The case for social business small

The Business CaseFor Social Strategies

Campaign focused Social InitiativesCampaign Red Nose Kilimanjaro Climb KOGI BBQ Direct Sales Channel Sales Twitter.com/Delloutlet Asos – online Retail Channel Online Listening TeamsListening GatoradeCustomer Customer Service Service JetBlue SouthwestChanging Changing Business ModelBusiness Starbucks Model New New Business ModelBusiness Giffgaff Model ©Copyright purple spinnaker Ltd. 2011

Campaign focused Social InitiativesCampaign Red Nose Kilimanjaro Climb - 2009 One-off Campaign KOGI BBQ Kilimanjaro Climb Website Twitter Kilimanjaro Climb Facebook Page Follow the climbers Hourly/Daily Post Updates Radio 1 Website Youtube BBC Website Flickr ©Copyright purple spinnaker Ltd. 2011

Campaign focused Social InitiativesCampaign Red Nose Kilimanjaro Climb - 2009 One-off Campaign KOGI BBQ Purpose Raise Money for Red Nose Charity Strategy Instantly communicate progress of climb Tools Primary Tools Twitter, Youtube Secondary Tools Websites, Facebook & Flickr Result £3million raised through the climb ©Copyright purple spinnaker Ltd. 2011

Campaign focused Social InitiativesCampaign Red Nose Kilimanjaro Climb - 2009 On-going Campaign KOGI BBQ Tweet – location of BBQ vans in LA Web site Facebook Flickr ©Copyright purple spinnaker Ltd. 2011

Campaign focused Social InitiativesCampaign Red Nose Kilimanjaro Climb - 2009 On-going Campaign KOGI BBQPurpose Sell Korean BBQ Tacos in Los AngelesStrategy Instantly communicate location of vansTools Primary Tool Twitter Secondary Tools Website, Facebook & FlickrResult Nov 2008 – 1 van July 2011 – 5 vans + 1 restaurant 89,000 loyal followers and taco purchasers 300-800 customers at each location buy BBQ ©Copyright purple spinnaker Ltd. 2011

Direct Sales Channel Delloutlet – daily deals onlineSales Twitter.com/Delloutlet Asos – online Retail Channel US Delloutlet UK local market Delloutlet 1.59million followers 9k followers ©Copyright purple spinnaker Ltd. 2011

Direct Sales Channel Delloutlet – daily deals onlineSales Twitter.com/Delloutlet Asos – online Retail Channel Purpose Direct Sales Channel to sell Dell discounted products in local markets Strategy Communicate current deals through Twitter Tools Primary Tools Twitter US plus local market accounts Secondary Tools Dell Websites Result 0 – 24months US$2m 24 - 36 months US$4.5m (march 2010) The acceleration of revenue in months 24-36 is due to growing reach. Direct Sales Channel – Strategy & Approach, Delloutlet ©Copyright purple spinnaker Ltd. 2011

Direct Sales Channel ASOS Multi-Digital Channel SalesSales Twitter.com/Delloutlet ASOS – online Retail Channel ASOS Online Shops UK France Germany USA ©Copyright purple spinnaker Ltd. 2011

Direct Sales ChannelSales Twitter.com/Delloutlet ASOS – online Retail Channel918,000 Fans Listen to Asos Customers ©Copyright purple spinnaker Ltd. 2011

Direct Sales Channel ASOS Multi-Digital Channel SalesSales Twitter.com/Delloutlet ASOS – online Retail Channel Jan 2011 – Asos launched full functioning Facebook store ©Copyright purple spinnaker Ltd. 2011

Direct Sales Channel Sales Twitter.com/Delloutlet ASOS – online Retail ChannelPurpose To develop and test an online ASOS social commerce shop extending the buying experience to social channelsStrategy To setup a social commerce shop, which has the SAME look and feel as online stores and to capitalise on the online social elements of Facebook, sharing what you like, thinking about buying are buying…..Tools Primary Tools Bespoke Facebook Application Secondary Tools Website & social channels to communicate new channelResult No case study or published results as yet Looking to FY2011 Annual Results for announcements ©Copyright purple spinnaker Ltd. 2011

Online Listening TeamsListening Gatorade http://www.youtube.com/watch?v=InrOvEE2v38 ©Copyright purple spinnaker Ltd. 2011

Online Listening Teams Listening GatoradePurpose To monitor online conversations through a central point: identifying key conversations around brand identifying key online influencers to monitor sentiment around the brand to understand key topics of customer conversations engage with customers and brand advocates to communicate “real time” with brandStrategy To setup a central digital brand listening station using a range of social media monitoring and analytics toolsTools Primary Tools Bespoke Dashboards Social Media Monitoring Tools Secondary Tools Data analytics enginesResult Lots of PR around mission control No case study or published results as yet ©Copyright purple spinnaker Ltd. 2011

Customer Customer Service Service Southwest Southwest was also an early adopter of Twitter as a customer communication channel. Southwest want customers to see their “FUN” side through the online channels . Southwest Airlines use Twitter to share news and information about Southwest, inform customers about flight delays or weather issues, and route potential customer service inquiries to appropriate internal team members so they can assist.Southwest Airlines have a blog whichbrings together communication acrossmultiple social channels and uselistening tools to identify key topicswhich are then passed onto therelevant teams, customer service, PR,Marketing, Product and Services. ©Copyright purple spinnaker Ltd. 2011

Customer Customer Service Service SouthwestPurpose Southwest been paying careful attention to how their customers interact with and respond to them online, and they’ve decided that being fun and personable (in addition to helpful and informative) is what their customers want from them.Strategy To use social tools, initially Twitter, adding a blog then extending to Facebook to continue listening, responding and informing in a fun and personable way with customers.Tools Initial Tools Twitter Radian6 (SMM and Listening) Current Channels Twitter, Facebook, Youtube & BlogResult Southwest has a reputation for being Fun and Personable ©Copyright purple spinnaker Ltd. 2011

Customer Customer Service Service JetBlue JetBlue was also an early adopter of Twitter as a customer communication channel. They now have a multi- discipline team who provide the face of the different JetBlue internal teams. ©Copyright purple spinnaker Ltd. 2011

Customer Customer Service Service JetBluePurpose To broadcast updates on flight services, weather To listen & respond to customer queries, questions & issues. identifying customer questions to answer customer questions asap to direct customer queries to correct internal team to understand key topics of customer conversations engage with customers and brand advocates to enable “real time” engagement with the airlineStrategy To provide an online customer service channel for communicationTools Initial Tools (2007) Twitter Current Tools Moved towards multi channel and multi discipline strategyResult Good PR around initial Twitter initiatives Internal “learning” since 2007 Good level of knowledge to assist with new multi channel revenue & communication streams (Facebook booking and loyalty) ©Copyright purple spinnaker Ltd. 2011

Changing Changing Business ModelBusiness Starbucks Model ©Copyright purple spinnaker Ltd. 2011

Changing Changing Business Model Business Starbucks ModelReal World FootprintStarbucks Coffee Quick Facts:Founded by: Howard SchultzFounded in: 1971First Store: SeattleNumber of Stores: 15,000Number of Countries: 54Starbucks 5 ways of being: • Be welcoming • Be genuine • Be considerate • Be knowledgeable • Be involved“the Starbucks experience”, Joseph A. Michelli ©Copyright purple spinnaker Ltd. 2011

Changing Changing Business Model Business Starbucks ModelStarbucks Online CommunityGlobal Online FootprintQuick Facts:Starbucks Hosted Communities:MyStarbucksIdea: 107k ideasPublic Social Network FollowersFacebook: 23.57millionTwitter: 1.54 millionFlickr: 6,195Youtube: 9,005Integrated Social PlatformFrappuccino.com: 76k FrappuccinosFrappuccino Public Social NetworksFrappuccino FB 7.1m FB followersFrappuccino Twitter 9,153 followersNumbers updated May 2011 ©Copyright purple spinnaker Ltd. 2011

Changing Changing Business Model Starbucks Engaged Community Business Starbucks The new loyalty model Model Hosted Communities Branded Public Social Network Supported CommunitiesMyStarbucksIdea: 107k ideasIdeas ARE Implemented:VIE Instant CoffeeNew Cup sizes• Pico small size• Trenta - supersize ©Copyright purple spinnaker Ltd. 2011

Changing Changing Business Model Engaging with & learningBusiness Starbucks from the Community…. Model Starbucks Hosted Community www.mystarbucksidea.comStarbucks provide an idea platform for their community to share and vote on ideas for Starbucks toinvestigate and potentially launch.A couple of the implemented and community supported ideas are: adding new coffee cup sizes (pico and trenta in US and Canada) launching Vie instant coffeeThere are 107,000 ideas currently on the www.mystarbucksidea.com website with othercommunity members voting for each of them. ©Copyright purple spinnaker Ltd. 2011

Changing Changing Business Model the results..2008 - 2010 Business Starbucks ModelThe Numbers…. Operational ImprovementsThe Changing Business Model …. New Model opens other growth opportunities ©Copyright purple spinnaker Ltd. 2011

Changing Changing Business Model Business Starbucks ModelPurpose Test, trial & review social media initiatives Assess their value to the businessStrategy Setup a small team to test, trial and report on learnings Listen to and learn from customers, engage where appropriate Evaluate social initiatives against business results Develop and integrate social into business strategyTools Initial Tools (2007/8) Blog, Youtube, Facebook, Twitter etc.. Current Tools Facebook, Twitter, Youtube, hosted community, monitoring & listeningResult Proven Model for social engagement New product development and business Innovation Direct results to business US$180m from VIA product Integration across all business units Key focus of growth for Starbucks senior executive team ©Copyright purple spinnaker Ltd. 2011

New New Business ModelBusiness Giffgaff Model giffgaff is a “sim-only” mobile virtual network which is owned by Telefonica/02. giffgaff is an old Scottish phrase meaning mutual giving or reciprocity which is the basis of social or community business models. giffgaff has been setup by Telefonica/02 as an internal start-up limited company with a new community driven business model with its own independent management team and P&L Initial funding is approximately £2million and the team is 16 people. The goal behind the business is to develop a community which provides its own customer support platform, reducing costs, new business ideas feedback on the business and services ©Copyright purple spinnaker Ltd. 2011

New New Business Model Business Giffgaff Model The community is active, however the most activity comes form the support area, where the members provide advice, knowledge and Products support to each other around the products and service.giffgaff products/offers are simple,clear and changed/refined throughfeedback from the community. Consumers Business Ideas Customer Member Support Acquisition The community support activity vastly reduces the customer support costs and can provide insight into areas of concern and also feeds back into new business ideas. ©Copyright purple spinnaker Ltd. 2011

New New Business Model Business Giffgaff ModelPurpose Telefonica/02 wanted to trial a new social business modelStrategy Create a customer driven business model Focusing on engagement through peer to peer customer support identifying customer questions to answer customer questions asap to direct customer queries to correct internal team to understand key topics of customer conversations engage with customers and brand advocates to enable “real time” engagement with the airlineTools Primary Tools Owned hosted community Listening Platforms Secondary Tools External hosted communities Public Social Networks, Facebook, TwitterResult 2011 – giffgaff recognised for innovation in business and marketing accelerating participation in online communities, especially support ©Copyright purple spinnaker Ltd. 2011

Social Strategy Framework Listen Learn from Conversations Who is talking Student needs Where are they talking Agent needs What are they talking about School Positioning Who is listening CEG Positioning Is it positive or negative Competitor Positioning To competitor conversations Are people engaging with CEG ??? Are people engaging about schools/courses programs Are social initiatives working? Social Media Strategy Management Grow Engage Audiences What does success look like? Channels Grow students Topics & Themes Grow Cambridge Education Group Customer Experience Grow schools Employee Engagement Grow ??? Plan, implement Identify business goals Moderate, Manage Identify social measures Review ???? Internal Employee/Colleague Awareness & Education Program ©Copyright purple spinnaker Ltd. 2011

Student Acquisition & Alumni Retention Funnel Integrated Student Acquisition Social, SEO, WOM, Affiliates, Adwords…. Students can access service via multiple channels and interest is sparked Students, Parents, Agents Student Clicks on ANY channel to find out more Student/parent joins community Student/parent applies to school Student/parent participates in community Student participates in school community Student builds school networks & joins alumni Student becomes advocate & promotes service ©Copyright purple spinnaker Ltd. 2011

Social Strategy Workstreams •Company Guidelines •Roles & Responsibilities Social Business Policy •Internal Skills • Current skill • New Skills for current team/internal training • New hires) •External Partnerships People •Business Operating Model (which teams are responsible for each activity) • Listening Strategy • Social Media Customer Engagement • Digital Brand Management Operational • Real time customer Support Processes • What is the customer value proposition • What is the new online Customer Experience • Create Customer Journeys/Use Cases • Develop Customer Engagement Model Customer • Identify Primary Communication Channels Experience • Listening • Community Management • Mobile Apps (buy, build or partner) • Content (buy, build or partner Tools • Website design & Partners Frequency (no of students signing up for schools) Reach (increase in customers/site visits) Conversion (lookers to bookers) Engagement (flow of communication) Other measures may be identified through project activities Measures ©Copyright purple spinnaker Ltd. 2011

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The case for social business small

by Purple Spinnaker on Nov 16, 2011

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The case for social business small — Presentation Transcript