The Impact of Social Networks on Growth of Business Make Social Networks Work Their Magic on Your Business Strategies

Total Page:16

File Type:pdf, Size:1020Kb

The Impact of Social Networks on Growth of Business Make Social Networks Work Their Magic on Your Business Strategies The Impact of Social Networks on Growth of Business Make Social Networks work their magic on your business strategies www.hexaware.com Preface Business strategists and leaders recognize the importance of social media due to its strong technical roots and ability to shape future technical trends. Social platforms employ cloud technologies, APIs, natural language processing engines, artificial intelligence, Internet of Things, and geo-location to create an omni-channel experience for users and generate deep level insights and business opportunities for industry and business leaders. Despite of its evident benefits, several B2B companies who are still experimenting with social media and their social engagement strategies are not geared to evolve at the frantic rate at which social media is evolving. Hexaware’s Social Media oerings help such B2B companies address current and future strategic and marketing requirements and enable businesses to meet their vision and goals. We leverage social media to help you pursue strategic transactions, create brand awareness, establish thought-leadership, manage online-reputation, generate sales leads, and explore viability of new business ideas. With our innovative Social Media solutions, we integrate social touchpoints at every stage of key-decision makers’ journey to share useful information and content, provide insights and updates, and empower them to make the right decision for themselves. Hexaware can make your digital journey more productive and result-driven. Introduction Over the last 5 years, social media has changed the business landscape by connecting over 2 billion people on a single suite of platforms. Facebook, YouTube, LinkedIn, Twitter, Instagram, and many other social media sites allow organizations to meet people across every geography and every niche. Today businesses are looking for a robust and practical social media solution to sustain their growth. Impact of Internet on Business Before taking a deep dive in social media, let’s look at the path through which we have reached here. The journey starts through development of Internet, the technology that has been universally described as the greatest invention of modern times. In the last 25 years, Internet has fundamentally changed the way business is done, conceptualized and strategized. It connected 100s of millions of computers and made the world notice the power of information, shared by all and made accessible to all. In 1991, World-Wide-Web was launched as an interface to access information residing on networked computers through websites. A few years down the line, we had millions of websites and hundreds of millions of webpages. Most of these websites oered little or no value, but they were instrumental in raising public consciousness about value of internet and connected networks. By 2002, a web-presence had become a part of a legitimacy check for every business, giving rise to an interesting and accurate notion that ‘if you are not found on Google, you don’t exist’. Organizations that meant business, and intended to stay relevant, invested in creating their web identities, and in the process discovered that web not only supported businesses but also sustained them. • Engagements Web and Online • SEO Social Business Model • Bill Boards • Inbound Business Address: • SEM Address: FB, Twitter, • TV, Radio • Profiling www.xyz.com • Banner Ads Instagram, LinkedIn • Newspaper • Predictive AI • Clickbait • Magazines • Kiosks 1993 1990 2010 2010 Brick and Mortar Business Address: ‘City, Street, Zip Commercial Web 2.0 Social Engagement code’ Internet and www Technologies Technologies Figure 1.1 Evolution of Social net Emergence of Social Media as the New Identity of Business In 2003, the idea of Web 2.0 set forth concepts of ‘Intuitiveness’, ‘Interoperability’ and ‘User Generated Content’. In other words, it made Internet participative and interactive. From being a one-to-many channel of information dissemination, WWW transformed into a many-to-many channel of sharing and collaboration. As users grew more comfortable with sharing and creating content on the Internet, Facebook (2004), Twitter (2005) and YouTube (2005) emerged to capitalize on this change of behavior, and eventually grew to become eponymous with the idea of social media. Initial social media users were mainly students and hobbyists who used it for fraternizing and as a getaway from profession-bound activities. However, as students moved up on their career trajectories and entered business and economics, they sowed social media concepts in their work-field and helped spread the idea. Social platforms achieved their sharpest increase between 2008 and 2013, with over 1 billion active monthly users accessing dierent channels by end of 2012. Today these platforms host largest communities on Internet, for whom thinking, and sharing are ingrained as part of their personal and professional lives. 1 Many businesses were quick to realize the benefits of social media Platforms as early as 2008. Dell, Nike, Amazon, Ford, GE etc. were among the early movers who capitalized on new channels’ strength and influence in reaching out to their target audience. Since then, millions of businesses have successfully made social a part of their marketing and strategic armory. Social media is now a substantial part of every marketing strategy, and the benefits of using social media are so great that anyone not implementing this cost-effective resource is missing out on a phenomenal marketing opportunity. Social media platforms have impressed both marketers and strategists on the strength of their functional and technological attributes. Marketers who understand how users have become independent and choice conscious in this digitally connected world realize that sponsored content, paid Figure 2.1 Social Media-Technology Wheel advertisements, and in-your-face outbound messaging are on a downward spiral. Social media platforms allow marketers to engage their target Social Media Users by Age audience with thoughtful content and provide contextual experience through their products and services. Business strategists and leaders recognize the importance of social media due to its strong technical roots and ability to shape future technical trends. Social platforms employ cloud technologies, APIs, natural language processing engines, artificial intelligence, Internet of Things, and geo-location to create an omni-channel experience for users and generate deep level insights and business opportunities for industry and business leaders. Figure 2.2 Social Media Use among different age groups Social companies like Google, Facebook, LinkedIn, Instagram and Twitter are also at the forefront of new technology development and integration like Virtual & Augmented Reality, Haptic Feedback, Neural Implants and Biometrics, to name a few, that are further pushing boundaries and opening new vistas of business. Statista and Gartner reports on ‘Internet usage worldwide, 2015-16’ reveal that on an average, Internet users across the world spend 106-118 minutes every day on social media platforms alone, that scales to 40-60 hours every month, or equivalent to a full productive week! Social media usage is the heaviest among people below 40 years where over 80% of Internet users are actively using at least one social platform. This demographic group also happens to constitute the largest segment of active consumer base and decision influencers. The implications are two folds. First, a billion users spending 45 hours every month on social media has compelled every company to utilize these platforms in order to get on the radar of this influential, auent, cash-rich and always-online consumer base. Second, a billion users have clearly demonstrated their anity for social media and they will be more likely to favor and trust companies that are on similar platforms. Extending Business Value through Social Social Platforms open numerous opportunities for business developments, but at the same time they also bring a high degree of scrutiny and accountability for business enterprises. Social media users have higher expectations of trust worthiness, transparency, and ethical practices from companies on social media. Maintaining a steady reputation on social media is a challenge for even the best of the brands, as even a minor faux pas or miscommunication has potential to get amplified and go viral within hours. But brands with well-articulated social media strategy successfully pass social litmus test and enhance their business prospects. Social media is truly the great marketing equalizer. Let’s look at several key factors that help businesses create value through social media. Transparency: Social media is not a place where anyone, least a company, can easily escape consequences of misdemeanor, subterfuge or fact twisting. Social communities, in general, are extremely vigilant. They can quickly catch a lie, and it’s not uncommon for them to extensively investigate a claim to check its veracity. False claims and their perpetrators are then publicly exposed. As such any company with a serious intent of utilizing social media to drive its business should adopt a very transparent and forthcoming communication strategy. All the facts, statistics, and information a company shares should be cross verifiable and consistent across all social and public channels. Over time this strategy leads to creation of loyal follower groups who trust brands and become its advocate. 1 Online Reputation Index Context Persona Sensitivity Continuity Transparency
Recommended publications
  • Who Says Banks Can't Be Social?
    Who says banks can’t be social? Become a social bank, inside and out Headline Content Banking meets “social” ............................................................................................2 Becoming a social bank ...........................................................................................3 Social media framework for banks ..........................................................................4 Social strategic context ............................................................................................6 Integrated social business model .............................................................................7 Social banking puzzle ..............................................................................................9 Social banking in action .........................................................................................16 Go social now! .......................................................................................................19 Discover the Deloitte difference .............................................................................21 ii Who says banks can’t be social? Become a social bank, inside and out he social media revolution has already happened, transforming not only your customers’ daily behaviour Tbut their expectations of you as their financial partner. In today’s social world, customers demand to be heard, understood and valued. If your bank wants to drive stronger, sustainable, profitable and mutually beneficial relationships in this new social reality,
    [Show full text]
  • OUTPUT 3: Create Your Social Business Plan MANUAL of O3
    OUTPUT 3: Create Your Social Business Plan MANUAL OF O3: Handbook 1:- GUIDEBOOK FOR CREATING SOCIAL BUSINESS PLAN 1. Introduction ..................................................................................................................................... 3 1.1. Social Entrepreneurship and Social Business Model .............................................................. 3 1.2. Overview and Structure of the Handbook ............................................................................... 3 2. The Project YouSee ......................................................................................................................... 4 2.1. Purpose .................................................................................................................................... 4 2.2. Project purposes ...................................................................................................................... 4 2.3. Expected Results ..................................................................................................................... 5 2.4. Partners .................................................................................................................................... 6 3. Conceptual Framework ................................................................................................................... 7 4. Social Entrepreneurship................................................................................................................... 9 4.1. Social Entrepreneurship Concept
    [Show full text]
  • Using IBM Social Business to Take Your Business Relationships to the Next Level: a Game Changer for Small, Medium, and Large Businesses
    Front cover Using IBM Social Business to Take Your Business Relationships to the Next Level: A Game Changer for Small, Medium, and Large Businesses Redguides for Business Leaders IBM Social Business Team Learn how to deepen customer relationships and why Understand how today’s technology is the basis for a social business Explore ways in which technology helps create a social business Executive overview IBM® defines Social Business as a business that embraces networks of people to create business value. Social businesses embrace technology to enhance relationships between employees, customers, and partners. They augment business processes and applications with social interactions and insight. They provide integrated activities that use business data and social data. Social businesses more fully integrate the collective knowledge of people-centric networks to accelerate decision making, strengthen business processes, and increase innovation that matters. Every business needs to build and nurture relationships in order to retain and grow its customer base. These relationships are built by providing quality products and services and by giving customers a way to offer feedback and share ideas about improving products and services. By enhancing these relationships, social businesses achieve the following benefits: Ideas that improve products and services Increased loyalty throughout the ecosystem Excitement that spills over into a broader network of people Enhancing relationships with customers is only half of the story. To make a profit, a business needs an efficient work environment and an effective work force. Business processes drive the work environment. Special situations, custom requests, and exceptions can slow processes. Businesses need a way to get the right individuals (knowledgeable workers and experts) working together where ever they are as quickly as possible to keep their operation running smoothly.
    [Show full text]
  • Social Entrepreneurship: Business Models and Earned Income Strategies
    Social Entrepreneurship: Business Models and Earned Income Strategies Bachelor Thesis for Obtaining the Degree Bachelor of Business Administration Tourism and Hospitality Management Submitted to Prof. Dr. Lund-Durlacher Sebastian Ferrari 1111532 Vienna, 2nd June 2014 2 Affidavit I hereby affirm that this Bachelor’s Thesis represents my own written work and that I have used no sources and aids other than those indicated. All passages quoted from publications or paraphrased from these sources are properly cited and attributed. The thesis was not submitted in the same or in a substantially similar version, not even partially, to another examination board and was not published elsewhere. Date Signature 3 Abstract This research explores social entrepreneurship from a business perspective. It aims at making a significant contribution to this topic’s literature in order to foster the perfervid debate taking place in academia. Starting out its journey with the scrutiny of the phenomenon’s definition, this study discards the concept’s erroneous synonymousness with corporate social responsibility. Subsequently proceeding with a thorough examination of pertinent subject matters, it not only reviews the various schools of thought, but also gives an account of the social entrepreneurs and their endeavors to address society’s most pressing needs by means of a market-based approach. Most importantly, this paper zeroes in on social business models and their respective earned income strategies. Besides, it touches upon performance measurement and impact assessment methods as well as future exit strategies of the studied social businesses. The research component is qualitative and consists of twelve in-depth interviews with respondents from all over the world.
    [Show full text]
  • Business Models and Business Model Innovation in Social Entrepreneurship Evidence from Germany and South Africa
    Master programme in Economic Growth, Innovation and Spatial Dynamics Business Models and Business Model Innovation in Social Entrepreneurship Evidence from Germany and South Africa Maximilian Weis [email protected] Abstract: Social entrepreneurship experienced a significant rise in the past two decades. Yet, research on how companies in social entrepreneurship organize their business model is still rare. Therefore, this thesis aims to investigate how these companies combine social and economic value creation. More precisely, it is analysed how they design, organize and innovate their business model. First, a content analysis is applied to examine and verify the social business model taxonomy identified in the literature with evidence from 126 companies is Germany and South Africa. Second, based on 7 cases social business model innovations are identified that allow these companies to generate income while following their social mission and increasing their social impact. It is argued that the established business model taxonomy is not just a theoretical framework, but can be applied to firms engaging in social entrepreneurship in Germany and South Africa. Hereby, four distinct social business model types offer explanation for different mechanisms and logics how firms engaging in social entrepreneurship combine social and economic value creation. Moreover, it is argued that the identified social business model innovations are key facilitators that allow firms to spread their social mission in a more vital and sustainable manner. Key words: social entrepreneurship, business model, business model innovation EKHM52 Master thesis, second year (15 credits ECTS) June 2016 Supervisor: Bo Göransson Examiner: Lea Fünfschilling Word Count: 15,482 Acknowledgement While this thesis bears a single name, I would like to express my deepest appreciation to all those who contributed to the completion of this thesis.
    [Show full text]
  • Business Models in Water Supply Companies—Key Implications of Trust
    International Journal of Environmental Research and Public Health Article Business Models in Water Supply Companies—Key Implications of Trust Adam Jabło ´nski* and Marek Jabło ´nski Faculty in Chorzów, Wy˙zszaSzkoła Bankowa University in Pozna´n,Sportowa 29, 41-506 Chorzów, Poland; [email protected] * Correspondence: [email protected] Received: 10 March 2020; Accepted: 15 April 2020; Published: 17 April 2020 Abstract: Currently, trust is one of the key factors that ensures the acceptable mechanisms of economic and social relationships. It is not only an element of correct communication, but also a factor in inter-organizational bonds and a source of social dialogue. Trust has become a factor in the creation of value, as well as a key component of the conceptualization and operationalization of business models. It has revealed many problems at the strategic level, in the water sector in particular. From this perspective, trust is a major factor of strategies, models, and business processes which are currently being built. New types of business models that emerge have also started to include trust as part of their configuration. This is the case in the construction and implementation of social business models. A social business model can be understood as a business model whose factors that stimulate development include social aspects expressed in balancing economic, environmental, and social issues with the involvement of communities and their dynamic communication focused on the selected attributes of business models that stimulate growth and that are conducive to achieving success, expressed by economic and/or social profit. The satisfaction of stakeholders with such a solution is another condition for embedding this solution in the sphere of the social economy.
    [Show full text]
  • Smart Business, Social Business
    SMART BUSINESS, SOCIAL BUSINESS Michael Brito Senior Vice President, Social Business Planning Edelman Digital Mobile: (415) 871 – 5165 Email: [email protected] Twitter: @Britopian HTTP://THE SOCIALBUSINESSBOOK .COM 100% of all book royalties are being donated to Not For Sale THE EVOLUTION OF SOCIAL BUSINESS THE EVOLUTION OF SOCIAL BUSINESS 2008 to present 2003 to present SOCIAL BUSINESS 1995 to present SOCIAL BRAND SOCIAL CUSTOMER • Technology Innovation gives • Companies and brands join • Organizations begin humanizing customers a voice Twitter, Facebook and create business operations • They are Influential corporate blogs • Organizational models are • Amplified voice across the • Engage with the social formed to include social media social web customer in various channels • Organizational silos are torn • Google indexing critical • Social Media teams are down between internal teams conversations about forming slowly • Governance models and social companies • Small budgets are allocated on media policies are created • Social Customers are trusted a project basis to social media • Social becomes an essential amongst their peers as engagement and community attribute of organizational influence grows building culture The social customer is gaining influence everyday and their voice is amplified via the social web .. says @britopian …tweetable moment 100% of all book royalties are being donated to Not For Sale HOW DOES THE SOCIAL CUSTOMER BEHAVE? Product Discovery • Active on Google, research products before purchase Social Participation
    [Show full text]
  • How to Choose Proper Business Model for Social Enterprise
    EDUCATIONAL MATERIAL HOW TO CHOOSE PROPER BUSINESS MODEL FOR SOCIAL ENTERPRISE The Social Entrepreneurship Development in the Baltic Sea region is executed under the Erasmus+ programme and co-financed by the European Union. The Social Business Model | Version 1.0 | July, 2015 Acknowledgements RELEASE NOTE July, 2015 This material was developed for informational purposes only. The links to third-party resources are also included for informational purposes only, and their inclusion does not constitute endorsement or approval. The information contained herein is general in nature and may not have application to particular factual or legal circumstances. These materials do not constitute legal advice or opinions and should not be relied upon as such. USAGE TERMS The educational material “HOW TO CHOOSE A PROPER BUSINESS MODEL FOR SOCIAL ENTERPRISE” is offered on the described below terms. You are free to: Share - copy and redistribute the material in any medium or form Adapt - remix, transform, and build upon the material for any purpose, but do not use commercially. Under the following terms: You must give appropriate credit, provide a link to the material, and indicate if changes were made. You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or the material’s use. CORE CONCEPT and TEXT GRAPHICS Renate Lukjanska Graphic Design - Annija www.socialinnovation.lv www.dizainabrivzona.lv DISCLAIMER The information and views set out in this publication are those of the authors and do not necessarily reflect the official opinion of the Commission. The Commission does not guarantee the accuracy of the data included in this study.
    [Show full text]
  • Business Models and Venture Growth in Social
    BUSINESS MODELS AND VENTURE GROWTH IN SOCIAL ENTREPRENEURSHIP Schriftliche Promotionsleistung zur Erlangung des akademischen Grades Doctor rerum politicarum vorgelegt und angenommen an der Fakultät für Wirtschaftswissenschaft der Otto-von-Guericke Universität Magdeburg Verfasser: Nicole Siebold Geburtsdatum und -ort: 06. Juli 1983, Halberstadt Arbeit eingereicht am: 10. April 2017 Gutachter der schriftlichen Promotionsleistung: Prof. Dr. Matthias Raith Otto-von-Guericke Universität Prof. Dr. Steffen Korsgaard University of Southern Denmark Datum der Disputation: 05. Juli 2017 TABLE OF CONTENTS I. SUMMARY ........................................................................................................................................ I-1 II. A TYPOLOGICAL THEORY OF SOCIAL BUSINESS MODELS ........................................... II-1 III. DETERMINANTS AND INDICATORS OF GROWTH IN SOCIAL VENTURING ............ III-1 IV. GROWING A FOR-PROFIT SOCIAL VENTURE: A LONGITUDINAL CASE STUDY ..... IV-1 V. MONETIZING SOCIAL VALUE CREATION – A BUSINESS MODEL APPROACH ......... V-1 ii I. SUMMARY I-1 SUMMARY The severity of global sustainability challenges has led to the emergence of entrepreneurial ventures, which pursue market opportunities by addressing social needs and catalyzing social change (Mair & Martí, 2006). Social entrepreneurship occurs as a result of market failure when social needs are, on the one hand, not met through commercial market forces or, on the other hand, not satisfied through governmental interventions (Austin, Stevenson, & Wei-Skillern, 2006; McMullen, 2011). Market failure thus creates entrepreneurial opportunities, which social entrepreneurs seize by mobilizing resources and creating new organizations with the potential to address and solve complex social problems. In doing so, social entrepreneurs create ventures and deliver social value to benefit needs of disadvantaged individuals in society (Martin & Osberg, 2007) and pursue neglected problems of advantaged segments of populations (Santos, 2012).
    [Show full text]
  • Trust As a Key Factor in Shaping the Social Business Model of Water Supply Companies
    sustainability Article Trust as a Key Factor in Shaping the Social Business Model of Water Supply Companies Adam Jabło ´nski 1,* and Marek Jabło ´nski 2 1 Scientific Institute of Management, Faculty in Chorzów, WSB University in Pozna´n,Sportowa 29, 41-506 Chorzów, Poland 2 Scientific Institute of Entrepreneurship and Innovation, Faculty in Chorzów, WSB University in Pozna´n, Sportowa 29, 41-506 Chorzów, Poland; [email protected] * Correspondence: [email protected] Received: 23 August 2019; Accepted: 16 October 2019; Published: 18 October 2019 Abstract: The current principles of doing business differ radically from those that were applied a few years ago. Global economic crises have shown that business must have a more social character. This gave rise to the creation of management solutions that would guarantee the satisfaction of a wide range of corporate stakeholders. In this context, ideas based on social potential began to emerge. As a consequence, the concept of social business models was born, accompanied by an attempt to search for the best business models possible in order to build the appropriate configuration of their components. According to the authors, an attribute of trust may be such a component based on which effective social business models can be built. As water supply companies are social enterprises, they have become the object of scientific research in this case. The purpose of the article is to determine the position of trust in the construction and application of social business models of water supply companies. The scope of the article includes scientific research into water supply companies in the most industrial region of Poland, Upper Silesia, with the most extensive and dense water supply network in the country.
    [Show full text]
  • Insurance and Social Media Reinventing a ‘Social’ Model for Insurance
    Insurance and social media Reinventing a ‘social’ model for insurance Thierry Flamand Pascal Martino Julie Marizien Partner Directeur Senior Consultant Insurance Leader Strategy & Corporate Finance Strategy & Corporate Finance Deloitte Deloitte Deloitte A ‘social’ model for insurance These proprietary initiatives can be developed using public This article demonstrates how mature insurance social media (such as blogs, community sites and social businesses that are present in markets outside networking sites), such as when interaction initiated on Luxembourg are making use of social media to embrace an insurer’s social platform is re-posted on YouTube the new ’social business’ model. or Facebook. This phenomenon has far exceeded the mere use of tools Today, some insurance companies still underestimate the and technologies. Indeed, for relatively little investment, potential of so-called ‘social’ technologies (such as blogs, operational and economic insurance models can be wikis and social media), either by relegating them to the transformed: processes and structures can be rethought realm of internet marketing or by dismissing them as a to incorporate a social approach that creates added-value passing fad. more rapidly. However, attitudes are changing as baby-boomers Moving to a social business model can begin with increasingly embrace digital technologies and young themes external to the company and many insurers people of Generation Y join insurance companies’ have already chosen this approach as the first step in workforces. Social media plays an increasingly important their transformation. Marketing managers wishing to role in our day-to-day lives, opening the way for a new gain greater insight into customer sentiments and the model known as ‘social business’.
    [Show full text]