Using the Relationship Value Map to Optimize Your Social Networks is a step-by-step approach to prioritizing your firm’s interactions in social networks to significantly improve the return on your team’s time.
CSRA’s Relationship Value Map is a simple but invaluable tool you can use to organize your social networks to meet your personal or business goals better. Its Interest and Trust vectors intersect to create four quadrants for your connections. I designed it when working with individual executive clients in 2009, but CSRA uses it with enterprise clients as well, especially those with direct (B2B) sales forces who need to prioritize their relationship building activities.
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 In The Ironic Truth About Sincerity, Seth Godin juxtaposes sincerity and performance, and he comments on how they influence trust. It’s a nice riff that gets one thinking, so here I’ll do a deeper dive into how these two elements of trust work together to facilitate or sabotage B2B relationships and sales.
I’ll also link to an even deeper treatment for those who want to open yet more doors.
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 Thanks for being one of the first visitors to Social Business Services, which launched on 3 February 2012. The site has many moving parts, so please let us know by commenting on any page or post if something seems awry; we are still in the process of final tweaking and testing.
Social Business Services aims to be your front row seat to the disruption and transformation of B2B sales and marketing as well as other functions like client/customer service, human resources, product development and IT. B2B clients will change your business because they are finding and educating each other very quickly. This creates fantastic opportunity for the firms that understand and react.
Thanks for visiting!
Using Social Networks for Recruiting and Sales shows how firms can increase quality of recruits and sales leads while cutting costs.
 Social networks can help organizations, whether commercial, nonprofit or government, to significantly improve their efficiency in business processes like recruiting, sales and service. This is what we call “Enterprise Process Innovation” because, by using social networks to create and nurture relationships with alumni, your employees can diminish the time required to accomplish tasks within these processes. It’s well known that most alumni, former employees, move to firms that are related to your business (adjacent in the value chain) or complementary in some way. Yes, some move to competitors, but they are usually in the minority. Social networks, by significantly reducing the cost of having relevant, quality conversations, make robust employee-alumni networks actionable as never before.
All organizations (I’ll use “firm” to denote for profit, government and nonprofit) have business processes that benefit from relevant insight and introductions from other people: insight about the situation of the prospect, where the best sources of new […]
 As a speaker at the CIO Forum & Executive IT Summit this past week, I spent two days in focused conversations with enterprise CIOs. The summit is co-sponsored by SIM, TEN and ITEEX and is a relatively intimate setting as most attendees are CIOs, and no press is allowed. We spoke about what was top of mind for CIOs and their experiences with social business. It served as an excellent “current state of the CIO,” and I have some surprising takeaways to share. I’ll also offer a surprising prediction and social business guidance to CIOs.
Having advised CEOs, CIOs, COOs and CMOs on adopting disruptive technology at various stages of my career, I have a broad perspective of the enterprise and executive roles. From the mid 1990s through 2006, I focused on enterprise software and corporate strategy. In 2006, I launched CSRA to advise enterprises on social business strategy, and I’ve been working with CMOs, which has been personally rewarding as I have also led marketing several times in my career. For context, here are a few things that most executives don’t yet […]
These three examples showed how digitally produced social information could change entrenched human problems like war, excessive punishment and imprisonment and mass death by natural disaster. As such, they serve as examples of widespread change that will occur thanks to social networks and work processes. […]
Strategic Web 2.0 Competencies (SWCs) represent a cornerstone of an organization’s effectiveness with social business. They encompass competencies from current and emerging practices on social networking and Web 2.0. […]
Approach this as a relationship building activity, there are no magic bullets, and most of these tactics will take some time to show results. If you want readers, you need to focus on building relationships with them by showing that you are relevant to them and by showing that you care about things in which they are interested. […]
Digital social networks give front row seats in many aspects of human dramas, but few companies or individuals have the understanding of human behavior to appreciate fully what they are seeing. Many executives of commercial and government enterprises perceive “social” behavior as frivolous and discourage employees’ activity in social networks. This exceptional book shows that the separation of “work” and “social” is dangerously out of place today because collaboration produces the lion’s share of business value. To succeed, leaders need to appreciate the importance of social activity in collaboration and productivity, and how digital social networks can increase productivity. […]
President Bill Clinton challenged IIT alumni to use their ingenuity in the service to mankind: “Being a good citizen no longer means paying your taxes and depending on your government. We can use innovation to help the less fortunate directly.” His message fell on ready ears and was deeply appreciated by 2,500 graduates of the Indian Institutes of Technology at PanIIT, their annual global conference, which was held in Chicago, Illinois. […]
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