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New Social Business Maturity Model Enables Firms to Assess Success

To kick off the official start of the 2015 LIMRA LOMA Social Media Conference for Financial Services (#LLSMC) today, we’re thrilled to unveil our new Social Business Maturity Model, a standardized measurement methodology that allows financial services and insurance companies to evaluate the success and progress of their social business programs.
Based on our many years of experience empowering leading companies with large distribution teams to grow their business through social – including seven of the top 10 global firms – and the collective data we’ve gathered over the years, the Social Business Maturity Model enables financial services companies to quantitatively assess how their social initiatives measure up against the industry and where they stand relative to their cohort.
By ranking a company’s program across seven practice areas that are crucial to social business success, the model provides an overall score that places it in one of four stages of maturity: Developing (level 1), Emerging (level 2), Strategic (level 3) and Market Leading (level 4). In knowing their Social Business Maturity score, firms can benchmark their progress as well as see how they compare to their peers and industry averages.
Screen Shot 2015-08-19 at 6.19.13 AM
But it doesn’t end there. The model also provides key insights into what the company should prioritize in order to advance along the spectrum toward the next stage of maturity. Working closely with our customer success team, firms will receive expert, actionable guidance on what areas they should focus their resources on that will most quickly accelerate their program maturity and, ultimately, build more value across the enterprise.
The Social Business Maturity Model Study
In developing the model, we also evaluated the social business programs of more than 100 leading financial services and insurance companies to identify the top ROI drivers and indicators of success. After analyzing an enormous amount of data, the resulting Social Business Maturity Model study provides some compelling insights, including:

  • A dedicated project team is key
  • Set a plan for deployment and meet it
  • Have an established measurement process
  • Lead by example via executive championship
  • Invest in the program over the long-term

Ultimately, our vision for the Social Business Maturity Model and study is to not only help companies gain a better understanding about how well their programs are doing, but to help them advance to the next level and as a result, collectively shift the entire financial services industry as a whole toward greater social business maturity.
To learn more:

Related Resources:

[:de]To kick off the official start of the 2015 LIMRA LOMA Social Media Conference for Financial Services (#LLSMC) today, we’re thrilled to unveil our new Social Business Maturity Model, a standardized measurement methodology that allows financial services and insurance companies to evaluate the success and progress of their social business programs.
Based on our many years of experience empowering leading companies with large distribution teams to grow their business through social – including seven of the top 10 global firms – and the collective data we’ve gathered over the years, the Social Business Maturity Model enables financial services companies to quantitatively assess how their social initiatives measure up against the industry and where they stand relative to their cohort.
By ranking a company’s program across seven practice areas that are crucial to social business success, the model provides an overall score that places it in one of four stages of maturity: Developing (level 1), Emerging (level 2), Strategic (level 3) and Market Leading (level 4). In knowing their Social Business Maturity score, firms can benchmark their progress as well as see how they compare to their peers and industry averages.
Screen Shot 2015-08-19 at 6.19.13 AM
But it doesn’t end there. The model also provides key insights into what the company should prioritize in order to advance along the spectrum toward the next stage of maturity. Working closely with our customer success team, firms will receive expert, actionable guidance on what areas they should focus their resources on that will most quickly accelerate their program maturity and, ultimately, build more value across the enterprise.
The Social Business Maturity Model Study
In developing the model, we also evaluated the social business programs of more than 100 leading financial services and insurance companies to identify the top ROI drivers and indicators of success. After analyzing an enormous amount of data, the resulting Social Business Maturity Model study provides some compelling insights, including:

  • A dedicated project team is key
  • Set a plan for deployment and meet it
  • Have an established measurement process
  • Lead by example via executive championship
  • Invest in the program over the long-term

Ultimately, our vision for the Social Business Maturity Model and study is to not only help companies gain a better understanding about how well their programs are doing, but to help them advance to the next level and as a result, collectively shift the entire financial services industry as a whole toward greater social business maturity.
To learn more:

Related Resources:

Connie Sung Moyle

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