1. Name: Dr. Cathal Doyle Email: cathal.doyle@umail.ucc.iecathal.doyle@umail.ucc.ie Twitter: @Cathal_Doyle@Cathal_Doyle Website: cathaldoyle.comcathaldoyle.com

2.  Many of the platforms of social media are “open”, in that other users of the network can see other people’s activity  Are we starting to move to more “private” networks?  Snapchat, Viber, Whatsapp

3.  We all use social media in some form to communicate  Some users are lurkers, others power users  We are building a digital profile, where reputation is king, and leaving many digital breadcrumbs

4.  Inevitably, with the interest from users, organisations began to look at these platforms (grassroots IS)  Looking to gain some competitive advantages by bringing them into their organisations  What does this mean?

5.  A lot of organisations adopting them for the sake of it  This leads to disappointment when there is no engagement  Change is needed – but will organisations adopt?

6.  Information no longer needs to come from the top down  A much more democratic way of doing business is needed  Hierarchies are demolished with the introduction of social media platforms

7.  They are using them both internally and externally  Internally to get employees to collaborate with each other  Externally to interact with current and potential customers, as well as business partners

8.  Airline organisations use Twitter to communicate with their passengers regarding flight times, and baggage allowances  Telecommunication organisations use Twitter to answer any queries that customers might have  Football organisations use Facebook to deliver exclusive pictures and videos of their team’s

12.  More and more organisations are introducing social media policies  What impact do these have on social media use?  Are they necessary?

13.  1. Social media begins to look less social  2. Corporations look to scale (http://www.newretailblog.com/social-media-case- study-best-buys-twelpforce/)http://www.newretailblog.com/social-media-case- study-best-buys-twelpforce/  3. Social business becomes serious play

14.  4. Your company will have a social media policy (and it might actually be enforced)  5. Mobile becomes a social media lifeline  6. Sharing no longer means e-mail

15.  1. It’s The Integration Economy, Stupid.  2. Tablet & Mobile Wars Create Ubiquitous Social Computing  3. Facebook Interrupts Location-Based Networking

16.  4. Average Participants Experience Social Media Schizophrenia  5. Google Doesn’t Beat Them, They Join Them  6. Social Functionality Makes Websites Fashionable Again

17.  1. Convergence Emergence  2. The Cult of Influence  3. Gamification Nation

18.  4. Social Sharing  5. Social Television  6. The Micro Economy

19.  1. Investment in Social Media Will Become a Necessity, Not a Luxury  2. Google+ Will Become a Major Factor  3. Image-Centric Networks Will See Huge Success

20.  4. We’ll Witness the Rise of Micro-Video  5. Foursquare Will Decline Sharply  6. MySpace, Love it or Hate it, Will Grow

21.  7. LinkedIn Will Become a Major Player for B2B Business Growth

22. http://blogs.hbr.org/2014/01/whats-the-endgame-for- social-media/

23.  The coming years will see more large and small businesses shifting social media from just the corporate level or just the division level to both the corporate and division level  The first wave of social business was all about employee collaboration, giving rise to products like Yammer, Jive, and Salesforce Chatter  Then came the next wave, external social business, rooted in customer service, corporate marketing, and communications

24.  More and more companies will usher in the third wave of social business by empowering everyone across the organization to participate  Corporate marketing teams will continue to use Facebook, Twitter, and LinkedIn for brand awareness  Sales teams and other customer-facing roles will increasingly tap into social networks for ways to authentically reach and engage their customers and prospects

25.  They will look to build their credibility as a trusted advisor through value-added content, and provide higher levels of service – all to ultimately increase business and deepen relationships  Even for employees in non-customer facing roles, the expectation will be that they represent the company whenever online to amplify and reinforce the corporate brand and its value to customers

26.  Enabling and training employees to effectively use social media for business  Creating social business programs and guidelines  Applying key business metrics to turn grand visions of social media into real business process and ROI

27. Stenmark 2008 - Web 2.0 in the Business Environment: The New Intranet or a Passing Hype?

28.  http://blogs.hbr.org/2013/07/the-real-power-of-enterprise-s/ http://blogs.hbr.org/2013/07/the-real-power-of-enterprise-s/  http://blogs.hbr.org/2013/03/how-to-make-space-for-social-m/ http://blogs.hbr.org/2013/03/how-to-make-space-for-social-m/  http://sumthewholeshowup.wordpress.com/2013/11/15/social-media-policies- impact-on-social-media/ http://sumthewholeshowup.wordpress.com/2013/11/15/social-media-policies- impact-on-social-media/