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BlogWell Social Media Case Study: Intel, presented by Ken Kaplan

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BlogWell is the only conference where social media executives from large companies come together to share their case studies, offer practical how-to advice and answer your questions. …

BlogWell is the only conference where social media executives from large companies come together to share their case studies, offer practical how-to advice and answer your questions.

To learn more about BlogWell, visit the event site here:
http://gaspedal.com/blogwell/

For $200, attendees spend the afternoon hearing case studies from companies like:

* Walmart
* The Home Depot
* Allstate
* H&R Block
* Mayo Clinic
* Sharpie
* Procter & Gamble
* UPS
* Cisco
* Kaiser Permanente
* US Coast Guard
* Graco
* Intel

Measuring ROI, managing teams, legal issues, B-to-B, working with agencies and creating great content are central themes at BlogWell. This is the best opportunity available for anyone looking to get started or improve their corporate social media efforts.

In this presentation, Intel's Ken Kaplan describes how the company's culture has helped its diverse base of employees jump into social media.

More in: Business , Technology
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  • 1. October 28, 2008 www.gaspedal.com/blogwell www.blogcouncil.org © 2008 GasPedal LLC.  You may share this presentation if it is not altered in any way.
  • 2. G ass oots Global Scale Grass Roots to G oba Sca e Four Phases of ‘Intel Inside’ Social Mediaquot;…so far Ken E. Kaplan Intel’s Global Communications Group
  • 3. “Seeing social media as a new way of Seeing communication makes a lot of sense. It's not something to fear, but something to embrace by learning more, by trying it and sharing experiences.” “Who owns the brand? Our investors, customers and employees. Let’s manifest mutual i d l L ’ if l interests and bring more meaning to Intel”
  • 4. Inside Intel Around the World Intel, 80,000 80 000 employees in over 100 countries spreading… • A culture of innovation •SSmart risk-taking t i k t ki • Keeping Moore’s Law alive!
  • 5. Our Four Phases…so far Phases so 1. Pioneers -- core group of individuals from the IT department start inside, inside creating internal blogs Wiki organize interest group blogs, Wiki, 2. Settlers -- wave of enthusiasts storm, form guidelines, experiment, implement tools such as external blogs, new online communities p g , and grew momentum for new culture of collaboration inside and outside Intel 3. 3 Shift to Online – Significant advertising $ and marketing resources move from print and broadcast to online, accelerating Settler efforts 4. Global Scale – Aggregate best p gg g practices and refine g guidelines into a worldwide Digital IQ education program
  • 6. Pioneers Grassroots Still Vital Pioneers, Internal blogs: g • First employee blog was in 2003 pioneered by people who saw the value of blogging and sharing • Today about 2,000+ employees have blogs, 100s to 2,000 1,000 distinct participants each month – tied to Intranet • CEO blogs in ’04, receives 350+ comments in first 24 g , hours, now blogs monthly • Intelpedia, corporate-wide internal Wiki started in ’05 • Leading pioneer: Josh Bancroft • Moved from IT to become social media guru for Intel Software and Services Group • TinyScreenfuls.com
  • 7. Settlers – Storming & Forming Started external blogs, communities and Podcasting in 2006 • Software developer team -- most knowledgeable, active in using social media, May 2006 built first Intel community using Web 2.0 principles • Blog s Blog’s Born – IT@Intel ’06 piloted with core audience moved to 06 audience, Technology@Intel, Research@Intel and went regional (15 blogs, 60 bloggers, 5 languages) • Communications Group – ’06 share product & research stories using audio 06 then video Podcasts, experiments like “PC Design People’s Choice Awards” • Employees w/social media skills team up from cross groups to share their experience of events like the Intel Developer Forum using social sites Forum, • Open Port IT community in ’07, now with 40K registered members, HP, Symantic, LanDesk, state governments, non-tech companies
  • 8. $hift to Online In 2008, exited direct TV ads in mature markets • Moved a third of the Intel Inside program, the world’s biggest co-op marketing, towards online activities • Intel.com reinvigorated, more emphasis blogging and communities • Consumer & Education focus – Inspire and Inside Scoop created • New approach -- invite people to share interests in Intel technology technology, grow platforms for participating in other communities hosted by OEMs, fellow travelers and anyone involved with innovation, education and corporate social responsibility. Challenges: • How we leverage/integrate programs like IDF and What’s Insider You • How we combine monitoring and measurement of social media with online advertising (benchmarking) • Becoming a better media company
  • 9. Global Scale Through Education • Refine Guidelines + Collect BKMs + Craft Multi-Level Digital IQ Courses – Improve understanding of social media tools and trends – Define new roles and responsibilities (doing new things, new ways) – Set tone for advancing culture “Go off and do something g g wonderful…responsibly” • Grow thought leadership and brand preference by sharing insights through 2-way conversation • Challenges – Unifying -- Many groups already running cool social media efforts – y g yg p y g China, Malaysia, Latin America, UK, Russia – Cultural tastes, behaviors and use of language make it impossible for “One size fits all” approach
  • 10. Social Media is Helping Us Inside • communicate better internally • find new pools of knowledge • empower people with skillsets l i h kill • Evolve our culture faster Outside • exchange insights with audiences interested in e c a ge s g ts t aud e ces te ested what Intel is doing • Defend, build interest and equity in our brand
  • 11. Backup • Marketing Moves from Websites to Blogs to Communities • Intel’s Pioneering Team -- Intel Software Network
  • 12. Marketing Moves from Websites to Blogs to C Bl Communities ii • Created Open Port to increase relevance of content to our IT users • Shif f Shift from controlled message to enabling conversations ll d bli i • Biggest hurdle was culture and process, not technology -- giving up control of the message; finding right people to participate and managed the community; creating p g y; g processes that break down silo’d efforts and gets folks from different teams working together on a common communication platform • Didn’t fight the culture -- we talked, shared community experiences with mid level bosses and teams mid-level • Today, Open Port community has 40K registered users talking about issues related to IT products, about 40,000 unique visitors a month • Growth in visits and pages views is consistently about 15%-20% each month h th • Audience is now the largest contributor of content. Shifted from Intel to customer driven content roughly after 3 months • Organic traffic from referring links & search is 75% of traffic to site
  • 13. Intel’s Pioneering Team Intel Software Network • 2000 built Intel’s first developer focused site, May 2006 built developer community using Web 2.0 principles to attract developers, needed to spark and join conversations • B th first t Became the fi t external bl d iki t Intel ith t to th it l blogs and wiki at I t l with comments t every page on the site • Team became better listeners, conversationalists, now attracting more developers • Contests: – First hired vendors to create online competitions for “solving difficult problems” – expensive – In 2007 built an application platform to support contests, key driver of awareness & participation -- Russian, Chinese, Russian Chinese and EnglishEnglish. Guiding principles • Create Passion – Introduce a social component, make it interesting, personable, what’s in it for me? – Encourage controversy and let the debate happen • Shift control to the developer – Trust going both ways – Expose data, allow new uses to develop – Out of Intel comfort zone • Create participatory communities around Intel platforms – Engagement models that leverage the collective intelligence of the community – Participation as the cornerstone of each community • Make it easy to share – Tools that allow developers to act as content creators – A hit t f ti i ti t bli hi Architecture of participation, not publishing – wikis, bl iki blogs, podcasts d t • Small high powered effort – Small rapid development team, quick turn projects • Perpetual beta with new features added as part of normal user experience