Index
Symbols
2008 Cone Business in Social Media Study, 23
2009 Consumer New Media Study, 23
A
abandoning communities, 90
acquisition metrics, 119
activating employees to engage in social media, 21-23
community management, 24-26
AddThis data, 214
Adobe, 140
advocacy, measurement metrics, 115-116
advocate identification, 197
advocate platforms, choosing, 195-198
advocates, 186-187
customer advocacy programs, 193
choosing the right advocate platform, 195-198
finding advocates, 195
organizational readiness, 193-194
identifying and empowering, 192-193
versus influencers, 187-188
measuring reach of, 190
purchase funnels, 191-192
role of, 188-190
agency point of view, social media/digital agencies, 142-144
Amplicate, 58
AMR (American Medical Response), 61
anarchy, 59
APAC (Asia-Pacific Countries), social media usage, 177-179
Architectural Digest, 180
ARM process, 97-98
Armstrong, Heather, 61
Arrington, Michael, 85
Asia-Pacific Countries (APAC), 177-179
audience segmentation, 170-173
authentic content, 212-213
awareness, 49
measurement metrics, 112-114
B
B2B (business-to-business), 136, 152
B2C (business-to-consumer), 136
Bartz, Carol, 54
Best Buy, integrating customer support into social media, 85-86
Bhargava, Rohit, 142
Bhatt, Ajay, 89
Blog Council, 71
blogs, consideration and preference, 114
Boot Camp, 68
brand advocacy, Eloqua case study, 198-199
brand advocates, 181
branded messages, increasing reach of through relevant content, 214-215
conversations with, 14
positioning as trusted advisors with relevant content, 211
bribes. See ethical bribes
Brogan, Chris, 125
budgets, 161-163
demonstrating business value of social media, 152-156
determining for social media, 160-161
Facebook, 162
prioritizing social media budgets, 156-159
business professionals, audience segmentation, 171
business value, content, 207-208
adding value to conversations, 208-210
business value of social media, demonstrating to acquire budgets, 152-156
business-to-business (B2B), 136, 152
business-to-consumer (B2C), 136
Buzz (Google), 55
C
case studies
brand advocacy (Eloqua), 198-199
Cisco, 144-146
challenges of measurements, 125
Chambers, John, 21
charters, 166
Chernov, Joe, 198
choosing
advocate platforms, customer advocacy programs, 195-198
social media/digital agencies, 135-136
agency point of view, 142-144
company point of view, 139-142
evaluating, 138-139
listening to, 137
researching, 136-137
RFP (request for proposal), 138
technology partners, 130-131
maintenance considerations, 135
support models, 134
technology feature sets, 133-134
training, 134
understanding internal technology suites, 132-133
understanding organization, culture and leadership, 131
vendors, Cisco case study, 144-146
Cisco Systems, 141
audience segmentation, 171
case study on vendor selection, 144-146
Social Media Roundtable, 72
Chambers, John, 21
Dominguez, Carlos, 21
The Global Social Media Marketing Group, 19
WebEx Meeting Center, 43-44
click-through rates (CTR), 180
Coca-Cola, social media policies, 65
COE (Social Media Center of Excellence), 32-33
collaboration, 38
noncompetitive collaboration, 71-72
collaboration software, 39
IBM, 41
Jive, 39-40
Microsoft SharePoint, 41
Tibbr, 42
WebEx Meeting Center, 43-44
Yammer, 42-43
collaboration teams, social CRM, 103
collaborative customers, social CRM, 100
Comcast, integrating customer support into social media, 85
command centers, content, 218
communication, 13-14
challenges, 15
successful failures, 16
Domino’s Pizza, 17-18
Motrin, 18-19
Quantas Airlines, 16-17
communities
abandoning, 90
building trust through relevant content, 213-214
community engagement, 120
community growth, 119
community health, measurement metrics, 119-120
community management, activating employees to engage in social media, 24-26
community satisfaction, 120
company point of view, social media/digital agencies, 139-142
ComScore, 174
Twitter, 175
conflict, 35
Conflict Minerals Trade Act, Intel, 67
consideration and preference, measurement metrics, 114-115
content
authentic and believable, 212-213
building trust with communities, 213-214
business value, 207-208
increasing organic search results, 215-216
increasing reach of branded messages, 214-215
listening, 210-211
positioning the brand as a trusted advisor, 211
proactive content, 217
reactive content, 218
relevant content. See relevant content
content chaos, 205
content creation, 217
content planning, 217
content strategies, 217-219
continuity, establishing, 35
conversation audits, 210
conversational sentiment, measurement metrics, 120-121
conversations, 14
adding value with relevant content, 208-210
with brands, 14
corporate profiles versus personal profiles, 81-83
CRM (customer relationship management), 93
CTR (click-through rates), 180
cultural change, driving, 10-12
customer advocacy programs, 193
choosing the right advocate platform, 195-198
finding advocates, 195
organizational readiness, 193-194
customer advocates, social CRM, 101
Customer Intelligence Center, Lithium, 46
customer journeys, 204-207
customer relationship management (CRM), 93
customer support, integrating into social media, 83-84
Best Buy, 85-86
Comcast, 85
Zappos, 86-87
customer support departments, social CRM, 102
customers
social CRM, 99-101
social customers. See social customers
D
Davis, Caitlin, 61
decentralized organizations, 31
Deep Brand Engagement Correlates with Financial Performance, 26, 89
Dell
Social Media Listening Command Center, 210
Twitter accounts, 66
Dell IdeaStorm, 88
digital agencies
agency point of view, 142-144
choosing, 135-136
company point of view, 139-142
evaluating, 138-139
listening to, 137
researching, 136-137
RFP (request for proposal), 138
Digital IQ, 41
Intel, 69
disclosures, social media policies, 66
Dominguez, Carlos, 21
Domino’s Pizza, successful failures, 17-18
Doran, George T., 168
Doyle, Patrick, 18
driving cultural change, 10-12
E
earned media, measurement metrics, 117-119
EcoHub, 154
Econsultancy, 150
Edelman, Trust Barometer, 21
Eloqua, case study on brand advocacy, 198-199
EMC, 222
social business evolution, 223
early days of social media, 224-225
internal community growth, 225-226
opening the corporate firewall, 229-230
organizational model and governance, 231
social footprint, 230
starting internally first, 226-228
EMC|ONE, 226-228
employee privacy, 62
employees
activating to engage in social media, 21-23
social media and, 60-62
social media footprint, Intel, 236
empowering advocates, 192-193
Engagement Console, Radian6, 45
customer journeys, 204-207
Europe, social media usage, 174-175
evaluating social media/digital agencies, 138-139
evolution of social business, 3, 11
ExactTarget, 150
executive sponsorship, facilitating change, 20-21
Export.ly, 195
external social technologies, 52-53
Facebook, 53-54
network consolidation, 54-55
F
Facebook, 53-54
APAC (Asia-Pacific Countries), 178
budgets, 162
consideration and preference, 114
social media usage, Europe, 174
Facebook fans, value of, 123-125
facilitating change through executive sponsorship, 20-21
failures, successful failures
communication, 16
Domino’s Pizza, 17-18
Motrin, 18-19
Quantas Airlines, 16-17
Fauschette, Michael, 95
finding advocates, customer advocacy programs, 195
firewalls, opening (EMC), 229-230
Ford Motor Company, 82
integrating social media, 180
Forrester’s free social technographics tool, 173
Forrester’s Social Technographic Profile Ladder of Participation, 172
foundation, social business, xviii
adaptive, xix
connected, xix
engaged, xix
Frequent Words Analysis module, Lithium, 46
future customers, social CRM, 101
G
Gartner, Inc., 40
Gatorade Mission Control Center, 57, 210
global considerations of social media, APAC (Asia-Pacific Countries), 177-179
Europe, 174-175
Latin America, 176-177
Twitter, 173-174
global continuity, establishing, 35
The Global Social Media Marketing Group, 19
GlobalWebIndex, 174-175
goals, mission statements, 168-169
Google, 53-55
increasing searches through relevant content, 215
listening, 57
Google Alerts, 58
Google Blog Search and Twitter Search, 57
Google Buzz, 55
Google Keyword tool, 216
Google Wave, 55
governance, 60
EMC, 231
noncompetitive collaboration, 71-72
social media policies, 62-65, 73-76
moderation guidelines, 66-68
transparency and disclosure, 66
training and organizational intelligence, 68-70
Greenberg, Paul, 95
growth, tearing down organizational silos, 13-15
H
Hearsay Social, 50-51
hiring social media practitioners, 79-81
“How Corporations Should Prioritize Social Business Budgets,” 156
How Engaged Is Your Brand? 2011, 151
Hsieh, Tony, 86
human capital, 11
humanity, 23
hybrid profiles, 82
I
IBM, 41
identifying advocates, 192-193, 197
Ignite Social Media, 143
implementing social business, 34-36
influencers, 186
versus advocates, 187-188
measuring reach of, 190
innovation, 53
soliciting with social media, 87-89
integrating
customer support in social media, 83-84
Best Buy, 85-86
Comcast, 85
Zappos, 86-87
social media with owned and paid media, 179-181
Ajay Bhatt t-shirts, 89
Conflict Minerals Trade Act, 67
Digital IQ, 69
SharePoint, 41
SMPs (social media practitioners), 234
social business evolution, 231-232
early days of social media, 232-234
Social Media Center of Excellence (SM COE), 234-236
social media footprint, 236
social media ownership, 237
social media Integration forum, 72
social media policies, moderation, 67
standard organizational models, 33
Intel Architecture Labs, 232
Intel Social Media Guidelines, 65, 74
Intel Social Media Policy, 64
intelligence, 69-70
internal technology suites, 132-133
investment in social media, 150-152
IT, social CRM, 102
J
Japan, social media usage, 179
Jive, 39-40
Jive SBS, 39
Johnson & Johnson, Motrin, 18-19
K
key performance indicators (KPIs), 166
Klout, 121-122
Knox, Steve, 188
KPIs (key performance indicators), 166
L
Laozi, 59
Latin America, social media usage, 176-177
listening, 57-58
relevant content, 210-211
to social media/digital agencies, 137
Lithium Technologies, 46
Lotus Connections, 41
Lotus Quickr, 41
Lotus Sametime, 41
M
Magic Quadrant for Social Software in the Workplace, 40
maintenance considerations, choosing technology partners, 135
Managing Your Facebook Community, 52
Marine Corps Recruit Depot, 68
marketing and public relations departments, social CRM, 102
Marketing Budgets 2010, Effectiveness, Measurement and Allocation Report, 150
marketing campaigns, 203
marketing investment in social media, 150-152
measurement metrics, 110
advocacy, 115-116
awareness, 112-114
community health, 119-120
consideration and preference, 114-115
conversational sentiment, 120-121
earned media, 117-119
Facebook fans, 123-125
owned media, 117-119
paid media, 117-119
purchase, 115
purchase funnel metrics, 112
ROI (return on investment), 111-112
social channels, 121-122
measurements, 109
challenges of, 125
measuring reach of influencers and advocates, 190
Meltwater Buzz, 47-48
Meltwater Drive, 47
Meltwater Group, 150
Meltwater Buzz, 47-48
Meltwater Press, 47
Meltwater Reach, 47
Microsoft SharePoint, 41
mission of social media, 167-168
goals and objectives, 168-169
social strategy, 169
tactical plans, 169-170
mission statements, 167
missions, 166
moderation guidelines, social media policies, 66-68
Momentous XT webcast, 44
moms, purchasing decisions, 171
Monty, Scott, 82
Morgan, Jacob, 96
Motrin, successful failures, 18-19
MyStarbucksIdea, 88
Mzinga and Babson Executive Education, 111
N
National Football League, 69
Naver, 179
NDAs (nondisclosure agreements), 63, 196
Neiger, Petra, 141
Net Promoter Score (NPS), Eloqua case study on brand advocacy, 198-199
Net Promoter Score management tool, 197
NetApp, Jive, 40
network consolidation, 54-55
Nielsen, 174
Facebook, 53
Nimble, 106-107
noncompetitive collaboration, 71-72
nondisclosure agreements (NDAs), 63, 196
O
“Obama for America,” 186
Obama, President Barack, 185-186
relevant content, 212
objectives of social media, 168-169
Ogilvy, 142
omnipresent, 206
ONE (Online Network of EMCers), 226
Open Graph platform, 54
organic searches, increasing through relevant content, 215-216
organizational intelligence, 68-70
organizational model, EMC, 231
organizational readiness, customer advocacy programs, 193-194
organizational silos, tearing down, 13-15
organizations, decentralized, 31
owned media
integrating with social media, 179-181
measurement metrics, 117-119
ownership of social media, 34
P
paid media
integrating with social media, 179-181
measurement metrics, 117-119
Parr, Ben, 111
passive customers, social CRM, 100
Payne, Ashley, 61
personal profiles versus corporate profiles, 81-83
Photoshop Elements, 198
Pivotal Social CRM 6.0, 104-105
“plan of record,” 166
Post Cereals, audience segmentation, 170
post-moderation, 67
Poveromo, Maria, 140
pre-moderation, 67
prioritizing social media budgets, 156-159
proactive content, 217
processes, 11
product feedback, soliciting through social media, 87
Dell IdeaStorm, 88
Intel, 89
MyStarbucksIdea, 88
profiles
corporate versus personal, 81-83
hybrid, 82
pull approach, cultural change, 11
purchase, measurement metrics, 115
purchase funnel metrics, 112
purchase funnels, advocates, 191-192
purchasing decisions, moms, 171
push model, cultural change, 10
Q
Quantas Airlines, successful failures, 16-17
R
Radian6, 44-45
reactive content, 218
real-time analytics, 51-52
reciprocal altruism, 188
relevancy, measurement metrics, 120
relevant content, 207-208
adding value to conversations, 208-210
authentic and believable, 212-213
building trust with communities, 213-214
increasing organic search results, 215-216
increasing reach of branded messages, 214-215
listening, 210-211
positioning the brand as a trusted advisor, 211
request for information (RFI), 138
request for proposal (RFP), 138
researching social media/digital agencies, 136-137
response processes, social CRM, 96-98
responsibilities, social CRM, 102-103
RFI (request for information), 138
RFP (request for proposal), 138
Riley, Connor, 61
Robert Half (IT staffing firm), 62
ROI (return on investment), 111-112
roles, social CRM, 102-103
RowFeeder, 195
rules of engagement, 65
S
sales team, social CRM, 102
SAP Community Network (SCN), 153-156
SAP EcoHub, 154
Schwartzman, Eric, 75
SCN (SAP Community Network), 153-156
ScoutLabs, 46
Seagate Technology, WebEx Event Center, 43
search results, increasing through relevant content, 215-216
share of voice, measurement metrics, 120-121
SharePoint, 41
silos, 14
Yahoo!, 13
SMART framework, 168-169
SMPs (social media practitioners), 234
social business, 10
driving cultural change, 10-12
evolution of, 11
implementing, 34-36
social business evolution
EMC, 223
early days of social media, 224-225
internal community growth, 225-226
opening the corporate firewall, 229-230
organizational model and governance, 231
social footprint, 230
starting internally first, 226-228
Intel, 231-232
early days of social media, 232-234
social channels, measuring influence of, 121-122
social CRM (customer relationship management), 93-95
applications of
collaborative customers, 100
customer advocates, 101
future customers, 101
passive customers, 100
used-to-be customers, 100
venting customers, 99
definitions of, 95-96
response process and workflow, 96-98
roles and responsibilities, 102-103
vendors, 103
Nimble, 106-107
Pivotal Social CRM 6.0, 104-105
SugarCRM, 103-104
social listening software, 44
Lithium Technologies, 46
Meltwater Buzz, 47-48
Radian6, 44-45
social media
activating employees to engage in, 21-23
community management, 24-26
employees and, 60-62
integrating customer support, 83-84
Best Buy, 85-86
Comcast, 85
Zappos, 86-87
integrating with owned and paid media, 179-181
owner of, 34
soliciting product feedback and innovation, 87
Dell IdeaStorm, 88
Intel, 89
MyStarbucksIdea, 88
Social Media Business Council, 71
Social Media Center of Excellence (COE), 32-33
Social Media Center of Excellence (Intel), 234-236
social media footprint, 236
social media ownership, 237
Social Media Club (EMC), 228
social media executive councils, 72-73, 76
social media experts, 79
Social Media Listening Command Center, Dell, 210
social media ownership, Intel, 237
social media policies, 62-65, 73-76
moderation guidelines, 66-68
transparency and disclosure, 66
social media practitioners, 78-79
corporate profiles versus personal profiles, 81-83
hiring, 79-81
social media practitioners (SMPs), 234
Social Media Roundtable, 19
social media strategic plans, 165-166
audience segmentation, 170-173
mission of social media, 167-168
goals and objectives, 168-169
strategy, 169
tactical plans, 169-170
social media tactical plans, mission statements, 169-170
social media usage
APAC (Asia-Pacific Countries), 177-179
Europe, 174-175
Japan, 179
Latin America, 176-177
South Korea, 179
social media/digital agencies
agency point of view, 142-144
choosing, 135-136
evaluating, 138-139
listening to, 137
researching, 136-137
RFP (request for proposal), 138
company point of view, 139-142
Social Mention, 58
social relationship management applications, 48
Awareness, 49
Hearsay Social, 50-51
real-time analytics and publishing, 51-52
Sprinklr, 49
Syncapse Platform, 49
social strategy, mission statements, 169
social technologies, 38, 56-57
Sony, transparency and disclosure, 66
South Korea, social media usage, 179
Souza, Dawnmarie, 60
Sprinklr, 49
SSO (single sign-on), 133
St. Elmo Lewis, E., 112
standard organizational models, 29-33
Starbucks, 88
strategic plans for social media, 165-166
audience segmentation, 170-173
missions, 167-168
goals and objectives, 168-169
social strategy, 169
tactical plans, 169-170
strategic thinking, 130
“stream,” 205
Strout, Aaron, 143
studies
2008 Cone Business in Social Media Study, 23
2009 Consumer New Media Study, 23
Deep Brand Engagement Correlates with Financial Performance, 26, 89
Managing Your Facebook Community, Findings on Conversation Volume by, 52
successful failures, communication, 16
Domino’s Pizza, 17-18
Motrin, 18-19
Quantas Airlines, 16-17
Sugar Feeds, 104
SugarCRM, 103-104
Sun Microsystems, social media policies, 65
support models, 134
Surowiecki, James, 91
Syncapse Platform, 49
Sysomos, 214
T
Tamas, Muller, 61
team charters, 167
tearing down organizational silos, 13-15
Technographics Profile, 173
technology, 12
technology feature sets, 133-134
technology partners, choosing, 130-131
maintenance considerations, 135
support models, 134
technology feature sets, 133-134
training, 134
understanding internal technology suites, 132-133
understanding organization, culture and leadership, 131
technology suites, internal, 132-133
Tibbr, 42
TIBCO, Tibbr 42
Tobin, Jim, 143
training, 68-70
transparency, social media policies, 66
true reach, 122
trust, building with communities through relevant content, 213-214
Trust Barometer, 206
Edelman, 21
trusted advisors, positioning brand as, 211
Twelpforce (Best Buy), 86
Twitalyzer, 121-122
Twitter, 175
awareness, 113
consideration and preference, 114
Dell, 66
Eloqua case study on brand advocacy, 199
global considerations, 173-174
profiles, 81
Twitter Sentiment, 58
U
uptime, 135
used-to-be customers, social CRM, 100
V
vendors
choosing, Cisco case study, 144-146
social CRM, 103
Nimble, 106-107
Pivotal Social CRM 6.0, 104-105
SugarCRM, 103-104
venting customers, social CRM, 99
virtue, 123
Managing Your Facebook Community, Findings on Conversation Volume by Day, 52
volume, organic searches, 216
W
Walsh, Martin, 95
web analytics, consideration and preference, 114
Web Trust, Intel, 232
WebEx Event Center, 43
WebEx Meeting Center, 43-44
White label solutions, 131
Williamson, Debra, 162
workflow, social CRM, 96-98
Y
Yahoo!
Bartz, Carol, 54
silos, 13
Yammer, 42-43
Yolton, Mark, 153
YouTube
consideration and preference, 114
Domino’s Pizza, 17-18
“Motrin Moms,” 19
Z
Zappos, integrating customer support into social media, 86-87
Zuberance, 116
advocates, 192-193
choosing advocate programs, 197