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| Foreword | |
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| Introduction | |
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| Chapters at a Glance | |
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| Based on Actual Events | |
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| Human Capital, Evolved | |
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| Driving Cultural Change in the Social Business | |
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| Tearing Down the Silos for Organizational Growth | |
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| Communicating Successful Failures | |
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| Qantas Airlines: No Crash, Despite Lots of Rumors | |
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| Domino's Pizza YouTube Crisis | |
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| Motrin: Does Anyone Listen to Baby-Wearing Moms? | |
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| Gaining Executive Sponsorship to Facilitate Change | |
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| Activating Employees to Engage in Social Media | |
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| Fundamentals of Community Management | |
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| Establishing Continuity in the Global Landscape | |
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| Standard Organizational Models for the Social Business | |
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| Who Really Owns Social Media? | |
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| Taking the Next Steps | |
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| Surveying the Technology Supermarket | |
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| Choosing the Right Social Software | |
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| Jive | |
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| Microsoft SharePoint | |
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| IBM | |
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| Box.net | |
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| Tibbr | |
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| Yammer | |
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| Cisco WebEx Meeting Center | |
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| Social Listening Software Commoditized | |
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| Radian6 | |
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| Lithium Social Media Monitoring (Formerly ScoutLabs) | |
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| Meltwater Buzz | |
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| Social Relationship Management Applications | |
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| Sprinklr | |
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| Awareness | |
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| The Syncapse Platform | |
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| Hearsay Social | |
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| Real-Time Analytics and Publishing Efficiencies | |
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| The Future of External Social Technologies | |
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| The Entire Internet Will Be Facebook | |
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| Network Consolidation | |
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| Taking the Next Steps | |
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| Social Technologies | |
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| Build a Listening Station: Listen and Act | |
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| Establishing a Governance Model | |
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| Crafting Social Media Policies and Procedures | |
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| Transparency and Disclosure | |
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| Moderation | |
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| Training and Organizational Intelligence | |
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| Noncompetitive Collaboration | |
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| Social Media Executive Councils | |
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| Taking the Next Step | |
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| Embracing the Social Customer | |
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| The Value of a Social Media Practitioner | |
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| Hiring Social Media Practitioners | |
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| Corporate Profiles Versus Personal Profiles | |
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| Integrating Customer Support into Social Media | |
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| Comcast | |
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| Best Buy Twelpforce | |
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| Zappos | |
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| Using Social Media to Solicit Product Feedback and Innovation | |
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| Dell IdeaStorm | |
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| MyStarbucksIdea | |
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| Intel's Ajay Bhatt T-Shirts | |
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| Taking the Next Step | |
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| In Response to the Social Customer: Social CRM | |
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| Various Definitions of Social CRM | |
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| The Social CRM Response Process and Workflow | |
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| Applications of Social CRM | |
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| The Venting Customer | |
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| The Passive Customer | |
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| The "Used-to-Be" Customer | |
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| The Collaborative Customer | |
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| The Customer Advocate | |
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| The Future Customer | |
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| Social CRM Roles and Responsibilities | |
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| A Look at Social CRM Vendors | |
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| SugarCRM | |
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| Pivotal Social CRM 6.0 | |
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| Nimble | |
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| Taking the Next Steps | |
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| Establishing a Measurement Philosophy | |
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| Choosing a Measurement Strategy That Works | |
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| Defining and Understanding ROI | |
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| Purchase Funnel Metrics | |
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| Awareness | |
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| Consideration and Preference | |
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| Purchase | |
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| Advocacy | |
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| Paid, Earned, and Owned Media Value | |
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| Community Health Metrics | |
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| Share of Voice and Conversational Sentiment | |
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| Measuring the Influence of Social Channels | |
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| The Value of a Facebook Fan | |
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| The Challenges of Measurement | |
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| Taking the Next Steps | |
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| How to Choose the Right Vendors, Agencies, and Technology Partners | |
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| Choosing the Right Technology Partner | |
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| Understand the Organization, Culture, and Leadership | |
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| Understand the Internal Technology Suite | |
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| Technology Feature Sets | |
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| Support Models | |
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| Training | |
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| Maintenance Considerations | |
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| Choosing the Right Social Media/Digital Agency | |
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| Research the Agency | |
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| Listen to What They Are Saying | |
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| Act Personally | |
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| Evaluate and Make a Decision | |
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| A Company Point of View to Agency Selection | |
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| An Agency Point of View to Agency Selection | |
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| A Cisco Case Study on Vendor Selection | |
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| Taking the Next Step | |
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| Marketing Investments on the Rise for Social Business Initiatives | |
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| Demonstrating the Business Value of Social Media to Acquire Budget | |
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| How Organizations Are Prioritizing Social Media Budgets | |
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| How to Determine Budgets for Social Media | |
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| Taking the Next Steps | |
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| Creating a Comprehensive Social Media Strategic Plan | |
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| Defining the Mission, Goals, Objectives, Strategy, and Tactics for a Social Media Plan | |
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| The Mission of Social Media | |
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| The Social Goals and Objectives | |
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| The Social Strategy | |
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| Social Media Tactical Plans | |
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| Understanding Audience Segmentation | |
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| Global Considerations of Social Media | |
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| Snapshot of Social Media Usage in Europe | |
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| Snapshot of Social Media Usage in Latin America | |
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| Snapshot of Social Media Usage in Asia-Pacific Countries (APAC) | |
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| Integrating Social Media with Owned and Paid Media | |
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| Taking the Next Steps | |
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| The Rise of Customer Advocacy | |
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| The Difference Between Influencers and Advocates | |
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| Advocates Love the Brand and Tell Others About It | |
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| Measuring the Reach of Influencers and Advocates | |
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| The "Advocate" Purchase Funnel | |
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| The Various Segments of Customer Advocacy | |
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| How to Create a Customer Advocacy Program | |
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| Organizational Readiness | |
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| Finding the Right Advocates | |
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| Choosing the Right Advocate Platform | |
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| Eloqua Case Study on Brand Advocacy | |
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| Taking the Next Steps | |
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| Ethical Bribe: Relevant Content Matters | |
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| Relevant Content Creates Business Value | |
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| Relevant Content Adds Value to the Conversation | |
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| Relevant Content Happens as a Result of Listening | |
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| Relevant Content Positions the Brand as a Trusted Advisor | |
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| Relevant Content Is Authentic and Believable | |
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| Relevant Content Builds Trust with the Community | |
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| Relevant Content Increases the Reach of Branded Messages | |
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| Relevant Content Increases the "Organic" Search Results | |
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| Taking the Next Steps | |
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| Social Businesses in the Real World: EMC and Intel | |
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| EMC's Social Business Evolution | |
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| The Early Days of Social Media | |
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| EMC Experiences Strong Internal Community Growth | |
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| EMC's Decision to Start Internally First | |
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| EMC Opens Up the Corporate Firewall | |
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| EMC's Social Footprint | |
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| EMC's Organizational Model and Governance | |
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| Intel's Social Business Evolution | |
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| The Early Days of Social Media at Intel | |
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| The Establishment of the Social Media Center of Excellence | |
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| Intel Social Media Footprint Focuses on Employees | |
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| Social Media Ownership of Intel | |
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| Conclusion | |
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| Index | |