Social utilities- Going beyond likes and followers
Upcoming SlideShare
Loading in...5
×
 

Like this? Share it with your network

Share

Social utilities- Going beyond likes and followers

on

  • 1,114 views

 

Statistics

Views

Total Views
1,114
Views on SlideShare
1,096
Embed Views
18

Actions

Likes
0
Downloads
12
Comments
0

2 Embeds 18

https://si0.twimg.com 17
https://twimg0-a.akamaihd.net 1

Accessibility

Categories

Upload Details

Uploaded via as Apple Keynote

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n

Social utilities- Going beyond likes and followers Presentation Transcript

  • 1. Social for UtilitiesMay 21
  • 2. Who we are
  • 3. OurWe’re a global social business consultancy... We are the leading global, Vision A future in which all businesses are social businesses. What does that look like? CUSTOMERS integrated, end-to-end social business consultancy. PEERS PARTNERS We are leaders in social business strategy, not just tactical implementation. EMPLOYEES INFLUENCERS We connect the social media presence of an organisation with internal functions to drive more PEOPLE and their networks power powerful external engagement. how business gets done. PROCESSES TECHNOLOGIES are designed for enable and optimize collaboration the ecosystem WE TRANSFORM COMPANIES TO THRIVE IN A SOCIAL WORLD® 2012 Dachis Group. Confidential and Proprietary 3
  • 4. Dachis Group London: some of our customers® 2012 Dachis Group. Confidential and Proprietary 4
  • 5. “Social media is growing up”
  • 6. Social media is here to stay - 800 million active users - 250 million tweets per day - 2 billion views per day - 350 million active users - 100 million active users - 15 mins: the average time through mobile devices - 182% increase in mobile spent per user per day - Present in over 200 users over past year - 23 countries and 24 countries, covering over 70 languages languages® 2012 Dachis Group. Confidential and Proprietary 6
  • 7. ...most companies are engaging on channels® 2012 Dachis Group. Confidential and Proprietary 7
  • 8. But few have translated engagement to value Activities & Activities & Behaviours Behaviours Consumers Company® 2012 Dachis Group. Confidential and Proprietary 8
  • 9. We believe there are three reasons... Ability to engage the right people with customers Disconnect between Connecting On company and consumer and Offline to deliver on expectations the brand promise® 2012 Dachis Group. Confidential and Proprietary 9
  • 10. We believe there are three reasons... Ability to engage the right people with customers Disconnect between Connecting On company and consumer and Offline to deliver on expectations the brand promise® 2012 Dachis Group. Confidential and Proprietary 9
  • 11. Disconnect between expectations and reality 50% of people want customer service when interacting with brands on social media 28% of people want customer service when interacting with brands on social media® 2012 Dachis Group. Confidential and Proprietary 10
  • 12. Means you may need to re-think your approach Social media is not just about having a presence on Facebook or sharing on Twitter; it is about a fundamental shift in the relationship between customers, brands and markets. Success comes from understanding how to build relationships and provide value to each individual who comes into contact with the brand. Being there is not enough. You need to have something to say, to share and to offer.® 2012 Dachis Group. Confidential and Proprietary 11
  • 13. Connecting customers to the right information Employees moderating social channels aren’t always the right people to resolve issues and can become bottlenecks. Insight and trends from social team can be leveraged to deliver improvement across key functions both in short and medium term. Traditional hierarchy approach to a different way of working.® 2012 Dachis Group. Confidential and Proprietary 12
  • 14. Connecting the online and offline experience 21st century models are about providing customer intimacy at scale. The whole relationship with the customer across every touchpoint, and how this affects satisfaction, recommendation and influence. Organising for social commerce means building on existing strengths and developing deeper relationships online and offline to deliver on the brand promise.® 2012 Dachis Group. Confidential and Proprietary 13
  • 15. Moving towards a “Social business” –social inside and out Moving from a siloed environment towards a social internally. Connecting employees to the market “real-time”. Delivering on the social brand promise by being “social on the inside, social on the outside”. Requiring change not only of tools and systems, but more importantly mentality.® 2012 Dachis Group. Confidential and Proprietary 14
  • 16. So what does this mean?
  • 17. Excellence at themoment of truth,regardless ofchannel, is the keychallenge forutilities providers.
  • 18. Nokia – Moving from “likes” to a connected company Present on all the social channels but not able to react to the market in real-time. Culture of limited accountability – only marketing and customer is in touch with customers but they’re asking for more and giving more insights. Strong internal network and collaboration, but not connected to the outside or able to scale to provide customer intimacy.® 2012 Dachis Group. Confidential and Proprietary 17
  • 19. Turning insight into action – Nokia® 2012 Dachis Group. Confidential and Proprietary 18
  • 20. Getting practical
  • 21. Foundations of the strategy are key Campaigns and Activation Curation and Customer Community Product experience broker selection online/offline Social tech Connected Governance company infrastructure® 2012 Dachis Group. Confidential and Proprietary 20
  • 22. Social Governance – Rethinking roles and rules® 2012 Dachis Group. Confidential and Proprietary 21
  • 23. Social Infrastructure – Connecting the dotsWhatCreate a minimum viable connectedinfrastructure and channel objectives Facebook - Main focus forto support social engagement. customer service - Billing questionsWhyJoin up channels and create the Community Blogsfoundation for the social engagement Sitesstrategy. Website - Sales tool YouTube Twitter - First line - Customer Service customer care - Incident Reporting® 2012 Dachis Group. Confidential and Proprietary 22
  • 24. Connected Company – Connecting employeesWhatCreate enough connective infrastructure Office based(i.e. enabling sharing of information employees Fieldthrough internal communities) to enableemployees to engage with each other toleverage their collective expertiseWhyWithout employees being connected and Expertise Productable to share expertise we cannot deliver Incidents Advice Informationcustomer experience, nor share theirknowledge on social channels. Platform Customers® 2012 Dachis Group. Confidential and Proprietary 23
  • 25. Combined with value add for customers Campaigns and Activation Customer Community Curation experience broker online/offline Social tech Connected Governance infrastructure company® 2012 Dachis Group. Confidential and Proprietary 24
  • 26. Curation – Making finding content easy Cisco Large repository of data, but people will only watch it if they can find the info. Employees as authentic providers of content. Easily searchable content by topics and popularity to drive use. Integrated with other social channels to drive viewing.® 2012 Dachis Group. Confidential and Proprietary 25
  • 27. Community Broker Vodafone Development of community Facebook for engaged users as the first point of call on Facebook. Ability to ask questions on the forum, find answers from other community members. Focus is on users helping users with a strong community who “auto-corrects”.® 2012 Dachis Group. Confidential and Proprietary 26
  • 28. Crowd sourcing new offers Barclays Development of a new credit card through crowd-sourcing in a community forum. Members make recommendations on features, with community members voting. Drives early buy-in for products which corresponds to customer demand rather than marketing analysis® 2012 Dachis Group. Confidential and Proprietary 27
  • 29. Final thoughts Approach to social must be longer term, with an honest assessment of why customers should engage. To scale and deliver real engagement, organisations need to shift their approach to leverage the whole organisation “social business” A key component of any social strategy needs to be a re-think of what roles employees can play to deliver on brand value and trust® 2012 Dachis Group. Confidential and Proprietary 28
  • 30. Questions?dominika.tomek@dachisgroup.com@dominikatomek