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The launch of Yelo

by InSites Consulting on Jul 01, 2011

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Right from the start, conversation management was embedded in the launch of Telenet Yelo. This case takes you through a journey from observing online conversations and facilitating co-creation in an on...

Right from the start, conversation management was embedded in the launch of Telenet Yelo. This case takes you through a journey from observing online conversations and facilitating co-creation in an online community to joining the discussion in a social media after party.

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THOMAS: Hi everyone, I’m Thomas and I am very pleased to welcome Carole Lamarque from Telenet. Together we will take you through the journey of the yelo-launch, a story on how Telenet managed conversations and we at InSites applied the philosophy of conversation management to research.
THOMAS: But before we do, let’s introduce ourselves!
CAROLE: I’m the director of the Small Businesses Marketing Segment at Telenet and I was in charge of this project. I’m specialized in Media and Telecom and before joining Telenet, Iworked for Sanoma Magazines and Belgacom.
THOMAS: I am Thomas Troch, research consultant at InSites Consulting and a dedicated community manager.With a focus in co-creation and a background in product development there is obviously a great fit with the yelo project.I also have great affinity with technology, the way users interact within their environment, how they experience innovations, the world of media and design.Since this a story on conversations, we’re obviously always open to start a new one, so feel free to get in touch with us via Twitter or any other channel (which we can exchange after the presentation).
THOMAS: So, let’s start the story of Yelo…
THOMAS: or should we say Elvis? CAROLE: Elvis was the codename of Yelo during the development phase. And although we also worked together on a quantitative validation in this phase, we’d like to focus on the bèta-launch of Yelo, December 17th 2010.
CAROLE: Yelois an answer to a consumer need: There is a gap betweenthe traditional way of watching TV and the new expectations of the modern media consumer in terms of FREEDOM, INDEPENDENCE and MOBILITY.
CAROLE: Since the launch of interactive digital TV in 2005, costumers are able the choose what and when they want to watch their content. Now they can also choose where to watch it.Yelo provides digital TV on mobile devices, iPhone, iPad and also on your computer.
CAROLE: A quick overview of the different functionalities includes a home screen with news updates, aTv-guide + programming function (connect to yourdigicorder)
CAROLE: VOD, with currently a selection of free movies available on iOs devices. And of course, Live TV.
CAROLE: Conversations are embedded in the development from Yelo, right from the start. This story explains how we applied conversation management around Yelo to research in 3 steps: observe, facilitate, joinTHOMAS:We observed and analysed conversations in the open community in the first stage, participants were recruited from the open community for a closed pre-launch community and they + non selected were invited to continue sharing their thoughts in the open community in the last phase.More than a story on conversation management, this project is about integrating this with research.
THOMAS: Let’s travel back in time: 6 months ago, on December 17th 2010, Telenet launched Yelo in bèta.
THOMAS: Right from the launch the voice of the customer was key: the press conference was streamed live on the Telenet website, questions on Twitter were even answered live and in every communication Telenet welcomed feedback and ideas.
THOMAS: This input was tracked through a social media netnography. Conversations about Telenet and Yelo were monitored on Twitter, blogs, Fora and Facebook.
THOMAS: This wordcloud provides an overview of the words that were often mentioned in the discussions. When you just manage conversations, the output might be to chaotic to learn from…As we can see hear, Yelo seems to have a great fit with the iPad, but it’s not yet clear WHY?
THOMAS: Through text analysis we bring structure into these conversations to use them for research.Almost 2.500 conversations were analyzed, resulting in theme detection through pattern detection.For each theme, we determine the size of the cluster and the sentimentof the cluster1: Act: themes in the market that are often mentioned with a negative sentiment2: Develop: themes in the market that are often mentioned with a positive sentiment3: Threats: themes with negative sentiment that are currently not often mentioned but that are explicitly negative for certain market niches4: Potential: themes with mixed sentiment that are often mentioned. In the future, we can try to influence the sentiment of those themes positively
THOMAS: The netnography provided us with bottom-up themes that were conversational for users. In order to provide us with the reason why, answers to pre-defined questions and more in depth discussions, we need to take it to the next level: an online research community.We facilitated the conversations on a closed community platform with a selection of active Yelo-users.
THOMAS: We invited Yelo users to share their opinion and co-create Yelo in a prelaunch community community. We received more than 1800 submissions and selected 100 users, based on their device usage, social demographics and being influential on new media and technologies.A prelaunch community can typically take place before launch or in bèta launch of a product and will provide insights into the experience, improvements based on testing, and co-creation around positioning and communication.Based on their experience we collected improvements, input for webcare, guideline for the content to provide and inspiration for the go-to-market strategy in a 3 step process:Exploring their current and future usage of Yelo, review the different functionalities in detail and by consecutive learning, this was the basis for the co-creation phase where users came up with new features.
THOMAS: Before a community we have a live introduction session, and there it already became clear that users were very excited to be part of the Yelo development team.
THOMAS: TheYelo community was an exclusive collaboration between a select group of users, InSites and Telenet. By discussing their usage with peers, in depth insights were defined.Let’s take a look at the community…
THOMAS: As you see, the look and feel is the same as the introduction sessions. Also other communications channels like the newsletter we send, provide the same experience. The topics are organized in different rooms according to the topic.
THOMAS: The topics have a recognisable structure and become more attractive by integrating visual stimuli.
THOMAS: What you give is what you get, in giving examples, visuals, we see participants copy the approach and provide us with rich content.
THOMAS: By regularblogposts from Telenet resulted in a direct connection between the team at Telenet and the community participants. This connection is key in an online research community, this was proven by the boost in activity after every moment of feedback.
THOMAS: As fitting in a prelaunch community, all those aspects are tackled…Of course the Yelo-developers also had some possible improvements in mind, therefore it was interesting to see how they fitted together with the features the users requested. It was key to provide some structure in all these suggestions to further define the development roadmap.Content: length dependent on screen size
THOMAS: Therefore we the level of priority was based on the emotionality and how often the improvement was suggested, just like in the netnography analysis. But we added an extra layer, the KANO-model, showing how your investments lead to customer satisfaction.
THOMAS: There are 3 types of improvements, the first are the basic expectations. These are items users only mention when they are not there. If an application crashes this will generate negative conversations, but when this is solved no one will thank you for having an application without bugs. Depending on the type of expectation these can vary from low to high company investment.
THOMAS: The next type we defined are the satisfiers, where performance pays off. Users are constantly asking for more, more accessibility, more content, … The satisfaction of your users will be proportional to your efforts.
THOMAS: And than… We have our delighters, or as we like to call them: addicters. This is the great thing about a research community. The most important basics and satisfiers are also mentioned in the open conversations. But the community provides us with a more in depth reasoning. But it takes intensive dialogue to get consumers to come up with addicters. These are improvements that can surprise your users, and don’t necessarily request a high investment.
THOMAS: If you would ask an engineer how to put the different types of improvements on the development roadmap, it would seem obvious to start with the basics, move over to the satisfier and end with the addicters.But we have a different logic, it’s a parallel track. All 3 types need to tackled simultaneously. If you it takes 6 months or 1 year to solve the basics, no one will take about your application, not for the bad, nor for the good. By integrating all 3 levels, conversations will have a lasting impact on the development roadmap.
THOMAS: After an intensive collaboration with 100 consumers, we not only ended up with more insights than we asked for…
THOMAS: This also resulted in a group of highly involved and enthusiastic Yelo ambassadors. It would seem wrong to just say ‘thank you, come again’. Therefore we continued the conversation management in a third step.
CAROLE: Not everybody could join the closed research community, since this requires an in depth collaboration with a select group of users…We joined the conversation in a community afterparty, where we integrated output and findings from the research community in the moderation.
CAROLE: We invited the Yelo ambassadors from the online research community to join the Facebook fan page to continue sharing their thoughts on the development of Yelo. This provided us also with an opportunity to invite the non-selected participants to join the conversation.The conversation will be enriched with the findings from the research community.Length dependent on screen size, feedback
CAROLE: Active moderation of the Facebook page and daily new topic resulted in more views, which is logic…
CAROLE: The interaction this generated is more suprising. This graph shows the peek in comments at the launch of Yelo, followed by quit a silent period. From February 15th conversations peeked again, by opening up for input, we see that users not only ‘like’ our posts, it generated more comments than likes, resulting in a true dialogue.
CAROLE: We had a clear approach, every fan that posted something either positive or negative on the Facebook wall, was a possible ambassador. By turning a negative into a positive by quick webcare response, ambassadors were created. After a while users started helping out each other and they continued to co-creation process spontaneously.
CAROLE: This is how we conversations were embedded in the launch of Yelo in 3 steps: observe, facilitate and join.
CAROLE: Our users gave us so much input for possible improvements and new features that this resulted in a drastic change in the development roadmap, which will communicated in a press conference tomorrow, so stay tuned

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Renco Schoemaker , Enterpreneur at Panel Inzicht 9 months ago
Athanassios KOLLYRIS at Athanassios KOLLYRIS 10 months ago
Carole Lamarque , Marketing Director SMB at Telenet Tags thomas troch telenet insites yelo consulting 10 months ago

The launch of Yelo — Presentation Transcript

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