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Scaling Social Business: How Brands Manage Complex, Distributed Programs

Andrew Jones

Last week, Jeremiah and I published Altimeter Group’s first “short doc,” focused on in-depth case studies that illustrate how large brands are managing complex, distributed social media programs.

We look at how four brands prepare and organize internally, and employ technology, to meet distinct business objectives:

  • Whole Foods puts local social engagement into the hands of store managers.
  • General Motors organizes for social business internally, then supports regions.
  • Amway empowers distributors yet maintains brand consistency.

PUMA scales limited headcount for worldwide engagement.

For brands:
Customers are always on new networks that need to be reached, but entirely new brand needs are arising. For example, internal collaboration needs around content creation are becoming increasingly important for social engagement. Brands need to think ahead when it comes to organizing, and ask the right questions about how technology vendors will meet their future needs.

For SMMS vendors:
Vendor roadmaps must continue to evolve to meet the needs of their customers. We also expect to see more consolidation in the form of acquisitions and partnerships. Smaller vendors will have to partner or choose verticals, or they risk being overrun. SMB and verticals like social support still have room for growth, but the list of vendors relevant to the enterprise market is being decided quickly.

Read the report below:

Case Studies: Scaling Social Business from Altimeter Group Network on SlideShare

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