12. Pamela Muldoon Pamela Muldoon has combined her three decades of marketing and audio experience into Audio Content Solutions. She helps agencies and brands develop an effective content strategy that includes integrating audio into their content plans. She is also the Podcast Network Director for the Content Marketing Institute Podcast Network, which is home to various marketing podcasts hosted by some of the top content marketers from around the world. 12 Having worked inside of enterprise companies both as a marketing consultant and as a Social Media Director, the key to successfully integrating social across the organization is education. This education has to be on two levels: educating leadership across all departments on the importance of becoming a social business for their buy-in and subsequently educating employees within these departments on how they can help the organization to become a social business. Creating training documents, presentations and content that answers the most common questions employees have on social media implementation is a great way to not only educate on use, but create stronger internal engagement. Marketing should also work with Human Resources and IT to draft a social media policy and implementation guideline that is distributed to all employees to ensure there is some sort of internal compliance and consistency. Creating a content strategy of internal education and consistent communication can better ensure success towards becoming a solid social business. The Social Business Journal 2014 Vol. 1 @pamelamuldoon audiocontentsolutions.com linkedin.com/in/pamelamuldoon #sbeshow @sbengine
  • 13. Ardath Albee Ardath Albee is a B2B marketing strategist and CEO of her firm Marketing Interactions, Inc. She helps B2B companies use persona-driven strategies and contagious content platforms to turn prospects into buyers. She authored the books, eMarketing Strategies for the Complex Sale and Digital Relevance, coming in January 2015. 13 Content in a social business carries a bigger load as it must be radically relevant to both the audience targeted and the channel in use. For those companies that have yet to embrace “social” the biggest challenge will be in loosening the grip on control over the messaging. If they can’t do this, then it will be hard for them to venture beyond the web properties they own. Content marketing in a social business operates with different parameters. It means having an integrated strategy that enables marketers to be relevant through the power of story as it applies to distribution. While the aim of a traditional business is consumption of content, the goal for a social business is experiential, or interactive, and based on context to achieve desired outcomes. Content marketing in a social business must be driven by deep customer insights, or personas, or it will fail to engage. This is because once your company becomes a social business, audience expectations change and continue to evolve along with the channels in use, as well as new ones. And you must keep pace. There is no “pause” button. The Social Business Journal 2014 Vol. 1 @ardath421 marketinginteractions.com #sbeshow @sbengine
  • 14. Arnie Kuenn Arnie Kuenn is the CEO of Vertical Measures, a search, social & content marketing company helping their clients get more traffic, more leads, and more business. Arnie has held executive positions in the world of new technologies and marketing for more than 25 years. He is a frequent speaker and author of the award winning content marketing book Accelerate!available on Amazon. In 2014, Arnie was honored as the Interactive Pers
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