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The Social Employee: How Great Companies Make Social Media Work (Anglais) Broché – 31 juillet 2013

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Book by Burgess Cheryl Burgess Mark

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Commentaires client les plus utiles sur (beta) HASH(0x9f44154c) étoiles sur 5 38 commentaires
11 internautes sur 11 ont trouvé ce commentaire utile 
HASH(0x9f3e6b28) étoiles sur 5 Many Ideas for Your Social Strategy for Employees 12 août 2013
Par Andreas Ramos - Publié sur
Format: Broché
If you're dealing with social strategy for your company, you must get this book. With extensive interviews and case stories about a series of corporations, there are lots and lots of ideas for you to implement in your company that can quickly increase your visibility.

The book also shows that much of common social media advice is wrong-headed. Many companies still put social in the hands of Marcom (marketing-communications), a department which is based on the traditional idea of tight control of the branding and messaging. That's nice for a company that still works in the 1960s, but today? When everyone is on Twitter, FB, LinkedIn, Glassdoor, Instagram, Youtube, and dozens of other social sites? It's not just your employees that Marcom has to control. It's also every staffer, incl. the doorman, the cafeteria staff, and so on. And their families. And their kids. How is Marcom going to control a staffer's kid's postings to Vine?

I was at an Oracle conference in Silicon Valley a few months ago where a social media strategist proudly told the audience how he worked on a project where the company had 17 blogs, so he eliminated 16 and brought the messaging under control in one blog. He single-handedly destroyed the company's digital presence.

Compare that to IBM, where all 433,000 employees have personal pages. Each page which includes space for a blog. 26,000 employees are blogging. They've also arranged themselves in 91,000 communities and posted 623,000 files, which have 9.5 million downloads. IBM employees also share information on 62,000 wikis. They send around 50 million instant messages daily (slightly more than the average teenage daughter). IBM encourages their staff to be on social media sites where they share information, so 200,000 IBM employees are on Facebook, 295,000 on LinkedIn, and 35,000 on Twitter. IBM encourages their staff to actively distribute and participate, which creates an overwhelming digital presence.

This book will radically change your company's social strategy. The examples give you facts to justify your changes. Get it. And tell your competitors they should reduce their 17 blogs to one! :-)
4 internautes sur 4 ont trouvé ce commentaire utile 
HASH(0x9f4a8198) étoiles sur 5 Breathing Life Into "Social" 7 juillet 2015
Par Tom Peters ( - Publié sur
Format: Broché Achat vérifié
Gap filled!

Maybe social media is "everything." Or maybe it's not. Either way, it's a bunch of baloney unless the nature ("culture") of the inards of the organization is aligned to bring social media alive and keep it energetic and growing. Enter the fully empowered ... Social Employee. This book is a landmark that converts the power of social media from fiction to fact.

For me theory and ideas are the icing on the cake. The cake, in books like this, is case studies. And though I buy, big time, the all-important intellectual structure offered here, it's the rich, detailed, compelling cases I love.

I used the word "landmark" a couple of sentences ago. There's not an iota of hyperbole. Cheryl and Mark Burgess have taken the power of "social" many steps down the path to impact and excellence. Without this "stuff," social is close to a joke.
6 internautes sur 7 ont trouvé ce commentaire utile 
HASH(0x9f531dc8) étoiles sur 5 A Must Read for C-Level Execs in the Social Era 12 août 2013
Par Tom Pick - Publié sur
Format: Broché
In an era of increasingly transparent pricing, interchangeable products, and uniformly adequate service, the only remaining differentiator may be the "soul" of a company: is your organization the type of enterprise that people want to do business with? What do you stand for? How do you treat your people (which in turn determines how they will treat your customers)?

That "soul" is transparent as well. It's reflected in the myriad social interactions an organizations employees have online. Employees who are empowered, energized and inspired by their organization's mission and culture will paint a far different overall web presence than those who are micromanaged, disrespected and treated as headcount.

In the social age, the image of a company is no longer controlled by a charismatic CEO, clever advertising, or carefully choreographed media relations. It's determined collectively by the firm's customers and employees.

Such a collective effort can't be tightly controlled. But it can be nurtured and encouraged. And the roadmap for this journey is laid out in a new book from #Nifty50 co-creator Cheryl Burgess and her partner Mark Burgess (soon to be released and available for pre-order now on Amazon), The Social Employee: How Great Companies Make Social Media Work.

Praise for the book comes from a who's who of the digital marketing world, including Mari Smith, David Armano, Ann Handley, Jennifer Aaker and Dan Schawbel.

Enterprises that embrace the concept of The Social Employee will be well positioned to thrive in the coming decade. Those that ignore this phenomenon do so at their own peril.
4 internautes sur 5 ont trouvé ce commentaire utile 
HASH(0xa08b3480) étoiles sur 5 Social Media Marketing Success - Your Employees as Brand Ambassadors 12 août 2013
Par Judith H Bellem - Publié sur
Format: Broché
"The Social Employee" by co-author's Cheryl and Mark Burgess explains in detail how great companies like Cisco, Southwest Air, IBM, Dell and others have learned that critical to social media marketing success is empowering their employees as social ambassadors. Learn how you can can apply similar strategies to your business in order to build a powerful social culture. If you only read one social media marketing book this fall, The Social Employee should be THAT BOOK! Also, I recommend The Social Employee Workshop and Training course - learn more at [...]
1 internautes sur 1 ont trouvé ce commentaire utile 
HASH(0xa08b1e1c) étoiles sur 5 The Priceless Power Of Socially Empowered Employees 7 septembre 2013
Par Kare Anderson - Publié sur
Format: Broché
I have read at least 15 books on ways companies can benefit by adopting social tools, and this is my favorite because it takes an inside out approach, beginning with employees, and how to engage them, in their enlightened self-interest, in going social. Of course many already are, yet this approach shows how to harness the efforts in a companywide mission. In that way this book is an ideal companion to Mark Fidelman's Socailized!Socialized! How the Most Successful Businesses Harness the Power of Social (Social Century Series), Brad Martin and Vala Afshar's The Pursuit of Social Business Excellence, and Dan Pontefract's Flat Army: Creating a Connected and Engaged Organization

Companies could capture a big missed opportunity to optimize their employees' talent to burnish their brand -- and boost esprit de corp. How? By facilitating tighter, smarter teamwork via apt use of social tools. In light of the unsettling Gallup report that, "70% of Americans are unhappy and uninspired at work" this approach should be a wake-up call for top management, suggests Cheryl and Mark Burgess in their new book, The Social Employee, a notion that Dan Pontefract has famously spearheaded at Telus.

Yet, as Cheryl Burgess told Vice President of Global Marketing for SAP, Michael Brenner, "The current challenge facing businesses today is this: you can't communicate externally unless you communicate internally... unfortunately, business culture over the last 30 years (or even longer) has tended to prize cutthroat competitiveness and information hoarding as workers attempted to climb over each other in order to get to the top." From Burgess I gleaned these lessons on how other companies successfully supported employees in pulling together more swiftly and strongly using social software, then added some insights that occurred to me:

1. Tap the Wisdom of the Right Crowd First
When the top executives at IBM decided to make a major move into social business in 2005, they recognized two things. First, they needed an inside-out approach so employees first learned to engage with each other in coordinated, congruent ways. Second, that a top-down declaration of how that should be accomplished was inherently opposite of how social works best. So Ethan McCarty, Director of Enterprise Social Strategy, set up a wiki to seek all employees' input for apt guidelines how they should engage with each other and with clients and others outside of the firm. Such widespread, apt involvement of employees optimized that brand-building opportunity, rather than stalling it.

When making a sweep change in organizational culture, upfront:

* Ask employees for input

* Make it easy for them to participate

* Enable them to see and respond to each others' ideas

Seeing each others' ideas often spurs:

* Refinement of suggestions

* A cascade of better ideas

* Greater participation sooner and more

* Faster, just-in-time learning

* Greater awareness of each other's talents and opinions

* Deeper commitment to a new initiative.

* Greater esprit de corps

Burgess recounts how many employees began to see the resulting guidelines as their co-created Magna Carta Moment. The bonus benefit for IBM? As news spread of their initiative, she notes, "When other firms began exploring social computing guidelines for their employees, some turned to IBM."

2. Optimize Your Employees' Congruent, Collective Social Participation
When Adobe's leadership chose to establish consistent, company-wide use of social tools to speed growth they recognized they needed employee buy-in. Many workers were already active, adept users of social tools in their work and personal lives. Others, not so much. And, Burgess told me, "There was no consistency--different work teams used different tools, leading to silos and duplication of effort."

Three things enabled Adobe to harness the full power of their workers, in becoming cross-functionally social employees:

* The firm adopted a Hub-and-Spoke model which, according to Burgess, "centralized resources, tools, and policies to ensure that internal and external branding efforts were congruent and fully leveraged across the organization."

* Key stakeholders in every department were recruited to explain how this new model would help, not hamper, employees' impact, using social tools.

* These stakeholders, according to Burgess, were also trained to describe the companywide change by citing how it would benefit them, in the specific situations in which they worked. That crucial part was by Maria Poveromo, Senior Director of Social Media and Public Relations. Burgess calls this approach, "building a center of excellence around all stakeholders."

3. Involve Employees in Spurring Social Sharing of Happy Customer Moments
When your firm is already famous for fun, often funny and helpful employees, you have a leg up in sharing your brand popularity via social channels. Southwest Airlines' leadership realized that they could radically increase the public's awareness of many happy employee/ customer moments if they supported their employees and customers in spreading the word about them in the social channels they already use.

For example, Burgess told me, "When a flight attendant shared some Taylor Swift guitar picks with a traveling couple--picks she had received from Swift's father on a previous flight--the couple sent an in-flight message to the airline, recognizing her for being the `most remarkably kind flight attendant' and politely requesting that she be recognized for her efforts. At the gate after the flight, Southwest employees met Holly and the customer with a giant cookie and a sash, and the customers were glad to sign the impromptu contract promising to fly Southwest Airlines exclusively as long as Holly remained employed." That story still has legs.

The icing on the cake is that such stories are candy to traditional and new media. As we now all know, social employees can spur the spread of stories faster, more credibly and less expensively than paid advertising can, yet few firms fully harness that opportunity.

Questions to jump start your firm's brand burnishing by supporting employees in becoming more adeptly social on behalf of the firm:

* How many ways do you support your employees and other stakeholders in shining a light on positive moments and helpful tips related to your organization?

* How obvious and easy do you make it for others to pass along that good new, looking good as they do so? How many ways do you recognize and reward those who do?

* Does your company train your employees in becoming ambassadors of the company brand, and thus their personal brand, and build in ways they can become more adept, learning from each other? Does that training include ways to communicate-to-connect, build bonds and be more frequently quoted?

* Do you encourage employees to learn fresh ways to capture and share special moments via video, photos, Instagrams, Pinterest and other tools as they emerge?
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