Social Media Strategies - Argentina by Charlene Li
 

Social Media Strategies - Argentina by Charlene Li

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Presentation by Charlene Li for HSM in Buenos Aires, Argentina, on October 3, 2011

Presentation by Charlene Li for HSM in Buenos Aires, Argentina, on October 3, 2011

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  • MUST INCLUDE
  • We don’t own all of this data. We want to work with others. Including brand monitoring. You have to be holistic in your customer understanding
  • 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.facebook.com/PanteneArgentina?sk=wallPantene Argentina 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.The screen shot shown is a standard mix of content that appears throughout the page. It is broken down by some product announcement, a poll seeking some information from their customers, and then some product usage questions and individual connection with a user. Pantene isn’t afraid to address fans by name and be swift in communication.#dialog#support#facebook#cosmetics#argentina
  • http://www.digitalbuzzblog.com/ford-fiesta-twitter-pre-launch-case-study/Ford launches a Fiesta campaign in Argentina. They gave the most followed Twitter user at the time a fiesta, 5 days of shooting mini interviews with local celebrities. The individual reach was 250,000 Argentinians on Twitter – at the time half of the country’s entire Twitter population. The challenge was stated as “one car, a low budget and an entire country to notify.” Twitter was the solution. The agency quotes in the video that “sales have exceeded expectations”, but don’t offer any metrics.Argentinian Twitter users could track the mobile campaign, interact with the local celebrities and – and visit the Fiesta on site as it visited different dealerships. Here is a video from the agency who launched the program explaining the campaign: http://www.youtube.com/watch?v=Y-NOqWQPl0o. Here is the influencer: http://twitter.com/#!/nachobottinelli. Could not track down screen shots from interactions as this was 2 years ago. Sample of some of the videos here: http://theinspirationroom.com/daily/2010/ford-fiesta-twittered-in-argentina/
  • http://www.facebook.com/interrailnet?sk=wall&filter=2
  • http://www.facebook.com/ernstandyoungcareers?sk=wall&filter=120110330#charlene#facebook#b2b#dialog#hr#recruitment
  • http://www.socialtext.com/customers/casestudy_iss.phpUsing workspaces inside Socialtext, employees were encouraged to share key documentation around processes, policies, and customer issues. As people update critical business content, they share their work over Socialtext Signals, a secure enterprise microblogging application. Signals has the same look and feel as Facebook's News Feed. After people share a message, they can have a threaded conversation with their colleagues around that piece of content. More significantly, everyone sees this open Question & Answer. So if someone in a different ISS Mexico office had the same question about the paint, they wouldn't have to burden the warehouse with extraneous e-mail communication, answering the same thing over and over. Signals also allows for more fine-tuned information sharing. So in addition to sharing with the entire company, ISS Mexico's social intranet has groups such as IT, Facilities, Executives, Sales and Marketing. They can share a Signal and corresponding with one group, or all of them.#community#dialog#support#socialtext#intranet#mexico#LATAM
  • http://wearesocial.net/tesco/http://blog.clothingattesco.com/category/clothing-at-tesco-loves/
  • http://synthesio.com/corporate/wp-content/uploads/2011/02/synthesio-social-media-in-latin-america.pdfFrom January to April of 2010, for the launch of their new credit card in the Mexican market, Visa organized a competition calling on participants to show their creativity. Web users had to create a short video showing or explaining why they prefer to pay by credit card rather than cash. Visa developed a platform that united all UGC videos for people to then vote on their favorite. Each week they highlighted the video that had received the most votes and the grand prize winner won a trip for two to South Africa with tickets to the World Cup (Visa was a partner for the event). The social campaign, carried out in Brazil and Colombia, as well, was deemed a success and allowed Visa to gain clients in each of these markets: • 355 fans for the Facebook page « Yopago con Visa débito»• 64 video entries• 28,724 votes• 5,742 votes for the winning video • +19% increase in card payments in Mexico between April and June 201#video#dialog#advocate#campaign#mexico#LATAM
  • http://twitter.com/#!/TELMEXSolucionaTelmex, a Mexican telecommunication GIANT (they own 90% of the telephone lines in Mexico and monopolize the ISP and IPTV markets as well), provides support for customers on Twitter. If they can’t answer a customer’s questions, they either offer them links/phone numbers to contact them or ask for their number and will call them directly. Based on the Tweets I translated, they seem very friendly and professional here.#twitter#support#mexico#LATAM
  • http://thesocialcustomer.com/margotheiligman/33797/latin-america-s-movistar-fields-social-media-agents-globetrotting-socialcrm-inFrom the blog post above: “Movistar Argentina
A SocialCRM example from the region is Moviestar Argentina, an Argentine telecom service provider. According to Hoyos, “Movistar allows customers to cancel a mobile account via Twitter @MovistarArg.“Movistar is able to accomplish this due to the fact that its community managers facilitate conversations. When they need to manage a social media transaction, they have specific integrated processes within their own call center to manage these [social media] transactions. Movistar has its own Social Media Agents to do this. I’ve seen firsthand many Argentine call centers looking for social media solutions that can help manage conversations within that Call Center. Customer service-related issues are the primary drivers of seeking these solutions.Moviestar Argentina’s Twitter handle appears to be purely customer service focused. Every single Tweet is an @ reply to a customer. These replies are tagged with initials (the social media agent) and they are all dealing with specific issues in service. This ‘open’ customer service is not prevalent in many companies or markets. The engagement on the individual continues on the Facebook page: http://www.facebook.com/comunidadmovistarargentina?sk=wall – Movistar also deals with service problems on the Facebook page, but not to the degree that they’ve set Twitter as.
  • 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
  • http://www.linkedin.com/answers?trk=hb_tab_aynhttp://www.facebook.com/?sk=questions&ap=1http://www.quora.com/Which-are-the-best-social-media-blogs-in-Spain?q=spain+social+media
  • http://searchcrm.techtarget.com/news/1350030/Should-marketing-or-customer-service-manage-your-social-networking-efforts
  • http://www.innovationmanagement.se/2010/11/24/innovation-in-south-america/
  • http://www.innovationmanagement.se/2010/11/24/innovation-in-south-america/http://www.globalinnovationindex.org/gii/main/home.cfmAfter almost two months from the moment this ¨Challenge¨ started, let us take a look at some of the results:+ 2,090 ideas+ 83,600 votes+ 39,600 comments+ 35,700 usersven when the Challenge has really been a success South American participation was represented by just 70 ideas (3.33% of the total).Screenshot: http://challenge.ecomagination.com/ct/ct_a_view_idea.bix?c=ideas&idea_id=96D4AF0D-8C26-4CC5-B130-A356FD494621#brazil#latam#innovate#charlene05042011Received 259 comments.
  • 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”.http://mystarbucksidea.force.com/#foodbev#community#innovate#charlene
  • 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.
  • http://www.altamirano.org/startups-2/inside-south-americas-most-innovative-startups/From the article: “Food Extra is a social network to find out where food comes from, created in Argentina. This social network was built to connect food consumers and food producers. Food Extra allows each part of the food chain to interact with each other building trade relationships. On the other hand, Food Extra gives consumers information on how food is processed, as well as where the food comes from.The central concept of Food Extra is food traceability. Food Extra allows its users to get info about the products they consume: data about the company which has processed the product as well as the people involved in production. In addition, users can read, write and share reviews and comments. Once the mobile app launches, a user could conceivably scan an object at the store and receive meta-data populated by information on Food Extra (which is community sourced) about that product.***the appears to be in ‘invite only’ mode still. Although, they’ve left Argentina for the silicon valley. Also, the blog link provides information on a handful of other South American web startups.
  • Define how open well.

Social Media Strategies - Argentina by Charlene Li Social Media Strategies - Argentina by Charlene Li Presentation Transcript

  • The Power Of Groundbreaking Social Technologies
    1
    Charlene Li
    Altimeter Group
    Twitter: @charleneli
    Email: charlene@altimetergroup.com
  • 2
  • OUT ofCONTROL?
    © 2011 Altimeter Group
  • 4
    © 2011 Altimeter Group
  • 5
    © 2011 Altimeter Group
  • It’s time to move past experiments
    6
  • It’s about RELATIONSHIPS
    © 2011 Altimeter Group
  • 8
    Agenda
    Strategy
    Lead
    Prepare
  • 9
    Agenda
    Strategy
    Lead
    Prepare
  • Strategy Process Stages
    10
  • Strategy Process Stages
    11
    Set context
    • Determine key objectives
    • Level of strategy (corporate, biz unit, brand)
    • Identify key metrics
    • Assess readiness
  • Align social with key strategic goals
    12
    Examine your 2011 goals
    Pick ones where social will have an impact
  • Objectives differ by level
    13
  • Ask the Right Questions about Value
    14
    “We tend to overvalue the things we can measure, and undervalue the things we cannot.”
    - John Hayes, CMO of American Express
    © 2011 Altimeter Group
  • Use appropriate metrics at each level
    15
    Business metrics: revenue, CSAT, reputation.
    Social media analytics: Insights, share of voice, resonance, WOM.
    Engagement metrics: fans, followers, clicks.
  • Highlight where you are strong, where you need to develop.
    Don’t create strategies that you can’t execute.
    Demonstrate impact of strategic work.
    Categories for readiness assessment
    Assess your readiness to be social
    16
    • Communication
    • Mindset
    • Roles
    • Stakeholders
    • Monitoring
    • Reporting
    • Customer Profile
    • Market Analysis
    • Processes
    • Organizational Model
    • Education
  • Benchmarking Social Readiness (Before)
    17
    December 2009
  • Benchmarking Social Readiness (After)
    18
    April 2010
  • Strategy Process Stages - Discovery
    19
    Collect and prioritize strategic options
    • Metrics-based value assessment
    • Prioritize against objectives
  • Evaluate each initiative
    20
  • Define Your Strategy With Objectives
    21
  • How does social media matter to B2B?
    Chief stakeholders may not be using social media.
    • But lieutenants will be.
    Social media is impacting how B2B decisions are being made.
    • Background research
    • Expertise
    • Search results impact
  • Why care about social technologies?
    • 62% read user ratings/reviews for business products/services
    • 62% visit company profiles on social media sites
    • 55% visit company blogs
    • 51% participate in online business communities or forums
    • 49% ask questions on Q&A sites
    • 29% use Twitter to find or request business-related information
    Source: 2009 Business.com Business Social Media Benchmarking Study(n=2,393)
    23
  • People in B2B use social media for work
    24
    Source: 2009 Business.com Business Social Media Benchmarking Study(n=2,393)
  • 25
    Agenda
    Strategy
    Learn
    Dialog
    Support
    Innovate
    Lead
    Prepare
  • Track brand mentions with basic tools
    26
    What would happen if every employee could learn from customers?
  • Integrate monitoring with workflow
    27
    Other providers
    Alterian
    BrandsEye
    Buzzmetrics Cymfony
    Sysmos
    Visible Tech.
    From Radian 6, to be acquired by Salesforce.com
  • Go beyond basic monitoring to analytics
    28
    Make course corrections nearly real-time.
    Use predictive analytics to anticipate demand.
  • Shoppers want to be “known”
    29
    I walk into the store
    Store knows it’s me
    Give me offers
    And plans my visit
  • Community insight platforms
    30
    • Communispace and Passenger offer online focus groups solutions.
  • Private communities give better control
    Get input from specific communities
    Can target specific hard-to-reach communities
    But they are hard to create – and maintain
    Who needs to be included? Excluded?
    Provide non-monetary incentives/rewards for participating in the community
    Deserves and requires dedicated community manager
    Integrate into your company’s support and innovation process
    Pros and cons of private communities
    31
  • Go beyond traditional data to understand your customers
    32
    Demographic
    Geographic
    Psychographic
    Behavioral
    Socialgraphic
  • Where are your customers online?
    What social information or people do your customers rely on?
    What is your customers’ social influence? Who trusts them?
    What are your customers’ social behaviors online?
    How do your customers use social technologies in the context of your products.
    Socialgraphics asks key questions
    33
  • Engagement Pyramid
    34
  • Engagement Pyramid - Watching
    35
    Watch videos
    Read blog posts
    Listen to podcasts
    Read tweets
    Read discussion forum posts
  • Engagement Pyramid - Sharing
    36
    Share a link
    Share photos
    Share videos
    Write a status update
    Retweet
  • Engagement Pyramid - Commenting
    37
    Comment on a blog
    Write a review
    Rate a product
    Participate in a discussion forum
    @Reply on Twitter
  • Engagement Pyramid - Producing
    38
    Write a blog
    Create videos or podcasts
    Tweet for an audience
  • Engagement Pyramid - Curating
    39
    Moderate a wiki or discussion forum
    Curate a Facebook fan page
  • Engagement Pyramid Data
    40
    Source: Global Wave Index Wave 2, Trendstream.net, January 2010
  • Conduct research to identify the social behaviors of your target customer
    Also identify:
    Where are they online: Surveys or brand monitoring
    Who do they trust: Surveys
    Who do they influence: Survey or brand monitoring
    How they use these tools in context of your products: Most often surveys.
    When you first understand your customers, your marketing efforts will naturally unfold.
    Putting socialgraphics to work
    41
  • Listen and learn from your customers.
    Start with basic monitoring tools, but quickly evolve them.
    Invest in analytics that matter. Use metrics that are relevant to your business.
    Understand the socialgraphics of your customers.
    Summary - Learn
    42
  • 43
    Agenda
    Strategy
    Learn
    Dialog
    Support
    Innovate
    Lead
    Prepare
  • Conversations, not messages
    Human, not corporate
    Continuous, not episodic
    The New Normal
    44
  • Blogs establish thought leadership
    45
    CEO Richard Edelman has been blogging consistently since September 2004.
  • The Central Bank of Brazil shares articles on twitter
    46
  • Pantene Argentina listens to the crowd, connects with the individual
    47
  • Ford targets an influencer, reaches half of Argentina’s Twitter audience
    48
  • Encourage commenting to get into the Facebook news feed
    49
  • B2B can also use Facebook
    50
    • Develop relationships with job candidates, prospects, and current employees
    • Insert your content into newsfeed of fans
    • B2B is really people to people
  • 51
    Also encourage dialog inside the company
  • ISS connects distributed work-force with social-powered intranet
    52
    “Everyone feels more connected. Socialtext is allowing us to work as a team towards our goals and serve customers more efficiently.”
    - Erick Vera, Enterprise Social Media Manager
  • Premier Farnell supports engineers with community, and employees with “OurTube”
    53
  • Give out Flip cameras/smartphones
    Set up an internal “OurTube”
    Transcribe conversations into emails and posts
    Ask people for best practices, reactions, advice, opinion in areas of passion.
    Recognize key contributors.
    Getting people to share within your company
    54
  • Tivo joined an existing community
    55
  • 56
    Advocacy – A five-phase approach
  • Tesco engages influencer blogs
    57
    Blog post series highlights & drives traffic to blogs by Influencers. Twitter feed encouages engagement too.
  • Visa’s online video campaign increase card payments 19%
    58
  • Have an authentic conversation with your customers that they want to have.
    Engage across and through social communities
    Engage off of your Web site.
    Recruit an army of customer advocates.
    Respond to your prospects and customers in real time.
    Summary - Dialog
    59
  • It’s about RELATIONSHIPS
    © 2011 Altimeter Group
  • 61
    Agenda
    Strategy
    Learn
    Dialog
    Support
    Innovate
    Lead
    Prepare
  • Telmex provides customer support on Twitter
    62
  • Ritz-Carlton managers monitor Twitter for real-time service
    63
    Property manager helped unhappy honeymooners
  • DellOutlet supports sales with Twitter
    64
  • Movistar’s ‘Social Media Agents’ advance customer support on Twitter
    65
    Moviestar has specific social media guidelines and processes in place to facilitate customer service online.
  • Brazilian politicians provide campaign support via Twitter
    66
  • 67
    Question & Answer sites provide opportunity for support
  • Q&A encourages dialog too
    68
  • iRobot ties discussion boards into customers support
    69
    iRobot escalates unanswered questions into support centers
  • Salesforce.com Service Cloud ties social channels back to customer data
    70
  • Solarwinds’ community is strategic
    71
  • Retailer Best Buy has 2,500 employees providing support via Twitter
    72
  • Real-time isn’t fast enough.
    Integrate “social” support into your support infrastructure.
    Scaling support to meet the groundswell will require that you create your own groundswell.
    Summary - Support
    73
  • 74
    Agenda
    Strategy
    Learn
    Dialog
    Support
    Innovate
    Lead
    Prepare
  • Participate in crowdsourcing to understand how it works.
    Create a culture of sharing and collaboration within the company.
    Encourage “intrapreneurship”.
    85% of innovations involve optimizing one parameter.
    Use social media to collect and prioritize ideas.
    Reduce “power distance” with open leadership and management.
    How to encourage innovation
    75
  • P&G uses reviews to improve products
    76
  • GE asked for ideas from around the globe
    77
  • Starbucks involves 50 people around the organization in innovation
    78
    Over 100 ideas have been implemented
  • P&G goes outside for innovation
    79
    P&G made outside-in innovation a priority
  • 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
    80
  • Fiat Mio, the world’s first crowdsourced car
    81
  • Mio by the numbers
    82
  • ModCloth has customers merchandise new products
    83
  • FoodExtraconnects food consumers and food producers through social
    84
  • Innovating can come from any customer or employee interaction.
    Dedicated innovation communities require significant commitment and nurturing.
    Extend your firewall to bring customers into your organization.
    Summary - Innovating
    85
  • Strategy Process Stages
    86
    Strategy statement
    • What you will do
    • What you won’t do
    Scenarios development
    • Implementation roadblocks
    • Company and leadership implications
    • Risk identification
    • Build resilience
  • What’s the Next Big Thing?
    87
  • 88
  • 89
    Identify and prioritizing disruptions that matter
    User Experience
    • Is it easy for people to use?
    • Does it enable people to connect in new ways?
    Business Model
    • Does it tap new revenue streams?
    • Is it done at a lower cost?
    Ecosystem Value
    • Does it change the flow of value?
    • Does it shift power from one player to another?
  • “How personal relationships, individual opinions, powerful storytelling and social capital are helping brands…become more believable.”
    1) Likenomics (credit to Rohit Bhargava)
    90
    Understand the supply, demand, and thus, value of Likes as social currency
    See http://bit.ly/rohit-likenomics for Rohit’s take
  • Likenomics evaluation
    91
    User experience impact - moderate
    People with high social currency will enjoy benefits, richer experiences, receive psychic income.
    People with low social currency will find ways to get it.
    Business model impact – moderate
    New economics create opportunity for people who understand Likenomics to leverage gas.
    The cost of accessing social currency will increase, and raise barriers to entry.
    Ecosystem value impact – none
  • 92
    2) Social Search – Beyond Friends to Interests
    Social sharing rises as a search ranking signal, esp in the enterprise
    Create a social content hub to gain traction
    Use microformats to highlight granularity (e.g. hProduct & hReview)
  • Social Search evaluation
    93
    User experience impact - Moderate
    Search becomes more useful, relevant to people.
    Business model impact – Moderate
    SEO takes on a different dimension, rewards companies with social currency, personalized experiences.
    Ecosystem value impact – Moderate
    New power brokers are social data/profile players who capture activity data and profiles.
    Google has little of either.
  • Social monitoring merges with Web analytics
    HOT: Omniture, Coremetrics/IBM, Webtrends
    Technology like Hadoop makes it easy for companies to tap “Big Data”
    E.g. New York Times making its archives public
    Twitter archived by Library of Congress
    Facebook Cassandra, Amazon Dynamo, Google BigTable
    Data visualization tools make it easy to digest
    Balancing privacy and personalization
    3) Big Data
    94
  • Big Data evaluation
    95
    User experience impact - Low
    Most users won’t directly experience Big Data.
    Business model impact – High
    New businesses and initiatives can be started at very low cost.
    Ecosystem value impact – Moderate
    Owners of Big Data repositories can assert control, demand payments for access.
  • 96
    4) Game-ification
  • TurboTax used “games” to encourage sharing and support
    97
    Social design can enter training, collaboration, support, hiring
  • Gamification evaluation
    98
    User experience impact – High
    Experiences get richer, more engaging
    Business model impact – Moderate
    Work gets done faster, cheaper.
    New organizational structures and cultures emerge.
    Ecosystem value impact – Low
    Service providers will remain focused, boutique firms.
  • 99
    5) Curation
  • Curation evaluation
    100
    User experience impact – Moderate
    User authority established from better curation, better content is organized well.
    Business model impact – Moderate
    Easier for businesses to create their content.
    Ecosystem value impact – Moderate
    Individuals challenge media and brands as authorities – and publishers that siphon off ad dollars.
  • Summary of disruptions
    101
  • It’s about RELATIONSHIPS
    © 2011 Altimeter Group
  • 103
    Agenda
    Strategy
    Learn
    Dialog
    Support
    Innovate
    Lead
    Prepare
  • OUT ofCONTROL?
    © 2011 Altimeter Group
  • 105
    © 2011 Altimeter Group
  • 106
    © 2011 Altimeter Group
  • 107
    How to give up control
    but still be in command
    © 2011 Altimeter Group
  • Open Leadership
    108
    Having the confidence and humility to give up the need to be in control,
    while inspiring commitment from people to accomplish goals
  • 10 elements of openness
    109
  • Explaining strategic decisions
    110
    Open book management
    Managing leaks
  • 111
    Updating with every day stuff
  • Kohl’s has conversations on Facebook
    112
  • Open Mic: When people contribute
    113
  • Crowdsourcing new Walkers flavour
    114
  • Open platforms make it easy to partner and share
    115
    Open architecture
    Open data access
  • 116
    Centralized
    Democratic
    Distributed
    Consensus
    Decision making models
  • 170 employees
    100 modules with “module owners”
    One person makes the final decision in each module
    Social technologies make distributed decision making possible
    117
    Manage complex tasks
    Organizing for speed
    • 65,000 employees
    • 16 Councils, 50 Boards make strategic decisions
    • Joint leadership of each group
  • Determine how open you need to be with information to meet your goals
    118
    Openness audit available at http://bit.ly/opennessaudit
  • Complete the Openness Audit
    119
  • Traits of Open Leaders
    120
    Authenticity
    Transparency
  • Transparency as an imperative
    121
  • How Best Buy became open and social
    122
  • Best Buy’s First Social Media Experts
    123
    Steve Bendt & Gary Koelling
  • The Executive Advocate
    124
    Barry Judge CMO of Best Buy
  • Barry’s first post
    125
  • The Premier Black Fiasco
    126
    6.8 million emails sent instead of 1,000 test
  • Developing Open Leaders
    © 2010 Altimeter Group
  • “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
  • 129
    Agenda
    Strategy
    Learn
    Dialog
    Support
    Innovate
    Lead
    Prepare
  • #1 Create a Culture of Sharing
    130
  • #2 Discipline is Needed to Succeed
    131
    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
  • Five ways companies organize around social media
    132
  • Climb the Social Business Hierarchy of Needs
    133
    Holistic,
    Real-time
    Predictive
    Enlightenment
    Empowerment, Cross-Learning, Measurement
    Enablement
    Asset Inventory, Best Practice Sharing,
    Center of Excellence
    Formation
    Dedicated Team, Workflow, Crises Preparedness
    Safety
    Objectives, Policies, Education, Access
    Foundation
  • 100% of Advanced companies allow employees to use social media professionally
    134
  • SMPs require constant social media education
    135
  • Read the full report, Creative Commons
    Open Research Report: Social Business Readiness
    136
    Methodology
    • 63 Interviews and briefings with ecosystem contributors
    • Survey data from 144 social business programs
    • Analysis of 50 social media crises
  • #3 Ask the Right Questions about Value
    137
    “We tend to overvalue the things we can measure, and undervalue the things we cannot.”
    - John Hayes, CMO of American Express
    © 2011 Altimeter Group
  • A Framework For Social Analytics
    138
  • The new lifetime value calculation
    • Percent that refer
    • Size of their networks
    • Percent of referred people who purchase
    • Value of purchases
    + Value of purchases
    • Cost of acquisition
    ____________________
    = Customer lifetime value
    + Value of new customers from referrals
    + Value of insights
    • Percent that provide support
    • Frequency and value of the support
    + Value of support
    + Value of ideas
    Spreadsheets for all calculations available at open-leadership.com
  • 35% increase in LTV captured
    140
  • Find more fans with large networks
    Encourage fans to make more referrals
    Make decisions with metrics
    141
  • No relationships are perfect
    Google’s mantra:“Fail fast, fail smart”
    #4 Prepare for Failure
    142
    © 2011 Altimeter Group
  • 143
    Create
    Sandbox
    Covenants
    © 2011 Altimeter Group
  • Structure your risk-taking and failure systems to create resilience
    144
    Conduct pre- and post-mortems.
    E.g. Johnson & Johnson after Motrin Moms.
    Identify the top 5-10 worst case scenarios.
    Develop mitigation and contingency plans.
    E.g. Ford’s “lost” Fiesta.
    Build in responsiveness.
    E.g. Best Buy’s Black reward card.
    Prepare yourself for the personal cost of failure.
  • Audit the last few failures you and your organization experienced.
    25% - what happened.
    25% - what you learned.
    50% - what you will do next.
    Keep a failure file.
    Identify risk-taking training needs.
    Build failure into your planning and operating processes.
    Create support networks for the inevitable failures.
    Action plan to prepare for failure
    145
  • It’s about RELATIONSHIPS
    © 2011 Altimeter Group
  • 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