Slideshow Transcript

1. Slide 1: Misurare i Consumer Generated Media Claudio Foglini Account Manager Agenda: •Un anno fa •Consumer Generated Media – vecchi e nuovi •Corporate reputation: questa sconosciuta •Orecchie e metodo •Insight: una soluzione Dow Jones •Ultimi consigli © Copyright 2008 Dow Jones and Company
2. Slide 2: Nuovi strumenti Stampa tradizionale Non-government Consumatori organisations Azionisti (NGOs) Analisti finanaziari Gruppi di pressione ....pro-sumers Analisti di settore Governo Sindacati Day 1 Blogs | Wikis | Discussion Groups | Web Sites Local | Trade | National | Global Instant global forum Miliardi di pagine Milioni di articoli Ciascuno é editore Larga audience Crisi instantanee © Copyright 2008 Dow Jones and Company |
3. Slide 3: Un forum immediato.... http://youtube.com/watch?v=vRJdQVj4ALY ...e spettatori attenti © Copyright 2008 Dow Jones and Company |
4. Slide 4: Esempi di Social Media Podcasts (iTunes, Everyzing) Video-sharing (YouTube) Wikis (Wikipedia) Communities (Facebook, MySpace) Photo-sharing (Flickr) Virtual lives (SecondLife) Micro blogging (Twitter) Folksonomies / Tagging (del.icio.us, digg) © Copyright 2008 Dow Jones and Company |
5. Slide 5: Esempi di Social Media Emergenti User Generated Metadata (FOAF, Reuters Calais) Visualizzazione (Swivel, ManyEyes, Gapminder) Contenuto portatile (Dataportability.org) Conversazioni Video (Seesmic, EyeJot) Self Publishing (Lulu.com, Blurb.com) User Product Creation (Zazzle, Cafepress) Self Publishing Tools (Flypaper, Slideshare) Online Digital Picture tools (Picnik, Scrapblog) © Copyright 2008 Dow Jones and Company |
6. Slide 6: Conclusioni Web 2.0= Nasce un nuovo paradigma Web 3.0= Si realizza un nuovo paradigma CGM é un gruppo di NUOVI media NON una minaccia I CGM sono misurabili ma non necessariamente gestibili I CGM influenzano settori trasversali dell’azienda, ma in particolare: Brand Reputazione Le aspettative dei prosumer cambiano nel tempo ( e i prosumer vogliono si sappia) Tecnologia e metodi di misurazione esistono La naturale evoluzione tecnologica dei CGM (cfr. Tagging) renderà il controllo più preciso e utile © Copyright 2008 Dow Jones and Company |
7. Slide 7: Cosa stiamo proteggendo? “If you lose dollars for the firm, I will be understanding. If you lose reputation for the firm, I will be ruthless.\" Warren Buffett, 1991 “It takes 20 years to build a reputation and five minutes to ruin it.” Warren Buffett * Nel 1991 non esistevano i CGM © Copyright 2008 Dow Jones and Company |
8. Slide 8: Come fare ? Ascoltare é il primo passo per poter conversare • identifica la tua comunità • media e strumenti preferiti (da loro – non da te) • di che parlano ? • quali sono i loro valori/criteri di valutazione? Product development, marketing, knowledge sono posteriori all’ascolto © Copyright 2008 Dow Jones and Company |
9. Slide 9: Ognuno ha il suo ritmo © Copyright 2008 Dow Jones and Company |
10. Slide 10: Modelli di Misurazione dei CGM | 3C Model Corporation Customers Asia-Pacific Heinz & Health Eastern Europe Bakery & Cereals Competitors Europe Chilled Food Middle East & Africa Confectionary North America Dairy Products South America Savory Snacks Danone General Mills Nestle PepsiCo P&G Unilever © Copyright 2008 Dow Jones and Company |
11. Slide 11: Modelli di Misurazione dei CGM | 5 Forze Arthur D. Little Corporate Executive Board Marakon Associates The Parthenon Group KPMG Innovation & Ernst & Young Automotive Baker & McKenzie Bain Ford Jones Day Boston Consulting Group GM Infosys McKinsey Toyota IBM Global Services Honda Goldman Sachs Merrill Lynch Harvard Business School Wharton London Business School CK Prahalad Kenichi Ohmae Michael Porter © Copyright 2008 Dow Jones and Company |
12. Slide 12: Metriche correnti • Volume = Copertura Media Aggregata • Trend = Copertura nel tempo • Share of Voice = Copertura Media Relativa • Footprint = Globale, Locale, di Nicchia • Tipo di Media = importanza differenziale • Influencers = Giornalisti, Analisti, Bloggers • Qualitativa = Cosa dicono? Perche? © Copyright 2008 Dow Jones and Company |
13. Slide 13: Metriche emergenti • Attitude = Sentimento implicito/esplicito • Demografico = Regione, Sesso, Professione • Velocita = diffusione nel tempo • Attenzione = tempo speso con media specifici • Partecipazione Interattiva = Referenzia, Commenta, Agisci, • Credibilità = a chi credere ? • Risultato = impatto finanziario © Copyright 2008 Dow Jones and Company |
14. Slide 14: Insight: una soluzione Dow Jones per la misura ed analisi dei nuovi media © Copyright 2008 Dow Jones and Company
15. Slide 15: Dow Jones Insight | Value Proposition Esperienza Contenuto Tecnologia Partner © Copyright 2008 Dow Jones and Company |
16. Slide 16: Dow Jones Insight | Contenuti Traditional Influential web Consumer Trascrizioni press Generated 20,000 Web TV & Radio Media sites influenti International business and 14 milion di blog Selezione news 4500 e forums editoriale trascrizioni 5’000 post Trade press Frequenza di selezionati al TV & Radio aggiornamento + 14’000 fonti giorno elevata (15 min 15 paesi 1 anno di Softaware anti- > 1 h) archivio spam e contro I blog inattivi Factiva.com Universe + Contenuti su richiesta © Copyright 2008 Dow Jones and Company |
17. Slide 17: Dow Jones Insight | Contributo Umano 45 analisti media dedicati 8 Senior Media Consultants Strumenti avanzati Network di ricercatore multi- lingua Responsabilità per: Impostazione ricerche Configurazione Rassegne Analisi media e consulenza © Copyright 2008 Dow Jones and Company |
18. Slide 18: In cosa possiamo esservi utili ? Misurare strategie di comunicazione, business issues e tendenze che inflluenzano la reputazione Scoprire opportunita e minacce emergenti Capire conseguenze ed implicazioni concrete della propria comunicazione © Copyright 2008 Dow Jones and Company |
19. Slide 19: Dow Jones Insight | Analisi favorevolezza Favorability Analysis © Copyright 2008 Dow Jones and Company |
20. Slide 20: Roadmap | fine 2008 Dati sui giornalisti Identificare giornalisti Misurare il successo delle interazioni Important: All information contained herein is not final and may change. © Copyright 2008 Dow Jones and Company |
21. Slide 21: Dow Jones Insight | Alcuni clienti © Copyright 2008 Dow Jones and Company |
22. Slide 22: Client Case Studies Nike Defense contractor Fiserv Employment Company Retail Autodesk Sprint Ford Randstad © Copyright 2008 Dow Jones and Company |
23. Slide 23: Case Study #1: Nike Ragione dell’acquisto: communication manager vuole un posto nel Management Board Business Driver: Analisi posizionamento Nike rispetto alle prossime Olimpiadi in Cina Valore Aggiunto: monitorare gli “influenti” attraverso un workflow standard Reportistica per il Senior Management Risultati: più budget per Corp Comm, strategia di branding più chiara © Copyright 2008 Dow Jones and Company |
24. Slide 24: © Copyright 2008 Dow Jones and Company |
25. Slide 25: Case Study #2: Difesa e aerospaziale Ragione dell’acquisto : Aumentare l’efficacia della misurazione del brand e della reputazione aziendale Business Driver: risparmiare tempo e denaro Valore Aggiunto: workflow unificato Risultati: 6 ore / giorno risparmiate © Copyright 2008 Dow Jones and Company |
26. Slide 26: Defense contractor sample dashboard © Copyright 2008 Dow Jones and Company |
27. Slide 27: Case Study #3 Fiserv Reason for purchase: Manual “clip reports” that were incomplete Business Driver: Reporting Risultati of reputation drivers to senior executives Value Insight added to their need: save time, money and increase awareness throughout the organization and senior management Risultati: Acquisitions and mergers are more closely watched; trends are more closely watched. Competitive studies easier to track. Corporate rollout to different divisions – expanding the workflow into other groups globally © Copyright 2008 Dow Jones and Company |
28. Slide 28: Fiserv Platform © Copyright 2008 Dow Jones and Company |
29. Slide 29: Case Study #4: Employment Firm Reason for purchase: CEO of a large global employment firm is being compensated on the effectiveness of PR and External communications; Corp Comm. team never found a sufficient, global solution for all of their comprehensive needs that they could rely on Business Driver: trust in data and analysis Value Insight added to their need: global analysis of the market Risultati: Senior Management reports increase effectiveness of CEO’s position © Copyright 2008 Dow Jones and Company |
30. Slide 30: Employment firm sample platform © Copyright 2008 Dow Jones and Company |
31. Slide 31: Case Study #5: Target Reason for purchase: individual business groups were not working off of one single workflow or content source; each reporting group developed a separate set of metrics Business Driver: standardize workflow; incorporate a standard content provider (Dow Jones); develop metrics that worked across a number of business divisions (corp. comm., gov’t affairs, hr, legal) Value Insight added to their need: save time and money working with one vendor; be able to see common themes across divisions Risultati: more accurate picture of brand and reputation issues rather than working in business silos © Copyright 2008 Dow Jones and Company |
32. Slide 32: Target platform © Copyright 2008 Dow Jones and Company |
33. Slide 33: Case Study # 6: Autodesk Reason for purchase: global business divisions were reporting communications Risultati by business division; no standard workflow or common reporting structure Business Driver: communicate their story to senior management with similar metrics across business divisions and global regions Value Insight added to their need: first time Autodesk had a common workflow in place. They replaced their PR agency with Insight analysis Risultati: Dow Jones global content was key to the sources and multi-language requirements; Media Consultants (human analysis) was critical to a customized solution that met the © Copyright 2008 Dow Jones and Company | global needs across multiple business divisions
34. Slide 34: Autodesk Platform © Copyright 2008 Dow Jones and Company |
35. Slide 35: Case Study #7: Sprint Ragione dell’acquisto : crisis management puntuale sulla blogosfera; attualmente utilizzo piattaforma per gestione brand e reputazione Business Driver: Comunicare criticita in maniera proattiva (call center, senior management) Valore Aggiunto: monitoraggio con singola piattaforma, modificabile secondo le esigenze Risultati: I dipartimenti di competitive intelligence, business development and risorse umane sono ora al corrente di queste informazioni © Copyright 2008 Dow Jones and Company |
36. Slide 36: Sprint Platform © Copyright 2008 Dow Jones and Company |
37. Slide 37: Case Study # 7: Ford Ragione dell’acquisto : monitoraggio brand e reputazione attraverso molte regioni Business Driver: analisi media per identificare giornalisti, blogger etc. più influenti; sintesi per il senior management Value Insight added to their need: analisi critica Risultati: Vari gruppi di Corp Comm possono condividere l’informazione; workflow e processo decisionale migliorati © Copyright 2008 Dow Jones and Company |
38. Slide 38: © Copyright 2008 Dow Jones and Company |
39. Slide 39: Case Study # 8: Randstad Reason for purchase: need to improve media measurement tools Business Driver: existing tools or reports were too many local, disparate and did not allow to monitor blogs and boards Value Insight added to their need: having access to more accurate results driving awareness of each local agencies Risultati: both on a local and on a worldwide basis, Randstad can better manage and implement its media communication and also seize development opportunities © Copyright 2008 Dow Jones and Company |
40. Slide 40: Case Study # 8: Randstad Recruitment Industry Coverage in China Press © Copyright 2008 Dow Jones and Company |
41. Slide 41: Reportistica per il senior management [Note: report contents for illustration only] © Copyright 2008 Dow Jones and Company |
42. Slide 42: Ultimi consigli Utilizzare valutatore obiettivo e neutro Pensare alla scalabilità Misurare in maniera coerente con strategie ed obiettivi di PR Avere aspettative ragionevoli dall’intelligenza artificiale Avere aspettative ragionevoli dall’intelligenza umana …..Grillo non era nessuno, ora pubblica sull’International Herald Tribune, finanziate dalla sua comunità ….tutti i media sono stati « nuovi » un tempo ….i giovani leggono, ma spesso non quello che leggiamo noi © Copyright 2008 Dow Jones and Company |
43. Slide 43: Strumenti utilizzati per gestire questa conferenza www.linkedin.com/in/claudiofoglini Business social networking site www.plaxo.com Contact sharing site http://www.slideshare.net/cfoglini Powerpoint slide sharing site www.viadeo.com Business social networking site Online business www.factiva.com information http://salesworks.factiva.com Search Engine www.google.com © Copyright 2008 Dow Jones and Company |
44. Slide 44: Domande ? Claudio Foglini Account Manager claudio.foglini@dowjones.com © Copyright 2008 Dow Jones and Company |