RMM Credentials 2013

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Brief credentials and case studies for social business consultancy, RMM London

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RMM Credentials 2013

  1. 1. * Services and experience
  2. 2. *Our approach What. RMM uses digital and social media to drive growth by creating more connected organisations and more profitable customer relationships. How. We have four service areas: solution definition, relationship management, content creation and capability build. Why. Disruptive technologies and changing customer needs require marketing agencies and consultancies to work with organisations in new ways. Who. A mixed-discipline group of digital & social specialists, drawn from market research, management consultancy, creative services & media planning
  3. 3. *Over seven years’ experience*
  4. 4. *Solution definition: required across the entire customer experience  A business strategy function will uncover marketing opportunities across the entire customer journey  Opportunity identification and solution definition requires cross-agency and cross-business silo working practices  Data collation and analysis identifies opportunities to architect a better customer journey Services: Business intelligence from social data (real-time & behavioural) Customer experience architecture social touch-point mapping Diagram shows variation in potential customer touch-points for a purchaser of an Aviva insurance policy Digital proposition development (data from Google’s ZMOT report ) with associated business cases
  5. 5. *Barclaycard: business plan creation to embed social across the business  A nine-month consulting project to set objectives,  Opportunities identified across customer KPIs and targets for the use of social media across service/engagement and product innovation the entire business (Marketing, HR, Operations,  Collaborative approach to product innovation Customer Service, Product innovation) adopted  At the core of this approach was a framework that  Social technologies implemented to drive enabled Barclaycard to measure the ROI of using online employee collaboration social media.  Social customer service team experienced swift growth in numbers
  6. 6. *British Monarchy: definition of overall digital brand strategy  Defined a digital and social media strategy to  Transformed their digital content and make the British Monarchy “more relevant and communications strategy accessible”  By summer 2011, the British Monarchy had  Six-month consulting brief engaging with the over half a million Facebook fans, 33 million Royal Household YouTube views and 240k Twitter followers
  7. 7. *Relationship management: shift to building mutually beneficial partnerships  With customers via richer one-to-one communications  With technology owners (e.g. GAFA) to create new services and value-add experiences  With influential conversation ‘owners’ to create new discussions and activities Services: Activity program creation across paid, owned & earned Activity program management set up, management, reporting Visual shows content from recent activation programs designed for the NHS and the IOC. Technology owner partnerships solution definition, ideation
  8. 8. *International Olympic Committee: youth engagement program  Enabled interaction with youth audience around the  Global engagement strategy delivered creation of a globally crowd-sourced video to be shown at positive engagement and assistance London 2012 venues amongst media targets, across 100’s  Social activity plan included activity ambassador of websites worldwide recruitment, guest judges program, celebrity athlete endorsement program, grass-roots schools/clubs outreach
  9. 9. *Samsung Mobile: music community engagement program  Developed communities of music enthusiasts  Recruitment of online music community to try, test, create content and conversations influencers (fans, artists, label managers, video  Focus was on entertainment rather than pure editors) to seed the event mobile tech message  Event enjoyed over 3 million video content  Partnerships created with Spotify and fring to views in eight-week period, via earned and build engagement in each other’s communities owned media only
  10. 10. *Content creation: a move to real-time engagement  Adoption of an always-on approach to listening, responding and proactive engagement Services:  This requires a different approach to ideation and Content production content creation text, image, video, app  New commercial and reporting models are also Content optimisation required for social platforms
  11. 11. *NHS: Long-term patient engagement via online healthcare groups  Evolved the NHS’s broadcast-based digital strategy  Healthcare group activity drove online into an ongoing support program for existing online engagement up by 300% healthcare communities  Specific initiatives planned, e.g. NHS  Created a stream of content designed around key ‘Healthy Living’ community, which conversation topics, communities and influencers increased membership by 50,000 in four within separate healthcare conditions weeks around a summer fitness program
  12. 12. *Mozilla: super-fan mobilisation around mission to keep web public and open  Helped Mozilla frame its ‘Open to Choice’ community  Firefox took over as the leading initiative in Europe, designed to communicate the browser in Europe in Q4 2010 importance of keeping the web public and open. (Statcounter)  Used real-time conversation dashboards to inform content  Content generated a huge amount of creation around key conversation topics debate with over 1,189 comments  Disseminated ‘Open to Choice’ content amongst being posted by readers of the initial developers, advocates and super-fans, using their existing manifesto in one week Mozilla Facebook, Twitter, Wiki and blog communities.
  13. 13. *Capability build: digitisation requires marketing function transformation  Single customer view to enable better knowledge management  Social customer service to deliver right time/place assistance  Single analytics platform combining sales, service and marketing (paid, owned & earned) data  Workforce activation to maximise personal contact with customers  Governance and workforce training to embed new ways to market Services: Platform build Visuals taken from internal operating structure presentation for global FS brand, detailing steering group structure for Process & governance development central and local market teams. Workforce training Board workshops
  14. 14. *Grosvenor: digital platform build and workforce governance A program of understanding, alignment  Two-year program put in place to update internal and training to define clear employee capabilities (people, process and technology) across roles and communicate benefits of using group (including retail, residential and shopping centre digital and social media developments) Board embraced social media as an  Includes design and build of new platforms for online opportunity to revolutionise both conversation monitoring, event management, internal internal and external communication collaboration and external knowledge sharing
  15. 15. *Estee Lauder Cosmetics and Red Bull: Ongoing workforce training programs  RMM manages training programs that up-skill  Community management training and idea and improve knowledge around digital and generation sessions enabled Estee Lauder social media usage Cosmetics brands in Europe to increase  Includes strategic consultancy, objective engagement by 100%, and community setting, roadmap reviews, community members by 400% in 12 months management training, new technology  Community management training for the briefings 2010 Red Bull Music Academy helped double web traffic, crowd-source event content and deal with online customer services issues
  16. 16. *In summary What. RMM uses digital and social media to drive growth by creating more connected organisations and more profitable customer relationships. How. We have four service areas: solution definition, relationship management, content creation and capability build. Why. Disruptive technologies and changing customer needs require marketing agencies and consultancies to work with organisations in new ways. Who. A mixed-discipline group of digital & social specialists, drawn from market research, management consultancy, creative services & media planning
  17. 17. * Iain MacMillan RMM iain@rmmlondon.com +44 207 193 4556 +44 7956 997803

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