Social Enterprise workshop

This seminar is designed to last a full day and it covers the whole spectrum of the Digital & Social Media project.

It is suitable for the intermediate and advanced user and assumes a working knowledge of the major Social Networks, as well as a certain familiarity with searching and browsing the Internet or participating in a Forum discussion.


This section briefly addresses the reality of Social Media, how pervasive they have become and how diverse they are; the key message here is the fundamentally non-technical nature of the phenomenon, how it echoes a basic need of humans to socially connect with their peers.

Cases: Sony Entertainment, American Express, United Airlines


This section lays the foundation of any D&SM project because it states what realistically can be achieved with such a project. To the risk of being schematic, it is our belief that D&SM project should fall into one of two categories – awareness or lead-generation.

There is also evidence that the former is best applied to fast moving goods, while the second requires a somewhat longer sell cycle.

We also cover here the fundamental principles which apply here, stealing (several) pages from Dale Carnegie’s venerable book “How to win friends and influence people”.


This section is divided into two big subsection covering the “process” of a D&SM project, i.e. what are the phases of a D&SM project, the deliverables at the end of each phase, how it connects and interacts with the others, where it takes place.

Cases: KitchenAid, Bayer Supradyn

while the second deals with the Governance of the process; the focus of this subsection is not on measurement – a topic so important it deserves its own full section – but rather of the navigation of a D&SM proect during the course of its life: what are the main control points across which you extend the buy-in of the company? When do you involve Communications? When do you engage with Sales? When do you boil it down to a story the CEO can tell his peers and consider contributing to?

We conclude with the vision of the Social Enterprise CEO, of which very few examples exist today.

Cases: Mahindra


Measurement is the beast for D&SM projects, simply because it is so easy to measure things in digital that you may be tempted to measure everything, but understand nothing.

Our approach is based on the observation that while awareness is relatively easy to measure and leads very quickly to consideration for purchase in a fast moving sell cycle, not so for longer cycle goods or services.

In fact observation has allowed us to identify the three phases of opinion forming, and how they are related to the sales funnel conceptual description of a longer sell cycle.

Measurement must be therefore allow us to assess how well we make consumers progress from one phase to the the other, isolating the effects of that phase and offering suggestions for improvement.

Cases: John Deere


The final section deals with the description of the skill profile of a good D&SM team, regardless of whether is inside the company or outside or – more likely – somewhere in between.

Which skills are needed and when or the project to achieve its result and to act as a best practice within the company, spreading as a banign virus.


Durations depend very much on the level of engagement of the audience and on their previous experience; as such, these estimates should be taken with a grain of salt:

  • Why – 30’
  • What –  45’
  • How – 150’
  • How much – 60’
  • Who – 30’
  • Final Q&A – 30’

Disclaimer: The cases discussed in the course do not represent an endorsement for cc:catalfamo or any of its consultants, nor necessarily imply a professional contribution by cc:catalfamo and/or its consultants


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