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  Creating A Successful Social
  Business Marketing Strategy



15 November 2012

Charlene Li
@charleneli
2




© 2012 Altimeter Group
3




© 2012 Altimeter Group
  2011
4




© 2012 Altimeter Group
  2011
Social Business is
          ABOUT RELATIONSHIPS




© 2012 Altimeter Group
  2010
STRATEGY

                         INTEGRATION

                         FUTURE




© 2012 Altimeter Group
  2011
7


       Elements of a Coherent Social Strategy




             Understanding           Business Goal
                                                          Long-term Vision       Strategy Roadmap
              Customers                Alignment




                         Organization &                              Resources, People
                                               Risk Management
                          Governance                                     and Skills




© 2012 Altimeter Group
#1 Understand Customers: Map Relationships throughout the
       Dynamic Customer Journey




© 2012 Altimeter Group
9



       #2 Align Social with Key Strategic Goals

                             Examine your 2012
                             & 2013 goals

                             Pick ones where
                             social will have
                             significant impact

                             Then double down

© 2012 Altimeter Group
10

       Common Business Goals




© 2012 Altimeter Group
11


       #3 Create A Strategic Social Business Vision


                            A short, engaging, inspiring
                            statement of what your ideal
                            customer relationship will
                            look like in the future




© 2012 Altimeter Group
12


       Vision Statements




                    Ford’s Social Strategy Vision: To humanize the
                     company by connecting constituents with Ford
                     employees and with each other when possible,
                            providing value in the process.




© 2012 Altimeter Group
13


       #4 Strategic framework to guide strategy
       • Learn: What can be learned
         from customers and community
       • Dialog: The nature of our                Dialog
         interactions with customers
       • Support: How to provide                 Support
         support via social channels
                                         Learn
       • Advocate: How to build
                                                 Advocate
         advocacy among customers
         and community
       • Innovate: Using customer and            Innovate
         community to drive innovation




© 2012 Altimeter Group
14
   Analyze initiatives to identify long-term gaps in
   readiness, as well as immediate opportunities
                                  5.0
                                         High Value, Poor Capability         High Value, Highly Capable

                                                                                    Immediate
                                               Gaps identified in
                                                                                   opportunities
                                  4.0            organizational
          Overall Program Value




                                                                                identified for short-
                                               readiness to plan
                                                                                  term roadmap
                                                   long-term
                                                                                     execution
                                  3.0
                                         Low Value, Poor Capability          Low Value, Highly Capable

                                               Track for changes
                                  2.0             in value and                  Track for changes
                                                 organizational                 in value over time
                                              readiness over time
                                  0.0

                                        0.0             2.0            3.0              4.0             5.0
                                                      Organization Capability (Readiness)

© 2012 Altimeter Group
15


       Prioritize Initiatives by Value Created and
       Capabilities in Place to Execute
                                            Value of Initiatives vs. Capability to Execute
                                  5.00
                                                                                                  Support 1
                                                                                                  Dialog 1
                                                         Learn 1             Support 2
                                                                      Innovate 2
                                                                                               Innovate 1
                                                                                      Advocate 2
                                  4.00                            Advocate 1                     Support 3
                                                    Support 5
                                                                                        Innovate 2                                           Learn
                                                   Learn 2 Support 6                        Advocate 3
                                                                                   Innovate 3               Support 4                        Dialog
       Overall Initiative Value




                                                                  Advocate 5                Advocate 4
                                  3.00
                                                             Learn 3
                                                       Support 7                      Dialog 3
                                                                                                 Dialog 2                                    Support
                                                   Dialog 6                                        Dialog 4
                                                                                                   Advocate 6
                                                                                                                                             Advocate
                                                        Support 8
                                                                               Learn 4                                                       Innovate
                                                                               Dialog 5
                                  2.00




                                  1.00




                                  0.00
                                     0.00   0.50      1.00         1.50     2.00      2.50      3.00      3.50          4.00   4.50   5.00
                                                                      Organizational Capability (Readiness)




© 2012 Altimeter Group
Example: Social Business Initiatives, organized                                          16


       by Goals into a 3 Year Roadmap
                                                    Now – 6 6-12   12-18  18-24  24-30  30-36
               Category          Initiative         months months months months months months
            Create greater loyalty to drive sales
            Advocate Initiative
            Support Initiative
            Advocate Initiative
            Advocate Initiative
            Advocate Initiative
            Increase share in SMB market
            Learn     Initiative
            Dialog    Initiative
            Dialog    Initiative
            Advocate Initiative
            Create four new products
            Innovate Initiative
            Innovate Initiative
            Learn     Initiative
            Reduce customer service costs
            Learn     Initiative
            Dialog    Initiative
            Support Initiative
            Support Initiative
            Support Initiative
© 2012 Altimeter Group
17


       #5 Governance and Organization




© 2012 Altimeter Group
Sample 3 Year Organizational Evolution

               2012        2013          2014             2015




       Decentralized     Centralized   Hub & Spoke   Evolve to Multiple
                                                       Hub & Spoke




© 2012 Altimeter Group                                                    18
19
       Need to define role of the Center of Excellence
       within the context of existing departments



                                               Marketing


                             Executive                           PR




                         Operations
                                         CoE                     Dot.com




                                         CRM               SEO




© 2012 Altimeter Group
20


       Example: Governance for Programs

                                                                                     Launch
                                          Initiate &            Develop
                         Educate                                                       &
                                           Review               Program
                                                                                     Monitor

                                                                BU develops the
                                                                 program (R)
                                                                                     BU launches the
                                                                                      program (R)
                                                                  CoE reviews
                                          BU decides it needs
                                                                against guidelines
                                             program (R)
                                                                       (A)             CoE monitors &
                                                                                        measures for
                                                                                      impact, suggests
                                             CoE checks if                           improvements (C)
                                                                  CoE provides
                                               minimum
                                                                   education if
                                           requirements are
                                                                   needed (C)
                         CoE provides           met (A)
                         education on
                         guidelines (R)
                                             CoE provides
                                              education if
                                              needed (C)


                                           Legal informed
                                          about the program
                                                  (I)




© 2012 Altimeter Group
21


       #6 Risk Management




© 2012 Altimeter Group
22
                                                      3


       #7 People and Skills Require Training


                                         Social
                         Executives
                                       Strategists




                         Marketing/P
                                       Employees
                           R Pros




  2012
© 2011 Altimeter Group
Social media training is about
       developing judgment -- and the confidence to
       use it



       What you                                           What you
                         Judgment is needed in between
       should do                                         shouldn‘t do




© 2012 Altimeter Group
24



       Technology Selection Comes LAST




© 2012 Altimeter Group
25


   The Social Business Strategy Maturity Stages


                                                                          6.
                                                                          Holistic
                                                              5.
                                                              Strategic
                                                 4.
                                                 Formalized
                                    3.
                                    Engagement
                         2.
                         Presence
     1.
     Planning




© 2012 Altimeter Group
© 2012 Altimeter Group
© 2012 Altimeter Group
© 2012 Altimeter Group
© 2012 Altimeter Group
© 2012 Altimeter Group
© 2012 Altimeter Group
STRATEGY

                         INTEGRATION

                         FUTURE




© 2012 Altimeter Group
  2011
Develop a Relationship throughout the
       Dynamic Customer Journey




© 2012 Altimeter Group
34


       How Intel paid Influencers to ignite earned, and
       drive traffic back to owned
                                     121
                           Pieces of content created by
                                   influencers
                  24
Influencers commissioned
     to create content
                                                              1.1m
                                                          Social interactions

                           The company paid influencers
                                 to share content
                                                              9,314
                                                          Average actions per
                                Across their                piece of content
                                 networks



© 2012 Altimeter Group
35


       Intel‘s iQ Social Publishing an industry first for
       integrated media curation

                                The iQ experience, while still in beta, is comprised
                             around social algorithms that curate content shared by
                            Intel employees as well as owned and industry content.
                             It is then filtered through a touch design based on the
                                 insights generated through all data in aggregate.




© 2012 Altimeter Group
36


       Use analytics to accurately reflect the Dynamic
       Customer Journey
                         Traditional Attribution   Dynamic Attribution Model
                                 Model




© 2012 Altimeter Group
37


       Intel among the first to reorganize… merging
       social media team with global media team




                         “Why does this make sense? I found we were having similar
                         conversations across teams. For the past several years, I have
                         been encouraging every opportunity for them to work as one,
                         sharing information and insights — driving cross media
                         opportunities with our partners and thinking about a new world
                         where the idea of “paid” or transactional media dissolves.”


© 2012 Altimeter Group
38


       Digital Paid, Owned, and Earned media


     Display, banner ads               Corporate website
     Sponsored posts, ads              Microsites
     PPC ads                           Corporate blog
     Pay per post blogging




© 2012 Altimeter Group
39


       Visualizing Paid, Owned, and Earned




                  Paid           Owned                   Earned
      Requires media buy    Owned or controlled     User-generated content
                              but does not require     surrounding brand
                              media buy




© 2012 Altimeter Group
40


       Investment in Earned and Owned increases in 2012




                               Source: Society of Digital Agencies (SoDA) via eMarketer, 2012


© 2012 Altimeter Group
STRATEGY

                         INTEGRATION

                         FUTURE




© 2012 Altimeter Group
  2011
42



       My smartphone isn‘t very smart




 Who do I talk with most   Prioritize my    Add travel time
 Respond to quickly        contacts based   based on my
 Or ignore completely      on behavior      locations


© 2012 Altimeter Group
In the internet of things, data is the new currency




                     Ubiquitous sensors
                     Real-time algorithms
                    Ubiquitous experiences


© 2012 Altimeter Group
44


       Ubiquitous sensors collect data everywhere




                                     ―We are not going to
                                        design anything
                                     fragmented — it has
                                       to be integrated.‖




© 2012 Altimeter Group
‗Smart Pajamas‘ is just one of many wearable
       sensor use cases




© 2012 Altimeter Group
46


       Detect and understand motions – and emotions




© 2012 Altimeter Group
47

       Google‘s Car is the future, but lower insurance rates
       exist today




© 2012 Altimeter Group
48


       Data and Insight Will Be Everywhere And
       Autonomous




© 2012 Altimeter Group
49


       What do you really know about your customers?

                         25-55 years old, married, kids, working,
                         graduate degree, reads Real Simple & Wired




© 2012 Altimeter Group
50



       What would you do with a Watson
       in your pocket?




                          ―By the end of this decade, the
                         equivalent of Watson will fit in our
                             pocket.‖ – Dr. John Kelly



© 2012 Altimeter Group
51




© 2012 Altimeter Group
Social Business is
          ABOUT RELATIONSHIPS




© 2012 Altimeter Group
  2010
© 2012 Altimeter Group
54




  Marketing in The Era of
  Social Technologies



15 November 2012

Charlene Li
@charleneli
Social Business is
          ABOUT RELATIONSHIPS




© 2012 Altimeter Group
  2010
56


       Peru is in the top ten most engaged markets




                                   Source: ComScore Media Matrix, October 2011


© 2012 Altimeter Group
© 2012 Altimeter Group
INITIATIVES

                         ORGANIZATION

                         PREPARATION




© 2012 Altimeter Group
  2011
59


       Five Categories of Social Business Initiatives


                                  Dialog

                                 Support
                         Learn
                                 Advocate

                                 Innovate

© 2012 Altimeter Group
60


       Five Categories of Social Business Initiatives


                                  Dialog

                                 Support
                         Learn
                                 Advocate

                                 Innovate

© 2012 Altimeter Group
61


       Definition of Learn



           Using social technologies to listen and
          learn and discover what customers and
               prospects are already saying.




© 2012 Altimeter Group
62



       Track brand mentions with basic tools




                                 What would happen
                                  if every employee
                                   could learn from
                                      customers?



© 2012 Altimeter Group
63



       Paid services provide monitoring

                                                   Other providers:

                                                   Attensity
                                                   Converseon
                                                   Crimson Hexagon
                                                   Lithium
                                                   NetBase
                                                   Networked Insights
                                                   NM Insite
                                                   Topsy
                                                   Simply Measured
                                                   Sysomos
                                                   Visible Technologies
                                                   And many others


                         From Salesforce Radian6


© 2012 Altimeter Group
64


       Radian6 powers Dell‘s Social Media Listening
       Command Center




                  Dell uses Salesforce
                  Radian6 to power its
                      social media
                 monitoring of over 25K
                        customer
                 conversations on the
                       social web.



© 2012 Altimeter Group
65


       Centralized hubs can be basic but effective




       NVIDIA set up a Social
         Media Command
         Center with a few
             monitors
                                        Courtesy Nvidia



© 2012 Altimeter Group
66


       Five Categories of Social Business Initiatives


                                  Dialog

                                 Support
                         Learn
                                 Advocate

                                 Innovate

© 2012 Altimeter Group
67


       Definition of Dialog



                 Using social technologies to initiate
                    or respond to conversations
                         in social channels




© 2012 Altimeter Group
68


       Engage in conversations




© 2012 Altimeter Group
69


       Spain Tourism used multiple channels to
       encourage dialog and sharing




© 2012 Altimeter Group
70


       Have continuous, not episodic, dialog




             Boeing launched this blog as
               ―an experiment‖ in 2005.
                 Randy Tinseth, VP of
              Marketing, posts about the
             company and its planes in a
                  conversational and
                   personal manner.




© 2012 Altimeter Group
71


       Challenge: Create an authentic, local neighborhood
       experience when you have over 2000 locations




© 2012 Altimeter Group
72


       Applebee‘s supports 7000 employees in 1K
       locations to monitor and respond in social media




                                    Source: Expion, Disclosure: An Altimeter client


© 2012 Altimeter Group
73


       Implementation from corporate to local: How
       Farmers can transmit knowledge to the local level

                           Applebees social strategist trained
            Corporate        in-person on tool, developed
                                 strategy with insights




                                      Strategist trains entire field
                                    marketing team (responsible for    Regional
                                    company and franchise markets)




                             Corporate holds 90 min training
                   Local    sessions in regional meetings for
                              all local restaurant managers


© 2012 Altimeter Group
74


       What it looks like: National brand engaging
       locally




© 2012 Altimeter Group
75


       Five Categories of Social Business Initiatives


                                  Dialog

                                 Support
                         Learn
                                 Advocate

                                 Innovate

© 2012 Altimeter Group
76


       Definition of Support



        Assisting your customers directly, or by
      facilitating peer-to-peer support, via social
                      technologies




© 2012 Altimeter Group
77

       Vodafone Italy and Spain take separate, effective approaches to
       online support




© 2012 Altimeter Group
78



       Metro Madrid gives real time route
       updates, is responsive to customer
       feedback




© 2012 Altimeter Group
79


       GiffGaff mobile customers rewarded for support
       activities through payback system



                                GiffGaff, a small UK-based mobile
                                virtual network operator with only
                                14 employees, has no call center.
                                Instead, the community receives
                                 pre-pay credits and badges for
                                  contributions. The community
                                    answers 50% of customer
                                questions. The average response
                                         time is 3 minutes.




© 2012 Altimeter Group
80


       SolarWinds‘ customers self-support in its
       Thwack community




        Thwack was designed as a
       strategic asset from the start




© 2012 Altimeter Group
81


       Five Categories of Social Business Initiatives


                                  Dialog

                                 Support
                         Learn
                                 Advocate

                                 Innovate

© 2012 Altimeter Group
82


       Definition of Advocate



              Recruiting an ―unpaid army‖ of highly
              engaged fans to promote your brand
                  through social technologies




© 2012 Altimeter Group
83

                              5-Phase Approach:
              Formalizing an Advocacy Program



      Phase 1:           Phase 2:     Phase 3:       Phase 4:   Phase 5:
      Get Ready           Identify       Build        Amplify    Foster
      Internally         Advocates   Relationships    Voices     Growth




© 2012 Altimeter Group
84

       Get Ready Internally: This is a long-term program




                         Microsoft‘s 4,000 strong MVP
                         program sees them as long-
                           term business partners.




© 2012 Altimeter Group
85
                                                                         2 Staff
                   Sample: Program Size                                Ratio: 1:100

                   Ratio of Dedicated Staff to # of Advocates
                   200
                               Scale in efficacy as
                             program matures, due
                            to specialized and more
                   150      efficient staff; optimized
                             processes; as well as
                             the types of programs        1.5 Staff
  # of Advocates




                                                         Ratio: 1:50
                               which are initiated.
                   100                                                     200

                                .75 Staff
                               Ratio: 1:33
                    50
                                                             75

                                   25
                     0
                                 Year 1                   Year 2          Year 3
                                                                                 #socialadvocate

© 2012 Altimeter Group
86


       Sample: Advocate Contributions
       1. Term length: 1 year
       2. Post blog badge
       3. Participate in private advocate community – X times
          per month TBD
       4. Post original blog content – X times per quarter TBD
       5. Participate in existing communities, e.g. answering
          support questions – X times per quarter TBD
       6. Provide customer experience feedback and
          advocacy program feedback – X times per quarter
          TBD, or on as needed basis
                                                        #socialadvocate

© 2012 Altimeter Group
87


       Sample: Advocate Benefits


      Recognition         Access         Community     Schwag

                          1 consumer
            Featured in                      Private   Monthly gift
                           events per
            campaigns                      community    basket
                              year

             Content         1 pre-        Dedicated
           aggregation    briefing per     community
           on website         year          manager

                            National
            Blog badge    events case
                            by case

                                                         #socialadvocate

© 2012 Altimeter Group
88



       Yelp‘s Elite program uses a public blog to
       showcase get-togethers and recruit




© 2012 Altimeter Group
89


       Five Categories of Social Business Initiatives


                                  Dialog

                                 Support
                         Learn
                                 Advocate

                                 Innovate

© 2012 Altimeter Group
90


       Definition of Innovate



         Using social technologies to source and
         collect customer feedback on current or
               future products and services




© 2012 Altimeter Group
91



       Reviews provide rich data on how
       to improve




© 2012 Altimeter Group
92



       Danish bank ask for help to improve
       mobile banking on Facebook




© 2012 Altimeter Group
93



       Starbucks involves 50 people around the
       organization in innovation




                             Tens of thousands of customers
                              have submitted, commented,
                                and voted on ideas at My
                               Starbucks Idea. As of March
                             2012, more than 200 have been
                                       implemented.


© 2012 Altimeter Group
STRATEGY

                         ORGANIZATION

                         PREPARATION




© 2012 Altimeter Group
  2011
95


       Meeting the needs of Dynamic Customers
       requires Adaptive Organizations




        Rigid Organizations      Adaptive Organizations



© 2012 Altimeter Group
96


       Marketing extends to all parts of the organization


                                                Sales

                                            Service

                                            Executives
                  Marketing
                                                Product

© 2012 Altimeter Group
97



       Culture and Leadership are the lynchpins
       of social media success




                         Authenticity   Transparency


© 2012 Altimeter Group
98


       Build Trust Before A Crisis Hits




© 2012 Altimeter Group
FedEx‘s Response: Sincere but didn‘t
                                              99




       resonate




© 2012 Altimeter Group
Have the Courage
                         To Take the Leap
                         Into Relationships




© 2012 Altimeter Group
  2011
Develop the ability
   to give up the need
      to be in control




© 2012 Altimeter Group
  2011
102


       Open Leadership



                         Having the confidence
                         and humility to give up
                         the need to be in control,
                         while inspiring
                         commitment from people
                         to accomplish goals




© 2012 Altimeter Group
  2011
103


       Leaderships means having followers




                         ―Leadership is a relationship between those who
                          aspire to lead and those who choose to follow.‖
                                - From ―The Leadership Challenge‖
© 2012 Altimeter Group
Redefine what it means to be a leader




© 2012 Altimeter Group
  2010
“You can imagine the Chatterati creating as
                         much value as an SVP in the organization by
                         sharing their institutional knowledge and
                         expertise - and we should look at
                         compensation structures with that in mind.”

                               - Marc Benioff, CEO of Salesforce.com




© 2012 Altimeter Group
  2010
STRATEGY

                         ORGANIZATION

                         PREPARATION




© 2012 Altimeter Group
  2011
107


     #1 Prepare your Organization for Social Business




© 2012 Altimeter Group
108
       Assess Your Readiness and Capabilities




© 2012 Altimeter Group
109


       #2 Ask the Right Questions about Value



                         “We tend to overvalue the things we can
                         measure, and undervalue the things we
                         cannot.”

                               - John Hayes, CMO of American Express




© 2012 Altimeter Group
  2011
110



       #3 Create a Culture of Sharing




© 2012 Altimeter Group
111


       #4 Discipline and process are crucial




                         Source: ―H&R Block‘s Response Process‖ David Armano, Edelman 2010

© 2012 Altimeter Group
112



       #5 Master the Art of Failure



                         No relationships are perfect
                         Google‘s mantra:
                              “Fail fast, fail smart”




© 2012 Altimeter Group
  2011
113




© 2012 Altimeter Group
  2011
Social Business is
          ABOUT RELATIONSHIPS




© 2012 Altimeter Group
  2010
© 2012 Altimeter Group
116


       #2 Ask the Right Questions about Value



                         “We tend to overvalue the things we can
                         measure, and undervalue the things we
                         cannot.”

                               - John Hayes, CMO of American Express




© 2012 Altimeter Group
  2011

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Seminarium Peru Speech by Charlene Li

  • 1. 1 Creating A Successful Social Business Marketing Strategy 15 November 2012 Charlene Li @charleneli
  • 3. 3 © 2012 Altimeter Group 2011
  • 4. 4 © 2012 Altimeter Group 2011
  • 5. Social Business is ABOUT RELATIONSHIPS © 2012 Altimeter Group 2010
  • 6. STRATEGY INTEGRATION FUTURE © 2012 Altimeter Group 2011
  • 7. 7 Elements of a Coherent Social Strategy Understanding Business Goal Long-term Vision Strategy Roadmap Customers Alignment Organization & Resources, People Risk Management Governance and Skills © 2012 Altimeter Group
  • 8. #1 Understand Customers: Map Relationships throughout the Dynamic Customer Journey © 2012 Altimeter Group
  • 9. 9 #2 Align Social with Key Strategic Goals Examine your 2012 & 2013 goals Pick ones where social will have significant impact Then double down © 2012 Altimeter Group
  • 10. 10 Common Business Goals © 2012 Altimeter Group
  • 11. 11 #3 Create A Strategic Social Business Vision A short, engaging, inspiring statement of what your ideal customer relationship will look like in the future © 2012 Altimeter Group
  • 12. 12 Vision Statements Ford’s Social Strategy Vision: To humanize the company by connecting constituents with Ford employees and with each other when possible, providing value in the process. © 2012 Altimeter Group
  • 13. 13 #4 Strategic framework to guide strategy • Learn: What can be learned from customers and community • Dialog: The nature of our Dialog interactions with customers • Support: How to provide Support support via social channels Learn • Advocate: How to build Advocate advocacy among customers and community • Innovate: Using customer and Innovate community to drive innovation © 2012 Altimeter Group
  • 14. 14 Analyze initiatives to identify long-term gaps in readiness, as well as immediate opportunities 5.0 High Value, Poor Capability High Value, Highly Capable Immediate Gaps identified in opportunities 4.0 organizational Overall Program Value identified for short- readiness to plan term roadmap long-term execution 3.0 Low Value, Poor Capability Low Value, Highly Capable Track for changes 2.0 in value and Track for changes organizational in value over time readiness over time 0.0 0.0 2.0 3.0 4.0 5.0 Organization Capability (Readiness) © 2012 Altimeter Group
  • 15. 15 Prioritize Initiatives by Value Created and Capabilities in Place to Execute Value of Initiatives vs. Capability to Execute 5.00 Support 1 Dialog 1 Learn 1 Support 2 Innovate 2 Innovate 1 Advocate 2 4.00 Advocate 1 Support 3 Support 5 Innovate 2 Learn Learn 2 Support 6 Advocate 3 Innovate 3 Support 4 Dialog Overall Initiative Value Advocate 5 Advocate 4 3.00 Learn 3 Support 7 Dialog 3 Dialog 2 Support Dialog 6 Dialog 4 Advocate 6 Advocate Support 8 Learn 4 Innovate Dialog 5 2.00 1.00 0.00 0.00 0.50 1.00 1.50 2.00 2.50 3.00 3.50 4.00 4.50 5.00 Organizational Capability (Readiness) © 2012 Altimeter Group
  • 16. Example: Social Business Initiatives, organized 16 by Goals into a 3 Year Roadmap Now – 6 6-12 12-18 18-24 24-30 30-36 Category Initiative months months months months months months Create greater loyalty to drive sales Advocate Initiative Support Initiative Advocate Initiative Advocate Initiative Advocate Initiative Increase share in SMB market Learn Initiative Dialog Initiative Dialog Initiative Advocate Initiative Create four new products Innovate Initiative Innovate Initiative Learn Initiative Reduce customer service costs Learn Initiative Dialog Initiative Support Initiative Support Initiative Support Initiative © 2012 Altimeter Group
  • 17. 17 #5 Governance and Organization © 2012 Altimeter Group
  • 18. Sample 3 Year Organizational Evolution 2012 2013 2014 2015 Decentralized Centralized Hub & Spoke Evolve to Multiple Hub & Spoke © 2012 Altimeter Group 18
  • 19. 19 Need to define role of the Center of Excellence within the context of existing departments Marketing Executive PR Operations CoE Dot.com CRM SEO © 2012 Altimeter Group
  • 20. 20 Example: Governance for Programs Launch Initiate & Develop Educate & Review Program Monitor BU develops the program (R) BU launches the program (R) CoE reviews BU decides it needs against guidelines program (R) (A) CoE monitors & measures for impact, suggests CoE checks if improvements (C) CoE provides minimum education if requirements are needed (C) CoE provides met (A) education on guidelines (R) CoE provides education if needed (C) Legal informed about the program (I) © 2012 Altimeter Group
  • 21. 21 #6 Risk Management © 2012 Altimeter Group
  • 22. 22 3 #7 People and Skills Require Training Social Executives Strategists Marketing/P Employees R Pros 2012 © 2011 Altimeter Group
  • 23. Social media training is about developing judgment -- and the confidence to use it What you What you Judgment is needed in between should do shouldn‘t do © 2012 Altimeter Group
  • 24. 24 Technology Selection Comes LAST © 2012 Altimeter Group
  • 25. 25 The Social Business Strategy Maturity Stages 6. Holistic 5. Strategic 4. Formalized 3. Engagement 2. Presence 1. Planning © 2012 Altimeter Group
  • 32. STRATEGY INTEGRATION FUTURE © 2012 Altimeter Group 2011
  • 33. Develop a Relationship throughout the Dynamic Customer Journey © 2012 Altimeter Group
  • 34. 34 How Intel paid Influencers to ignite earned, and drive traffic back to owned 121 Pieces of content created by influencers 24 Influencers commissioned to create content 1.1m Social interactions The company paid influencers to share content 9,314 Average actions per Across their piece of content networks © 2012 Altimeter Group
  • 35. 35 Intel‘s iQ Social Publishing an industry first for integrated media curation The iQ experience, while still in beta, is comprised around social algorithms that curate content shared by Intel employees as well as owned and industry content. It is then filtered through a touch design based on the insights generated through all data in aggregate. © 2012 Altimeter Group
  • 36. 36 Use analytics to accurately reflect the Dynamic Customer Journey Traditional Attribution Dynamic Attribution Model Model © 2012 Altimeter Group
  • 37. 37 Intel among the first to reorganize… merging social media team with global media team “Why does this make sense? I found we were having similar conversations across teams. For the past several years, I have been encouraging every opportunity for them to work as one, sharing information and insights — driving cross media opportunities with our partners and thinking about a new world where the idea of “paid” or transactional media dissolves.” © 2012 Altimeter Group
  • 38. 38 Digital Paid, Owned, and Earned media Display, banner ads Corporate website Sponsored posts, ads Microsites PPC ads Corporate blog Pay per post blogging © 2012 Altimeter Group
  • 39. 39 Visualizing Paid, Owned, and Earned Paid Owned Earned  Requires media buy  Owned or controlled  User-generated content but does not require surrounding brand media buy © 2012 Altimeter Group
  • 40. 40 Investment in Earned and Owned increases in 2012 Source: Society of Digital Agencies (SoDA) via eMarketer, 2012 © 2012 Altimeter Group
  • 41. STRATEGY INTEGRATION FUTURE © 2012 Altimeter Group 2011
  • 42. 42 My smartphone isn‘t very smart Who do I talk with most Prioritize my Add travel time Respond to quickly contacts based based on my Or ignore completely on behavior locations © 2012 Altimeter Group
  • 43. In the internet of things, data is the new currency Ubiquitous sensors Real-time algorithms Ubiquitous experiences © 2012 Altimeter Group
  • 44. 44 Ubiquitous sensors collect data everywhere ―We are not going to design anything fragmented — it has to be integrated.‖ © 2012 Altimeter Group
  • 45. ‗Smart Pajamas‘ is just one of many wearable sensor use cases © 2012 Altimeter Group
  • 46. 46 Detect and understand motions – and emotions © 2012 Altimeter Group
  • 47. 47 Google‘s Car is the future, but lower insurance rates exist today © 2012 Altimeter Group
  • 48. 48 Data and Insight Will Be Everywhere And Autonomous © 2012 Altimeter Group
  • 49. 49 What do you really know about your customers? 25-55 years old, married, kids, working, graduate degree, reads Real Simple & Wired © 2012 Altimeter Group
  • 50. 50 What would you do with a Watson in your pocket? ―By the end of this decade, the equivalent of Watson will fit in our pocket.‖ – Dr. John Kelly © 2012 Altimeter Group
  • 52. Social Business is ABOUT RELATIONSHIPS © 2012 Altimeter Group 2010
  • 54. 54 Marketing in The Era of Social Technologies 15 November 2012 Charlene Li @charleneli
  • 55. Social Business is ABOUT RELATIONSHIPS © 2012 Altimeter Group 2010
  • 56. 56 Peru is in the top ten most engaged markets Source: ComScore Media Matrix, October 2011 © 2012 Altimeter Group
  • 58. INITIATIVES ORGANIZATION PREPARATION © 2012 Altimeter Group 2011
  • 59. 59 Five Categories of Social Business Initiatives Dialog Support Learn Advocate Innovate © 2012 Altimeter Group
  • 60. 60 Five Categories of Social Business Initiatives Dialog Support Learn Advocate Innovate © 2012 Altimeter Group
  • 61. 61 Definition of Learn Using social technologies to listen and learn and discover what customers and prospects are already saying. © 2012 Altimeter Group
  • 62. 62 Track brand mentions with basic tools What would happen if every employee could learn from customers? © 2012 Altimeter Group
  • 63. 63 Paid services provide monitoring Other providers: Attensity Converseon Crimson Hexagon Lithium NetBase Networked Insights NM Insite Topsy Simply Measured Sysomos Visible Technologies And many others From Salesforce Radian6 © 2012 Altimeter Group
  • 64. 64 Radian6 powers Dell‘s Social Media Listening Command Center Dell uses Salesforce Radian6 to power its social media monitoring of over 25K customer conversations on the social web. © 2012 Altimeter Group
  • 65. 65 Centralized hubs can be basic but effective NVIDIA set up a Social Media Command Center with a few monitors Courtesy Nvidia © 2012 Altimeter Group
  • 66. 66 Five Categories of Social Business Initiatives Dialog Support Learn Advocate Innovate © 2012 Altimeter Group
  • 67. 67 Definition of Dialog Using social technologies to initiate or respond to conversations in social channels © 2012 Altimeter Group
  • 68. 68 Engage in conversations © 2012 Altimeter Group
  • 69. 69 Spain Tourism used multiple channels to encourage dialog and sharing © 2012 Altimeter Group
  • 70. 70 Have continuous, not episodic, dialog Boeing launched this blog as ―an experiment‖ in 2005. Randy Tinseth, VP of Marketing, posts about the company and its planes in a conversational and personal manner. © 2012 Altimeter Group
  • 71. 71 Challenge: Create an authentic, local neighborhood experience when you have over 2000 locations © 2012 Altimeter Group
  • 72. 72 Applebee‘s supports 7000 employees in 1K locations to monitor and respond in social media Source: Expion, Disclosure: An Altimeter client © 2012 Altimeter Group
  • 73. 73 Implementation from corporate to local: How Farmers can transmit knowledge to the local level Applebees social strategist trained Corporate in-person on tool, developed strategy with insights Strategist trains entire field marketing team (responsible for Regional company and franchise markets) Corporate holds 90 min training Local sessions in regional meetings for all local restaurant managers © 2012 Altimeter Group
  • 74. 74 What it looks like: National brand engaging locally © 2012 Altimeter Group
  • 75. 75 Five Categories of Social Business Initiatives Dialog Support Learn Advocate Innovate © 2012 Altimeter Group
  • 76. 76 Definition of Support Assisting your customers directly, or by facilitating peer-to-peer support, via social technologies © 2012 Altimeter Group
  • 77. 77 Vodafone Italy and Spain take separate, effective approaches to online support © 2012 Altimeter Group
  • 78. 78 Metro Madrid gives real time route updates, is responsive to customer feedback © 2012 Altimeter Group
  • 79. 79 GiffGaff mobile customers rewarded for support activities through payback system GiffGaff, a small UK-based mobile virtual network operator with only 14 employees, has no call center. Instead, the community receives pre-pay credits and badges for contributions. The community answers 50% of customer questions. The average response time is 3 minutes. © 2012 Altimeter Group
  • 80. 80 SolarWinds‘ customers self-support in its Thwack community Thwack was designed as a strategic asset from the start © 2012 Altimeter Group
  • 81. 81 Five Categories of Social Business Initiatives Dialog Support Learn Advocate Innovate © 2012 Altimeter Group
  • 82. 82 Definition of Advocate Recruiting an ―unpaid army‖ of highly engaged fans to promote your brand through social technologies © 2012 Altimeter Group
  • 83. 83 5-Phase Approach: Formalizing an Advocacy Program Phase 1: Phase 2: Phase 3: Phase 4: Phase 5: Get Ready Identify Build Amplify Foster Internally Advocates Relationships Voices Growth © 2012 Altimeter Group
  • 84. 84 Get Ready Internally: This is a long-term program Microsoft‘s 4,000 strong MVP program sees them as long- term business partners. © 2012 Altimeter Group
  • 85. 85 2 Staff Sample: Program Size Ratio: 1:100 Ratio of Dedicated Staff to # of Advocates 200 Scale in efficacy as program matures, due to specialized and more 150 efficient staff; optimized processes; as well as the types of programs 1.5 Staff # of Advocates Ratio: 1:50 which are initiated. 100 200 .75 Staff Ratio: 1:33 50 75 25 0 Year 1 Year 2 Year 3 #socialadvocate © 2012 Altimeter Group
  • 86. 86 Sample: Advocate Contributions 1. Term length: 1 year 2. Post blog badge 3. Participate in private advocate community – X times per month TBD 4. Post original blog content – X times per quarter TBD 5. Participate in existing communities, e.g. answering support questions – X times per quarter TBD 6. Provide customer experience feedback and advocacy program feedback – X times per quarter TBD, or on as needed basis #socialadvocate © 2012 Altimeter Group
  • 87. 87 Sample: Advocate Benefits Recognition Access Community Schwag 1 consumer Featured in Private Monthly gift events per campaigns community basket year Content 1 pre- Dedicated aggregation briefing per community on website year manager National Blog badge events case by case #socialadvocate © 2012 Altimeter Group
  • 88. 88 Yelp‘s Elite program uses a public blog to showcase get-togethers and recruit © 2012 Altimeter Group
  • 89. 89 Five Categories of Social Business Initiatives Dialog Support Learn Advocate Innovate © 2012 Altimeter Group
  • 90. 90 Definition of Innovate Using social technologies to source and collect customer feedback on current or future products and services © 2012 Altimeter Group
  • 91. 91 Reviews provide rich data on how to improve © 2012 Altimeter Group
  • 92. 92 Danish bank ask for help to improve mobile banking on Facebook © 2012 Altimeter Group
  • 93. 93 Starbucks involves 50 people around the organization in innovation Tens of thousands of customers have submitted, commented, and voted on ideas at My Starbucks Idea. As of March 2012, more than 200 have been implemented. © 2012 Altimeter Group
  • 94. STRATEGY ORGANIZATION PREPARATION © 2012 Altimeter Group 2011
  • 95. 95 Meeting the needs of Dynamic Customers requires Adaptive Organizations Rigid Organizations Adaptive Organizations © 2012 Altimeter Group
  • 96. 96 Marketing extends to all parts of the organization Sales Service Executives Marketing Product © 2012 Altimeter Group
  • 97. 97 Culture and Leadership are the lynchpins of social media success Authenticity Transparency © 2012 Altimeter Group
  • 98. 98 Build Trust Before A Crisis Hits © 2012 Altimeter Group
  • 99. FedEx‘s Response: Sincere but didn‘t 99 resonate © 2012 Altimeter Group
  • 100. Have the Courage To Take the Leap Into Relationships © 2012 Altimeter Group 2011
  • 101. Develop the ability to give up the need to be in control © 2012 Altimeter Group 2011
  • 102. 102 Open Leadership Having the confidence and humility to give up the need to be in control, while inspiring commitment from people to accomplish goals © 2012 Altimeter Group 2011
  • 103. 103 Leaderships means having followers ―Leadership is a relationship between those who aspire to lead and those who choose to follow.‖ - From ―The Leadership Challenge‖ © 2012 Altimeter Group
  • 104. Redefine what it means to be a leader © 2012 Altimeter Group 2010
  • 105. “You can imagine the Chatterati creating as much value as an SVP in the organization by sharing their institutional knowledge and expertise - and we should look at compensation structures with that in mind.” - Marc Benioff, CEO of Salesforce.com © 2012 Altimeter Group 2010
  • 106. STRATEGY ORGANIZATION PREPARATION © 2012 Altimeter Group 2011
  • 107. 107 #1 Prepare your Organization for Social Business © 2012 Altimeter Group
  • 108. 108 Assess Your Readiness and Capabilities © 2012 Altimeter Group
  • 109. 109 #2 Ask the Right Questions about Value “We tend to overvalue the things we can measure, and undervalue the things we cannot.” - John Hayes, CMO of American Express © 2012 Altimeter Group 2011
  • 110. 110 #3 Create a Culture of Sharing © 2012 Altimeter Group
  • 111. 111 #4 Discipline and process are crucial Source: ―H&R Block‘s Response Process‖ David Armano, Edelman 2010 © 2012 Altimeter Group
  • 112. 112 #5 Master the Art of Failure No relationships are perfect Google‘s mantra: “Fail fast, fail smart” © 2012 Altimeter Group 2011
  • 113. 113 © 2012 Altimeter Group 2011
  • 114. Social Business is ABOUT RELATIONSHIPS © 2012 Altimeter Group 2010
  • 116. 116 #2 Ask the Right Questions about Value “We tend to overvalue the things we can measure, and undervalue the things we cannot.” - John Hayes, CMO of American Express © 2012 Altimeter Group 2011

Hinweis der Redaktion

  1. Title: Creating A Successful Social Business Marketing StrategyWith almost a billion members, Facebook's growth and stature is representative of the maturing social media landscape. Social technologies are no longer a bright shiny object, instead representing valuable relationships that require a coherent strategy and disciplined execution. This session will make a case that social technologies should be a mainstay of your marketing program rather than a second cousin of interactive marketing. We'll look at the implications of this priority shift, using case studies from companies who are making changes to their overall business and marketing programs. We'll also go through a checklist of the actions you'll need to prioritize to be successful. 
  2. Review each example of a business goal.** Need attribution here for Susan’s reportTransition: Here is an example of each that shows how social business can have an effect on these business goals …
  3. Describe the what and the value.SAY: THIS IS WHAT WE’RE BUILDING TOWARD. IMAGINE WHAT THE FUTURE OF THE CUSTOMER RELATIONSHIP LOOKS LIKE.Transition: Here are some examples …
  4. Review Ford’s (Scott Monty). HUMANIZE the company … that’s the vision of the future.(Click to build the other examples) SAY: These others are not social but examples of good vision statements for organizations. These are meant to identify elements of good vision statements in general. Notice they are very lofty and aspirational, and they are in harmony with the company brand promise and company vision. Notice, too, that a vision statement is NOT a MISSION statement … a mission defines “the business we are in” and has more detail. It’s more about what we actually do, not the value we aspire to create.ASK: What do you like about these statements? Anything you don’t like?Capture points on a flipchart if you have time.ASK: Have any of you created vision statements before?(answer to a typical question) Why a social vision and not an integrated vision? Because it’s so new, it bears carving out FOR NOW, until companies are clear about the value and role of social. It may be a bit too early to integrate because the value isn’t clear yet.Transition: Here are some criteria …
  5. https://www.facebook.com/movistarperu
  6. http://www.socialbakers.com/facebook-pages/336733546122-movistar-peru
  7. http://www.socialbakers.com/facebook-pages/336733546122-movistar-peru
  8. https://www.facebook.com/photo.php?fbid=10151099018006123&set=a.341143986122.164820.336733546122&type=1&theater
  9. https://www.facebook.com/photo.php?fbid=10151099018006123&set=a.341143986122.164820.336733546122&type=1&theater
  10. http://www.socialbakers.com/facebook-pages/336733546122-movistar-peru
  11. PAID TO EARNED TO OWNED Intel paid social influencers to create engaging and authentic content across a number of their own(ed) media properties. This content aligned with themes related to the brand’s products and initiatives. The paid content gained earned amplification as influencers shared content across their social networks. Engagement and links were then driven directlyto the brand’s owned social properties, including their blog, Facebook, Twitter, Google+, Tumblr, and YouTube channel. A total of 121 pieces of content were produced (text, video, infographics, images, etc.) across only 24 influencers.Results: Over 1.1M social interactions were generated, an average of 9,314 per piece of content.
  12. Owned > Earnedhttp://www.briansolis.com/2012/07/a-social-publishing-model-from-intel-iq/http://iq.intel.com/story/8513442/iq-a-new-publishing-model-1
  13. http://blogs.intel.com/marketeer-musings/2012/06/22/the-blending-of-media/Nancy Bhagat is Vice President of Sales and Marketing at Intel, and serves as Director of Marketing Strategy and Campaigns.
  14. Gray area: eg. Retweets Outlying channels don’t neatly conform to the categories of paid/owned/earned media. This is to be expected from some forms of digital media. Online contests and sweepstakes, for example, are often hybrids of paid, owned, and earned media. And as mentioned above, shared media (“likes,” “retweets,” “shares,” etc.) are considered by some to be a wholly separate channel from earned media. Moreover, shared media may or may not contain original content (e.g., a comment or other earned media) added by the sharer. Co-created content is another category that could be assigned to earned or to shared media. We acknowledge these arguments, but for the purpose of this report we will consider “shared” media to be part of earned.
  15. Screenshots are of paid search results, a Blue Cross Blue Shield blog from Michigan and a Facebook status posting about an open position at BCBS.Paid media: are display or broadcast advertising. In digital channels, paid media include banner ads, Pay Per Click (PPC) search ads, advertorials, sponsorships, sponsored links, and pay-per-post blogging. The common factor of all these channels is that they are a form of advertising for which a media buy is necessary.Owned media are all content assets a brand either owns or wholly controls. Owned media channels include websites, microsites, branded blogs, videos, and the brand’s own(ed) presence on social media and social network channels, such as Facebook, Twitter, YouTube, Flickr, etc. Owned media is largely content marketing, i.e., content a brand owns and/or publishes that involves no media buy.Earned media is user-generated content created and/or shared by users. (It bears mentioning that some consider shared media to be a separate channel. More on this below in Outlying Channels.) Types of earned media include consumers’ social media posts, tweets, reviews, videos, photos, and open online communities. Another component of earned media is mentions in media or on social channels that are the result of PR or media relations. For brands, earned media is the most elusive and difficult of the three channels; while it can be influenced, it cannot be directly controlled.
  16. http://www.emarketer.com/Article.aspx?id=1008948&R=1008948b2http://www.slideshare.net/sodaspeaks/the-soda-report-11690932/download
  17. http://iphonestudio.co.uk/iphone_icon_gallery.html
  18. http://blogs.cisco.com/news/the-internet-of-things-infographic/
  19. http://venturebeat.com/2012/10/23/cisco-lake-nona-to-become-first-smartconnected-iconic-city-in-the-usa/
  20. http://www.fiercemobilehealthcare.com/story/smart-pajamas-monitor-infants-wirelessly/2012-05-21?utm_medium=nl&utm_source=internal
  21. http://www.bgr.com/2012/05/18/microsoft-kinect-surgery-surgical-assistant-testing/http://www.newscientist.com/blogs/onepercent/2012/06/kinect-to-watch-your-emotions.htmlhttp://www.nytimes.com/2012/06/03/magazine/how-kinect-spawned-a-commercial-ecosystem.html?pagewanted=1Microsoft’s Kinect motion and voice-based controller accessory was launched with gaming in mind, but researchers have taken the technology in a number of different directions. But users didn't just want to play games with it. “Kinect hackers” were drawn to the fact that the object affordably synthesizes an arsenal of sophisticated components — notably, a fancy video camera, a “depth sensor” to capture visual data in three dimensions and a multiarray microphone capable of a similar trick with audio.Combined with a powerful microchip and software, these capabilities could be put to uses unrelated to the Xbox. Like: enabling a small drone to “see” its surroundings and avoid obstacles; rigging up a 3-D scanner to create small reproductions of most any object (or person); directing the music of a computerized orchestra with conductorlike gestures; remotely controlling a robot to brush a cat’s fur. It has been used to make animation, to add striking visual effects to videos, to create an “interactive theme park” in South Korea and to control a P.C. by the movement of your hands (or, in a variation developed by some Japanese researchers, your tongue). A result has been a fresh wave of Kinect-centric experiments aimed squarely at the marketplace: helping Bloomingdale’s shoppers find the right size of clothing; enabling a “smart” shopping cart to scan Whole Foods customers’ purchases in real time; making you better at parallel parking. German researchers transformed the Kinect into an interactive augmented reality X-ray machine, and Microsoft Research is now in the process of trialing the use of its Kinect sensor as a surgical assistant.“People are trying to decide for themselves what they want these technologies to mean,” McDonald says. The answer used to come from defense firms, academia, megacorporations. “It can’t be just them,” he continues. “It has to be everyone.”Online adverts are already tailored to your search and browsing history, but now Microsoft has plans to add emotions to the mix. In a recently revealed patent application the company suggests that using its Kinect sensor to analyse your face and body language for emotions could help companies better target their ads. Emotional analysis of emails, search terms and even your online gaming performance could also influence the ads you see.
  22. Theme: Sentient Worldhttp://www.wired.com/autopia/2012/02/autonomous-vehicles-q-and-a/This is a case where DATA IS EVERYWHERE – in the weather, in the landscape, on the roadways. Google isn’t waiting for the highways to get intelligent to drive this forward. These automous cars constantly map their surroundings and make decisions based on that data – even changing lanes, merging – and their reactions and decision making are faster than ‘real time’ to us. http://www.mobiledia.com/news/164404.html<tags>#auto #transport #tech#innovation #sentientworld#jon
  23. This example is highly experimental – the others…the future is now!http://www.wired.com/autopia/2011/05/ford-google-prediction-api/“In a nutshell, the Prediction API adds pattern-matching capability to existing cloud-based datasets, using it to predict probable outcomes for current events. Using it in an automotive setting would allow our cars to effectively learn from our behavior and adapt to it.“We take examples from the past and apply machine algorithm learning to find the best model that fits the situation,” Travis Green, Google’s Prediction API product manager, said.So in theory, if you opt in to using the service, a computer in your car would create an encrypted record of your driving data — where you’ve gone, when you’ve gone there and what route you took — and tailor it to your driving profile. Eventually, your car “remembers” where and how you drive.”
  24. How much do you really know about me? If we are going to be in a relationship, then I expect that you’ve taken the time to get to know me before we even meet. Trust becomes a significant issue. Relationship between privacy and permission
  25. Title: Title: Marketing In The Era Of Social TechnologiesThe excitement around social media often centers on the technologies -- Facebook, blogs, Twitter, etc. etc. But this is the wrong approach. Rather than think about crafting a strategy around social technologies, leaders should be pondering how they can use social technologies to support and strengthen customer relationships. For many, Groundswell was the book that broke down barriers to accepting social technologies as an opportunity to make their businesses better. Open Leadership picks up where Groundswell left off, showing leaders how to open up business and create a culture that will make social media adoption–and on a greater level, adoption of a social business model–possible and successful.We'll be looking at the art -- and the science -- of how to tap into the power of customers and employees, including examples of what organizations and leaders are successfully doing today, as well as how to get your organization started. 
  26. http://blogs.wsj.com/marketbeat/2011/09/26/facebook-sucks-up-a-ridiculously-huge-and-growing-share-of-our-time-wasted-online/
  27. https://www.facebook.com/cuacuakraft
  28. Read definitionSAY: You have to LISTEN FIRST, before you can learn anything.Transition: Listening is about capturing social data so you can USE it …
  29. SAY: You can use free tools to listen and learn. Google and Twitter and many others have services.ASK: What can happen if everyone in an organization can listen to the voice of the customer? (invite comments)Summarize group’s comments. Make sure the group comes to the conclusion that they should: Reach out and have dialogue, follow up in a few months, innovate with people.SAY: What’s the lesson? Unless you’re listening, you’ll miss the opportunity.Transition: Here’s another example …Orange Francehttps://twitter.com/#!/Orange_conseil3.3k Followers, at least 2 dedicated Twitter service
  30. SAY:Here’s an example of SF Radian6. You can see there are many providers who do this sort of thing.ASK: How are you using tools? How often monitoring? (engage in a brief conversation)SAY: The best social businesses are looking at data every day, not waiting for weekly reports. Global companies are comparing listening posts across regions/the world to look at cultural differences.SAY: No one tool is the magic bullet.Transition: You can compare content popularity …
  31. http://www.radian6.com/radian6-powers-dells-social-media-listening-command-center/ASK: Has anybody visited Dell’s command center?SAY: It’s very impressive. Dell has a heavy dedication to listening and learning. In fact, they are now licensing and selling the command center approach.They are using an IBM front-end for Radian6.Gatorade also has one. Both of these examples are a comment on the cultural importance of social listening.ASK: Who owns listening in your company? (invite a few comments)SAY: Many companies are centralizing it because of the discipline required … there is value in managing governance.Transition: And on the flip side, here’s a different example …
  32. SAY: NVIDIA’s a one-person show. Not as resource heavy as Dell, but just as committed!Briefly describe NVIDIA’s official social media-monitoring hub. It also happens to be where Shanee Ben-Zur gets to work every day, keeping an eye on fans’ comments. Shanee Ben-Zur says, “This is how we stay plugged into the social web. It also serves as a training center to help NVIDIAns participate in social conversations, using apps like TweetDeck and Spredfast.I take all their feedback and deliver it to the right people here, whether the comments are good, bad or just for fun.The command center boasts eight 22-inch Samsung monitors on a custom wall-mount, powered by two Quadro NVS 450 professional graphics cards. The wall of monitors makes for an impressive display that attracts lots of visitors, including our top execs.  We use watt-stoppers to conserve energy use in the Social Media Command Center when it’s not in use.Whenever we launch a new driver or product, I stay posted at my station to monitor social media traffic, as do others in the customer care and driver teams. When fans have issues, we identify NVIDIA employees who are best suited to help, and mobilize to resolve these issues as quickly as possible. When fans indicate that they like certain features, we try to focus on those in future releases.The Social Media Command Center allows NVIDIA to  address fan feedback quickly. While we may not be able to answer each tweet or forum post directly, fans should know that we’re reading all your comments and we definitely care.”POINT: It doesn’t have to be resource intensive, it can be important and lean.Transition: Another example …
  33. Read the definition.SAY: It’s not a formula … there’s an art to a conversation.Transition: Here’s a great example …
  34. SAY: Here’s an example of what you DO want to do. You want to ENGAGE IN CONVERSATION.Kohl’s engages in a conversation by asking a question. “What did you get?” Their goal was to engage in a conversation with people. Encourage people to keep talking. More importantly, they also start getting other people engaged in the conversations. (example: can’t find blue shirt; there’s one at the store on xxx)Transition: Here’s one of my favorite examples …
  35. http://www.typicallyspanish.com/news/publish/article_25232.shtmlhttp://www.formspring.me/ilovespainhttp://www.youtube.com/spainTurespaña (The Spanish Institute of Tourism) has launched an innovative online campaign on social networks, such as Facebook, Twitter and Youtube relating to the subject, “Spain, a country to share”. The project aims to completely change the way of communicating and promoting Spanish destinations, going beyond the classic idea of Spain as a destination for beaches and sand.Updated Nov. 14, 2011 (No original case study date given)#europe#spain#facebook#dialog#tourism#charlene #jaimy
  36. http://boeingblogs.com/randy/archives/2010/06/5_years_time.htmlASK: How many of you are in the market for a 747? ASK: Then, why would Boeing dialog? We all DO care about plane safety.SAY: As Boeing describes it, “(we)launched this “experiment” in the early weeks of 2005, when blogs were a relatively new medium. In the corporate world, it was virtually uncharted territory. We were one of only a small handful of major companies dipping our feet into the waters of executive blogs.We certainly thought we could make Randy’s Journal into something, but at the time we weren’t exactly sure what that might be. Well, I think that as we celebrate 5+ years of blogging, it’s clear that we’ve exceeded even our own expectations.We’ve posted about 450 entries and thousands of comments. Over time our blog has evolved into a really effective medium to interact and share with our own employees and retirees as well as our customers and stakeholders and of course, all of the aviation enthusiasts around the world.”SAY: The point is Randy made a commitment to doing this … it’s consistent, not episodic. The conversation goes on … since 2005. Yes, you can have short-term initiatives, like for SuperBowl, but these long-term dialogs have an important place as well.Transition: Here are examples of types of topics you dialog about …
  37. #foodbev #distributed#governance #smms #esn#local#jessica
  38. Results: Applebee’s retains control over messaging and content, while dramatically improving ROI by connecting with customers at the local community level. With over 7,000 employees using Expion to manage 1000+ locations, Applebee’s has increased its engagement with their customers by building on their brand promise as your “Neighborhood Bar and Grill.”DATE: September 8, 2011Source: Expion deck sent to Christine#foodbev #restaurant #retail#learn #support #dialog #governance#christine#facebook #twitter#smms #listening
  39. To manage content and empower local restaurants, Applebee’s developed a three-tier governance structure within the SMMS. At the top is Applebee’s corporate, which pre-populates the content calendar with brand-wide messaging each month. Additionally, corporate uses the SMMS to analyze engagement data, for owned properties as well as competitorsidentify best practices on “what posts work best.” This data is shared with franchisees, so restaurant managers can adapt their own posts. This top-down process provides consistent branding, yet feeds distributed restaurant owners with relevant content and information to engage effectively, locally.The second level is regional, multi-franchise groups can develop and customize posts related to their own promotions and events. A regional manager at this level also closely monitors owned properties for flagged activity, and makes sure responses are in near real-time when necessary. individual restaurant level there are typically three to four people charged with community engagement.#foodbev #distributed#governance #smms #esn#local#jessica
  40. http://www.socialmediaexplorer.com/social-media-marketing/franchise-social-media-tools-the-customers-perspective/#foodbev #distributed#governance #smms #esn#local#jessicaApplebees retains control over messaging and content, while engaging on the local levelHas improved response times with customersOver 1100 local Applebees fan pagesDramatically improves ROI through connecting on local level Executive buy-in, intuitive UI, training contribute to a majority adoption rate (~1200/2000 locations) have individual Facebook pages Technology enables efficiency: managers are not expected to spend more than 10 minutes managing social
  41. Read the definition.SAY: This isn’t just about lowering service costs, but about opportunities to deepen relationships.Transition: Here are some examples …
  42. http://twitter.com/#!/vodafone_eshttp://twitter.com/#!/vodafoneitWe’ve seen South American telecom companies embrace social customer service to a higher degree – publically resolving issues on an individual basis. But Vodafone IT and ES both do a good job of listening to their customers and engaging in a way that supports their needs. Key differences: Italy tends to take things offline, encouraging customers to submit their numbers to the Italian team, while Vodafone Spain tackles issues head on, without publicly naming or tagging their Twitter customer support team.Updated Nov. 16, 2011 (No original case study date given)#comm #mobile#support #dialog#spain #italy #europe#jaimy
  43. SAY: They answer all kinds of questions. Customers answer each others’ questions also. Even a little bit of customization/personalization helps. Don’t respond the same way all the time, “sorry you had this problem, please call 800 … to report the problem.”Call center support groups should be integrated with marketing groups! Most are not.Transition: Here’s an example from Dell … https://twitter.com/#!/metro_madridMetro Madrid does an excellent job with customer feedback in a timely fashion. They respond personally to almost every inquiry/issue with a train or route delay. In this case, a customer is noting a burning smell, and Metro Madrid lets them know not to worry, there was an issue with that train that’s being resolved. In many other cases, they simply thank customers…which goes a long way in this case.
  44. SOURCE: http://thecustomerevolution.blogspot.com/2010/12/giffgaff-case-study-of-customers-in.htmlProduct co-creation - right from set-up GiffGaff engaged their target market in 2 way dialogue, asking potential customers and early adopters to decide on how best to structure their tariffs. Similar to Dell IdeaStorm, GiffGaff have continued their Ideas page and at the point of writing they have implemented 112 ideas direct from their community.Community support – the GiffGaff community is perhaps best shown within customer service. All of GiffGaff’s customer service is online. They pro-actively push information out to their notice boards page e.g. service issues. They publish customer-generated tips and tricks and FAQs. They also make extensive use of their community forum for peer to peer support (supported by intervention and moderation by GiffGaff employees when required).The community has radically cut customer support costs compared to the traditional contact centre-centric model. GiffGaff estimated that if O2 could replicate the model with just 25% of their customers participating, they could save c£20m per year.Payback Scheme - Perhaps the most innovative aspect of the community forum is that users are incentivised to participate through the use of a payback scheme. The payback scheme rewards GiffGaff members for helping GiffGaff out with Kudos points which can either be redeemed for pre-pay credit, or donated to charity (of course a charity of the community’s choice!).Social Marketing – GiffGaff’s above the line marketing is minimal for a Telco company. Instead they prefer their customers to spread the word on their behalf. Again they use Kudos points as an incentive - customer’s get 50 points each time they e-mail a friend or 500 points for each SIM card they send to a friend that is activated (where 1 point = 1p). That’s not a bad cost of acquisition and advocacy generates 25% of new customer connections.GiffGaff’s results so far have been impressive and pretty interesting:50% of customer questions are answered via the community (as opposed to online self service or GiffGaff employee moderation).The average response time for any question posted in the forum (24x7) is under 3 minutes and 95% of all questions are answered within an hour. I suspect most Telco call centre customers would still be navigating an IVR after 3 minutes, let along speaking to an agent or having their problem resolved!GiffGaff‘s NPS score is 75 - way above the industry average and approaching that of Google or Apple. They publish their customer satisfaction scores here.GiffGaff have found that the traditional 90-9-1 model of participation (See Michael Wu’s blog for an explanation) has changed with their rewards system. They estimate that they have a 1-25-74 model i.e. a much higher percentage of occasional forum users.DATE: July 13, 2011#telco #tech #smb #community#support #advocate#christine
  45. SAY: this company built a program specifically for this purpose … (describe using the context below)Founded in 1999, SolarWinds (NYSE: SWI) provides powerful and affordable IT management software to more than 93,000 customers worldwide – from Fortune 500 enterprises to small businesses. Who is SolarWinds?SolarWinds is rewriting the rules for how companies manage their networks. Guided by a global community of network engineers, SolarWinds develops simple and powerfulnetwork management software and network monitoring software for networks of all sizes. SolarWinds also offers network certification program to become a SolarWinds Certified Professional (SCP).What is thwack?thwack, SolarWinds online community site, was designed by network engineers, for network engineers. thwack is a vibrant, growing community of more than 116,000 IT pros who share a passion for technology. (Elaborate use of Telegens ?)Updated Nov. 15, 2011 (No original case study date given)#community#b2b #IT #computer #software#learn #dialog #support#jaimyWhen they went public in 2009, part of their investor pitch was Thwack as THE thing that makes the company strong … due to our customer loyalty … competitive advantage. Shows the real potential of these strong customer relationships.Transition: That was a lot of examples in a short period of time. Here’s a summary …
  46. Read the definition.SAY: The concept of advocate fits with trust data … people trust people like them.Transition: Why bother with developing Advocates?
  47. Briefly review each phase.Transition: We’ll quickly look at some examples of each phase …
  48. ASK: Is anyone aware of MS MVP program? These people are PROUD of being an MVP.SAY: This is not a short-term campaign. Advocates are long-term business partners. This requires a commitment and patience to see benefits. And, you will have to give up some control to advocates.Transition: Therefore, it’s important to define goals and vision up-front …
  49. SAY:Define your size goals over time and staff accordingly. As you get better at this you can more efficiently scale over time.Transition: Here’s an example from Dell …
  50. SAY: This is what YOU get from THEM. Requirements/criteria to keep status of Advocate.Review this example briefly.Transition: With your program in place, you can start to amplify advocates voices …
  51. SAY: Part of the relationship is based on what’s in it for them. Here are some sample benefits for advocates. Companies need to choose/create the benefits that work for them.Review the topic areas briefly.ASK: What benefits do you offer today?Mention: Best advocacy programs are NOT paid roles. Transition: Here are some sample parameters for what the company can expect from an advocate …
  52. ASK: Is anybody and Elite Yelper? Describe the experience and what it means to you.SAY: It’s a real badge of honor.Transition: The final step …
  53. Read the definition.ASK: Who likes to innovate? SAY: There’s lots of energy for innovation. And, it’s not easy to do.Transition: Here are some good examples …
  54. Describe the Foaming dish soap. Makes kids like to do the dishes.SAY: Dawn got 1046 reviews about SOAP! Amazing.Read the negative review.SAY: Dawn is looking for the negative reviews to continue to improve, so they invite new ideas about problems. This is innovation at its best. They have over 1000 data points now. If you want people to tell you how to make a product better, pay attention to the problems.Transition: Here’s how Charles Schwab does it …
  55. SOURCE: http://www.facebook.com/danskebank?v=app_177360692283592http://www.visible-banking.com/2011/02/idebank-danske-bank-leverages-facebook-to-improve-its-mobile-banking-application.htmlDATE: March 16, 2011<tags>#financial#europe#sweden#facebook#innovate
  56. SOURCE: http://blogs.starbucks.com/blogs/customer/archive/2012/03/30/over-200-ideas-launched.aspxSAY: They use a Salesforce platform. (describe using the context below)This was the very first thing Starbucks did in social business. Howard Schultz, when he came back as CEO, said we had lost touch with customers.Starbucks has a site where people can make suggestions on how they should improve. The key difference is that the suggestions are public, and people can vote for their favorite suggestions. Here’s an example of automatic ordering. Note that there is a status update here “Under Review”. Charlene’s idea of swiping card to identify favorite drink available. Third favorite idea. Starbucks couldn’t build kiosk infrastructure and they said so. Closed the loop on it.This is not a social media initiative, it’s a social business initiative.ASK: Who owns innovation? Customers do. This is business transformation.Transition: P&G knows that too …http://mystarbucksidea.force.com/<tags>#foodbev<region><country>#community#innovate<market><research area>#charlene
  57. http://www.slideshare.net/zenaweist/hrblockresponseprocess
  58. Define how open well.