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The 2016State of
SOCIAL
BUSINESS
Social’s Shift From Innovator
to Integrator
By Ed Terpening, with Aubrey Littleton
November 15, 2016
Includes input from 18 brands, vendors, and thought leaders and 523 survey respondents
PREVIEW COPY
Social media has evolved far beyond
its media roots into an engagement
platform, stressing and stretching social
team hubs who are trying to balance
a platform that is growing in every
direction. The practice of social business
is evolving so quickly — and into so
many existing, mature business functions
— that the team can no longer operate
as a silo. To achieve the objectives of
today’s consumers and businesses,
the social business team must excel
at both integrating and transitioning
social business practices to existing
mature functions, such as e-commerce,
advertising, and customer service. In
the past, the social business Center of
Excellence has struggled to find willing
internal business partners. Ten years
into this technology disruption, internal
partners have become a necessity to scale
impact and are now willing to invest their
attention and budget in the platform.
A social business practice that
adeptly balances the role of innovator vs.
integrator is today — and will be in
the future — a key success factor for
social business.
2
EXECUTIVE
SUMMARY
1.	 Shifting Focus to Integrated Customer Experience. Highlighting the continued shift
to customer centricity, 82% of strategists surveyed named “Customer Experience” as
their top priority, overtaking “Brand Health” as an objective for the first time.
2.	 The Social Team’s Shift From Innovator to Integrator. Once an innovator, the
social team now serves as a connector between existing centers of excellence in
e-commerce, advertising, and content. Seventy-nine percent of strategists say they are
becoming more “operational and a platform for the innovation of others.” To reverse
this trend and remain innovative, social teams must find the right balance between
playing the innovator and collaborator role.
3.	 Social Commerce Hasn’t Achieved Results. Social commerce is evolving to fit
user expectations of what it means to combine social media and sales in the form
of “Conversational Commerce.” However — despite large, engaged audiences —
brands using social commerce platforms to complete the buying cycle have had little
success. To improve results, 72% of strategists say responsibility for social commerce
must shift from the social team to e-commerce teams.
4.	 Social Advertising Strategy and Governance in Flux. While 76% of brands report
social ads are meeting objectives, coordination with digital marketing and advertising
teams has created power struggles for who “owns” social advertising budgets at
different points in the traditional marketing funnel. Emerging engagement models —
like chatbots — and advanced media formats complicate the creation, tracking, and
measurement of social advertising effectiveness.
5.	 China’s WeChat Signals the Future of Social Apps. If seamless customer experience
is the goal, China’s WeChat platform may be viewed as a great success. It integrates
commerce, brand experience and an incredible array of third-party services. However,
its all-in-one “mega app” model is unlikely to be replicated in the West.
FINDINGS
SUMMARY
PREVIEW COPY
Last year, we measured an important shift: Social business teams were focusing less on scaling social media programs and instead shifting
attention inward to integration with the broader internal digital ecosystem. This year, a finer point is emerging from this integration trend in
the form of unified customer experience. For the first time since we began measuring social business, Customer Experience ranked as the
primary business objective of social, surpassing Brand Health (see Figure 1).
SHIFTING FOCUS TO
INTEGRATED CUSTOMER EXPERIENCE
3
FIGURE 1.
CUSTOMER EXPERIENCE REPLACES BRAND HEALTH AS THE TOP SOCIAL
BUSINESS OBJECTIVE Below are some typical business objectives for social business. Please rank the importance of each.
Customer Experience: Improvement in
relationship with customers, experience
with the brand
Innovation: Increase in product R&D
and innovation
Operational Efficiency: Reduction in
company expenses, e.g., customer service
Brand Health: Improvement in attitudes,
conversation, and behavior toward
our brand
Revenue Generation: Increase in actual
product revenue, leads, conversions
Marketing Optimization: Improvement
in effectiveness of marketing programs
40%
		 		 42%
		 16% 2
38%
	 	 		 43%
		 		 15% 4
36%
	 	 	 44%
		 		 17% 3
36%
	 	 		 43%
		 			 16% 5
34%
	 	 		 43%
		 		 20% 3
32%
	 	 		 46%
		 			 19% 3
Very Important 	 Somewhat Important Neither Important Nor Unimportant Unimportant
Source: Altimeter, Social Business Survey, 2016; Base: n=523 respondents from organizations with > 500 employees
PREVIEW COPY
“We want a
360-degree view of
the customer, whether
it’s through the call center
or a Twitter exchange.
We’re the match-makers for
integration.”
—Christina Darnell, Director, Social
Business Strategy, Assurant
4
To meet customer experience objectives, the social
business team’s role is shifting from an innovator to
a multi-business practice integrator. After all, while
the social team may have been the first to test social
platform innovations, they were infrequently in a
position to scale them. A good example of this shift
is customer care via social channels, which started
in the social team, but needed to shift to customer
service to scale and integrate customer experience
among many channels.
CUSTOMER CENTRICITY FOCUS
In addition to a business objective shift to customer
experience, our 2017 investment data (see Figure
2) shows that Branded Customer Communities,
Social Customer Service, and Social Identity/
CRM are top areas of investment. We pay
particular attention to social programs
in the top left quadrant of this matrix,
indicating high investment but
low maturity. There are risks and
opportunities in that quadrant. A
risk we see in high investment, low
maturity social business programs is
setting unrealistic expectations for
a return on investment. Programs
may be over-hyped by a herd
mentality that draws strategists into
unexplored areas. Of course, that’s
also the upside: It keeps the brand at
the forefront of innovation.
“Social media is
coming of age. We’re
realizing that social wasn’t
the billboard or banner
we thought it was — it was
actually the telephone.”
—Ulrik Bo Larsen, Founder &
CEO, Falcon.io
PREVIEW COPY
5
FIGURE 2.
TOP 2017 INVESTMENT PRIORITIES FOCUS ON
CUSTOMER EXPERIENCE
Question: What are your investment plans in 2017 for the following social business programs?
Source: Altimeter, Social Business Survey, 2016; Base: n=523 respondents from organizations with > 500 employees
20% Below Average				 	 20% Above AverageMaturity
35%BelowAverage				35%AboveAverageInvestment
Social Customer
Service
Branded Customer
Communities
Social Identity/
Social CRM
Messaging
Apps
Social Listening
Employee Advocacy
Social Media Training
Employee
Recruitment
Social Data
Analytics
Customer
Advocacy
Influencer
Relationship
Management
Social Selling
Employee
Engagement
Social Apps
(e.g. chatbots) Events/
Sponsorship
Activation
Social
Commerce
Social
Engagement
High Investment,
Low Maturity
High Investment,
High Maturity
Low Investment,
Low Maturity
Low Investment,
High Maturity
PREVIEW COPY
6
MEETING MARKETING
FUNNEL OBJECTIVES
Our global survey data shows both North
American and European strategists
believe social platforms are best suited
for awareness and post-purchase
customer support, with Europeans less
enthusiastic about demand generation
(70% rate as effective vs. 84% of North
Americans, see Figure 3). Customer care
in social has been a priority for years,
but advancements in the media and
engagement features of social platforms
have fueled further interest. “Facebook
Live in Messenger is an unprecedented
support for Customer Care,” Facebook
marketing expert Mari Smith told us.
Global Head of Product Evangelism at
Sprinklr Elizabeth B. Closmore agreed,
saying, “The future of customer care is live
video.” While investment in customer care
and live video is projected to be strong in
2017, the question of who is accountable
remains open, since live video was in the
lower half of brand priorities (see Figure
2). Brands have built almost 10 years of
experience in social-based customer care.
If live video does become a prominent
part of customer care, it will likely be
managed by dedicated customer service
teams whose experience so far in social
has largely been text-based engagement
on Twitter and Facebook.
6
Awareness:
Improve
awareness and
understanding of
your brand and
the products/
services you
provide
Consideration:
Get consumers
to add your
brand to their
consideration
set
Relevance:
Make your
brand and
products/
services
relevant to
buyer needs
Demand
Generation:
Create
demand
for specific
products or
services
FIGURE 3.
NORTH AMERICAN BRANDS FIND MORE SUCCESS
WITH SOCIAL MEDIA MARKETING THAN EUROPEAN
COUNTERPARTS
Question: Rate the effectiveness of social as a platform to address the following marketing objectives.
(% of those who responded “Somewhat Effective” to “Very Effective”)
Source: Altimeter, Social Business Survey, 2016; Base: respondents from organizations with > 500 employees: Europe n=202; North America n=321
Purchase:
Fascilitate
sales (e.g.,
social buy
buttons,
chatbots,
etc.)
Post-
Purchase:
Product
support,
customer
service
81%85%
74%
79%
72%
84%
70%
84%
71%
81%
78%
85%
North America Europe
PREVIEW COPY
7
PREVIEW COPY
TO DOWNLOAD THIS REPORT IN FULL
AT NO COST, PLEASE VISIT OUR WEBSITE AT
http://www2.prophet.com/2016-state-of-social-business

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The 2016 State of Social Business

  • 1. The 2016State of SOCIAL BUSINESS Social’s Shift From Innovator to Integrator By Ed Terpening, with Aubrey Littleton November 15, 2016 Includes input from 18 brands, vendors, and thought leaders and 523 survey respondents PREVIEW COPY
  • 2. Social media has evolved far beyond its media roots into an engagement platform, stressing and stretching social team hubs who are trying to balance a platform that is growing in every direction. The practice of social business is evolving so quickly — and into so many existing, mature business functions — that the team can no longer operate as a silo. To achieve the objectives of today’s consumers and businesses, the social business team must excel at both integrating and transitioning social business practices to existing mature functions, such as e-commerce, advertising, and customer service. In the past, the social business Center of Excellence has struggled to find willing internal business partners. Ten years into this technology disruption, internal partners have become a necessity to scale impact and are now willing to invest their attention and budget in the platform. A social business practice that adeptly balances the role of innovator vs. integrator is today — and will be in the future — a key success factor for social business. 2 EXECUTIVE SUMMARY 1. Shifting Focus to Integrated Customer Experience. Highlighting the continued shift to customer centricity, 82% of strategists surveyed named “Customer Experience” as their top priority, overtaking “Brand Health” as an objective for the first time. 2. The Social Team’s Shift From Innovator to Integrator. Once an innovator, the social team now serves as a connector between existing centers of excellence in e-commerce, advertising, and content. Seventy-nine percent of strategists say they are becoming more “operational and a platform for the innovation of others.” To reverse this trend and remain innovative, social teams must find the right balance between playing the innovator and collaborator role. 3. Social Commerce Hasn’t Achieved Results. Social commerce is evolving to fit user expectations of what it means to combine social media and sales in the form of “Conversational Commerce.” However — despite large, engaged audiences — brands using social commerce platforms to complete the buying cycle have had little success. To improve results, 72% of strategists say responsibility for social commerce must shift from the social team to e-commerce teams. 4. Social Advertising Strategy and Governance in Flux. While 76% of brands report social ads are meeting objectives, coordination with digital marketing and advertising teams has created power struggles for who “owns” social advertising budgets at different points in the traditional marketing funnel. Emerging engagement models — like chatbots — and advanced media formats complicate the creation, tracking, and measurement of social advertising effectiveness. 5. China’s WeChat Signals the Future of Social Apps. If seamless customer experience is the goal, China’s WeChat platform may be viewed as a great success. It integrates commerce, brand experience and an incredible array of third-party services. However, its all-in-one “mega app” model is unlikely to be replicated in the West. FINDINGS SUMMARY PREVIEW COPY
  • 3. Last year, we measured an important shift: Social business teams were focusing less on scaling social media programs and instead shifting attention inward to integration with the broader internal digital ecosystem. This year, a finer point is emerging from this integration trend in the form of unified customer experience. For the first time since we began measuring social business, Customer Experience ranked as the primary business objective of social, surpassing Brand Health (see Figure 1). SHIFTING FOCUS TO INTEGRATED CUSTOMER EXPERIENCE 3 FIGURE 1. CUSTOMER EXPERIENCE REPLACES BRAND HEALTH AS THE TOP SOCIAL BUSINESS OBJECTIVE Below are some typical business objectives for social business. Please rank the importance of each. Customer Experience: Improvement in relationship with customers, experience with the brand Innovation: Increase in product R&D and innovation Operational Efficiency: Reduction in company expenses, e.g., customer service Brand Health: Improvement in attitudes, conversation, and behavior toward our brand Revenue Generation: Increase in actual product revenue, leads, conversions Marketing Optimization: Improvement in effectiveness of marketing programs 40% 42% 16% 2 38% 43% 15% 4 36% 44% 17% 3 36% 43% 16% 5 34% 43% 20% 3 32% 46% 19% 3 Very Important Somewhat Important Neither Important Nor Unimportant Unimportant Source: Altimeter, Social Business Survey, 2016; Base: n=523 respondents from organizations with > 500 employees PREVIEW COPY
  • 4. “We want a 360-degree view of the customer, whether it’s through the call center or a Twitter exchange. We’re the match-makers for integration.” —Christina Darnell, Director, Social Business Strategy, Assurant 4 To meet customer experience objectives, the social business team’s role is shifting from an innovator to a multi-business practice integrator. After all, while the social team may have been the first to test social platform innovations, they were infrequently in a position to scale them. A good example of this shift is customer care via social channels, which started in the social team, but needed to shift to customer service to scale and integrate customer experience among many channels. CUSTOMER CENTRICITY FOCUS In addition to a business objective shift to customer experience, our 2017 investment data (see Figure 2) shows that Branded Customer Communities, Social Customer Service, and Social Identity/ CRM are top areas of investment. We pay particular attention to social programs in the top left quadrant of this matrix, indicating high investment but low maturity. There are risks and opportunities in that quadrant. A risk we see in high investment, low maturity social business programs is setting unrealistic expectations for a return on investment. Programs may be over-hyped by a herd mentality that draws strategists into unexplored areas. Of course, that’s also the upside: It keeps the brand at the forefront of innovation. “Social media is coming of age. We’re realizing that social wasn’t the billboard or banner we thought it was — it was actually the telephone.” —Ulrik Bo Larsen, Founder & CEO, Falcon.io PREVIEW COPY
  • 5. 5 FIGURE 2. TOP 2017 INVESTMENT PRIORITIES FOCUS ON CUSTOMER EXPERIENCE Question: What are your investment plans in 2017 for the following social business programs? Source: Altimeter, Social Business Survey, 2016; Base: n=523 respondents from organizations with > 500 employees 20% Below Average 20% Above AverageMaturity 35%BelowAverage 35%AboveAverageInvestment Social Customer Service Branded Customer Communities Social Identity/ Social CRM Messaging Apps Social Listening Employee Advocacy Social Media Training Employee Recruitment Social Data Analytics Customer Advocacy Influencer Relationship Management Social Selling Employee Engagement Social Apps (e.g. chatbots) Events/ Sponsorship Activation Social Commerce Social Engagement High Investment, Low Maturity High Investment, High Maturity Low Investment, Low Maturity Low Investment, High Maturity PREVIEW COPY
  • 6. 6 MEETING MARKETING FUNNEL OBJECTIVES Our global survey data shows both North American and European strategists believe social platforms are best suited for awareness and post-purchase customer support, with Europeans less enthusiastic about demand generation (70% rate as effective vs. 84% of North Americans, see Figure 3). Customer care in social has been a priority for years, but advancements in the media and engagement features of social platforms have fueled further interest. “Facebook Live in Messenger is an unprecedented support for Customer Care,” Facebook marketing expert Mari Smith told us. Global Head of Product Evangelism at Sprinklr Elizabeth B. Closmore agreed, saying, “The future of customer care is live video.” While investment in customer care and live video is projected to be strong in 2017, the question of who is accountable remains open, since live video was in the lower half of brand priorities (see Figure 2). Brands have built almost 10 years of experience in social-based customer care. If live video does become a prominent part of customer care, it will likely be managed by dedicated customer service teams whose experience so far in social has largely been text-based engagement on Twitter and Facebook. 6 Awareness: Improve awareness and understanding of your brand and the products/ services you provide Consideration: Get consumers to add your brand to their consideration set Relevance: Make your brand and products/ services relevant to buyer needs Demand Generation: Create demand for specific products or services FIGURE 3. NORTH AMERICAN BRANDS FIND MORE SUCCESS WITH SOCIAL MEDIA MARKETING THAN EUROPEAN COUNTERPARTS Question: Rate the effectiveness of social as a platform to address the following marketing objectives. (% of those who responded “Somewhat Effective” to “Very Effective”) Source: Altimeter, Social Business Survey, 2016; Base: respondents from organizations with > 500 employees: Europe n=202; North America n=321 Purchase: Fascilitate sales (e.g., social buy buttons, chatbots, etc.) Post- Purchase: Product support, customer service 81%85% 74% 79% 72% 84% 70% 84% 71% 81% 78% 85% North America Europe PREVIEW COPY
  • 7. 7 PREVIEW COPY TO DOWNLOAD THIS REPORT IN FULL AT NO COST, PLEASE VISIT OUR WEBSITE AT http://www2.prophet.com/2016-state-of-social-business