Harvesting insights fromthe social web at DellGeorge SadlerDirector – BI, Analytics, and Integration SolutionsGeorge_Sadle...
Conversations    are happening…    …whether you    are listening    or not2
Some “Predictions” Regarding                     Market Intelligence of Tomorrow 1. Market Intelligence is quickly coming ...
How Mature is YOUR Social Marketing                                     Intelligence ? (IDC’s 2012 Social Marketing Maturi...
Leading social listening at Dell                                      • Currently Global Business Manager for Dell Softwar...
Listening is a full-time commitment at Dell                      Listen, Learn, Engage & Act               6 years ago: 40...
Listening is applicable to all of our business                              Market/Industry                              I...
Tools we use…currently                                                  Listening, Publishing,                            ...
Analytic foundation built on Dell Software• Enabling self-service BI and analytical collaboration• Leveraging both structu...
Creating new tools for measuring marketingimpact and driving business outcomes• Using advanced statistical models to measu...
Developing new methods to conductcustomer research• Answering questions without asking them and segmenting the responses i...
Customer insights without socialis only half the picture                                 How is social listening integrate...
Some of our first-year successes…        Identified 27 new product search terms based on how customers talk about product...
What are we doing today?        Segmenting and understanding our fans        • Combining self-report and unprompted behavi...
What is a social profile?     An aggregated summary of a customer’s or potential     customer’s social activity on social ...
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Harvesting insights from social big data at Dell

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Harvesting insights from social big data at Dell

  1. 1. Harvesting insights fromthe social web at DellGeorge SadlerDirector – BI, Analytics, and Integration SolutionsGeorge_Sadler@Dell.com
  2. 2. Conversations are happening… …whether you are listening or not2
  3. 3. Some “Predictions” Regarding Market Intelligence of Tomorrow 1. Market Intelligence is quickly coming under the same Transformational pressure that is sweeping through IT marketing organizations. 2. The New Buyer is the catalyst and will create a more demanding New Client for Market Intelligence teams. 3. Weekly or Daily intelligence demands will add to your Quarterly or Monthly demands. 4. The best Marketing organizations will integrate their MI assets into a single apparatus: today’s “traditional” MI with tomorrow’s Social Marketing Intelligence. 5. Disintermediation…MI organizations who do not seize this opportunity risk being bypassed by their internal clients.Copyright 2012 IDC Used with permission from IDC – Rich Vancil, Group Vice President – Executive Advisory Strategies 3
  4. 4. How Mature is YOUR Social Marketing Intelligence ? (IDC’s 2012 Social Marketing Maturity Model) OptimizingHIGH Formal People Formal Listening  Knowledge sharing culture Communicating  Distributed, Centers of First Listen…. …then Communicate Excellence org structure  Continued investment in Developing  Intelligence is gathered  Communication via training and staff from listening with planned campaigns socialytics (social data strengthened by listening Process analytics applications)  Socialytics embedded to PeopleMarket Impact Experimenting support executive decisions  Enthusiasts evolve into People  Social marketing is evangelists embedded in mktg/sales  Investment in Social Marketing staff  Collaboration difficult strategies People  Investment in training Process Technology  Enthusiasts emerge  Greater movement towards widespread use  Pockets of strategy  Predictive analytics in use  No formal Social Process Marketing staff  Little or no formal  Continued investment in  Corporate level executive sponsorship processes tools Process  Policies and guidelines are in place Technology Impact  No strategy Technology  Social Marketing increases  No policies/guidelines  Small budgets  IT is engaged awareness, provides value  No executive sponsorship  Some automation tools  Investment in socialytics (creating loyalty), and Technology  Rarely supported by IT drives leads Impact  No formal investment Impact  Message amplification  Inbound Social Marketing offers intelligence on markets, Impact  Initial successes help  Social Marketing ROI is prospects, and customers; and assists in product drive adoption within reach LOW  Low impact development  Outbound communications elevate awareness, have increased impact, and begin to influence buyers LOW Social Marketing Maturity HIGHCopyright 2012 IDC Used with permission from IDC – Rich Vancil, Group Vice President – Executive Advisory Strategies 4
  5. 5. Leading social listening at Dell • Currently Global Business Manager for Dell Software’s BI, Analytics, and Integration solutions • Previously Chief Listening Officer (CLO) and Director of Social Media and Customer Insights • 20+ years in intelligence, customer research, and large-scale data analytics spanning national defense, law enforcement, manufacturing, and technology George Sadler industries.Dir – BI, Analytics and Integration Dell Software Group (DSG) Email: George_Sadler@Dell.com • CLO mission: – Own Dell’s global social listening strategy – Manage Dell’s Global Insight Group – Develop innovative methods to derive customer, competitive, and market insights from social media – Combine Social insights with other traditional research methods to build a more holistic view of customers and markets 5
  6. 6. Listening is a full-time commitment at Dell Listen, Learn, Engage & Act 6 years ago: 4000 posts per day (English) Today: 25,000 posts per day (English) - Listening in 11 languages 24/7 - 6
  7. 7. Listening is applicable to all of our business Market/Industry Insights • Macroeconomics • Market prediction • Evaluation of companies Competitors Customers • Brand affinity • Segment current • Strengths and customers Weaknesses of • Acquire new competitors customers • New products or • Improve customer services Products service • Competitor trends • Product improvement • Product development7
  8. 8. Tools we use…currently Listening, Publishing, Engaging, and Analytics Dell Software – our analytic foundation Crimson Hexagon Sprinklr Kitenga Vitrue Radian 6analytics and visualization Appinions Brandwatch Toad BI Suite Standard BI tools Self-serve BI (Excel, SQL, SAS) SNA NodeXL Quantifying Advocacy Visible Data Processing Data Providers Clarabridge Kred Whit.li DataSift FlipTop ExperianLexisNexis 8
  9. 9. Analytic foundation built on Dell Software• Enabling self-service BI and analytical collaboration• Leveraging both structured and unstructured content for discovery, analysis and visualization• Going beyond sentiment to quantify advocacy in ways meaningful to Dell’s business Kitenga Analytics Social Net Advocacy (SNA) Toad BI Suite9
  10. 10. Creating new tools for measuring marketingimpact and driving business outcomes• Using advanced statistical models to measure the impact of our business decisions on our brand• Working with academia to extend these models to new Dell use cases (e.g. NPS)• Identifying actionable intelligence on customer purchase intent Brand Health Model Lead Scoring Revenue ($M) Site visits Week Dell Patent Pending10
  11. 11. Developing new methods to conductcustomer research• Answering questions without asking them and segmenting the responses in ways meaningful to us• Listening to special communities (medium businesses, manufacturing, Fast Forwards)• Developing comparable methodologies to traditional customer research approaches Segmenting customer conversations in social… …to do unaided research11
  12. 12. Customer insights without socialis only half the picture How is social listening integrated with market, competitive and customer research at Dell Traditional research onlygives you half the picture and Listening to segmented “communities social alone isn’t enough of interest” for insights, leads, and influencers Passive segmentation of social signals for ethnographic and unaided customer research Quantifying social signals to improve brand health statistical models Benchmarking social research against more traditional methods12
  13. 13. Some of our first-year successes…  Identified 27 new product search terms based on how customers talk about products – Increased SEM impressions by 27%  Product use issues identified and addressed in social media earlier than other feedback channels  Embedding social media sentiment analysis into our business management system  Listening to Win8 conversations to influence our product naming, launch and GTM strategy (English, German, French, Spanish, and Chinese)  Value of a Facebook fan is…pick one!  Direct / indirect attribution  Econometric models13  Simple DM comparison
  14. 14. What are we doing today? Segmenting and understanding our fans • Combining self-report and unprompted behavioral data • Passive segmentation via psychographic profiling Listening to special groups • Filter voices to align with Dell segmentation models • Combining insights with CRM analysis Enhancing market research with social insights • Using social media for root cause analysis • Allows business analysts to better predict the future Monitoring CE and the competition • Aligning social insights with NPS methodologies • Looking for emerging technology, plans, and actions14
  15. 15. What is a social profile? An aggregated summary of a customer’s or potential customer’s social activity on social networks, both inside and outside of your company. TechCenter15
  16. 16. Thank you

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