Your SlideShare is downloading. ×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Introducing the official SlideShare app

Stunning, full-screen experience for iPhone and Android

Text the download link to your phone

Standard text messaging rates apply

BlogWell San Francisco Case Study: Adobe, presented by Maria Poveromo & Jennifer Kremer

2,192
views

Published on

In her BlogWell presentation, Adobe's Group Manager, Social Media, Maria Poveromo, and Senior Manager, Product Marketing Creative Suite, Jennifer Kremer share how they are using social media to …

In her BlogWell presentation, Adobe's Group Manager, Social Media, Maria Poveromo, and Senior Manager, Product Marketing Creative Suite, Jennifer Kremer share how they are using social media to connect and engage with fans.

Published in: Business, Technology

0 Comments
3 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
2,192
On Slideshare
0
From Embeds
0
Number of Embeds
4
Actions
Shares
0
Downloads
41
Comments
0
Likes
3
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
  • Excited to be with you all to share one company’s perspective and experience in social media.My name is Maria Poveromo and I lead Adobe’s global marketing social media team. I have with me here my colleague Jennifer Kremer who leads our Creative Suite Social Media task force. In Just a few minutes she’ll share with you a frontline case study of how our organizational efforts are paying off in terms of delivering solid results.
  • So here’s what we’ll cover. I’ll start by sharing with you how Adobe got organized – how we went from ad hoc social media engagement to a corporate-wide coordinated and strategic effort. I’ll then share with you how we approach Measurement – that perennial hot topic in social media.Then Jennifer will take over and she’ll bring this all together by sharing an Adobe case study with some key learnings. So let’s get started
  • In the beginning – a whole two + years ago – Adobe approached social media opportunistically.
  • So we conducted an audit because we knew there was more we could be doing to leverage SM across the company. The audit assessed Adobe’s presence across social media channels and included benchmarketingvis a vispeers, competitorsThere were very innovative things happening across the company. Our communities were actually very engaged, we had “celebrity” bloggers receiving 40,000 views a day. And we weren’t too far behind our peers in that we were engaging communities through social
  • But what was not working:Duplication of efforts, little to no coordination no knowledge sharing and therefore no way to gain efficiencies
  • So with executive support, we got organized and based on best practice organizational models, we adopted the Hub and Spoke approach. This consists of a Social Hub or a set of common, shared resources that support, advise and enable the spokes / teams engaging in social model around the company.
  • So let’s dive into measurement and the 64,000 question – what does this social media mean for businesses. How do you assess social media impact. At Adobe we approach Social Media measurement as a framework – that no one metric can tell the whole story. And what’s important for our company may not be relevant for yours. We’re actually in the process of growing and adapting our approach as new tools emerge and the landscape evolves. As Jeremiah likes to say, don’t wait until someone’s got it figured out – that may never happen! Just put a stake in the ground, establish baselines, adjust and course correct.
  • Forrester believes in a scorecard approachAlimeter recommends a pyramid approach with different metrics for every audience.Sirius Decisions recommends looking at multiple variables. They both recommend putting a stake in the ground and measuring trends as opposed to absolutes.
  • As I mentioned, we are approaching measurement as a framework that teams can adapt based on their business objectives. Many of you may have seen Altimeter’s framework. Here’s our tailored version. Develop KPI model that will:Tell a holistic story – representing the less intangible and more tangible metrics, all aspects of the businessBe a flexible framework that will evolve quickly with the changing landscapeServe as model to help sift through flood of information and to identify the right metrics to measure that map back to our objectiveshelp create structure, standards and baselines, for scalability for social media as a data-driven practice throughout the companyProvide report template that allow social practitioners to glean data, insights to inform social media strategy based on KPIsstakeholders to evaluate the impact of social media on their objectives (ie. support, innovation, learning resources, marketing)Executives a high-level view of the impact of social media on the organizationStandardize process and tools to:Ensure cost savingsmaximize resources
  • We start by identifying business objectives
  • We then map KPIs to those business objectives
  • Here’s a less attractive way of looking at the KPI’s but that is easy to follow and for our teams to leverage
  • We use various tools and platforms to measure impact including. We also look volume and sentiment of conversations. We take great pains to getting the right sentiment. We also track key topics to assess brand reputation but also to stay on top of emerging topics that could turn into crisis.We work with web analytics by building in tracking codes into our messages to see what impact our activities are having
  • But the promise is to combine data sets and gain deeper insight than we are able to today. With our Omniture SocialAnalytics tool (beta live now) we will tie social media activities to the bottom line.
  • So let’s switch gears show you how our planning, preparing, and measuring is paying off. I’ll hand the mic over Jennifer who will walk you through a frontline case study. Creative Suite is our flagship product comprised of 26 products. Biggest launch of the previous year. It involved numerous teams across departments and regions.
  • Experimented and went globalWe extended our efforts to include our global community by partnering Gowalla to give away 12 Creative Suite 5 packages in 12 cities around the world. How it worked: We chose 12 locations in each city to “hide” copies of Creative Suite 5. We’d drop hints in the Gowalla network about where the copies were hidden. Examples: Taqueria Del Sol in Atlanta. A salon in Cologne, Germany. If you were the first Gowalla user in your city to locate and “log in” at the hidden location you received a notice “found a virtual copy of Creative Suite 5” and redeemed it for your prize.
  • Tracked our results As mentioned we track the impact of our activities, but this launch gave us an opportunity to pilot social analytics for a major launch. Using Omniture analytics, we were able to measure data that goes beyond the traditional buzz awareness and click through tracking. We created tracking codes for specific calls to action and embedded these tracking codes in our social media communications – in tweets, facebook updates, blog entries, etc. We are able to view the impact of our social media activities when people we reached through social channels followed these tracked linksAnd as a result our product team was encouraged to develop the Adobe Social Analytic tool.
  • Result We wound up with more than 1 million followers in Adobe’s social universe (95% over baseline in less than 3 months) 65k+ tweets on the day of launch with 33k during the 30-minute launch event alone. By comparison, Adobe is usually mentioned in ~30k tweets total in a typical day.We had more than 3 million views of our content aware sneak peak We trended globally on twitter in the top tenAnd we exceeded our revenue expectations
  • Organization and measurement are keyCohesive plan to sustain messages after launch Evolving to be less of a bullhorn for announcements, involving followers to share content, write reviews, ask questions, etc.
  • Transcript

    • 1. 1
    • 2. Organizing for Improved Customer Engagement via Social Media
      Maria Poveromo | Director, Social Media
      Jennifer Kremer | Senior Manager, Product Marketing Creative Suite
      2
    • 3. What We’ll Cover
      Getting Organized
      Measurement
      Frontline case study
      Key learnings
    • 4. How Adobe got organized
    • 5. Audit Findings: What Was Working
      Pockets of social innovation across the company
      Community very engaged, celebrity bloggers/evangelists
      Relatively well positioned vis a vis peers/competitors
      Ryan Stewart
    • 6. Audit Findings: What Was Not Working
      Blogs
      Events
      PR
      Lack of:
      • Knowledge sharing and coordination
      • 7. Standard metrics
      • 8. Common policies
      • 9. Overarching strategy
      • 10. Access to training
      • 11. Protocol for escalating customer support & crisis issues
      Community Managers
      Business Unit
      Social programs
      Customer Support
      Core Services
    • 12. Adopted Hub-and-Spoke Model
      7
    • 13. Established Social Media Center of Excellence
    • 14. Measurement
    • 15. Setting the Stage: Social Media ROI Research
      No one has it figured out!
      Researchers and companies are struggling to define value of social media
      “This industry lacks any form of standards, so don’t wait years for an industry wide formula to appear “
      Jeremiah Owyang, Altimeter Group, December 2010
      “Social Media Delivers Results That Are More Substantial Than Mere ROI”
      Augie Ray, Forrester July, 2010
    • 16. Measurement Framework
      11
    • 17. Identifying Business Objectives
      Traditional
      Business Goals
      Social
      PR
      Advertising
      Social Media
      Awareness
      Search
      Campaign Marketing
      Direct Marketing/ Lead Gen
      Sales
      Support
      Active Use
      R&D
      Brand Advocacy
      Consideration
      Conversion
      Loyalty
      Innovation
      Advocacy
    • 18. Map KPIs to Business Objectives
      Awareness
      Marketing Measurement
      • Testing impact of UGC
      • 23. Search, media, email, adobe.com
      • 24. Market Research Survey
      • 25. Fans vs. followers tracking
      • 26. Search optimization
      Social channels and programs
      Innovation
      Measurement
      • Topic Trends
      • 27. Sentiment Ratio
      Support Measurement
      • Resolution Rate
      • 28. Resolution Time
      • 29. CSAT score (adobe.com)
      Ecommerce/Direct Revenue Tracking
      • Direct attribution
      • 30. Site catalyst on facebook
      • 31. Adobe social analytics tool
    • KPI Framework
    • 32. Measurement: Qualitative and Quantitative; Analytics
      Community Growth
      Tracking Code
    • 33. Social Analytics: Combining Social Data and Web Analytics
    • 34. Frontline Case Study – CS5 Social Media Launch
    • 35. Getting Organized: Coordinating across teams and time zones
    • 36. Buzz Building and Virtual Launch
    • 37. Virtual Goes Viral
    • 38. Global Engagement
    • 39. Tracking and Social Analytics
    • 40. Social Media Results
      1,000,000+followers in social media universe33,000+ tweets duringthe 30 minute launch event
      3 million+ views on YouTube
      450+ unique blog entries in one week
      Global Trending Topic
      Exceeded revenue expectations
    • 41. Key Learnings
      Organization was key, across teams, channels, time zones
      Involve product team leads/experts as key social media team members
      Balanced planning with experimentation
      Measured impact, not just what is easily measured
      Where we are Today
      Evolving our measurement
      Focusing on Advocacy
      Leveraging user generated content
    • 42. Thoughts, questions,
      comments?