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These slides form a framework for discussion of your needs

These slides form a framework for discussion of your needs

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  • Competitor web site analysis <br /> Full persona and scenario development <br /> Content strategy work <br /> Operating model/process reviews <br /> Competency/training reviews <br /> Strategies for social media <br /> Strategies for search, search engine optimisation and search engine marketing <br /> Strategies for cross channel activities <br /> Campaign strategies <br /> Core/context analysis <br /> RFP development <br /> Strategic project execution project management <br /> SaaS software evaluation <br />
  • Competitor web site analysis <br /> Full persona and scenario development <br /> Content strategy work <br /> Operating model/process reviews <br /> Competency/training reviews <br /> Strategies for social media <br /> Strategies for search, search engine optimisation and search engine marketing <br /> Strategies for cross channel activities <br /> Campaign strategies <br /> Core/context analysis <br /> RFP development <br /> Strategic project execution project management <br /> SaaS software evaluation <br />
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  • 2/3 OF THE GLOBAL INTERNET POPULATION VISIT SOCIAL NETWORKS.&#x2013; Nielsen, Global Faces & Networked Places, 2009 <br /> TIME SPENT ON SOCIAL NETWORK AND BLOGGING SITES GROWING AT OVER 3x THE RATE OF OVERALL INTERNET GROWTH, ACCOUNTING FOR ~10% OF ALL INTERNET TIME.&#x2013; Nielsen, Global Faces & Networked Places, 2009 <br /> SOCIAL NETWORK AND BLOGGING SITES ARE NOWTHE FOURTH MOST POPULAR ACTIVITY ON THEINTERNET &#x2013; AHEAD OF PERSONAL EMAIL.&#x2013; Nielsen, Global Faces & Networked Places, 2009 <br /> Only 14% of people trust advertisement. 78% of people trust the recommendations of other consumers&#x2013; Nielsen, Trust In Advertisement Report, 2007 <br /> <br /> Forrester surveyed more than 1,200 business technology buyers and found that they exceed all previous benchmarks for social participation. B2B marketers, eager to know how social media fits into the marketing mix, can use the Social Technographics&#xAE; Profiles of business decision-makers to design marketing programs that not only capitalize on emerging social behaviors but also fundamentally change the nature of the marketing relationship between B2B buyers and sellers. <br />
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  • Starbucks: Starbuck is clearly dialed in to the world of social media, and that is reflected in the Starbucks fan page. The page incorporates great videos, varied content, and has active engagement with the fans. But what makes it truly exceptional, is its use of status updates. <br /> Status updates are an important aspect of any fan page because they provide two-way communication between company and fan, while keeping the page fresh with new content and information, which gives fans a reason to return. So many companies struggle to understand how best to utilize these updates and either don&#x2019;t use them at all, update solely about product announcements, or update so often users become overwhelmed and the updates turn into so much noise. Starbucks, on the other hand, has established a good frequency of updates, sharing something new every couple of days. <br /> More importantly, though, the content is varied, fun, and interesting. Their updates share videos, blog posts about all aspects of coffee &#x2014; and not just on the official company blog &#x2014; including how to grow coffee beans, articles about Starbucks and Starbucks employees. The tone of each update is informative and casual, and even their product updates are kept varied enough to remain interesting, for example, by offering up reviews of new music or books for sale in their cafes. As a result, the quality status update content has led to a very engaged fan base, with every update receiving thousands of comments. <br /> The Starbucks Facebook fan page is a great example of how a company can still engage fans without the use of flashy apps, and instead simply focusing on quality content. <br />
  • DELL: In early 2005, Dell was bashed around blogosphere <br /> Dell dispatched technicians to reach out to complaining bloggers and solve their problems, earning pleasantly surprised buzz <br /> Starts Direct2Dell blog where chief blogger Lionel Menchaca gave the company a frank and credible human voice <br /> In 2007, Dell launched IdeaStorm.com, asking customers to tell the company what to do <br /> Today, Dell even enables customers to rate its products on its site. <br /> Negative blog posts about Dell have dropped from 49% to 22%. <br /> <br /> Dell Outlet faces a common but vexing challenge. A division of the giant made-to-order computer business, Dell Outlet carries refurbished equipment and other inventory that it needs to sell quickly. Because the division has to get the word out fast, it doesn&#x2019;t have the luxury of hiring an agency and developing an ad campaign.Instead, the outlet relies primarily on email marketing, paid search results, search-engine optimization and affiliate links to raise awareness and drive sales. It&#x2019;s always looking for new, cost-effective ways to reach people. <br /> Holding Conversations When company employee Ricardo Guerrero discovered Twitter at the South by Southwest conference in 2007, he thought he&#x2019;d hit on a good channel for pushing out information. The rest of the team agreed.&#x201C;We thought, &#x2018;Great&#x2014;this has a really short lead time, and it will let us communicate our message effectively,&#x2019;&#x201D; says Stefanie Nelson, manager of demand generation at Dell Outlet. &#x201C;We started using it for one-way communication.&#x201D;The company was surprised when people responded. &#x201C;They wanted to ask questions. They wanted to share their experiences, good and bad,&#x201D; says Nelson, who&#x2019;s based in Austin, TX. &#x201C;We realized that people were really interested in talking with us.&#x201D; <br /> Raising awareness So instead of using Twitter just to let people know about deals, the company has come to think of it as a good place to interact with customers&#x2014;and to raise awareness about the brand. &#x201C;When we respond to people on Twitter, they get really excited, and we gain advocates.&#x201D;That doesn&#x2019;t mean Dell Outlet has abandoned the deals. In fact, the company often posts offers that are exclusive to Twitter. They twitter only a few times a week so as not to spam their followers, and they use tracking URLs to gauge what followers find most appealing. <br /> Increasing sales Do the coupons work? Big time. Not only do they get retweeted and picked up by coupon sites&#x2014;both of which spread the brand name&#x2014;they also drive sales. Dell Outlet has booked more than $3 million in revenue attributable to its Twitter posts. In addition, the division has done research showing that awareness of the outlet has grown, too. &#x201C;The uplift has been more than we dreamed,&#x201D; says Nelson. <br /> Connecting with customers Dell now has more than 80 Dell-branded Twitter accounts (including @dellhomeoffers for new system deals) offering everything from videos of new technologies to promotions for Asia-Pacific customers. It also encourages employees to twitter, and has well over 100 employee accounts. Dell uses many of those accounts (with names like @StefanieAtDell), primarily for customer service exchanges that require direct messages (Twitter&#x2019;s private channel) and to reach out to people who are twittering about Dell (which they find via Twitter search).Nelson has learned when starting a new account on Twitter, it&#x2019;s smart to reach out to your current customer base. They&#x2019;re already interested in chatting with you, and they&#x2019;ll tell other people about you. But no matter who&#x2019;s following you on Twitter, she says, &#x201C;offering relevant information that people are interested in is key.&#x201D; <br />
  • DELL: Listen first. Learn from what your customers are saying to establish your baseline. <br /> Engage employees internally through social media. Use blogs, Yammer or company-specific social tools to get people used to and excited about the platforms. <br /> Encourage employees to set up social media accounts. As you know, social media is addictive! Once people try it, not only will they be itching for more, they&#x2019;ll be coming up with ideas for how it can benefit their team. <br /> <br /> Starbucks: The key takeaways are that you have to know your audience, you have to provide quality, regular content, you need to encourage discussion and engagement, and you must not take yourself too seriously. <br />
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  • Create ads that work as content. Create fun or arresting videos that tell a story and seamlessly integrate your brand. Extreme Sheep LED Art for Samsung is a great example of how to do this right.It&apos;s all about the dialogue. Be aware of and harness the social exchange process on YouTube, including comments, ratings, and the cycle of video responses, remixes, and mashups. Hip-hop artist Soulja Boy rose to fame largely because fans shared hundreds of video responses showing them doing his signature dance.Ideas come from everywhere. Lee Clow, chairman and chief creative officer, TBWA Worldwide told "The New York Times" that having consumers create commercials "is part of this brave new world we live in." Crowdsourcing is a legitimate and effective tool, so stay open to it. This iPod ad created by an 18-year-old UK student is a fantastic piece of user-generated content that was then parlayed into a real Apple ad.Find the talent and use it. YouTube has a well-established pantheon of video stars, with built-in audiences. Partner where appropriate and secure exposure for your video. Carl&apos;s Jr. successfully teamed up with popular YouTube personality iJustine, instantly accessing her over 150,000 subscribers.Tools exist. Use them. Explore ways to best place and promote your video. "Featured videos" garner far more traffic in shorter time. And buying supporting media can help your content reach and grow its audience. YouTube is using its own channel to spread awareness of new tools via the "Adopt a Feature" program. <br />
  • Balanced Info. How much information and how many tabs should you have on your Facebook page?&#xA0; Just ask Goldilocks.&#xA0; You want enough information to keep your users engaged but not so much it&#x2019;s information overload. Example of Effective Tab StructureBoxes are so 2008. When Facebook launched major updates to Facebook pages a few months ago, a lot of the original content was relegated to the &#x201C;Boxes&#x201D; tab just like it was for personal profiles.&#xA0; Things were starting to get cluttered and disorienting on personal and brand pages, which is most likely why the switch was made.&#xA0; You can tell which brands haven&#x2019;t updated their pages when you see a bunch of info on the Boxes tab, aka, the bucket of left over information from the days of infinite scrolling.&#xA0; Users expect intuitively named tabs so they know where they are going when browsing your page &#x2013; not a bunch of random stuff in a Boxes tab. <br /> Vanity URLs. As most know by now, Facebook is now offering vanity URLs that help with recall and ultimately SEO (e.g. http://www.facebook.com/vitrue).&#xA0; Check out our earlier blog post for details. <br /> Exclusive Fan Offers.&#xA0; With a little know-how you can easily give special offers only to your Facebook fans.&#xA0; They love this kind of stuff.&#xA0; At Vitrue, we do this all the time for our clients. It&#x2019;s a very powerful and simple way to build your fan-base. <br /> Custom Apps. Many brands develop custom Facebook solutions to engage with their customers on a level beyond the standard Facebook features to help differentiate from the competition.&#xA0; In many cases these custom solutions provide key viral discovery components, which share activities with friends via news feeds and notifications.&#xA0; These features help spread the word and keep users coming back for repeat visits. <br />
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  • Take a moment to familiarize yourself with the rules. There are a few guidelines that determine what sort of content stays in Wikipedia and what gets removed by the army of volunteers who edit the site on a daily basis.Before creating an entry for your product or service, be sure the entry meets the notability requirement. Generally speaking, &#x201C;a topic is presumed to be notable if it has received significant coverage in reliable sources that are independent of the subject.&#x201D; While this isn&#x2019;t a problem for an internet superstar like Joe, many new products and services may not yet qualify as notable. While it&#x2019;s true that you can add anything to Wikipedia, chances are an editor will pull your entry if you aren&#x2019;t notable. Worse yet, you risk offending the Wikipedia community who may consider your entry to be a form of spam. The last thing any of us want is to be accused of spamming. If you meet the notability requirement, be sure to write your entry from a Neutral Point of View (NPOV). Wikipedia founder Jimmy Wales refers to the NPOV rule as &#x201C;absolute and non-negotiable.&#x201D; Be aware that, if your entry isn&#x2019;t written from a NPOV, someone else will very likely modify it to conform with the rule. Given the opportunity, most of us would prefer to draft our own copy rather than have a stranger redraft the copy on our behalf. <br /> Prepare to lose control. Once your entry is in Wikipedia anyone can update or modify it. Unlike your own website, you won&#x2019;t have the final word on how your information is presented. <br /> You may already be listed. There are millions of entries in Wikipedia, with thousands of new pages being added every day. Joe was surprised to find his entry, and you may be surprised to find that your name, product, or service is already listed without your knowledge. If that&#x2019;s the case, it raises a few questions &#x2014; who wrote the article and what did they say about you? Whether you plan on creating your own Wikipedia entry or not, ALL businesses should make an effort to monitor Wikipedia for mentions of their company name, key employees, brand names, and service offerings. Depending on the nature of your business monitoring Wikipedia could be as important as monitoring references to your business in the mainstream media and the blogosphere (you do monitor blogs, don&#x2019;t you?). The fact that anyone can create or modify a Wikipedia entry means that your entry could be modified by an unhappy customer, or worse, an unethical competitor. As a result you&#x2019;ll want to monitor your entries for any misleading or inaccurate information, and promptly make corrections when justified. This is an area where the NPOV rule can really work to your advantage &#x2014; you can use the rule to ensure that your Wikipedia entry is a fair and balanced account of your business. <br /> Consider how your listing will affect your Google ranking. Are you currently number one for the name, word, or phrase that would also be the title of your Wikipedia entry? If so, are you prepared to lose your top ranking to Wikipedia? It could happen. It&#x2019;s well known that Google favors sites that it considers to be authoritative. Few sites are as authoritative as Wikipedia. Wikipedia ranks number one on Google for many popular search phrases. As I&#x2019;ve noted, you don&#x2019;t have the same level of control over your Wikipedia entry that you have over your own website. With that in mind, consider the possible issues that may arise if your Wikipedia entry were to outrank you on Google. <br /> Sometimes a link is better than an dedicated entry. In the past, search engine experts have encouraged website owners to find relevant Wikipedia entries where they can insert links to their websites. Links from Wikipedia were believed to pass page rank and authority to the site being linked to. The problem is, lots of people had the same idea, and many unscrupulous SEO practitioners began indiscriminately spamming Wikipedia with off-topic links. As a result, Wikipedia has begun adding the &#x201C;no follow&#x201D; attribute to all outgoing links. This means that Google and other search engines won&#x2019;t follow the link, and links of this sort will no longer improve your search engine ranking. However, it may still be a good idea to add links to information about your product or service where appropriate. I can&#x2019;t stress enough how important it is to make the links appropriate and on topic &#x2014; again, link spamming is never a good idea. Besides, a link of this sort is only useful if your website is relevant to the content of the Wikipedia page you&#x2019;ve added the link to. Remember, the goal is to add relevant content that actually enhances the Wikipedia entry. <br />
  • Manage <br /> The most important thing is to be an active manager. Every registration needs to be manually approved, preferably with a welcome email telling them how they can use the group, interact with you and how to get in touch with you. <br /> Regularly contact members directly with helpful (not sales) information. <br /> Scan Linkedin and your other networks for likely members and invite them through InMail or get introductions from members <br /> When a user becomes prominent as a poster support them and encourage them. These are the catalyst to a thriving group. <br /> Even if somebody is a bit obstreperous, unless they openly attack someone they can be good to stimulate the community. Handle them with care and they can turn into evangelists. <br /> Are people continually posting off-topic discussions like jobs? Give them a place to post those and point them to the jobs board in the group. <br /> Contact non-linked in members and ask them to join your group (did you know Linkedin requires this in the group agreement?) <br /> Linkedin offers a host of useful tools to manage your Linkedin contacts. <br /> Export your Linkedin contacts to outlook <br /> Engage <br /> Remember this is about COMMUNITY not YOU. You should participate by all means, but to support the community not sell yourself or your services. <br /> As the group grows think of other ways to connect people. Meetups, teleclasses, webinars and online chat are great options. <br /> Periodically take the temperature of the group. Poll or ask questions. <br /> Listen to discussions and see if users are looking for added feature, if there are ways you can offer assistance yourself or point them to assistance off site. The goal is to become a source users rely on, not make the whole show about you. <br /> In the development stage of the group, or later if discussion slows down, start discussions. These should be open ended posts to stimulate discussion, not statements. Give the users room to add their perspective <br /> Brainstorm with your key community members within and outside of the group to get new ideas flowing. <br /> Remember to thank people for their participation to the group. Feature people on occasion for their contributions. <br /> Share <br /> When new features are added to Linkedin, share how to use them with the group, ask for success stories and examples <br /> Make connections and suggest connections between users where appropriate <br /> Take the time to point out new features on Linkedin and how to use them for best advantage <br /> Create a way for users to showcase their talents. Sharing Slideshare presentations, Visual CV&#x2019;s links to new work if appropriate to the group&#x2019;s goals <br /> Promote <br /> Promote your Linkedin group fron linked in itself by sharing it with your Linkedin network and ask users to do the same <br /> Post the group URL on your website and related social media sites to encourage growth <br /> Create a badge for users to put on their websites linking to the group <br /> Talk about the group and feature conversations (with permission) on your other networks (Twitter, Facebook etc) <br /> Use both Facebook and Linkedin Ads to promote your group <br /> Whenever your do a presentation or attend a conference spread the word about your group <br />
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  • Our mission is to facilitate a strategic approach to the web. This requires some explanation: <br /> Facilitate &#x2013; according to Wikipedia, the term facilitation is broadly used to describe any activity, which makes tasks for others easy. In the context of this document, facilitation refers to all the activities needed to help businesses, of all sorts, build and execute their plans. We are a company of facilitators &#x2013; we do not build things ourselves but help others. <br /> A strategic approach &#x2013; the best way to describe this is to place strategy within the related contexts of tactical and operational. Clearly there are strong overlaps between strategic, tactical and operational activities &#x2013; but for this document&#x2019;s perspective the focus is on those activities that a company engages in to: <br /> build their vision of the world; <br /> decide what they want to &#x201C;be&#x201D; as part of that vision (strategic intent); <br /> identify the necessary changes to their business in order to &#x201C;become&#x201D; that part of the vision; <br /> manage these changes to deliver the strategic intent. <br /> &#xA0; <br /> The web &#x2013; here we refer to the interaction between society (individuals, teams, organisations) and digital space in all its forms (Social media, internet, intranets, extranets, virtual worlds, Software as a Service - SaaS), across all channels. <br />
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  • Be good to put this in a blue box or something similar &#x2013; also, if you have suggestions on how to priortise these, go ahead and change <br />
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  • Baynote provides about two dozen standard reports as well as a custom reporting capability to utilize the wealth of data being observed and collected. <br />

Amberbuzz Amberbuzz Presentation Transcript

  • Why am I taking up your time with another powerpoint slide show? I am an agent of change Balancing the creative process with concrete results Running workshops Building balanced scorecards Creating and deploying strategic web implementations Project and program management Adapted to your needs 03/05/10 © Amberbuzz Consulting Confidential Page
  • I know how to ask the right questions. • I have over 30 years experience in large global corporations, across multiple disciplines including IT, sales, marketing, quality and process improvement (including NSN, Nokia, GEC and Unilever), leading teams to success in complex change environments • I have spent the last 6 years of my 13 year Nokia career leading Digital Marketing Channels in Nokia and NSN • I have created and led the NSN digital channels team, integrating the Nokia and Siemens digital marketing teams to plan, concept, build and manage the NSN digital channels as an integral part of NSN Marketing and Communications leadership serving 60,000 employees globally (internet, extranet and intranet) in a B2B context • I have managed the global network of digital marketing experts across Nokia and then created and deliver the Nokia integrated web strategy, delivering a persona-based web concept serving all Nokia visitors globally I don’t have all the answers but… • I know how to ask the right questions • I know how to listen and interpret the answers • I know how to “make things happen” 03/05/10 © Amberbuzz Consulting Confidential Page
  • All web developments are based on the same basic business drivers • The need to increase sales – Directly to consumers via an e-channel – Indirectly to consumers or individuals within businesses – building online awareness, consideration and preference • The need to increase brand value – I engage with the brand – I trust the brand – I love the brand • The need to improve service efficiency and effectiveness • The need to build, and share knowledge and ideas • The need to build relationships 03/05/10 © Amberbuzz Consulting Confidential Page
  • …enabled by the same personal drivers for web visitors Initial motive state Content or capability attribute Experiential expectation I want to shop (Physiological, Logical (products, prices, downloads Fast (competitive, methodical) safety, social, esteem) recommendations, contacts) I want to be entertained Emotional (games, challenges, Slow (humanistic, spontaneous) (Esteem, self actualisation) digital media, stories) I want to research Logical (encyclopedia, blogs, stories) Fast (methodical) (Safety) I want service Logical (downloads, software, FAQs, Fast (competitive, methodical) (Physiological) forums, contacts I seek knowledge Logical/emotional (wiki, blogs, Fast/slow (Methodical) (safety, social, esteem) articles) I want to belong Emotional (social networks, forums, Slow (humanistic, spontaneous) (Social) IM) I want to contribute Emotional (blogs, forums) Slow (humanistic, spontaneous) (Esteem, Self actualisation) I want to be recognised Logical, emotional (blog, microblog) Fast (competitive, spontaneous) (Esteem) Slow (methodical) 03/05/10 © Amberbuzz Consulting Confidential Page
  • Social media and social networks make these easier to achieve… • Content enriched by web visitors leading to improved search engine ranking and organic search • Content presented or re-presented in public social media sites replacing search engine content • Peer recommendations providing a richer source for trust and conversion than corporate content can • Content analysed to reflect the “pulse” of consumers that can help steer corporate decisions • Experiences enabling easy transition between different “motive states” 03/05/10 © Amberbuzz Consulting Confidential Page
  • Agenda 1. Share in 5 episodes – Perfect customer experience – Thought leadership – Social media – Digital channel strategy – Ecosystem • Think! • Act! 03/05/10 © Amberbuzz Consulting Confidential Page
  • Episode 1 - Your perfect customer experience Why the perfect customer experience needs integrated social media, thought leadership and online service design
  • A perfect customer experience is… The perfect customer experience is one which results in customers becoming advocates for the company, creating referral, retention and profitable growth. Dale Wolf, editor of the "Perfect Customer Experience Blog." Wouldn’t you like to deliver this to your customers? 03/05/10 © Amberbuzz Consulting Confidential Page
  • Introducing Dave 1. I am… – 24 years old – Market research analyst, living in central London – Marathon runner, tennis player, cyclist and swimmer – Spend 3-4 hours/day online, active in social media with own facebook profile and regular twitter feed • Triathlons. I want to be the best that I can be – Tracking my performance – Comparing with others – Reviewing weaknesses and opportunities • I respect Meb Keflezighi. In my opinion he has the right attitude to the sport. Would me nice to get inside his head while he is training and running • I plan to be at the 2012 Olympics – but it is almost impossible to get tickets • Shoes are important to me – (well except when I swim, I guess) 03/05/10 ©… – Amberbuzz Consulting Confidential Page
  • Dave’s story • Last week I was surfing the web and chanced across an article comparing the various shoe sole structures and their impact on running performance • Turns out that I “pronate” and need “motion control” shoes. The Reebok Premier Road plus took my interest as there seemed to be a lot of buzz around that shoe on the web and especially on their web site. I hadn’t realized there could be so much difference in running performance, but from the comments in the Reebok community it seems people are really happy with this shoe. I though it would be great to try out the shoe so I found a nearby store and popped in. • 2 days later… wow – what an in-store experience. It seems that because I recorded my preferences on the “magic sport shoe” site they were almost expecting me when I visited the store. They had exactly the shoe I was researching and it is a dream to run with. Now I have registered my purchase on their web site and have been invited to join the “virtual runner’s club”. It seems I am also “in the running” for tickets to the finale of the 2012 Olympics Marathon in the main stadium. • 2 weeks later… the “Rvirtual runner’s club” is really handy. I have found a new club to run with that fits my schedule, and it seems that each time I engage with the site I am earning “kudos” that increase my chances for the Olympics marathon finals tickets. 03/05/10 © Amberbuzz Consulting Confidential Page
  • Dave’s lifetime value to you is over £100,000 • As a typical consumer, based on 3 purchases/year of around £200 each • Each year he recommends your brand to at least 6 others, two of whom become advocates of your brand who then make 3 purchases/year each • How many Dave’s are there in the UK? 03/05/10 © Amberbuzz Consulting Confidential Page
  • … and here’s how 1. What is the lifetime value of your customer? 2. What is the lifespan of your existing relationships? 3. What are the touchpoints and dialogues they experience now? 4. How does this compare with their experiences with your competitors brands? 5. What are the touchpoints and dialogues they could experience? • What are the process implications? • What are the cultural implications? • What are the brand implications? • What are the business shareholder implications 03/05/10 © Amberbuzz Consulting Confidential Page
  • Episode 2 – Thought Leadership Thought Leader… recognized among peers and mentors for innovative ideas and demonstrates the confidence to promote or share those ideas as actionable distilled insights http://en.wikipedia.org/wiki/Thought_Leadershipç
  • Taking the essence of the brand, integrating it with an internal culture of innovation to build a message hierarchy that forms the basis for a comprehensive communications plan delivered through channels designed for dialogue 03/05/10 © Amberbuzz Consulting Confidential Page
  • Delivered through a systematic methodology (focused creativity) 03/05/10 © Amberbuzz Consulting Confidential Page
  • Episode 3 – Social media Hype or hope?
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  • 03/05/10 © Amberbuzz Consulting Confidential Page
  • So what is social media? • Social media is media designed to be disseminated through social interaction, created using highly accessible and scalable publishing techniques. Social media uses Internet and web-based technologies to transform broadcast media monologues (one to many) into social media dialogues (many to many). It supports the democratization of knowledge and information, transforming people from content consumers into content producer… wikipedia • Media made by individuals, co-created content. • Things that people want to talk about and groups with a common interest. • 1+1=3 • http://www.interactiveinsightsgroup.com/blog1/social-media- examples-superlist-17-lists-and-tons-of-examples/ 03/05/10 © Amberbuzz Consulting Confidential Page
  • Case 1 – Starbucks on Facebook • 5 million facebook fans (No 1 brand) • Started by fans • Part of a holistic strategy, with multiple channels • Visitor proposition: I can engage with a brand I love, they listen. • Business proposition: brand love, customer engagement, customer feedback, CSR, Innovation/R&D • Dedicated team of 6 social media experts 03/05/10 © Amberbuzz Consulting Confidential Page
  • Case 2 – Dell on Twitter 1. 1.5 million Twitter followers 2. Innovative sales channel - $US 6.5m in 2 years 3. Integrated cross-channel strategy 4. Meaningful content where the customers are 5. Over 3.5 million people across major social media presences 6. Business proposition: R&D (Ideastorm), sales, support 03/05/10 © Amberbuzz Consulting Confidential Page
  • What key success factors can we identify from these cases? • Understand your target audiences • Understand your business targets • Plan for cross channel integration • Entertain and inform (opinion leadership) • Listen and respond (active listening) • Be honest and prepared to take negative feedback • Be patient – results will take time 03/05/10 © Amberbuzz Consulting Confidential Page
  • Best Practice in public social media
  • Youtube best practices • Create ads that work as content. • It's all about the dialogue. • Ideas come from everywhere • Find the talent and use it. • Tools exist. Use them. http://www.clickz.com/3634701 03/05/10 © Amberbuzz Consulting Confidential Page
  • Facebook best practices •Balanced Info •Intuitive tab labelling •Vanity URLs •Exclusive fan offers •Custom Apps http://vitrue.com/blog/2009/06/22/facebook-best-practice-series-from-vitrue-page-features/ 03/05/10 © Amberbuzz Consulting Confidential Page
  • Twitter best practices • Think about Twitter as a place to build relationships • Understand the real-time nature of Twitter • Measure the value of Twitter http://business.twitter.com/twitter101/best_practices 03/05/10 © Amberbuzz Consulting Confidential Page
  • Wikipedia best practices • Take a moment to familiarize yourself with the rules. • Prepare to lose control • You may already be listed • Consider how your listing will affect your Google ranking. • Sometimes a link is better than an dedicated entry. http://oxfordmediaworks.com/marketing/wikipedia-and-you-best-practices-for-businesses- and-marketers/ 03/05/10 © Amberbuzz Consulting Confidential Page
  • LinkedIn group best practices • Manage • Engage • Share • Promote 03/05/10 © Amberbuzz Consulting Confidential Page
  • Episode 4 – Digital channel strategy
  • Visitor Stakeholder Compete Collaborate Hierarchy Network Individual Corporation Monologue Dialogue Intranet Internet Creativity Service Right Left Online Offline People Technology 03/05/10 © Amberbuzz Consulting Confidential Page
  • Business runs on facts Potential Financial KPIs Potential Customer KPIs     •Shareholder value •Improved customer satisfaction •Increased Sales •More and better referrals •Improved Gross Margins •Improved loyalty •Reduced costs •Improved return on marketing investment •Improved balance sheet •Reduced customer TCO •Brand advocacy Potential Operational KPIs Potential Learning and Growth KPIs     •Communications process effectiveness •Employee brand and values engagement •Selling process effectiveness •Team effectiveness •Development process effectiveness •Staff turnover •Delivery process effectiveness •New employee inductions •Product process effectiveness •Employee satisfaction •Service process effectiveness •Employee share ownership •Partner management 03/05/10 © Amberbuzz Consulting Confidential Page
  • The web cycle is also fact oriented Potential “Reach” KPIs Potential “Engage” KPIs •Traffic by source (earned, bought, own, •Visits, visitors and visit duration offline) •Bounce rate (visitors immediately leaving the site) •Organic search effectiveness (targeted •Online brand image/impression (surveys) keyword ranking) •onsite search effectiveness •Social media effectiveness (clickthrough •content volume and accuracy (ranking of content from social media sites) views) •Online banner clickthrough rates Potential “Nurture” KPIs Potential “Activate” KPIs •Cross sales (sales to an existing registered •Online sales (and abandonment rate) visitor) •Qualified sales leads •Customer referrals on public web •Contact requests (unsolicited) •Brand engagement activity success rate •Registration to receive “Push •Online tool conversion (for example to job application communication” tool) •Online community activity •Self service (downloads etc) •Extranet visit, visitor and duration KPIs •Content referrals, comments, votes •Lead conversion KPIs(sales funnel) •Knowledge sharing and collaboration 03/05/10 © Amberbuzz Consulting Confidential Page
  • The web cycle is also fact oriented Potential “Reach” KPIs Potential “Engage” KPIs •Traffic by source (earned, bought, own, •Visits, visitors and visit duration offline) •Bounce rate (visitors immediately leaving the site) •Organic search effectiveness (targeted •Online brand image/impression (surveys) keyword ranking) •onsite search effectiveness •Social media effectiveness (clickthrough •content volume and accuracy (ranking of content from social media sites) views) •Online banner clickthrough rates Potential “Nurture” KPIs •Cross sales (sales to an existing registered visitor) •Customer referrals on public web (unsolicited) •Registration to receive “Push communication” •Online community activity •Extranet visit, visitor and duration KPIs •Lead conversion KPIs(sales funnel) •Knowledge sharing and collaboration 03/05/10 © Amberbuzz Consulting Confidential Page
  • With this we can build the basis for effective digital channel planning Reach Engage Activate Nurture Financial objectives Customer objectives Operational objectives Learning objectives 03/05/10 © Amberbuzz Consulting Confidential Page
  • Episode 5 - ecosystem
  • Your stakeholders Client’s network Advocate Consumer Prospect Customer Investor Employee Partner 03/05/10 © Amberbuzz Consulting Confidential Page
  • Your stakeholders undertake actions Client’s network Advocate Consumer Prospect Customer Investor Employee Partner Actions Browse Search Read Rate Share Review Network Create Moderate Build Act 03/05/10 © Amberbuzz Consulting Confidential Page
  • Your stakeholders undertake actions within communities Client’s network Advocate Consumer Prospect Customer Investor Employee Partner Actions Browse Search Read Rate Share Review Network Create Moderate Build Act Digital Communities Partner social media Internal social media Private/shared social media Public, owned social media Public, managed social media, eg. Facebook Public, unmanaged social media (eg, blogs comments) 03/05/10 © Amberbuzz Consulting Confidential Page
  • Your stakeholders undertake actions within communities that operate through channels Client’s network Advocate Consumer Prospect Customer Investor Employee Partner Actions Browse Search Read Rate Share Review Network Create Moderate Build Act Information Channels Partner extranets Digital Communities Partner social media Distributor channels Internal social media Intranet email Desktop Private/shared social media teleconference Offline marketing Face-to-face Public, owned social media extranets kiosks Mobile Public, managed social Internet site media, eg. Facebook Internet info sites Public, unmanaged social media (eg, blogs comments) Internet search engines 03/05/10 © Amberbuzz Consulting Confidential Page
  • Your stakeholders undertake actions within communities that operate through channels that are managed or monitored by the client organizational entities. Client’s network Advocate Consumer Prospect Customer Investor Employee Partner Actions Browse Search Read Rate Share Review Network Create Moderate Build Act Information Channels Client organization Partner extranets Marketing Digital Communities Partner social media Distributor channels Digital Internal social media Intranet email Desktop Communications Private/shared social media teleconference Sales Offline marketing Face-to-face Public, owned social media extranets kiosks HR Mobile Public, managed social Internet site IT media, eg. Facebook Internet info sites Services Public, unmanaged social media (eg, blogs comments) Internet search engines R&D 03/05/10 © Amberbuzz Consulting Confidential Page
  • Your stakeholders undertake actions within communities that operate through channels that are managed or monitored by the client organizational entities. This ecosystem is our business domain in 2010. Client’s network Advocate Consumer Prospect Customer Investor Employee Partner Actions Browse Search Read Rate Share Review Network Create Moderate Build Act Information Channels Client organization Partner extranets Marketing Digital Communities Partner social media Distributor channels Digital Internal social media Intranet email Desktop Communications Private/shared social media teleconference Sales Offline marketing Face-to-face Public, owned social media extranets kiosks HR Mobile Public, managed social Internet site IT media, eg. Facebook Internet info sites Services Public, unmanaged social media (eg, blogs comments) Internet search engines R&D Digital services Digital Communications Marketing/ad Biz development Digital service agencies agencies agencies agencies enablers 03/05/10 © Amberbuzz Consulting Confidential Page
  • Your stakeholders undertake actions within communities that operate through channels that are managed or monitored by the client organizational entities. This ecosystem is our business domain in 2010. Client’s network Advocate Consumer Prospect Customer Investor Employee Partner undertake Actions Browse Search Read Rate Share Review Network Create Moderate Build Act within Information Channels Client organization Partner extranets Marketing Digital Communities Partner social media Distributor channels Digital Paid for and seeded by Internal social media Intranet email Desktop Communications through Private/shared social media teleconference Sales Offline marketing Face-to-face Public, owned social media extranets kiosks HR Mobile Public, managed social Internet site IT media, eg. Facebook Internet info sites Services Public, unmanaged social media (eg, blogs comments) Internet search engines R&D supported by Digital services Digital Communications Marketing/ad Biz development Digital service agencies agencies agencies agencies enablers 03/05/10 © Amberbuzz Consulting Confidential Page
  • wrap up and punchline
  • I exist to facilitate a strategic approach to the web • Facilitate – all the activities needed to help businesses, of all sorts, build and execute their plans. We are a company of facilitators – we do not build things ourselves but help others. • Strategic approach –the focus is on those activities that a company engages in to: – build their vision of the world; – decide what they want to “be” as part of that vision (strategic intent); – identify the necessary changes to their business in order to “become” that part of the vision; – manage these changes to deliver the strategic intent. • The web – here we refer to the interaction between society (individuals, teams, organisations) and digital space in all its forms (Social media, internet, intranets, extranets, virtual worlds, Software as a Service - SaaS), across all channels. 03/05/10 © Amberbuzz Consulting Confidential Page
  • Introducing Web Therapy Do you need… • A digital channel strategy and roadmap? • A strategy for social media use? • An effective RFP? • A business scorecard-driven model for prioritisation? • … I will engage with your team as a catalyst for change to deliver real value for digital channels to your business As a next step – a 1 day, fixed price workshop, planned, run and documented, to set scope and identify possible opportunities 03/05/10 © Amberbuzz Consulting Confidential Page
  • Think!
  • So, who keeps you awake at night? • Customers • Industry/government groups • CSR lobbyists • Consumer groups • Consumer segments • Shareholders • List all the groups and people that help shape the business you are in • Postit and summarise 03/05/10 © Amberbuzz Consulting Confidential Page
  • Step into their shoes exercise • Who are they? • What are they thinking? • What drives their decisions? • When do they think about you? • What is their attitude towards your brand and products/services? (advocate, positive but passive, ambivalent, negative, negative and active (hate), ignorant) 03/05/10 © Amberbuzz Consulting Confidential Page
  • Influence, behaviour, attitude • What behaviours do you desire that can change attitudes • What messages and activities can you use to cause these behaviours? • What channels and timing/frequencies do you use for these messages and activities? 03/05/10 © Amberbuzz Consulting Confidential Page
  • Act!
  • Next Steps: 03/05/10 © Amberbuzz Consulting Confidential Page
  • Next Steps: 1. Say “Yes! Let’s start tomorrow!” 03/05/10 © Amberbuzz Consulting Confidential Page
  • Next Steps: 1. Say “Yes! Let’s start tomorrow!” 2. Create your digital channel plan, roadmap and measurement framework 03/05/10 © Amberbuzz Consulting Confidential Page
  • Next Steps: 1. Say “Yes! Let’s start tomorrow!” 2. Create your digital channel plan, roadmap and measurement framework • Understand external and internal audiences (who are they? what do they need? how do they work? what are they trying to achieve?) 03/05/10 © Amberbuzz Consulting Confidential Page
  • Next Steps: 1. Say “Yes! Let’s start tomorrow!” 2. Create your digital channel plan, roadmap and measurement framework • Understand external and internal audiences (who are they? what do they need? how do they work? what are they trying to achieve?) • Create scenarios of use that reinforce the brand (positioning, proposition, identity, tone of voice) 03/05/10 © Amberbuzz Consulting Confidential Page
  • Next Steps: 1. Say “Yes! Let’s start tomorrow!” 2. Create your digital channel plan, roadmap and measurement framework • Understand external and internal audiences (who are they? what do they need? how do they work? what are they trying to achieve?) • Create scenarios of use that reinforce the brand (positioning, proposition, identity, tone of voice) • Develop an information architecture and functional specification fit for purpose 03/05/10 © Amberbuzz Consulting Confidential Page
  • Next Steps: 1. Say “Yes! Let’s start tomorrow!” 2. Create your digital channel plan, roadmap and measurement framework • Understand external and internal audiences (who are they? what do they need? how do they work? what are they trying to achieve?) • Create scenarios of use that reinforce the brand (positioning, proposition, identity, tone of voice) • Develop an information architecture and functional specification fit for purpose • Design simple interactions that are easy to use, highlighting knowledge, expertise, tools, community, prospects and opinions. 03/05/10 © Amberbuzz Consulting Confidential Page
  • Next Steps: 1. Say “Yes! Let’s start tomorrow!” 2. Create your digital channel plan, roadmap and measurement framework • Understand external and internal audiences (who are they? what do they need? how do they work? what are they trying to achieve?) • Create scenarios of use that reinforce the brand (positioning, proposition, identity, tone of voice) • Develop an information architecture and functional specification fit for purpose • Design simple interactions that are easy to use, highlighting knowledge, expertise, tools, community, prospects and opinions. • Develop the supporting processes and organisational capabilities (in house, external) 03/05/10 © Amberbuzz Consulting Confidential Page
  • Next Steps: 1. Say “Yes! Let’s start tomorrow!” 2. Create your digital channel plan, roadmap and measurement framework • Understand external and internal audiences (who are they? what do they need? how do they work? what are they trying to achieve?) • Create scenarios of use that reinforce the brand (positioning, proposition, identity, tone of voice) • Develop an information architecture and functional specification fit for purpose • Design simple interactions that are easy to use, highlighting knowledge, expertise, tools, community, prospects and opinions. • Develop the supporting processes and organisational capabilities (in house, external) • Test, test, test 03/05/10 © Amberbuzz Consulting Confidential Page
  • Next Steps: 1. Say “Yes! Let’s start tomorrow!” 2. Create your digital channel plan, roadmap and measurement framework • Understand external and internal audiences (who are they? what do they need? how do they work? what are they trying to achieve?) • Create scenarios of use that reinforce the brand (positioning, proposition, identity, tone of voice) • Develop an information architecture and functional specification fit for purpose • Design simple interactions that are easy to use, highlighting knowledge, expertise, tools, community, prospects and opinions. • Develop the supporting processes and organisational capabilities (in house, external) • Test, test, test • Refine the prototype 03/05/10 © Amberbuzz Consulting Confidential Page
  • Next Steps: 1. Say “Yes! Let’s start tomorrow!” 2. Create your digital channel plan, roadmap and measurement framework • Understand external and internal audiences (who are they? what do they need? how do they work? what are they trying to achieve?) • Create scenarios of use that reinforce the brand (positioning, proposition, identity, tone of voice) • Develop an information architecture and functional specification fit for purpose • Design simple interactions that are easy to use, highlighting knowledge, expertise, tools, community, prospects and opinions. • Develop the supporting processes and organisational capabilities (in house, external) • Test, test, test • Refine the prototype • Go live, monitor and evaluate 03/05/10 © Amberbuzz Consulting Confidential Page
  • Next Steps: 1. Say “Yes! Let’s start tomorrow!” 2. Create your digital channel plan, roadmap and measurement framework • Understand external and internal audiences (who are they? what do they need? how do they work? what are they trying to achieve?) • Create scenarios of use that reinforce the brand (positioning, proposition, identity, tone of voice) • Develop an information architecture and functional specification fit for purpose • Design simple interactions that are easy to use, highlighting knowledge, expertise, tools, community, prospects and opinions. • Develop the supporting processes and organisational capabilities (in house, external) • Test, test, test • Refine the prototype • Go live, monitor and evaluate • Build the relationship for the long term 03/05/10 © Amberbuzz Consulting Confidential Page
  • Introducing Knexus The experts in Social Media and Rapid Learning 03/05/10 © Amberbuzz Consulting Confidential Page
  • Introducing Knexus Knexus is a social software solutions company, founded in March 2002 by a management team with deep expertise in digital technology and social media Knexus is headquartered in New York & London We deploy innovative technology that integrates social into your business and work with you on the strategy and content to make it a success Our integrated social media and rapid learning solutions are used by companies globally to build trusted relationships, create profitable conversations and drive monetization through enhanced engagement We provide solutions for colleagues, customers and partners, through our Commercial & Enterprise Editions Each of our customers is unique. Our Professional Services team work side-by-side with you to develop an appropriate social media strategy, deploy best-in-class solutions and harvest the maximum business value 03/05/10 © Amberbuzz Consulting Confidential Page
  • We offer you a complete set of business services to concept, build and run your social media Professional services Platform capabilities Software as a Service Rapid learning content •a full set of •full set of social media •The Knexus platform • The Knexus platform is professional services capabilities is delivered as a supported by a rich to fully support your •rich media and content service to you. and constantly social network management features •This provides you developing source of activity. to seed and to steer with the ultimate in social media and •This ranges from impactful flexibility, a platform digital media facilitation services conversations, and pricing structure knowledge, in the to help you build your supported by powerful that will grow or form of articles, business plan for analytics and adapt based on the webinars, blogs, social networking, administration needs of your comments and through to •capabilities tailored community discussions forums configuration and across your existing •It also provides you a • This is a key tailoring to integrate web, to integrate the no risk approach in a differentiator for the the platform with social network and co- marketplace that is Knexus platform and your brand and your created content into undergoing rapid an important element visitor journeys your existing visitor change with new of the professional journeys entrants and services needed to •integrated social media acquisitions a succeed with building with your existing CRM frequent occurrence a social network capabilities within an organisation 03/05/10 © Amberbuzz Consulting Confidential Page
  • What this means for you and your business For marketing • Ability to build social networks that support multiple marketing initiatives professionals … and encourage “lifetime relationships” • Optimizing Return on Marketing Investment For Digital channel • Rapid deployment of community channels across multiple web instances professionals … • Tight integration with existing web sites • Potential for targeted push communications For communications • Enhanced internal communications, two-way and cross-functional team professionals … • Ability to integrate rich media into internal and external communications • Social networks enabled for external communications with investors and CSR For sales teams … • Social network integration with distributors and partner web sites • Social networks building social CRM increasing leads and conversions • Tight integration with existing CRM tools For HR • World class digital workplace supporting improved sharing and professionals… collaboration cultures • Supporting content and structures to build “digital natives” • Rapid induction and reduced learning curve for new employees • Enablers for Knowledge management in place For IT professionals • Ability to rapidly integrate social media capabilities with existing online … tools without major commitment to new enterprise content platform • Ability to address backlog of business requirements with minimum development and service investment and low risk. 03/05/10 © Amberbuzz Consulting Confidential Page
  • How we think & work with you, our customers Social Media DNA • Rich social media DNA; extensive global brand experience Integrating Social • Pioneering business value creation by integrating social media & rapid Media & Rapid learning Learning • Feature rich platform and great user experience • Social media shouldn’t require you to ‘start again’ Open & Agile • Designed for deep customization; integration with your other key systems; flexible deployment options e.g. mash-ups & widgets • Our customers want more than great technology with professional Partnership for deployment Success • We also work with you on strategy planning & harvesting business value Content Expertise • Proven content methodology + rapidly growing premium content library • Innovative platform • Professional services Holistic Offering • Software-as-a-Service • Rapid learning • Progressive pricing structure Expertise • Extensive experience working with global brands 03/05/10 © Amberbuzz Consulting Confidential Page
  • Our customers 03/05/10 © Amberbuzz Consulting Confidential Page
  • Our platform http://www.knexusgroup.com 03/05/10 © Amberbuzz Consulting Confidential Page
  • KNEXUS ENTERPRISE EDITION - Datasheet SELECTED CUSTOMERS Integrated Social Media & Rapid Learning Bupa GlaxoSmithKline Nokia Cadbury Dell Johnson & Johnson Prudential Ingram Micro Shell Knexus Enterprise Edition is the leading integrated social media & rapid learning platform, offering you best-in- class, flexible and feature rich capabilities to create KEY USE CASES vibrant communities and team networks within your organization. Accelerate understanding & engagement with colleagues through media rich videos and podcasts information delivery Integrate rapid learning into everyday business, with easy sharing, networking and collaboration capabilities around content Stimulate innovation and insights within and across teams & The Enterprise Edition provides a fast, simple user regions experience, with networking, collaboration, sharing and rapid information dissemination. Easy-to-use admin panel with rich functionality makes content & site management fast and convenient Improve business performance with powerful analytics Rapidly deploy a cost effective, integrated online solution that’s globally scalable Knexus can help you to integrate social into your business, Integrate Knexus Enterprise Edition with your existing intranet create profitable interactions amongst colleagues, communicate faster, stimulate innovation and accurately measure business value creation.  CASE STUDIES Find out how companies are using Knexus Enterprise Edition to effectively disseminate information and create profitable interactions amongst colleagues www.knexusgroup.com/success_stories_enterprise BENEFITS  Effectively and timely dissemination of information GET STARTED  Create profitable interactions To get started or request a quote, please contact Philip Hobbs  Stimulate innovation at philip.hobbs@knexusgroup.com
  • KNEXUS ENTERPRISE EDITION - Datasheet KEY SOCIAL MEDIA FEATURES Enterprise Edition Features   Forums – Ask and find answers to specific questions Blogging – Share interesting opinions and ideas Knexus Enterprise Edition is the leading integrated social Secure Collaboration – Create secure online collaboration spaces for media & rapid learning platform – providing everything sharing you need to create profitable interactions amongst Networking – Confidential, secure connections colleagues, effectively disseminate information, RSS Feeds & Aggregation – Stay update with the latest information stimulate innovation and measure business value Mash-ups – Integrate popular social media destinations (e.g. Twitter, creation. Features include: Facebook) with content on the platform Ratings & comments –Rate media and interactions Profiles – Create personalization profile pages Directory – Create a directory of users Events & Calendar – Organize and promote upcoming events via KEY MEDIA MANAGEMENT FEATURES events calendar User driven preferences – That can be aligned with your corporate segmentation to target content  Videos – Watch online videos Personalization – Tailor your media and collaboration preferences  Podcasts – Listen to and download podcasts  iTunes subscribe – Subscribe to podcasts with iTunes podcast feed  Read documents  User Generated Content (UGC) – Upload UGC quickly and KEY ADMIN FEATURES easily No technical knowledge or skills required to customise and manage your Community environment quickly and easily:  Sharing – Share favourite videos, podcasts and documents by embed, links and email Content Manager – Powerful and intuitive content KEY ANALYTICS FEATURES management system (CMS)  Favorites – Organize and find favourites with one click Userinterface & reporting – Track your own activities on the tracking Site Manager – Manage site navigation, site pages and platform to gauge success navigation blocks  Webcasts – Live webcast management Team reporting – Create and monitor teams of users to measure User Manager – Add new users or edit details and profiles of ROI existing users Admin reporting – Powerful analysis of usage, media popularity Email Manager – Create, manage and edit email and more communications
  • KNEXUS COMMERCIAL EDITION - Datasheet SELECTED CUSTOMERS Power of Social Media and Rapid Bupa GlaxoSmithKline Nokia Learning   Cadbury Dell Johnson & Johnson Prudential Ingram Micro Shell Knexus Commercial Edition is the leading integrated social media & rapid learning platform for increasing revenue, KEY USE CASES building brand recognition, creating profitable Use video content integrated with collaboration to accelerate conversations and driving monetization through understanding and stimulate purchasing behavior enhanced engagement with customers and partners.  Use social media functionality to build more trusted customer relationships Enhance interaction with and between customers to create The Commercial Edition is ideal for companies who want to profitable conversations use the power of online social media and rapid learning Generate and rapidly capture new leads to increase sales, improve engagement and reward Reward loyal customers with added value online experience loyalty with customers and partners. Track key marketing metrics with powerful analytics Rapidly deploy a cost effective, integrated online solution that’s globally scalable Integrate Knexus Commercial Edition with existing online sites BENEFITS CASE STUDIES  Increase revenue Find out how companies are using Knexus Commercial Edition to create profitable conversations with customers and partners  Build brand recognition www.knexusgroup.com/success_stories_commercial  Create profitable conversations  Build & reward loyalty GET STARTED  Drive monetization through enhanced engagement To get started or request a quote, please contact Philip Hobbs  Powerful metrics at philip.hobbs@knexusgroup.com  Self-service interface for maximum agility
  • KNEXUS COMMERCIAL EDITION - Datasheet KEY MEDIA MANAGEMENT FEATURES Commercial Edition Features    Videos – Watch online videos  Podcasts – Listen to and download podcasts Knexus Commercial Edition combines comprehensive social media features & rapid learning functionality –  On Demand interface – For fast, flexible access to content providing everything you need to improve engagement,  User Generated Content (UGC) – Upload UGC quickly and insight and interaction with customers & partners. easily  iTunes subscribe – Subscribe to podcasts with iTunes podcast feed The platform can be deployed flexibly to fit with your  Read documents business objectives and existing online investments. Features include:  Sharing – Share favourite videos, podcasts and documents by embed, links and email  Favorites – Organize and find favourites with one click interface  Webcasts – Live webcast management  Search – Flexible search for media files and more within seconds KEY SOCIAL MEDIA FEATURES  Metatags – Add descriptive meta tags for your media  Forums – Ask and answer questions KEY ANALYTICS FEATURES  Blogging – Share opinions and ideas User tracking & reporting – Track your own activities on the  Ratings & comments –Rate media and interactions platform to gauge success  Personalization – Tailor your media and collaboration preferences KEY ADMIN FEATURES  Secure Collaboration – secure online collaboration spaces for sharing CRM – Integrated CRM via salesforce.com Content Manager – Powerful and intuitive content  Networking – Confidential, secure connections management system (CMS)  Mash-ups - integrate external social media with content Site Manager – Manage site navigation, site pages and on the platform navigation blocks User Manager – Add new users or edit details and profiles of  RSS Feeds & Aggregation – stay update with latest existing users information Email Manager – Create, manage and edit email  Conversion tracking - identify sales leads & conversion communications
  • Baynote Collective Intelligence Give The People What They Want
  • Agenda • Baynote Overview and Implementation Discussion • Baynote Customer Examples • Knexus Overview • Collaboration Opportunities 03/05/10 © Amberbuzz Consulting Confidential Page
  • Who is Baynote? • Company – Leader in recommendations and social search – Pioneered recommendations in 2005 – 200+ customers globally – Over 4 billion recommendation services each month • Technology - Collective Intelligence Platform (CIP) – Cognitive and social science foundation – Breakthrough UseRank™ patents – Software-as-a-Service • Solutions – Recommendations – full spectrum personalization – Search relevancy – re-ranking by engagement 03/05/10 © Amberbuzz Consulting Confidential Page
  • 4 Billion Recommendations Served Monthly Excl. NASA 03/05/10 © Amberbuzz Consulting Confidential Page
  • Our Websites are Leaking Visitors… SEARCH What the search engine returns 03/05/10 © Amberbuzz Consulting Confidential Page
  • Our Websites are Leaking Visitors… SEARCH What the search engine returns What the visitor sees 03/05/10 © Amberbuzz Consulting Confidential Page * The Atlas Report on Search Conversion
  • Our Websites are Leaking Visitors… SEARCH What the search engine returns What the visitor sees 52% lost by 3rd result 95% lost by 2nd page 03/05/10 © Amberbuzz Consulting Confidential Page * The Atlas Report on Search Conversion
  • Our Websites are Leaking Visitors… SEARCH NAVIGATION What the search engine returns What the visitor sees 1 2 52% lost by 3rd result 3 4 5 6 95% lost by 2nd page Useful Page - 6 clicks down 03/05/10 © Amberbuzz Consulting Confidential Page * The Atlas Report on Search Conversion
  • Our Websites are Leaking Visitors… SEARCH NAVIGATION What the search engine returns What the visitor sees 1 2 52% lost by 3rd result 3 95% visitors 4 are gone! 5 6 95% lost by 2nd page Useful Page - 6 clicks down 03/05/10 © Amberbuzz Consulting Confidential Page * The Atlas Report on Search Conversion
  • Target Intent and Context 03/05/10 © Amberbuzz Consulting Confidential Page
  • Target Intent and Context 03/05/10 © Amberbuzz Consulting Confidential Page
  • Target Intent and Context 03/05/10 © Amberbuzz Consulting Confidential Page
  • Target Intent and Context Brother Son Husband Engineer CEO Father 03/05/10 © Amberbuzz Consulting Confidential Page
  • Target Intent and Context Brother Son Husband Engineer CEO Father What to recommend ? 03/05/10 © Amberbuzz Consulting Confidential Page
  • Target Intent and Context Brother Son Husband Engineer CEO Father What to recommend ? 03/05/10 © Amberbuzz Consulting Confidential Page
  • Target Intent and Context Brother Son Husband Engineer CEO Father What to recommend ? 03/05/10 © Amberbuzz Consulting Confidential Page
  • Target Intent and Context Brother Son Husband Engineer CEO Father What to recommend ? 03/05/10 © Amberbuzz Consulting Confidential Page
  • Target Intent and Context Brother Son Husband Engineer CEO Father What to recommend ? 03/05/10 © Amberbuzz Consulting Confidential Page
  • Target Intent and Context Brother Son Husband Engineer CEO Father What to recommend ? 03/05/10 © Amberbuzz Consulting Confidential Page
  • Target Intent and Context Brother Son Husband Engineer CEO Father 03/05/10 © Amberbuzz Consulting Confidential Page
  • Social Science Meets Engineering 03/05/10 © Amberbuzz Consulting Confidential Page
  • Social Science Meets Engineering page views purchases 03/05/10 © Amberbuzz Consulting Confidential Page
  • Social Science Meets Engineering page views purchases ENGAGEMENT 03/05/10 © Amberbuzz Consulting Confidential Page
  • Understand & Optimize Customer Interactions Reporting • Understand consumer needs and interests with visitor club reports • Identify new revenue opportunities through product gaps reports • Predict purchasing trends with engagement reports Testing • Measure impact on conversion, AOV, and revenue • Built-in split and ongoing A/B testing • Test and compare different recommendation strategies Merchandising • Easy to configure rules for improved targeting and filtering • Run promotions by product, content, bundle, brand, and more • Boost, pin, associate, or blacklist products or content 03/05/10 © Amberbuzz Consulting Confidential Page