• Like
Shiny Object or Digital Intelligence Hub? Evolution of the Social Media Command Center
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

Shiny Object or Digital Intelligence Hub? Evolution of the Social Media Command Center

  • 344 views
Published

This report provides an industry update on the evolution of the social media command center--from a social media-driven function to a digital intelligence hub for the enterprise.

This report provides an industry update on the evolution of the social media command center--from a social media-driven function to a digital intelligence hub for the enterprise.

Published in Data & Analytics
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads

Views

Total Views
344
On SlideShare
0
From Embeds
0
Number of Embeds
1

Actions

Shares
Downloads
6
Comments
0
Likes
1

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide
  • http://grantland.com/features/expected-value-possession-nba-analytics/
  • Even with such a small sample, we found clear evidence of expansion beyond managing one-to-one interactions to insight and action and triage within multiple groups within the business. This is consistent with Altimeter Group’s finding in a recent survey that at least 13 groups within enterprise-class companies are actively engaged in social media.8

    This suggests that the command center, as it is implemented among some businesses, can become more deeply integrated into the fabric of the organization. But there was also a fair amount of variation among eBay, Wells Fargo, and MasterCard with regard to the priorities of these use cases. There was a clear message that the best practice is to optimize for just a few of them.
  • Each of the companies Altimeter interviewed approaches social media command center planning and deployment differently because each company’s core business is unique. This demonstrates that there is no “right” way to build and deploy these centers. For command centers to be relevant and drive value throughout the organization, they need to be purpose-built with clear goals in mind.
  • For example, MasterCard recently detected a cluster of issues related to the complexity of one of its mobile payments products for some small businesses and was able to route that information to the product team, which used the feedback to simplify the process.

  • For example, the Worldwide Communications team is currently working with customer support to roll out a social support program, a considerable challenge for the company given the complexity of the credit card business.
  • For example, MasterCard recently detected a cluster of issues related to the complexity of one of its mobile payments products for some small businesses and was able to route that information to the product team, which used the feedback to simplify the process.

  • For example, the Worldwide Communications team is currently working with customer support to roll out a social support program, a considerable challenge for the company given the complexity of the credit card business.
  • For example, MasterCard recently detected a cluster of issues related to the complexity of one of its mobile payments products for some small businesses and was able to route that information to the product team, which used the feedback to simplify the process.

  • For example, the Worldwide Communications team is currently working with customer support to roll out a social support program, a considerable challenge for the company given the complexity of the credit card business.
  • • Focus. What will be your focus? Is there a particular emphasis on listening, engagement, analysis, publishing, triage, or a combination?
    • Structure. Who will lead it? Will leadership come from marketing, corporate communications, service and support, an enterprise-wide steering committee, or another group or individual?
    • Physical/virtual layout. What best supports the structure of your business? Is it local? Global? Highly centralized? Distributed? In many cases, we have seen a physical command center paired with multiple locations able to log into the command center dashboard.
    • Access. Who will have primary (administrative) access? Who will be able to log in and view the information? What implications arise from granting access to this information?
  • Have clarity of purpose. It’s critical to have a clear remit for a social command center, to set expectations, and guard against scope creep. Says John Bodine of eBay, “Understand your KPIs and present them clearly so anyone at a glance can understand them.” In some cases, KPIs may focus on service issues; others may focus on trying to generate awareness or consideration. Others still look for insights that inform business strategy. All should be clear, measurable, and, most importantly, actionable.
    • Establish sponsorship and stakeholders. Says Renee Brown, Wells Fargo Bank, “We have set up a best practice of establishing a steering committee with high-level executives who have power to make real decisions. This group meets regularly; that is very important.” She continues, “A successful command center needs to include a diverse group of people across departments with the right mix of background, skills, and point of view.”
    Provide broad access. Brown also argues that it’s critical to provide broad access of command center data to employees. “I would not recommend limiting the number of seats, because it’s valuable to so many different people for different reasons,” she says.
    • Prioritize insights. Make analytics core to digital initiatives so that insights derived from social and other digital data can contribute to shaping future campaigns and business strategy.
    • Don’t underestimate the power of visuals. More tactical but no less important is the role of visuals in any content strategy, particularly for global organizations. Marcy Cohen reports that (1) putting visuals front and center; (2) making content shortand “snackable”; and (3) driving back to core content consistently improves performance.
    • Think big and move fast. For any type of command center to be successful, it must provide value across the enterprise. “Treat it as an enterprise effort,” advises Marcy Cohen of MasterCard, “not a business silo.” John Bodine additionally believes that it’s important to move fast, since social data is so volatile. “You can’t iterate fast enough,” he says.
  • As consumers and devices become increasingly interconnected, the command center will likely evolve to ingest and analyze many disparate types of data, from sensor data originating in electronic products, to enterprise data, to other real-time data types, such as images and video. Organizations that plan ahead for this eventuality and include this expectation in their roadmaps will be far ahead of the game as other data types — some anticipated and some not — become strategic.

Transcript

  • 1. 1 Shiny Object or Digital Intelligence Hub? Evolution of the Social Media Command Center Susan Etlinger, Industry Analyst | @setlinger April 3, 2014
  • 2. 2 What problems, REALLY, does a social media command center solve?
  • 3. 3 Three Stages of Social Business Evolution
  • 4. 4 Use Cases for Social Media Command Centers
  • 5. 5 Three case studies, three views of the value of the social media command center
  • 6. 6 Case Study: MasterCard Driving strategy and brand identity
  • 7. 7 “I think the day of the command center as it was traditionally known is over.” Andrew Bowins SVP Worldwide Communications MasterCard
  • 8. 8 Case Study: MasterCard “Conversation Suite” Strategy • Focus on conversation monitoring, informing content strategy • Use Cases: customer care, marketing, risk management, HR/recruiting, others Structure • 43 markets, 26 languages, insights from traditional & social media • 24/7 monitoring powered by PRIME Research • Reports to Worldwide Communications
  • 9. 9 Case Study: MasterCard “Conversation Suite” Benefits • Education and organizational alignment • Technology cost savings • Improved content performance • Decision making fueled by data What’s Next • Connect social data with business data • Expand access to conversation suite data
  • 10. 10 Case Study: eBay Context is king
  • 11. 11 “We’re making social another input into the business so the organization can think from the customer first.” John Bodine Senior Manager, Social Content and Insights eBay, Inc.
  • 12. Case Study: eBay Strategy • Listening • Engagement • Publishing • Analytics Structure • 16 hours/day monitoring powered by Attensity, Hootsuite for publishing • Part of the 12-person Social Business Team; reports to Marketing • Five agents for social customer service
  • 13. Case Study: eBay Benefits • Insights across the business • Consistency: a “single source of truth” • “Customer first” perspective What’s Next • Measure the impact of influence against specific KPIs • Better understand the correlation between changes that it’s made and the effect on the business as a whole
  • 14. 14 Case Study: Wells Fargo A nerve center for the enterprise
  • 15. 15 “Build your command center like a business.” Renee Brown Senior Vice President & Director of Social Media Wells Fargo
  • 16. Case Study: Wells Fargo Strategy • Early alert system for emerging issues • Routing and triage to stakeholders • Data analysis: trend data on a range of topics Structure • 60 active users (dashboards and data) • Runs on Brandwatch • Completion of physical build- out anticipated by mid-2014
  • 17. 17 Case Study: Wells Fargo Benefits • Insight for senior leaders • Speed to market of products and services • Improved customer service What’s Next • Train team members to become brand advocates in compliance with regulatory requirements • Continue building a real-time, relevant data source that enables employees to anticipate & address issues
  • 18. 18 Challenges of the Command Center Command centers — whether they are used for social data only or extended to other data types — raise critical issues for organizations that deploy them.
  • 19. 19 The future of the command center depends on the ability of technology to … ∙ Reduce the complexity of social data (automated categorization) ∙ Extract meaning from it at scale (analysis). ∙ Route it properly, and maintain an audit trail (governance) ∙ View it in context of CRM and other enterprise data sets (integration) ∙ Facilitate programmatic and relevant content delivery (publishing)
  • 20. 20 Most importantly, the future of the command center lies in its ability to scale with the demands of the business.
  • 21. 21 Recommendations Begin with a clear sense of focus, structure and leadership, physical/virtual layout, and access to information.
  • 22. 22 Recommendations ∙ Focus: Have clarity of purpose, set expectations, guard against scope creep ∙ Sponsorship: Establish sponsorship and stakeholders ∙ Access: Provide broad access of command center data ∙ Priorities: Prioritize insights; focus on data that can inform strategy ∙ Think Visual: Don’t underestimate the power of visuals ∙ Be agile: Think big, and move fast
  • 23. 23 Think beyond social.
  • 24. 24 Additional Resources 24 New Service Offering: Social Data Intelligence Roadmap Report: Social Media Command Centers http://goo.gl/4YX9q8
  • 25. 25 Thank You Susan Etlinger susan@altimetergroup.com susanetlinger.com @setlinger Disclaimer: Although the information and data used in this report have been produced and processed from sources believed to be reliable, no warranty expressed or implied is made regarding the completeness, accuracy, adequacy or use of the information. The authors and contributors of the information and data shall have no liability for errors or omissions contained herein or for interpretations thereof. Reference herein to any specific product or vendor by trade name, trademark or otherwise does not constitute or imply its endorsement, recommendation or favoring by the authors or contributors and shall not be used for advertising or product endorsement purposes. The opinions expressed herein are subject to change without notice. Altimeter Group provides research and advisory for companies challenged by business disruptions, enabling them to pursue new opportunities and business models.