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5 steps to become a social business
 

5 steps to become a social business

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Richard Margetic, Dell Director of Global Social Media, describes the five steps it takes for any business to

Richard Margetic, Dell Director of Global Social Media, describes the five steps it takes for any business to

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  • Great presentation. Dell is certainly one of the finest case studies for Social Media adoption.
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  • Dell’s use of social media really goes to the roots of who we are as a company: the power and value of direct connections with customers, as well as using the Web as a tool to be a better business. Our teams have been exchanging information with customers online since the late 1980s with listservs, and by 1996 we had our own Dell Community forums at Dell.com (other examples include: early leadership of e-commerce, the Web infrastructure to drive our supply chain, Premier Pages, etc)Today, we see social media as tool to be used across the fabric/functions of our businesses to build better business and be more connected with customers (i.e. the social web is not just about marketing or a customer support channel, rather it is a tool to be used to collaborate, connect and constantly do more with customers, from quality, to innovation, to building better business processes, to connecting and sharing real time, as well as solving technical or customer care issues) Highlights to pick out:Started with technical support (Customer service delivery)Just over 5 years ago became an early adopter using social media to connect with customers and build a better business.  In March 2006 we established the Online Community Outreach team, a group of tech support experts that reached out to bloggers around the world who had questions or required assistance. Later that year we expanded blog outreach beyond tech support to include any conversations about Dell.  2006 was also the year we launched our blog, Direct2Dell.Moved into communications – using as a channel to tell our story – Direct to DellDeveloped into crowd sourced product and service development with IdeaStormGone multi-lingual – multi-platforms – from our own .com/blog out to those customers select for themselves – no good just listening to the conversations in English, in your own frontroom - got to get out into the street to hear what customers really thinkInternal and external – agent for collaboration and innovation within the organisation e.g. Employee Storm; ChatterDirect sales (or facilitation) channel – lot made of our sales on platforms like twitter with @delloutlet but also important to realise that buying behaviours for products and services are also now heavily influenced by the social web – the opinions of trusted friends often first port of call (social web friends; bloggers)…so bringing those views into the buying process is impactful – so dell.com brings reviews/ratings front and centre with customersPower of advocates/ambassadors not to be underestimated – your team members are powerful voices for your brand/products and services… SMaC training and open access to all the tools they need at work to both LISTEN and ENGAGENote: Google+Dell team members from around the around the world are early adopters and users of social media, most recently on Google+ and Pinterest.
  • Dell has embedded social media across all businesses and functions, using it to build and nurture customer relationships through listening to, and engaging with customers in meaningful ways. Dell is committed to developing innovative programs that bring our passion for social connectivity and transparency to life, including the Social Media Listening Command Center, IdeaStorm, and a complete training and certification program empowering thousands of employees globally. These efforts contribute to product improvement, positive brand sentiment and an unmatched connection to our customers. Instead of targeting customers, Dell hears what they are saying and invites them to share their ideas.
  • In fact, as I think back in history to the general store or the early department stores or the mom and pop shops in our neighborhoods, the smart business person was a true marketerThat business person knew his customers by name, had a connections with themIndeed therein lies the early beginning of successful business – not the advertisement of brand names but the intimate customer connectionsIn some cases, the general store was actually the community center. People shopped, chatted, shared news, played a game of cards…..So, as we talk today about social media, I think this context is important….
  • Social media’s rapid growth and measurable impact led to the realization that ad hoc solutions couldn’t scaleWild West: Saloons and churchesPlatforms change, people don’tBlogs, MySpace, Facebook, Twitter, Renren, Tumblr, Pinterest, InstagramScaling needs:Consistent metricsEducationCommunicationGovernance
  • “Man is by nature a social animal.” Aristotle The motives to engage, relate, share, be accepted are at the base of all social activity. In this sense, the digital world is no different than the physical. Our lives depend on other humans. Infants are born unable to care for themselves. Survival depends on another human's efforts. We develop and learn about the world around us through the filter of other people. Our connections to others are key to not only our survival, but also to our happiness and the success of our careers.
  • People think there’s a fundamental paradigm shift with the advent of social. There is a paradigm shift, but not at the fundamental level, which is constant.
  • Lesson 3 and I have touched on this…but over 5 years we have found the conversations touch every part of Dell’s business……well, I'm not sure accounting has many customer conversations about them To realize business value from the customer, it is important that web interactions and conversations are heard by those who are most impacted, the relevant Dell team members and various parts of the business.
  • "Today, 66% of online Americans are actively using social networking, but only 16% of companies use social media to engage with customers.“You cannot have credibility saying you are customer-centric if you ignore your customers in social media channels.“ Charlene Li
  • According to ReadWrite Enterprise, “IdeaStorm is one of the touchstones of the enterprise social media age.” Launched in 2007, Dell’s IdeaStorm is a community site where anyone can submit ideas about improving Dell’s products/services, and allows the community to vote for their favorite submissions. Recently reinvigorated, the redesign supports more robust ideation, more prominent member presence and better social sharing. Dell has 28 IdeaStorm Partner employees, representing every aspect of our product line, who promote two-way dialogue between Dell and the community, IdeaStorm is also used to for customer feedback when Dell is in the process of designing/developing new products. In this situation, Dell puts its own ideas on IdeaStorm, hosting a “Storm Session.” Taking place in real-time, participants join a session to provide feedback on issues/proposed products.
  • Recognizing the focus on resolution, where and when a customer needed it, Dell brought together a unified team of professionals covering both technical support and customer care on the Web for both business to business and consumer customers. Traditionally separate business units, the social media outreach services (SOS) team merged customer care and technical support into one effort. The team established its own “outbound” approaches, listening and hearing a customer in need and proactively reaching out to solve the issue, rather than waiting for the customer to call. Unlike the traditional phone queues, identity of the customer is not always clear, which means the team must operate without always having the benefit of the traditional “case management” information in the Dell systems. Another unique factor impacting this operation is given Dell’s privacy and protection of customer data policies, the Web, unlike a phone call, is public. Therefore the SOS team works in a non-traditional manner to solve issues without the usual confirmation of names, addresses and service tags.
  • Lesson 5 relates to giving employees the tools to do their job…that means training.At Dell, We have put in place a robust social media and community curriculum that covers everything from our policies about transparency and protecting company and customer information to how to best use tools like Twitter, Facebook, LinkedIn, and blogging
  • Not everyone necessarily needs to be active on the Web. However, as the social Web emerges as a key marketing tool, every marketing leader needs to understand how to think about challenges, opportunities, costs, and how the social Web may or may not be a part of a marketing campaign or program. The Dell Social Media Playbook is a 105 page internal guide for planning and executing social strategy for the world’s largest social platforms including social networks, microblogs, video blogs, professional nets, as well as photo sharing, presentation, and publishing sites. Dell CMO, Karen Quintos introduces the guide saying, “Success in marketing means recognizing that experts in the social universe have the power to become some of our most authoritative advocates. Exceling as a social business means embracing these relationships and incorporating the feedback we get across the entire fabric of Dell so that we can continue to delights our customers with every touch point.” The innovative guide teaches marketers to build, engage, promote and track successful social media campaigns on behalf of the company. It also talks about tracking listening data before a market launch and how to factor this into messaging development.
  • Our social media engagement improves Dell’s reach and share of market voice, establishes causality between social media activity and engagement, and contributes greatly to demand generation and higher customer revenue. Most importantly, our social media efforts improve customer loyalty through the solid relationships we build and nurture.

5 steps to become a social business 5 steps to become a social business Presentation Transcript

  • 5 Steps in Becoming aSocial BusinessRichard Margetic, Director, Global Social MediaMay 29, 2013 @ByJove
  • Global MarketingAugust 2006Blogoutreachexpandedbeyond techSupportMarch 2008Accepted Solutionslaunched onCommunityDell France begins OnlineCommunity OutreachDecember 2006Ratings andreviews launchedon Dell.comJuly 2006Direct2Dell launchedToday Direct2Dell exists inEnglish, Spanish, Norwegian,Japanese and Chinese.February 2006Michael Dell asksWhy don’t we reach out and helpbloggers with tech support issues?February2007IdeaStormlaunchedA voting basedsite allowingcustomers andothers to submitideas for Dell.June 2007Dell joinsTwitterSells millions inthe first yearOctober 2007Community VIPprogram launchedDell launches recognitionprogram for our most activecommunity members, withprivate groups and escalatedaccess.June 2006DellTechCenterlaunchedMarch2010Dell joinsSina Weiboin China2006 2007 2008 2009 2010 2011March 2012Dell and Red Crosslaunch DigitalOperations CenterDell solutionsprovide the RedCross withinnovative ways tohelp Americansimpacted by disasterAugust 2010Social Media & CommunityUniversity (SMaC U) launched5,000 team members trained by end of yearJune 2010CAP Dayslaunched In-person events for vocalonline customersDecember 2010Social MediaListening CommandCenter launchedMore than seven years of social media experience20132012June 2007EmployeeStormlaunchedIdeaStorm foremployeesAugust 2009Swarm CanadalaunchesGroup buyingprogram goes livethroughoutCanadaMay 2009Swarm launchesGroup buying programgoes live, in SingaporeFeb 2009Social InnovationCompetitionBuilt on IdeaStormrewarding global socialinnovationJuly 2011Michael Delljoins Google+Jumps to #50 infollowers, holds firstDell HangoutJuly 2010Michael Dell onDell ChatterRolls it outcompany-wideJuly 2011Dell launchesglobal G+ siteFeb 2012Dell joins PinterestOctober 2012Dell launches SubjectMatter Expert socialmedia programJanuary 2013Dell LaunchesSocial NetAdvocacyReal time socialsentiment toolDecember 2012Dell launchesSocial MediaServices GroupJanuary 2011Think TankprogramlaunchedOctober 2011Dell launchesphase two ofVIP programBrings enhancedadvocacyrelationship to ourmost passionatecommunitymembersOctober 2009Dell joinsRenrenSeptember 2008Dell launchesYammerFirst enterprisesocial networkOctober 2009SMaC organizationlaunchedCross-functional centralorganizationJanuary 2010Social OutreachServices team formed@DellCares launched 3months later
  • Global MarketingOur Journey to Becoming a Social BusinessDell saw Social Media as an opportunity to build and furthernurture customer relationships through listening to, andengaging with, customers in meaningful ways.• Realization: Social was impacting many parts of the business• Challenge: Establish a framework that could scale across thebusiness• Solution: Define a platform-agnostic strategy, a governancemodel to manage, a communication system to educate /inform, an insights program to measure impact and a culturethat embraces it
  • Global MarketingRealization
  • Global MarketingMarketingbefore itbecameformalIntimate,customerconnections5
  • Global Marketing2005-2006• Thousands of conversations about Dell andrelated topics of interest• Conversations rich with valuable insights• Various parts of the business impacted• Online traffic/time spent shifting to social• No Dell voice4,000 onlineconversationsper dayregarding Dell• Companies viewed customer support andmarketing as primarily one-way.• Marketing by Dell, its competitors andbusiness in general involved traditionaluse of mass media.
  • Global MarketingChallenge
  • Global MarketingMeeting the Opportunity• Shifting from one way communications to conversations• Undefined benefits from investing in social– Belief in social media impact will only get us so far• Incremental resources needed– How do you justify shifting roles to social media management?• Solve the complexity of coordination across multiple businessunits and regions– Conversations were around products, customer issues, technologytrends, sales and more
  • Global MarketingSolution
  • Global MarketingSolution 1. A platform-agnostic strategy2. A governance model tomanage and scale3. A communication system toeducate and inform4. An insights program tomeasure impact5. A culture that embraces it
  • Global MarketingAll social activities share the same roots
  • Global Marketing12 ConfidentialSmart businessfundamentals never change
  • Global MarketingSocial rootsbusiness fundamentalscore social business strategy+
  • Global MarketingFoundation of social strategy:Focus on Value DriversValue to Customers Value For DellSocial connections meet variety of needsacross customer segments, and enablecustomers to …Social connections create potential for tangibleimpact against Dell’s key value drivers …CustomerInsights to DriveInnovationMarketing SpendEfficiencyTrafficBasket SizeCost Savings• Retention• ProfitabilityCustomerLifetime ValueConversion Rate• Brand awareness• Lead generation• Net Promoter Score• Support• Sales and marketing• Unique visitors• Visits/page views• Average ordervalue• Indirect R&D savings• Leaks in purchasepath1. Make meaningfulconnections based onshared interests2. Express themselves3. Receive exclusive rewardsand recognition4. Get advice, validation, andassurance about decisions5. Solve a specific problem(their own or someoneelse’s)
  • Global MarketingIntegrate where Customer & Business Value arerealized across all business functionsProduct Development• Feedback Loop• Early Warning• New ProductIdeationMarketing• Demand Forecast• Lead Generation• Message ReachOnline Presence• Ratings & Reviews• Communities• Customer StoriesSales• Collaboration• Thought Leadership• BlogsCustomer Service• Listening• Support Widgets• OutreachCommunication• Rich Media• Brand Reputation• Influence• Reputation
  • Global Marketing16 Confidential3/21/2Listening to Be A Better Business,across the Business
  • 17IdeaStormPurposeOur goal through IdeaStorm is to give ourcustomer an avenue to share their ideas onDell Products, Services and Operations.Statistics• 60,000+ User Accounts• 18,000+ Ideas• 739,000+ Votes• 97,000+ Comments• 520+ ideas ImplementedValue• Revenue from IdeaStorm members is~50% higher than non-members• Purchase frequency is 33% higher• Higher Lifetime Value
  • Global MarketingListening: Who, What, WhereWho Listening to who’s talking tells you who your advocates are, yourinfluencers, your ranters and your ravers. This forms the basis ofall relationship marketingWhat What users are talking about gives you your marketing keywords,conversations, messaging points, identifies customer pain points,impacts search results. This is the basis of content marketing.Where Where customers are talking tells you which platforms you needto create a presence in, market to, amplify messages in and whereto put your ad dollars18Relationship MarketingContent MarketingPaid Marketing
  • Global MarketingSolution 1. A platform-agnostic strategy2. A governance model tomanage and scale3. A communication system toeducate and inform4. An insights program tomeasure impact5. A culture that embraces it
  • Global MarketingGovernance: Facebook Reinvention turned a jungleinto a tended garden202008, a search for Dell onFacebook returned 485results, includingabandoned, off-brand,unmonitored sitesGovernance reduced thenumber of official and non-official Dell pages, deletingnoise & bringing focus tohigh priority Dell initiatives. Agreed upon governance model– To contain unbridled proliferation of sitesthat would harm the brand Consistent brand– To stay ensure alignment Taxonomy framework– To know where any new site fits andimprove user experience Standardized tools– To minimize launch churn, maximizeefficiencies by leveraging BIC functionality Shared agency– To maximize spend, avoid churn and stayalignedResults Governance process rolled out to all socialmedia platforms– Processed ~1,000 social media requests todate, Cross-segment core team established to ensureinterlocks and alignment– Extended team exceeds 50 weeklymembers Agreed upon core social strategy– Enables establishing presence in newplatforms friction-free (Google+, Tumblr) Embedded tracking– Ensures all accounts in compliance aretracked effectivelyToday
  • 21Social Media: Account Requests Social Media: Fans & FollowersSocial Media: Compliance• 169 Issues were reported• 139 Pages were taken down• 18 are Pending verificationSocial Media: Members by RegionSMaC Governance Reporting – FY14Q1 Mar 2013Processed Launched Sunset Declined1,119 812 117 1090102030405060ConsumerLESMBCorporate/Global52%43%5%NARC REPORTReported Deactivated Pending01,000,0002,000,0003,000,0004,000,0005,000,0006,000,0007,000,000APJ NA EMEA Global LATotal Fans 6,951,036 5,468,730 1,427,239 1,196,327 861,239Total Fans
  • Global MarketingSocial Media Inventory• Sortable Inventory of all official Dell social presences– Eliminates redundancies– Informs the business of syndication options– Supports compliance– Helps manage footprint
  • Global MarketingSocial Media Governance ProcessDefined governance process• Enables management ofsocial media footprint– Minimizes duplication– Maximizes content distribution• Ensures standardizedmetrics• Enforces brand standards• Aligns on strategy• Mitigates risk• Drives platform efficienciesReporting Compliance Sunset
  • Global MarketingTeam begins by just listening and monitoring earned social.Tech support experts were then hand-selected for their techproblem-solving expertise andsuperior interpersonal skills.When pointed at owned social, ournegative sentiment in Facebookwas halved in the first two monthsOn average, the team addresses3,000 posts a week in 11 languages– 98% resolution rate– 45% ranters to raversCustomer ExperienceTodaySocial Outreach Team Formed March 2006
  • Global MarketingSolution 1. A platform-agnostic strategy2. A governance model tomanage and scale3. A communication system toeducate and inform4. An insights program tomeasure impact5. A culture that embraces it
  • Global MarketingEducating Employees:Social Media & Community UniversityPrinciplesPolicyProcessesTraining & tools
  • Global MarketingSMaC U Today• > 13,000 employees trained• > 8.000 employees certified• We train globally in 55+ countries– Focus on regions where our largestmarketing, sales and product teamsexist• Launched a Training Ambassadorprogram, where certified employeesmay apply to teach on behalf of the University.• SMaC Champions: Certified employees given a list of socialactivities that they can participate in. One is crowdsourcedtranslations of social media content.
  • Global MarketingSocial Media Playbook• Designed for Dell Marketers &individuals responsible forplanning & operationalizingsocial media• Helpsplan, build, execute, measure &syndicate social mediastrategies• Provides tools for creating KPI’s& measuring business value• Includes helpfultemplates, checklists andworksheetsConfidential28SocialMediaPlaybook
  • Global MarketingSolution 1. A platform-agnostic strategy2. A governance model tomanage and scale3. A communication system toeducate and inform4. An insights program tomeasure impact5. A culture that embraces it
  • Global MarketingMeasuring Owned
  • Global MarketingMeasuring Earned
  • Global MarketingInsights• Social media engagement improves Dell’s reach andshare of voice in the marketplace• There is a causality between social media activity andengagement leading to Dell purchases• Social media engagement positively attributes to demandgeneration• Social media support improves sentiment, whichcorrelates with higher customer revenue• Social media engagement keeps Dell and customersconnected and that improves loyalty
  • Global MarketingSolution 1. A platform-agnostic strategy2. A governance model tomanage and scale3. A communication system toeducate and inform4. An insights program tomeasure impact5. A culture that embraces it
  • Global MarketingScalable strategyClear objectivesDefined processesCrisp communicationsPrecise measurements+=
  • Global MarketingConclusion“Engaging in honest, directconversations withcustomers and stakeholdersis a part of who we are, whowe’ve always been. Thesocial web amplifies ouropportunity to listen andlearn and invest ourselves intwo-way dialogue, enablingus to become a bettercompany with more to offerthe people who depend onus,”Michael Dell, CEO
  • Thank You