bestpracticesforenterprisesocialmediamanagementbythesocialmediadreamteam-120923193229-phpapp02

7/29/2019 bestpracticesforenterprisesocialmediamanagementbythesocialmediadreamteam-120923193229-phpapp02

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Dedicated to those who share ourmission to help every large enterprisebe Social.



What is Social@Scale?...................................................................................................................................................................................... 1How to Plan and Deliver a Global Social Media Deployment................................................................................. 2

The 6 Must Haves For Any Enterprise Social RFP.........................................................................................................3

SECTION 1: Its Time to Start Thinking Social@Scale

DAVID MEERMAN SCOTT ........................................................................................................................................................................ 6The Real-Time Mindset: Dont Use the Word Social

DAVID ARMANO.......................................................................................................................................................................................... 7Social Business@Scale: Not If, But When

MITCH JOEL .................................................................................................................................................................................................. 9Does Social Really Scale?

MACK COLLIER ......................................................................................................................................................................................... 10Commitment to Change: Not Every Enterprise is Ready for Social@Scale

JOSEPH JAFFE..............................................................................................................................................................................................11Social@Scale and Other Oxymorons

MICHAEL BRITO .........................................................................................................................................................................................12A Britopian View: Success Cannot Be Measured By Fans Alone

ROHIT BHARGAVA .....................................................................................................................................................................................133 Tips For Scaling Likeability (And Why It Matters)

NILOFER MERCHANT .............................................................................................................................................................................. 14From 800 Lb Gorillas to 800 Gazelles

TED COINE .................................................................................................................................................................................................. 15The Social and The Extinct

DAVID WEINBERGER ................................................................................................................................................................................ 16The Internet is Not the Medium: WE are the Medium

SHELLY PALMER ........................................................................................................................................................................................ 18No Crystal Ball Required: The Future of Social Media is Now

MARK EARLS ...........................................................................................................................................................................19People Are Not Robots; Corporations Are Not Machines Either

Table of Contents



SECTION 4: Content & Conversation to be Social@Scale

VENKATESH RAO ...................................................................................................................................................................................... 42

Avoid Fake Relationships: Using Irony and Humor to Engage Contradictory Marketing Realities

EDWARD BOCHES..................................................................................................................................................................................... 44

7 Tips For Being Social And Doing It at Scale

ANN HANDLEY .......................................................................................................................................................................................... 46

An Open Letter to C-Level Executives: How do we SCALE social?

DOC SEARLS ............................................................................................................................................................................................... 48

The Personal Side of Social@Scale

RICHARD STACY ........................................................................................................................................................................................ 50

The Value of Small Group Conversations: Why a Platform for the Masses is Not the Same Thing as a Mass Platform.

AMY VERNON............................................................................................................................................................................................. 52

You Have to Care

SECTION 5: Branding in a Social@Scale World

PETER SHANKMAN ................................................................................................................................................................................. 54

The Great Airport Steak-Out: How Mortons Gets Its Customers to Scale Social for Them

THOMAS BAEKDAL .................................................................................................................................................................................. 56

Is Your Brand Socially Compatible?

Social@Scale Readiness Assessment .............................................................................................................................................. 58

Table of Contents contd.



What is Social@Scale?

Combining cutting-edge technology,corporate governance, and a disciplinedoperational framework, Social@Scale

enables brands to engage in a timelyand relevant manner with their globalaudience from a single platformacross multiple corporate functions

in multiple social channels.


http:///reader/full/bestpracticesforenterprisesocialmediamanagementbythesocialmediadreamteam-120923193229 7/68SOCIALSCALE | 2

How to Plan and Deliver aGlobal Social Media Deployment

StaUp: Suggested Roles

Map the Strategy

Define the business objectives and the specific set of social activitiesdesigned to meet those objectives.

1 2 3 4 5

1 2

a community manager

a social media manager

a reporting manager

a content manager

subject matter experts

from marketing, HR,customer service &PR

LOCAL:

1

2

3

4

5

social media director

an analyst

REGIONAL:

1

2

social media executive

an implementation team

GLOBAL:

1

2

1 2

1

Plan to Operate

1. Activity plan by role

2. Rules of conduct

3. Activations4. Sunsetting &

Deactivations

5. Best practices

2

Consistently Brand

1. Online social brandstyle guide for look

2. Detailed guidelines forbrand feel

43

Measure

Social

1. Campaign Eectiveness

2. Audience Engagement

3. Reach

Business

1. Response Times

2. Voice of the Customer

3. NPS

4. Attributable eCommerceRevenue

5



Its Time to StartThinking Social@Scale

SECTION 1



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When I speak with executives around the world about social,

many think of their kids Facebook or Twitter and what you had

for lunch, deciding that social is frivolous at best and a dangerous

time-waster at worst.

In order to scale social, I recommend not using the word

social at all and instead substitute real-time

An immensely powerful competitive advantage flows to

organizations with people who understand the power of real-

time information. What are people doing on your site right now?

Has someone just praised you on Facebook? Panned you on

Twitter? Published a how-to video about your product on

YouTube? Executives understand real-time and are eager to

implement the ideas.

Conventional vs. Real-Time

The conventional business approach favors a campaign (note the war metaphor) that requires people to spend weeks or months

planning to hit targets. Agencies must be consulted. Messaging strategies must be developed. Advertising space/time must be

bought. Conference rooms and refreshments must be prepared for press conferences. Do you serve them sushi or sandwiches?

The real-time mindset recognizes the importance of speed. It is an attitude to business (and to life) that emphasizes moving

quickly when the time is right.

Developing a real-time mindset is not an either/or proposition. Im not saying you should abandon your current business-planning process. Nor do I advocate allowing your team to run obarking at every car that drives by. Focus and collaboration

are essential.

contd. next page >>

The Real-Time Mindset:Dont Use the Word SocialBY DAVID MEERMAN SCOTT

David Meerman Scott is a marketing strategist, advisor to emerging companies, keynote speaker, and aninternational bestselling author of eight books including Real-Time Marketing & PR and Newsjacking. Hisbooks have been translated into 30 languages. You can follow David on Twitter @dmscott or at his personal blog,Web Ink Now.

Recognize youremployees as

responsible adults

Empower them to

take initiative.
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The Real-Time Mindset: contd.

Large Organizations Need to Work at It

The more people you have in an organization, the tougher it is to communicate in real time. In a command-and-control

environment where no action can be taken without authority, without consultation, without due process, any individual

who shows initiative can expect to be squashed.

The challenge is to develop a new balance that empowers employee initiative but oers real-time guidance when itsneededlike a hotline to higher authority.

In a real-time corporate culture, everyone is recognized as a responsible adult.

If youre the leader, and you want to cultivate a real-time mindset throughout your organization, tear down the

command-and-control mentality. Recognize your employees as responsible adults. Empower them to take initiative.
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Social Business: Not If, But WhenBY DAVID ARMANO

David Armano is Editor-in-Chief ofEdelmanDigital.comand Edelmans Executive Vice President -- GlobalInnovation & Integration. David previously was a founder of the social business consultancy Dachis Group, helpinglaunch the business from stealth mode into the marketplace. He regularly writes industry perspectives for theHarvard Business Review, and co-founded the Allhat event -- billed by SXSW as populated by the most respectedvoices in digital. You can follow David on Twitter @armano or at his Logic + Emotion blog.

Do you remember webmasters? This was a real title at one point in the corporate world created many years ago to support

something we called the website, a digital manifestation of your company. The problem with webmasters was that as general-

ists who could wear multiple hats -- coding, writing, designing and managing one or more sites -- they as single individuals could

not scale.

Today, we are rapidly moving toward an era of Social Business@Scale, which loosely translates to an organizations ability to

integrate social technology and behavior internally and externally. Why? Because much like digital before it, social promises

to empower both consumers and employees alike leading to positive business outcomes for the organizations which figure out

how to crack the social code.

contd. next page >>
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The big question now is not IF social can scale, but when and how.

To answer that, lets look back at yesterdays webmasters who

were replaced by teams, systems and new processes -- all

designed for scale. We can also look back at the leaders of

yesterday: the CIOs and CMOs who made digital a priority

and led eorts in e-commerce or ambitious corporate global

website rollouts. Lastly, lets recall those who embraced a digital

culture, individuals who spent countless hours surfing the

information highway and living a digital lifestyle.

How will social business scale?

It will have something to do with the three Ps of change

management. Changes in People (culture, job descriptions),

Process (systems and workflow), and Platforms (technology)

will need to take place in order for social to be woven into the

fabric of an organization.

Much like yesterdays webmasters, todays community

managers represent the first wave of social, a newly created

position designed to deal with a social web. But community

managers alone cant scale and a social business cant be

built overnight.

... much like

digital before it,

social promises to

empower both

consumers and

employees alike...

Social Business: Not If, But When contd.



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Thats the real question and thats the question that organiza-

tions are going to have to hunker down and start thinking

about moving forward.

At first, social media was all about making sure that you can

respond to customer and client needs in a timely (and public!)manner. Now that we live in a world where close to one billion

people are connected on Facebook alone, things are going to

change. Enter the brave new Era of Social Business, where

we are all -- including everyone from the President down to

the receptionist -- moving from a hierarchical response-and-

measure infrastructure to a much more non-hierarchical

structure.

Were now all responsible for how we communicate both

internally and externally. Were seeing companies like Oracle

and Salesforce invest in and acquire (at an alarming rate) busi-nesses that are able to help their people be more social. Sadly,

many people still think that social is about the conversation.

It isnt.

Social is the act of making all of the material that a company produces more shareable and findable. When what you do as a

business is more shareable and findable, people will do something very social with it. Theyll share it, comment on it, create

content around it and engage with you and your business. If you can master that one little (but vastly important) nuance, you

will begin to see what happens when a company becomes social. Then you can make it scale with the right tools, philosophical

approach, and more importantly the right people.

Does Social Really Scale?BY MITCH JOEL

Social is the act of

making all of thematerial that a

company produces

more shareable

and findable.

Mitch Joelis President of Twist Image and the author of the best-selling business book, Six Pixels of Separation.His next book, CTRL ALT DEL - Reboot Your Business (and Yourself ) in a Connected World, will be published in Spring2013. You can follow Mitch on Twitter @mitchjoel or at hisSix Pixels of Separation blog.
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Before a large organization can scale social across itself, it needs to make two commitments:

1. It must create a continuous feedback loop between its customers and itself, where the organization and its customers have

direct channels of communication. A quick and dirty method of accomplishing this is via robust social media presences, butit needs to go beyond that. There needs to be mechanisms in place both internally within the enterprise and externally among

the customers that facilitate and encourage the flow of information in both directions.

2. It must create an internal structure that can not only glean

relevant customer and company insights, but also distrib-

ute those insights to the appropriate areas of the company

so it can act on that information. This is why theres been

so much talk in recent years of removing the silos within

organizations, and more free-sharing of information.

The problem is that these two commitments will require anextensive financial commitment from the average enterprise,

and many wont follow through unless they can see a clear

benefit. The average large organization wont commit to

making these necessary changes until they better understand

the value realized from better connections with their custom-

ers (and employees), especially via emerging social and mobile

technologies.

When companies begin to move away from trying to directly

extract sales from customers (via traditional marketing) to

understanding that creating value for customers will indirectlylead to sales, then well begin to see the necessary changes

take place both internally and externally.

But these changes will come very slowly for many large

organizations. Cultures that take decades to form dont

typically turn around overnight.

Commitment to Change: Not EveryEnterprise is Ready for Social@ScaleBY MACK COLLIER

Based in Alabama, Mack Collier is a social media strategist, trainer and speaker who specializes in helpingcompanies better connect with their customers via social media. He is also the founder and moderater of #Blogchathe largest Twitter Chat on the internet, where thousands of people meet each Sunday night to discuss a dierentblogging topic. His first business book, Think Like A Rockstar: How to Create Social Media and Marketing

Strategies That Turn Customers Into Fans, will be published in 2013. You can follow Mack on Twitter @MackCollieror at hispersonal blog.

There needs to be

mechanisms in place

both internally... and

externally among the

customers that facilitate

and encourage the

flow of information inboth directions.
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Social Media its a contradiction at best and oxymoron at worst; or perhaps I should say transferred epithet, while Im split-

ting grammatical hairs. And the moron in question is anyone who is using it incorrectly.

Social = You and I grabbing a beer aer work.

Media = The artificially created and contrived term created

by us to repetitively hit our prospects or targets over the

head with a blunt object called advertising or paid media.

Social + Media aka Oil + Water = Social Media.

I like to refer social media as non media.

Not paid media; not earned media; not owned media, but

non-media. It is the power of peer-to-peer; human-to-human

connections. Influence. Advocacy. Referrals. Credible

customer-centric endorsements. Yes, even word-of-mouth.

I believe that the real role of social media is retention.

I also do believe that social can scale. It can get to scale with the same outcome as marketers so desperately covet and desire,

BUT theres an entirely dierent route that needs to be taken.

Social@Scale comes via a combination of two approaches:

1. Reaggregation -- I share this term with my colleague, Rishad Tobaccowala. It is a bottom-up approach that is diametrically

opposed to the carpet-bombing, top-down incumbent method. From the few comes the many.

2.Combining Technology and Humanity -- Were very good at using technology to automate, streamline and simplify, but thereal challenge is how to scale humanity -- that is, how to use technology to achieve scale without losing our souls in the process.

Put the two together and we might just have a fighting chance of figuring out the sweet spot of new marketing, which represents

a win-win for both our consumers (authentic, credible and transparent connections) and shareholders (economies of scale,

critical mass and real business outcomes).

Simple, right?

Social@Scale and Other OxymoronsBY JOSEPH JAFFE

Joseph Jae is Founder & Partner ofEvol8tion, LLC, an innovation agency that matches early stage startups withestablished brands to partner via mentoring, pilot programs, investment and/or acquisition. In 2009, he launched hisfirst foray into video in the form ofJaeJuiceTV-- in an eort to prove once and for all that he does not have a facefor radio. You can follow Joseph on Twitter @jaejuice or at his Jae Juice blog and audio podcast.

the real role of

social media

is retention.
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Social media is not just about friends, fans and followers.

There is certainly some validity to this thinking because our

minds have been trained to focus on outcomes. If done

right, implementing smart social media initiatives such as

community engagement, advocacy/influencer management,

a Facebook sponsored story or a Promoted Tweet will increase

community growth.

Yes, thats a good thing. But there is so much more to it.

Problems arise when we dont think about the possible

implications that this bright and shiny object called social

media can cause. Issues usually include:

* Disjointed Content

* How to Scale Programs Globally

* Confusion of Roles & Responsibilities

This is not hype and not a scare tactic. These are real issues

that plague business today.

Social business can be compared to building a house.

Organizations must focus on the infrastructure first and

operationalize their content marketing and community

management, build governance models and create workflowsthat address customer support integration.

The last thing you want to do is hang dry wall AFTER it is painted, right?

A Britopian View: Success CannotBe Measured By Fans AloneBY MICHAEL BRITO

Michael Brito is a Senior Vice President of Social Business Planning at Edelman Digital. He provides strategiccounsel, guidance, and best practices to several of Edelmans top global tech accounts and is responsible for helpingtransform their organizations to be more open, collaborative and socially proficient -- with the end result of creatingshared value with employees, partners and customers. You can follow Michael on Twitter @Britopian or at hisBritopian blog.

Problems arisewhen we dont

think about the

possible impli-

cations that this

bright and shiny

object called social

media can cause.
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By now youve heard the predictions that social media is reinventing business, or products, or customers. In the midst of all this

reinvention, however, is the not-so-trivial challenge of delivering a great product or service. We are oen taught that if we get

the product or service right, everything else takes care of itself. The only problem is that it doesnt really work that way. Satisfied

customers leave all the time because they have no real reason to stay. Satisfaction isnt the same thing as loyalty.

Social media can help by answering the most important customer questions, delighting them, and oering more than just a

satisfactory experience. Organizations that use social media eectively understand this, but there are still some big challenges.

Ownership is one. Who is really in charge of it? Who will answer that tweet on a Sunday aernoon? Just as important is

scalability. How do you scale something as elusive as likeability?

There are plenty of benefits of likeability for your brand, from increased customer loyalty to the ability to encourage more

proactive word of mouth and referrals. Customers stay loyal to brands that they have a deeper personal relationship with.

Here are a few tips for scaling this

likeability for your brand:

1.Encourage Humanity: People identify with brands

that treat them like real people, so skip the terms and

conditions and make it a priority for your people to

engage with customers in more meaningful ways.

2.Identify the Creators: In every organization you have

people who are passionate about creating content of all sorts.

Oen they come from areas outside marketing. Conduct an

internal search to find this passion, and you can oen scale

your team from within.

3.Simplify the Tools: Using platforms to manage social media

oer great value, as long as you make sure they are simple

enough that anyone in your organization can use them to

contribute.

3 Tips For Scaling Likeability(And Why It Matters)BY ROHIT BHARGAVA

People identify

with brands that

treat them like

real people

Rohit Bhargava Bhargava is Senior Vice President of Global Strategy at Ogilvy and the best selling author of thenew book, Likeonomics, which illustrates why we do business with people we like and how any brand can profitfrom being more likeable. You can follow Rohit on Twitter @rohitbhargava or at his Influential MarketingBlog
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Size matters. This is just one of five legacies that traditional strategy taught us that no longer apply in the Social Era. And, it is

simply wrong for leaders of organizations to continue to rely on this (and other) pass ideas.

Yet, too many still do. It is the reason that the 800 lb gorillas of

our days -- including banking and finance, automotive, energy,

agriculture, and IT are dying or failing in tectonic ways.

Social allows us to do something entirely dierently. But before

we can, we have to disaggregate two words social is not

always attached to the word media. Social can be a way to

operate all parts of the business model, from what we create,

to how we deliver, and also how to reach markets.

Its not enough to do what we did yesterday incrementally

better. Until we collectively stop thinking of Social as some way

to do x incrementally better, were never going to redesign the

enterprise. To patch Social onto the existing enterprise means

a programmatic approach. But to use Social for a strategicredesign, well, you have to have the ability to meet the rapidly

changing demands of a volatile and global marketplace.

Scale in the old era meant being big. Thats why we celebrated the 800-Lb Gorilla. But the #SocialEra has new rules and clearly

a new truth scale happens by being connected with community. Social@Scale will look more like 800 Gazelles nimbly

forming into tribes and being fast/fluid/flexible to act and engage with the market. This will lead to more than winning, it will

lead to thriving organizations.

From 800 Lb Gorillas to 800 GazellesBY NILOFER MERCHANT

The #SocialEra hasnew rules: scale

happens by being

connected with

community.

Nilofer Merchant inspires fearless cultures. When fear rules, ideas are stifled, innovation stagnates. Removethat fear and youll see people thrive. Fearlessness brings results. Nilofers career began at Apple and she has sincebeen a CEO, run Fortune 500 companies, led successful start-ups, and launched over 100 products that accountfor $18B in revenues. Shes also written OReillys most successful business book to date, The New How: CreatingBusiness Solutions Through Collaborative Strategy. In her work, she helps organizations close the Air Sandwich,the proverbial gap between strategy and execution. You can follow Nilofer on Twitter @nilofer or at her Yes AndNo: Sparks For Innovators blog.
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What is Social@Scale for the enterprise? Thats simple: How

many employees do you have?

Thats how large your social media stacan be. Simple, yes, but

not necessarily easy. So here are a few tips to make sure youre

headed in the right direction.

1. Cra a social media policy that fits your culture. Is your cul-

ture controlling or enabling? Your policy must fit your culture

or youre headed for trouble.

2. Which department should own social? Marketing? PR?

Customer Service? R&D? Recruiting? Executive Leadership?

The savvy enterprise will answer all of the above

and more!

3. Train, enable, and connect everyone. See what they come up

with. Social is by definition a bottom-up endeavor.

4. Meet your audience where it already is, and engage in conver-

sation, not broadcasting. Think of it this way: SOCIAL (media).

5. Whatever technology you use to manage across social platforms, make sure its nimble enough to add new ones as they gain

popularity even several times a year, as necessary.

Finally, a word of warning because my main area of expertise is C-level leadership rather than media old or new: If you dont get

social integrated throughout your enterprise and infused in your culture ASAP, no other advice will matter. Social is changing

everything about how business is done. Everything. Leaders who ignore that do so at their own peril.

The Social and The ExtinctBY TED COINE

If you dont get social

integrated throughoutyour enterprise and

infused in your culture

ASAP, no other advice

will matter.

Ted Coine is one of the most influential business leaders online and is recognized on the Forbes list ofTop 50Power Influencers in Social Media. He is currently writing his third book, about how social media is changingbusiness leadership as we know it. You can follow Ted on Twitter @tedcoine or at hisSwitch and Shi blog.
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Social@Scale until recently was a contradiction. We assumed the more social ties you had, the weaker they became -- until

you were down to people whose names you cant quite remember. But the Net is a swirl of sociality that can go from zero-

to-intimate in nanoseconds. And each new relationship can be the start of something that builds, can fall away forever, or can

be there as a possibility for another unexpected fling. Sociality thus doesnt work the way we assumed it did. New possibilities

are emerging.

And this is for three key reasons. First, the Net connects us all

well, a couple of billion of us.

Second, it enables a flourishing of innovative ways of being

social. (How oen in our history could we have said that? Wait,

I know! This once!)

Third, the Internet is not a medium. A telegraph wire is a

medium for dots and dashes: messages are sent through it. TheNets not like that. Messages pass through the Internet because

we -- the people on the Internet -- find them interesting enough

to send along. Telegraph wires dont get to send only the dots

and dashes they happen to care about. And telegraph wires

dont see their social standing go up or down based upon the

messages they pass. The Internet is not a medium. We are

the medium.

Because of this, when businesses try to push their own messages

through the Net, it is worse than ineective. It is oensive. The

Net manages to provide scale based on intimacy. It does thisby enabling connections that express what matters to us.

Messaging of the marketing sort corrodes intimacy.

contd. next page >>

The Internet is Not the Medium:WE are the MediumBY DAVID WEINBERGER

When businesses

try to push their

own messagesthrough the Net,

it is worse than

ineective - it is

oensive.

A frequent commentator on NPR, David Weinberger is a senior researcher at Harvard Laws Berkman Centerfor the Internet & Society and Co-Director of the Harvard Library Innovation Lab at Harvard Law School. He alsois the author of Too Big to Know, and the co-author of The Cluetrain Manifesto. Under the radar, David alsowrote seven years worth of gags for Woody Allens comic strip, but was never asked to make a cameo in any ofhis movies. You can follow David on Twitter @dweinberger or at his personal blog,Joho.
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The Internet is Not the Medium: WE are the Medium contd.

So what should businesses do?

1. Dont talk unless what you say will improve the conversation.

2. Since hierarchies dont interact well with networks, the people who speak for you on the Net need also to be speaking for

themselves as honest-to-God humans with names and faces -- people who put the value of the conversation and the interests

of your customers ahead of the narrow interests of your business.

Were building something wonderful here. Corrupt it at your peril.


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The single biggest challenge for any business leader pondering

the pros and cons of this social revolution is human-shaped.

Lets be honest, the technology itself is banal and easy to learn

to use, to track and to interpret it is in dierent forms already

part of our personal lives. And there are as youd expect

lots of folks willing to take your money in order to explain how

to use the technology to the nth degree (not all of these are

snake-oil salesmen, mind you).

No, the biggest challenge for all of us lies in the humans who

use the technology and the (largely false) assumptions we hold

about those people.

People are not like machines. They are not individual independ-ent utility-calculating robots they are much smarter than

that. Humans are fundamentally social creatures who live their

lives in the company of others, more oen than not making

choices based on what those around them do and say. They

outsource cognitive load, using the brains of those around

them to store, recall and decide.

One of the reasons that these social technologies are being so

readily adopted by our consumers and customers is that they

feel natural. They serve to amplify a central part of our humanity: our super social nature. Mass adoption of social tools means

that while it may seem simple to think about the consumer, it is very rarely the anymore.

A similar misunderstanding of the people thing is visible inside most organizations we imagine corporations are like machines

that are improvable and perfectible. Thats why management consultants so like the idea of [re-]engineering businesses.

contd. next page >>

People Are Not Robots;Corporations Are Not Machines EitherBY MARK EARLS

One of thereasons that these

social techno-

logies are being so

readily adopted by

our consumers andcustomers is that

they feel natural.

Mark Earls is one of the marketing worlds leading experts on human behavior and behavior change. Markis the author of Welcome to the Creative Age:Bananas, Business and the Death of Marketing, HERD:How toChange Mass Behavior by Harnessing Our True Nature, and Ill Have What Shes Having. In the last few years,he has advised a wide range of organizations around the world including: Sony Corporation, Greenpeace, Unilever,The School of Life, Channel 4 TV, and the UKs Royal Mail. You can follow Mark on Twitter @herdmeister or at his

personal blog.
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People Are Not Robots; Corporations Are Not Machines Either contd.

But corporations arent machines and thinking about them as

if they were misses the point, too. Corporations are built on

people like those who live outside and buy its products and

services. It is the degree to which you manage to get them to

do so successfully which is the source of much contemporary

competitive advantage. This is one of the main reasons why the

notion of organizational purpose has gained traction at the

same time as the social revolution has blossomed. Purpose

gives people something to engage with and something to

rally around.

Whether youre thinking about inside or outside the

organization, the social aspect of our humanity is fundamental

to any organizations success. It makes things messier, more

unpredictable and more prone to cascades of irrationality and

enthusiasm than weve been used to. And as too many

corporate horror stories attest, it makes businesses much

more vulnerable to sustained criticism. Or to be more precise,it reveals how things have long been while we were hiding

behind our engineering metaphors.

No, the biggest problem doesnt lie with them (customers,

employees etc) but with us and our ideas and our default settings.

Organizational

purpose has gained

traction at the same

time as the social

revolution has

blossomed.



Are you READY tobe Social@Scale?ORGANIZATION, TOOLS & TACTICS

SECTION 2



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Developing personal relationships with customers isnt new and smart marketing-centric companies have been investing in

customer relationships for years. Dell, McDonalds and American Airlines did it in the early days. Zappos now makes personal

customer relationships their raison detre and aer a series of fails, Comcast is attempting to show the customer matters

with Comcast Cares.

Its never been easier to reach out and develop relationships

with customers in an always-on world where you can respond

to their needs, demands and praise instantaneously. What

makes it complex and expensive for corporations to take

customer relationships to a deeper level is the fact that con-

versation threads are fragmented and exist in silos on multiple

social media channels, making it not only dicult to monitor

and manage, but tough to keep a consistent voice that matches

the brand.

Theres an added layer of complexity when the brand is

perceived dierently in dierent countries around the world

and an added layer of fear ensuring they abide by proper

governance protocols.

Getting rid of the silos so more ecient communication can happen on a regular basis is the key to success. Multi-division

enterprises need to focus on one single platform where you can manage the brands voice across all of these channels and

smartly curate customized content. This will ensure that not only their customers concerns are heard, but responded to in

a way that will foster relationships contributing to their bottom line.

Achieving Social@Scale MeansGetting Rid of Your SilosBY RENEE BLODGET

Developing

personal

relationships with

customersisnt new.

Renee Blodgett is the founder of Magic Sauce Media, a new media services consultancy focused on viralmarketing, social media, branding, events and PR. For over 20 years, she has helped companies from 12 countriesget traction in the market. Renee is also the founder ofWe Blog the World, an online culture and travel magazine,and regularly blogs at Down the Avenue. She was ranked the #12 Social Media Influencer on a top 50 list byForbes earlier this year. You can follow Renee on Twitter @MagicSauceMedia or at her Down The Avenue blog.
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Lots of folks seem to feel that the words control and socialdont belong together in the same sentence. Thats ridiculous

-- large companies cannot simply unleash thousands of employ-

ees to launch whatever accounts they wish and maintain them

in any manner that feels right, all without rules, tools, guidance

and monitoring. The stakes are far too high: Large brands can

neither aord to be the next poster child for social PR blunders,

nor can they allow a competitive advantage to slip away over

fears of social missteps.

It is too easy for a social media professional to get caught up

in all the ideas and possibilities of social, but the first step isntto think of tweets, posts, games and pins. Instead, Social@Scale

begins with more mundane but vital things:

Does your industry face any special regulations?

Do your employees understand their limits and what actions

can get them and the company in trouble?

Do your managers understand what is and is not appropriate

when disciplining an employee for something posted to a

social network?

Is your organizations social media policy supported with education and communication to keep it top of mind?

Do you have monitoring in place to recognize and act upon legal, compliance and reputation threats?

Are policies in place that govern how your brand participates in social media?

contd. next page >>

Your Job is NOT to Raise Your OwnKlout Score: Thinking Beyond Posts,Tweets, Games and PinsBY AUGIE RAY

It can be a costly

mistake to allow

dierent parts of

the company

to secure their

own listening

platforms.

Augie Ray was most recently the Executive Director of Community and Collaboration at USAA, where he andhis team managed social media programs for marketing and customer care, deployed communities, educatedemployees and executives on social media trends and created the enterprise social business vision. Augie waspreviously at Forrester, where he consulted on social media marketing, community and social media managementplatforms as well as the organizational structure for social. You can follow Augie on Twitter @augieray or at hisExperience: The Blog.
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Your Job is NOT to Raise Your Own Klout Score: contd.

Its also important to select tools that can be deployed and support the enterprise. It can be a costly mistake to allow dierent

parts of the company to secure their own listening platforms, social media management tools, community platforms and other

social tools. Coordination is necessary to prevent redundancy and conflicting data and systems. Social@Scale means having to

find the right tools that can scale and adapt to dierent needs for dierent departments.

Once the foundation is in place, the next step is to devise and execute strategies for (and in collaboration with) departments

throughout the enterprise. The social team in a larger organization has to think of all the ways the organization will use socialand help peers to understand the needs, processes and tools. This includes not just marketing and PR personnel, but also

customer service, human resources, product management, business intelligence and others.

Too oen, social strategies start in the wrong place--with a focus on a Facebook fan page or Pinterest board. I oen find myself

returning to Forresters simple but powerful POST methodology:

1. Define the People -- the audience, their social

behaviors, etc.

2. Set the Objectives: What do you wish to accomplish

and how will you measure success?

3. Devise the Strategies: How will you achieve

those goals?

4. Determine the Tools, Technology and Tactics. This is

the stage when you determine if you have the skills

and resources you need, the responsibilities for

personnel, the tools to be used or acquired, etc.

Being responsible for social media in a large firm is far

more about helping others to succeed -- and preventing

them from making costly mistakes -- than developingand executing your own ideas and strategies. At the end

of the day, your job is to allow hundreds or thousands of

people to create value using social platforms and strategies,

not raise your own Klout score. Lots of people can do the

Social part, but finding the right leader who can help a

firm with the Scale is tougher.

Too oen, social

strategies start in thewrong place--with a

focus on a Facebook

fan page or

Pinterest board.



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It only takes one fire to rage out of control to damage a brands reputation. Thats why managing Social@Scale should be a critical

requirement for any global enterprise today. Whether its proactive engagement with consumers or reacting to concerns of dissat-

isfaction, large companies need to plan and react faster and smarter -- across departments, divisions, cultures and continents.

With lessons learned about online reputation management, companies need to constantly listen and engage customers, where

and when they are talking about them. But first they have to scale how they use Twitter, Facebook, YouTube and other social me-

dia channels in order to best monitor their brand reputation. And large global enterprises cant do this in departmental or social

media silos.

Companies that manage all social media communication across the entire organization using an independent social media man-

agement solution to benchmark every action and reaction will succeed. Theyll be able to reduce support trac and related costs

and resources, while increasing personal engagement, improving customer support and developing more valuable relationships

with customers.

The next question I usually hear from companies is: Who is

going to handle these responsibilities? Many departments within

an organization can dedicate themselves to listening, engaging,

marketing, sharing, responding to and supporting their audiences-- but theyd be missing the point. Again, this is a silo-approach

versus an action taken across the global organization. Large

enterprises have already appointed decision-makers and teams

across the organization for approving important communica-

tions. By adding Community Managers, these decision-making

teams can have a go-to for analyzing how their actions had a

direct impact on the company as well as direct online access to

their SMMS.

As more people embrace social media as their weapon of choice

for all things help-related, companies will find themselves yearn-ing for a single platform that will alert and connect them with

audiences they care about.

One platform to rule them all sounds great to me, especially when large companies like Dell, Samsung, Dupont and Cisco already

invested in a global solution to manage all their social media eorts. Now, learning about, communicating with and engaging

with customers old and new has never been easier.

Time to Get Rid of Your Social Media SilosBY BRETT PETERSEL

It only takes one fire

to rage out of controlto damage a brands

reputation; large

companies need to

plan and react

faster and smarter.

Nicknamed The King of Social by Samsung at South by SouthWest, Brett Petersel is constantly connectingpeople, testing and recommending technology, and always striving to improve the influence and impact ofcommunity. Brett is author of The Complete Idiots Guide to Twitter Marketing, and The Grande Guide toCommunity Management. You can follow Brett on Twitter @Brett or at BrettPetersel.com .
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Since my social mantra has always been about Return on Relationship, its refreshing to see a shi in the corporate mindset

regarding the business use of social media. According to a 2012 Social Business Benchmarking Study by FedEx and Ketchum,

large companies still view social as a tool for building brand loyalty and strengthening customer relationships (and in my

opinion they have a long way to go).

However, companies are also beginning to see the benefits of scaling social to other relationship-driven aspects of the business,

from enhancing collaboration and dialogue with stakeholders, to strengthening relationships with employees and vendors.

And its about time! Since everything we do in business relies on developing and strengthening good relationships, why lock the

most eective relationship-building tool we have in a marketing closet?

Take away the social media is for marketing blinders, and all

kinds of possibilities within your organization become clear.

Shi your approach from Social Marketing to Social Business.The value of Social goes well beyond marketing.

Take a step back and envision ways you could use social tools

WITHIN your business, especially if your organization has

multiple centers of operation. Wouldnt it be nice to have faster,

better communication between departments? Share workflow

around projects across time zones? Enhance conversation with

external stakeholders around the world and quickly open dialog

with new vendors? Of course it would!

The power of social communication can get you there because

t enhances the ability to make personal connections happen --

and personal connections are what drive business forward.

contd. next page >>

Return on Relationship: Why CompaniesNeed to Embrace Social@ScaleBY TED RUBIN

Shi your approachfrom Social

Marketing to Social

Business. The value

of Social goes well

beyond marketing.

Ted Rubin is the most followed CMO on Twitter. In March 2009, he started using and evangelizing the termROR, Return on Relationship, a concept he believes is the cornerstone for building an engaged multi-millionmember database, many of whom are vocal advocates for the brand. He proved the ROR premise with thecommunities he built as an executive for e.l.f. Cosmetics and OpenSky. His book, Return on Relationship, isdue to be released in September. You can follow Ted on Twitter @tedrubin or at hisStraight Talk blog.
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Return on Relationship: contd.

Weve seen a little of this in the way some companies have

tapped employees to enhance customer service across social

channels, expanding those departments from centralized

operations to team-based collaborative eorts that eliminate

walls. The result is an exponentially increased level of service

through expanded human-to-human attention -- something

that no automated system can replicate.

Its like a return to the earlier times of doing business before

commoditization took out the human factor and depersonal-

ized business transactions. We knew our neighbors, we knew

our local butcher, the grocer, the milkman -- all on a personal,

face-to-face basis. Now were able to return to that level of

personal touch because social media has essentially given the

consumer a voice again, and our innate desire to personally

interact with other people is driving it. I think the FedEx/

Ketchum study is a reflection of that recognition and a

welcome one.

According to the study, 85 percent of companies surveyed

said that employee participation in company social eorts

has increased over the last 12 months. And companies are

beginning to engage their employees internally through

social -- almost 50 percent of those surveyed. Thats a good

start, but it needs to go even further.

Forward-thinking companies should be scaling social to allow diverse team members to collaborate on complex projects in

real time (from anywhere), as well as eliminate bottlenecks that encumber internal processes. More businesses need to tap into

the power of social search to gauge sentiment, get a feel for whats happening on a global scale, investigate and interact withvendors, and use that information to innovate faster in a shiing marketplace.

Does it take retooling your organizational systems? -- Yes.

Is it painful? Perhaps, but we only resist change because were unable (or unwilling) to visualize the outcome, and those who

dont adapt to a changing environment quickly die. The ground may be shiing beneath our corporate feet, but we cant go back

to business as usual and survive. Weve seen social power at work in developing better customer relationships for companies of

every shape and size. Its no longer an unknown -- its a proven tool.

So now is the time, my friends, to take social out of the marketing box and scale it across ALL business in order to truly maxi-

mize return on relationships. Embrace it -- own it -- make it part of your business culture, and Social@Scale will help you thrive.

85 percent of

companies

surveyed said that

employee

participation in

company social

eorts hasincreased over the

last 12 months.



Social@ScaleOrganizational Models

SECTION 3



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CEOs must recognize that the communication cycle the way information originates, spreads and influences has forever

changed. We no longer own our corporate messages assuming we ever did, of course. But this ownership shi has created a

new, even more vital need for scaling a social media team at the enterprise level.

Think about how social media integrates with your culture

(internal and external), but dont overthink it. For now, focus

on the short term fix and long term strategy. In larger organiza-

tions, new initiatives can die a slow death by committee. You

dont have time to overthink social and let it become

the elephant in the room.

For most enterprise-level clients, I recommend implementing a

hub-and-spoke model. The corporate social media team serves

as the hub with other departments within the organization

serving as the spokes. The social media team is empoweredby the CEO and, like your PR team, has direct access to key

internal positions.

For example, while you may or may not have a customer service representative as part of your corporate social media team,

you may have a liaison from that department. This person knows their fit within the social media structure and may be routed

customer service inquiries on a regular basis. Depending on the organization, these departmental liaisons may have dierent

levels of accountability and responsibility to monitor, respond and follow up with social tasks.

It doesnt matter what your team in charge of social media is called, as long as you have the right team.

The typical makeup of a corporate social media team looks like this:

1. EVP or VP Social Strategy -- This person may oversee all communications eorts with an additional social branch added on.

(Some organizations add this to the EVP of Communications or Marketing role).

2. Social and Emerging Media Manager -- This position is responsible for day-to-day social activities and implementation of the

overall strategy. This person would also serve as point-of-contact with any creative agencies.

contd. next page >>

How to Scale the Social MediaCorporate Team at the Enterprise LevelBY SARAH EVANS

We no longer own

our corporate

messages.

Sarah Evans is the Chief Evangelist at Tracky, an open social collaboration platform. She shares her socialmedia and tech favorites atSarahs Faves as well as a daily resource for PR professionals called Commentz. Sarahpreviously worked with a local crisis center to raise more than $161,000 via social media and is a team memberof the Guinness Book World Record holding#beatcancer. You can follow Sarah on Twitter @prsarahevans or atSevansStrategy.com.
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