Lithium Get Real Tour - Atlanta Oct 12, 2010

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Presentation deck from Lithium Get Real Atlanta - Oct 12th 2010 featuring Katy Keim (Lithium), Sean O'Driscoll (Ant's Eye View) and Mark Hopkins (Lenovo)

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  • Let me tell you a bit about the inspiration for the tour.I was interviewing 20 CMOs and VPs of marketing for some of our own work. Here’s what one of them said to me. There is a very popular website which is called what the bleep is my social media strategy.
  • A mobile network run almost completely by the community! 13 staff members totalSupport, help, advice from other members – and only talk to call center agents if still unresolvedMarketing mostly driven by community also, with youtube videos, spreading word using the community to twitter, facebook. Members get points for doing those actionsLaunched two iphone apps and nokia app to manage their accounts, rewards, and to access the community… created by members!As a result they can charge the lowest rate of any provider, and still be profitable.
  • Cmo’s biggest problem – searchWon two awards, lois is a hero at hp, known by her first nameDefacto provider of social technologies to HP, over 10 deployments, and another 20+ in queueThere is a person with a title of Lithium, procurement
  • A mobile network run almost completely by the community! 13 staff members totalSupport, help, advice from other members – and only talk to call center agents if still unresolvedMarketing mostly driven by community also, with youtube videos, spreading word using the community to twitter, facebook. Members get points for doing those actionsLaunched two iphone apps and nokia app to manage their accounts, rewards, and to access the community… created by members!As a result they can charge the lowest rate of any provider, and still be profitable.
  • Success isn’t just Fans and Follo
  • And that maps to what we deliver on from a value proposition.LITHIUM DELIVERS SUCCESS AT 3 LEVELSWE WON”T LET THEM FAIL - our gaming dynamics will make sure the community is vibrantWE’LL PROVE THE VALUE – we’ll give them the analytics, benchmarking and real business solutions to show this to the organizationWE’LL SHOW THEM HOW – this is a nascent market; buyers still need full service solution, skills and know how to succeed.
  • Find key conversationsLocation passionate usersBuild a platform to engageCreate insights to take actionNurture and reward customers
  • Lithium Get Real Tour - Atlanta Oct 12, 2010

    1. 1.
    2. 2. @katykeim<br />
    3. 3. @katykeim<br />
    4. 4. @katykeim<br />
    5. 5. @katykeim<br />
    6. 6. ‘All you vendors come through my door, and it sounds amazing. But it’s pretty tough to tell what’s real.’<br />CMO, Fortune 500 Company<br /> A Confession<br />@katykeim<br />
    7. 7. It’s Hard For Us Too<br />We have 80,000 fans on Facebook, 25,000 on Twitter and a blog. <br />We have a strategy.<br />@katykeim<br />
    8. 8. Real or Fake?<br />hi, I’m really disappointed about this <blank> laptop, I used it to play games, works very slow, sometimes shuts down, so never want to get <blank> again. <br />@katykeim<br />
    9. 9. Real or Fake?<br />I am so disappointed with <blank> I really hate this freaking phone <br />@katykeim<br />
    10. 10. Real or Fake?<br /><blank> I love your Fly <blank> app<br />@katykeim<br />
    11. 11. Tapping the Conversation & Getting Results<br />Real Results with Social Customers<br />Katy Keim<br />Chief Marketing Officer, Lithium<br />@katykeim<br />
    12. 12. A mobile / cellular provider builds a completely new business with just over a dozen people, embracing its passionate user community and passing the savings back to the subscribers<br />Let’s Get Real<br />@katykeim<br />
    13. 13. giffgaff<br />@katykeim<br />
    14. 14. Let’s Get Real<br />A Fortune 100 can transform its business to engage customers in all social channels, saving the company millions and blow customer loyalty through the roof<br />@katykeim<br />
    15. 15. Hewlett Packard<br />$10M saved in call deflection<br />Positive sentiment▲ by 300%<br />Negative sentiment ▼by 50%<br />300% increase in search engine placement for top keywords<br />@katykeim<br />
    16. 16. Let’s Get Real<br />A global communications leader can keep track of millions of relevant conversations, viewpoints & discussions across the social web<br />@katykeim<br />
    17. 17. Motorola<br />@katykeim<br />
    18. 18. What is Success?<br />Lasting Value<br />Deep Engagement<br />Measurable Results<br />@katykeim<br />
    19. 19. Becoming An Engaged Enterprise<br />Sean O’Driscoll<br />CEO, Ant’s Eye View<br />sean@antseyeview.com<br />
    20. 20. Who is Ant’s Eye View?<br />Ant’s Eye View is the industry’s only practitioner brand. Our leaders are experienced professionals who’ve delivered tangible business impact at large enterprise organizations.<br />19<br />
    21. 21. My Light Bulb Moment<br />20<br />
    22. 22. Conversation = The Experience Economy<br />The economy has slowed in major markets, making organic growth harder to achieve. The battle with existing competitors is even more intense. Emerging market competitors are fighting on price and functionality while new entrants are coming out of the woodworks as barriers to entry in your brands’ categories lower.<br />To make matters more challenging, your traditional marketing tactics are less effective. Consumers trust and are heavily influenced by peers, friends and even strangers online. Consumers are rapidly switching away from the channels you’ve honed for years, and every available channel has gotten a lot noisier. Not to mention, the rapid adoption and growing confidence with digital tools such as mobile devices and social technologies have changed expectations in consumers’ minds – they now expect engagement and service in real-time.<br />Internally, your employees are also changing. Your newest employees demand a flatter and more open environment. And their expectations aren’t significantly different than that of consumers – they expect collaboration in real-time with few, if any, barriers to information and resources.<br />To compete in this experience economy, the way to beat competitors and achieve growth is by investing in long-term relationships with your consumers through consistent engagement in the places where they are, not where you necessarily want them to be. To win in the Experience Economy, you must become an Engaged Enterprise.<br />21<br />
    23. 23. Conversation = The Experience Economy<br />The economy has slowed in major markets, making organic growth harder to achieve. The battle with existing competitors is even more intense. Emerging market competitors are fighting on price and functionality while new entrants are coming out of the woodworks as barriers to entry in your brands’ categories lower.<br />To make matters more challenging, your traditional marketing tactics are less effective. Consumers trust and are heavily influenced by peers, friends and even strangers online. Consumers are rapidly switching away from the channels you’ve honed for years, and every available channel has gotten a lot noisier. Not to mention, the rapid adoption and growing confidence with digital tools such as mobile devices and social technologies have changed expectations in consumers’ minds – they now expect engagement and service in real-time.<br />Internally, your employees are also changing. Your newest employees demand a flatter and more open environment. And their expectations aren’t significantly different than that of consumers – they expect collaboration in real-time with few, if any, barriers to information and resources.<br />To compete in this experience economy, the way to beat competitors and achieve growth is by investing in long-term relationships with your consumers through consistent engagement in the places where they are, not where you necessarily want them to be. To win in the Experience Economy, you must become an Engaged Enterprise.<br />Features & Price<br />Employee Expectations<br />Influence Model Changes<br />Win on Relationships<br />22<br />
    24. 24. The Journey to an Engaged Enterprise<br />Stage 4<br /><ul><li>Central team still exists, but more work pushed to Business Units
    25. 25. Channels yielding impactful results
    26. 26. Listening yields action (internal and external)
    27. 27. Employees engaged, confident and competent
    28. 28. Rigor in dashboards is moving executive numbers
    29. 29. Systems and tools are optimized
    30. 30. Execs are bought in and support implementations</li></ul>Stage 3<br />Real Results<br />Stage 2<br /><ul><li>Empowered team with a proven leader
    31. 31. Focusing the channels, clear purpose and strategy.
    32. 32. Listening yields implications, but crisis causes confusion
    33. 33. Focused effort on training and education
    34. 34. Baseline framework for metrics
    35. 35. Tools consolidation
    36. 36. Initial executive engagement</li></ul>Operationalized<br /><ul><li>Mavericks break through, but still no formal teams in place
    37. 37. Lots of dabbling in social channels
    38. 38. Monitoring conversations in silos
    39. 39. Uneven distribution of competency in social
    40. 40. Silo’d metrics measuring silo’d activities
    41. 41. Fractured tools, but proliferating
    42. 42. Barely on executive radar</li></ul>Dabbling In Silos<br />Stage 1<br /><ul><li>Functions are silo’d and disconnected
    43. 43. Marketing only through traditional channels
    44. 44. Ambivalent to online conversations about the brand
    45. 45. Little knowledge and no competency around social
    46. 46. Traditional measures of success (SAT, Impressions, etc.)
    47. 47. Social not on executive radar</li></ul>Traditional<br />23<br />
    48. 48. The Destination: The Fully Engaged Enterprise<br />Stage 5: The Fully Engaged Enterprise<br />Business Outcomes<br />Organizational Impact<br />Customer Evidence<br /><ul><li>Customer engagement fully distributed across enterprise
    49. 49. Breakthrough business results: revenue and loyalty
    50. 50. Entire employee base has 360 view of the customer, can anticipate needs
    51. 51. Customer engagement in DNA
    52. 52. Dashboards tie to core business metrics
    53. 53. Ideal mix of brand advocates (breadth and depth)
    54. 54. Senior executives are leading with customer engagement
    55. 55. Speed products and services to market, with built-in demand
    56. 56. Know where, when, and how customers will buy, how to best support them, and whether or not they will advocate for you.
    57. 57. Manage risk and fiduciary responsibilities better, despite the uncertain times
    58. 58. Differentiate on relationship – not price
    59. 59. Get and retain the best talent
    60. 60. Have more efficient research, development, marketing and support operations
    61. 61. Change your customer’s lives and lifestyles</li></ul>Advocacy Scales:<br /><ul><li>“I trust you”
    62. 62. “I recommend you”
    63. 63. “I feel valued and heard”
    64. 64. “You anticipate my needs”
    65. 65. “You get me”
    66. 66. “You don’t make me guess”
    67. 67. “I would never buy a competitor’s products”
    68. 68. “My life/family/hobby is better because of you”</li></ul>Deep Customer Insight +<br />Empowered & Engaged Employee Base<br />24<br />
    69. 69. Self Assessment - Example<br />Recommended Initiatives:<br /><ul><li>Org Design and Implementation
    70. 70. Employee Training and Education
    71. 71. Measurement Framework
    72. 72. Participatory Marketing Strategy</li></ul>Assessment: Company is currently in Stage 2. Some executive support and internal excitement, but engagement activities are fractured. No centralized team, strategy and measurement makes it tough to completely align and move forward to Stage 3.<br />25<br />
    73. 73. How do you become an Engaged Enterprise?<br /><ul><li>Define a strategy and roadmap with clear business objectives
    74. 74. Bridge Service is Marketing gap
    75. 75. Define channels for customer engagement, by task
    76. 76. Set audience expectations on when and how you will engage
    77. 77. Build a culture of operational discipline & employee empowerment
    78. 78. Focus on depth vs. breadth – fewer things done deeply
    79. 79. Focus on “engagement points” vs. “touch points”
    80. 80. Find, Thank and Engage your advocates – systematically</li></ul>26<br />
    81. 81. Lithium 2010<br />Thank you!<br />Sean O’Driscoll<br />www.antseyeview.com<br />sean@antseyeview.com<br />425-443-7064<br />27<br />
    82. 82. Social Support with Lenovo<br />Mark Hopkins<br />Social Media Project Manager<br />Lenovo<br />
    83. 83.
    84. 84. The Most Recognized Brands Depend on Us<br />
    85. 85. Social Needs to Deliver on Multiple Levels<br />Consumer Insights<br />Skills & Know How<br />Full-service<br />The Marketer<br />Business Solutions<br />Analytics <br />Benchmarking<br />The Company<br />Consumer web experience<br />Authentic, real-time response<br />The Customer<br />
    86. 86. How Lithium Can Help<br />Communityhosted by you<br />Conversationson the social web<br />One set of customer insights <br />@katykeim<br />
    87. 87.
    88. 88. Self Assessment - Example<br />Recommended Initiatives:<br />What key initiatives are needed to advance?<br />Assessment: <br />What Stage is our company in?<br />34<br />

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