Social Commerce Trends 2011

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Social Commerce Trends 2011

  1. 1. SocialCommerceTrends Report2011Embracing Customer Centricitythrough Digital Democracy May 27, 2011
  2. 2. Title of the White Paper Goes Here.Table of ContentsUse the Table of Contents Generator (under Layout), Using the edited Default TOC style.Table of ContentsEmbracing Customer Centricity through Digital Democracy ................. 3The immediacy of social gives brands consumer insightsthat drive business impact .................................................................... 4 Brands build trust, test markets with immediate social feedback .......... 5 Social initiatives based on core business goals help convince wary executives ............................................................ 5It’s a conversation, not a campaign ...................................................... 8 Successful Facebook results combine social networks with consumer/brand interactions ........................................................ 9 It’s key to be relevant, be everywhere consumers are, and be brand-consistent ................................................................... 10Social media must scale across the organization ............................... 11 Social media starts with people and grows with collaboration ............ 12 The authentic consumer voice can have a huge impact on brands ..... 15Social gives consumers direct input to brands, creatingwins for brands and consumers .......................................................... 15Social – and its impact – continues to evolve...................................... 17Your next steps ................................................................................... 17About the experts ............................................................................... 18About Bazaarvoice .............................................................................. 19
  3. 3. Embracing Customer Centricitythrough Digital Democracy now conversations happen between the brand and the consumer, as well as consumer to consumer. These conversations must be tailored to the specific needs of consumers, wherever they happen, while remaining consistent with the brand. Social media must scale across the organization. Social requiresSpeakers at the Social Commerce Summit organizational collaboration; it’sshared their views of the future of social. important to set up the entireEach year, thought leaders from major organization to scale with socialbrands with expertise in social gather at initiatives. Avoiding silos, establishingthe Social Commerce Summit, hosted by leadership, and helping team membersBazaarvoice, to present the trends that participate all provide the most directshape best practices in social media. path to success.These four guiding principles represent the Social gives consumers direct inputkey drivers of successful social strategies: to brands, creating wins for brands and consumers alike. AuthenticThe immediacy of social gives conversations between brands andbrands consumer insights that drive consumers allow for perfect markets,business impact. With 24/7 feedback where the needs of consumersthat social media provides, brands converge with brand offerings atknow how to improve products exactly the right time. And corporatefaster than ever before. These cultures change within companiesconsumer insights, when acted when the customer voice is brought toupon, lead to bottom-line results the forefront.across the organization. This paper explores these themes withIt’s a conversation, not a campaign. input from brand leaders and socialMessages no longer happen simply experts who spoke at Social Commercebetween the brand and the consumer; Summit 2011. 3
  4. 4. Social Commerce Trends Report 2011: Embracing Customer Centricity through Digital DemocracyThe immediacy of social givesbrands consumer insights thatdrive business impact.When the needs of the brand and the product, and more than half of allconsumer converge at the same time, one-star reviews suggest an alternativeperfect markets can emerge. Until now, product. This proves the power ofbrands developed products based on social conversations that brands canfocus groups or a perceived need in the now access. For brands that listenmarketplace; however, with real-time and act on what they learn, realfeedback available via social media, business impact follows.brands can now understand exactlywhat consumers want, even before they Keys to uncovering resultscreate new products, rather than waitingfor products to be returned or focus Bazaarvoice Social Analytics Director Chrisgroups to give opinions. This eliminates Kerns gives three key recommendations formuch of the risk for brands that take achieving measurable results.advantage of this immediate feedback. 1. Align social goals with business goals. DigitalWith social, a brand can launch a initiatives exist for a handful of reasons,product one day and, within hours, which have already been determined for yourgather direct customer feedback that business. Social initiatives should supportcan reduce the product improvement these same goals.cycle to weeks instead of months. 2. Brands should create a technicalThen brands can take that information infrastructure to measure these goals, buildingand immediately make marketing and mechanisms such as A/B testing, Googleproduct adjustments to improve sales analytics, or putting other tools in place toand bottom line results. quantify results. 3. Consider and define measurement goalsBazaarvoice research into millions well before the launch, not at the last minute.of customer reviews shows that more When brands begin with the goal and metricsthan half of four-star product reviews in mind, better programs generally result.tell brands how to make it a five-star 4
  5. 5. Social Commerce Trends Report 2011: Embracing Customer Centricity through Digital DemocracyBrands build trust, test markets Social initiatives based on corewith immediate social feedback. business goals help convince wary executives.Hair care brand Nexxus used socialto test the market, then successfully Many brands see major hesitationlaunch their new ProMend product line, from executives when the marketingdeveloped to reduce split ends in just department initially proposes addinga few uses. To test their claim on actual customer reviews to a public website.consumers – and because Nexxus This was the case at Argos, one of thefelt consumers may be skeptical UK’s largest multichannel retailers.about the bold claim – they began by David Tarbuck, Multi-Channel Programreaching out to existing Nexxus brand and Operations Manager for Argos Ltd.,advocates. They asked them to accept confirms, “We thought about launchinga free sample and write an honest reviews for 18 months before we did it.review about their experiences, and The major points we had to overcomethe product passed the test. included, ‘What will customers say?,’By the time ProMend launched, each ‘Will we be in control?,’ ‘What will weproduct had more than 30 reviews with do with the information?,’ and ‘Howaverage ratings of 4.4 to 4.7 stars, and will we manage the content?’”Nexxus shared these reviews across Tarbuck and his team convincedall advertising channels and with major management that adding reviewsretailers’ websites. Not only did the would provide additional informationfeedback help market the product, the for customers, increase conversion,real-time feedback ensured that Nexxus and allow customers to tell Argoswouldn’t stumble on its bold claim what they think; it was time to startupon launch, saving them money in the conversation.potential product returns and ensuringtheir ongoing consumer trust.“We now have 900,00 reviews, and each week over a million customersread reviews,” says Argos’ David Tarbuck. 5
  6. 6. Social Commerce Trends Report 2011: Embracing Customer Centricity through Digital DemocracyThe ability for Argos to know about They’ve also seen a 103% increaseproduct issues quickly has changed in site visitors looking for an agent,several areas of their business. For indicating that reviews drive salesexample, when the Argos team receives through Nationwide’s agent channel.negative feedback, they amend product For Morton, gaining executive buy-intext and images, or give feedback began with finding one person on thedirectly to manufacturers to improve executive team to act as a champion.products. Today more than 70 people He explained how customer inputin the organization regularly read and helped other industries improve onlineact on reviews. sales, and how he believed it could“We aim to remove lower-rated items,” work to sell more auto insurance. OnceTarbuck says. For example, the very he got the executive team’s attention,first review of a three-piece furniture set he and his team focused on issueswas negative, so they immediately took he knew were critical to the successaction to improve the product, and now of the program.consumers rate it highly. “Our plan focused on five core“Now we have 900,000 reviews, our areas that were most important toaverage rating is 4.3, and each week our executives,” Morton says, whichover a million customers read reviews,” include the following:Tarbuck says. “We use reviews acrosschannels to communicate, including 1. Governance. They worked out detailsprint, emails, an iPhone application, around regulations in social media forand through social sharing.” their highly-regulated industry. 2. Monitoring. They explained howShawn Morton, Director of Mobile, they would discover all socialSocial Media and Emerging Media conversations about Nationwide.for Nationwide Insurance, aligns 3. Engagement. Morton’s team set clearNationwide’s social media initiatives parameters for how they planned towith the business’ core goal: sell respond, who they respond to, andmore auto insurance. After launching who responds.reviews in 2009, they saw an average 4. Commerce. It was important to seerating of 4.7 stars out of five, with 96% exactly how customer reviews onof customers recommending them. product pages would drive sales.By focusing on the core goal, theyhave seen a 40% increase in quote 5. Measurement. No executive would buy in without understanding thestarts and a 19% increase in quote results expected and how theycompletes, showing that customer would be measured.reviews drive policy growth. 6
  7. 7. Social Commerce Trends Report 2011: Embracing Customer Centricity through Digital DemocracyIn short, Morton and his team aligned Core metrics vary from companytheir social initiatives with a core to company. For Adobe, conversionbusiness objective: sell more car matters, but sentiment and the qualityinsurance. This plan made executives of participants are also important.comfortable by addressing their core “Marketers are always worried aboutneeds and tying the program back to how to prove out the ROI of marketingthe main business goal. campaigns and the predictability of these campaigns,” says John Travis,“ Everybody’s speed of choiceis one click away…” Vice President Brand Marketing for Adobe. “If I invest X, how much can I expect to get back? From a social– Alex Tosolini, Vice President,Global e-Business for P&G perspective, we are putting a lot of effort into how to measure things like volume of conversations, sentiments,Alex Tosolini, Vice President, Global quality of followers and how theye-Business for P&G, refers to business participate, reviews, and testinglife as a “Volatile Uncertain Complex customer comments in a headlineAmbiguous (VUCA) World.” He focuses versus an agency-created headline.”on putting business ownership first todeal with these inherent issues. Beforetaking on the latest social endeavor, herecommends companies think aboutthe business objectives and strategiesfirst, and then how social can supportthem. He recommends asking, “Howwell do I know the broad businesschallenges for this Brand?” Tosoliniworks to keep common sense at theforefront of all activities.“Everybody’s speed of choice is oneclick away,” Tosolini says. “Consumerscan make product decisions in aclick. Retailers can change theirproduct offerings online in an instant,manufacturers can provide new content P&G’s Alex Tosolini focuses on putting business ownership first when dealing with ambiguity.in a click – all this takes weeks ormonths in a store environment.” 7
  8. 8. Social Commerce Trends Report 2011: Embracing Customer Centricity through Digital DemocracyIt’s a conversation, not a campaign.“It used to be that businesses talked brands. Savvy brands are learning toto consumers, which they called listen, communicate, and share in newadvertising or marketing,” Clay Shirky, ways to ensure their message and theirauthor of Cognitive Surplus and social brand are represented well in the newmedia consultant, says. “People are digital democracy.getting used to the idea that consumers This “human element” is critical forhave a voice, but the big change is brands to keep in mind. For example,that now people in the audience can Keller Fay research has found thattalk directly to each other, and there is consumers want to help othermuch more of that conversation than consumers – altruism is the main reasonbetween brands and consumers.” for writing reviews, and people read“I worry about campaigns because reviews and seek other social proof tothey cost a lot and are discrete, reduce risk in making purchases. Andfinite occurrences,” Manish Mehta, with the advent of digital and socialVice President for Social Media and media, consumers want information fromCommunity for Dell, says. “They need brands everywhere – it’s up to brands toto be aligned with a bigger relationship create a consistent experience acrossyou want to build with a customer. It’s all channels. Taking all these factorsnot a sustainable way to build loyalty into account is critical for brands toand lifetime value of your customers.” effectively reach consumers as humans.The evolution of social has led to “It used to be easy,” Tracy Benson,brands and consumers getting in Senior Director, U.S. Marketing andsync. Today, conversations happen Portable Electronics, Best Buy, says.between the brand and consumer, as “We could control the conversationwell as between consumers and other from the brand down. We could also seeconsumers, and the scale increases how that impact would play out at theexponentially as more social tools local store. Today, media is becoming abecome mainstream, including Facebook consumption and conversation tool. Theand Twitter. Sometimes the consumer internet has become primarily a placeactually leads the conversations with people play and discover.” 8
  9. 9. Social Commerce Trends Report 2011: Embracing Customer Centricity through Digital DemocracySuccessful Facebook results Restaurant reservations site OpenTablecombine social networks with added the “like” button for its restaurantsconsumer/brand interactions. and sees a 25% increase in reservations and a 200% increase in member registrations at OpenTable.com,“ For every share that happenson Facebook via Ticketmaster, once the Facebook user sees the restaurants on Facebook.Ticketmaster generates more To gather more product reviews,than five dollars in ticket revenue.” Benefit Cosmetics allows customers– Dan Rose, Vice President of to add reviews on the BenefitsPartnerships and Platform Facebook page, then those reviewsMarketing for Facebook flow automatically into Benefit’s product pages. Within two weeks, through Facebook, they got fans toDan Rose, Vice President of review 80% of their products.Partnerships and Platform Marketingfor Facebook, encourages brandsto “take the marketing funnel withawareness at top and action at bottom,and turn it into a circle where you haveyou and your friends at the middle.Make it faster and easier to find andshare with friends.”For example, Ticketmaster benefitsfrom the friend-focus of Facebookbecause people tend to go to concertswith someone else. They added thecapability for Ticketmaster customersto share the news about their recentticket purchase with friends. For everyshare that happens on Facebook via Facebook’s Dan Rose recommends turningTicketmaster, Ticketmaster generates marketing funnel into a circle, with the usermore than five dollars in ticket revenue, and his friends at the center.and they track these results daily. 9
  10. 10. Social Commerce Trends Report 2011: Embracing Customer Centricity through Digital DemocracyIt’s key to be relevant, be “You want to be able to recognize theeverywhere consumers are, brand’s voice – it’s the hardest thingand be brand-consistent. to get right, in my opinion, to make the voice consistent but make it relevant to social,” Thalberg says.“ You want to be able torecognize the brand’s voice – Social also enables an “unprecedented intimate brand relationship,” Thalbergit’s the hardest thing to get says. “Ultimately, communicationsright, in my opinion. are merging and uniting around our– Marisa Thalberg, Vice President of consumer. She expects us to come toGlobal Digital Marketing for The Estée her, so we need to foster a continuous,Lauder Companies intimate, varied experience for her, depending on where she is and whatAt The Estée Lauder Companies, many she wants, when she wants it.consider founder Estée Lauder the “Brands can validate the consumer,original social networker; her motto but now she also validates our brands,”was, “Telephone, telegraph, tell a Thalberg says. “Social media enableswoman.” This core company belief association with brands to literallymade the transition into social media a act as badges. [Social users share]brand-building proposition, rather than the brands they associate themselvesjust a sales campaign. The firm focuses with, such as the bag you carry. This ison keeping communications consistent where brand equity is so powerful.”within each brand and personalized bythe type of woman each brand attracts. “Social is fundamental to Adobe,” Travis says. “We have always engagedTo Marisa Thalberg, Vice President of with our customers – Adobe labs andGlobal Digital Marketing for The Estée forums are part of our DNA. Digital forLauder Companies, social media is us is the backbone of our marketing;the ultimate conduit to high-touch we spend greater than 70% of our totalrelationships, building on Lauder’s marketing spend on digital. We’re tryingone-to-one selling in stores. Social not to think of social as a media typemedia lets consumers feel a sense of – it’s a fundamental shift in our culture,connection with the brand and with customers want to engage with us. Weeach other. On Facebook, Estée Lauder continue to see how we can integratetries not to push a marketing message; it across everything we do.”rather, they want to be authentic in thebrand voice and make it appropriatefor social media. 10
  11. 11. Social Commerce Trends Report 2011: Embracing Customer Centricity through Digital DemocracySocial media must scale acrossthe organization.New social media requires new types How social organizations evolveof organizations – and they usually Owyang lists the organizational types thatcross departmental borders. Social evolve with a brand’s social media efforts.media expert Jeremiah Owyang pointsout that, while social media initiatives 1. Decentralized. Anyone can do anything incan start out being owned by one the company in social, with no organization.department, this one-to-one model 2. Centralized. Typically run by corporatecannot scale. communications; most companies start here.Owyang recommends that organizations 3. Hub and spoke. The majority of thewho wish to pursue social move as quickly companies Owyang has interviewed fall intoas possible to the hub and spoke model, this group. There is a hub in the organizationwhere a core team gives guidance and that sets guidelines and gives direction, butsets parameters that allow multiple areas actual participation takes place across theof the organization to participate in social. organization. This is the most common type of successful social organization today. 4. Multiple hub and spoke or dandelion. Large, usually tech, socially-advanced brands reach this organizational level. Owyang recommends this model for most brands. 5. Holistic or honeycomb. Only 1.5% of companies are here, where the entire organization uses social media in an organized way. This is the model with the highest level of maturity, and it’s difficult to achieve. A few brands that exemplify this include Best Buy, Dell, and Zappos. Jeremiah presented “Program Plan: The Social Media Center of Excellence” and “Invest in Scalable Social Business Programs” at Social CommerceJeremiah Owyang has worked with top Summit 2011; you can read his recommendationsbrands to develop the shares best ways on his blog at web-strategist.com.to scale social organizations. 11
  12. 12. Social Commerce Trends Report 2011: Embracing Customer Centricity through Digital DemocracyHe also recommends: consistency across these media. I’m helping to drive that. What I’ve learned1. Get ready internally. Focus first is that you have to start with your on governance and process, then people first and a commitment to the on education to emerge as a integrity of the brand, then give them center of excellence. some kind of guidelines so they can get2. 1:1 will never scale. Leverage the started. I’ve been fascinated looking at crowd for the first response, then how the community evolved. When you interact in escalation. let people go [ahead with social media],3. Integrate social to increase relevancy they’re excited, they’re smart – have and reduce costs on creating high aspirations where you can take content. Use other people’s content, social – it’s really exciting to see this such as customer reviews, to creative energy. build credibility. “It’s unsettling for some people in our4. Standardize with social media organization to feel empowered,” she management systems, which help you manage potentially thousands continues, “because in the past we’ve of accounts you have for all your said ‘No, you only speak to the media brands. Invest in this now before if you’re in PR,’ for example. Now we’re your individual business units roll saying, ‘Anyone can speak.’ We have out their own sites. our guidelines for developing Facebook5. Remember the future is more than pages, Twitter handles, and lines are social marketing; it cascades to blurring between personal and business support, product innovation, and then online personas. We hope to empower to the supply chain (with your partners). our sales force more to use social.” With Best Buy’s Twelpforce – whereSocial media starts with people more than 3,000 Best Buy in-storeand grows with collaboration. employees answer consumer questions via Twitter – and other digital and social“Several years ago, integrated initiatives, Best Buy has made the mostmarketing was a big buzz,” Christa of its early-adopter clients to buildCarone, Corporate Vice President multi-way conversations that supportand Chief Marketing Officer for Xerox, their core business goals.says. “Now we’re talking about brand 12
  13. 13. Social Commerce Trends Report 2011: Embracing Customer Centricity through Digital Democracy“[The evolution of our social strategies] and advertising. Whatever touches youris happening fast, from an organizational consumer needs to have a consistentperspective,” Adobe’s Travis says. tone and with a human voice; we’re“Part of being a leader in social is focused on that.”being genuine. We’ve reorganized our “We try to get our marketing peopleorganization to be a hub and spoke, into the call centers at least once anot to regulate but to provide shared year so we stay connected,” Stevelearning, a lot of dialog between the Fuller, Senior Vice President and CMOhub and spokes.” for L.L.Bean, says. “It humanizes our“We have corporate communications, customers; when customers becomebut we also have call centers and so numbers, bad things happen. It alsomany other touch points,” Kimberly simplifies marketing and promotionKadlec, Worldwide Vice President, messages. Talking to your customersGlobal Marketing Group for Johnson & will often give you a very differentJohnson. “We need to start to empower perspective around a marketingsome of the areas beyond marketing effort’s effectiveness.”Johnson & Johnson’s Kimberly Kadlec, Xerox’s Christa Carone, and Adobe’s John Travis discuss howthey put customers at the center of their brands. 13
  14. 14. Social Commerce Trends Report 2011: Embracing Customer Centricity through Digital DemocracyKey social lessons from Dell to their concerns,” he says. “This will help both parties be ready. The earlier you bring inAs an early social media adopter, Dell’s IT as a partner, the better.”Mehta shares key lessons Dell learned in 4. Never stop innovating – ever. “When you thinkcreating an advanced social infrastructure. you’re done, get paranoid,” he says. “Listening is fundamental to Dell and we’re building1. Integrate where customer and business a system that lets every employee listen, value are realized. For example, product for example.” development sees customer reviews and social chatter as an early warning system and 5. There is business value in social. It’s marketing uses social media to drive demand. measurable in many forms; there is not just one number. “You should instrument your “When Dell originally started with social involvement and engagement with external media, we just saw it as a corporate communities for business value,” he says. communications tool,” Mehta says. “Today we “The faster you start to measure, the better.” have 18 major functions in Dell using social, 6. Campaigns are capital intensive. You cannot though they vary in level of involvement. We’ll buy fans and followers for life. Mehta believes continue to innovate how to bring social to campaigns must align with the bigger every person in the company.” relationship a brand wants to build2. Chasing shiny objects is a formula for with a customer. ridicule. He recommends not chasing every 7. Look across the entire customer lifecycle. trend. It’s important to understand the Social can be used everywhere – really. expected outcomes and be willing to turn things off quickly. “Human Resources was only using LinkedIn before – now they are seeing how other parts “At the end of the day it’s about pragmatic of the social web can also benefit their part of approaches that build the business day to the business,” he says. “We haven’t perfected day,” he says. “Smart business fundamentals social in all groups, but we have proven that it never change. Use social to apply these same can drive value and be measured.” business fundamentals.”3. Make your IT organization a partner. Walk a mile in the IT team’s shoes. “Be clear with your objectives, why you want to move so quickly, why you want to be aggressive without being radical, and listen 14
  15. 15. Social Commerce Trends Report 2011: Embracing Customer Centricity through Digital DemocracySocial gives consumers direct inputto brands, creating wins for brandsand consumers.“Customer conversations are only The authentic consumer voice cana means to an end,” L.L.Bean’s have a huge impact on brands.Fuller says. “There’s value in theseconversations, but if you’re not actingupon them, you’re missing it. The realpower is in the action that you take and “ Our response changed the way customers interacted withthe change that they can facilitate.” us – they saw we were listening“People have always had a lot of time,” and we cared.”Shirky says. “They now prefer to use – Bert DuMars, Vice President E-Business andtheir time creating and sharing – not Interactive Marketing for Newell Rubbermaidjust consuming media, like television.” When brands join the conversations,As consumers, “we are moving from major transformation occurs.the informational web to the socialweb,” Facebook’s Rose says. “Your Bert DuMars, Vice Presidentlife online is starting to mirror your life E-Business and Interactive Marketingoffline. Today what we do online feels for Newell Rubbermaid, worked witha lot like how we live. the Rubbermaid E-Marketing team to create a cultural shift in this 100-year-“Over the last five years, the internet has old brand by adding customer reviewsstarted to be rebuilt around people,” he to its product pages. While brandsays “We are moving from the ‘what’ team members initially balked, gettingto the ‘who,’ moving from wisdom of this customer input turned out to becrowds to wisdom of friends – becoming the most important thing that hasmore social. We get our news from happened to the brand, because nowfriends and family. We find jobs from Rubbermaid knows the “why” behindpeople around us. We trust our friends product returns and dissatisfaction,more than we trust the critics. When I go and can make changes immediately.to my Facebook newsfeed, I see what my Also, when reviewing positive reviews,friends are doing and buying – exactly brands can see how consumerswhat I see in my real life.” 15
  16. 16. Social Commerce Trends Report 2011: Embracing Customer Centricity through Digital Democracy their sinks look better. We were able to fix the problem before thousands of them were returned to stores.” “These aren’t high-priced items, but our response changed the way customers interacted with us – they saw we were listening and we cared” he says. “Once we reached out to them, we got amazing responses, such as, ‘I am so happy to hear that my “single voice” may have made a difference.’ It was a big emotional hit and a big win to create brand advocates from this initially negative experience.”Newell-Rubbermaid’s Bert DuMars provesthat even low-priced products benefit from At L.L.Bean, the customer has alwayscustomer input. been at the heart of the brand. Sincearticulate their product features and 1912, the company has had a 100%benefits, and reuse that insight in satisfaction guarantee; they havemarketing campaigns. always welcomed criticism of their merchandise or services. OnlineRubbermaid looks for and reacts to customer reviews were a naturalone- and two-star product reviews, progression when they were addedincluding a recent example involving in 2008.a sink mat. “In 2010, we sent out over eight million“Our Consumer Insights team outbound requests for feedback,” saysdetermined, based on customer L.L.Bean’s Fuller. “It’s important tofeedback and two flu outbreaks, that know what our customers are thinking.”antibacterial products could be popularin the market. The team then created With more than 300,000 reviews inan antibacterial sink mat,” DuMars place on their site, the company fuelssays. “However, they were less stain its marketing programs with customer-resistant, and consumers gave us generated content.negative feedback. We reached out to “Our number one non-sale email had athese consumers who told us that they customer-written headline: ‘I am in lovedid not want antibacterial sink mats with this doormat,’” Fuller says.– they wanted the sink mats to make 16
  17. 17. Social Commerce Trends Report 2011: Embracing Customer Centricity through Digital DemocracySocial – and its impact – continuesto evolve.The fourth annual Social Commerce Summit highlighted just how seriously majorbrands take social programs – brands that range from highly-regulated insurancecompanies to consumer packaged goods to business-to-business brands, not justretail. While brands continue to explore new ways to implement social initiatives,they’re focusing on finding their authentic voices and creating infrastructures thatinvolve their entire organizations.Your next steps.These insights should answer some questions, but raise even more. With directinput on more than 1200 of the world’s top brands’ social programs, Bazaarvoicehas the knowledge to help build social equity for you.Visit bazaarvoice.com to schedule a demo, where we’ll help you understand how toconnect to consumers, drive measurable return on investment, and gain invaluableinsights into what’s important to your customers – right now. 17
  18. 18. Social Commerce Trends Report 2011: Embracing Customer Centricity through Digital DemocracyAbout the ExpertsSpeakers quoted in this paper participated in Bazaarvoice’s Social CommerceSummit 2011, held in April 2011.For more information on this and future events, visit socialcommercesummit.com.Tracy Benson Jeremiah OwyangSr. Director, US Marketing & Portable Social Technology and InteractiveElectronics, Best Buy Marketing Expert@mobitweet @jowyangChrista Carone Dan RoseCorporate Vice President and Vice President of Partnerships andChief Marketing Officer, Xerox Platform Marketing, Facebook@ChristaBC @drose007 facebook.com/droseBert DuMarsVice President E-Business Manish Mehtaand Interactive Marketing, Vice President for Social MediaNewell Rubbermaid and Community, Dell@bwdumars @ManishatDellSteve Fuller Clay ShirkySenior Vice President & CMO, Writer and Consultant on NewL.L.Bean Technology and Social Media@flyingpoint @cshirkyKimberly Kadlec David TarbuckWorldwide Vice President, Multi-Channel Program andGlobal Marketing Group, Operations Manager, Argos Ltd.Johnson & Johnson Marisa Thalberg@kkadlec17 Vice President of Global Digital MarketingChris Kerns The Estée Lauder Companies, Inc.Director, Social Analytics, @executivemomsBazaarvoice Alex Tosolinichris.kerns@bazaarvoice.com Vice President, Global e-BusinessShawn Morton P&GDirector of Mobile, Social John TravisMedia and Emerging Media, Vice President Brand MarketingNationwide Insurance Adobe@smorty71smorty71.com 18
  19. 19. About BazaarvoiceBazaarvoice’s Software as a Service (SaaS) social commerce solutions havepowered more than 200 billion customer conversations on more than 1200 brandweb sites like Best Buy, Blue Shield of California, Costco, Dell, Macy’s, P&G,Panasonic, QVC, and USAA in 68 countries. The company connects organizationsto their influencers through a unique network that reaches hundreds of millions ofconsumers around the globe, enabling authentic customer-powered marketing.Through syndication, analytics, partnerships, and consulting, Bazaarvoice bringsthe voice of the customer to the center of their clients’ business strategy, proving“social” can drive measured revenue growth and cost savings for manufacturing,retail, travel, and financial services companies. Headquartered in Austin, thecompany has offices in Amsterdam, Dusseldorf, London, Paris, and Sydney.For more information and access to client success stories, visit bazaarvoice.com,read the blog at bazaarvoice.com/blog, and follow on Twitterat twitter.com/bazaarvoice.

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