Reputations and Relationships - how digital builds and maintains conversations with customers

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This presentation focuses on how technology can help B2B markets to build relationships, specifically citing Reading Room’s work with Lewis Silkin to develop a digital strategy, recognising and building on the traditional strengths of Lewis Silkin and focusing on people and relationships.

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Reputations and Relationships - how digital builds and maintains conversations with customers

  1. 1. Reputations and Relationships - how digital builds and maintains conversations with customers Mark Grant – Lewis Silkin Sam Booth – Reading Room
  2. 2. Digital success in the B2B marketplace is notoriously hard to track
  3. 3. Professional services companies offer an even bigger challenge
  4. 4. Crowded market place
  5. 5. Confusion
  6. 6. Lack of differentiation
  7. 7. Success is hard to quantify…
  8. 8. And even harder to track
  9. 9. Management are focused on core business activity
  10. 10. Often not seeing the value in digital activity
  11. 11. Reading Room and Lewis Silkin set work out what success would like
  12. 12. and have started on a journey to achieve success
  13. 13. • Commercial firm – with real specialisms • 5 years in the ‘Sunday times Top 100 Companies to Work for’ Listing • Established in 1952; 60 partners and over 300 staff, with offices at Clifford’s Inn, London, Oxford and Cardiff • Member of two global Alliances Who are Lewis Silkin?
  14. 14. • Main specialisms in employment, brand management and real estate and regeneration • A ‘rather more human law firm’ • Strong brand (pre 2012 – offline stronger than online) Who are Lewis Silkin?
  15. 15. • Public facing website built on Sharepoint in addition to intranet and extranet. • Whilst the website held the brand to a certain extent it was flat, cold and not dynamic; difficult to update • Outside of the website the digital presence was poor • The competition were gaining ground • Clients in the sector were asking...... What was the situation?
  16. 16. • Develop a digital strategy that brings on line presence up to speed with off line • Demonstrate value add • Do it quickly The business challenge was clear
  17. 17. • Promoting the brand • Supporting new business activity • Growing the profile of teams and individuals • Servicing / growing existing client accounts • Recruitment (trainee and ‘laterals’) • Protecting reputation What could be achieved?
  18. 18. From a text based website Transformation not redevelopment
  19. 19. To engaging media, interactivity & engagement Transformation not redevelopment
  20. 20. From desktop access Transformation not redevelopment
  21. 21. To multi-device, multi-platform Transformation not redevelopment
  22. 22. From one-size fits all content Transformation not redevelopment
  23. 23. To content that adapts Transformation not redevelopment
  24. 24. From anonymity and equality of service Transformation not redevelopment
  25. 25. To personalised adaptive messaging Transformation not redevelopment
  26. 26. From another face in the crowd Transformation not redevelopment
  27. 27. To being a rather more human law firm Transformation not redevelopment
  28. 28. From waiting for people to arrive Transformation not redevelopment
  29. 29. To motivating people and reaching out to people wherever they are Transformation not redevelopment
  30. 30. We developed a digital transformation strategy with Lewis Silkin So what did we do?
  31. 31. Legal sector founded on ‘traditional’ service principles • Credibility, expertise and personal connections • These principles are mirrored in the way digital works Focus on Reputations & Relationships • Pro-active participation and engagement • Multiple co-ordinated channels to maximise impact benefit • Listening and monitoring against success metrics Digital Strategy:
  32. 32. Essential elements of the digital communications mix: • Company, people, expertise (Website) • Approach, thinking, personality (Blog) • Relationship building, personalised content (Newsletter) • Communities centred on service areas (Linkedin / Twitter) • Content repositories, supports SEO (Slideshare / Youtube) Co-ordinated Communications
  33. 33. • Digital requires a conversational approach • CRM is not just about technology • Requires a holistic change in approach • Social dialogue is key to building relationships • Offer multiple channels for clients to connect • Talk to clients in the way that suits them • Tailor communications to the platform Building Relationships
  34. 34. • Sitecore allows us to personalise the content and target different client sectors. • Media want a different updates, news and social content compared to the social housing clients. Building Relationships
  35. 35. • We used Sitecore to deliver a corporate site and blog, incorporating social media content and surfacing the latest personalised content. • We are now in phase two considering tying in the Sitecore email marketing capability to utilise that capability and provide further tailored experiences What did we do?
  36. 36. Measurement: Objectives / KPIs We needed to agree clear objectives & measurable KPIs • Support new business – lead generation (email enquiries, dedicated phone number) • Grow reputation / influence – attendance at events, social mentions, search ranking – email signups, social follows, Linkedin group members
  37. 37. Measurement: Objectives / KPIs We needed to agree clear objectives & measurable KPIs • Facilitate client relationships – regularity of interaction (all channels) – engagement (clicked link in email, posted comment, attended event) – Source of traffic (email, blog, tweet, linked in group)
  38. 38. Measurement: Monitoring We also need a means of monitoring them • Web analytics – track interactions as well as page views – report on sources of traffic and segment – user journey monitoring & goal tracking • Email tracking: opens, clicks, social shares • Social Tracking: track reach of social activity • Conversation Monitoring: track social mentions • CRM: capture individual interactions with clients
  39. 39. We built “the journal”, to encourage the profession to engage, comment, debate and argue… something lawyers are very good at. We ran a social media “road show” explaining the basics of twitter, linked in and blogging and took it around the business Changing internal behaviour
  40. 40. Governance: Management • Teams and individual staff need to own their content – Responsible for accuracy and timeliness – Proud of it – would happily recommend – Easy to author and maintain • Social media champions – People follow individuals more than organisations / teams – Need key staff to become social champions, volunteers not forced labour – Need ground rules / acceptable use policy; a framework for creativity – Workflow would stifle totally – must be based on trust
  41. 41. Analytics show real improvements. Engagement is up with bounce rates reducing from over 60% to 25% spending longer on site engaging with more content How it performed
  42. 42. Mobile usage on the site has increased massively – vindicating the mobile first approach . People are engaging on mobile devices not just bouncing How it performed
  43. 43. A couple of anecdotal examples of how the strategy has been realised How it performed
  44. 44. • Much closer than before……… • Other firms adopting Sitecore so need to stay ahead! • Real engagement from the business • More to do – marathon not a sprint Have we succeeded?
  45. 45. @ReadingRoomUK sam@readingroom.com Thank you

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