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Journey to an engaged enterprise   with Speakers Notes
 

Journey to an engaged enterprise with Speakers Notes

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    Journey to an engaged enterprise   with Speakers Notes Journey to an engaged enterprise with Speakers Notes Document Transcript

    • Self introduction:Rod BrooksVice President and Chief Marketing Officer, PEMCO Insurance, Seattle, WashingtonBoard President of Word of Mouth Marketing Association (WOMMA) 1
    • PEMCO PersonasHere’s a helpful guide to the people of the northwest. We call this microsite WALLY…an acronym for Were A Lot Like YouOur initial objective was to show people that we really knew them. And ofcourse…make people smile.While social media is NOT a campaign, it can be a launch platform for making yourbrand “talkable” on the social web.Introduce these characters …. In order…1. First Snowflake Freak-out Lady2. Sandals and Socks Guy3. 50 Degrees Shirts Off Guy4. Ponytailed Software Geek5. Goat Renter Guy6. Roadside Chainsaw Woodcarver 2
    • 7. Desperately Seeking Sasquatch8. Off Leash Dog Lady 2
    • One our newest NW profiles and radio commercial 3
    • Stage 1 of the journey is traditional command and control. One-way communicationwith customers is the norm, and the various functional units in a company operaterelatively independently.Stage 2 usually involves 1-2 individuals or teams who begin experimenting with socialengagement. These mavericks can appear in any part of the organization but are oftenin marketing or support groups. There may be multiple mavericks in a company, butthey are not yet connected to each other. Teams in this stage emphasize directcustomer engagement, likely breaking or bending internal rules to make it happen.Stage 3 is when companies begin getting serious about social. A formal team may beempowered to help operationalize social engagement, or there are informal internalcommunities that drive progress. At this stage, companies emphasize training, policies,measurement frameworks and common engagement platforms.Stage 4 usually means social engagement is delivering real business results. Executivesupport is broad, and engagement efforts are built into forecasts and annual plans.Customer listening is the norm, and multiple individuals within business units andfunctional groups are empowered to engage directly with customers and prospects.
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    • Stage 5 is probably nirvana given that many of the tools to achieve this stage don’texist yet for enterprise-level companies, but we call it the Fully Engaged Enterprise. Init, companies experience breakthrough business results based on deep customerengagement. Customers say things like “You know what I need before I do” and “mylife is better because of you,” or “I trust you.” That said, there’s a lot of foundationwork to do in Stages 1-4, regardless of technology.What do you think about the Journey?What stage would you say your company is in?For source information and more case studies from Ants Eye View:http://www.antseyeview.com/blog/page/3/ 5
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    • Robert Handy – School teach and entrepreneurFocused on responsible people in Washington stateLeads with relationship, followed closely by operational efficiency (price), and productCore values: Integrity, responsibility, courage“Lead with trust. There’s no right way to do the wrong thing” 7
    • Getting To Great was a little booklet prepared to kick off PEMCO’s hyper local “We’re ALot Like You” campaign in 2007. In it, was a page communicating the CMO BHAG. Tonever have to advertise for a lead again. 8
    • Insurance is a product that most people don’t understand, don’t want to buy, anddon’t want to use after they buy it.Commonly thought of as the product they buy where “They only win by losing”What else do you buy that you don’t want to use?The voice of the customer is critical to growth oriented businesses. Consumersbelieve their neighbor, their relatives, even complete strangers online more than thespokespeople for the companies wanting to embrace them. 9
    • It’s all about “something”. If there isn’t something out there that your customers andpotential customers currently engage around (as is often the case in insurance) createsomething. Create programs, activities, tools and activate channels that allow you toreach and connect over shared values and interests.One caveat, the ability to accomplish the BHAG by building engagement opportunitiesis highly dependent on the maturity and results of Awareness to Advocacy efforts bothexternally and internally. Control what you can: you may not always have control overthe exchanges going on about your brand beyond your walls, but you can ready yourenterprise to encounter these conversations and address them.Why use social to build and enable these engagement opportunities?Easy, relatively cheap, pervasive, real time, etc. 10
    • It’s all about “something”. If there isn’t something out there that your customers andpotential customers currently engage around (as is often the case in insurance) createsomething. Create programs, activities, tools and activate channels that allow you toreach and connect over shared values and interests.One caveat, the ability to accomplish the BHAG by building engagement opportunitiesis highly dependent on the maturity and results of Awareness to Advocacy efforts bothexternally and internally. Control what you can: you may not always have control overthe exchanges going on about your brand beyond your walls, but you can ready yourenterprise to encounter these conversations and address them.Why use social to build and enable these engagement opportunities?Easy, relatively cheap, pervasive, real time, etc. 11
    • Business Objective… Sustained Profitable GrowthPEMCO Customer Life CycleAwarenessPerceptionPreferenceConnectionSelectionRenewal = Builds profits over timeReferral = RecommendAdvocacy = Promote and DefendWays to close the loop on end to end engagement1. Listen, introduce, and join the conversation
    • 2. Great content, relevant resources and experiences3. Connect customers (fans) with other customers (fans)4. Give customers (fans) a place to tell their stories 12
    • 1. Differentiate on hyper local: “We’re a lot like you” campaign:Central marketing campaign and supporting programs are quirky, humorous, andrelatable; the message is a remarkable deviation from all previous “rewardingresponsibility” campaigns. With every profile, every community event, and every localpartnership we proudly embrace our unique northwest personality and show that we“get it”. We’re different because we live, work, learn and play in the same communitiesas our customers and understand first-hand their wants, needs, and values. 2. Deliver world class customer experience: Invest in long-term relationships with consumers through consistent engagement 3.Drive improvement through service innovation: Extend responsibility to build customer relationships and listen to VOC across the organization - Inform employees of where brand conversations are taking place - Communicate expectations and procedures for social media engagement - Train employees on social media tools to give them the confidence to join the conversation 13
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    • Our vision for WOM and social media is simple and aligns with PEMCO’s world class customerexperience objectives:Our Social Media Mantra…“PEMCO’s success depends on the opinion of people like me. They listen, participate,encourage and enable me to share with others.”•Listen.•Participate•Encourage•Enable 14
    • PEMCO Play by PlayIf your clip board is blank… You don’t have a chance. Buy a lottery ticket. 15
    • Social Media Guidelines indicate executive support and cultural shift, appeasereluctant stakeholders, and empower employees- Engage, inform and reassure internal stakeholders forming key partnerships early (i.e.Legal, Compliance, etc.)- Establish engagement expectations (when to respond, personal vs. professionalbrand, confidentiality, etc.)- Educate employees on best practices (tone, personality, accuracy, etc.) 16
    • Put your employees in a position to succeed. Give them the information andknowledge that will prepare them to engage and recognize the value of engagement.This begins with an enterprise-wide level setting.Ensure that all employees across the organization have an acceptable level offamiliarity and know-how to understand and use SM tools and information. Tooltutorials walk employees through step-by-step account set up and communicationdemonstrations.Examples pulled from the SM streams show how consumers are already conversingabout brands and how these conversations progress.Case studies showed employees how other companies were already using SM to reachcustomers and respond to questions and concerns. 17
    • Share VOC across the organizationGive back-office employees access to customer stories thereby heightening awarenessand familiarity with the customer experience 18
    • Facilitate sharing business ideasSee or hear about something that another company is doing and want to bring it tothe attention of relevant business group. Instead of getting mired down in theunfamiliar hierarchy and responsibilities of other departments, Yammer enablesemployees to share openly allowing the appropriate person to respond and address. 19
    • Disseminate organization news & updatesThis is just one example of how employees in different teams can let the organizationknow about upcoming changes. These updates range from information about changeswith a widespread enterprise impact to those with a more localized relevance. Keepsemployees abreast of changes internally and externally. 20
    • Unite employee base around shared interests such as wellness, walking, cooking, etc.Efforts spearheaded by passionate enthusiasts and advocates - Similar to external SMnetworks. Employees see what it feels like to engage on both sides of the conversation. 21
    • Share VOC across the organizationFacilitate sharing business ideasDisseminate organization news & updatesFoster employee community 22
    • - Give back office employees access to customer voice- Celebrate and share success stories: PEMCO brought the VOC into every meeting byadding starting with a customer story to our “Best Practices or Meetings” which isposted in every conference room.- Learn from mistakes and improve: Customer stories aren’t always positive, sometimes it’s important to draw attention to those times when we let our customers down. Also, use the virtual focus group that is the R&R tool to glean customer insights into processes or products (whatever it may be) that are making their experience less than world class.- Own results: be accountable for the customer experience. 23
    • Paul has a nice home in Kirkland (at the top of what PEMCO will insure money-wise).He bought it last spring when it was 85% finished.That made the buying of his home very complicated because he had to get insuranceand financing on a home under construction.Paul got a 90-bridge loan to complete the house and get a Certificate of Occupancy. Heworked with a contractor to do carpeting, lighting, plumbing etc and get ready tomove in.One weekend when the house was filled with lighting fixtures, plumbing parts, doorhardware and trim plates, it was broken in to. The thieves picked up $10,000 worth ofproduct and walked out the back door--probably to another job site.It was very unfortunate and a bit of a setback to the project. Shelly from PEMCOhelped make a quick resolve and the project moved forward on time.The home is not a view home but you can see Lake Washington from the masterbedroom.The family consists of Dad Paul, Mom Francis, 13-year old Elycia and Aiden who juststarted kindergarten today. There is also a cat. 24
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    • Carole has been insured by PEMCO since she was 16--on her parents policy. Now shebuys insurance on her own from PEMCO.“I was on my way to a job interview on Memorial Day weekend when I was rear-endedduring rush hour traffic on Interstate 405. I ended up with minor injuries, and myToyota Corolla was sandwiched between two cars – clearly totaled.I expected the aftermath of the accident to be a hassle, but it went more smoothlythan I could have imagined. I only had to make one phone call, and my PEMCO claimsadjuster took care of everything: filing the paperwork, getting my Corolla towed away,dealing with the other drivers’ insurance companies. Within two days, PEMCO cut mea check so I could buy a vehicle to replace my Corolla.Obviously, I hope I don’t get in an accident like that again – but I know that if I do,PEMCO has me covered.” 25
    • Just as I was pulling into a parking spot at a local restaurant, a passenger in the carnext to me opened their door. Talk about bad timing! Both of our cars were damaged –the driver’s side mirror on my Acura was left hanging by a wire, there was a dent in mydoor, and the other guy’s car door wouldn’t shut properly.Denise, my PEMCO claims adjuster, was awesome. She was friendly, efficient, andanswered all my questions. She always made me feel like taking care of my claim washer top priority. That level of service is one reason I’ve been a PEMCO customer foryears. Thanks, Denise! 26
    • Information proves need to engage: sharing powerful information in a dynamic andengaging way. This video was used at a recent leadership summit to bring employeesup to speed and provide perspective on the scale of SM usage and its power.Provide clear & easy to-dos: Again, put your employees in a position to succeed andhelp the organization succeed. Make operationalization as easy and straightforward aspossible.Challenge managers to consider SM: Ask managers how they see SM fitting into theirbusiness group and what they will do to get involved as an individual and/or businessunit. 27
    • Information proves need to engage: sharing powerful information in a dynamic andengaging way. This video was used at a recent leadership summit to bring employeesup to speed and provide perspective on the scale of SM usage and its power.Provide clear & easy to-dos: Again, put your employees in a position to succeed andhelp the organization succeed. Make operationalization as easy and straightforward aspossible.Challenge managers to consider SM: Ask managers how they see SM fitting into theirbusiness group and what they will do to get involved as an individual and/or businessunit. 28
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    • Decentralize ownership - Example sales pilot encourages agents to break down walls between personal and professional networks. - Each department knows its role, people, capabilities and limitations best. If SM has a place in their business function, the central team will help them know how to use it and how to apply resources towards implementationEnrich social media core team and decrease demand on Marketing/PR (includemembers from CSD, CR)Experiment with different channels (example: investment in collecting andsharing relevant online video content)Encourage innovation by formalizing and facilitating idea sharing (BIN) 30
    • If I’m going into the jungle, I want Bear Grylls going with me. This guy knows his stuff,knows what to watch out for, where to head to find water (or high ground), how totrack prey, and how to pick up on cues from the environment to keep you alive (i.e.achieve success)Rod- If you’re not a Bear Grylls Man vs. Wild fan, let me know and I can easily swapout an image. For me, the SM wilderness is not unlike the jungle and Bear not unlikeAEV. 31
    • PEMCO has progressed from a passing curiosity among the employee base, to not onlyprofessionally interested in the SM channels (as Yammer numbers will attest) but aspersonally as well. This enables employees to understand the customer perspective;to recognize what it means to be on the outside of the brand/company and looking in. 32
    • Enterprise: Engage the enterprise to better anticipate and serve customer needs, drivebrand advocacy, and attract new business. Achieve this by leveraging SM tools andprograms to break down barriers, create organizational readiness, enable socialengagement and foster a transparent, relationship-based culture. 33
    • Listen – Set up your PERSONAL accounts. Get into the stream. Observe what is being said and who issaying it. Read outside the stream. What is being communicated in by practitioners, consultants andwithin your community and industry. (Listening leads to enlightenment)Practice – Anything new requires awareness and practice for it to be “learned”Learn – Let’s included “observation” here. It’s the most vital step in the scientific process and it workshere too. Observing something done correctly engages people in a very real way.Monitor - Monitor does not mean evaluation. It is a way of revisiting what you have practiced and whatyou are learning.Join and Engage are hard to separate, but it is true that to actively engage, some type of conscious effortat joining in the discussion is necessary.Participate – Once a person finds the intellectual courage to participate, they normally would feelconfident enough to be a contributor; otherwise, participation becomes an inactive state that does notpropel the person to move to the final steps.Invite and Teach – True engagement is to be committed to lifelong learning. It also implies that one iswilling to adjust when new information causes aspects of the old learning to become obsolete. 34
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    • Self introduction:Rod BrooksVice President and Chief Marketing Officer, PEMCO Insurance, Seattle, WashingtonBoard Member and Board President of Word of Mouth Marketing Association(WOMMA) 37