See the latest Social Media Accelerator application findings from PulsePoint Group

 

Segments:

Trail Blazers

Trail Blazers:

Trailblazers understand that new thinking takes a long time. The use of key engagement metrics evolving around advocacy development, tracking influencers who “unfollow” and metric tools like Klout while consistently using economic metrics aid in managing their extensive deployment of social media platforms. Not surprisingly, Trailblazers use special internal groups to manage their presence in social networks like LinkedIn, Twitter and photo-sharing platforms. This holistic approach to social media delivers content designed to drive access to new markets, training and brand reputation.

Creators

Creators:

The Creators know the value of groups to drive change and spend appropriately to acquire better technologies to deliver large deployments of social media. With this value comes extreme focus on using social media to change business processes through the use of legal resources, daily metrics and performance as a key resource requirement. Creators develop stakeholder Q&A and provide in-depth content on key, industry subject matter relevant to their industry. Creators aren’t heavily invested in sales or marketing content, but see review sites, blog platforms, video sites and podcast as critical overall activities.

Thrivers

Thrivers:

A wide range of investments in resources and activities before social media investments occur shows how this group understands the need to build the right architecture for success. A limited range in social media content and and extensive use of social media platforms describe this group. It is a unique range of new and more established social media platform choices with new ones like photo sharing indexing 200%. Change on all the stages happens very fast. Measurement influencers come from outside the prototypical sales and marketing groups to operations, finance and external consultants who are a key delivery agent for the organizations.

Observers

Observers:

Observers are still waiting, watching and studying how other companies in their industry and overall marketplace use social media. Organizations that fall in this segment have low investments in resources and activities to drive social media engagement. Observers have extremely limited use of effective metrics, and not coincidentally, strategy planning and deployment of social media takes significantly longer than their peers. As a result, social media focus tends to be on the company website.

Incrementalist

Incrementalist:

Incrementalists have a slower methodical approach to building their social media presence, choosing to build from the inside out. Use of internal social networks like Yammer and social search are highly important to the Incrementalists. Staff members with specific skills in social media are recruited into the organization and key personnel go through extensive training. Internal teams of specialists deliver and execute social programs and are led by key metrics to understand performance, however external consultants are brought in to assist with metric performance models.

Dreamers

Dreamers:

Legal is a key part of the activities invested in to get social working. An internal social networking platform tends to be present and actively used more so than other resources that are believed to be needed, a wide use of a range of social media platforms. Social search is a key area for social media investment. Advocate development as a metric of success is more important than for any other segment. Key advocate groups are not the typical ones of sales and marketing, but IT and finance, legal and compliance.

Segments:

Trail Blazers
Creators
Thrivers

Trail Blazers

Trailblazers understand that new thinking takes a long time. The use of key engagement metrics evolving around advocacy development, tracking influencers who “unfollow” and metric tools like Klout while consistently using economic metrics aid in managing their extensive deployment of social media platforms. Not surprisingly, Trailblazers use special internal groups to manage their presence in social networks like LinkedIn, Twitter and photo-sharing platforms. This holistic approach to social media delivers content designed to drive access to new markets, training and brand reputation.

Creators

The Creators know the value of groups to drive change and spend appropriately to acquire better technologies to deliver large deployments of social media. With this value comes extreme focus on using social media to change business processes through the use of legal resources, daily metrics and performance as a key resource requirement. Creators develop stakeholder Q&A and provide in-depth content on key, industry subject matter relevant to their industry. Creators aren’t heavily invested in sales or marketing content, but see review sites, blog platforms, video sites and podcast as critical overall activities.

Thrivers

A wide range of investments in resources and activities before social media investments occur shows how this group understands the need to build the right architecture for success. A limited range in social media content and and extensive use of social media platforms describe this group. It is a unique range of new and more established social media platform choices with new ones like photo sharing indexing 200%. Change on all the stages happens very fast. Measurement influencers come from outside the prototypical sales and marketing groups to operations, finance and external consultants who are a key delivery agent for the organizations.

Observers

Observers are still waiting, watching and studying how other companies in their industry and overall marketplace use social media. Organizations that fall in this segment have low investments in resources and activities to drive social media engagement. Observers have extremely limited use of effective metrics, and not coincidentally, strategy planning and deployment of social media takes significantly longer than their peers. As a result, social media focus tends to be on the company website.

Incrementalist

Incrementalists have a slower methodical approach to building their social media presence, choosing to build from the inside out. Use of internal social networks like Yammer and social search are highly important to the Incrementalists. Staff members with specific skills in social media are recruited into the organization and key personnel go through extensive training. Internal teams of specialists deliver and execute social programs and are led by key metrics to understand performance, however external consultants are brought in to assist with metric performance models.

Dreamers

Legal is a key part of the activities invested in to get social working. An internal social networking platform tends to be present and actively used more so than other resources that are believed to be needed, a wide use of a range of social media platforms. Social search is a key area for social media investment. Advocate development as a metric of success is more important than for any other segment. Key advocate groups are not the typical ones of sales and marketing, but IT and finance, legal and compliance.

Segments:

Trail Blazers

Trailblazers understand that new thinking takes a long time. The use of key engagement metrics evolving around advocacy development, tracking influencers who “unfollow” and metric tools like Klout while consistently using economic metrics aid in managing their extensive deployment of social media platforms. Not surprisingly, Trailblazers use special internal groups to manage their presence in social networks like LinkedIn, Twitter and photo-sharing platforms. This holistic approach to social media delivers content designed to drive access to new markets, training and brand reputation.

Creators

The Creators know the value of groups to drive change and spend appropriately to acquire better technologies to deliver large deployments of social media. With this value comes extreme focus on using social media to change business processes through the use of legal resources, daily metrics and performance as a key resource requirement. Creators develop stakeholder Q&A and provide in-depth content on key, industry subject matter relevant to their industry. Creators aren’t heavily invested in sales or marketing content, but see review sites, blog platforms, video sites and podcast as critical overall activities.

Thrivers

A wide range of investments in resources and activities before social media investments occur shows how this group understands the need to build the right architecture for success. A limited range in social media content and and extensive use of social media platforms describe this group. It is a unique range of new and more established social media platform choices with new ones like photo sharing indexing 200%. Change on all the stages happens very fast. Measurement influencers come from outside the prototypical sales and marketing groups to operations, finance and external consultants who are a key delivery agent for the organizations.

Observers

Observers are still waiting, watching and studying how other companies in their industry and overall marketplace use social media. Organizations that fall in this segment have low investments in resources and activities to drive social media engagement. Observers have extremely limited use of effective metrics, and not coincidentally, strategy planning and deployment of social media takes significantly longer than their peers. As a result, social media focus tends to be on the company website.

Incrementalist

Incrementalists have a slower methodical approach to building their social media presence, choosing to build from the inside out. Use of internal social networks like Yammer and social search are highly important to the Incrementalists. Staff members with specific skills in social media are recruited into the organization and key personnel go through extensive training. Internal teams of specialists deliver and execute social programs and are led by key metrics to understand performance, however external consultants are brought in to assist with metric performance models.

Dreamers

Legal is a key part of the activities invested in to get social working. An internal social networking platform tends to be present and actively used more so than other resources that are believed to be needed, a wide use of a range of social media platforms. Social search is a key area for social media investment. Advocate development as a metric of success is more important than for any other segment. Key advocate groups are not the typical ones of sales and marketing, but IT and finance, legal and compliance.

C-Level Advocacy

PulsePoint Group Partner Jeff Hunt defines a socially engaged enterprise and discusses the imperative of C-level advocacy for social engagement success.

Methodology

PulsePoint Group Partner Michael Gale discusses the methodology behind the study, “The Economics of the Socially Engaged Enterprise,” explains executives’ perceptions on the business value of social engagement, and presents a social journey map for companies to follow.

Recent Accelerator Articles:

Content Hub

There was a day when people received most of their news and information from newspapers, where staff not only chose the topics to cover but also created the content. As people have shifted increasingly to online news information, we are seeing the rise of the content hub. 

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The Behavioral Traits of Great Chief Social Officers – or Social Maestros

Well-engineered social engagement strategies and executions yield exceptional perceived and measured economic returns for organizations, especially inside the Fortune 1000.  

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