What issues and challenges is the use of social network monitoring supposed to solve or address at Salesforce.com?
Social enterprise seeks to change three dimensions of firms: involvement, transparency, and velocity of change. The idea is to use social networking platforms, including Facebook,
Twitter, LinkedIn, as well as blogs, collaboration environments, and YouTube, to tighten the communication links among consumers, employees, and suppliers and thereby increase their emotional involvement in the firm and the creation of value. In short, everyone involved in value creation within a firm will be more tightly connected to others. Customers will provide feedback on products and services on a social network, and these comments will be read by employees and managers. These are the very people who can make changes to products and improve on them, responding directly to consumer comments.
All of this requires a great deal of information transparency. People need to share their opinions and facts with others quite directly, without intervention from executives or fear of reprisal for saying what they believe. Employees get to know directly what customers think; suppliers will learn very directly what their customers think of them as supply chain partners; and even managers presumably will learn more directly from their employees how well they are doing. In short, as on Facebook, nearly everyone involved in the creation of value will know a great deal about everyone elseChapter 2,
Case 2 s alesfor
C
e.
C
om: t he e merging s o
C
ial e nterprise
3
continued
Supporters of social business argue that, if firms could tune into these conversations, they would strengthen their bonds with consumers, suppliers and employees. And therefore, the centerpiece of social business transformation efforts is to encourage firms to monitor all Web traffic that involves their firms, and to participate in online communities both public and private.
Social enterprise seeks to change three dimensions of firms: involvement, transparency, and velocity of change. The
Twitter, LinkedIn, as well as blogs, collaboration environments, and YouTube, to tighten the communication links among consumers, employees, and suppliers and thereby increase their emotional involvement in the firm and the creation of value. In short, everyone involved in value creation within a firm will be more tightly connected to others. Customers will provide feedback on products and services on a social network, and these comments will be read by employees and managers. These are the very people who can make changes to products and improve on them, responding directly to consumer comments.
All of this requires a great deal of information transparency. People need to share their opinions and facts with others quite directly, without intervention from executives or fear of reprisal for saying what they believe. Employees get to know directly what customers think; suppliers will learn very directly what their customers think of them as supply chain partners; and even managers presumably will learn more directly from their employees how well they are doing. In short, as on Facebook, nearly everyone involved in the creation of value will know a great deal about everyone elseChapter 2,
Case 2 s alesfor
C
e.
C
om: t he e merging s o
C
ial e nterprise
3
continued
Supporters of social business argue that, if firms could tune into these conversations, they would strengthen their bonds with consumers, suppliers and employees. And therefore, the centerpiece of social business transformation efforts is to encourage firms to monitor all Web traffic that involves their firms, and to participate in online communities both public and private.
Social enterprise seeks to change three dimensions of firms: involvement, transparency, and velocity of change. The