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How Companies Can Move Past a Trough of Disillusionment in Social Business

Dion Hinchcliffe, Chief Strategy Officer of The Dachis Group and co-author with Peter Kim of Social Business by Design (Jossey-Bass, 2012) says some companies are facing a “trough of disillusionment” with social business, but that this is normal, and there are strategies a company can take to move forward and become a more fully enabled social business. Among these are building social media literacy, integrating existing initiatives, and connecting social tools to how work gets done.

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The Art of Selling with Social Tools

“Our lives have increasingly migrated online in recent years, so why wouldn’t [sales] reps want to connect with customers on the social media front as well?” That’s the logic of Hearsay Social, whose platform lets sales people keep track of what their customers are posting on Twitter, LinkedIn and even Facebook. Says Gary Liu, vp of marketing, “social media can be used very effectively to enhance real-world interactions.”

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Ray Wang Surveys the Evolution of Social Business

Ray Wang has been a highly respected analyst of social business in enterprises for years. Here he discusses how social business evolves in more socially developed businesses, which uses are growing, and how social business is changing the future of work. He lays out the specific signposts that a business can look for as becomes a more fully socially enabled enterprise.

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Video: Making Social Business Work in Organizations

Companies are getting better at managing social tools. A new survey finds that 40% of companies say they’re getting value out of social business, double the rate of a year earlier.

Behind the increased usefulness of social business are companies that have leaders committed to making the technology work. These leaders are also putting it into corporate strategy plans and developing ways to measure social business and to reward employees for using the technology. Still, at many companies, social business remains stuck in first gear.

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How IBM Builds Vibrant Social Communities

“I see IBM as a social business,” says Jeff Schick, IBM’s vice president of social software for IBM. “We’ve broken down the barriers of reaching out to the people within the organization” — not to mention partners and clients as well. And the company is making it easier for its client companies to do the same thing.

Vince Golla, director of digital media and syndication, Kaiser Permanente

Social Business at Kaiser Permanente: Using Social Tools to Improve Customer Service, Research and Internal Collaboration

Social media tools such as Twitter and Facebook have helped Kaiser Permanente — the nation’s largest nonprofit health care provider — grow its positive media mentions close to 500% in the last five years, says Vince Golla, who oversees the organization’s external digital reputation.

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Social Initiative" rel="bookmark">How Finding "Exceptions" Can Jump Start Your Social Initiative

Many senior executives still think of social media as something you do after hours for fun, says John Hagel, co-chairman of the Deloitte Center for the Edge — they haven’t bought into the idea that social can drive the core performance of the business. He’s committed to showing them why they’re wrong.

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Remaking a Company for the Digital Natives

At USAA, the financial services group, social business is helping the company productively engage both its 26,000 employees as well as its customer base. Renee Horne, the vice president of social business for USAA, says that’s just part of the larger opportunity to make social tools a more holistic and integral part of the company.

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Intro Video: Making Social Business Work

A video introduction to “making social businessCompanies are getting better at managing social tools. A new survey finds that 40% of companies say theyíre getting value out of social business, double the rate of a year earlier. Behind the increased usefulness of social business are companies that have leaders committed to making the technology work, putting it into corporate strategy planks, and developing ways to measure social business and to reward employees for using the technology. But at many companies, social business remains stuck in first gear.

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Creating a Culture Where the Best Ideas Win

Vala Afshar, chief marketing officer at Enterasys Networks Inc., in Andover, Massachusetts, says that social tools created an open, flatter culture where the best ideas, not people with the highest titles, are recognized. By adding Salesforce.com’s Chatter social network, Enterasys created closer connections with customers and a more positive work environment. It uses a system that translates machine language to tweets, so that its social network is now managed both by people and machines.

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How Social Tools Can Help Your Company Avoid Strategic Failure

Although most companies think “social media” when they hear the word social, author, consultant and business executive Nilofer Merchant says firms need to expand their understanding, and think about the transformative ways social tools change how an enterprise operates. Among the fundamental ways social technologies alter companies include removing bottlenecks in decision making, freeing work from jobs; leveraging customers as co-creators; and getting customers to engage around a shared value.

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Can You Really Let Employees Loose on Social Media?

At Mitel, a $1.2 billion communications technology company, employees tweet about the company and are proactive on LinkedIn with only one rule: “Use your best judgment at all times.” Martyn Etherington, the company’s chief marketing officer and chief of staff, has no problem with that. “We have to enable the majority and not hold them back by implementing catch-all policies that are aimed at a few.”

Mark Yolton, senior vice president of SAP Communities & Social Media

SAP: Using Social Media for Building, Selling and Supporting

SAP runs a 10-years old, online community network that has more than a million unique visitors a month. Mark Yolton, senior vice president of SAP Communities & Social Media, tells how his company is using social media for “outside-in” market insight and as a mechanism to immediately tell the world about its new products.

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Tying Customer Engagement to Employee Engagement

Turning an organization into a social business — one that knows how to use new forms of collaboration and communication via social media — is a challenge for any operation, but it’s especially challenging for multinational, highly regulated companies. Boston-based financial services company State Street has become an industry model for how to use social business to make the business more innovative.

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Reimagining Customer Service at KLM Using Facebook and Twitter

For KLM, social business arose as a spontaneous response to the Icelandic volcanic eruption that spewed ash into Europe’s airspace for days, halting all air travel and stranding thousands of passengers. Since the abrupt birth of the airlines’ social business strategy, e-commerce senior vice president Martijn van der Zee has made the company a model for using social in customer service.

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Nonprofits Get More from Social Media with Metrics

In a Q&A, author and consultant Beth Kanter explains the special challenges nonprofits have in taking advantage of social media. In her book Measuring the Networked Nonprofit, Kanter and co-author Katie Delahaye Paine write, “Affecting social change is, of course, the ultimate goal for non-profit organizations. But you can’t get to any destination without a road map and some signposts along the way. Measurement is your map, and metrics are your signposts.”

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The Multiplier Effect of Social Business Tools

Mondelez International’s brands include some well-recognized names, including Oreo, Ritz, and Cadbury. Yet as Mondelez’s vice president of global media and consumer engagement Bonin Bough explains, even a powerhouse like Oreo must work to engage its customers — and in the modern era, that means using social media. In his interview with David Kiron, Bough describes the company’s innovative methods for expanding its reach.

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Turning a “No Comment” Company into a Social Media Advocate

Danish shipping and energy company Maersk Group had nearly 100 years of history as a strong, silent type before corporate brand manager Anna Granholm-Brun came along. In a conversation with MIT Sloan Management Review’s Robert Berkman, Granholm-Brun explains how the company has shifted from one end of the transparency spectrum to the other, why there’s so much value in a good story and what it took to sell social to company executives.

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