Enterprise Best Practice For Community
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The document outlines best practices for enterprise online communities, emphasizing the need for integrating interactivity into business models and the importance of understanding member needs. It distinguishes between various types of enterprise communities and highlights strategic planning, audience targeting, and content relevance as critical factors for success. Additionally, it discusses common missteps in community development and emphasizes the role of effective governance, member engagement, and measurement metrics to ensure the community meets business objectives.
![L E A D E R NETWORKS
Welcome to the XPC
Conference attendees continue the
discussion and networking on XPC.
[read more]
The Premier Community for Practitioners Seeking to
Achieve an Execution Premium.
Takehiko
Nagumo
Senior Vice
President,
Union Bank
of California
Patricia Bush
Welcome to the XPC
Mohammed Al
Dhaheri
Etihad Airways
MaryCarrera
State Street Bank
Jim Rodgers
Boeing
Ralph Simon
Vivendi
Before taking this position, he was
VP of Corporate Planning Division
in NY both at The Bank of Tokyo-
Mitsubishi UFJ. Takehiko has
successfully implemented the
BSC twice…
Lucia Fortini
Frank Del Rio
Lessons in how to manage through today’s
downturn from companies that made it through the
last one.
[read more]
The Palladium Group Execution Premium Community
In Association With:](https://image.slidesharecdn.com/sncrenterprisebestpracticeforcommunity-090429111237-phpapp01/85/Enterprise-Best-Practice-For-Community-17-320.jpg)
Enterprise Best Practice For Community
- 1. L E A D E R NETWORKS Enterprise Communities: Best Practices and Lessons Learned Vanessa DiMauro CEO, Leader Networks & SNCR Fellow @vdimauro NewComm Forum April, 2009 1
- 2. L E A D E R NETWORKS Enterprise Communities are Good Business • Break down geographical barriers globally • Connect people in different ways through online interaction • Allow for more detailed and sustained conversations • Deepen customer relationships • Offer interactive access • To people, relevant content and tools professionals need to succeed • Build trusted relationships • Providing better communication channels with staffs, clients, prospects and partners • Generate revenue or business returns • While ultimately serving member needs Copyright © 2009 Leader Networks 2
- 3. L E A D E R NETWORKS Online community UGC/ Content Collaboration Media Online Communities The Centerfold of Social Media 3Copyright © 2009 Leader Networks
- 4. L E A D E R NETWORKS Guiding Factors for Enterprise Communities • Integrating interactivity into the enterprise business model – Companies need to think more about ways to bring online participation into their business models in ways that serve the business and the customer goals alike. – People’s expectations are changing.. They no longer want to be passive recipients of information and experiences. • The human process & trust factor – what works in the face world will work in an online environment – but broken process in real life can’t be fixed by putting a tool atop. – Need clear definition about what are the behaviors the business wants to support before launching a tool to support it. 4
- 5. L E A D E R NETWORKS Enterprise Communities Require A Business Process Redesign 5 Strapping new tools onto an old process won’t yield the desired results Copyright © 2009 Leader Networks
- 6. L E A D E R NETWORKS Enterprise Community Strategic Planning Begin with the end in mind Find the overlap & build for relevance to both audiences What does the business need for the community to be successful? What do community members need from the community to get value? Copyright © 2009 Leader Networks 6
- 7. L E A D E R NETWORKS Three Types of Enterprise Online Communities 1. Information Dissemination The organizing body defines content, message and outcome. Highly controlled, paternalistic environment 2. Shop-Talk Discussion groups that focus on accomplishing a task, exchange of transactional information or getting help. “How can I?” “Where do I?” 3. Professional Collaboration / Learning Communities A safe, private online space purposefully designed to foster conversation. Tends to be membership-driven or subscription-based. Copyright © 2009 Leader Networks 7
- 8. L E A D E R NETWORKS Enterprise Communities Differ From Consumer Communities Consumer Communities (B2C)  Large numbers – types and audiences  Users share an experience  Focus on low-touch services  Forums, ratings and self-serve offering  Typically quick to scale but users have weak ties  Interpretive mission  Business model: Scale = financial success Enterprise Communities (B2B)  Number can vary  Members share a purpose  Focus on higher-touch services  Programmatic membership offering (custom content, events ...)  Typically slow to scale but members have stronger/more persistent ties  Mission that is visibly embraced  Business model: Hybrid. Relevance and target audience drive partner and member revenue 8Copyright © 2009 Leader Networks
- 9. L E A D E R NETWORKS Enterprise Community Audience Consumer Communities – Target general public – many and more – SEO, advertising and blogger outreach drives traffic – “accept” (celebrate!) all who join Enterprise Communities • Target highly defined memberships by business process or solution focus – Invitations and WOM drives traffic • Google tracking and SEO often ineffective for private (gated) communities – Develop clear membership guidelines and adhere to them strictly to yield credibility – Membership acceptance criteria often a gating factor (role, title, buying relationship) 9Copyright © 2009 Leader Networks
- 10. L E A D E R NETWORKS Enterprise Community Design Enterprise communities must be more intuitive and simplified than consumer communities • Consumers are more agile users than business users • B2B users are more focused on solving problems ... • ... and are less tolerant than consumers • Make no assumptions about Web 2.0 usage – “basic” Web 2.0 tools may not be well understood 10Copyright © 2009 Leader Networks
- 11. L E A D E R NETWORKS Enterprise Community Content Enterprise community content must support a business process • Enterprise communities connect information with a purpose • Solve a business problem or support a business process • Each content piece must be useful, usable and engaging – Concierge approach to interactions and information for the members – “The Neiman Marcus Model” • Must offer information that cannot be obtained elsewhere 11Copyright © 2009 Leader Networks
- 12. L E A D E R NETWORKS Member-Generated Content • Profiles / home pages • Product ratings • Product reviews • Interviews and high-value content creation Member-To-Member Interaction • Discussion Forums • Blogs, Wikis and social media entries • Member created podcasts • Phone calls Events • Guest events • Expert Seminars • Virtual meetings / Trade Shows Outreach • Newsletters • Volunteer / Leader programs • Polls / surveys • Driving Participation: Interaction management and facilitation. ( Driving Conversion: All other site interaction. IE: polls / surveys, answering specific questions, rating content, participating in events…etc Typical Enterprise Community Programs Copyright © 2009 Leader Networks 12
- 13. L E A D E R NETWORKS What Can you Expect From Your Members? Visitor Novice Regular Leader Visitors: People without a persistent identity in the community. Novices: New members who need to learn the ropes and be introduced into community life. Regulars: Established members that are comfortably participating in community life. Leaders: The most active “regular members” who volunteer to facilitate and monitor discussions, get involved in the operational decisions and product definitions for the community, and helps the community evolve and run smoothly. Copyright © 2009 Leader Networks 13
- 14. L E A D E R NETWORKS EXAMPLES OF SUCCESSFUL ENTERPRISE COMMUNITIES 14
- 15. L E A D E R NETWORKS Enterprise Community Categories • Enterprise Buyer /Audience Communities – The Palladium Group XPC – Cognizantii - community for Cognizant’s clients – EMC community – CIO Magazine’s CIO Counsel – IntegrativePractitioner.com • Professional Market Makers – Martindale-Hubbell Connected – Sermo.com – Inmobile.org – TheFunded.com – WegoHealth.com 15
- 16. L E A D E R NETWORKS INmobile.org Copyright © 2009 Leader Networks 16
- 17. L E A D E R NETWORKS Welcome to the XPC Conference attendees continue the discussion and networking on XPC. [read more] The Premier Community for Practitioners Seeking to Achieve an Execution Premium. Takehiko Nagumo Senior Vice President, Union Bank of California Patricia Bush Welcome to the XPC Mohammed Al Dhaheri Etihad Airways MaryCarrera State Street Bank Jim Rodgers Boeing Ralph Simon Vivendi Before taking this position, he was VP of Corporate Planning Division in NY both at The Bank of Tokyo- Mitsubishi UFJ. Takehiko has successfully implemented the BSC twice… Lucia Fortini Frank Del Rio Lessons in how to manage through today’s downturn from companies that made it through the last one. [read more] The Palladium Group Execution Premium Community In Association With:
- 18. L E A D E R NETWORKS ENTERPRISE COMMUNITY BEST PRACTICES 18
- 19. L E A D E R NETWORKS Constituency Identification Is Key Understanding who you serve and in what ways provides the driving business rationale for an enterprise community program. This leads to members who engage with each other and the enterprise and sustains their interest. The who dictates the where, when, why and how. Copyright © 2009 Leader Networks 19
- 20. L E A D E R NETWORKS The Most Important Thing To Get Right • Pick the right interactive model to support the community • Profile your constituency • The “who” dictates the how and the why Offer a value proposition that is so compelling (from the user’s POV) that they must engage to survive professionally Only then, can you create • High level feature maps to figure out the right tools • Wrestle with a content plan that meets their needs • Design engagement activities which support member and enterprise goals and values Log on Upload profile Out reach to a key leader Read the X doc Copyright © 2009 Leader Networks 20
- 21. L E A D E R NETWORKS Online Community Success Equation (R1) The right approach to leverage a key business opportunity + (R2) The right people – both constituents and staff + (T) Tools well-matched to serve the interactive goals = (S) Successful execution R1 + R2 + T = S Copyright © 2009 Leader Networks 21
- 22. L E A D E R NETWORKS Misstep: Business Goals Don’t Match Community Features Intention and outcome need to be aligned The WHO should dictate the HOW and the WHY 22Copyright © 2009 Leader Networks
- 23. L E A D E R NETWORKS Misstep: “Tool Talk” Before Business Strategy 23Copyright © 2009 Leader Networks
- 24. L E A D E R NETWORKS Misstep: Building Mausoleums instead of Sherpa Tents Evolutionary sprints are key Build, learn, evolve, build, learn, evolve, build ... 24Copyright © 2009 Leader Networks
- 25. L E A D E R NETWORKS Misstep: Excessive Exuberance Monitor and Measure to Know and Grow The Right Metrics Matter! 25Copyright © 2009 Leader Networks
- 26. L E A D E R NETWORKS Misstep: Lack of Business Integration 26Copyright © 2009 Leader Networks • Leverage what you learn internally • Mine the raw data for trend analysis • Report findings and outcomes to sales/marketing/product development • Link to CRM systems
- 27. L E A D E R NETWORKS Metrics in Context for Enterprise Community 1 to 9 to 90: Leaders to activists to members Interactivity Ratio: 25% One-quarter of community members participate in a given time period Log on Upload profile Out reach to a key leader Read the X doc Best Practice: Determining Value to X a) Identify the business value drivers for the community b) Research normative returns for community, industry and company c) Develop KPIs and KRI to measure activity d) Establish data tracking and reporting system 27Copyright © 2009 Leader Networks
- 28. L E A D E R NETWORKS Sample Metrics for a Enterprise Community Financial Metrics: revenue generated (direct and indirect i.e. client retention or pass through revenue gained through bundled services) – Minus operational costs Operational Metrics: Fully burdened costs of community operations including technology, development, content acquisition, staffing Business Metrics: Click-throughs/logins, industries serviced, # of members who are clients, title portfolio of membership Marketing Metrics: New member acquisition costs, Cost per Member (CPM) against Revenue per Member (RPM), Event or campaign outcomes Editorial Metrics: Cost of content creation, % of UGC, content ratings/rank Member Metrics: # of members login/time, % of profiles complete, return rate, premium conversion rate, revenue generated per member, number of posts per member, average page views per member or group, engagement metrics 28Copyright © 2009 Leader Networks
- 29. L E A D E R NETWORKS 29 Enterprise Community is NOT Marketing • Community members provide valuable information, content & feedback to marketing/membership. • Marketing/membership provides value added services and products to members in exchange for interaction. • Identifies and sells the community to prospects • Hands the new members over to the Community team HandOver • Manage the member lifecycle • Create value for members • Establish trust • Create Leaders and “Most Valued Members” • Create opportunities for Marketing to interact with the membership Community Team Marketing & Membership
- 30. L E A D E R NETWORKS Initial Challenges • Governance – Strategy – Staffing • Brand Execution – Promotion • Technology – Selection, Implementation • Evolution – Member Acquisition – Member Engagement model – Operations • Continuous Improvement – Leading Metrics Copyright © 2009 Leader Networks 30
- 31. L E A D E R NETWORKS An Enterprise Community Project Plan 31 Tools & Techniques System DesignPlan Goals and Key Objectives Metrics and Milestone Innovation Design Development Assessment Align with Marketing Prototype tools Identify key goals: i.e. reputation management, peer group collaboration, thought leadership, evangelization Design document: Who – do you want to attract or connect with What – is your point of view: expert, learner, specialty, tone When – timeframe for mini- milestones that support goals Where – digital channels Why – measurement goals. Features & Business Requirements drive tool choices Defining success, measure and review Copyright © 2009 Leader Networks Revisit goals & continue
- 32. L E A D E R NETWORKS Strategic Success Factors for Enterprise Communities • Solve a business issue or enable a business process improvement – faster or better than in person • Be easy and intuitive • Involve users in co-creation • Have a strong executive sponsor who is willing to lead by example • Generate clear revenue or returns • Outcomes of use must be linked to key internal functions like marketing, sales, product development • Have a well crafted user engagement plan (beyond the 100 days plan) Copyright © 2009 Leader Networks 32
- 33. L E A D E R NETWORKS Thank you Vanessa DiMauro, Leader Networks Contact: http://www.leadernetworks.com vdimauro@leadernetworks.com @vdimauro 617-484-0778 33