Social Business Benchmark For Associations 2014 Results
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Transcript of Social Business Benchmark For Associations 2014 Results
L E A D E R NETWORKS
Copyright © 2014 Leader Networks, LLC 1
Social Business Benchmark 2014for Association Leaders
Presented at DigitalNow 2014
Vanessa DiMauro, BA, MACEO & Managing Partner, Leader Networks, LLC
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Copyright © 2014 Leader Networks, LLC
Purpose of the Social Business Benchmark StudyExamine what companies are (really) doing with their social business activities and to benchmark organizations readiness for social business & provide future guideposts
Key research questions:• Do organizations differentiate social media marketing from social
business? • What are the social strategic intention, operational alignment,
staffing, policy, and governance structures norms for social?
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Social Business Benchmark Research Methods
Starting in 2011, The Social Business Benchmark is a mixed method research study in partnership with Society for New Communications Research (SNCR) and, for 2014 an Association-focused edition conducted in partnership with Fusion Productions.
Study composition:191 organizations as of March 201425 interviews between Nov. 2012 – Feb. 201315+ industriesOrganization size ranged from <100 - >50K employees
About SNCRThe Society for New Communications Research is a global nonprofit 501(c)(3) research and education foundation, think tank, and public service organization, dedicated to the advanced study of the latest developments in new and emerging communications tools and technologies such as digital, social media, and mobile, and their effect on business, culture, and society.
Unless noted, Associations tracked the same as all other respondents
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2. Present
4. Integrated
1. Familiar 3.Enabled
None Limited Moderate RobustHealthy
Strategic
Operations
Staffing
Governance
Tool Use
Strategic
Operations
Staffing
Governance
Tool Use
Strategic
Operations
Staffing
Governance
Tool Use
Social Business PerformanceStrategic
Operations
Staffing
Governance
Tool Use
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Social Business Performance Scale
5
Stage 1: Familiar
Stage 2:Present
Stage 3:Enabled
Stage 4: Integrated
Strategic Intentions No strategic goals Reach and awareness Social goals support
business goalsSocial business transforms the value chain
Operations Detached projectsMarketing participates & monitors social channel
Social business COEExecutive support
Social media pervades all lines of business
Staffing No dedicated staff Informal part of marketing role
Built into many job descriptions
Integrated into key roles & executive sponsorship
Governance No social media policy Guidance is offered Policy in place Policy, education &
training
Organizational readiness
Org. tolerates experiments
Marketing shares results
Impact, outcomes, ROI are tracked Cultural transparency,
responsive organization
Tool UseMainly “unofficial” social media accounts
Tool adoption grows & proliferates
Departmental use of tools (e.g. sales uses LinkedIn)
Tool standards established
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Organizational Readiness
Tool Use
Governance
Staffing
Operations
Strategic Intentions
0% 20% 40% 60% 80% 100%
None Limited Moderate Healthy Robust
Social Business Maturity Overview
6
Familiar Present Enabled Integrated
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Strategic Intentions
• Close to two in ten report either no or limited strategic maturity.• Only about one in twenty-five report that their organizations have robust strategies.
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Strategic Intention
0% 20% 40% 60% 80% 100%
None Limited Moderate Healthy Robust
No strategic goals Reach and awareness Social goals support business goals
Social business transforms the value chain
Familiar Present Enabled Integrated
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Well defined
Integrated into the larger organization's operations
Strategic
Generally supported by key stakeholders across the organization
0% 10% 20% 30% 40% 50% 60% 70%
32%
49%
51%
59%
How would you categorize your organization’s strategic framework, goals or intentions for social initiatives? (check all that apply)
78% Of Organizations Do Not Consider Their Social Strategies To Be Well Defined
2014 n= 138
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Yes; 43%
No; 57%
Does your organization differentiate social media marketing from social business?
The Lines Between Social Media And Social Business Are (Still) Blurred
Social Media: The spaces where we interact with one another over the web, including public, private and semi-private spaces defined within, and by certain contexts.
Social Media Marketing: The use of social media spaces for marketing.
Social Business: Using the elements above to enable more efficient, effective, and net-new connections between people, information, and assets to drive business decision, action, and outcome across the enterprise. Source: Deloitte: The Social Business Initiative
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Operations Maturity
• Only one in ten report that their organization has robust maturity in the area of operations.
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Operations
0% 20% 40% 60% 80% 100%
None Limited Moderate Healthy Robust
Famil-iar
Present
En-abled
Inte-grated
Detached projectsMarketing participates & monitors social channel
Social business COEExecutive support
Social media pervades all lines of business
Familiar Present Enabled Integrated
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Most Organizations Do Not Leverage What They Learn Through The Social Channel
Yes; 41%
No; 45%
I Don't Know; 15%
Does your organization use or leverage social data to impact core operations (customer care, R&D etc.)?
n = 164
Associations were less likely to report that their organization uses or leverages social data to impact core operations.
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Social Strategy Execution Generally Falters
n = 175
Excellent
Somewhat well
Not well
We do not have a well-articulated strategy
0% 10% 20% 30% 40% 50% 60% 70%
13%
62%
11%
14%
How well is the social strategy being executed within your organization?
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49% Collect social outcomes data but rarely use them to drive change, account for success or failure of a larger strategic
initiative.
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Reach/Awareness And Collaboration With Customers Are Primary Drivers For Social Strategy
If other, please specify
Beta test new products or services
Competitive intelligence
Collaboration with suppliers and / or business partners
Generation of new products / services / ideas
Better account management / coverage / customer service
Collaboration within the organization
Lead generation
Collaboration with customers / clients
Reach / Awareness
0% 10% 20% 30% 40% 50% 60% 70% 80%
7%
5%
17%
17%
21%
27%
28%
34%
62%
76%
What are the primary drivers for your social strategy? (Please select the top 3)
2014 n = 175, 2013 n = 56
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Associations were more likely to report that Reach/ Awareness is a primary driver for social strategy and less likely to report that lead generation or better account management is a primary driver.
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Staffing Maturity
• About a quarter of respondents report that their organizations have a robust level of maturity in this area.
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Staffing
0% 20% 40% 60% 80% 100%
None Limited Moderate Healthy Robust
Familiar Present Enabled Integrated
No dedicated staff Informal part of marketing role
Built into many job descriptions
Integrated into key roles & executive sponsorship
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Many staff us-ing; 27%
Select staff exper-imenting; 43%
Trained key personnel; 24%
Not using social tools or strategies; 6%
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Only 24% Of Organizations Have Trained Key Personnel In Social Media Skills
Question: What is the level of staff proficiency with social media skills?
Staff Proficiency
Yes; 49%No; 51%
Competitive Differentiator
n = 169Question: Do you consider your organization's social strategy skills to be a competitive differentiator? n = 170
Associations were more likely to report that select staff are experimenting with social tools and less likely to report that they are not using social tools or strategies at all.
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Governance Maturity
• A third of respondents report robust Governance maturity.
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Governance
0% 20% 40% 60% 80% 100%
None Limited Moderate Healthy Robust
No social media policy Guidance is offered Policy in place Policy, education & training
Familiar Present Enabled Integrated
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Governance Maturity
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• Organizations were strongest in the area of communicating and collaborating with external constituents and Millennial Satisfaction with Policy and had the most challenges with their social media policy guidelines.
0%20%40%60%80%
100%
Benchmark
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Close To Half Report Having A Written Social Media Policy
n = 162
Formal Written Pol-icy and Trained
Staff; 27%
Formal Written Policy; 19%Unwritten Policy;
25%
No Policy; 28%
Prohibit Staff from Using; 2%
What is the state of your social media policy guidelines?
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Tool Use Maturity
• Close to one third report No or Limited maturity in their Social Tool Use.• Les than one in ten are robust in this area.
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Tool Use
0% 20% 40% 60% 80% 100%
None Limited Moderate Healthy Robust
Familiar Present Enabled Integrated
Mainly “unofficial” social media accounts
Tool adoption grows & proliferates
Departmental use of tools (LinkedIn for sales) Tool standards established
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Which Social Platforms Does Your Organization Use?
To extend the brand To engage
Public social networks (Twitter, YouTube) 82% 68%
Public selective platforms (Facebook, G+) 81% 66%Public professional social networking platforms (LinkedIn) 74% 69%Blog platform 58% 49%Public social content sharing (Pintrest, Flickr) 43% 25%Mobile applications 36% 40%Org. sponsored video channel 31% 20%Org. sponsored online community 27% 27%Participation or sponsorship of online community that org. doesn’t run 15% 12%Private label online community platforms (Jive, Telligent) 13% 28%Social CRM platform 12% 17%Internal collaboration tools (Yammer) 10% 14%Social games 10% 6%
21n = 169
Arrows indicate response of Association members vs. others.
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Organizational Readiness Maturity
• Four in ten respondents report no or limited Organizational Readiness maturity.• About one in nine report that their organizations are robust in this area.
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Organizational Readiness
0% 20% 40% 60% 80% 100%
None Limited Moderate Healthy Robust
Familiar Present Enabled Integrated
Org. tolerates experiments
Marketing shares results
Impact, outcomes, ROI are tracked Cultural transparency,
responsive org.
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Organizational Readiness Maturity
• Organizations were strongest in the area of having a social strategy that is embraced by management.
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0%20%40%60%80%
100%
Benchmark
See right
41% of Benchmark participants leverage social data to impact core operations.
Yes; 41%
No; 45%
I Don't Know; 15%
Leverage Social Data
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Observations About Associations Social Business Benchmarks
Associations tracked largely the same as enterprise with a few, notable differences:• Associations are less likely to report that they use or leverages social data to
impact core operations.• More likely to report that staff leads the social media marketing, and less likely
to report that marketing does.• More likely to using social for external staffing activities than internally focused
efforts.• More likely to report that select staff are experimenting with social tools.• More likely to use blogs and less likely to host online communities. • Reach and awareness was more likely to be a primary driver for Associations
social activities.
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