Calling All Social Business Visionaries

December 6th, 2010 by Matthew Rosenhaft Leave a reply »

If you are a senior executive who get “social business” we need you to come into the Social Executive Council (LinkedIn Group) as a first stage introduction (with over 20% of the Fortune 100 represented at the senior exec level – it is rapidly becoming the core group for senior execs in this area), then read our blog in depth to see how we fit into the bigger enterprise strategy, and then talk with Judy to see how we can help you own this for your organization and eventually your market. 

The good news/bad news is that we are rapidly becoming overwhelmed with people who could potentially be interested in building a social business plan/organization/etc. that we need a way to filter the early adopters from the people who are just merely interested.

This is area is so hot that we have invested so much into the Social Executive Council and our Social Gastronomy blog to help people conceptualize the impact of social business, figure out whether they are ready for a real conversation around strategy, and where to start within their organization. Great problem to have so many interested, but we realized that we need more time working with those who are ready to operationalize social business.

This model actually works in that the people who are coming back in this model have thought through how they will own and they are more serious. But, this is typical of when the hockey stick kicks in… The challenge is that as more companies realize they need a larger corporate strategy, the number of qualified consultants cannot keep up with the demand. The company that can create a standardized methodology, hire and train the right people, and execute in a consistent manner will be much better positioned to scale with the demand.

We are already seeing the ROI model, building a comprehensive business core value and competitive impact value statement. Board and CEO discussion versus functional ROI – we need to build 3-5 year roadmaps for consulting, but the best practices start small, but build context for long term business impact.

We already have the tactical execution roadmaps done, ROI mapping, but we needed a comprehensive core business impact value proposition that will move them quickly because of the urgency around competitive first mover advantage. We now have enough client engagements under our belts that we have been able to test our methodology and believe it scalable sufficient to meet the business requirements for even the largest organizations.

For example, in our social marketing practice; we have been looking at how to you make a transition from informational to engaging in the buying process via social media. In essence, when does the marketing end and the selling begin? We are working not only to make this process predictable and consistent across large variable customer types, but also to leverage the new aspects of the medium – id buyer psychographics and identify different learning styles to create a better personalized engagement – you can’t do that via traditional marketing.

No one has true enterprise wide case studies out there on the things that we are working on – most case studies are point solutions to a particular business problem, but not a holistic core business impact initiative.

We know that we are at the leading edge of the market because the major companies are telling us this. But this isn’t enough. We are working on the communication to the senior execs to get them to see it easier and to understand that there aren’t case studies. It isn’t what we know or believe, but what our clients’ senior executive teams are able to execute. That requires a simpler communication model and business methodology that is easier to execute.

We are building both as we speak. We have plenty of point case examples as this is the first step in the roadmap, but only now are companies ready to begin implementing a social business strategy across the enterprise.  We (the market) are building the tools to get there, but it takes time to build the content, conceptual models, and the visuals to explain this from scratch.

Think of the web, it took a few years before a comprehensive web strategy could be implemented to demonstrate the business impact. By then, the leaders were reaping the rewards in terms of business growth and market share.

That is why we need early adopters and visionaries. They need to own this for their business and be accountable for the success that we facilitate. You can’t outsource ownership of a core competitive advantage. Our job is simply to assist senior executives to build social business capabilities and accomplish success; greater, faster, easier, and with lower risk.

Matthew Rosenhaft

Matthew is a Social Marketing Executive and is co-founder of Social Gastronomy, LLC and the Social Executive Council. Prior to founding Social Gastronomy, Matthew has over 18 years’ experience as an executive in marketing, product management, and sales. Matthew has an extensive background in the SaaS Software, Social Media, Mobile, IT Services, and Telecom industries. He has prior entrepreneurial experience as a founder and executive in several early-stage venture-backed technology companies, as well as, holds several US patents for a mobile marketing technology. Matthew is a prominent blogger and regular industry speaker on social marketing and strategy topics. Matthew’s blog can be found at www.socialgastronomy.com/blog. For more information on Matthew, you can check out his LinkedIn profile at www.linkedin.com/in/rosenhaft or contact him directly at mrosenhaft@socialgastronomy.com.

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