Social virgin
The Social Virgin does not yet communicate with its customers and other stakeholders, or hardly at all. When it does communicate a little, it does so directly via Twitter or Facebook, for example, which is mainly used to 'send'. Announcements are placed that do not or hardly invite interaction. Usually there are a few individuals in the organisation who have taken on 'social media'. A structured process or guidelines are lacking. The mentality is mainly focused on the product, the customer is not known.
Social Junior
The Social Junior, like the Virgin, is mainly focused inward. The product is central and not the customer. She coordinates her activities from one department, which has been given this task in addition to her 'regular' work. The department has set up tools such as 'Hootsuite' or 'Tweetdeck' to make it easier to tweet and to listen to what is being said on Twitter. In addition, she will also post her messages directly via Facebook and Linkedin, for example. However, communication is still one-way. She sends information, but only responds sporadically, for example only in the case of complaints.
Social Medior
The Social Medior not only looks at the product, but also looks outside and around her, at the market. She wants to distinguish herself from the competition, for example in service. She has organized her activities based on the 'hub-and-spoke' model. A Social Media team has been created to execute and coordinate the activities. We call this team the 'hub'. Executive departments are called the 'spokes'. They work within the frameworks set by the hub. The first real conversations are held, sent and received . In order to monitor other channels in addition to Twitter, such as forums and blogs, monitoring tools are used. For example Radian6 or Sysomos .
Social Expert
A small company with Social Expert status has organised social media in the same way as the Social Medior. For a large company, however, this is no longer feasible; they set up a 'multiple hub-and-spoke' structure. The central hub at the head office sets the framework, after which a sub-hub in the separate business units each determines the direction to which the spokes must adhere. malaysia telegram data The Social Expert no longer only looks at what the competition is doing, but increasingly adapts to the wishes of her customers and stakeholders. She conducts a dialogue and the customers are 'engaged'. Many companies have this status as their ultimate goal.
Social Guru
However, there are also companies that go a (significant) step further. The Social Guru gives both its employees and its customers the power to actively think along – and sometimes even decide on the course of the company – through co-creation . The organization not only has its customer, but 'the person' at its center, internally and externally. A good example of Social Guru 'Zappos'. Rule 3 of their core value is: " Create Fun and A Little Weirdness ". This has little to do with their product, the market or even their customers. It is about the person who gets happy from a bit of craziness every now and then.
A a step further than some companies are willing to go. Everyone is allowed to communicate via social media, from manager to warehouse employee. This is the 'holistic' organization. You would expect a book full of rules, frameworks and policies, but according to Thomas Knoll of Zappos the policy is as follows: "Our social media policy is be yourself and don't be stupid."