Social media for business is more than a “chat in the pub”

Social Media (Facebook, Twitter, 4Square et al) are now at the heart of consumers’ lives. And now their corporate equivalents are rapidly making inroads into corporations. But there is a fundamental difference between consumer requirements and those of enterprises.

Social media for consumers is like a chat “down the pub”. It is a great way of catching up on news, gossip and mates.

Social media for companies MUST BE a better and more efficient way of working. But there are 2 perspectives; tapping social media to listen to what the outside world (customers, analyst, press, competition) are saying about the brand; and internally engaging and empowering employees and partners.

But a question I am often asked is “What is social media?” So the video below gives a current perspective, with some staggering statistics.

The next question is “What social media applications are there for business?” Currently there are a number which are getting high levels of awareness. But enterprises need to look beyond the hype, the early stage pilots to start to establish what is really required.

The one requirement for social media is it is to enable employees to get their job done more easily, more quickly and more effectively. Therefore a standalone social media application, ie without business activity/outcome context, is just idle chatter; an electronic watercooler conversation.

Social media promises so much more than that so expect to see the standalone vendors partner with ERP, CRM or BPM applications to get that context.

So the players….

  • Chatter is offered by CRM vendor
  • Yammer is a standalone player
  • Jive is another standalone player.

Interesting times lie ahead.

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Ian Gotts is CEO and Chairman of Nimbus Partners, an established and rapidly growing global software company, headquartered in the UK. He is a very experienced senior executive and serial entrepreneur, with a career spanning 25 years. Ian has co-authored a number of books including “Common Approach, Uncommon Results”, published in English and Chinese and in its second edition, "Why Killer Products Don't Sell" and books covering Cloud computing from the perspective of both the prospective buyer, and the software vendor. Having begun his career in 1983 as an engineer for British Rail, Ian then spent 12 years at Accenture (nee Andersen Consulting) specialising in the project management of major business critical IT projects. During this time, he spent two years as an IT Director, seconded to the Department for Social Security (DSS), with a department of over 500 and a budget responsibility of 40 million pounds.