Business Use Cases for SNR

The Social Network Roadmap(SM) enables commercial, nonprofit and government enterprises to create more value with social business, social networking and other disruptive Web 3.0 technologies. The Social Network Roadmap (“SNR”) is a framework of tools, processes and services that helps managers to mitigate social business risks across the entire social business life cycle, which we define as Feasibility, Strategy, Pilot, Scale and Integrate. Several years of client work have validated the premise of SNR: organizations that use strategy and lean project management to minimize mistakes can adopt social business more aggressively and efficiently than their rivals.

Social Network Roadmap(SM) Use Cases

social network roadmap use casesSNR is distinguished by its robust strategy, so people who realize the most value are often in high-stakes situations like these:

  • M&A—Management is preparing to sell the firm or merge and wants to engage stakesholders like regulators, potential buyers and analysts as well as clients. These are often fast-cycle engagements with high risk, so the firm wants to use strategy to get it right the first time.
  • Post-merger integration—Firm leadership wants a strategy for superior outplacement, attracting new talent and better collaboration among employees.
  • Go-to-market—The executive team wants a strategy to use social networks to support a major go-to-market initiative.
  • StartRight—The company has little/no experience, limited resources and wants to minimize unproductive experimentation. These firms typically have very conservative cultures in which idle experimentation is very risky, so they want strategy to help them aim before firing.
  • NegativeUGC—The firm or a close competitor has suffered from painful “user-generated content” like United, Domino’s, KFC or McDonald’s and management wants to mitigate the risk that it will happen to them.
  • NextLevel—Various groups have experimented with any combination of Facebook, LinkedIn, blogging, Twitter and YouTube with mixed results, and management wants to formalize and expand the approach by using strategy to formalize and coordinate intent.
  • Orphans—The organization has launched blog(s)/Facebook Pages/LinkedIn Groups/Twitter accounts and abandoned them because they didn’t have the resources to engage readers. It requires explicit strategy to focus its interactions in major platforms.
  • Lackluster—The department has built its own social network with Lotus Connections, Microsoft Sharepoint or a pureplay platform like Ning, Small World Labs or Groupsites—with tepid results. They admit that they don’t know what they are doing, or what’s possible, so they use strategy to regroup.
  • EmployeeAlumni—Managers have heard about using social networks to change the alumni approach and want a means to pilot an alumni social network to drive down recruiting and business development costs.
  • Industry-focused social business opportunityHere is a summary of some of the most exciting social business opportunities we see in financial services, healthcare and others.

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