1. finance
2. accounting and auditing

Social Media
in the workplace
Is it risky
business?
© Macanta Consulting 2011
Traditional Media versus Social Media
Traditional media
Social Media
One way communication
Many to one – multipath dialogue
“Here is what marketers think the brand
value is”
Consumers express how they perceive the brand
Consumers segmented by their
demographics and viewing behaviour
Consumers segmented by their social behaviour
Buzz driven by what’s cool
Buzz based on message content – WIIFM?
Expert recommendations (e.g. Michelin
Guide, Good Food Guide etc)
Peer and influencer recommendations (i.e. Amazon
etc)
Content publishers control all channels
Users opt-in for publisher’s content
Information managed by hierarchy
Information provided on demand
Top-down strategic approach
Bottom-up voice of the consumer strategy
© Macanta Consulting 2011
Motivators for Social Media
• Research
• Reading
• Engaging in conversation
• Creating blogs, writing articles
• Instant access to wide audience
© Macanta Consulting 2011
Strategy
© Macanta Consulting 2011
Three tiers of social media strategy
Discovery
Strategy
Management
Target Audience
Listening
Data Collection, Analytics
Objectives
Answering
Measure results vs. Goals
Capacity
Social Tools
Refine – Adjust & Test
Policy
Content Strategy
Iterative
© Macanta Consulting 2011
Translate strategy into action
Again, we must have strategies and tactics
operating at 3 target audience categories:
•
•
•
Influencers
Individuals
Consumers
© Macanta Consulting 2011
Influencers
•
You must provide value to influencers so that they will
promote your message;
•
Objective is not necessarily to have influencer
purchase;
•
Ideal outcome is that they forward
message soon and often!
© Macanta Consulting 2011
positive
Consumers
•
•
In the past, traditional media was used to deliver the
message of value, so that the consumer could make a
decision based on functional and emotional value.
In social media, you must still deliver the message
highlighting value of the brand compared to other brands,
so in this category not much has changed, except you now
have many avenues to get your message out there.
© Macanta Consulting 2011
Individuals
•
•
Engage with individuals who use Social Media
effectively, so that they will either become
consumers or influences of your products/services
Alternatively, release a series of brand- related
posts, creating reviews that are read
after
being picked up by individuals using a searchengine
© Macanta Consulting 2011
Your brand – the impact
•
Influencers like to endorse a brand with high equity
– i.e. Coca Cola. Your task is to build and
protect your
brand equity so that influencers will engage with the brand.
•
•
Consumers now have many perspectives on a
brand as they read comments and feedback from
influencers and other consumers
Individual’s participation in a brand experience
is partially driven by the brand image, in addition to
commentary in social and other media.
© Macanta Consulting 2011
Social Media in the
workplace
© Macanta Consulting 2011
Statistics
53%
Look for information on Twitter
Pew Internet
2011
50%
Chief Marketing Officers in US Fortune
1,000 companies lunched a corporate blog
because “it’s the cost of doing business
today”
eMarketer 2011
Will be spent to advertise on social
networking sites in 2011, a 55% increase
over 2010
eMarketer 2011
200 Mil
Registered user accounts on Twitter
(January 2011)
Twitter 2011
110 Mil
Tweets are sent per day on Twitter
Twitter 2011
$3.08 Bil USD
© Macanta Consulting 2011
Talking ‘bout Generations
Who they are
Silent Gen
1925 – 1945
Baby Boomers
1945 - 1964
Gen X
1965 - 1977
Gen Y
1978 - 1995
Tagline
When in
command, take
charge
Live to work
Work to live
Like Xers on steroids
Values
Work itself, and
colleagues
Respect,
empowerment,
challenge & growth
Work/life balance,
individualism,
entrepreneurial
Technology
Immediate feedback &
payoff
Hard work pays off
Technology
Preferences
Work with strong
leaders
Results oriented work
environment,
stability
Harmonious work
environment. flexibility
Challenging meaningful
work, high expectations
of success
Relationship to
employer
Willing to learn
new skills
Be included in
decision making
Not intimidated by
authority
Little loyalty to employer
© Macanta Consulting 2011
Generation Y?
“The problem with today’s youth is that
they think they know everything, they are
impatient to make their mark and change
the world and just want the older
generation to step aside and let them take
over before they have even learned what
needs changing” Anonymous
© Macanta Consulting 2011
Introducing the “C” Generation
• Connected
• Communicating
• Content-centric
• Computerised
• Community-oriented
•
Always
Clicking!
© Macanta Consulting 2011
What are they looking for?
• Workplace flexibility
• To be technology enabled
• Relationship based interactions
© Macanta Consulting 2011
The Benefits
•
Staff members share their positive views of
brand
•
Staff members can distribute news fast, to a
massive audience
•
Uncovers public opinions of organisation
being shared via social media
your
•
Workers will self-organise by mixing business and
personal matters
© Macanta Consulting 2011
The Risks and Opportunities
Department
Risk
Opportunity
Human Resources
Violation of existing policies
Attract, engage, retain
IT
Information security, data loss
Reduce network and desktop
support requests
Legal
Copyright, freedom of speech,
libel, audit trails
Better corporate oversight,
tighter controls
Marketing
Aggravate brand fracture
Enable market to self-educate
Customer Service
Perceived productivity loss
Reduce call centre demand
PR
Negligible
Unfiltered communications
IR
Selective disclosure
Better shareholder
communications
www.erickSchwartzman.com
© Macanta Consulting 2011
Before you stop, stop and think!
© Macanta Consulting 2011
Loss of control
•
•
Companies can no longer control the message
The voice of the customer is out there, loud
clear
•
© Macanta Consulting 2011
Benefits of transparency outweigh the risks
and
Productivity Loss
• Unnecessary downtime
• Distracting
• Diminished performance
© Macanta Consulting 2011
Down time
People who surf the internet for fun, for less than 20% of their time 9%
more productive than those who don’t.
Dr Brent Coker, a lecturer in Marketing at University of Melbourne said:
“The enjoyable stuff is better for people than mundane stuff….the more
escapist relaxing type of feeling (the better). Reading what your friends
are saying on Facebook, playing a little Mafia Wars, or whatever, and then
getting back to the job.”
Royston Seaward, partner, Deloitte’s technology integration practice, said:
“There are now many companies looking at taking social media and
seeing how they can apply it internally, to connect people across the
organisation. This is being driven by staff and teams working together,
taking the initiative themselves”.
© Macanta Consulting 2011
Cost of not ‘doing’ social media
Loss of
•
•
•
•
•
opportunity to retain customers with negative
experience
opportunity to win new customers
access to competitors’ conversations
ability to respond to your influencers, consumers, and
general individuals
opportunity to initiate positive conversations
Out of the loop/not involved in dialogue that is happening
‘out there’
© Macanta Consulting 2011
Manage the risk, change the behaviour
Develop guiding
principles
Develop guidelines
for governance,
aligned with strategy
and goals
©©Macanta
MacantaConsulting
Consulting2011
2011
Define the
process
Develop internal
process to provide a
flexible and
responsive approach
to managing Social
Media
Enable a
governance
structure
Assign roles and
responsibilities to
ensure accountable
and shared
governance across
the organisation
Policy/Education
Create policy
documentation, and a
communication and
education plan for
new governance
approach
Actions: What you need
•
A risk taking environment so that you can maximise the
opportunities provided by social media
•
Knowledge management
•
Social media guidelines and policy
•
Performance Management
© Macanta Consulting 2011
Some examples of Social Media in
workplace
•
•
•
© Macanta Consulting 2011
De Loitte Consulting have a “Digital
Mentoring” program, where Graduates
mentor Partners
Ernst & Young have a Facebook Page
to attract the best Graduates
At IBM, it’s about losing control.
Social Media Policy Checklist
Is your social media policy:
•
•
•
•
Collaborative – have you had a discussion on what should be
included?
Positive – teaching engagement between staff and customers,
rather than ‘thou shalt not”?
Public – does it serve the staff or the company?
Extended to Contractors – do the contractors understand they
are bound by same policy?
© Macanta Consulting 2011
Case Study #1
© Macanta Consulting 2011
Social Media at IBM
“We don’t have a corporate blog or a corporate Twitter ID
because we want the ‘IBMers’ in aggregate to be the
corporate blog and the corporate Twitter ID,”
says Adam Christensen, social media communications at
IBM Corporation.
“We represent our brand online the way it always has been,
which is employees first. Our brand is largely shaped by the
interactions that they have with customers.”
Thousands of IBMers are the voice of the company.
© Macanta Consulting 2011
Social Media stats for IBM
•
•
•
•
•
•
•
No IBM corporate blog or Twitter Account
17,000 internal blogs
100,000 employees using internal blogs
53,000 members on SocialBlue (like Facebook for
employees)
A few thousand “IBMers” on Twitter
Thousands of external bloggers
Almost 200,000 on Linkedin
•
As many as 500,000 participants in
company crowdsourcing “jams”
50,000 in alum networks on Facebook and Linkedin
•
© Macanta Consulting 2011
The Results
•
Crowd-sourcing identified 10 best incubator businesses, which
funded with $100 million
•
$100 billion in total revenue with a 44.1% gross profit
2008
IBM
margin in
Christensen says to date there’s not an effort to tag a return on investment to
its social media efforts.
“I think if you’d ask any senior executive at IBM, ‘How important is it for our
employees to be smarter?‘, inherently they understand that these tools can
play in helping with that,”
Christensen said.
“I don’t see myself rarely or ever having that hard conversation on the value of
engaging employees in these spaces.”
© Macanta Consulting 2011
Case Study #2
© Macanta Consulting 2011
The Macanta Story
• Founded in 2009
• Fully operational August 2010
• 1st Twitter account 2009
• 2 person company
• Melbourne based
• Focussed on consulting in IT Service Management
© Macanta Consulting 2011
Social Media at Macanta
• Facebook page
1
• Linkedin accounts
2
• Twitter accounts
3
• Regular blogs
• Regular White Papers
• Monthly Podcast
© Macanta Consulting 2011
Results
Signed up:
 1st USA partner in April ‘11 – met on Twitter
 2nd USA partner in May ‘11 - met on Twitter
•
•
•
Invited to run Antipodean Podcast by industry expert who
runs global ITSM Podcasts – met on Twitter
Feedback from industry peers in Australia – we are
perceived as a well established player in the
industry.
Feedback from industry peers across the globe we
are perceived as one of the key players in the industry
both globally as well as in Australia
© Macanta Consulting 2011
Summary
•
Social Media is here to stay
•
Plan to take advantage of it
•
Plan to manage the risk
• This includes managing staff performance
© Macanta Consulting 2011
Thank You
breed.lewis@macanta.com.au
© Macanta Consulting 2011