5 Steps for Transforming Your Company Into a Social Media Powerhouse

The social media revolution is well underway. Both B2B and B2C companies have more opportunity than ever before to adopt online technologies as a means to connect with customers, media and curious industry onlookers. Those doing so are among the relative minority taking advantage of such influential “2.0” tools.

So, how do you go about adopting such social tools? More importantly, how to you convince your organization that social media is right for the company*? (*Social media is right for your organization) How do you champion your organization’s efforts to enter the “2.0” world? We developed a few simple and actionable steps to help the process.

1. Determine the influencers (trade media, analysts, social media leaders) in your industry

This first step indicates whether or not the “important voices” in your market are actively using social media. Yes, social networks are abundant and finding individuals throughout the Web sounds daunting. However, the fact is that there are many free tools to find such individuals in a matter of minutes.

Check out Listorious for Twitter, LinkedIn groups for industry thought leaders and discussion forums or simply do a quick Google search to learn which journalists have covered your industry.

This information will prove that industry influencers are not only using social media for personal reasons, but more importantly to discuss and ideate about trends and interests – you may find that they’ve actually mentioned your company.

2. Determine which social sites best suit your company

The truth is that every social networking site is not for your company (exceptions may exists). For the masses, any person or agency that tells you otherwise is socially (in a “2.0” kind of way) crazy. Take, for example, a company selling a niche B2B technology. Realistically, its prospects and trade analysts will not be sharing their business thoughts with Facebook friends. They will, however, be members of LinkedIn communities and will be included on Twitter lists.

B2C companies have the liberty of engaging consumers via consumer-facing social platforms, including photo-sharing sites like Flikr. Fortunately, although the number of social sites is semi-limited for B2B companies, the individuals and communities discussing the given industry will likely be much more active and passionate than traditional consumers as the dialogue will be more in depth and product focused.

Regardless of your target market, research the “big three” (LinkedIn, Facebook, Twitter) for those talking about the industry and determine which sites will benefit the most from your company’s input. With this insight, explain which platforms will garner the greatest return on your time and energy.

3. Determine the plan for engagement

This step is crucial and generally more complex than it sounds. Social media is great for seeking and providing immediate feedback, answers or insight for questions ranging from which kitty litter kills the smell to how a company can improve sales efficiency. With this in mind, the timeliness in which a company responds is as crucial as the response it gives. If belated, a company runs the risk of a competitor answering/contacting the curious individual or may find that the response has been drowned in a sea of commentary. Tools like Radian 6 significantly help this process.

Prior to entering the social sphere, your company must determine the point of contact for all social media inquiries and opportunities (yes, these are two separate items – will is addressed below). If your company has the resources, this person should be community manager. If your company is shy of expendable personnel hours, this can be one individual with a wealth of knowledge about the company. You’ll want to find somebody who can provide intelligent and insightful responses from your company’s perspective quickly and efficiently.

Make sure your company understands who will be responsible for managing its social efforts, and encourage others within the organization the keep an eye open for engagement opportunities.

4. Determine the level of engagement (watch, learn, participate)

In order to avoid bottlenecks and uneasy executives, clarify the extent in which your company plans to engage via social networks. Will your company be 100 percent responsive to unhappy customers/prospects that may be nay-saying your company? Will your company initiate conversation via LinkedIn Groups and Twitter? Will your company advise the community manager to seek any opportunity in parallel to your company’s industry that will further establish thought leadership?

Ease the worries of company execs by starting small. Dip your toes in the cool waters of social media and study tactics and best practices from influencers within the given platform. Learn from example. Take note of opportunities and protocol for conversations and commentary. When the time is right, engage.

5. Determine how the company will be consistent and intelligent with social media practices

Now that the company has bought in, be consistent in your social practices. Make a habit of checking your LinkedIn Groups or Twitter lists daily (at most weekly) to learn the latest industry “buzz” and opportunities to contribute. If additional employees wish to participate, or if employees are discussing your company on their personal social pages, determine whether or not an internal guide for using social media is in order. Individuals will use social media – telling them not to will likely result in negative online fodder. Encourage them and advise them, and reiterate their ability to be a positive face on the organization.

- -

This list is purely a means to introduce social media to those who may be unfamiliar with the goodness that exists within social practices. Discuss which sites and platforms appeal most to you and your colleagues, and then find a way to replicate such activity with your own insight and expertise.

Adventures in San Francisco

Pictures from my roof:

...and from Napa:

Enabling A Generation

Michigan is in need of an entrepreneurial makeover. Young innovators are ready to implement their business concepts yet continually face obstacles known to both the seasoned and rookie business leader. Children today are raised in an entrepreneurial environment-two-thirds of entrepreneurship comprises of men and women between the age of 34-64. Subsequently, their children are raised on the notion of creative thinking and business optimism. In less educated words: The apple does not fall far from the tree. The focus then must be shifted from solely providing support for big business to encouraging young innovators to "take the leap" and start a business of their own.

Credit must be given to America's younger generations (under the age of 30). The burden of ensuring a fruitful economy will soon shift from the diligent business leaders of today to the innovators and entrepreneurs of tomorrow. Such responsibility is being taken seriously-programs and organizations have surfaced encouraging the unity of college entrepreneurs in order to share ideas and concepts to fuel innovations that will, ideally, create thousands of new jobs and millions of dollars in revenue for their respective region.

What then is missing from the seemingly perfect equation for new business start-ups and technologies? The problem we see with so many eager states is the dilemma of "all talk, no action." States now orchestrate advertising campaigns in conjunction with state legislators proposing policy to encourage businesses to pack-up and open doors in a new, needy state-inducement through tax incentives throughout a determined period of time. Meanwhile, young entrepreneurs are seeking venture capital support, thus playing into the hands of potential leads for funding, like puppets on a string.

My proposal

Start-up incentive: States like Michigan must amend their focus to attract companies. Large companies may salivate over millions in tax incentives, but start-ups need money to build prototypes, rent buildings and develop marketing material. Legislators and state agencies responsible for delegating funds must develop programs to entice venture capitalists to support new companies only if the company is willing to move or stay in Michigan.

Educational initiatives: Amend the educational system. Students must learn; beginning in high school that they have resources and opportunities to be successful in their endeavors. State universities must mandate students take a class about business start-up and entrepreneurism. Granted, only a minority of students will own their own business. However, if students learn how to write business plans, seek capitol and market a product, the percentage of students willing to start a business will increase. If mandating is not an option, government officials must work with universities to develop a degree in entrepreneurism at every university in the state. Such programs will not only spring innovators in-state, but will encourage out-of-state entrepreneurs to attend Michigan universities.

Mentorship programs: Young entrepreneurs want the help of seasoned professionals, but the barriers of communication with such individuals may take weeks, months or years. Policy makers must encourage business leaders to mentor young innovators-developing business relationships that will benefit both parties.

Leadership Part One: Lessons from a CEO

Green technologies, politics, automotive survival and humanitarian efforts. What do they all have in common? Leadership.

America is a nation of problem solvers. When a problem arises or a situation is in need of improvement, innovators and entrepreneurs create plans to solve global dilemmas. J. Bryne Murphy, author of Le Deal, explains how such characteristics define America. We are driven by a constant desire to individually innovate and devise diagnoses to better understand technology, medicine and life sciences.

Most importantly are the individuals behind the concepts. I recently came across Adam Bryant’s Sunday Business section of The New York Times titled, “Corner Office.” Bryant interviews various CEOs and business leaders about essential questions behind leadership.

According to Clarence Otis, CEO of Darden Restaurants, leaders “have their wits about them, so they're looking as much for the opportunity that's inherent in that as they are for the risk…provide leadership in whatever area you choose to dedicate your life to."

“I think to be a good leader it’s key to know what it’s like to be an employee, and to have had a lot of the different level jobs where you’ve been the scrappy little nobody,” said Dany Levy, founder of DailyCandy.com. “I’ve had crazy bosses and I’ve had wonderful bosses, and it’s important to figure out that if you’re working for someone who you don’t gel with, there can be a way to manage that.”

My uncle frequently reminds me of this very point. Until you have worked for the worst of them, he says, you will not know how to lead like the best of them.

So how is this relevant? As businesses experience generational replacement, employees must understand that the corporate ladder is not padded with entitlement. As one CEO indicated, “There’s definitely, in this generation…more a sense of entitlement, a bit of, ‘Why should I go work for ‘the man’ and put in the time.”

If you happen to be among the few who have developed revolutionary technologies and are on track to your first nomination for a Nobel Prize, best of luck. But there are some key things to learn from the grunt work. Pay attention to the wisdom offered by today’s leaders. Believe it or not, the millennial generation is ready and excited to learn from the Baby Boomers: embrace one another.

Embracing Global Partnerships May Save All of Us

"Born and raised in south Detroit."

Lyrics representing my childhood and my parent's home. Lyrics mapping the route home to thousands of Chrysler, Ford and General Motors employees who feel the hardships of a whimpering American economy. Lyrics exemplifying a demographic of individuals committed to industrial change and innovative entrepreneurship.

Today, breaking news reported the finalization of the sale of Chrysler to Fiat. Soon after, thousands of employees, distributors, dealers and manufacturers were able to breathe a sigh of relief. Thousands still remain jobless, but this news carries like fresh air through Detroit and many Midwesterners have a revitalized sense of hope for the once-prideful auto capitol of the world.

Most appealing is the notion of global partnership. Although I have been a spoken advocate for American-made products, I willingly encourage a global network for industry. Whereas Michigan's auto industry once thrived from self-sufficiency, more industries now recognize -- mainly because of the economic recession -- that the world is shrinking and mergers are essential for the success of the United States. From Wall Street to Dearborn, Mich. (home to a Ford stamping and frame factory), industrialists must embrace relationships with their counterparts around the world.

Global partnership can and should be acknowledged on an individual level as well. My cousin recently explained how one of his companies encompasses three individuals from three separate continents. Another internet-based company, Borgger, encourages users to "ideate" with one another to share thoughts and concepts about unique business ideas. Likewise, The Kairos Society unites the brightest American student entrepreneurs with the brightest students and potential governmental leaders from China and Israel.

Social media and social networking allows for the global exchange of business ideas and advice. A Social Media-tor in Denver, Colo. can provide online marketing strategies to an entrepreneur in Brazil. The owner of a Spanish winery can contribute to an online discussion about the wine industry in California.

New methods of communication are opening more doors now than ever before. As detailed with the Chrysler buyout, we will have to learn how to strategically communicate with our global peers, selflessly provide advice and help one another, then combine entrepreneurially for a successful future.

Are you a Social Media-tor? by Steve Mnich on Tonic.com

Are you a Social Media-tor? by Steve Mnich on Tonic.com

Shared via AddThis

Would you like a popsicle with your new electric drill?

I want to open this article up to you, the reader. Think of this read as a break from the lecturing and issue-telling encompassing the art and craft of journalism. Let this discussion be conversational rather than editorial.popsicls

While reading over conversations on my favorite time-killing website (other than Tonic.com), I came across a very simple question in a business article entitled “It’s hot in Virginia!” The writer's question was simple: What are you doing that is really crazy or different then your competition? His ingenuous response to the question he posed: give away free snow cones in the dead of summer to your customers (mind you, the snow cone sponsor is a printing company).

What a great topic for conversation in an economy of innovative thinking and customer engagement. Last summer, I worked for a company that swore by purchasing popsicles any day the weather broke the 100-degree barrier. It was maybe three weeks into my internship that a client walked into our office and saw nothing but red, green, orange and purple lips, a trashcan full of Popsicle sticks and a freezer full of push-ups.

During a recent purchase at a local hardware store, the aroma of butter filled the air and the cashier switched from money collector to popcorn distributor with each and every customer that approached his register (I have since gone back to the store for measly reasons for the sole purpose of obtaining more and more theatre-esque boxes of the corn treat).

How are you engaging customers and how have companies connected with you?