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IPA Eff Fest - #IPASocialWorks
 

IPA Eff Fest - #IPASocialWorks

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Clients and agencies need to find robust ways to prove the business value of Social. #IPASocialWorks aims to provide definitive guidance as to the roles that social media can play, and how to measure ...

Clients and agencies need to find robust ways to prove the business value of Social. #IPASocialWorks aims to provide definitive guidance as to the roles that social media can play, and how to measure its effectiveness and ROI. This came from the IPA Eff Fest in October 2013.

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  • More Intelligence Less analytics. Counting may be accurate but how relevant are the figures?From Visibility to Effectiveness at driving business success.We need much more commercial rigour in social measurement. Campaigns with objectives etc. Reference to Peer Review quote Use of social is like “Dad dancing at a disco”. Brands feel they should be doing it.Part of reason - Numbers are often easy to collect and imbued with value. Often not seen in context. Will see examples later on.
  • In campaigns, often still used in isolation to other marcoms. Its still often siloed. In customer service and insight, often lacks integration with other datasets. We lose the potential richness of its data. It is time to bring its ecosystem to the mainland.Social advertising campaigns re often shorter with smaller budgets. Being integrated means it may attract higher budgets and become part of long term strategy. Use of social within the customer service contact strategies means that it is part of a longer term strategy.Another reason for the need for integration is that for more and more companies social is a cost of doing business – its not a channel choice. And that has additional implications for measurement.
  • Continuous improvement v rigid process structures. Success in the marcoms industry may be an issue for Social media. We have a lot of data on marketing communications – particularly advertising - rely on the past to help us predict the future. But this space is about continual testing and learning. It is not one piece of creative like many digital campaigns.
  • Very often its qualitative data at a quantitative scale. Context as well as Content. The other HUGE benefit of social – particularly on the listening front is that it is UNMEDIATED. Better opps to learn real feelings and uncover real truths.If a TV company is getting 700,000 Tweets in 1 night, new approaches of analysis are needed. This is classic Big data territory of course and there is no doubt that the increase of social strategies means even greater need for marketers to be data savvy and best friends with Data Analytics and IT. The area of Machine Learning type systems is very interesting.Speed is also an issue – under 10% of tweets are re tweeted and over 90% of those are retweeted in the first hour. 90% of Facebook engagement is within 12 hours of posting There is a dark side to speed – errors and management/ delegation issues. Speed of change of technology in the platforms too provide continual challenges.Speed – do we need a slide for this?
  • Continually came up against Correlation v Causality issues.
  • Evidence you will see later that developing social strategies can make organisations more customer centric. The need to set a tone/policy/ process of managing customers at the coal face in real time and the transparency that is created means it is by its nature interdisciplinary bringing together the IT/ PR/ Legal/ Marketing/Sales/Operations/ Customer Service teams – sometimes for the first time. It also means a delegation of responsibility throughout the organisation. The Marketing Dept may not be the only voice of the customer.
  • – Mums didn’t know why to buy it and kids didn’t know when to eat it.
  • What do customers want Social for?OffersTips and ideasService and helpNews and info

IPA Eff Fest - #IPASocialWorks IPA Eff Fest - #IPASocialWorks Presentation Transcript

  • #IPASocialWorks #IPASocialWorks 15th October 2013
  • The Problem Clients and agencies need to find robust ways to prove the business value of Social. #IPASocialWorks 15th October 2013
  • Where we‟re aiming for To provide definitive guidance as to the roles that social media can play & how to measure its effectiveness and ROI Add to the “Treasure house of learning” #IPASocialWorks 15th October 2013 Robust Methodologies to using social and measuring its impact A detailed guide to the various research techniques – a “how to”
  • A collaborative approach #IPASocialWorks 15th October 2013
  • The Steering Group Stephen Maher, MBA Mark Earls, Herdmeister James Devon, MBA Pete Markey, RSA Chris MacLeod, TFL Keith Gulliver, RSA Lucy Whitehead, TFL Bruce Daisley, Twitter Christopher Wellbelove, BT Jake Steadman, Twitter Fran Cassidy, Cassidy Media Pship Jane Frost, MRS Janet Hull, IPA Chris Walsh, MRS Nigel Gwilliam, IPA Gemma Greaves, The Marketing Society Simeon Duckworth, Mindshare Sarah Woolley, The Marketing Society Jed Hallam, Mindshare Prof. Paddy Barwise, London Business School #IPASocialWorks 15th October 2013
  • The process so far Hypotheses based on key ways in which Development of hypotheses social is being used by marketers. Not exhaustive, but a starting point Provided the basis for who to talk to with the next stage… #IPASocialWorks 15th October 2013
  • The process so far Reviewed c. 40 existing reports Development of hypotheses Desk research / Outreach Exploration with measurement experts e.g. Peter Field > 100 cases explored c. 20 depth case interviews #IPASocialWorks 15th October 2013
  • The process so far Development of hypotheses Desk research / Outreach Peer Review by effectiveness experts Simeon Duckworth, Mindshare James Devon, MBA Jed Hallam, Mindshare Paul Edwards, Hall & Partners Janet Hull, IPA Alex Batchelor, Brainjuicer Mark Earls, Herdmeister Russell Morris, Amazon LOVEFiLM, Fran Cassidy, Cassidy Media Partnership Jeremy Martin, Camall Research Graham Drew, VCCP Share #IPASocialWorks 15th October 2013
  • The process so far Development of hypotheses Desk research / Outreach Peer Review by effectiveness experts Today #IPASocialWorks 15th October 2013
  • What we‟ve found so far. 1. Overall observations 2. Hypotheses framework 3. Example cases & towards robust methodologies (Visit Iceland, Fridge Raiders, TFL, O2, BT) #IPASocialWorks 15th October 2013
  • What we‟ve found so far. 1. Overall observations 2. Hypotheses framework 3. Example cases & towards robust methodologies (Visit Iceland, Fridge Raiders, TFL, O2, BT) #IPASocialWorks 15th October 2013
  • Find a way to measure not just count .V. #IPASocialWorks 15th October 2013
  • Success comes from integrating social #IPASocialWorks 15th October 2013
  • Apply rigour from „traditional‟ advertising and direct measurement #IPASocialWorks 15th October 2013
  • Exploit the richness of data available to you #IPASocialWorks 15th October 2013
  • Ensure that you unpick causation from correlation #IPASocialWorks 15th October 2013
  • It shouldn‟t just be about existing fans 70 60 50 % reporting very large effects 40 Sales Market Share Profit 30 20 10 0 Loyalty #IPASocialWorks 15th October 2013 Penetration Source : Peter Field and Les Binet Marketing in the era of accountability
  • Social strategies can make organisations more customer centric #IPASocialWorks 15th October 2013
  • Seven key points 1. Find a way to measure not just count 2. Success comes from integrating social 3. Apply rigour from „traditional‟ advertising and direct measurement 4. Exploit the richness of data available to you 5. Ensure that you unpick causation from correlation 6. It shouldn‟t just be about existing fans 7. Social strategies can make organisations more customer centric #IPASocialWorks 15th October 2013
  • What we‟ve found so far. 1. Overall observations 2. Hypotheses framework 3. Example cases & towards robust methodologies (Visit Iceland, Fridge Raiders, TFL, O2, BT) #IPASocialWorks 15th October 2013
  • Hypotheses Common Objectives Definition / Hypothesis Examples Potential Metrics a Build relationships with people TNS type surveys, correlation to sales over time, behaviour before and after By talking to people directly and regularly we can develop more Multiple, Heinz, Marmite?, Lynx Rise, O2 'liking', when and where fan joined from, messaging controls, matching to a genuine / human / real relationships. (TOV of Twitter) transactional database. Vol and val of new customers (acquisition). Increased value of existing customers b Social Commerce Selling products & services through social interfaces is less effective than embedding social aspects into existing sales platforms c Improvement through listening (esp. real time) By listening to what's going on there's an opportunity to change things for the better e.g. product, customer service, spotting Multiple, Dell, Barclays problems much quicker than previously possible. Cost of change vs. increased margin / revenue, cost saving from changing sooner due to lower latency of information, d Social products Ticketmaster, Asos, KLM, Heinz, By making your product or buying process social, you can make Marmite?, Orange, Air BnB, giffgaff, an enhanced and preferable customer experience. spotify, uniqlo Greater customer satisfaction ratings, NPS, increased basket size, increased repeat purchase e Telling a deeper, richer story / experience (brand build) Social provides the opportunity to tell a much deeper and richer Red Bull, Nike, Coke story than traditional media Pre & post perception / behavioural research. Sales change YOY or pre, during & post. f Social Diffusion (earned / WOM) Social can act as an amplifier (scale & speed) to normal conversation about what brands do Amex? Coke? Asos, Doc Martins Media metrics of reach etc. Sales change in period YOY or pre, during & post, speed with which people reached g Social influence By seeing what your friends like or buy (popularity) and what 'experts' like and buy (advocacy), I'm more likely to buy Asos, Levis, Lovefilm/Netflix, Adidas connecting people to experts, Bare Escentuals Increase in conversion from traffic that has the social experience (short & long term) h Customer service By using social channels you can serve more customers, more quickly and satisfy them more completely BT, SW Trains, O2 during outage, Virgin Atlantic ash cloud, Oyster & tube line Twitter, Giff gaff Customer retention rates, cost to solve service issue vs. telephone / email. Efficiency of customer service staff measures. Sentiment measures i Internal Process / Culture By making working processes more open and collaborative businesses can better serve its customers Yammer case studies?, Virgin America Cost reduction, profit per head, quality of output (?) #IPASocialWorks 15th October 2013 Dell, Asos, German Wings, Amex (Twitter, Foursquare, Sync), Eventbrite Units sold, profit, ROI, traffic & conversion vs. standard website & other channels, average basket size etc. Repeat business volume & value
  • Hypotheses Common Objectives Definition / Hypothesis Examples Potential Metrics a Build relationships with people TNS type surveys, correlation to sales over time, behaviour before and after By talking to people directly and regularly we can develop more Multiple, Heinz, Marmite?, Lynx Rise, O2 'liking', when and where fan joined from, messaging controls, matching to a genuine / human / real relationships. (TOV of Twitter) transactional database. Vol and val of new customers (acquisition). Increased value of existing customers b Social Commerce Selling products & services through social interfaces is less effective than embedding social aspects into existing sales platforms c Improvement through listening (esp. real time) By listening to what's going on there's an opportunity to change things for the better e.g. product, customer service, spotting Multiple, Dell, Barclays problems much quicker than previously possible. Cost of change vs. increased margin / revenue, cost saving from changing sooner due to lower latency of information, d Social products Ticketmaster, Asos, KLM, Heinz, By making your product or buying process social, you can make Marmite?, Orange, Air BnB, giffgaff, an enhanced and preferable customer experience. spotify, uniqlo Greater customer satisfaction ratings, NPS, increased basket size, increased repeat purchase e Telling a deeper, richer story / experience (brand build) Social provides the opportunity to tell a much deeper and richer Red Bull, Nike, Coke story than traditional media Pre & post perception / behavioural research. Sales change YOY or pre, during & post. f Social Diffusion (earned / WOM) Social can act as an amplifier (scale & speed) to normal conversation about what brands do Amex? Coke? Asos, Doc Martins Media metrics of reach etc. Sales change in period YOY or pre, during & post, speed with which people reached By seeing what your friends like or buy (popularity) and what 'experts' like and buy (advocacy), I'm more likely to buy Asos, Levis, Lovefilm/Netflix, Adidas connecting people to experts, Bare Escentuals Increase in conversion from traffic that has the social experience (short & long term) Dell, Asos, German Wings, Amex (Twitter, Foursquare, Sync), Eventbrite Marketing Comms Customer Insight Customer Service Units sold, profit, ROI, traffic & conversion vs. standard website & other channels, average basket size etc. Repeat business volume & value g Social influence h Customer service By using social channels you can serve more customers, more quickly and satisfy them more completely BT, SW Trains, O2 during outage, Virgin Atlantic ash cloud, Oyster & tube line Twitter, Giff gaff Customer retention rates, cost to solve service issue vs. telephone / email. Efficiency of customer service staff measures. Sentiment measures i Internal Process / Culture By making working processes more open and collaborative businesses can better serve its customers Yammer case studies?, Virgin America Cost reduction, profit per head, quality of output (?) #IPASocialWorks 15th October 2013
  • Hypotheses Common Objectives Definition / Hypothesis Examples Potential Metrics a Build relationships with people TNS type surveys, correlation to sales over time, behaviour before and after By talking to people directly and regularly we can develop more Multiple, Heinz, Marmite?, Lynx Rise, O2 'liking', when and where fan joined from, messaging controls, matching to a genuine / human / real relationships. (TOV of Twitter) transactional database. Vol and val of new customers (acquisition). Increased value of existing customers b Social Commerce Selling products & services through social interfaces is less effective than embedding social aspects into existing sales platforms c Improvement through listening (esp. real time) By listening to what's going on there's an opportunity to change things for the better e.g. product, customer service, spotting Multiple, Dell, Barclays problems much quicker than previously possible. Cost of change vs. increased margin / revenue, cost saving from changing sooner due to lower latency of information, d Social products Ticketmaster, Asos, KLM, Heinz, By making your product or buying process social, you can make Marmite?, Orange, Air BnB, giffgaff, an enhanced and preferable customer experience. spotify, uniqlo Greater customer satisfaction ratings, NPS, increased basket size, increased repeat purchase e Telling a deeper, richer story / experience (brand build) Social provides the opportunity to tell a much deeper and richer Red Bull, Nike, Coke story than traditional media Pre & post perception / behavioural research. Sales change YOY or pre, during & post. f Social Diffusion (earned / WOM) Social can act as an amplifier (scale & speed) to normal conversation about what brands do Amex? Coke? Asos, Doc Martins Media metrics of reach etc. Sales change in period YOY or pre, during & post, speed with which people reached By seeing what your friends like or buy (popularity) and what 'experts' like and buy (advocacy), I'm more likely to buy Asos, Levis, Lovefilm/Netflix, Adidas connecting people to experts, Bare Escentuals Increase in conversion from traffic that has the social experience (short & long term) Dell, Asos, German Wings, Amex (Twitter, Foursquare, Sync), Eventbrite Marketing Comms Customer Insight Customer Service Units sold, profit, ROI, traffic & conversion vs. standard website & other channels, average basket size etc. Repeat business volume & value g Social influence h Customer service By using social channels you can serve more customers, more quickly and satisfy them more completely BT, SW Trains, O2 during outage, Virgin Atlantic ash cloud, Oyster & tube line Twitter, Giff gaff Customer retention rates, cost to solve service issue vs. telephone / email. Efficiency of customer service staff measures. Sentiment measures i Internal Process / Culture By making working processes more open and collaborative businesses can better serve its customers Yammer case studies?, Virgin America Cost reduction, profit per head, quality of output (?) #IPASocialWorks 15th October 2013
  • What we‟ve found so far. 1. Overall observations 2. Hypotheses framework 3. Example cases & towards robust methodologies (Visit Iceland, Fridge Raiders, TFL, O2, BT) #IPASocialWorks 15th October 2013
  • Marketing Comms Customer Insight #IPASocialWorks 15th October 2013 Customer Service
  • Visit Iceland #IPASocialWorks 15th October 2013
  • What was the issue? #IPASocialWorks 15th October 2013
  • #IPASocialWorks 15th October 2013
  • Conventional Communications The Social Participation Model Tourists Fans Role for comms Persuade tourists to visit Role for comms Inspire participation Main message Main message Visit the country Share your story Lead channel Lead channel Broadcast People as media #IPASocialWorks 15th October 2013
  • Role for Social – 3 stages 1. 1. Unify and galvanise Icelanders to participate. 2. Provide Icelanders and previous visitors with the social tools to share their inspiring stories. 3. Increase momentum of the campaign by publicly rewarding those who had contributed. #IPASocialWorks 15th October 2013
  • Show Video Iceland_Be_Inspired_Film_Edit_04 (1).wmv #IPASocialWorks 15th October 2013
  • Icelandic Visitor Numbers for Key markets Key Markets 2010 Predicted (000s) 2010 Actual (000s) Predicted v Actual % Difference UK 46 60 +31% Denmark 31 38 +25% Germany 41 54 +33% USA 37 51 +40% Canada 11 14 +25% France 24 29 +23% Source : Icelandic Government #IPASocialWorks 15th October 2013
  • Results What Attitudes and behaviours changed. 1. Budget was £2.24m. An extra £165m delivered to the Icelandic economy with a ROMI of 61:1. How Measurement of footfall through the airport combined with average historical spend per person. Why Reframed tourism advertising into an issue that galvanised the citizens of Iceland into action. #IPASocialWorks 15th October 2013
  • Kerry Foods : Mattessons Fridge Raiders #IPASocialWorks 15th October 2013
  • What was the issue ? — Sales in decline — No usage occasion — When do kids need a filling snack? #IPASocialWorks 15th October 2013
  • The Idea 61% of teens play computer games after school But that‟s tricky! #IPASocialWorks 15th October 2013 2/3 eat whilst they play Fridge raiders: The snack for gamers
  • Role for Social • “An open source project to co create the ultimate hands free snacking peripheral for gamers...” • Recruitment of an online gaming celebrity – Tom Cassell, or „Syndicate Project‟ as he‟s known online. • 3m subscribers on YouTube, 398k Facebook fans and 569k Twitter followers, = endorsement + media channel • Budget £500K+ #IPASocialWorks 15th October 2013
  • Show Video Fridge_raiders.wmv #IPASocialWorks 15th October 2013
  • Results What Budget - £500K. 0-127K Fans within 12 weeks / 3m views on You Tube. Base sales increased by 20%. ROI of £2.44:£1 1. measured over a short term 1 year time frame. Best campaign ROI ever measured for the brand. How Market Mix Models built to isolate effect of seasonality, promotions, historical TV campaigns, Distribution changes, competitor activity, and social media campaign. Social Media numbers used in the model were -Facebook likes; Twitter followers; Tweets, retweets, Youtube views Why Engaged valuable audience for the brand and created rich and relevant experiences for its customer base on a subject they are passionate about. #IPASocialWorks 15th October 2013
  • Marketing Comms Customer Insight #IPASocialWorks 15th October 2013 Customer Service
  • Oyster on Social Chris MacLeod, Marketing Director Transport for London October 15, 2013
  • Objectives • Why Social ? – Human element – When and where customers want to engage – Fast and efficient, cost saving potential • Customer appetite, especially for Oyster • Customer insight and feedback • Addresses corporate objectives: – Real time info – Easy to do business with – TfL cares, what we stand for
  • Current status • TfL has 24 Twitter feeds, 2 Facebook pages • 637,400 followers on Twitter – 430,000 of these are following real-time information • 190,000 fans on Facebook • These can all be seen as permissions to interact and engage with the customer
  • How we manage it • Twitter flexibly delivered across TfL – Oyster via Customer Contact Centre • 24/7 hours of operation, team of 10 in 3 shifts • Number of mentions / queries each day is on the increase • Response times on average 2 – 3 minutes • Executive version of Hootsuite
  • Customer Service Satisfaction • How we measure it for the different channels – Twitter – online survey to followers – Phone – mystery shopping – Email / Letter – mystery shopping • How we measure the effectiveness – Time – Cost – Satisfaction – Impact on reputation
  • Customer Research • 74% Satisfaction with real-time information feeds (Tube, bus and traffic) • A strong result, given feeds often passing on ‘bad news’ • Satisfaction with Oyster feed was 71% (September 2013) - similar to total for real-time information feeds • Effect on TfL’s reputation also largely positive and in line with the pattern for satisfaction scores 1
  • Examples of Satisfied Customers
  • Examples of Satisfied Customers 610 – Retweets 238 – Favourites 152 - Responses 1
  • Channel Number of contacts Per day (average) Time to service (average) Cost of service Ratio (1 is Twitter baseline of 1 min) Customer satisfaction Score ? Email 197 15 mins 1:15 77.1% Letters 41 15 mins 1:15 77.1% Telephone calls 2562 7 minutes 1:7 92.4% Twitter 45 1 minute 1 74 (score out of 100) Facebook 5 2 minutes 1:2 Unknown
  • Campaign on our network to promote feed Facebook and YouTube also used to educate Oyster customers
  • www.tfl.gov.uk @tfloyster @tflofficial
  • Measuring the Intangible Kristian Lorenzon @krislorenzon Head of Social Media
  • Almost two-thirds of big businesses have at least one full-time employee dedicated to using social media, but only 10% are reporting benefits to the business resulting from the investments_ Tata Consultancy Services, 2013
  • There is only one way this trend is going. As consumers increasingly prefer social communication channels, brands need to respond 2008 2010 Spring 2012 2013(f) 2016(f) 2020(f) 100% 80% 60% 40% 20% 0% 16-24 25-34 35-44 45-54 65+ 92% ―If a friend or family member recommends a product or service to me, I am much more likely to buy it‖ of consumers across 56 different countries said they trusted word-of-mouth recommendation from their friends and family above all other forms of communication. That‘s up 17% since 2007. 58% agree Social Media Telefónica UK 55-64 56
  • Role of social media at O2 Social media are interactions between people happening across a number of media, in person or online, that enable us as a business to: • Support commercial objectives through campaigns, initiatives, customer engagement and actionable insights • • Manage our reputation and influence how we are perceived externally Service our customers in the digital world We facilitate social media from a ‗centre of excellence‘ organising how social strategy, governance, initiatives and technologies are deployed throughout the business Social Media Telefónica UK 57
  • Social media measurement Campaign, channel & business metrics Impressions, Visits, Mentions, Followers Exposure Interactions, Share of Voice, Sentiment Engagement Influence Message Association, Brand Association, Clicks, Comment, Chan ge in Sentiment Referrals to sites, Conversion, Cost Savings, Leads, CSI, Favourability Impact Advocacy Social Media Telefónica UK Reviews & Ratings, Advocates 58
  • Social Media Telefónica UK 59
  • The same goes for our brand. Social media is driving better customer experience and this translates into a stronger brand Total Twitter Blog/Forum News YouTube Facebook Those interacted at all vs. not -/+ Those interacted at all vs. not -/+ Those interacted at all vs. not -/+ Those interacted at all vs. not -/+ Those interacted at all vs. not -/+ Those interacted at all vs. not -/+ Use in future 26 35 34 26 25 28 Attractiveness 24 29 32 21 30 35 Are different to other brands 15 28 27 12 25 20 Are brands that are being talked about 26 26 35 24 42 32 Base Jun – Dec 2012: Social Media Telefónica UK Those Interacted (953) Those not (7446) Those Interacted (179) Those not (8220) 60 Those Interacted (181) Those not (7880) Those Interacted (510) Those not (7535) Those Interacted (144) Those not (8255) Those Interacted (374) Those not (8025)
  • This helps inform our content strategy Social Media Telefónica UK 61
  • Be more dog campaign measurement
  • Campaign overview Be More Dog Dom Joly Send Dog Vid Social Media Telefónica UK Recreate Film 63
  • Metrics Message Association Intent Favourability Attribute Rating Social Media Telefónica UK • Associate O2 with cool new experiences • Likelihood to join O2 • How favourable is your view of O2 • Innovative and forward thinking 64
  • Brand metrics: value of a follower O2 Promoted Tweets resonated more with @O2 followers compared to non-followers Exposed, Non-Follower Exposed, Follower (incl. OQ) 74% 73% 64% 60% 40% 39% 34% 26% +40 +21 Message Association (O2) Attribute Rating (Top 2 Box) Social Media Telefónica UK +33 +38 Favourability (Top 2 Box) Intent (Top 2 Box) 65 90% Sig Not Sig
  • Exposure to campaign All metrics had directional lifts the more exposed to campaign an individual was MESSAGE ASSOCIATION ATTRIBUTE RATING O2 FAVOURABILITY Top 2 Box Top 2 Box +7 30% 41% 39% 35% Top 2 Box 46% 42% 42% INTENT 27% 1 Exp Social Media Telefónica UK 2+ Exp 1 Exp 1 Exp 2+ Exp 66 2+ Exp 1 Exp 2+ Exp
  • Brand metrics: by creative engagement Results help us inform our content strategy Non Engager MESSAGE ASSOCIATION (O2) 40% 32% 38% Engager (incl. OQ) ATTRIBUTE RATING (TOP 2 BOX) 40% 39% 36% 33% 39% 41% 41% 40% 31% +8 +5 -8 +4 +2 -1 Send Dog Vid Be More Dog Dom Joly Send Dog Vid Be More Dog Dom Joly 90% Sig Social Media Telefónica UK 67 Not Sig
  • Brand metrics: by creative engagement (2) Non Engager FAVORABILITY (TOP 2 BOX) 37% 38% 40% 41% Engager (incl. OQ) INTENT (TOP 2 BOX) 43% 39% 23% 24% 27% 31% 29% 21% +1 +1 -4 +1 +4 -8 Send Dog Vid Be More Dog Dom Joly Send Dog Vid Be More Dog Dom Joly 90% Sig Social Media Telefónica UK 68 Not Sig
  • Summary • • • • We measure social media at three levels: campaign, channel & business. Investigate the impact of social on KPIs beyond campaign engagement but don‘t limit yourself to the numbers. Social media insight is a qualitative skill so think beyond KPIs. You don‘t drive action from a dashboard. Think carefully about where social sits in your organisation. The best place for deriving insight might not be in the same place as great customer service. As social becomes ubiquitous in customers‘ worlds, so too must it pervade consumer insight. A joined up story is more effective at driving measurable action than a siloed one. Social Media Telefónica UK 69
  • Social Media Telefónica UK 70
  • How Social Works for BT IPA Eff Fest October 2013 @J0H0ward
  • 1) * Adobe research, 2012
  • What is BT using Social Media for? Improve Service Build Loyalty and Advocacy Create brand warmth Acquire customers  ‘Easy’ score  Cost avoidance  Community Health  Churn propensity  Followers / fans  Engagement & amplification  Positive mentions  Sentiment  Reach  Conversion
  • For Service (making it Easy…)
  • Survival Rate 40% difference in churn: ‘easy’ vs ‘difficult’ Days post interaction #IPASocialWorks 15th October 2013
  • For publicity money can’t buy… 5 positive mentions… reached 3,931 people
  • For transparency… Fire… RichieJones Now that is transparency!! RT: @BTCare: Service restoration underway but may take some time. CallMeKallam @MangaUK The exchange is in Gerrard Street, but I believe that caters for the West End. Follow @BTCare for info, they're good chaps. Flood… Vandalism…
  • For crisis management… Major pressure on 999 tonight, please call in absolute emergency only #Londonriots Tweet Reach: 311,896 people via 358 retweets Wait time on 999: 41 seconds to 0 seconds
  • For cost reduction… Unique Resolution Handling x x cost (voice) customers (%) = minus = £2m annual saving Cost Avoided Social media team cost Net Cost Saving
  • Our Social Media objectives and key measures Improve Service Build Loyalty and Advocacy Create brand warmth Acquire customers  ‘Easy’ score  Cost avoidance  Community Health  Churn propensity  Followers / fans  Engagement & amplification  Positive mentions  Sentiment  Reach  Conversion
  • THANK YOU @J0H0ward
  • Conclusions #IPASocialWorks 15th October 2013
  • Marketing Comms Customer Insight Customer Service #IPASocialWorks 15th October 2013 Requires the same rigour & techniques and approach as „traditional‟ A “metric of metrics”, known to relate to business success, that enables the platform to be comparable with others
  • What‟s next? #IPASocialWorks 15th October 2013
  • Where we‟re aiming for To provide definitive guidance as to the roles that social media can play & how to measure its effectiveness and ROI Add to the “Treasure house of learning” #IPASocialWorks 15th October 2013 Robust Methodologies to using social and measuring its impact A detailed guide to the various research techniques – a “how to”
  • Where we‟re aiming for To provide definitive guidance Commissioning a guide to the can play & as to the roles that social media how to measure its effectiveness and ROI research methodologies in conjunction with MRS. Robust Add to the Methodologies What’s out there? “Treasure house to using social Strengths and Weaknesses. measuring of learning” and its impact Planning ahead. A “How to” #IPASocialWorks 15th October 2013 A detailed guide to the various research techniques – a “how to”
  • Where we‟re aiming for Marketing Comms Customer Insight Customer Service #IPASocialWorks 15th October 2013 Requires the same rigour& techniques and approach as „traditional‟ Two are looking promising To provide need to find & develop more We definitive guidance as to the roles that social media can play & how to measure its effectiveness and ROI A “metric of metrics”, known to relate to business success, that enables the platform to be comparable with others Focus on Customer Insight Add to the “Treasure house of learning” #IPASocialWorks 15th October 2013 Robust Methodologies to using social and measuring its impact A detailed guide to the various research techniques – a “how to”
  • Where we‟re aiming for Tweet @IPA_Updates To provide definitive guidance as to the roles that social media can play & Join IPA Effectiveness how to measure its effectiveness and ROILinkedIn Group Add to the “Treasure house of learning” #IPASocialWorks 15th October 2013 Search ‘IPA Effectiveness’ on Robust A detailed guide LinkedIn Methodologies to the various to using social research Message the IPA Facebook page and measuring techniques – a www.facebook.com/theipa its impact “how to”
  • Panel Discussion #IPASocialWorks 15th October 2013
  • The Panel Stephen Maher Kristian Lorenzon MBA O2 Fran Cassidy Paddy Barwise Cassidy Media Partnership London Business School Joanna Howard Mark Earls BT Herdmeister Chris MacLeod TFL #IPASocialWorks 15th October 2013
  • #IPASocialWorks #IPASocialWorks 15th October 2013