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This book will help organizations evolve into a fully collaborative social business. It serves as a step by step playbook to achieve organizational change, process efficiencies and technology acumen: * Proven solutions for the real people, process, and technology obstacles businesses face in using social media behind the firewall. * How to have the successful internal conversations with stakeholders, partners and global teams that lead to successful external conversations with the social customer * Strategies for improving organizational dynamics, collaboration, governance, training, engagement, policies, technology integration, workflows, social CRM, and metrics Many organizations today have already evolved into social brands. They may be active on Twitter and Facebook; they may have corporate blogs and communities and they are trying hard to engage effectively with the social customer. However, behind the firewall, chaos, anarchy, and conflict reign. In Smart Business, Social Business, leading enterprise social business consultant shows how to build an internal framework based on change management that will lead to success with social media: one that will make external engagement more effective, meaningful, and sustainable. Michael Brito systematically identifies the internal culture, process and technology obstacles to long-term success with social media, and offer best practice solutions. He discusses a wide spectrum of issues, offering actionable intelligence and helping decision-makers build strategies and plans that deliver value. Topics addressed include change management, organizational models and dynamics, internal communications, collaboration, governance, metrics, training, employee activation, policies, technology integration, workflows, social CRM, and much more. Drawing on his own experience working for Silicon Valley companies, HP, Yahoo! and Intel, Brito presents dozens of examples and case studies. Using this book, companies can begin to transform their organizations from just a "social brand" to a fully collaborative and dynamic "social business."

Michael Brito is a vice president at Edelman Digital and leads the digital team in Silicon Valley. He provides strategic counsel, guidance, and best practices to several of Edelman's top global tech accounts and is responsible for driving new business, growing existing business, mentoring junior staff members, and maintaining strong client relationships. Previously, Michael worked for major companies in Silicon Valley, including Sony Electronics, Hewlett Packard, Yahoo!, and Intel Corporation, working in various marketing, social media, and community management roles. He is the founder of Silicon Valley Tweetup and is actively involved in the Social Media Club, Silicon Valley Chapter. He is a business advisor for the social media marketing company Izea and online resource MarketingZone.com; a business advisor to Lonesome George & Co.; and he is an early investor of social business hub OneForty. He is a frequent speaker at industry conferences as well as a guest lecturer at various universities, including Cal Berkeley, the University of San Francisco, Stanford University, Syracuse University, and Saint Mary's College of California. Michael has a Bachelor of Arts in Business degree from Saint Mary's College and a Master of Science, Integrated Marketing Communications degree from Golden Gate University. He proudly served eight years in the United States Marine Corps. Michael believes that marketing can be evil at times; but if done right, it can drive customer loyalty, product innovation, and brand advocacy. He believes that marketers need to spend more time listening to the social customer and less time sending one-way marketing messages. He is confident that if brands love their customers, they'll love them back and tell others about it. He also believes that organizations cannot and will not have effective, external conversations with consumers, unless they can have effective internal conversations first.

Foreword by Brian Solis xvii Introduction 1 Chapters at a Glance 4 Based on Actual Events 7 Chapter 1: Human Capital, Evolved 9 Driving Cultural Change in the Social Business 10 Tearing Down the Silos for Organizational Growth 13 Communicating Successful Failures 16 Qantas Airlines: No Crash, Despite Lots of Rumors 16 Domino's Pizza YouTube Crisis 17 Motrin: Does Anyone Listen to Baby-Wearing Moms? 18 Gaining Executive Sponsorship to Facilitate Change 20 Activating Employees to Engage in Social Media 21 Fundamentals of Community Management 24 Establishing Continuity in the Global Landscape 26 Standard Organizational Models for the Social Business 29 Who Really Owns Social Media? 34 Taking the Next Steps 34 Chapter 2: Surveying the Technology Supermarket 37 Choosing the Right Social Software 39 Jive 39 Microsoft SharePoint 41 IBM 41 Box.net 41 Tibbr 42 Yammer 42 Cisco WebEx Meeting Center 43 Social Listening Software Commoditized 44 Radian6 44 Lithium Social Media Monitoring (Formerly ScoutLabs) 46 Meltwater Buzz 47 Social Relationship Management Applications 48 Sprinklr 49 Awareness 49 The Syncapse Platform 49 Hearsay Social 50 Real-Time Analytics and Publishing Efficiencies 51 The Future of External Social Technologies 52 The Entire Internet Will Be Facebook 53 Network Consolidation 54 Taking the Next Steps 56 Social Technologies 56 Build a Listening Station: Listen and Act 57 Chapter 3: Establishing a Governance Model 59 Crafting Social Media Policies and Procedures 62 Transparency and Disclosure 66 Moderation 66 Training and Organizational Intelligence 68 Noncompetitive Collaboration 71 Social Media Executive Councils 72 Taking the Next Step 73 Chapter 4: Embracing the Social Customer 77 The Value of a Social Media Practitioner 78 Hiring Social Media Practitioners 79 Corporate Profiles Versus Personal Profiles 81 Integrating Customer Support into Social Media 83 Comcast 85 Best Buy Twelpforce 85 Zappos 86 Using Social Media to Solicit Product Feedback and Innovation 87 Dell IdeaStorm 88 MyStarbucksIdea 88 Intel's Ajay Bhatt T-Shirts 89 Taking the Next Step 90 Chapter 5: In Response to the Social Customer: Social CRM 93 Various Definitions of Social CRM 95 The Social CRM Response Process and Workflow 96 Applications of Social CRM 99 The Venting Customer 99 The Passive Customer 100 The "Used-to-Be" Customer 100 The Collaborative Customer 100 The Customer Advocate 101 The Future Customer 101 Social CRM Roles and Responsibilities 102 A Look at Social CRM Vendors 103 SugarCRM 104 Pivotal Social CRM 6.0 105 Nimble 106 Taking the Next Steps 107 Chapter 6: Establishing a Measurement Philosophy 109 Choosing a Measurement Strategy That Works 111 Defining and Understanding ROI 111 Purchase Funnel Metrics 112 Awareness 112 Consideration and Preference 114 Purchase 115 Advocacy 115 Paid, Earned, and Owned Media Value 117 Community Health Metrics 119 Share of Voice and Conversational Sentiment 120 Measuring the Influence of Social Channels 121 The Value of a Facebook Fan 123 The Challenges of Measurement 125 Taking the Next Steps 126 Chapter 7: How to Choose the Right Vendors, Agencies, and Technology Partners 129 Choosing the Right Technology Partner 130 Understand the Organization, Culture, and Leadership 131 Understand the Internal Technology Suite 132 Technology Feature Sets 133 Support Models 134 Training 134 Maintenance Considerations 135 Choosing the Right Social Media/Digital Agency 135 Research the Agency 136 Listen to What They Are Saying 137 Act Personally 138 Evaluate and Make a Decision 138 A Company Point of View to Agency Selection 139 An Agency Point of View to Agency Selection 142 A Cisco Case Study on Vendor Selection 144 Taking the Next Step 146 Chapter 8: Marketing Investments on the Rise for Social Business Initiatives 149 Demonstrating the Business Value of Social Media to Acquire Budget 152 How Organizations Are Prioritizing Social Media Budgets 156 How to Determine Budgets for Social Media 159 Taking the Next Steps 161 Chapter 9: Creating a Comprehensive Social Media Strategic Plan 165 Defining the Mission, Goals, Objectives, Strategy, and Tactics for a Social Media Plan 167 The Mission of Social Media 167 The Social Goals and Objectives 168 The Social Strategy 169 Social Media Tactical Plans 169 Understanding Audience Segmentation 170 Global Considerations of Social Media 173 Snapshot of Social Media Usage in Europe 174 Snapshot of Social Media Usage in Latin America 176 Snapshot of Social Media Usage in Asia-Pacific Countries (APAC) 177 Integrating Social Media with Owned and Paid Media 179 Taking the Next Steps 181 Chapter 10: The Rise of Customer Advocacy 185 The Difference Between Influencers and Advocates 187 Advocates Love the Brand and Tell Others About It 188 Measuring the Reach of Influencers and Advocates 190 The "Advocate" Purchase Funnel 191 The Various Segments of Customer Advocacy 192 How to Create a Customer Advocacy Program 193 Organizational Readiness 193 Finding the Right Advocates 195 Choosing the Right Advocate Platform 195 Eloqua Case Study on Brand Advocacy 198 Taking the Next Steps 200 Chapter 11: Ethical Bribe: Relevant Content Matters 203 Relevant Content Creates Business Value 207 Relevant Content Adds Value to the Conversation 208 Relevant Content Happens as a Result of Listening 210 Relevant Content Positions the Brand as a Trusted Advisor 211 Relevant Content Is Authentic and Believable 212 Relevant Content Builds Trust with the Community 213 Relevant Content Increases the Reach of Branded Messages 214 Relevant Content Increases the "Organic" Search Results 215 Taking the Next Steps 217 Chapter 12: Social Businesses in the Real World: EMC and Intel 221 EMC's Social Business Evolution 223 The Early Days of Social Media 224 EMC Experiences Strong Internal Community Growth 225 EMC's Decision to Start Internally First 226 EMC Opens Up the Corporate Firewall 229 EMC's Social Footprint 230 EMC's Organizational Model and Governance 231 Intel's Social Business Evolution 231 The Early Days of Social Media at Intel 232 The Establishment of the Social Media Center of Excellence 234 Intel Social Media Footprint Focuses on Employees 236 Social Media Ownership of Intel 237 Conclusion 237 Index 239
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