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.facebook.com/DosEquis?sk=wall&filter=2http://www.csnews.com/top-story-dos_equis_clicks_with_1m_facebook_fans-57975.htmlDosEquis’ Facebook page features their highly popular “Most Interesting Man in the World” campaign and their posts often generate thousands of likes and hundreds of comments. It’s a good example of a company expanding a brand into a new market (95% of Facebook likes come from the US) and using social media to increase the reach and engagement of a traditional media campaign. #dialog#facebook#foodbev#media#ad#LATAM#mexico
http://www.mundo-contact.com/index.phphttp://twitter.com/#!/mundocontacthttp://www.facebook.com/mundocontact?sk=wall&filter=2(additional links)http://www.youtube.com/mundocontacthttp://www.linkedin.com/groups?home=&gid=1755057&trk=anet_ug_hmhttp://www.slideshare.net/mundocontactMundo-Contact frequently posts news articles and blog post-style notes on Facebook to demonstrate their own knowledge of the industry and fascilliate learning among their clients, but they do not allow comments on Facebook or @reply to users on Twitter. In this respect, it’s great that they’re engaging in the space, but they’re missing a key element that could translate into greater added value for them – a two-way dialog instead of a public announcement system. That said, they’re succeeding extremely well in spreading content across multiple channels: Facebook, Twitter, LinkedIn (corporate group with 379 members), YouTube (channel with 171 uploads and 13 favorites), Slideshare (126 presentations, 3 documents), Flikr (197 galleries). They’re talking, but are they listening?About us (Translated from Viadeo Page)Contact World is a company whose executives have extensive industry presence in the Information Technology and Communications (ICT), the contact center, CRM, Marketing and Social Media, which has consolidated an extensive market knowledge and strengthen its development dynamics. Also, contact with the market has allowed it to form a database of more than 40,000 industry executives records linked to the industry, the product of congresses, seminars, publishing a journal, and the 1st . Portal specializes in Latin America.Contact World offers specific routing to the target market for companies providing the best conditions of efficiency and profitability in the efforts of image, brand presence, promotion and sales.#media#LATAM#mexico#b2b#twitter#facebook#fail
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.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://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://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/<tags>#foodbev<region><country>#community#innovate<market><research area>#charlene
http://area2oh3.com/social-media-tourism-mexico/http://www.utour.travel/utour/home.htmlTourism is Mexico’s third largest contributor to their GDP and tourists are often “highly digitized”. Utour is an application for the iPad and iPod Touch that enriches travelers’ experiences with multimedia, including videos and photos. For example, imagine you are walking around the ruins of Palenque in Mexico. As you view each structure, you can view them as they were originally and even view video of Mayans performing every day rituals in the very same spot you’re standing. Think of it as a virtual walking tour.A mobile app like this is a good example of a technology that is disrupting a long-established industry.#innovate#mobile#app#tourism#mexico#LATAM
Define how open well.
Creating A Coherent Social Media Strategy 1 Charlene Li Altimeter Group 2011 May 24 Twitter: @charleneli Email: firstname.lastname@example.org
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.
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
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 28
Go beyond traditional data to understand your customers 29 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 30
Engagement Pyramid - Watching 32 Watch videos Read blog posts Listen to podcasts Read tweets Read discussion forum posts
Engagement Pyramid - Sharing 33 Share a link Share photos Share videos Write a status update Retweet
Engagement Pyramid - Commenting 34 Comment on a blog Write a review Rate a product Participate in a discussion forum @Reply on Twitter
Engagement Pyramid - Producing 35 Write a blog Create videos or podcasts Tweet for an audience
Engagement Pyramid - Curating 36 Moderate a wiki or discussion forum Curate a Facebook fan page
Engagement Pyramid Data 37 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 38
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 39
40 Agenda Strategy Learn Dialog Support Innovate Lead Prepare
Conversations, not messages Human, not corporate Continuous, not episodic The New Normal 41
Blogs establish thought leadership 42 CEO Richard Edelman has been blogging consistently since September 2004.
Dos Equis surpasses 1 million ‘likes’, uses social media to increase reach 43
Mundo-Contact establishes thought-leadership on Facebook and Twitter 44
The Central Bank of Brazil shares articles on twitter 45
Encourage commenting to get into the Facebook news feed 46
ISS connects distributed work-force with social-powered intranet 49 “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” 50
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 51
Tesco engages influencer blogs 54 Blog post series highlights & drives traffic to blogs by Influencers. Twitter feed encouages engagement too.
Visa’s online video campaign increase card payments 19% 55
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
Retailer Best Buy has 2,500 employees providing support via Twitter 70
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
72 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 73
Starbucks involves 50 people around the organization in innovation 76 Over 100 ideas have been implemented
P&G goes outside for innovation 77 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 78
Mobile apps like utour are revolutionizing their industry 79
ModCloth has customers merchandise new products 80
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 81
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) 86 Understand the supply, demand, and thus, value of Likes as social currency See http://bit.ly/rohit-likenomics for Rohit’s take
Likenomics evaluation 87 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
88 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 89 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 90
Big Data evaluation 91 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.
TurboTax used “games” to encourage sharing and support 93 Social design can enter training, collaboration, support, hiring
Gamification evaluation 94 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.
Curation evaluation 96 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.
Open platforms make it easy to partner and share 113 Open architecture Open data access
114 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 115 Manage complex tasks Organizing for speed
16 Councils, 50 Boards make strategic decisions
Structure your risk-taking and failure systems to create resilience 137 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 138