17. 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.
43. Track brand mentions with basic tools 26 What would happen if every employee could learn from customers?
44. Integrate monitoring with workflow 27 Other providers Alterian BrandsEye Buzzmetrics Cymfony Sysmos Visible Tech. From Radian 6, to be acquired by Salesforce.com
45. Go beyond basic monitoring to analytics 28 Make course corrections nearly real-time. Use predictive analytics to anticipate demand.
46. Shoppers want to be âknownâ 29 I walk into the store Store knows itâs me Give me offers And plans my visit
47.
48. Go beyond traditional data to understand your customers 32 Demographic Geographic Psychographic Behavioral Socialgraphic
49. Where are your customers online? What social information or people do your customers rely on? What is your customersâ social influence? Who trusts them? What are your customersâ social behaviors online? How do your customers use social technologies in the context of your products. Socialgraphics asks key questions 33
57. 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
58. 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
69. ISS connects distributed work-force with social-powered intranet 52 âEveryone feels more connected. Socialtext is allowing us to work as a team towards our goals and serve customers more efficiently.â - Erick Vera, Enterprise Social Media Manager
71. Give out Flip cameras/smartphones Set up an internal âOurTubeâ 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
76. 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
82. Movistarâs âSocial Media Agentsâ advance customer support on Twitter 65 Moviestar has specific social media guidelines and processes in place to facilitate customer service online.
89. Retailer Best Buy has 2,500 employees providing support via Twitter 72
90. Real-time isnât fast enough. Integrate âsocialâ support into your support infrastructure. Scaling support to meet the groundswell will require that you create your own groundswell. Summary - Support 73
92. Participate in crowdsourcing to understand how it works. Create a culture of sharing and collaboration within the company. Encourage âintrapreneurshipâ. 85% of innovations involve optimizing one parameter. Use social media to collect and prioritize ideas. Reduce âpower distanceâ with open leadership and management. How to encourage innovation 75
95. Starbucks involves 50 people around the organization in innovation 78 Over 100 ideas have been implemented
96. P&G goes outside for innovation 79 P&G made outside-in innovation a priority
97. P&G developed technology from diaper research Reached out to competitor Clorox to form a new joint venture Helped Glad become Cloroxâs second largest brand Success story: Glad Pressân Seal 80
102. 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
113. 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 â 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 â none
114. 92 2) Social Search â 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)
115. Social Search evaluation 93 User experience impact - Moderate Search becomes more useful, relevant to people. Business model impact â Moderate SEO takes on a different dimension, rewards companies with social currency, personalized experiences. Ecosystem value impact â Moderate New power brokers are social data/profile players who capture activity data and profiles. Google has little of either.
116. Social monitoring merges with Web analytics HOT: Omniture, Coremetrics/IBM, Webtrends Technology like Hadoop makes it easy for companies to tap âBig Dataâ 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
117. Big Data evaluation 95 User experience impact - Low Most users wonât directly experience Big Data. Business model impact â High New businesses and initiatives can be started at very low cost. Ecosystem value impact â Moderate Owners of Big Data repositories can assert control, demand payments for access.
119. TurboTax used âgamesâ to encourage sharing and support 97 Social design can enter training, collaboration, support, hiring
120. Gamification evaluation 98 User experience impact â High Experiences get richer, more engaging Business model impact â Moderate Work gets done faster, cheaper. New organizational structures and cultures emerge. Ecosystem value impact â Low Service providers will remain focused, boutique firms.
122. Curation evaluation 100 User experience impact â Moderate User authority established from better curation, better content is organized well. Business model impact â Moderate Easier for businesses to create their content. Ecosystem value impact â Moderate Individuals challenge media and brands as authorities â and publishers that siphon off ad dollars.
130. 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
156. 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
157. 100% of Advanced companies allow employees to use social media professionally 134
172. 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. Fordâs âlostâ Fiesta. Build in responsiveness. E.g. Best Buyâs Black reward card. Prepare yourself for the personal cost of failure.
173. 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
We donât 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 isnât 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 â at the time half of the countryâs entire Twitter population. The challenge was stated as âone car, a low budget and an entire country to notify.â Twitter was the solution. The agency quotes in the video that âsales have exceeded expectationsâ, but donât offer any metrics.Argentinian Twitter users could track the mobile campaign, interact with the local celebrities and â 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.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://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 canât answer a customerâs 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: âMovistar ArgentinaâšA SocialCRM example from the region is Moviestar Argentina, an Argentine telecom service provider. According to Hoyos, âMovistar allows customers to cancel a mobile account via Twitter @MovistarArg.âMovistar 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. Iâve 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 Argentinaâs 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 âopenâ 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 â Movistar also deals with service problems on the Facebook page, but not to the degree that theyâve 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 âevery vote countsâ 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.innovationmanagement.se/2010/11/24/innovation-in-south-america/http://www.globalinnovationindex.org/gii/main/home.cfmAfter almost two months from the moment this šChallengeš 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. Hereâs an example of automatic ordering. Note that there is a status update here âUnder Reviewâ.http://mystarbucksidea.force.com/<tags>#foodbev<region><country>#community#innovate<market><research area>#charlene
I think the frame stopped here in part 1 of the YouTube series is a powerful message. âFiat stopped to listen.â Itâs 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 â that created a workspace for exchange of dialog between Fiat drivers and car designers. Drivers posed and answered questions about features and functions theyâd 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: âFood 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 âinvite onlyâ mode still. Although, theyâve left Argentina for the silicon valley. Also, the blog link provides information on a handful of other South American web startups.