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Presentation Laurens Spigt (SAS) Social Media Day Antwerp 2012.

Presentation Laurens Spigt (SAS) Social Media Day Antwerp 2012.

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  • EMPOWERED CONSUMERS:Proliferation of digital channels and platforms, empowered consumerEXPLOSION OF DATA:Big Data vs. Right DataEVOLVING CMO ROLE:Dual mindset: innovative, creative genius & operational, business maestro (creative, emotive about big picture; excellent in driving business results and operations)Marketing Accountability  Find Profitable GrowthOrchestrating Cross-channel Initiatives with Greater Precision  Take Right Marketing ActionBusiness Transformation  Maximize Cross-business Impact
  • While organizations will leverage social media in various ways, summarized here are some opportunities for brand, advertising and customer service. Typically organizations monitor their brand health and adverting effectiveness by leveraging traditional market research. SAS Social Media Analytics helps you quickly identify threats to your brand, as well as opportunities, in real time. That intelligence can then arm you with the ability to refine your online ads (to capitalize on destinations on the web where favouritism towards your products and services is really strong, for example), or test out concepts to various online communities to elicit their input before retooling your approach. Online communities can provide valuable input to you to help you ensure successful roll-outs of your products and services and adverting. And for service… Often times our call centres become key barometers for impending customer issues. With social media analytics available to you in real-time you are able to establish reads on all aspects of your business and quickly identify when chatter is escalating beyond normal levels. This allows you to properly staff for such issues, prep call centre and web scripts, while reaching out and providing information online to counter negative public opinion. On the plus side, by listening in a purposeful way to the information out there on the social web, you are also able to isolate key consumer moments of truth regarding your market and align your energies to capitalize on this and engender greater loyalty and advocacy.
  • There are additional applications which can help firms from a pure public relations perspective as well as for market research.PR firms are no strangers to listening platforms, but SAS offers you the ability to take that a step further and pinpoint not only the issue in real time, but trace it back to the source (the medium and individual). This helps arm PR professionals with the tools to act – and to act smartly on the information that is out there affecting their brands. And lastly, with respect to market research… there are many applications that can help a business get real time reads on consumer opinion on a wide range of things which are important to your business – from your customer service, to your advertising, your products and services. SAS social Media Analytics can be a real time research portal for your business allowing you to gather essential market intelligence that helps you maintain a competitive edge and focus on things that matter to your customers and prospects.
  • The US military's high-tech research arm, the Defense Advanced Research Projects Agency (DARPA), has put out a request for experts to look at "a new science of social networks" that would attempt to get ahead of the curve of events unfolding on new media.The program's goal was to track "purposeful or deceptive messaging and misinformation" in social networks and to pursue "counter messaging of detected adversary influence operations," according to DARPA's request for proposals issued on July 14.The project echoes concerns among top military officers about the lightning pace of change in the Middle East, where social networks have served as an engine for protest against some longtime US allies.Some senior officers have spoken privately of the need to better track unrest revealed in social networks and to look for ways to shape outcomes in the Arab world through Twitter, Facebook or YouTube."Events of strategic as well as tactical importance to our Armed Forces are increasingly taking place in social media space," the DARPA announcement said.[what's this]"We must, therefore, be aware of these events as they are happening and be in a position to defend ourselves within that space against adverse outcomes," it said.DARPA predicted that social networks would have a groundbreaking effect on warfare."Changes to the nature of conflict resulting from the use of social media are likely to be as profound as those resulting from previous communications revolutions," it said.Under the proposal, researchers would be expected to unearth and classify the "formation, development and spread of ideas and concepts (memes)" in social media.The document cited a case in which authorities employed social media to head off a potential crisis, but did not specify details of the incident."For example, in one case rumours about the location of a certain individual began to spread in social media space and calls for storming the rumoured location reached a fever pitch," it said.DARPA planned to spend $42 million (£25m) on the Social Media in Strategic Communication (SMISC) program, with prospective contractors asked to test algorithms through "experiments" with social media, it said.One possible experiment could involve a "closed social media network" of two to five thousand volunteers or an online role playing game with tens of thousands of players.
  • Global Pulse Briefing of UN General Assembly Being Webcast Live Desa PhiladelphiaNov 8, 2011 The Global Pulse team is briefing the United Nations General Assembly this afternoon at 2:45 pm EST on its Research Projects, Technology Toolkit, country-based Pulse Labs and its plans for the coming year. The briefing will also feature a keynote address by UN Secretary-General Ban Ki-moon.The briefing will feature the findings of research projects conducted in collaboration with some of the best data-research companies and institutions in the world, including Crimson Hexagon, Jana, PriceStats, SAS and a consortium of French centers and universities led by Complex Systems Institute of Paris Ile-de-France.The research projects include:Taking a Global Snapshot of Well-being through Mobile Phones. Tracking Commodity Prices by Monitoring Online Prices. Mining News for Emerging Trends.Understanding Unemployment through the Lens of Social Media. Twitter as a Barometer of Food Security Perception. The briefing will also highlight Global Pulse’s plans to develop in-country Pulse Labs around the world.
  • The objective of this project is to combine social media data with traditional data sources to better understand the experience of the unemployed in the United States and Ireland. In collaboration with SAS, this project will analyze conversations from the open social web for early signs of stress among the unemployed in order to better understand the coping strategies for unemployment. A secondary goal is the identification how the unemployed perceive their status-- for example whether they are optimistic or worried about the future.
  • Positiveand negative

Social Media Applied Social Media Applied Presentation Transcript

  • “Social Media applied… … I mean seriously!” Laurens Spigt Head of Customer Intelligence 1 SAS Institute Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • 2m Tweets0 Silo slides20m pieces of content posted online3 SMA implementation examples750K hrs video loaded to YouTube6 take away messages50m videos seen on YouTube1 non relevant slideDuring the next 40 minutes …100m using Facebook40K photos uploaded to Flickr1 super trooper Maturity model20K blogs posted 3 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • 4 Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
  • EMPOWERED CONSUMERS: EXPLOSION OF DATA: EVOLVING MARKETING ROLE:Proliferation of Digital Channels Big Data vs. Right Data Dual Mindset analytical creative 5 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • E M P O W R E D C O N S U M E R S Company Confidential - For Internal Use Only 6Copyright © 2010, SAS Institute Inc. All rights reserved.
  • SCREENCULTURE Company Confidential - For Internal Use Only 7 Copyright © 2010, SAS Institute Inc. All rights reserved.
  • POINT ANDKNOW Company Confidential - For Internal Use Only 8 Copyright © 2010, SAS Institute Inc. All rights reserved.
  • CASH-LESS Company Confidential - For Internal Use Only 9 Copyright © 2010, SAS Institute Inc. All rights reserved.
  • E X P L O S I O N O F D A T A Company Confidential - For Internal Use Only 10Copyright © 2010, SAS Institute Inc. All rights reserved.
  • DATASTORAGE BYINDUSTRY Company Confidential - For Internal Use Only 11 Copyright © 2010, SAS Institute Inc. All rights reserved.
  • DATASTORAGE BYREGION Company Confidential - For Internal Use Only 12 Copyright © 2010, SAS Institute Inc. All rights reserved.
  • E V O L V I N G M K T R O L E Company Confidential - For Internal Use Only 13Copyright © 2010, SAS Institute Inc. All rights reserved.
  • CMO RealitiesChallenges To-DosTougher to sell Drive growthSelecting & Redefineconnecting with customer XPright customersBrand Lead innovationdifferentiationMarketing Marketingperformance accountabilityTechnology Change-woes Collaboration agent Company Confidential - For Internal Use Only 14 Copyright © 2010, SAS Institute Inc. All rights reserved.
  • Analytic Performance CapabilitySavvy, more demandingconsumersMobile, social influencesNew technologiesExtracting value from data Source: CMO Council 2011 Company Confidential - For Internal Use Only 15 Copyright © 2010, SAS Institute Inc. All rights reserved.
  • expectations Social Analytics CRM Analytics Social Network Analysis Web Experience Analytics Social Media Integrated Marketing Web Analytics Management Customer Relationship Management Customer-Centric Web Strategies Text Analytics Email Marketing As of September 2011 Peak of Technology Trough of Plateau of Inflated Slope of Enlightenment Trigger Disillusionment Productivity Expectations time Years to mainstream adoption: obsolete less than 2 years 2 to 5 years 5 to 10 years more than 10 years before plateauThis chart is a composite, derived from Gartner published Hype Cycles.The particular combination and comparison of items made here has not been reviewed by Gartner. 16 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • Business Applications Identify Emerging Brand Threats and Opportunities Proactively Identify and Address Escalating Consumer IssuesBRAND & ADVERTISING Understand Response to Identify Key Service Moments of Competitive Positioning and Ads Truth and Differentiators SERVICE Retool Online Ad Placements to Leverage Key Online Communities Capitalize on Key Audiences to Influence Opinion about your Products & Services Concept Test to Online Communities Proactively Prepare Call Centre and Web Scripts for Escalating Consumer Issues Identify Positive Influencers and Capitalize on Advocacy 17 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • 18 Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
  • Business Applications Identify Escalating PR Issues A real-time research and Proactively Address Them portal for your business Validate the Significance of PR Competitive Intelligence and Issues by Looking at Social RESEARCH Market Reaction to Product Response Launches and Market ChangesPR Isolate Key Influencers Online Affecting Your Brand Health to Identify emerging or unmet Focus PR Efforts market needs Get Quick Reads on Public Opinion New Product Concept Testing and Feedback 19 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • Social Media Maturity Model What ROI are we getting on digital campaigns? Have we lowered risk? Social Are we achieving financial and brand-related goals? ScorecardCompetitive Advantage Based on trends, where are conversations going? How can our plan optimize impact on traffic, sales? Planning & Who are the right influencers? Engagement Historic How do today’s online mentions compare to Analysis previous period? … same period 2 years ago? Attributed What are people saying about our customer service? Listening …our product quality? … our prices? …our selection? Basic What are people saying about us? About our competition? Listening Degree of Intelligence 20 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • 21 Company Confidential - For Internal Use OnlyCopyright © 2010, SAS Institute Inc. All rights reserved.
  • Application 1: Pharma Company 22 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • Application 1: Pharma Company 23 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • Application 1: Pharma Company 24 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • Application 1: Pharma Company 25 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • Application 1: Pharma Company 26 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • We need to be timely and proactivelyaware of the reactions and opinionsexpressed by the general public as itrelates to the Federal Reserve and itsactions on a variety of subjects Federal Reserve Bank of New York 27 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • We need to track purposeful ordeceptive messaging andmisinformation and to pursue countermessaging of detected adversaryinfluence operations Pentagon 28 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • We need mining news foremerging trends UN 29 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • We need to better understandthe experience of unemployed UN 30 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • We need and early warningsystems to prevent socialunrests UK Police 31 Copyright © 2010 SAS Institute Inc. All rights reserved.
  • Application 2: Fed Gov Social Listening Data Specific to Unemployment is Pulled, Filtered, Cleansed, Quantified and Bucketed by Time Text Analytics Uncovers Key Themes which Translate to Coping Strategies Content Categorization and Text Analytic Model Scoring Assign Metrics to Mood State Dimensions Data Enriched to Contain Macroeconomic and Unemployment Metrics Longitudinal Analytic Model Algorithms Detect Leading and Lagging Indicators of Unemployment Shocks 32 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • Lead / Lag Relationship Analysis Filter Category: Public Transportation Lag -4Spikes at negative lags which exceed the gray area are evidence that Unemployment Shock is driving an associated copingstrategy or macroeconomic event. In this example we can see that shocks in US unemployment are followed 4 – 6 monthslater by increases in social listening chatter expressing greater uncertainty around Public Transportation usage. 33 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • Lagging Indicators of Unemployment Shocks - Cross-Correlation Analysis 3 Month Lags Lag -3Spikes at negative lags are evidence that document counts filtered by transportation repo are lagging indictors for changes in unemployment. 34 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • Application 2 Bis : United Nations Global Pulse: Knowing in close to real time the impacts of a crisis is crucial for the design of effective policy responses Obvious in the aftermath of a natural disaster Financial crisis:  Reveal a trend where families are pulling children out of schools in order to work for food  Combining that information with anonymized mobile phone data can also show migration patterns 35 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • Application 3: Retail 1,100 boutiques and 125 outlets each brand maintaining its own e-Commerce web site Objectives:  See the bigger picture, understand how social media conversations affect business results, and apply this intelligence to decision making  Enhance internal social media reporting strategy  Identify key influencers  Ensure more timely responses to customers and maintain our high standard of customer service  Better allocate time and resources spent on social media management. 36 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • Application 3: Retail Market Spring 2012 TV 37 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • Application 3: Retail February 2012 study from Forrester Research reporting that online sales are expected to grow from 7% of overall retail sales to close to 9% by 2016. The report stated that European e-Commerce will grow by 78% by 2016, to $230 billion “It’s not just listening to and recognizing trends in social media, but identifying sentiments such as why people are buying and how they feel about the shopping experience; how to reach them; what kinds of products, services and support they want; and much more” 38 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • Take away messages: Conversate AND Listen Social Media is an Iteration, a process No CMO Topic Incentivation works Twitter, FB and … Opportunities:  Indirect  E-commerce 39 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • Questions? 40 Company Confidential - For Internal Use Only Copyright © 2010, SAS Institute Inc. All rights reserved.
  • Thank youLaurens Spigt#lspigt 41 Copyright © 2010, SAS Institute Inc. All rights reserved.