Even though social media has evolved substantially over recent years, many working in the industry still struggle to analyze and measure the value of their work – particularly when it comes to explaining the benefits to executives. Explaining the impact that social can have on marketing, PR and customer service remains challenging as does proving ROI in a language that the C-suite can understand.
It's not always easy to be the trendsetter, especially at work. And it's definitely a challenge to convince the C-suite that a major investment in social will turn out to be worth it if you don't have the ability to make a strong case for yourself.
The business landscape has undergone seismic shifts with the advancement of social, tech integration, and analytics. To keep up with those shifts, there has emerged a growing need for new executive roles. Introducing the Chief Data Officer (CDO) and the Chief Commercial Officer (CCO).
If you want real results with your employee brand advocacy program, everyone from the CEO and c-suite, executive directors to employees must have skin in the game. Take a listen to this episode of the Social Zoom Factor podcasts for a discussion on why key stakeholders, business leaders and employees must invest in employees and why employees must be committed to the program for the right reasons.
When that next board meeting happens and the powers that be say no to marketing evolution, and yes to more media buys and vanity metrics, stand up (if you aren’t afraid) and share with them the risk of doing the same, and why the things that have worked in the past will no longer work today.
One might think that confidence is broadly speaking a positive thing in the workplace, as it provides one with the necessary belief to do unusual or innovative things without doubting your abilities or the potential outcome. Take it too far, however, and it’s easy to see the pitfalls.
For the past 20+ years, there may have been no two positions in an organization more disconnected than marketing and technology. Today that is all different. Now the two are working together every day as the tools and applications that drive marketing are being found in the cloud, on mobile devices and in pockets of an organization where the IT department has little to no awareness of their use.
Without a doubt, there is a need to redefine the role of the marketer for the digital age. But that's not sufficient. Digital is not limited to marketing; change has to originate from the C-Suite to actively lead the transformation to the social business.
Technology buyers know what they need, and they often have a roadmap the stretches one to three years in the future. As a result, they’re looking for solutions to a well-defined set of problems. Here are some insights from an executive roundtable hosted by the Georgia CxO Forum, the Social Executive Council and TAG Social.