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Social Media Strategy, HSM Italia

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Presentation by Charlene Li on 31 May 2011 for HSM Italia in Milan, Italy

Presentation by Charlene Li on 31 May 2011 for HSM Italia in Milan, Italy

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  • MUST INCLUDE
  • n_sala: @ Piposala updating the software. court shall have to go to English and you doAutomatically translated from Spanish

12 minutes ago via web · Reply · View Tweet ·  Show Conversation
 
joejcurry: Dear @ ConAgraFoods : I Was That elated to see Peter Pan peanut butter is for sale in Madrid's El Corte Ingles. :)Automatically translated from Spanish

about 1 hour ago via web · Reply · View Tweet
 
adelantando: Spent the evening shopping at El Corte Ingles. I couldn't have been happier.Already in English

about 1 hour ago via TweetCaster from Madrid, Madrid · Reply · View Tweet
 


Averny: @ Xansi good case and makes you not personally read the English cutsuits meAutomatically translated from Spanish

about 2 hours ago via Echofon · Reply · View Tweet ·  Show Conversation
 
acha_szemzo: Well, today was a day duuuuro, I ate a 1 in English .. I cut my hair, train in San Carlos, r ECINE arrived .. that straw, now # UniqueAutomatically translated from Spanish

about 3 hours ago via web · Reply · View Tweet
 
Karoliineeea: Today is already on sale in Spain new CD-The Remixes Justin Bieber! Not reach 10 €! In the English court but brings x 10 1 T €Automatically translated from Spanish

  • http://surprise.klm.com/
  • 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://www.slideshare.net/socialmediainfluence/ruth-speakman-from-sony-electronics-europe-at-social-media-influence-conference (slide 9 for Twitter as retail channel)http://twitter.com/#!/sonyeuropehttp://www.gadgetlite.com/2009/10/23/10-sony-vaio-laptops-weve-e-voucher/To celebrate their 1,000th follower on Twitter, SonyEurope promoted a special 10% discount offer if they followed them and customized a laptop on their website. This offer was given as an exclusive to three online publications and teaser tweets were sent to promote it as well. The end result was over 1million Euros worth of product orders.
  • http://www.bannerblog.com.au/2009/06/vw_twitter.phpVW set up a banner ad whereyouenteredyourTwitter handle, itanalyzed the keywordsyouused in yourtweets and thensuggested a specific model VW based on thatanalysis.
  • http://www.typicallyspanish.com/news/publish/article_25232.shtmlTurespaña ( The Spanish Institute of Tourism) has launched an innovative online campaign on social networks, such as Facebook, Twitter and Youtube relating to the subject, “Spain, a country to share”. The project aims to completely change the way of communicating and promoting Spanish destinations, going beyond the classic idea of Spain as a destination for “sun and beach”.http://www.facebook.com/spainhttp://www.formspring.me/ilovespainhttp://www.youtube.com/spain
  • http://www.facebook.com/ernstandyoungcareers?sk=wall&filter=120110330#charlene#facebook#b2b#dialog#hr#recruitment
  • http://www.facebook.com/interrailnet?sk=wall&filter=2
  • http://wearesocial.net/tesco/http://blog.clothingattesco.com/category/clothing-at-tesco-loves/
  • http://www.businessweek.com/globalbiz/content/jun2009/gb20090619_984913.htmhttp://twitter.com/#!/vodafoneukAlmost ALL of Vodafone UK’s 47,000+ tweets are public @replies to customer inquiries. The only tweets that aren’t are to let customers now when their team is signing off for the night and signing back on in the morning. Although the article I read that mentioned them said they also used it for marketing purposes, I didn’t see any marketing messages recently.
  • http://simpliflying.com/2010/live-how-airlines-and-eurocontrol-are-conquering-icelandinc-volcanic-ash-through-social-media-ashtag/
  • 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.facebook.com/danskebank?v=app_177360692283592http://www.visible-banking.com/2011/02/idebank-danske-bank-leverages-facebook-to-improve-its-mobile-banking-application.htmlMarch 16, 2011#financial#europe#sweden#facebook#innovate
  • http://ideaposti.posti.fi/#uusimmat_tab
  • http://www.fiatmio.cc/en/20110330#charlene#innovating#crowdsource
  • 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”.
  • Define how open well.
  • Transcript

    • 1. Creating A Coherent Social Media Strategy
      1
      Charlene Li
      Altimeter Group
      2011 May 30
      Twitter: @charleneli
      Email: charlene@altimetergroup.com
    • 2. 2
    • 3. It’s time to move past experiments
      3
    • 4. It’s about RELATIONSHIPS
      © 2011 Altimeter Group
    • 5. 5
      Agenda
      Strategy
      Lead
      Prepare
    • 6. 6
      Agenda
      Strategy
      Lead
      Prepare
    • 7. Strategy Process Stages
      7
    • 8. Strategy Process Stages
      8
      Set context
      • Determine key objectives
      • 9. Level of strategy (corporate, biz unit, brand)
      • 10. Identify key metrics
      • 11. Assess readiness
    • Align social with key strategic goals
      9
      Examine your 2011 goals
      Pick ones where social will have an impact
    • 12. Objectives differ by level
      10
    • 13. Ask the Right Questions about Value
      11
      “We tend to overvalue the things we can measure, and undervalue the things we cannot.”
      - John Hayes, CMO of American Express
      © 2011 Altimeter Group
    • 14. Use appropriate metrics at each level
      12
      Business metrics: revenue, CSAT, reputation.
      Social media analytics: Insights, share of voice, resonance, WOM.
      Engagement metrics: fans, followers, clicks.
    • 15. 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
      13
    • Benchmarking Social Readiness (Before)
      14
      December 2009
    • 26. Benchmarking Social Readiness (After)
      15
      April 2010
    • 27. Strategy Process Stages - Discovery
      16
      Collect and prioritize strategic options
      • Metrics-based value assessment
      • 28. Prioritize against objectives
    • Evaluate each initiative
      17
    • 29. Define Your Strategy With Objectives
      18
    • 30. 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
      • 31. Expertise
      • 32. Search results impact
    • People in B2B use social media for work
      20
      Source: 2009 Business.com Business Social Media Benchmarking Study(n=2,393)
    • 33. 21
      Agenda
      Strategy
      Learn
      Dialog
      Support
      Innovate
      Lead
      Prepare
    • 34. Track brand mentions with basic tools
      22
      What would happen if every employee could learn from customers?
    • 35. Integrate monitoring with workflow
      23
      Other providers
      Alterian
      BrandsEye
      Buzzmetrics Cymfony
      Sysmos
      Visible Tech.
      From Radian 6, to be acquired by Salesforce.com
    • 36. Be sure to track the actual conversations, not just the tweets
      24
      @JaimieH is a top diabetics advisor who was talking with an insulin pump maker
    • 37. How KLM listened and surprised flyers
      25
    • 38. Go beyond basic monitoring to analytics
      26
      Make course corrections nearly real-time.
      Use predictive analytics to anticipate demand.
    • 39. Shoppers want to be “known”
      27
      I walk into the store
      Store knows it’s me
      Give me offers
      And plans my visit
    • 40. Community insight platforms
      28
      • 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
      29
    • 41. 30
      Learn also from your employees
    • 42. Go beyond traditional data to understand your customers
      31
      Demographic
      Geographic
      Psychographic
      Behavioral
      Socialgraphic
    • 43. 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
      32
    • 44. Engagement Pyramid
      33
    • 45. Engagement Pyramid - Watching
      34
      Watch videos
      Read blog posts
      Listen to podcasts
      Read tweets
      Read discussion forum posts
    • 46. Engagement Pyramid - Sharing
      35
      Share a link
      Share photos
      Share videos
      Write a status update
      Retweet
    • 47. Engagement Pyramid - Commenting
      36
      Comment on a blog
      Write a review
      Rate a product
      Participate in a discussion forum
      @Reply on Twitter
    • 48. Engagement Pyramid - Producing
      37
      Write a blog
      Create videos or podcasts
      Tweet for an audience
    • 49. Engagement Pyramid - Curating
      38
      Moderate a wiki or discussion forum
      Curate a Facebook fan page
    • 50. Engagement Pyramid Data
      39
      Source: Global Wave Index Wave 2, Trendstream.net, January 2010
    • 51. 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
      40
    • 52. 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
      41
    • 53. 42
      Agenda
      Strategy
      Learn
      Dialog
      Support
      Innovate
      Lead
      Prepare
    • 54. Conversations, not messages
      Human, not corporate
      Continuous, not episodic
      The New Normal
      43
    • 55. Blogs establish thought leadership
      44
      CEO Richard Edelman has been blogging consistently since September 2004.
    • 56. SonyEurope rewards Twitter followers with discount that drives significant sales
      45
      SonyEuropes 10% off VAIO laptops deal to celebrate their 1,000 Twitter follower lead to over €1m worth of product ordered.
    • 57. VW inserted a tweet analyzing tool into their banner ad to suggest a specific model
      46
    • 58. Spain Tourism used multiple channels to encourage dialog/sharing
      47
    • 59. Kohl’s engages directly with customers
      48
    • 60. B2B can also use Facebook
      49
      • Develop relationships with job candidates, prospects, and current employees
      • 61. Insert your content into newsfeed of fans
      • 62. B2B is really people to people
    • Encourage commenting to get into the Facebook news feed
      50
    • 63. Premier Farnell supports engineers with community, and employees with “OurTube”
      51
    • 64. 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
      52
    • 65. Tivo joined an existing community
      53
    • 66. 54
      Advocacy – A five-phase approach
    • 67. Tesco engages influencer blogs
      55
      Blog post series highlights & drives traffic to blogs by Influencers. Twitter feed encouages engagement too.
    • 68. 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
      56
    • 69. It’s about RELATIONSHIPS
      © 2011 Altimeter Group
    • 70. Support and Innovate With Your Customers
      58
      Charlene Li
      Altimeter Group
      2011 May 30
      Twitter: @charleneli
      Email: charlene@altimetergroup.com
    • 71. It’s about RELATIONSHIPS
      © 2011 Altimeter Group
    • 72. 60
      Agenda
      Strategy
      Learn
      Dialog
      Support
      Innovate
      Lead
      Prepare
    • 73. Vodafone UK uses Twitter to proactively communicate with customers
      61
      Vodafone UK humanizes their Twitter account by including pictures of their support team and identifying different respondents by an “^” and the team member’s initials.
    • 74. Ritz-Carlton managers monitor Twitter for real-time service
      62
      Property manager helped unhappy honeymooners
    • 75. Support during a crisis
      63
      Used #euva and #ashtag to track conversations
      Source: simplifying.com
    • 76. DellOutlet supports sales with Twitter
      64
    • 77. Question & Answer sites provide opportunity for support
    • 78. Q&A encourages dialog too
      66
    • 79. iRobot ties discussion boards into customers support
      67
      iRobot escalates unanswered questions into support centers
    • 80. Salesforce.com Service Cloud ties social channels back to customer data
      68
    • 81. Solarwinds’ community is strategic
      69
    • 82. Retailer Best Buy has 2,500 employees providing support via Twitter
      70
    • 83. 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
      71
    • 84. 72
      Agenda
      Strategy
      Learn
      Dialog
      Support
      Innovate
      Lead
      Prepare
    • 85. P&G uses reviews to improve products
      73
    • 86. Danish bank ask for help to improve mobile banking on Facebook
      74
    • 87. Finnish post created an idea exchange
      75
    • 88. Fiat invites ideas for a new car
      76
    • 89. Archer collects product development ideas in a private community
      77
    • 90. Starbucks involves 50 people around the organization in innovation
      78
      Over 100 ideas have been implemented
    • 91. Dell taps employee ideas too
      79
    • 92. P&G goes outside for innovation
      80
      P&G made outside-in innovation a priority
    • 93. 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
      81
    • 94. ModCloth has customers merchandise new products
      82
    • 95. 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
      83
    • 96. Strategy Process Stages
      84
      Strategy statement
      • What you will do
      • 97. What you won’t do
      Scenarios development
      • Implementation roadblocks
      • 98. Company and leadership implications
      • 99. Risk identification
      • 100. Build resilience
    • What’s the Next Big Thing?
      85
    • 101. 86
    • 102. 87
      Identify and prioritizing disruptions that matter
      User Experience
      • Is it easy for people to use?
      • 103. Does it enable people to connect in new ways?
      Business Model
      • Does it tap new revenue streams?
      • 104. Is it done at a lower cost?
      Ecosystem Value
      • Does it change the flow of value?
      • 105. 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)
      88
      Understand the supply, demand, and thus, value of Likes as social currency
      See http://bit.ly/rohit-likenomics for Rohit’s take
    • 106. Likenomics evaluation
      89
      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
    • 107. 90
      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)
    • 108. Social Search evaluation
      91
      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.
    • 109. 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
      92
    • 110. Big Data evaluation
      93
      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.
    • 111. 94
      4) Game-ification
    • 112. TurboTax used “games” to encourage sharing and support
      95
      Social design can enter training, collaboration, support, hiring
    • 113. Gamification evaluation
      96
      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.
    • 114. 97
      5) Curation
    • 115. Curation evaluation
      98
      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.
    • 116. Summary of disruptions
      99
    • 117. It’s about RELATIONSHIPS
      © 2011 Altimeter Group
    • 118. Managing Disruption
      101
      Charlene Li
      Altimeter Group
      2011 May 30
      Twitter: @charleneli
      Email: charlene@altimetergroup.com
    • 119. Strategy Process Stages
      102
      Strategy statement
      • What you will do
      • 120. What you won’t do
      Scenarios development
      • Implementation roadblocks
      • 121. Company and leadership implications
      • 122. Risk identification
      • 123. Build resilience
    • Data on organizations and budgets
      103
      Survey of 140 social strategists from companies with at least 1,000 employees
      Available for download
      http://altimetergroup.com/media_room
      To get slides, email slides@altimetergroup.com
    • 124. Programs are nascent, lacking long-term direction
    • 125. Stem from Marketing or Corporate Communications
    • 126. Limited budgets
    • 127. Understaffed to serve enterprise
    • 128. Five Ways Companies Organize
      108
    • 129. What they intend to focus on in 2011
      109
    • 130. 2. Proving real ROI difficult beyond engagement metrics
    • 131. What’s the Next Big Thing?
      111
    • 132. 112
    • 133. 113
      Identify and prioritizing disruptions that matter
      User Experience
      • Is it easy for people to use?
      • 134. Does it enable people to connect in new ways?
      Business Model
      • Does it tap new revenue streams?
      • 135. Is it done at a lower cost?
      Ecosystem Value
      • Does it change the flow of value?
      • 136. 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)
      114
      Understand the supply, demand, and thus, value of Likes as social currency
      See http://bit.ly/rohit-likenomics for Rohit’s take
    • 137. Likenomics evaluation
      115
      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
    • 138. 116
      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)
    • 139. Social Search evaluation
      117
      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.
    • 140. 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
      118
    • 141. Big Data evaluation
      119
      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.
    • 142. 120
      4) Game-ification
    • 143. TurboTax used “games” to encourage sharing and support
      121
      Social design can enter training, collaboration, support, hiring
    • 144. Gamification evaluation
      122
      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.
    • 145. 123
      5) Curation
    • 146. Curation evaluation
      124
      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.
    • 147. Summary of disruptions
      125
    • 148. It’s about RELATIONSHIPS
      © 2011 Altimeter Group
    • 149. Leading The Open Organization
      127
      Charlene Li
      Altimeter Group
      2011 April 12
      Twitter: @charleneli
      Email: charlene@altimetergroup.com
    • 150. It’s about RELATIONSHIPS
      © 2011 Altimeter Group
    • 151. 129
      Agenda
      Strategy
      Learn
      Dialog
      Support
      Innovate
      Lead
      Prepare
    • 152. OUT ofCONTROL?
      © 2011 Altimeter Group
    • 153. 131
      © 2011 Altimeter Group
    • 154. 132
      © 2011 Altimeter Group
    • 155. 133
      How to give up control
      but still be in command
      © 2011 Altimeter Group
    • 156. Open Leadership
      134
      Having the confidence and humility to give up the need to be in control,
      while inspiring commitment from people to accomplish goals
    • 157. 10 elements of openness
      135
    • 158. Explaining strategic decisions
      136
      Open book management
      Managing leaks
    • 159. 137
      Updating with every day stuff
    • 160. Kohl’s has conversations on Facebook
      138
    • 161. Open Mic: When people contribute
      139
    • 162. Crowdsourcing new Walkers flavour
      140
    • 163. Open platforms make it easy to partner and share
      141
      Open data access
      Open architecture
    • 164. 142
      Centralized
      Democratic
      Distributed
      Consensus
      Decision making models
    • 165. 170 employees
      100 modules with “module owners”
      One person makes the final decision in each module
      Social technologies make distributed decision making possible
      143
      Manage complex tasks
      Organizing for speed
      • 65,000 employees
      • 166. 16 Councils, 50 Boards make strategic decisions
      • 167. Joint leadership of each group
    • Determine how open you need to be with information to meet your goals
      144
      Openness audit available at http://bit.ly/opennessaudit
    • 168. Complete the Openness Audit
      145
    • 169. Traits of Open Leaders
      146
      Authenticity
      Transparency
    • 170. Transparency as an imperative
      147
    • 171. How Best Buy became open and social
      148
    • 172. Best Buy’s First Social Media Experts
      149
      Steve Bendt & Gary Koelling
    • 173. The Executive Advocate
      150
      Barry Judge CMO of Best Buy
    • 174. Barry’s first post
      151
    • 175. The Premier Black Fiasco
      152
      6.8 million emails sent instead of 1,000 test
    • 176. Developing Open Leaders
      © 2010 Altimeter Group
    • 177. “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
    • 178. 155
      Agenda
      Strategy
      Learn
      Dialog
      Support
      Innovate
      Lead
      Prepare
    • 179. #1 Create a Culture of Sharing
      156
    • 180. #2 Discipline is Needed to Succeed
      157
      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?
      No
      Yes
      Unhappy Customer?
      No Response
      Yes
      Are the facts correct?
      Gently correct the facts
      No
      Yes
      Yes
      No
      No
      Can you add value?
      DedicatedComplainer?
      Are the facts correct?
      No
      Yes
      Explain what is being done to correct the issue.
      Is the problem being fixed?
      © 2011 Altimeter Group
      Respond in kind & share
      Thank the person
      Comedian Want-to-Be?
      Yes
      No
      Yes
      Adapted from US Air Force Comment Policy
      Let post stand and monitor.
    • 181. Five ways companies organize around social media
      158
    • 182. #3 Ask the Right Questions about Value
      159
      “We tend to overvalue the things we can measure, and undervalue the things we cannot.”
      - John Hayes, CMO of American Express
      © 2011 Altimeter Group
    • 183. The new lifetime value calculation
      • Percent that refer
      • 184. Size of their networks
      • 185. Percent of referred people who purchase
      • 186. 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
      • 187. Frequency and value of the support
      + Value of support
      + Value of ideas
      Spreadsheets for all calculations available at open-leadership.com
    • 188. 35% increase in LTV captured
      161
    • 189. Find more fans with large networks
      Encourage fans to make more referrals
      Make decisions with metrics
      162
    • 190. No relationships are perfect
      Google’s mantra:“Fail fast, fail smart”
      #4 Prepare for Failure
      163
      © 2011 Altimeter Group
    • 191. 164
      Create
      Sandbox
      Covenants
      © 2011 Altimeter Group
    • 192. Structure your risk-taking and failure systems to create resilience
      165
      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.
    • 193. 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
      166
    • 194. It’s about RELATIONSHIPS
      © 2011 Altimeter Group
    • 195. 168
      Give Up Control
      AND STILL BE IN COMMAND
      © 2011 Altimeter Group
    • 196. 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

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