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the personal profiles of each other to build relationships and collaborate in the pursuit 249
of business objectives. In fact, they may well have used a social tool like a wiki to cre-
ate those business objectives in the first place. ■ ENTERPRISE 2.0 AND INTERNAL COLLABORATION

Here’s the connection to Social CRM, and to the Social Web and the larger use of
social technologies: Enterprise 2.0 involves the adoption and use of Web 2.0 technolo-
gies for internal collaboration, relationship building, and similar activities. When a busi-
ness is truly connected to its customers, or equivalently an organization is connected
to its stakeholders, it must be able to respond in a timely manner when customer or
stakeholder issues arise. Enterprise 2.0—the adoption of social technologies inside the
organization—facilitates an organization’s ability to respond to its customers.

Ted Shelton

Ted Shelton is CEO of The Conversation Group; Ted’s prior roles include Chief Strategy Officer at
Borland. Ted’s firm focuses on the transformative impact of social technologies on business.
You can connect with The Conversation Group (theconversationgroup.com/), follow Ted on
Twitter (@tshelton), and read his blog here:

tedshelton.blogspot.com/

The social business framework can be thought of as layers, starting with the
innermost core, Enterprise 2.0. Social business practices build outward—including
social media marketing, and the conversations on the Social Web itself that collectively
wrap around and define the business. Figure 9.3 shows this layered view.

The Layers of Social CRM

Customer
Information Flow

Social Media Marketing The Social Web

Enterprise 2.0
Figure 9.3 The Layers of a Social Business