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I’ll also link to an even deeper treatment for those who want to open yet more doors. […]
As B2B continues to adopt social business, more word of mouth, i.e. personal referrals, happens online. Another reason I’m calling out this post is that it misinforms readers by treating “sales leads” as a homogeneous category. Our clients don’t care about general adoption; what’s more relevant is adoption by their prospects. This post treats all leads as the same, so it’s really the equivalent of informational fast food. To end on a dour note, misinformation can work to your advantage because your rivals may read it and believe while you can see through it, invest and pull ahead.
Notice that Jefferson, an investments firm, engaged its channel (financial advisors), using LinkedIn, YouTube, Twitter and legacy marcom. Their momentum enabled them to maintain their pricing while competitors felt compelled to lower theirs. Another powerful lesson is, during “downturns,” don’t follow the herd and cut sales and marketing investments, especially when you can use social business to magnify impact as Jefferson did. Well done! #li
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[…] Global social business strategy explains how robust stakeholder and workstream research created global opportunities for a global NGO.
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In An Offer You Can’t Refuse, Lydia Dishman interviews CEO Justin Moore, who discusses his business leadership “lessons learned” from watching The Godfather. It’s a solid post, but very thoughtful and insightful comments take it into classic territory. That said, the post didn’t hit the bullseye for our context here—B2B relationship building—so here goes with the pieces I think it missed. I invite you to add yours in comments.
Google Plus Disruptive Potential Reflected by Conference Audiences summarizes insights from audience reactions to Google+ presentations. CSRA launched the Executive’s Guide to Google+ because we thought it had significant disruptive potential for many of our clients, and our recent conference appearances (link to presentation below) have only underlined two of Google+’s unique attractions: your competitors don’t understand it and Google is managing it as a completely different animal, not a social network. Here I’ll share audience reactions to my recent Google+ presentations at public social business conferences and private corporate meetings.
CSRA just completed a global study of social business in ten OECD language markets that may bode well for commercial and nonprofit organizations that are considering global audiences. We found that when you ground your social business strategy on rigorous research into the people you want to engage (stakeholders) and their specific online activities (workstreams), social business strategy can be applicable in several language markets simultaneously, leading to significant leverage and supporting global go-to-market initiatives. Having personally worked and lived in several language markets, I was surprised by the strong stakeholder/workstream patterns; I had assumed that the markets would differ from each other far more. Here I’ll offer my reflections on the research as well as recommendations for using social networks for global initiatives.
“Social media monitoring” is one of the trappings of social business, and most organizations are bewildered by the various approaches they could use to “listen to the ecosystem.” No one argues that a key part of social business governance is determining meaningful metrics to measure the impact of interacting in social venues, but how you use metrics to listen and measure is far from obvious, so here I’ll share some insights I’ve developed based on helping clients through the process of selecting a “listening solution” as well as the process that we have used. Based on these experiences, I have developed an offering by templating the processes, but I won’t go into detail about that here.