The Social Media Strategy Framework presented in this book offers a unique and comprehensive end-to-end approach. It takes a company from the point of understanding the value of social media for business to the point of implementing a solution that meets its business needs.
The Framework is distinguished by several elements:
It focuses on building a sustainable use for social media along the business value chain.
It aligns with company strategic objectives and business context.
It identifies key elements to create a strong foundation for social media use in the company.
It separates internal and external social media uses.
It is NOT a technology implementation.
Additionally, the case studies presented in this book and on the corresponding website highlight successful social media implementation in business by companies in Europe.
Sprache
Verlagsort
Zielgruppe
Für Beruf und Forschung
Für die Erwachsenenbildung
Illustrationen
zahlr. Abb., durchgehend farbig
Dateigröße
ISBN-13
978-3-7281-3558-2 (9783728135582)
DOI
Schweitzer Klassifikation
1 - Cover [Seite 1]
2 - Imprint [Seite 4]
3 - Contents [Seite 5]
4 - A Sustainable Approach to Social Media for Businesses [Seite 9]
5 - The Social Media Strategy Framework [Seite 17]
5.1 - Why is a Social Media Strategy Framework important? [Seite 17]
5.2 - The difference between social media strategy and social media marketing strategy [Seite 19]
5.3 - Applying the Social Media Strategy Framework [Seite 20]
5.4 - Applying the Social Media Strategy Framework in large companies [Seite 22]
5.5 - Applying the Framework in small companies, non-profits or charity organisations [Seite 22]
5.6 - 2.1 Develop the strategy [Seite 24]
5.6.1 - 2.1.1 Inputs required for Phase 1 [Seite 25]
5.6.2 - 2.1.2 Determine objectives and readiness [Seite 28]
5.6.3 - 2.1.3 Identify initiatives and prioritise [Seite 34]
5.7 - 2.2 Eight key considerations [Seite 40]
6 - Plan and Deliver Enterprise Collaboration Initiatives [Seite 47]
6.1 - Transforming the way people work together [Seite 49]
6.2 - Types of enterprise collaboration platforms [Seite 50]
6.3 - User levels [Seite 51]
6.4 - 3.1 Enterprise collaboration focus areas [Seite 53]
6.5 - 3.2 Approaching enterprise collaboration [Seite 55]
6.5.1 - 3.2.1 Plan implementation [Seite 55]
6.5.2 - 3.2.2 Build and launch [Seite 59]
6.5.3 - 3.2.3 Continuous management [Seite 61]
6.6 - 3.3 Enterprise collaboration adoption tactics [Seite 62]
7 - Plan and Deliver Business 2.0 Initiatives [Seite 67]
7.1 - The social customer [Seite 68]
7.2 - Types of Business 2.0 tools [Seite 71]
7.3 - 4.1 Business 2.0 focus areas [Seite 72]
7.4 - 4.2 Approaching Business 2.0 [Seite 74]
7.4.1 - 4.2.1 Plan [Seite 74]
7.4.2 - 4.2.2 Innovate [Seite 81]
7.4.3 - 4.2.3 Setup [Seite 82]
7.4.4 - 4.2.4 Launch [Seite 85]
7.4.5 - 4.2.5 Operate [Seite 86]
7.5 - 4.3 Social media engagement tactics [Seite 86]
8 - Social Media Strategy: Key Lessons Learned from Successful Examples [Seite 95]
8.1 - Case study: Social media customer service at Swiss International Air Lines [Seite 96]
8.2 - Case study: Excellent customer service in social networks at Eurail [Seite 97]
8.3 - Case study: Platform to boost employee collaboration at Swiss Re [Seite 99]
8.4 - Case Study: Customer care and peer support through social media at Swisscom [Seite 100]
8.5 - Case Study: Innovative banking customer service from Finansbank [Seite 102]
8.6 - Case Study: Innovation management to improve product development at IBM [Seite 103]
