 Social business policy (social media policy) engagements are some of the most interesting, revealing and critical engagements CSRA has done. Of course, organizations’ main motivation for creating social business policies is protecting themselves against possible legal threats caused by employee interactions online; however, a far greater threat is overemphasizing the legal threat and sabotaging employee engagement online. Well researched and crafted social business policy increases trust between the employer and employees—and among employees, leading to more appropriate online interactions, which burnish the firm’s reputation. Here, I’ll outline how you can use the process of creating the policy to manage legal exposure while increasing employees’ trust and productive social business activity.
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 Bill Snyder at Infoworld posted some amazing statistics that support the end of social media as we know it, which I predicted in 2009. Marketing and public relations have been losing influence for years because they are impersonal, and people prefer personalized interactions (deep dive here), so marketers and their vendors are grasping at straws. In this context, “social media” has generally been practiced as a shallow promotional activity, and my premise in predicting its demise is that the true potential of social technologies is creating and maintaining relationships, which are based on personalized attention and caring.
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Social Channel Three: Using the Social Channel to Defend Native Markets and Penetrate Foreign Markets
 The global Social Channel will reintroduce “home court advantage” to national brands because those that use social business to compete globally by collaborating with users will have the cultural advantage; “foreign” firms may have better product features for the money, but they will not match home brands’ cultural fluency. Personalized service and attention are culturally specific, and deep cultural fluency directly correlates to intimacy. However, brands can only develop the home court advantage by practicing social business at an advanced level. Most have a long way to go and, meanwhile, they will get hammered when they persist in competing on product features in the Productized Channel of Value.
The blade cuts both ways: the home court advantage will make exporting to emerging markets much more difficult in the years ahead. The Social Channel will raise the bar because users in all markets will increasingly expect brands to relate to them and to solicit their input and advice. Brands will have to invest significantly in developing in-market social […]
Social Channel Two: Understanding the Social Channel of Value by Examining Its Precedents
Meet the Social Channel of Value, the new arena where brands compete for user (customer, client) attention and loyalty. Product features are losing their ability to differentiate because they are copied so easily. Moreover, the Social Channel of Value will transform human decision-making, organizations and institutions because it digitizes sociality, a core human trait, and its power will dwarf the power of the product and the brand. CEOs, CMOs and CPOs have a very rare social business opportunity to harness the Social Channel ahead of competitors and remake their markets. These are strong statements, but bear with me and I think you’ll appreciate why I’ve made them.
The Social Channel is the Knowledge Economy‘s analog to the Industrial Economy’s assembly line, which led to today’s brands and mass-produced products. Where the assembly line made fabrication ten times more efficient, digital social technologies will boost human communication and sociality by an order of magnitude. The “Social Channel of Value” shows how product and service features will […]
Social Channel One: Building Post-Product Relationships with Customers is how to Build Brands
Pioneering brands are building post-product customer relationships in the social channel because they realize that product features are copied easily and serve as weak differentiators, which leads to pervasive commoditization. Moreover, people’s preferences for individualized information dealt mass media a lethal blow, and products firms will have a similar fate. Here’s why products will become extinct and how to guide your brand in building post-product customer relationships and profits.
I have predicted for years that mass customization would be the fate of “products,” and social business is bearing this out in spades, so here I’ll delve into how impersonal “products” will be rejected by customers in 5-15 years. More important, CMOs and brand stewards who appreciate this transformation will enjoy unusual advantage, and smart ones will prepare for it now. Brands that don’t get it will simply perish, and no one will even notice except their producers and vendors. Just think about the local papers and TV stations you have known.
This is Part One […]
 Recent coverage has increased my doubts in Facebook’s management team, whose failure to capitalize on its unique assets looks increasingly likely. In the Facebook As Investment trilogy, I examined Facebook through three different lenses and voiced my doubts about its management team’s ability to realize the company’s fantastic potential. Many of CSRA’s clients have invested significantly in Facebook presences, and I am not predicting the site’s demise, but I question its long-term viability. Brands face two types of immediate risk: erratic technology/functionality changes to “add value” with features—and lack of innovation due to management team paralysis. Facebook Page owners and individual users may be inconvenienced, but nothing drastic will happen right away. As a related issue, Facebook’s experience may presage a Web 2.0 startup bubble bursting. After a summary of danger signs, I’ll recommend how you can minimize your inconvenience due to Facebook’s gyrations.
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In Recruiting Reinvented, the CEO of Reppify, which advises firms on using social networks to find job candidates, shared several nuggets for candidates, with a glaring omission that I’ll reveal below. Keep in mind that the focus of the interview was on how firms could use social to up their game, so the nuggets went unnoticed, except over here! One of Reppify’s core offerings is advising firms to use social networks to discover and engage candidates, but without setting off any legal land mines. I’m assuming that Reppify, in addition to screening candidates for clients, creates templated workstreams for their clients to improve recruiting while reducing risk.
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 This week Twitter and LinkedIn canceled their agreement for easy cross-posting, which begot numerous indignant comments from people who seemed to have forgotten that they were using free infrastructure. Social business platforms are built and managed by venture-backed firms that need to execute on evolving business models, so we can all expect sudden changes from any and all. However, with some foresight and preparation you and your firm can minimize disruptions, which we’ll cover here. Even better, the LinkedIn-Twitter dustup provides strategic insights into how to operate within the digital social ecosystem, and we’ll address those, too.
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 The power of specialization in social networks explains how most executives and knowledge workers are not yet in synch with the emerging Knowledge Economy and its disruption of career assumptions. One of the most powerful career beliefs of the 20th century is especially out of place in the 21st century: generalists are more flexible and employable. Read on for a brief explanation of key Knowledge Economy career trends and specific action steps you can take to expand opportunity for yourself, your colleagues and your family.
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How Brands Cut Their Exposure to Facebook Business Risk shows how brands can reduce the risks of depending on Facebook too much.
In the Facebook As Investment trilogy, I have analyzed several dimensions of investing in Facebook and raised my doubts about the company’s management and direction. In Part Three, I’ll address how brand executives can insulate themselves from Facebook’s—or any platform’s—fortunes by moving to make their relationships and networks portable. By making and managing investments carefully, brands’ relationships will endure regardless of platforms’ destinies.
By the way, Part One examined how Facebook’s trust gap would make it difficult for Facebook to fully monetize its considerable assets. Part Two analyzed Facebook as a social platform and revealed that it had no competitive threats from other pureplays; rather, the risk was that the whole pureplay category would lose its dominance in 3-5 years.
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