Social Media Marketing-Brazil

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Speech by Charlene Li at HSM Business Forum and at TV1 on September 28, 2011 in Sao Paolo, Brazil.

Speech by Charlene Li at HSM Business Forum and at TV1 on September 28, 2011 in Sao Paolo, Brazil.

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  • Interesting Neilsen study showing Brazil as tops in social media engagement overall.http://blog.nielsen.com/nielsenwire/online_mobile/social-media-accounts-for-22-percent-of-time-online/-86% reach of active social media users….next most active is italy at 78% and the US is down at 74%-Seems to be related to pervasiveness of social network Orkut. By sept of 2005, half of brazil’s internet population had visited orkut.**Also really interest report from TNS Market Research http://www.warc.com/LatestNews/News/Brazil_takes_social_media_lead.news?ID=28138-identifies the average Brazilian having 231 social network friends….while other Latin Americans are around 176 friends. The global average is 120. Why are they so much more social? Not driven by Facebook. 94% of brazilian social networkers have an Orkut account….while 38% are on Twitter and 36% on Facebook.*****However it is worth noting there is conflicting data out there (and slightly newer) suggesting that Facebook is slowly wiping out Orkut. http://searchenginewatch.com/article/2064470/Why-Facebook-is-Wiping-Out-Orkut-in-India-Brazil
  • http://boeingblogs.com/randy/archives/2011/05/back_when_i_first_started.htmlhttp://boeingblogs.com/randy/about.html
  • http://www.facebook.com/LOrealParisBrasil?sk=wallL’Oreal Paris Brasil facilitates widespread engagement on the Facebook page through a mix of providing usable interactive content (photos, video, questions), but perhaps more importantly, responding to fan questions/comments in timely manner on an individualized basis.Some of the mix of content generates upwards of 3,000 engagements to particular posts (likes, comments, general feedback), which would represent around 0.5% engagement based on their fanbase. While it doesn’t sound like much, AllFacebook.com did a study on the most engaged facebook pages to find between 1-2.6% engagement as THE MOST engaged pages on all of facebook: http://www.allfacebook.com/15-most-engaged-pages-on-facebook-2011-03 – as such, 0.5% engagement would represent a very high degree of fan engagement.#dialog#support#facebook#cosmetics#brazil
  • http://www.facebook.com/oralbbrasil?sk=wall&filter=1Oral-B Brasil consistently responds to nearly every single customer inquiry that occurs on the Facebook page. With over 330k fans, this represents a customer-focused strategy. The important message Oral-B is driving home is that every comment, question, concern, song of praise, or just general musing on the Facebook page is attached to a Fan. This fan is a person, a brand advocate, potentially a customer – and their individual attention is warranted. So by simply saying ‘Thank-you’ to a comment, Oral-B is driving forward a very customer-centric message.#dialog#b2c#brazil#facebook
  • http://twitter.com/#!/BancoCentralBRhttp://bcb.gov.br/The Central Bank of Brazil uses their twitter account to share articles and establish themselves as a primary source of information in the financial sector, but they do not @ reply or engage with their followers directly.
  • http://www.mediabistro.com/alltwitter/twitter-brazil-portuguese_b9930This is a fascinating article on how Twitter was pushed to update their language capabilities to include brazilianportugeuse, due to overwhelming demand. It claims Brazil second in Twitter users to the US, with the online adult penetration at 23.7%, 3rd overall in Twitter’s most addicted countries. Here is Twitter’s reasoning for enacting this change: “Brazilians have embraced Twitter as a way to keep up what’s happening both locally and globally. When severe flooding hit north of Rio de Janeiro earlier this year, Brazilians used Twitter to organize disaster relief efforts, share details on how to donate money and supplies, and call for medical assistance in affected neighborhoods. In Brazil’s most recent presidential elections, all three candidates (@dilmabr, @silva_marina, @joseserra_) used Twitter to promote their campaigns, interacting directly with supporters and answering their questions. And when one man couldn’t get a customer service response after he purchased a defective refrigerator, he posted his complaint on Twitter, including the name of the store. Other users rallied behind his cause, causing the store’s name to trend for four days — eventually ending with a brand new replacement refrigerator.”And one of the most telling stats….Brazilian standup comedian RafinaBastos was recently named Twitter’s MOST INFLUENTIAL FIGURE: http://www.mediabistro.com/alltwitter/twitter-most-influential_b6244#support#twitter#brazil
  • Avianca Colombia: http://twitter.com/#!/avianca_comAviancaBrasil: http://twitter.com/#!/sacavianca_brAviancaBrasil 2: http://twitter.com/#!/AviancaBrasilAviancaBrasil on Facebook: http://www.facebook.com/AviancaBrasil?sk=wallAvianca is a Latin American airline (Colombia and Brazil have a strong presence here) with an extremely well-kept and utilized social presence. The Facebook page provides special offers and deals and responds to customer feedback on the wall on an individual basis. It also has some cutting-edge features like allowing for flight booking straight from the facebook page.As for Twitter, all 3 channels are highly active and highly engaged with their customers. They also set expectations extremely well. They’ll let you know in the description what hours they’re available for customer inquiries and support, and what numbers to call in off hours. They respond to individual customer questions and triage/direct inquiries to the appropriate places.#b2c#dialog#support#brazil
  • http://twitter.com/#!/silva_marinaQuick background: Marina Silva was a Brazilian presidential candidate. Her appeal and reach on Twitter is massive, upwards of 500,000 followers, and sends out Tweets on a daily basis on policy and news, events, and other politically focused content.Support example: This example really takes ‘every vote counts’ to the next level. Essentially, Marina is listing a political roundtable discussion happening and urging participation. Ana, the other person in this conversation is just a native Brazilian with barely any twitter following. She asks Marina when the event is taking place, and without hesitating, Marina provides an answer and additional details. On the following slides Ana will thank Marina for her help and then go on to proclaim something like God Bless!!! (as per google translate)#support#dialog#gov#brazil
  • Without speaking much Brazilian Portugeuse, this is Ana’s reaction to Marina’s tweets – she’s basically saying Thank you and God Bless!
  • Starbucks has a site where people can make suggestions on how they should improve. The key difference is that the suggestions are public, and people can vote for their favorite suggestions. Here’s an example of automatic ordering. Note that there is a status update here “Under Review”.
  • I think the frame stopped here in part 1 of the YouTube series is a powerful message. “Fiat stopped to listen.” It’s step 1 in the objectives (learn) and one that permeates through every aspect of the framework. Fiat set out (with help from the agency AgenciaClick Isobar) in unprecedented fashion to launch the first ever crowdsourced car. Fiat built a forum at http://www.fiatmio.cc/ - really a small social network – that created a workspace for exchange of dialog between Fiat drivers and car designers. Drivers posed and answered questions about features and functions they’d like to see. They told Fiat EXACTLY what they wanted to see via social media. This is the ultimate engagement, and exercise of trust between brand and consumer.More info: http://adage.com/article/global-news/top-social-media-campaigns-brazil-china-hungary/227440/#auto#b2c#innovate#learn#youtube
  • As you can see from the graphic above, Mio has generated well over 2 million visits to the social forum, almost 45k comments, and nearly 11,000 ideas submitted to the program. Truly an innovative approach at product development.
  • Define how open well.

Transcript

  • 1. Creating Winning Social Media Strategies
    Charlene Li
    Altimeter Group
    Twitter: @charleneli
    Email: charlene@altimetergroup.com
    1
  • 2. 2
  • 3. OUT ofCONTROL?
    © 2011 Altimeter Group
  • 4. 4
    © 2011 Altimeter Group
  • 5. 5
    © 2011 Altimeter Group
  • 6. 6
    How to give up control
    but still be in command
    © 2011 Altimeter Group
  • 7. It’s about RELATIONSHIPS
    © 2011 Altimeter Group
  • 8. STRATEGY
    ORGANIZATION
    PREPAREDNESS
    © 2011 Altimeter Group
  • 9. STRATEGY
    ORGANIZATION
    PREPAREDNESS
    © 2011 Altimeter Group
  • 10. 10
    Four goals define your Open Strategy
  • 11. Track brand mentions with basic tools
    11
    What would happen if every employee could learn from customers?
  • 12. Shoppers want to be “known”
    12
    I walk into the store
    Store knows it’s me
    Give me offers
    And plans my visit
  • 13. Engagement Pyramid
    13
  • 14. Engagement Pyramid Data
    14
    Source: Global Wave Index Wave 2, Trendstream.net, January 2010
  • 15. People in B2B use social media for work
    15
    Source: 2009 Business.com Business Social Media Benchmarking Study(n=2,393)
  • 16. Define Your Strategy With Goals
    16
  • 17. Conversations, not messages
    Human, not corporate
    Continuous, not episodic
    The New Normal
    17
  • 18. Boeing uses blogs to engage
    18
  • 19. And then tweets to amplify
    19
  • 20. L’Oreal Paris Brasil facilitates engagement with individual attention
    20
  • 21. 21
    Oral-B Brasil follows L’Oreal’s lead…
  • 22. The Central Bank of Brazil shares articles on twitter
    22
  • 23. Kohl’s engages directly with customers
    23
  • 24. 24
    Also encourage dialog inside the company
  • 25. Define Your Strategy With Goals
    25
  • 26. How DellOutlet drives sales with Support
    26
  • 27. Solarwinds’ community is strategic
    27
  • 28. Premier Farnell supports engineers with community, and employees with “OurTube”
    28
  • 29. Twitter must adjust to account for Brazil’s explosive growth
    29
  • 30. Avianca takes an integrated approach at improving the customer experience
    30
  • 31. Brazilian politicians provide campaign support via Twitter
    31
  • 32. Brazilian politicians provide campaign support via Twitter
    32
  • 33. Define Your Strategy With Goals
    33
  • 34. Starbucks involves 50 people around the organization in innovation
    Over 100 ideas have been implemented
  • 35. P&G goes outside for innovation
    35
    P&G made outside-in innovation a priority
  • 36. P&G developed technology from diaper research
    Reached out to competitor Clorox to form a new joint venture
    Helped Glad become Clorox’s second largest brand
    Success story: Glad Press’n Seal
    36
  • 37. Fiat Mio, the world’s first crowdsourced car
    37
  • 38. Mio by the numbers
    38
  • 39. ModCloth has customers merchandise new products
    39
  • 40. STRATEGY
    ORGANIZATION
    PREPAREDNESS
    © 2011 Altimeter Group
  • 41. STRATEGY
    ORGANIZATION
    PREPAREDNESS
    © 2011 Altimeter Group
  • 42. Leaderships means having followers
    42
    “Leadership is a relationship between those who aspire to lead and those who choose to follow.”
    - From “The Leadership Challenge”
  • 43. Open Leadership
    43
    Having the confidence and humility to give up the need to be in control,
    while inspiring commitment from people to accomplish goals
    © 2011 Altimeter Group
  • 44. Traits of Open Leaders
    44
    Authenticity
    Transparency
  • 45. Transparency as an imperative
    45
  • 46. How Best Buy created Open Leaders
    46
    © 2011 Altimeter Group
  • 47. Barry’s first post
    47
  • 48. Retailer Best Buy has 2,500 employees providing support via Twitter
    48
  • 49. Open Leadership
    49
    Having the confidence and humility to give up the need to be in control,
    while inspiring commitment from people to accomplish goals
    Openness audit at http://bit.ly/opennessaudit
    © 2011 Altimeter Group
  • 50. Developing Open Leaders
    © 2010 Altimeter Group
  • 51. “You can imagine the Chatterati creating as much value as an SVP in the organization by sharing their institutional knowledge and expertise - and we should look at compensation structures with that in mind.”
    - Marc Benioff, CEO of Salesforce.com
    © 2010 Altimeter Group
  • 52. STRATEGY
    ORGANIZATION
    PREPAREDNESS
    © 2011 Altimeter Group
  • 53. STRATEGY
    ORGANIZATION
    PREPAREDNESS
    © 2011 Altimeter Group
  • 54. #1 Align social with key Strategic Goals
    54
    Examine your 2011 & 2012 goals
    Pick ones where social will have an impact
    Start small, but now
  • 55. #2 Create a Culture of Sharing
    55
  • 56. Blogs establish thought leadership
    56
    CEO Richard Edelman has been blogging consistently since September 2004.
  • 57. #3 Discipline is Needed to Succeed
    57
    Take reasonable action to fix issue and let customer know action taken
    Negative
    Positive
    Yes
    Yes
    No
    Assess the message
    Evaluate the purpose
    Do you want to respond?
    Does customer need/deserve more info?
    Unhappy Customer?
    No Response
    Yes
    Are the facts correct?
    Gently correct the facts
    Yes
    No
    No
    No
    Can you add value?
    DedicatedComplainer?
    Are the facts correct?
    Yes
    Yes
    No
    No
    Yes
    Respond in kind & share
    Thank the person
    Comedian Want-to-Be?
    Explain what is being done to correct the issue.
    Is the problem being fixed?
    Yes
    No
    Yes
    Adapted from US Air Force Comment Policy
    Let post stand and monitor.
    © 2011 Altimeter Group
  • 58. No relationships are perfect
    Google’s mantra:“Fail fast, fail smart”
    #4 Master the Art of Failure
    58
    © 2011 Altimeter Group
  • 59. 59
    Create
    Sandbox
    Covenants
    © 2011 Altimeter Group
  • 60. It’s about RELATIONSHIPS
    © 2011 Altimeter Group
  • 61. Charlene Li
    charlene@altimetergroup.com
    charleneli.com/blog
    Twitter: charleneli
    For slides, send an email to slides@altimetergroup.com
    For more information & to buy the book
    visit open-leadership.com
    © 2011 Altimeter Group