Speaking at an event hosted by SugarCRM and IBM Social Business this week, I informally polled the audience.
“How many of you are NOT on facebook?” No hands were raised.
“How many of you have a twitter account?” Most of the room raised their hands.
“LinkedIn?” Most of the room again raised their hands.
I repeated the same questions, referencing the people in the room’s businesses, and a slightly smaller number of folks raised their hands, but more than half still did.
I then asked – “How many of you know what to do with them?” Giggles. Laughter. Very few hands.
This is where we collectively find ourselves. It’s representative of a number of organizations that I have the opportunity to work with and speak to.
I didn’t even think of asking if any organizations in the room had created a tactical plan to listen and engage with customers and create a seamless (and amazing) experience across multiple channels and domains. Most companies are still trying to get the fundamentals right (as Filiberto Selvas pointed out here)
It’s easy to join a social network. It’s harder to engage. What should I say? What will they think? Do I have permission?
It’s even harder to engage with a coordinated strategy and accurately measure the results of your efforts. Blend activities on the social web with what’s happening in the rest of the organization…across departments…across silos?
If we’re not even on the same page internally, how can we communicate a unified message to the world that hasn’t been careful crafted by our marketing team and the agencies that they work with?
My anecdotal observation is that many companies get here and then acknowledge that it’s just too big of a challenge to tackle…at least for now.
“If you’ve got to start somewhere, why not here? If you got to start sometime, why not now?” – Toby Mac
New landscape.
New customer.
New roles.
New communication mediums.
New expectations.
New corporate culture.
New Focus.
New Critical Success Factors.
It’s quite a bit to digest when people are trying to keep their jobs and help keep the company profitable, when they’ve already just absorbed the jobs of 1-2 people who were laid off over the past few years. However, only focusing simply on the here and now is the path to extinction.
Those who understand how these new changes are affecting their marketplace (which in most cases is larger, more complicated, and more diverse than it was just a few years ago) will be hyper-rewarded. Those who fail to admit, understand, and adjust to these rapidly evolving new realities will be destroyed, or more likely die a long, slow, painful death.
Below are a few highlights from the presentation.
FOUR THINGS TO FOCUS ON NOW
While there’s no notes or audio to the full deck, I’ve provided it below. Hopefully it provides value, and helps to stimulate some interesting conversations on the social web and for you in your respective organization(s). Interestingly, Mike Fauscette touched on many of the same themes in his blog post “Customer Service – the new Marketing in the era of the Social Customer”. It’s definitely worth a read.
One other final fascinating tidbit from the event was that I met and had a good chat with a Director of Marketing from a Silicon Valley startup. I meet and talk with plenty of Directors of Marketing. What was interesting about this one was that she said that she was actually a social anthropologist. My ears perked up. Seems like someone is paying attention. While the roles of social anthropologist and Director of Marketing may seem to be world’s apart, they’re not. Here’s a link to an article I wrote highlighting why it might be the perfect fit.
It’s fun to be part of the greatest transformation since the industrial revolution? Are you in?
