Three strategic models for social business including the Social Engagement Journey, Relationship Progression and the Social Engagement Matrix. Can be used as either a diagnostic ("Where is our enterprise today?") or a roadmap ("Where does our enterprise want to go in the future?") in creating a social business strategy.
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Social Business 2012
1. Social Business 2012
The Social Engagement Journey, Relationships
and the Social Engagement Matrix
2. Christopher
Carfi
(@ccarfi)
VP,
Social
Business
Strategy
Ant’s
Eye
View
ccarfi@antseyeview.com
www.antseyeview.com
www.socialcustomer.com
twiBer.com/ccarfi
facebook.com/ccarfi
linkedin.com/in/ccarfi
ccarfi.com
3. 1
Social engagement journey
2
Relationship progression
3
Social engagement matrix
4. 1
social
engagement
journey
Stage 5
Stage 4 Fully Engaged
Stage 3 Measurable Social engagement
Stage 2 Operational Social engagement and customer
Stage 1 Experimental Social engagement drives real business experience is part of
results, with systems the organization’s
Traditional Dabbling in social becomes more
DNA. Breakthrough
embedded in and tools fully
Traditional, command engagement business results –
business operations. optimized to support
and control business occurs but is increased revenue
Internal training, confident and
operations using one- disconnected to and loyalty are
channel alignment competent
way communication business realized.
and campaign employees and to
to drive business operations.
integration begin to more fully harness
outcomes. Fractured tools,
deliver tangible online relationships.
silo’d efforts and
disparate measures results.
reign.
Source: Ant’s Eye View
5. 1
social
engagement
journey
HR
Division C
Division B
Division A
Product
Marketing
Stage 1 Stage 2 Stage 3 Source: Ant’s Eye View
Traditional Experimental Operational
Stage 4 Stage 5
Measurable Fully Engaged
6. 1
social
engagement
journey
Stage 5
Stage 4 Fully Engaged
Stage 3 Measurable Social engagement
Stage 2 Operational Social engagement and customer
Stage 1 Experimental Social engagement drives real business experience is part of
results, with systems the organization’s
Traditional Dabbling in social becomes more
DNA. Breakthrough
embedded in and tools fully
Traditional, command engagement business results –
business operations. optimized to support
and control business occurs but is increased revenue
Internal training, confident and
operations using one- disconnected to and loyalty are
channel alignment competent
way communication business realized.
and campaign employees and to
to drive business operations.
integration begin to more fully harness
outcomes. Fractured tools,
deliver tangible online relationships.
silo’d efforts and
disparate measures results.
reign.
Source: Ant’s Eye View
8. 2
relationship
progression
Relationship Progression
Strong Tie
Traditional Progression
Building
Action
Intent
Weak Tie
Consideration
Awareness
Source: Ant’s Eye View
Unaware
9. 2
relationship
progression
“The strength of a tie is a combination of the amount of time,
the emotional intensity, the intimacy and the reciprocal
services which characterize the tie.” - Granovetter, 1973
10. 2
relationship
progression
Relationship Progression
Strong Tie
Traditional Progression
Building
Action
Intent
Weak Tie
Consideration
Awareness
Source: Ant’s Eye View
Unaware
12. 2
relationship
progression
Brand and Customer
Association and Member
Community Member and Community Member
Cause and Supporter
.
.
.
13. 3
social
engagement
matrix
UNAWARE
AWARE
WEAK TIE
BUILDING
STRONG TIE
14. 3
social
engagement
matrix
BRAND POV
UNAWARE
AWARE
WEAK TIE
BUILDING
STRONG TIE
STRONG TIE
BUILDING
WEAK TIE
CUSTOMER POV
AWARE
UNAWARE
Source: Ant’s Eye View
15. 3
social
engagement
matrix
BRAND POV
UNAWARE
AWARE
WEAK TIE
BUILDING
STRONG TIE
Advocates Advocates Advocates
STRONG TIE
Cult
Identi ed
Acknowledged
Rewarded
Co-Creation
Active Ad-hoc Programmatic Product
BUILDING
The Magic Box
Listening
Engagement
Engagement
In uence
Likes and Reciprocal Preferential
WEAK TIE
Follows
Social CRM
Follows
Treatment
Sponsorships
CUSTOMER POV
Traditional Traditional Brand Perks
AWARE
Marketing
CRM
Acknowledged
Programs
VIP Treatment
Brand
Targeted Brand Follows Cool Hunters
UNAWARE
No Interaction
Marketing
Customer
Ampli es
and Acolytes
Customer
Source: Ant’s Eye View
16. 3
social
engagement
matrix
BRAND POV
UNAWARE
AWARE
WEAK TIE
BUILDING
STRONG TIE
Advocates Advocates Advocates
STRONG TIE
Cult
Identi ed
Acknowledged
Rewarded
Co-Creation
Active Ad-hoc Programmatic Product
BUILDING
The Magic Box
Listening
Engagement
Engagement
In uence
Likes and Reciprocal Preferential
WEAK TIE
Follows
Social CRM
Follows
Treatment
Sponsorships
CUSTOMER POV
Traditional Traditional Brand Perks
AWARE
Marketing
CRM
Acknowledged
Programs
VIP Treatment
Brand
Targeted Brand Follows Cool Hunters
UNAWARE
No Interaction
Marketing
Customer
Ampli es
and Acolytes
Customer
Source: Ant’s Eye View
17. 3
social
engagement
matrix
BRAND POV
UNAWARE
AWARE
WEAK TIE
BUILDING
STRONG TIE
Advocates Advocates Advocates
STRONG TIE
Cult
Identi ed
Acknowledged
Rewarded
Co-Creation
Active Ad-hoc Programmatic Product
BUILDING
The Magic Box
Listening
Engagement
Engagement
In uence
Likes and Reciprocal Preferential
WEAK TIE
Follows
Social CRM
Follows
Treatment
Sponsorships
CUSTOMER POV
Traditional Traditional Brand Perks
AWARE
Marketing
CRM
Acknowledged
Programs
VIP Treatment
Brand
Targeted Brand Follows Cool Hunters
UNAWARE
No Interaction
Marketing
Customer
Ampli es
and Acolytes
Customer
Source: Ant’s Eye View
18. 3
social
engagement
matrix
BRAND POV
UNAWARE
AWARE
WEAK TIE
BUILDING
STRONG TIE
Advocates Advocates Advocates
STRONG TIE
Cult
Identi ed
Acknowledged
Rewarded
Co-Creation
Active Ad-hoc Programmatic Product
BUILDING
The Magic Box
Listening
Engagement
Engagement
In uence
Likes and Reciprocal Preferential
WEAK TIE
Follows
Social CRM
Follows
Treatment
Sponsorships
CUSTOMER POV
Traditional Traditional Brand Perks
AWARE
Marketing
CRM
Acknowledged
Programs
VIP Treatment
Brand
Targeted Brand Follows Cool Hunters
UNAWARE
No Interaction
Marketing
Customer
Ampli es
and Acolytes
Customer
Source: Ant’s Eye View
19. 3
social
engagement
matrix
BRAND POV
UNAWARE
AWARE
WEAK TIE
BUILDING
STRONG TIE
Advocates Advocates Advocates
STRONG TIE
Cult
Identi ed
Acknowledged
Rewarded
Co-Creation
Active Ad-hoc Programmatic Product
BUILDING
The Magic Box
Listening
Engagement
Engagement
In uence
Likes and Reciprocal Preferential
WEAK TIE
Follows
Social CRM
Follows
Treatment
Sponsorships
CUSTOMER POV
Traditional Traditional Brand Perks
AWARE
Marketing
CRM
Acknowledged
Programs
VIP Treatment
Brand
Targeted Brand Follows Cool Hunters
UNAWARE
No Interaction
Marketing
Customer
Ampli es
and Acolytes
Customer
Source: Ant’s Eye View
20. 3
social
engagement
matrix
BRAND POV
UNAWARE
AWARE
WEAK TIE
BUILDING
STRONG TIE
Advocates Advocates Advocates
STRONG TIE
Cult
Identi ed
Acknowledged
Rewarded
Co-Creation
Active Ad-hoc Programmatic Product
BUILDING
The Magic Box
Listening
Engagement
Engagement
In uence
Likes and Reciprocal Preferential
WEAK TIE
Follows
Social CRM
Follows
Treatment
Sponsorships
CUSTOMER POV
Traditional Traditional Brand Perks
AWARE
Marketing
CRM
Acknowledged
Programs
VIP Treatment
Brand
Targeted Brand Follows Cool Hunters
UNAWARE
No Interaction
Marketing
Customer
Ampli es
and Acolytes
Customer
Source: Ant’s Eye View
21. 3
social
engagement
matrix
BRAND POV
UNAWARE
AWARE
WEAK TIE
BUILDING
STRONG TIE
Advocates Advocates Advocates
STRONG TIE
Cult
Identi ed
Acknowledged
Rewarded
Co-Creation
Active Ad-hoc Programmatic Product
BUILDING
The Magic Box
Listening
Engagement
Engagement
In uence
Likes and Reciprocal Preferential
WEAK TIE
Follows
Social CRM
Follows
Treatment
Sponsorships
CUSTOMER POV
Traditional Traditional Brand Perks
AWARE
Marketing
CRM
Acknowledged
Programs
VIP Treatment
Brand
Targeted Brand Follows Cool Hunters
UNAWARE
No Interaction
Marketing
Customer
Ampli es
and Acolytes
Customer
Source: Ant’s Eye View
22. 3
social
engagement
matrix
BRAND POV
UNAWARE
AWARE
WEAK TIE
BUILDING
STRONG TIE
Advocates Advocates Advocates
STRONG TIE
Cult
Identi ed
Acknowledged
Rewarded
Co-Creation
Active Ad-hoc Programmatic Product
BUILDING
The Magic Box
Listening
Engagement
Engagement
In uence
Likes and Reciprocal Preferential
WEAK TIE
Follows
Social CRM
Follows
Treatment
Sponsorships
CUSTOMER POV
Traditional Traditional Brand Perks
AWARE
Marketing
CRM
Acknowledged
Programs
VIP Treatment
Brand
Targeted Brand Follows Cool Hunters
UNAWARE
No Interaction
Marketing
Customer
Ampli es
and Acolytes
Customer
Source: Ant’s Eye View
23. 3
social
engagement
matrix
BRAND POV
UNAWARE
AWARE
WEAK TIE
BUILDING
STRONG TIE
Advocates Advocates Advocates
STRONG TIE
Cult
Identi ed
Acknowledged
Rewarded
Co-Creation
Active Ad-hoc Programmatic Product
BUILDING
The Magic Box
Listening
Engagement
Engagement
In uence
Likes and Reciprocal Preferential
WEAK TIE
Follows
Social CRM
Follows
Treatment
Sponsorships
CUSTOMER POV
Traditional Traditional Brand Perks
AWARE
Marketing
CRM
Acknowledged
Programs
VIP Treatment
Brand
Targeted Brand Follows Cool Hunters
UNAWARE
No Interaction
Marketing
Customer
Ampli es
and Acolytes
Customer
Source: Ant’s Eye View
24. 3
social
engagement
matrix
BRAND POV
UNAWARE
AWARE
WEAK TIE
BUILDING
STRONG TIE
Advocates Advocates Advocates
STRONG TIE
Cult
Identi ed
Acknowledged
Rewarded
Co-Creation
Active Ad-hoc Programmatic Product
BUILDING
The Magic Box
Listening
Engagement
Engagement
In uence
Likes and Reciprocal Preferential
WEAK TIE
Follows
Social CRM
Follows
Treatment
Sponsorships
CUSTOMER POV
Traditional Traditional Brand Perks
AWARE
Marketing
CRM
Acknowledged
Programs
VIP Treatment
Brand
Targeted Brand Follows Cool Hunters
UNAWARE
No Interaction
Marketing
Customer
Ampli es
and Acolytes
Customer
Source: Ant’s Eye View
25. 3
social
engagement
matrix
BRAND POV
UNAWARE
AWARE
WEAK TIE
BUILDING
STRONG TIE
Advocates Advocates Advocates
STRONG TIE
Cult
Identi ed
Acknowledged
Rewarded
Co-Creation
Active Ad-hoc Programmatic Product
BUILDING
The Magic Box
Listening
Engagement
Engagement
In uence
Likes and Reciprocal Preferential
WEAK TIE
Follows
Social CRM
Follows
Treatment
Sponsorships
CUSTOMER POV
Traditional Traditional Brand Perks
AWARE
Marketing
CRM
Acknowledged
Programs
VIP Treatment
Brand
Targeted Brand Follows Cool Hunters
UNAWARE
No Interaction
Marketing
Customer
Ampli es
and Acolytes
Customer
Source: Ant’s Eye View
26. 3
social
engagement
matrix
BRAND POV
UNAWARE
AWARE
WEAK TIE
BUILDING
STRONG TIE
Advocates Advocates Advocates
STRONG TIE
Cult
Identi ed
Acknowledged
Rewarded
Co-Creation
Active Ad-hoc Programmatic Product
BUILDING
The Magic Box
Listening
Engagement
Engagement
In uence
Likes and Reciprocal Preferential
WEAK TIE
Follows
Social CRM
Follows
Treatment
Sponsorships
CUSTOMER POV
Traditional Traditional Brand Perks
AWARE
Marketing
CRM
Acknowledged
Programs
VIP Treatment
Brand
Targeted Brand Follows Cool Hunters
UNAWARE
No Interaction
Marketing
Customer
Ampli es
and Acolytes
Customer
Source: Ant’s Eye View
27. 3
social
engagement
matrix
BRAND POV
UNAWARE
AWARE
WEAK TIE
BUILDING
STRONG TIE
Advocates Advocates Advocates
STRONG TIE
Cult
Identi ed
Acknowledged
Rewarded
Co-Creation
Active Ad-hoc Programmatic Product
BUILDING
The Magic Box
Listening
Engagement
Engagement
In uence
Likes and Reciprocal Preferential
WEAK TIE
Follows
Social CRM
Follows
Treatment
Sponsorships
CUSTOMER POV
Traditional Traditional Brand Perks
AWARE
Marketing
CRM
Acknowledged
Programs
VIP Treatment
Brand
Targeted Brand Follows Cool Hunters
UNAWARE
No Interaction
Marketing
Customer
Ampli es
and Acolytes
Customer
Source: Ant’s Eye View
28. 3
social
engagement
matrix
BRAND POV
UNAWARE
AWARE
WEAK TIE
BUILDING
STRONG TIE
Advocates Advocates Advocates
STRONG TIE
Cult
Identi ed
Acknowledged
Rewarded
Co-Creation
Active Ad-hoc Programmatic Product
BUILDING
The Magic Box
Listening
Engagement
Engagement
In uence
Likes and Reciprocal Preferential
WEAK TIE
Follows
Social CRM
Follows
Treatment
Sponsorships
CUSTOMER POV
Traditional Traditional Brand Perks
AWARE
Marketing
CRM
Acknowledged
Programs
VIP Treatment
Brand
Targeted Brand Follows Cool Hunters
UNAWARE
No Interaction
Marketing
Customer
Ampli es
and Acolytes
Customer
Source: Ant’s Eye View
29. 1
Social engagement journey
2
Relationship progression
3
Social engagement matrix
31. What to do next?
Stage 5
Stage 4 Fully Engaged
Stage 3 Measurable Social engagement
Stage 2 Operational Social engagement and customer
Stage 1 Experimental Social engagement drives real business experience is part of
results, with systems the organization’s
Traditional Dabbling in social becomes more
DNA. Breakthrough
embedded in and tools fully
Traditional, command engagement business results –
business operations. optimized to support
and control business occurs but is increased revenue
Internal training, confident and
operations using one- disconnected to and loyalty are
channel alignment competent
way communication business realized.
and campaign employees and to
to drive business operations.
integration begin to more fully harness
outcomes. Fractured tools,
deliver tangible online relationships.
silo’d efforts and
disparate measures results.
reign.
32. What to do next?
Stage 5
Stage 4 Fully Engaged
Stage 3 Measurable Social engagement
Stage 2 Operational Social engagement and customer
Stage 1 Experimental Social engagement drives real business experience is part of
results, with systems the organization’s
Traditional Dabbling in social becomes more
DNA. Breakthrough
embedded in and tools fully
Traditional, command engagement business results –
business operations. optimized to support
and control business occurs but is increased revenue
Internal training, confident and
operations using one- disconnected to and loyalty are
channel alignment competent
way communication business realized.
and campaign employees and to
to drive business operations.
integration begin to more fully harness
outcomes. Fractured tools,
deliver tangible online relationships.
silo’d efforts and
disparate measures results.
reign.
33. What to do next?
Stage 5
Stage 4 Fully Engaged
Stage 3 Measurable Social engagement
Stage 2 Operational Social engagement and customer
Stage 1 Experimental Social engagement drives real business experience is part of
results, with systems the organization’s
Traditional Dabbling in social becomes more
DNA. Breakthrough
embedded in and tools fully
Traditional, command engagement business results –
business operations. optimized to support
and control business occurs but is increased revenue
Internal training, confident and
operations using one- disconnected to and loyalty are
channel alignment competent
way communication business realized.
and campaign employees and to
to drive business operations.
integration begin to more fully harness
outcomes. Fractured tools,
deliver tangible online relationships.
silo’d efforts and
disparate measures results.
reign.
34. What to do next?
Stage 5
Stage 4 Fully Engaged
Stage 3 Measurable Social engagement
Stage 2 Operational Social engagement and customer
Stage 1 Experimental Social engagement drives real business experience is part of
results, with systems the organization’s
Traditional Dabbling in social becomes more
DNA. Breakthrough
embedded in and tools fully
Traditional, command engagement business results –
business operations. optimized to support
and control business occurs but is increased revenue
Internal training, confident and
operations using one- disconnected to and loyalty are
channel alignment competent
way communication business realized.
and campaign employees and to
to drive business operations.
integration begin to more fully harness
outcomes. Fractured tools,
deliver tangible online relationships.
silo’d efforts and
disparate measures results.
reign.