The Socially Engaged Enterprise
The future of the enterprise is social engagement: the active, mutually-beneficial exchange of value between an organization and its constituents (employees, customers, partners, and other stakeholders). This mutual exchange of value is not just about products but about useful information that builds commonality of interests and a sense of trust. Organizations are moving from an experimentation phase to achieving measureable business impact on social engagement activities. This will be the year CEOs, CMOs and CCOs establish KPIs and benchmarking to better measure performance. New research from PulsePoint Group, in collaboration with The Economist Intelligence Unit, called “The Economics of the Socially Engaged Enterprise (Wave 1 – 2012) assures companies that their investments in social engagement can be rewarded, provided they do it right.
PulsePoint Group Partner Jeff Hunt defines a socially engaged enterprise and discusses the imperative of C-level advocacy for social engagement success.
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.
This paper is an executive summary of “The Economics of the Socially Engaged Enterprise (Wave 1 – 2012)” study conducted by PulsePoint Group in collaboration with The Economist Intelligence Unit. It presents key findings and profiles the six types of socially engaged organizations.
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PulsePoint Group’s study, “The Economics of the Socially Engaged Enterprise(Wave 1 – 2012),” shows companies that fully embrace social engagement are experiencing four times greater business impact than less-engaged companies. The research identifies six types of socially engaged enterprises and provides insights for organizations that want both to measure themselves against peers and find the right strategy for improving business and economic impact from their investments in social engagement.
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PulsePoint Group, in collaboration with The Economist Intelligence Unit, reveals results of the study “The Economics of the Socially Engaged Enterprise (Wave 1 – 2012)” at the Arthur W. Page Society Spring Seminar “Engagement in the New Media Age.” Six segments of social engagement emerge, and leaders experience 4x better returns.
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This paper explains the core tenets of becoming a socially engaged enterprise and offers examples of how companies like Ford, Dell, Cisco, Delta, and P&G have experienced significant advantage in improving marketing and sales effectiveness, market share, and brand value.
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