By Ytzik Aranov, Managing Partner, Social2B

For those of you who’ve been through business school lectures on Michael Porter’s Value Chain Analysis this doesn’t come as news to you.  But when asked to implement social media practices, policies, platforms, tools, etc., in today’s corporation or enterprise, we throw out all of what we learned that makes the enterprise tick and elect to “surf” it through!

Attention – and I quote:

“Social Media (in the Enterprise) is a Business Process, not a channel, department, or vertical silo”.

End quote.

You heard it here!  Think about it.  Social media touches upon every department, every business process, every channel, every prospect / customer interaction, every investor, every supplier, in short, it touches the entire organization.

In today’s marketplace, social media and an enterprise’s’ online brand architecture and social media footprint is arguably, the most important business process affecting the entire Enterprise Value Chain.  Poor implementation of a solid online & social media platform strategy & tactics directly impacts a company’s ability to market, sell and extend its brand reach, globally.  Failure to effectively implement an integrated social media strategy & tactics across the entire Value Chain could potentially lead to lower revenues (read, shareholder value), slippage in market share, increased financial exposure, risk, and more

One of the most effective measurement techniques to measure enterprise social media effectiveness, both pre- and post-implementation, is to diagnose the “Social Media Maturity Index” (see graphic), which establishes a recognizable industry-specific metric with which to assess the social media value, influence, depth, and footprint of an enterprise’s value chain components – combining both departments and business processes.  Moreover, the social media maturity Index in its very essence is a barometer of how the value chain is capable of moving at the speed of (digital & social) business today.

So, when looking for added revenue stream, cost savings, internal value, constraints, and external interfaces with the world, then social media maturity acutely identifies the lack of, or plethora, of business excellence in sync with today’s pace of commerce.

OK, skeptics, How do we drill down into the Enterprise Value Chain and establish Social Value Chain Maturity & Scalability? Let’s break it apart into pieces.  Look at the following chart that defines touch points throughout selected departments throughout the enterprise, and their social media impacts.

The same goes for every other vertical silo, and, every business processes.  Each and every business process running across – horizontally – the enterprise has multiple social media touch points.

Social media maturity, coupled with an integrated online, SEO, SEM and Social Community Marketing strategy replaces one-way communication with dialogue. Participation by customers, suppliers, employees, the industry, the market, etc., and feedback from them all (!), must be listened to because it has the power to make or break your enterprise or enterprise function.  Social media tools allow us to observe the conversations, measure, monitor, track and quantify the online & social media reach and influence. It allows us to assess and re-assess the correct strategy & tactics from the bottom up to increase revenues, open new markets, capture greater market share, lower costs and in general, improve the bottom-line ROI.

So, what about ROI?

If done right — and you’ll have to come back for a later post on this subject — the Social Media Maturity Index is then mapped by those of you honored to be the “Keeper of the Social Keys” in the enterprise, to any existing enterprise Balanced Scorecard KPIs (Key Performance Indicators) in use by the Executive suite (read CFO), in order to assess true ROI, Economic Value & shareholder value. And, by the way, to justify shifting dollars from traditional advertising / marketing into your online / social media marketing budget.

In Summary:

The value in executing a Social Media Maturity Index exercise, as the very first step prior to embarking on that “Journey to the Edge of the Social World”, includes, but by no means is limited to:

• Creating a more aligned and more cohesive internal organization (whether vertical silo or horizontal business process) involved with social media and its offshoots;
• Developing a cross-enterprise social media policy – let me guess, you’re thinking about it, while hundreds of employees across the value chain are uncontrollably blogging & Tweeting about the company without any filters – to manage the social media impact;
• Channeling the endless volume of Content across the enterprise that is not “curated”, re-purposed or managed effectively throughout the enterprise, thereby losing SEO and ranking power;
• Implementing a solid, instantaneous, Reputation Management process – what’s that? – more on that in another post …;
• Hiring – training – more targeted and experienced human resources to effectively channel the enterprise’s social media assets and better utilization of current ones;
• Mapping out a better-defined path to enterprise success by assessing the maturity of the organization and its readiness to embrace a new channel (SM) affecting the entire value chain – from customer service to distributor relations to marketing;
• Establishing a quantifiable and actionable ROI – well, we know what that means (Return-On-Ignoring, Return-on-I (me!), etc. – in short, how we justify the extra capital needed to implement targeted social media campaigns to accelerate products or services sales.

The Social Media Maturity Index provides an immediate snapshot of where every Value Chain component of the organization is today is with respect to social media & market acceleration and what can be expected in terms of performance based on the overall social media maturity of the enterprise. It also maps out where each Value Chain component is lacking and what can be done to accelerate it and better sync it to the other Value Chain components thereby creating a powerhouse enterprise that socially rocks!

By Ted Rubin

Many people are finally realizing that social media is serious business. Not “serious” as in stuffy, fun-resistant, and devoid of personality, but “serious” as in something that is of great value to our companies and needs to be treated as such.

What is one of the first things that come up when a new tool or process is introduced to a company? Metrics… what are the numbers we’re aiming for? What will tell us if it (the implementation and use of the tool / process) was a success? How will we get that information and make sense of it in a way that can inform our business strategy? These same questions – plus a few new ones — need to be asked as we begin taking social media integration seriously in our businesses and marketing strategies.

Defining metrics around social media advertising and marketing campaigns has been challenging enough that for a while many people said it simply could not be done. Now, however, we are learning that social media measurement (re: use and impact) IS possible – just not always using traditional metrics and methodologies.

One of the most important new ways to establish social media metrics is to set “conditions of satisfaction” (a concept promoted by Jeffrey Hayzlett, former CMO of Kodak and the author of best seller… The Mirror Test). In other words, what are the specific outcomes that will bring satisfaction to you, your brand, your business, and your customers? Notice how the word “satisfaction” here requires you to think not just about actions, but about the whole experience resulting from the outcomes. This is absolutely critical for successful social branding!

While Jeffrey applies this concept primarily to employees, vendor services, etc., it is equally important to set conditions of satisfaction in this emerging world of social media where standard metrics may or may not apply. Social media marketing campaigns need to be built on relationships, and metrics include words like “trust” and “engage” and “authentic conversation” and “online reputation” – all things that are at the heart of what a brand/company wants and needs … and all things that can be defined by setting up conditions of satisfaction.

Conditions of satisfaction around social media need to be different for every organization. They need to be based on the each company’s specific and unique GOALS and VISION and VALUES to ensure that the information gathered can strategically inform the marketers and the C-level Suite. Aligning your conditions of satisfaction with the heart of the company gives you the blueprint for plans that will go far in creating a genuine brand, and brand experience that connects with your customers.

Bottom line: Metrics matter and social media for business gets no exception. Don’t take another step until your conditions of satisfaction are set.

By Alex Romanovich June 10th, 2009 Alex Romanovich is the Founder and CMO at Social2B ** Yes, it is another channel, however, it is also forcing corporations (brands) to look at how they engage with their clients, how they use information, and how they respond to events. It is forcing companies to treat Social Media as part of their overall Value Chain. Embracing Social Media channel requires discipline, and in many cases, courage – starting is the most difficult step and you have to engage with your audience in a much more interactive mode – your approach to communications has to evolve. With current tools and analysis methods, marketers have a newly found muscle to provide insight and to demand accountability. New technologies allow enterprise to ‘mash’ multiple channels into one cohesive, client-centric view. Inference engines, text analytics tools, and mining methodologies allow businesses to come as close to predicting performance, as you can get these days. Yes, it is another Channel, but I would call it the ‘Mother of all Channels’. Let’s take a look at how it can be potentially utilized. The Enterprise can not only predict sales performance based on historical and trend data, but it can validate it with real, live, on-demand information coming from the ‘user generated’ feedback. Marketing can potentially assess the risks associated with brand performance based on events – this ‘event-driven’ response, and subsequent analysis can mean better client engagement, and better handle on the overall ‘brand reputation’, leading to a much more ‘predictable’ performance. Woody Allen ad by American Apparel was a good example of an ‘event driven’ phenomenon. Yes, American Apparel did the ‘wrong thing’ and yes, Woody Allen was upset – but what will be the short term, and long term effect of this ‘event’? Will the sales go up or down, will the conversion rate increase or decrease, and will the public respond favorably or negatively to the next assortment of communications coming from the brand. The ‘channel’ will tell all and the analytics crowd at American Apparel should be using this opportunity to capture, analyze and mash information related to the community feedback. In the end, Social Media could be considered just another channel by some, but the benefits and opportunities it presents is something we’ve never seen before. It is becoming an integrated fiber, connecting all points of Value Chain. I will talk more on this topic in an upcoming series titled ‘“What would Michael Porter do, or Social Value Chain and Impact of Social Media on the overall corporate structure’.