Without Infrastructure, You Can't Be Social


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In this eBook, learn how to create great customer experiences on social media with articles from 64 thought-leaders who work for companies like Cisco, HP, Nestle Purina, Nissan, Medtronic, PayPal, Samsung, Shell, and many others.

You'll read about how these leaders ensure governance, workflow and scale across their enterprises. With this eBook, you will be better equipped to build a truly social brand that spans your entire organization.

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Without Infrastructure, You Can't Be Social

  1. 1. INTRODUCTION Your company receives a tweet. On the surface, it looks similar to the thousands of others that come in that day. But it’s not. It’s from a very valuable customer. She is also extremely influential in her online community. Someone you don’t know from another team, on the other side of the world, has already exchanged multiple messages with her about the topic. And your customer is getting increasingly frustrated. The question is: how quickly does your company know all of this? If you have only one social media profile, a handful of actively engaged social customers, and one or two members of your social team, then you probably know it fairly quickly. But let’s say you’re a large company. Perhaps you have hundreds – if not thousands – of social profiles you handle OR… Perhaps you have hundreds or thousands of people who can, and should, engage with your social customers OR… Perhaps you have (or want) tens of thousands of social messages. In that case, what do you do? How do you deliver a personalized, relevant experience to that customer when you are managing all of these touchpoints and conversations across teams, departments, divisions, and locations? How do you consistently deliver and manage the experience in line with rising customer expectations and build your brand? You can’t. Unless you have a Social Relationship Infrastructure. A MAN IS THE SUM OF HIS ACTIONS, OF WHAT HE HAS DONE, OF WHAT HE CAN DO, NOTHING ELSE. –GANDHI A BRAND IS THE SUM OF THE EXPERIENCES THAT IT DELIVERS, NOTHING ELSE. –RAGY THOMAS, CEO, SPRINKLR A FEW WORDS FROM SPRINKLR BY JEREMY EPSTEIN, VP OF MARKETING, SPRINKLR
  2. 2. INTRODUCTION A Social Relationship Infrastructure: Creates and displays a singular, unified view of the customer that enables internal teams to take immediate, relevant action Handles all of your social media profiles, ensuring that every relevant conversation is captured Integrates with your existing infrastructure, such as brand, content, customer, knowledge, and employee management systems Provides a common seamless, integrated infrastructure for framework for managing content, campaigns, conversations, community, and collaboration across every business group, division, team, or location Surfaces the right social data to the right individuals and teams, at the right time, and in the right formats Provides social governance at both the federated level with high degrees of local control These are the attributes most global brands require to successfully tie their investment in social engagement – whether it’s in social marketing or social customer care or elsewhere – to the most important goals the business has to achieve. We call it a Social Relationship Infrastructure. And we don’t think it’s possible for businesses to win in an increasingly connected and socially enabled world without it. As Sonja Broze of PayPal said, “Without a Social Relationship Infrastructure, you can’t BE Social.” You can DO social. But you can’t BE Social. If you’re like us, you believe that most people don’t want social done to them. They simply want to BE social with the people and the brands in their lives. Being social is about forging meaningful relationships through common experience. Just like you wouldn’t try to ‘manage’ your relationship with a loved one or a friend, you can’t manage a relationship with a customer. But, you CAN manage experiences. When you manage experiences, you build relationships. And strong relationships help you drive your business goals. Welcome to Social Experience Management. Social Experience Management is a relentless commitment to achieving business objectives by managing and optimizing customer experiences at every touchpoint across every team, function, division, and location of a company. Enterprises that are not committed to Social Experience Management by investing in both a social relationship infrastructure and the supporting people and processes are doomed to fail. It bears repeating. Brands will not survive without Social Experience Management. This eBook Is by and for People Who Share That Belief. In these pages, you’ll find an elite group of executives, practitioners, and consultants who are frontline innovators in Social Experience Management. They are the ones implementing a complete social relationship infrastructure at some of the world’s largest, most social brands. They know they need to manage social experiences for their companies at every touchpoint. And they are driving initiatives across business silos, implementing processes and technology, and affecting organizational change. We asked them to share what they are doing and how they are doing it. We hope it helps.
  3. 3. sprinklr.com © Sprinklr 2014. All rights reserved. 1 COMMUNITY: MORE THAN A BUZZWORD...................................................... 8 MARK BABBITT · YOUTERN IF YOU’RE NOT READY TO SCALE, YOU’RE NOT READY TO BE SOCIAL...............................................................11 EDDY BADRINA · BUZZSHIFT WHAT IT MEANS TO BE SOCIAL..................................................................... 13 GENO CHURCH · BRAINS ON FIRE BEING PART OF A WINNING TEAM................................................................ 14 BRYAN COOK · JOE GIBBS RACING LEAN CAN BE SEXY, BUT PREPARED IS BETTER......................................... 15 GREG LINDSLEY · WELLS FARGO INFRASTRUCTURE: THE BACKBONE TO SOCIAL SUCCESS....................... 16 MARCY MASSURA · MSLGROUP SCALING INFRASTRUCTURE TO BE SOCIAL AND PURPOSEFUL................ 18 SHAWN MURPHY · SWITCH AND SHIFT THINKING IN CONVERSATIONS, NOT POSTS................................................ 19 CAITLIN MITCHELL & JOHN KEEHLER · THE RICHARDS GROUP INFRASTRUCTURE ENABLES YOU TO SCALE HELP.................................... 21 JARED OSORIO · PSE&G WITHOUT INFRASTRUCTURE, YOU CAN’T WORK YOUR MAGIC................. 23 STEPHEN SPECTOR · HEWLETT-PACKARD DOES MARKETING AUTOMATION FOSTER SPAM OR PERSONALIZATION?....................................................... 24 NATASCHA THOMSON · MARKETINGXLERATOR HUMANIZING THE ENTERPRISE CONTENTS share this eBook
  5. 5. sprinklr.com © Sprinklr 2014. All rights reserved. 3 IT TAKES INFRASTRUCTURE TO BE SOCIAL................................................ 40 JESSICA BERLIN · YAHOO A STRONG FOUNDATION: THE ROLE OF INFRASTRUCTURE IN BUILDING SOCIAL RELATIONSHIPS.............................................................. 41 SONJA BROZE · PAYPAL INFRASTRUCTURE IS THE FOUNDATION OF A STRONG SOCIAL PROGRAM....................................................................... 43 DON BULMER · ROYAL DUTCH SHELL BEING SOCIAL MEANS PUTTING RELATIONSHIPS AND EXPERIENCES FIRST.............................................................................. 45 PAUL HASKELL · OMAHA STEAKS BE PREPARED FOR ANYTHING: BEING SOCIAL AND PERSONAL @ASKCITI................................................... 47 PAUL MICHAUD · CITI TAKING YOUR IN-REAL-LIFE RELATIONSHIPS ONLINE............................... 49 JEREMIE MORITZ · PERNOD RICARD CREATING CLARITY: INFRASTRUCTURE’S ROLE IN DELIVERING YOUR MESSAGE........................................................................ 51 LARA TAMBURELLI · JOHN HANCOCK INFRASTRUCTURE: AN ENVIRONMENT USING ALL OF ITS COMPONENTS TO SUCCESSFULLY OPERATE....................................... 53 WHITNEY TISDALE · GREYHOUND LINES MANAGING THE CUSTOMER EXPERIENCE CONTENTS share this eBook
  6. 6. sprinklr.com © Sprinklr 2014. All rights reserved. 4 WINNING BUSINESSES ARE TAPPING INTO THE POWER OF SOCIAL........ 56 TAMI CANNIZZARO · IBM THE SOCIALLY ENABLED BRAND.................................................................. 58 KEITH CHACHKES · VANTAGE DELUXE WORLD TRAVEL YOU NEED INFRASTRUCTURE TO FUNCTION AT THE SPEED OF SOCIAL............................................................................. 59 JEREMY HUMPHRIES · FARMERS INSURANCE TECHNOLOGY SERVES CONTENT................................................................. 61 BOB LIBBEY · PFIZER THE C-SUITE GETS HIP TO SOCIAL BUSINESS............................................ 62 STEVE LUNCEFORD · DELOITTE DIGITAL GLOBAL BUSINESS, LOCAL FLAVORS........................................................... 64 STEVEN MOY & TIM DUNN · ISOBAR NAVIGATING THE SOCIAL MEDIA SUPERHIGHWAY..................................... 67 DARA NOBLE · MRM // McCANN INFRASTRUCTURE IS THE BACKBONE OF EVERYTHING WE DO................ 69 KELLIE PARKER · SEGA DATA DRIVES THE SOCIAL INFRASTRUCTURE............................................. 70 BRANDON PREBYNSKI · CISCO IT ALL COMES DOWN TO YOUR CORPORATE CULTURE............................. 72 MARK SCHAEFER · SCHAEFER MARKETING SOLUTIONS YOU NEED INFRASTRUCTURE TO BUILD AND SUPPORT A SUCCESSFUL SOCIAL STRATEGY.............................................................. 73 KIRA SWAIN · AUCTION.COM FROM ‘BUSINESS AS USUAL’ TO SOCIAL BUSINESS CONTENTS share this eBook
  7. 7. sprinklr.com © Sprinklr 2014. All rights reserved. 5 IS YOUR SOCIAL HOUSE IN ORDER?............................................................ 76 JULI BROWN · NESTLÉ PURINA PETCARE COMPANY INFRASTRUCTURE: BUILT BY HAND............................................................. 78 STEVE CLAYTON · MICROSOFT BEING SOCIAL IN A REGULATED INDUSTRY................................................ 79 PERRIE FINSAND · MEDTRONIC HOW TO STRUCTURE AN ORGANIZATION FOR SOCIAL MEDIA SUCCESS....................................................................... 80 ALISON J. HERZOG · FAMILYSEARCH HAVE YOU BUILT YOUR SOCIAL ARC?.......................................................... 82 KENYATA MARTIN · SHELL OIL PRODUCTS US SOCIAL INFRASTRUCTURE: GIVING A JELLYFISH A BACKBONE................ 84 PAUL MATSON · GROUPON HUMANS ARE THE CORE OF YOUR INFRASTRUCTURE.............................. 86 MATT MULLEN · 451 RESEARCH SOCIAL INFRASTRUCTURE IS A HIGHWAY................................................... 88 ERIC NYSTROM · DELL THE ‘MAGICAL SWITCH’................................................................................. 91 APRIL SONSONA · WASTE MANAGEMENT BUILDING YOUR EMPIRE................................................................................ 92 JOHN VALADEZ · SAMSUNG TELECOMMUNICATIONS AMERICA PLANTING THE SEEDS OF SOCIAL SUCCESS: THE TREE............................ 94 DAWN WAYT · AMERICAN GREETINGS FRAMEWORKS FOR SOCIAL SUCCESS CONTENTS share this eBook
  8. 8. sprinklr.com © Sprinklr 2014. All rights reserved. 6 HOW SOCIAL MEDIA IS SHAPING THE CONSUMER EXPERIENCE.............. 97 LEWIS BERTOLUCCI · HUMANA HOW SOCIAL SCREWS UP YOUR INFRASTRUCTURE.................................. 98 ELISA CAMAHORT PAGE · BLOGHER WITHOUT INFRASTRUCTURE, YOU’RE DESTINED FOR LONG-TERM FAILURE................................................................................... 100 IAN CLEARY · RAZORSOCIAL ‘INFRASTRUCTURE’ ISN’T A DIRTY WORD..................................................101 DAVE FLEET · EDELMAN DIGITAL PARACHUTES, COURAGE AND OPPORTUNITIES… DID YOU PACK THE PARACHUTE?............................................................... 103 ABBY GUTHKELCH & DANNY WHATMOUGH · KETCHUM UK IT’S TIME TO GET PERSONAL – ON A MASSIVE SCALE............................. 105 GAVIN HEATON · CONSTELLATION RESEARCH THE RISE OF SOCIAL INFRASTRUCTURE....................................................107 DION HINCHCLIFFE · DACHIS GROUP SOCIAL IN THE ECOSYSTEM: ESSENTIAL WITHIN THE INFRASTRUCTURE.............................................. 108 DEAN LANDSMAN · LANDSMAN COMMUNICATIONS GROUP A PROPER SOCIAL INFRASTRUCTURE ELIMINATES THE GUESSWORK......................................................................................... 109 ERICH MARX · NISSAN NORTH AMERICA NEW TECHNOLOGY, OLD ATTITUDES........................................................... 111 JAMES PECHT · INTERSTATE BATTERIES INFRASTRUCTURE IS A ROADMAP...............................................................112 LINA ROQUE · CA TECHNOLOGIES INFRASTRUCTURE IS THE CRUX OF A SUCCESSFUL SOCIAL MEDIA PROGRAM.................................................113 ALEX SCHOTT · ENTERGY SURVIVING SOCIAL DISRUPTION CONTENTS share this eBook
  10. 10. sprinklr.com © Sprinklr 2014. All rights reserved. 8 COMMUNITY: MORE THAN A BUZZWORD MARK BABBITT MARK BABBITT CEO AND FOUNDER YOUTERN COO SWITCHANDSHIFT.COM Mark is a serial mentor who has been quoted in the Wall Street Journal, Mashable and Forbes regarding leadership, culture, career development, and higher education’s role in preparing emerging talent for the workforce. A keynote speaker, author, and blogger, Mark’s contributions include Huffington Post, Bloomberg News and Under30CEO. Twitter: @YouTernMark LinkedIn: www.linkedin.com/in/youternmark HUMANIZING THE ENTERPRISE share this eBook There are words and phrases that become so commonly used, they fall into an undesirable category: buzzwords. ‘Transparency,’ ‘authenticity’ and ‘at the end of the day’ have already crossed over… and I’m afraid, there will soon be a new entry… ‘community’. A community, specifically an ‘online community’ is most often considered a group of internet users with a passion for a brand, cause or, at the very least, a common purpose. Online communities span every conceivable personal interest – often with local, regional, and national organizations supporting them. Almost every industry has fine examples of established communities worthy of emulation: Kiva and Indiegogo in crowdfunding; Brazen Careerist and YouTern in the career space; SK-Gaming and Gaming Voice for gaming enthusiasts; and so many more. And yet, ‘community’ is quickly falling into buzzword territory. So misused (or perhaps just used too often by those who really don’t understand the importance of community) that even the quickest mention of the word causes rolled eyes, audible scoffs, and blatant disinterest. Still, many organizations are fighting the buzzword stigma to build a strong – almost organic – online presence: a community around their brands. They are perhaps late to the party, yet are solidifying their position among consumers, advocates, influencers – even voters. Here’s how: They Build on a Common Purpose Brands that build community to sell product… fail. Those that start a community to push a message or rebuild their reputation… fail. Those that attempt an online community just to broadcast at the members… fail. Every time. The number one rule of community: build around a common need, purpose, or agenda.
  11. 11. sprinklr.com © Sprinklr 2014. All rights reserved. 9 HUMANIZING THE ENTERPRISE share this eBook They Put the Community First Along those same lines, effective communities that grow organically put the goals of the community first. They answer questions directly, without promoting their new product line or their latest blog post on the subject. At the same time, they don’t allow community members to self-promote, solicit, or filibuster. For the community to grow and prosper, it must be a spam-free zone… including your own teams. That could be a LinkedIn Group. Perhaps a Facebook page or group makes the most sense. To enable larger groups to talk in real time, a Twitter chat might make the most sense. For smaller groups – or for subgroups within your community – a Google Hangout might be the best answer. Go exclusively where it makes the most sense for your community… even if that means ‘All of the Above’ is the best long-term answer. They Go Where the Community Members Live Yes, use of the internet is the common denominator among online communities. That, however, isn’t enough when building an online community. The first step: learn where the majority of your potential members and ambassadors thrive online. They Are Consistent Facilitators LinkedIn and Facebook groups require constant posts, interaction, and moderation. Twitter chats and Google Hangouts must be on a set schedule and thoroughly promoted so they become ‘calendar worthy.’ When topics become harder to develop, invite guest hosts and subject matter experts to join – even lead – the conversation. Consistency is king. Without a consistent effort from the facilitators, and without a diverse set of deliverable content, the community will undoubtedly die a slow death.
  12. 12. sprinklr.com © Sprinklr 2014. All rights reserved. 10 HUMANIZING THE ENTERPRISE share this eBook They Enable the Community to Self-Moderate and Self-Protect (Or: When Trolls Attack) Well-established communities do not need the organizers/moderators/facilitators to protect their members, or even their brand. The community does it for them. Think about the value of your social media team, customer service department, or even your executives not needing to confront a troll, or someone intent on disrupting the conversation with negative input. Think about how your organization can put up a ‘Do NOT Engage’ sign when that negativity surfaces. In a healthy community, the advocates rush to the defense. They become the Sergeant-at-Arms. In all but the most extreme cases, your organization gets to remain neutral – even quiet – allowing you to avoid a potentially brand-hurting dialogue. Ultimately – as the members share perspectives, questions, and expertise – this becomes a primary reason for maintaining contact with the community. In the process, your organization becomes known as a value-added brand that provides an appreciated service well past the products or services you sell. They Encourage Sharing and Self-Learning The best online communities promote the best of what the internet is meant to be: a place to share and learn. By sharing knowledge and best practices, the community grows, collectively. As the community grows, its members become mentors, teachers, and accountability partners. They Promote Individual Thinking Solid communities that survive long-term avoid one more community-killing trap: groupthink. Yes, human nature dictates that we want to be surrounded by those with common interests. However, right up until the moment the trolls take over the conversations, exceptional online communities welcome thoughtful debate. They enable emotionally intelligent disagreement. And – knowing that the members are ultimately there because they believe in the purpose and health of the community – they allow opposing views to flourish. If your business or mission is considering building an online community, please consider these important factors. Just as important, understand that community is far more than a buzzword – and can significantly impact the product development, customer service, the perception of your organization as an employer… and your bottom line.
  13. 13. sprinklr.com © Sprinklr 2014. All rights reserved. 11 IF YOU’RE NOT READY TO SCALE, YOU’RE NOT READY TO BE SOCIAL EDDY BADRINA EDDY BADRINA CO-FOUNDER AND CSO BUZZSHIFT In addition to co-founding BuzzShift, a digital strategy firm for large and mid-sized brands, Eddy also helped set up CherryPick, a content curation application for brands and bloggers. Eddy has over 11 years of experience in strategic planning, marketing and PR, including roles at the US Department of State, executive leadership at a White House initiative and director-level positions at two successful startups. Eddy is also an adjunct professor for the EMBA program at the University of Texas at Dallas. Twitter: @eddybadrina LinkedIn: www.linkedin.com/in/eddybadrina HUMANIZING THE ENTERPRISE share this eBook When big brands start to build their social presence, they often focus on superficial metrics. One million followers. 24 million video views. Too frequently, the allure of eight- figure analytics blinds us to the business realities of what we’re actually doing. Have you ever considered what it would be like to handle a million followers? What will you say to them? How will you respond? If you’re not fully prepared to handle a fan base that’s triple the size you’re used to, or an intimate two- person operation expanding to 12 employees and three divisions, you’re not ready to be social. Social media success is all about scalability. And scalability can only be achieved through infrastructure. Infrastructure comes in two waves. The first, and most obvious, is technological. You need to adopt technology that allows automation, facilitates collaboration and helps you cater to different markets. Without technology, scalability can’t exist. But although technology is important, success rests on your internal infrastructure. Before you start to build your social following, you need to evaluate your internal policies and processes. You need to have a clear (yet adaptable) plan that outlines how content goes from creation to publication. You need to know every role of every individual and department. Without a carefully developed infrastructure, it might take you two days to respond to a simple Twitter question. And we all know that two days is a lifetime on social. The end goal for any social brand is to be as engaging online as it is offline. Many brands are great in real life but fall flat on digital channels. Scott Stratten calls this the ‘experience gap.’ He says that a brand is only as good as its worst interaction. Don’t let digital be at the low end of that gap. SOCIAL MEDIA SUCCESS IS ALL ABOUT SCALABILITY. SCALABILITY CAN ONLY BE ACHIEVED THROUGH INFRASTRUCTURE.
  14. 14. sprinklr.com © Sprinklr 2014. All rights reserved. 12 HUMANIZING THE ENTERPRISE share this eBook If you have a million fans, two million fans, or even just a hundred thousand fans interacting with you online, one wrong move can sink a ship. Before you lift anchor, plan your route. Make sure everyone understands the chain of command. Only after creating an effective infrastructure can you embark on improving your social presence.
  15. 15. sprinklr.com © Sprinklr 2014. All rights reserved. 13 WHAT IT MEANS TO BE SOCIAL GENO CHURCH GENO CHURCH WORD OF MOUTH INSPIRATION OFFICER BRAINS ON FIRE Geno is considered a pathfinder for Brains on Fire’s clients. He has helped build word-of-mouth into the identities of brands and organizations including: Fiskars Brands, Best Buy, National Center for Family Literacy, Anytime Fitness, and Love 146. Geno has spoken around the world at places such as the Word of Mouth Marketing Association (WOMMA), the Public Relations Society of America (PRSA), American Marketing Association (AMA), the World Africa Customer Management Conference, and BBCONAU Blackbaud Conference for Nonprofits. Twitter: @genochurch LinkedIn: www.linkedin.com/in/genochurch HUMANIZING THE ENTERPRISE share this eBook Being social is all about building a relationship. More to the point: it begins by finding the shared passions between a brand and its advocates. In order to truly be social, a brand must understand the ‘whys’ and values they share with their advocates and advocate community. In doing so, they have a better chance to spark their customers’ and advocates’ passion, inspiring them to talk about how the brand fits into their lives. It’s great to be social as a brand; it’s even better when your advocates are inspired to be social on your behalf. At Brains on Fire, we believe social doesn’t just rest with social media touchpoints. There are so many opportunities to be social through face-to-face interactions. Going out to meet your customers and walk in their footprints is a wonderful practice in being genuinely social. Infrastructure is critical at Brains on Fire. We’re a small ship, so we have to be focused yet agile. Our infrastructure is always evolving. Research, strategy, creative execution, planning, management, and community shepherding have to be in sync. IT’S GREAT TO BE SOCIAL AS A BRAND; IT’S EVEN BETTER WHEN YOUR ADVOCATES ARE INSPIRED TO BE SOCIAL ON YOUR BEHALF.
  16. 16. sprinklr.com © Sprinklr 2014. All rights reserved. 14 BEING PART OF A WINNING TEAM BRYAN COOK BRYAN COOK DIGITAL MARKETING MANAGER JOE GIBBS RACING Bryan has loved fast cars, art, and computers since he was a kid. He has been blessed to have been able to merge those passions together into a successful digital marketing career. He was born and raised in Miami, FL and studied Fine Art at the University of North Carolina at Charlotte. Twitter: @bryanwcook LinkedIn: www.linkedin.com/pub/bryan-cook/12/67a/83a HUMANIZING THE ENTERPRISE share this eBook I feel like I’m living in the golden age of social. The internet used to be impersonal… brands used to rely on automated messages and mass emails to reach their core demographics. But now, we’re going back to being a one-on-one community. We’re going back to a ‘meet after church’ kind of world. That human relationship is what we try to establish through our social efforts. Our business is small, but social lets us scale and reach NASCAR fans across America. Sure, we have thousands of fans watching on TV and tuning in through radio every race weekend. But through social, I can take the viewers to a place where even the cameras aren’t allowed. NASCAR is such a fast-paced world, so it’s necessary to have up-to-the-minute updates about what’s going on in the race. Our fans don’t have to wait for the broadcast to find out what their favorite driver said on the team radio. We give it to them on the spot. But, we take the conversation even further. The easy road is to just give updates, and there’s certainly a time and place for that. But what’s really interesting – and what keeps our fans excited – is that I can ask people what they think of a certain strategy. Or, I can take them into our command center on race day. WE’RE GOING BACK TO A ‘MEET AFTER CHURCH’ KIND OF WORLD. It’s about making them part of the action. It’s all about knowing when and how to respond and engage with your fans.Your fans want to feel like they’re talking to a real person who cares about what they care about. That’s what good marketing is – making the fans feel like they’re part of your winning team. That’s something that larger companies can use to reach fans in a productive way. We’re building a community of advocates. That should be every brand’s goal. It’s not just scaling social, it’s scaling relationships.
  17. 17. sprinklr.com © Sprinklr 2014. All rights reserved. 15 LEAN CAN BE SEXY, BUT PREPARED IS BETTER GREG LINDSLEY GREG LINDSLEY SOCIAL RELATIONSHIP INFRASTRUCTURE CONSULTANT WELLS FARGO Greg has spent the last five years at Microsoft working in social media, most recently helping the company get to over 1,000 users on Sprinklr. He is now working with Wells Fargo to set up the infrastructure around their growth plans for social. Armed with both a technical and marketing background, he enjoys the challenge of helping organizations connect with their customers in the new world of social. LinkedIn: www.linkedin.com/pub/greg-lindsley/0/836/32a HUMANIZING THE ENTERPRISE share this eBook A common analogy these days is to ‘build the plane while flying it.’ From an organizational perspective, this is almost the very prototype of a ‘lean’ organization: build as you go. No waste. Very fast. Very cool. While impressive, taking the analogy a bit further, you can’t deny that building the plane while flying it can be very unnerving for any passengers sitting there. As a general rule, an organization should not try to scare the hell out of its customers. Although ‘lean’ can be sexy, when it comes to your customers, ‘prepared’ is better. The reason to prioritize building out a social infrastructure before going to scale with your marketing and engagement plans is that your margin of error can disappear overnight. As you add more users to your social tools and create more dependencies on your reporting, acceptance of downtime and missed deadlines will decrease rapidly until it drops to zero. You should have operations and support in place and well-baked before then; there isn’t any more room to experiment with key processes once you are at hundreds of users with daily requirements. Planning for scale early, allowing room for trial and error, user pilots, and getting process documented, will position your organization for success. And ‘success’ is always sexy. UNDER CONSTRUCTION
  18. 18. sprinklr.com © Sprinklr 2014. All rights reserved. 16 INFRASTRUCTURE: THE BACKBONE TO SOCIAL SUCCESS MARCY MASSURA MARCY MASSURA VICE PRESIDENT, WEST COAST DIRECTOR OF DIGITAL NORTH AMERICAN INFLUENCE & COMMUNITY LEAD MSLGROUP In addition to her roles at MSLGROUP, Marcy also provides strategic counsel for Proctor & Gamble North America. In addition to developing social strategies for numerous high-profile clients that this award-winning international agency represents, she maintains her own popular humor website, The Glamorous Life Association, and speaks as often as possible – spreading her passion and joy for all things social. Twitter: @marcymassura LinkedIn: www.linkedin.com/in/marcymassura HUMANIZING THE ENTERPRISE share this eBook ‘Being social’ is often erroneously associated with being ‘talkative.’ But actually ‘being social’ or, better yet, ‘living social’ represents a deep understanding of the psychology of social behavior and which actions can help to increase conversation and provide value to stakeholders. The unsung hero skill of socialization is the ability to listen well. Real-life conversation is never one- sided and in the digital space we need to spend as much effort listening before we speak as we do crafting clever content pieces to broadcast. Social is a state of being engaged and being present with a desire to be liked. Social is wanting to reciprocate, be responsive and, yes, also be entertaining. Social is being human with empathy, kindness, and even the ability to be apologetic if an error is made. Yet all of these qualities are insurmountable without the tools and technology to perform at scale. That is why the backbone of any social strategy should include a strong infrastructure to support these efforts.
  19. 19. sprinklr.com © Sprinklr 2014. All rights reserved. 17 HUMANIZING THE ENTERPRISE share this eBook Having a tangible infrastructure allows us to fully realize our aspirational goals of building relationships with clients, stakeholders, and beyond. And as an agency that specializes in relationship-driven results, we help our clients find ways to connect personally with consumers and influencers – to generate advocacy, recommendation, and lifelong loyalty. HAVING A TANGIBLE INFRASTRUCTURE ALLOWS US TO FULLY REALIZE OUR ASPIRATIONAL GOALS OF BUILDING RELATIONSHIPS WITH CLIENTS, STAKEHOLDERS, AND BEYOND. Without a tangible infrastructure of tools, software, and networks, we would sound unrealistic talking about goals of ‘bonding moments’ and ‘authentic relationships’ at scale. It is the infrastructure that allows these concepts to be fully realized and ultimately generate amazing results, no matter the size of their online communities.
  20. 20. sprinklr.com © Sprinklr 2014. All rights reserved. 18 SCALING INFRASTRUCTURE TO BE SOCIAL AND PURPOSEFUL SHAWN MURPHY SHAWN MURPHY CO-FOUNDER AND CO-CEO SWITCH AND SHIFT Change leader, speaker, writer. Top-ranked leadership blogger and social HR expert by Huffington Post. Managing Director of Organizational Development at KAI Partners. Passionately explores the space where business and humanity intersect. Promoter of workplace optimism. Twitter: @shawmu LinkedIn: www.linkedin.com/in/shawmu HUMANIZING THE ENTERPRISE share this eBook Businesses have a purpose. It isn’t to make money. That’s an outcome. Rather a business’s purpose is its reason for existence. It could be to connect people through technology. Or it could be to resolve a social problem. Whatever the purpose, a business must rely on its infrastructure to fulfill its purpose. To that end, being social is about learning to listen and finding ways to help fans, friends, followers, customers, and potential customers be more successful, effective, or even knowledgeable in their areas of interest. Business has always been built on the back of relationships. Solid relationships enrich lives. Social allows a business to enrich lives in purposeful ways. It’s through interactions that a brand demonstrates what it stands for. In an idealistic way, being social is about paying it forward: sharing content that helps your audience who, in turn, can share it to help others. Whether it’s an audience for your message, or a whitepaper to help a business with its objectives, being social opens doors and gives access to people and content previously out of reach to most – except to those who could afford to pay for it. The good intentions behind being social can only be realized, however, by scaling your infrastructure to support a social philosophy and strategy. Mixing these elements together better positions your business to realize its purpose. THE GOOD INTENTIONS BEHIND BEING SOCIAL CAN ONLY BE REALIZED BY SCALING YOUR INFRASTRUCTURE. Infrastructure gives confidence that the activities to help the business succeed in creating value are known, learnable, scalable, and repeatable. Without an infrastructure to guide our creation-value activities, businesses are tempting fate and risking irrelevance. Going a step further, when a business overlays infrastructure with being social, the activities to listen and contribute to conversations relevant to a community become scalable. More importantly, being social creates connections and positions your business to have meaningful interactions with its target audience.
  21. 21. sprinklr.com © Sprinklr 2014. All rights reserved. 19 THINKING IN CONVERSATIONS, NOT POSTS CAITLIN MITCHELL & JOHN KEEHLER CAITLIN MITCHELL DIGITAL STRATEGY THE RICHARDS GROUP Caitlin lives and breathes social media and is always looking for new media and ways to network. Her curiosity, vivacious personality, and proficient multitasking serve her well in the ever-changing social media world that never sleeps and never slows down. If you’re ever looking to track her down, you can find her tweeting away @RichardsGroup. Twitter: @SayCaitlin LinkedIn: www.linkedin.com/in/caitlinbmitchell JOHN KEEHLER DIRECTOR, DIGITAL STRATEGY & EMERGING PLATFORMS THE RICHARDS GROUP John creates holistic digital strategies for brands, ensuring that they’re aligned with business goals, customer needs, and broader marketing strategies. He’s led digital strategy for clients such as Home Depot, Travelocity, and Walmart. John’s passion is for emerging trends and new technologies, and he’s been involved in some of the agency’s most groundbreaking work, including pioneering some of the first commercial efforts in blogging, podcasting, and social media. When he’s not hard at work for clients, John is hard at work educating the next generation of digital experts. He teaches at Southern Methodist University, UT Dallas, and the University of Colorado’s renowned Boulder Digital Works. Twitter: @johnkeehler LinkedIn: http://www.linkedin.com/in/jkeehler HUMANIZING THE ENTERPRISE share this eBook When scrolling through updates on your news feed, most posts earn a glance, but a few inspire reactions through likes, comments, and shares. These are the posts that somehow resonate and stand out from the others. Posts we find relevant and connect with. Usually, they are from friends. This is the promise of social media for brands – the potential to be seen as just another friend. To be seen as a friend, a brand must act like one. While most brands put considerable time and energy into optimizing social calendars across time of day, TO BE SEEN AS A FRIEND, A BRAND MUST ACT LIKE ONE. day of week, and even post type, many overlook a crucial, consumer-facing component: a well-thought- out conversation strategy. If relevant, audience engagement can attach a human element to a brand and bring its personality to life.
  22. 22. sprinklr.com © Sprinklr 2014. All rights reserved. 20 HUMANIZING THE ENTERPRISE share this eBook Listen to Understand Just like in any other relationship, listening is a key component of communicating. You must first understand the conversations that surround your brand. Social listening tools can provide insight not only into what your customers think about you, but what they need from you. It’s important to listen across social platforms, topics, and timeframes. Become ‘Alive’ through Real-time Engagement While social media certainly provides another outlet for customer service issues, it should be used for more. Finding time for live engagement is crucial for brands. A live-tweet session or time carved out for real-time engagement can be great opportunities for some of the best content you push out. Perhaps more important is that it shows your fans and followers that the brand is ‘alive.’ Express A Point of View Your fans should see how the brand sees things. What do you think is important? Do you have a take on what’s happening in the world? Once a brand has a solid point of view, it’s easier to start a conversation. Social media presents countless opportunities, but the true value lies in the connections you create, not the reach of your posts or the number of fans. The news feed is a personal conversation that, with luck, your brand is invited to join.
  23. 23. sprinklr.com © Sprinklr 2014. All rights reserved. 21 INFRASTRUCTURE ENABLES YOU TO SCALE HELP JARED OSORIO JARED OSORIO LEAD TECHNOLOGY ANALYST FOR CUSTOMER SERVICE PSE&G Jared Osorio has worked for New Jersey’s largest utility PSE&G for the past four years. His time at PSE&G started with a CIS upgrade, where he learned the business of customer service on the phones with the customers. After two years as a customer service representative, he became the lead technology analyst for customer service. In this role, Jared supports production application as well as new project development for customer service. Some challenging projects include developing an online preference center, and PSE&G’s first mobile-optimized website. Twitter: @OsOriCo99 LinkedIn: www.linkedin.com/pub/jared-osorio/22/127/62a HUMANIZING THE ENTERPRISE share this eBook At PSEG, we have two different types of infrastructure: literal and social. Our literal infrastructure – that’s the power lines and electrical equipment throughout out territory. Our social infrastructure encompasses the systems, processes and people that help us communicate with our customers, especially during an emergency. Our industry is unique in that we usually get a few dozen social messages a day, but then at any given moment a storm can sweep through the region, causing 90,000 tweets to be sent to us. In cases like this, two things must happen: Our literal infrastructure needs to be quickly repaired. Our social infrastructure must be able to handle the deluge of customer questions and issues. During these situations, our social infrastructure actually supports our literal one. It helps us not only in dividing up the work and routing messages to the right teams, but it also helps us know where damaged lines exist and where people are without power. Ultimately, it helps us scale our efforts to be there for customers. Being able to scale help, that’s critical to me. I think there are two sides to any business. The corporate branding side is responsible for the image of a company, which is certainly an important aspect of any business. However, I come from the customer service side and so I see social through the eyes of our customers. I see it in terms of how it can serve people. SOMEONE ON TWITTER SAID TO ME THE OTHER DAY ‘I FEEL LIKE I HAVE A FRIEND AT THE COMPANY.’ 1 2
  24. 24. sprinklr.com © Sprinklr 2014. All rights reserved. 22 HUMANIZING THE ENTERPRISE share this eBook In a traditional customer service setting, you have a pyramid… you have to surpass one level after another, speaking to countless phone reps along the way. Social flips that pyramid upside down. If something is brewing on Twitter, for example, I can go directly to the managers of relevant teams and ask, “What are we going to do about this?” Social breaks down the silos that exist in most corporations. It bridges the gap between a brand and its customers. Someone on Twitter said to me the other day, “I feel like I have a friend at the company.” That was one of the nicest posts I ever received – something I would consider a ‘social win.’ That’s the power of social. It enables us to be there for our customers in ways that we couldn’t before. It allows us to see the real conversations customers are having about us. It allows us to react to those customers with powerful answers.
  25. 25. sprinklr.com © Sprinklr 2014. All rights reserved. 23 WITHOUT INFRASTRUCTURE, YOU CAN’T WORK YOUR MAGIC STEPHEN SPECTOR STEPHEN SPECTOR CLOUD EVANGELIST HEWLETT-PACKARD Stephen works promoting all HP Cloud solutions including private, public, and hybrid cloud. He was previously at Dell promoting their global cloud strategy and solutions and was the open source community manager for OpenStack and Xen.org at Rackspace and Citrix Systems. While at Citrix Systems, he founded the Citrix Developer Network, developed global alliance and licensing programs, and even once added audio to the DOS ICA client with assembler. Stephen holds a Bachelor’s of Computer Engineering from The Ohio State University, a Master’s of Computer Science from the University of Florida, and a Master’s of Business Administration from Florida Atlantic University. Twitter: @SpectorTX LinkedIn: www.linkedin.com/in/stephenspector HUMANIZING THE ENTERPRISE share this eBook Sending a simple 140 character message to an audience over 200 million is not magic; it just appears that way. The power of behind the scenes technology or infrastructure enables HP Cloud to instantly reach out to millions of contacts with targeted communications. Without the internal systems, we would never be able to quickly push out messages and instantly engage with the respondents. The ability to manage multiple social media accounts on a variety of platforms from a single source ensures that information is received in the manner and location of choice by the consumer. Social isn’t just about pushing out a message, but rather establishing a one-to-many communication channel in the appropriate ‘voice’ with the feedback mechanism built in. At HP, direct open communication with customers is essential to our success and having a social infrastructure in place provides wizards the raw materials to work their magic. You can no longer pick one language, one tool, or one message to reach your audience. Without the sophisticated infrastructure behind the scenes, you won’t be able to spread messages in multiple languages, tools, and formats.
  26. 26. sprinklr.com © Sprinklr 2014. All rights reserved. 24 DOES MARKETING AUTOMATION FOSTER SPAM OR PERSONALIZATION? NATASCHA THOMSON NATASCHA THOMSON CEO MARKETINGXLERATOR CO-AUTHOR 42 RULES FOR B2B SOCIAL MEDIA MARKETING At MarketingXLerator, Natascha helps companies create social media marketing strategies that generate awareness, demand and long-term customer relationships. Whether a company is just getting started with social media or wants to optimize their existing strategy and channels, MarketingXLerator can provide the necessary training and expertise. Customers include Global 2000 enterprises and startups like SAP, EMC, Matrix Precise, and Centigon Solutions. Natascha brings over 15 years experience in B2B marketing to the table, and holds an Executive MBA from St. Mary’s College, California, as well as a Master of Commerce and Arts from the University of Passau, Germany. She teaches yoga in her free time. Twitter: @NaThomson LinkedIn: www.linkedin.com/in/nataschathomson HUMANIZING THE ENTERPRISE share this eBook Marketing automation often carries a negative connotation. Something that could be done between two people is made anonymous by putting a platform that scales the ‘conversation’ in the middle. The word spam comes to mind. Most of us (we all?) despise the many spam emails we get or the automated direct responses on Twitter. However, it’s not the fact that we receive an (unsolicited) message that makes us perceive it as spam but the fact that the content is not relevant to us. It’s an insult. Somebody invades our space, takes up our time, without knowing what matters to us, what problems we need to solve and what dreams we try to fulfill. I am sure you have heard the term ‘People-to-People’ (P2P) in the context of social media versus B2B and B2C. There is this illusion that in social media marketing, individuals are talking to each other versus a company trying to sell a product to a big audience. Let’s be realistic. It’s not the medium that makes a conversation impersonal – it’s the lack of knowing the person you are interacting with. Do You Listen? To have a direct 1:1 conversation, email serves me as well as DM on Twitter or Facebook messaging. But I can’t have a 1:1 conversation with hundreds of customers at the same time, not even on Twitter, if conversation implies a dialogue and not a monologue. The majority of marketers still use social media mainly to push out information versus entering actual conversations. Unsurprisingly, many see poor results. IT’S NOT THE MEDIUM THAT MAKES A CONVERSATION IMPERSONAL – IT’S THE LACK OF KNOWING THE PERSON YOU ARE INTERACTING WITH.
  27. 27. sprinklr.com © Sprinklr 2014. All rights reserved. 25 HUMANIZING THE ENTERPRISE share this eBook The Issue of Scale The bigger the enterprise, the more divisions it has, and the greater the global reach, the more complicated communicating relevant information to the right people gets. What is the solution? This is where traditional and social marketing don’t differ at all: there is simply no alternative to segmenting, prioritizing and, most importantly, getting to know one’s target audience (really well). Being Relevant Imagine you need a CRM system for your growing law firm and you receive an email with the subject line: ‘How to choose the right CRM system for your law office’. You’d read it, right? So the challenge is to know what your customer needs, when and how (and where) to best reach them. Where Marketing Automation Comes In If you have hundreds or thousands of customers and prospects, you can’t listen to all their online conversations yourself. But if you have the right tools, you can automate the process of listening, analyzing the data, and creating actionable intelligence. Intelligence on what prospects and clients want; what information they need; which messages you need to respond to; as well as who your advocates and influencers are. And this is only the tip of the iceberg. THE CHALLENGE IS TO KNOW WHAT YOUR CUSTOMER NEEDS, WHEN AND HOW (AND WHERE) TO BEST REACH THEM.
  29. 29. sprinklr.com © Sprinklr 2014. All rights reserved. 27 INFRASTRUCTURE IS THE SEXIEST PART OF A MARKETER’S JOB DAVID BERKOWITZ DAVID BERKOWITZ CHIEF MARKETING OFFICER MRY Dave spearheads marketing operations, directs the agency’s communication strategy, and gains visibility for its clients such as Coca-Cola, Visa, and Johnson & Johnson. Previously, he spent seven years at agency 360i, ultimately serving as Vice President of Emerging Media, having co-founded the agency’s social media practice in 2006 and led the Startup Outlook initiative. David has written more than 500 bylines, and he has authored his own Marketers Studio blog since 2005. He has spoken at more than 200 events globally. Twitter: @dberkowitz LinkedIn: www.linkedin.com/in/dberkowitz BREAKING DOWN BUSINESS SILOS share this eBook 2013 was the year when infrastructure became the most exciting part of my job, and it happened two times over. While others thought my job meant playing with new robots, artificial intelligence, and mobile apps that let you put cats all over pictures, I came to appreciate that the most important thing I needed to do my job right was shore up the agency’s infrastructure around emerging media. In that role, infrastructure meant knowledge management. Instead of waiting for approval and development resources to build sophisticated tools, I was hacking together forms in Google Drive and making better use of email. These tools allowed me to track and evaluate startups, gauge interest from colleagues as to what new technologies could best serve their clients, and establish connections with potential startup partners in a way that would make the best use of their time. When the infrastructure was working at its best, those were the most fulfilling days I had on the job at that organization. When I joined MRY over the summer, this rapidly growing agency with strengths in creative, technology, and social was probably expecting a lot of sizzle. Yes, I could bring along my network of some of the most innovative thinkers and tinkerers globally, and yes, I could do my job of getting more attention for the impressive work the agency does with brands like Visa, Coca-Cola, and Adobe. At the start of 2013, I was entering my seventh year at an advertising agency that was a pioneer in social media marketing, and my job was to be at the cutting edge, keeping my colleagues and clients current on breakthroughs in media, marketing, and technology. EVEN IF MOST PEOPLE NEVER SEE THE INVESTMENT WE PUT INTO INFRASTRUCTURE, IT IS ONE OF THE MOST IMPORTANT FACTORS CONTRIBUTING TO YOUR SUCCESS.
  30. 30. sprinklr.com © Sprinklr 2014. All rights reserved. 28 BREAKING DOWN BUSINESS SILOS share this eBook But what did I really want to focus on when I got there? Infrastructure. The first orders of business included establishing a social architecture for the agency’s owned media channels, creating a pipeline to rapidly spread thought leadership across the organization and to our clients, and working on a career path for my marketing team. Getting the infrastructure established enables my marketing team to be both more productive and more creative, and it allows my scrappy team to forge connections with practically every single member of our organization. Whether we’re interfacing with the executive, creative, media, finance, or office services teams, we’re able to pull together the resources to bring our ideas to fruition. Even if most people inside or outside our company never see the investment we put into infrastructure, it is one of the two most important factors contributing to our success. The other factor? Having the right team to carry out our mission.
  31. 31. sprinklr.com © Sprinklr 2014. All rights reserved. 29 GET PREPARED, GET ORGANIZED AND GET CONNECTED TO GET SOCIAL BEN BLAKESLEY BEN BLAKESLEY SENIOR MANAGER, GLOBAL SOCIAL MEDIA REEBOK CO-FOUNDER COMMUNITY MANAGER RECHARGE AUTHOR GET SOCIAL Ben has been working in social for the better part of a decade, spanning industries from music to finance and many in between. One of those ‘I’ll sleep when I’m dead’ kind of guys, Ben lives and breathes social and thrives on making connections and making a difference. Twitter: @benunh LinkedIn: www.linkedin.com/in/benblakesley BREAKING DOWN BUSINESS SILOS share this eBook “You tweet for a company? That’s like 140 characters, right? What do you do with the rest of your time?” I can’t even count how many conversations I’ve had like this when others ask me what I do for a living. What the general public doesn’t understand is that using social media for personal use has about as much in common with using social media for business as watching a TV commercial has in common with making one. It’s not just as simple as putting together a 140-character message and pressing ‘tweet.’ Well, that’s not really true... it’s only more complicated if you want to be successful. The job of a social media team is to listen, create, respond, measure, and report – but to do so in a completely public and transparent forum, in real time, and without mistakes. Ever. THE TIME TO DECIDE WHAT YOU’LL DO IN CASE OF A FIRE IS NOT WHEN THE FLAMES ARE ALREADY RISING. And to pull that off successfully, you can’t live in a bubble. You need partners. You need allies. You need help! That’s where social infrastructure comes in. No matter how you decide to structure your social media activities, you’re going to need connections into how your business operates and you need to understand the objectives of each business unit. The social media team is the face of the company, and need to know what’s happening throughout the business so they can be prepared for anything. Your infrastructure provides the basis for that. Just like any successful project, planning is everything, and taking the time to plan your social infrastructure will save you all kinds of time (and headaches). Social media is still a new thing. It’s going to make people in your organization uncomfortable. But your chances of creating a valuable social program that delivers on business objectives is much higher if you set up the partnerships and create the internal relationships and communication channels before things get busy, stressful, and tense. The time to decide what you’ll do in case of a fire is not when the flames are already rising! Get prepared, get organized, and get connected to get social.
  32. 32. sprinklr.com © Sprinklr 2014. All rights reserved. 30 HOW SOCIAL INFRASTRUCTURE IS CHANGING CHRIS BOUDREAUX CHRIS BOUDREAUX FOUNDER SOCIAL MEDIA GOVERNANCE Chris helps brands transform their business operations through digital and social media. He leads development and delivery of social media and text analysis offerings at a global consultancy, and maintains online resources for social media leaders at SocialMediaGovernance.com. Chris helps to provide industry standards and guidance through a variety of industry bodies, and he speaks to audiences around the world about governance of social media, including strategy, planning, policy and measurement. He has been active in social media since 2005 and published two books about social media, most recently, The Most Powerful Brand on Earth (Prentice-Hall 2013). Twitter: @cboudreaux LinkedIn: www.linkedin.com/in/chrisboudreaux BREAKING DOWN BUSINESS SILOS share this eBook As I speak with clients across industries and around the world, I see social infrastructure changing in at least four consistent ways, as follows: Process Process owners require social media to integrate into business processes. For example, gone are the days when a social customer care team could respond to customers in isolation. Social media must fully integrate into the business, just like anything else that touches the customer’s experience. That means data and workflows across enterprise systems, channels, and teams. Technology Technology is enabling greater accountability for social media. One reason is that social business is becoming expensive and complex, so executives demand that social investments demonstrate business value. In addition, processes that use social media are maturing to a point where the value levers are largely known, and social media tools are able to codify the metrics that prove value. Finally, social tools integrate with the enterprise systems that hold the additional data required to calculate value or outcomes (see second point above). People In most organizations, more and more people participate in social media, in two ways. First, more business functions use social capabilities and social data for customer care, selling, marketing, customer insights, and so on. Second, 2014 will be the year in which the average brand empowers significant numbers of employees to engage in social media on behalf of the brand – beyond professional communicators. TECHNOLOGY IS ENABLING GREATER ACCOUNTABILITY FOR SOCIAL MEDIA.
  33. 33. sprinklr.com © Sprinklr 2014. All rights reserved. 31 BREAKING DOWN BUSINESS SILOS share this eBook Scale The factors above demand that organizations operate social media at enterprise scale. As a result, many organizations are changing the tools they use for engaging in social media and for analyzing social data. As a side effect, the skills required to lead within enterprise social business are maturing and increasing – so, in many cases, people are changing.
  34. 34. sprinklr.com © Sprinklr 2014. All rights reserved. 32 WITHOUT A SOCIAL INFRASTRUCTURE, SOCIAL BUSINESS IS SIMPLY IMPOSSIBLE ANDREW JONES ANDREW JONES ANALYST ALTIMETER GROUP In his role at Altimeter Group, Andrew focuses on social media management and cross-channel customer engagement. He has worked on several reports related to social management and measurement during the past three years, and he regularly works with clients to define social business strategy and advises on technology selection. Twitter: @andrewjns LinkedIn: www.linkedin.com/in/andrewmj BREAKING DOWN BUSINESS SILOS share this eBook On a cold and windy December morning in 1903, a historic event took place. Orville Wright flew for 12 seconds over 120 feet of ground. That flight in Kitty Hawk, North Carolina marked the very first flight by a manned, controlled, heavier-than-air aircraft that flew on its own power. In the decades that followed, air traffic was largely unregulated. But today it is vast and complex, with 300,000 flights every day. As a result, we have seen the establishment of governing bodies – including the FAA in the US, and air traffic control throughout the world – to regulate and coordinate air traffic. IN OUR RESEARCH, WE’VE FOUND THAT SOCIAL BUSINESS ROUTINELY INVOLVES UP TO 13 BUSINESS UNITS. This requires policies, processes, training, and technology, and without this infrastructure, modern air traffic would be completely unfeasible. Social business is the same. Companies have embraced social media as a way to engage their customers. But as a result they have to contend with hundreds of accounts and thousands of conversations, all across multiple business units, geographies, and end users. Without investing in an infrastructure to manage this, brands expose themselves to great risk. Not only can a single post or tweet do incredible damage to a brand’s reputation in a very short period of time, but customers expect consistency across all of a brand’s touchpoints and departments. In our research, we’ve found that social business routinely involves up to 13 business units. Marketing , corporate communications, sales, customer service, loyalty, human resources, and others all have an interest in engaging with customers and prospects. In order for these diverse and distributed groups to work together effectively, they need to have access to the right information and the ability to coordinate activities in real time. They need a combination of policies, processes, education, and technology. Without a social infrastructure, social business is simply impossible.
  35. 35. sprinklr.com © Sprinklr 2014. All rights reserved. 33 BRIGHT MINDS ARE NEEDED FOR STRONG SOCIAL JASON KEATH JASON KEATH FOUNDER AND CEO SOCIAL FRESH Jason’s focus is on researching how marketers succeed and the best ways to teach others those insights. In his role at Social Fresh, the social media education company, he curates some of the smartest voices in online marketing. Jason also works as a social media speaker, consultant and analyst, having presented to thousands of marketers at events like BlogWorld and Internet Hungary among many others. Twitter: @jasonkeath LinkedIn: www.linkedin.com/in/jasonkeath BREAKING DOWN BUSINESS SILOS share this eBook When I started Social Fresh in 2008, there was an overall lack of trust in social from the brand side. Brands wanted to hear pitches about social, but very few of them were willing to commit the necessary financial resources to it. And when they did, they didn’t invest heavily and deeply enough. Social wasn’t included in the overall marketing mix. It was usually a last minute add-on. If you look at the role of social in business today, the difference is like night and day. Companies are taking it a lot more seriously. They’re starting to allocate more of their budget to social. They’re including the social team during marketing campaign brainstorms. There’s still a long way to go, but the future is looking brighter. And the key to that future lies in your personnel. Just look at the most social brands out there today. They might have different recipes for success, but the main ingredient is employing the right people. This means hiring bright minds to drive your content creation. It means hiring socially savvy (and socially passionate) community managers to advocate your brand across all the major channels. Most importantly, it means having the right people at the top. If you want to have a successful (i.e. cross-silo) social media implementation, you need thought leaders on the executive team. If you don’t have executive buy-in, that’s always going to be a major roadblock. IF YOU WANT TO HAVE A SUCCESSFUL (I.E. CROSS-SILO) SOCIAL MEDIA IMPLEMENTATION, YOU NEED THOUGHT LEADERS ON THE EXECUTIVE TEAM. A strong social presence that spans your entire organization can’t just be a grassroots movement… it needs to involve everyone in your organization.
  36. 36. sprinklr.com © Sprinklr 2014. All rights reserved. 34 WHY YOUR COMPANY’S SOCIAL MEDIA IS FAILING DAVE KERPEN DAVE KERPEN CEO LIKEABLE LOCAL Dave is part of LinkedIn’s new Thought Leader Program and has been featured on CNBC’s On the Money, BBC, ABC World News Tonight, the CBS Early Show, the New York Times, and countless blogs. Dave has also keynoted at dozens of conferences across the globe and webinars for organizations such as WOMMA, TEDx, SXSW, and the American Marketing Association. Dave is proud of his business accomplishments, but prouder of Charlotte and Kate, his two daughters at home in New York. Twitter: @DaveKerpen LinkedIn: www.linkedin.com/in/davekerpen BREAKING DOWN BUSINESS SILOS share this eBook The other day, I had an issue with my television service. As a social media author and CEO, I did the first thing that comes naturally: I tweeted, and posted a complaint on the company’s Facebook page. To their credit, the company responded right away, apologizing and giving me a phone number to call to resolve my service issue. This is terrific social media practice. The only problem? When I called up the phone number they gave me on Facebook, I was put on hold for over 40 minutes! While the guilty company eventually resolved my customer service issue, I was left as angry and frustrated as I’d been before. There was zero connection between this utility company’s social media channels and its phone customer service. Several years into the coming of age of social media, most companies are still paying only lip service to the most significant communications paradigm shift in a century. Companies that spend millions of dollars on Facebook ads don’t allow their employees to access Facebook.com at work. Companies that dedicate full staffs to Twitter don’t have any C-level employees who even use Twitter. Companies that spend a lot of time and money on distributing content across social networks don’t use those same networks to listen to their customers. What is the root of the problem, and how can it be fixed? In many companies, social media is still silo-ed. In order to become successful, senior executives must go beyond social media and embrace social business. COMPANIES THAT DEDICATE FULL STAFFS TO TWITTER DON’T HAVE ANY C-LEVEL EMPLOYEES WHO EVEN USE TWITTER. To better explain social business, I spoke with Brian Solis, fellow LinkedIn Influencer and co-author of the brand new book The Seven Success Factors of Social Business Strategy. Here is what Brian shared with me:
  37. 37. sprinklr.com © Sprinklr 2014. All rights reserved. 35 BREAKING DOWN BUSINESS SILOS share this eBook There’s a difference between a social media and social business strategy. Social media are the channels where information and people are connected via two- way platforms. Social media strategy defines programs specific to networks and the corresponding activity within and around each. A social business strategy is one that aligns with the strategic business goals and has alignment and support throughout the organization. Here are Brian’s seven steps to successfully champion and scale social media through the organization and earn executive support along the way: Define the Overall Business Goals Explore how social media strategies create direct or indirect impact on business objectives. What are you trying to accomplish and how does it communicate value to those who don’t understand social media? Establish the Long-term Vision Articulate a vision for becoming a social business and the value that will be realized internally among stakeholders and externally to customers (and shareholders). Ensure Executive Support Social media often exists in a marketing silo. It must expand to empower the rest of the business. To scale takes the support of key senior executives, and their interests lie in business value and priorities. THERE’S A DIFFERENCE BETWEEN A SOCIAL MEDIA AND SOCIAL BUSINESS STRATEGY. Define the Strategy and Identify Initiatives Once you have your vision and you’re in alignment on business goals, you need a plan that helps you bring everything to life. A strategic social business roadmap looks out three to five years ahead and aligns business goals with social media initiatives across the organization. Establish Governance and Guidelines Who will take responsibility for social strategy and lead the development of an infrastructure to support it? You’ll need help. Form a center of excellence to prioritize initiatives, tackle guidelines and processes, and assign roles and responsibilities. Secure Staff, Resources, and Funding Determine where resources are best applied now and over the next three years. Think scale among agencies but also internally to continually take your strategy and company to the next level. Train staff on vision, purpose, business value creation, and metrics/reporting to ensure a uniform approach as you grow. Invest in Technology Platforms that Support the Greater Vision and Objectives Ignore ‘shiny object’ syndrome. Resist significant investments until you better understand how social technology enables or optimizes your strategic roadmap. Once you do, invest in the best-fit technology providers to help scale ‘social’ across your entire enterprise. It’s time for businesses to stop paying lip service to social media and to start truly becoming social organizations – organizations in which all employees use the incredible technologies we’ve come to use and love as consumers. It’s time to create a social business for your organization. Today can be your start.
  38. 38. sprinklr.com © Sprinklr 2014. All rights reserved. 36 WITHOUT INFRASTRUCTURE, YOU MIGHT BE ON SOCIAL, BUT NOT ACTUALLY SOCIAL NINA OWENS NINA OWENS SOCIAL MEDIA SPECIALIST MICHAELS STORES, INC. An employee of Michaels Stores, Inc. – North American’s largest arts and crafts specialty retailer with more than 1,100 stores in 49 states and Canada – for more than 13 years, Nina began her career as a content editor for Michaels.com and currently oversees the majority of the company’s social media platforms, including Facebook, Pinterest, Instagram, and Google+. Nina is also a mixed-media artist, specializing in sculpting, beading, collage, and dolls. The award-winning artist is the author of more than six craft books and does freelance craft writing in her spare time. Twitter: @artgalz LinkedIn: www.linkedin.com/pub/nina-owens/b/a70/53a BREAKING DOWN BUSINESS SILOS share this eBook Just like it ‘takes a village’ to raise a child, at Michaels, delivering a successful social media campaign is a company effort. Coordination between teams and departments is critical since the Michaels brand is the heart of social media and our employees are the links, so having a solid infrastructure that everyone can rely on is one of the keys to our success. Our infrastructure includes plans for different situations, especially those that require quick action, to address challenges before things escalate. It also includes having the right tools and platforms to assist our social media teams. Platforms like Facebook, Pinterest, Twitter, Instagram, etc. – or management systems such as Sprinklr, Hootsuite, Curalate, and others – not only provide services like analytics, media monitoring, and scheduled publishing to make our jobs easier, they also allow us to engage with our consumers better. At Michaels, being social means first and foremost listening to your audience, as well as responding to them so they know they are being heard. It’s interacting in a way that feels like a real-life community, letting our customers know they are valued, and that we truly care about them. BEING SOCIAL MEANS FIRST AND FOREMOST LISTENING TO YOUR AUDIENCE, AS WELL AS RESPONDING TO THEM SO THEY KNOW THEY ARE BEING HEARD. Social media is fluid and constantly changing, but with a solid infrastructure, our team is able to react to issues in real time and deliver quality content worth sharing. Our infrastructure allows us to be part of the social community and live where our fans live. It also gives us the tools we need to listen to what’s being said and adjust our content to resonate with our fans. Without such an infrastructure, we might be on social but not actually ‘social.’
  39. 39. sprinklr.com © Sprinklr 2014. All rights reserved. 37 THE REASONS TO DROP THE SILOS COULD FILL A BOOK STEFAN TORNQUIST STEFAN TORNQUIST VICE PRESIDENT OF RESEARCH (US) ECONSULTANCY Stefan has been at the leading edge of digital for over 15 years, both as an analyst and marketer. Prior to joining Econsultancy to lead research in the US, Stefan was the research director and a primary spokesperson for research publisher MarketingSherpa. He began his career in online marketing as co- founder of rich media pioneer Bluestreak, now part of the Dentsu network of companies. Twitter: @marketingStefan LinkedIn: www.linkedin.com/in/stornquist BREAKING DOWN BUSINESS SILOS share this eBook Recently I got to hear a candid anecdote from a leader at a B2B equipment manufacturer that’s growing quickly and has sales teams flung across the world. The last few years have seen their product set change massively and moved them to a hybrid service model, which confounded their system for attributing sales and commissions. That’s sacred territory and a real problem. She described several efforts between sales, marketing, and finance to fix things, but no solution captured the nuances important to the players. But a coincidence cut the knot: the implementation of a new internal social infrastructure. Over a few months, she saw how this organically changed the conversation from potshots lobbed between 50 different cells to a few vital conversations that were oblivious of departments, time zones, and roles. Over time, it’s become the culture for the sales and marketing teams to address the subtleties of complex deals early and together, so that finance is inputting data instead of chasing down attribution and starting brush fires. This is the kind of intractable corporate problem that can kill innovation, growth, and efforts to integrate teams, and it’s this kind of problem that (done right) social infrastructures can help overcome. This kind of change in communication is part of a movement. Econsultancy recently finished a piece of research that looks at global enterprises and their slow evolution in response to digital. One finding is that among those who have made real changes, the top most cited reason for success was dropping internal barriers… not just between elements within marketing and sales, but throughout the enterprise.
  40. 40. sprinklr.com © Sprinklr 2014. All rights reserved. 38 BREAKING DOWN BUSINESS SILOS share this eBook The reasons to drop the silos could fill a book. They go to some of the fundamental challenges and opportunities presented by the new digital landscape, especially for long-standing enterprises: To be more agile in the face of constant change To be more responsive and creative in product design and invention To understand and serve the best possible customer experience To remove structural impediments to growth With the new intensity of focus on the customer, which has been one of the great benefits of social, it’s easy to forget that the group of people who are most vital to your success is already in your network – your employees. THE TOP MOST CITED REASON FOR SUCCESS WAS DROPPING INTERNAL BARRIERS. Smart ways of using social technology to reconnect your people (and don’t forget suppliers, agencies, consultancies, and freelancers) can have effects across departments, roles, and regions by providing a structure to tackle these essential capabilities: Building the understanding between teams of their capabilities, challenges, strategic concerns, and practical everyday problems. Developing a culture of sharing information that can be useful to others in the organization. Increasing collaboration and creating ad-hoc teams to take advantage of the best people for a project, wherever they may sit, geographically or departmentally. Fostering the creativity that comes with diversity and the ‘outside’ view of those who aren’t too close to a problem or existing system. Constantly maximizing the efficiency of the organization by working together to bypass internal or external roadblocks to speed projects and development. These are important goals, but it’s not easy to restructure. Years of momentum and procedure stand in the way of a truly interconnected organization. But the companies leading the way are reporting successes that range from better employee and customer retention to more responsive product design to the most important of all, revenue growth.
  42. 42. sprinklr.com © Sprinklr 2014. All rights reserved. 40 IT TAKES INFRASTRUCTURE TO BE SOCIAL JESSICA BERLIN JESSICA BERLIN SOCIAL MEDIA MANAGER YAHOO Jessica is a social media strategist with a background in public relations, marketing, and digital marketing. She currently manages social media for Yahoo based in Santa Monica, CA where she works on the social strategy across Yahoo’s many brands and products. Prior to Yahoo, Jessica was at American Eagle Outfitters overseeing the social content, experience, and engagement programs for an active community of over nine million Facebook fans and multiple other social channels. Jessica lives in Los Angeles with her family and is a proud graduate of Vanderbilt University. Twitter: @JessBerlin LinkedIn: www.linkedin.com/in/jessicaberlin MANAGING THE CUSTOMER EXPERIENCE share this eBook It takes a lot to succeed in social – creating compelling content, listening, responding, and further engaging your customers and then measuring the impact. But the hardest part of a social media strategy is integrating all of these various tactics, tools, and data to determine the effectiveness of your efforts, holistically. Having an established infrastructure helps in managing and organizing all of this information to improve response times, increase brand engagement, customer loyalty, and drive traffic to your site. Without infrastructure, your efforts can appear disjointed and inconsistent. Infrastructure is hugely important to our social team. Yahoo has multiple products and properties with thousands of mentions a day. We need to be able to filter through the noise to understand how and which customers interface cross-channel and cross-brand, so we can ensure their needs are being met quickly and effectively. Being social means meaningfully engaging with your communities and advocating on behalf of your customers. Customers expect timely responses and organizations expect relevant data. The only way to deliver on both needs is with a solution and process in place to scale. This infrastructure helps improve our relationships with customers and creates efficiencies internally so we can consistently strive to deliver a better customer experience. WITHOUT INFRASTRUCTURE, YOUR EFFORTS CAN APPEAR DISJOINTED AND INCONSISTENT. Establishing an infrastructure is now necessary to take enterprise social media to the next level. With so much data and customer insight available, there is a huge opportunity for marketers to make sure every customer’s voice is heard, know how every complaint is resolved and how every compliment is recognized.
  43. 43. sprinklr.com © Sprinklr 2014. All rights reserved. 41 A STRONG FOUNDATION: THE ROLE OF INFRASTRUCTURE IN BUILDING SOCIAL RELATIONSHIPS FEATURING SONJA BROZE SONJA BROZE HEAD OF SOCIAL RELATIONSHIP INFRASTRUCTURE PAYPAL Sonja Broze sits at the head of the relationship management table both in the workplace and out. As PayPal’s Head of Social Relationship Infrastructure, she nurtures the platforms that make conversation possible, effectively enabling the very engagement that keeps a brand running. In her down time she is an active volunteer in professional women groups, LWT & eWiT, local community FOLGC and is looking forward to her volunteerism sabbatical in Africa with Africa Impact. Twitter: @slbroze LinkedIn: www.linkedin.com/in/slbroze MANAGING THE CUSTOMER EXPERIENCE share this eBook When you think of a home, you think of time spent with loved ones and all the memories held under one roof. You rarely think about the materials that hold the house together — the foundation that makes it possible to have a home. Why the Emphasis on Infrastructure? It’s clear to Sonja, and other leaders at PayPal, that social isn’t just another platform to push promotional messages onto customers. Rather, it presents an opportunity to converse with them, get to know them and nurture relationships with them. And with 132 million active registered PayPal accounts in 193 markets, the brand has a lot of relationships to maintain. So, they’ve put in place a framework that would integrate their social channels, keep track of conversations worldwide and provide valuable feedback. This is especially helpful as PayPal continues to expand into international markets. Thanks to a robust infrastructure, PayPal knows when their customers need help and how to take steps to get in touch. And they know this on a global scale. WITHOUT AN INFRASTRUCTURE, YOU’RE JUST NOT SOCIAL. The same applies to social. You rarely think about the systems in place to make all those tweets, shares and conversations possible. You overlook the role of infrastructure in building and maintaining relationships. But the reality is: “Without an infrastructure, you’re just not social,” says Sonja Broze, Head of Social Relationship Infrastructure at PayPal.
  44. 44. sprinklr.com © Sprinklr 2014. All rights reserved. 42 MANAGING THE CUSTOMER EXPERIENCE share this eBook An infrastructure empowers companies to “make business decisions by knowing – not just having – customers,” Sonja says. AN INFRASTRUCTURE EMPOWERS COMPANIES TO MAKE BUSINESS DECISIONS BY KNOWING – NOT JUST HAVING – CUSTOMERS. A Bold Prediction Sonja believes enterprises will soon (if they haven’t already) put the same emphasis on building a strong social infrastructure. “Infrastructure isn’t a sexy word,” she says. “But it allows us to stay in touch with those who matter to us most – our customers.”
  45. 45. sprinklr.com © Sprinklr 2014. All rights reserved. 43 INFRASTRUCTURE IS THE FOUNDATION OF A STRONG SOCIAL PROGRAM DON BULMER DON BULMER VP OF COMMUNICATION STRATEGY ROYAL DUTCH SHELL Don is vice president of communication strategy at Shell where he is responsible for the design, governance, implementation, and measurement of Shell’s global social media, influence, and partner communication strategies. Don has 19 years of success leading innovative, award-winning marketing, and communication programs at top energy, enterprise technology, internet startup, and professional services companies. Twitter: @dbulmer LinkedIn: www.linkedin.com/pub/don-bulmer/5/801/262 MANAGING THE CUSTOMER EXPERIENCE share this eBook At Shell, the goal of social is not to sell or convince people to consume more or buy more. It’s to educate and engage with our audience on the issues around energy… and to do so in a very simple, human, and relatable way. To a child, for example, the concept of energy and sustainability could mean turning the lights on and off. To an adult, it’s about getting from point A to point B in the most cost-effective way. And to a grandparent, it represents leaving the world a better place for future generations. Energy is complex, with various meanings depending on the audience. We use social to reduce these complexities.
  46. 46. sprinklr.com © Sprinklr 2014. All rights reserved. 44 MANAGING THE CUSTOMER EXPERIENCE share this eBook Over the past two years, we have developed a strong presence across the major platforms: Facebook, LinkedIn, Twitter, Sina Weibo, Instagram and G+. We now have people from nearly 90 countries engaging with us through social. The coordination of content and community management across these platforms, at such scale, is simply not possible without a robust technical infrastructure. There is too much at risk for brands that don’t adopt a cross-enterprise infrastructure. If you’re only using the native interfaces… It’s an inefficient use of your resources (staff, agency, and general budget). You face limitations regarding insight, reporting, and measurement – the elements necessary to showcase the impact, value, and movement toward business- driven results. You leave your enterprise at risk for corporate identity theft and publication of brand-damaging rogue content. The technical infrastructure that we use at Shell is foundational to our program. Without it, our ability to meet our social (and business) goals would be stunted. THERE IS TOO MUCH AT RISK FOR BRANDS THAT DON’T ADOPT A CROSS-ENTERPRISE INFRASTRUCTURE. IF YOU’RE ONLY USING THE NATIVE INTERFACES… Our infrastructure gives us the ability to maintain governance over who communicates on behalf of the brand, visibility into content across platforms, analysis and insights from engagement, real-time monitoring of comments and conversations, reporting, etc. Infrastructure allows us to understand what our social communities care about, what their concerns are, and how we can provide value for them. 1 2 3
  47. 47. sprinklr.com © Sprinklr 2014. All rights reserved. 45 BEING SOCIAL MEANS PUTTING RELATIONSHIPS AND EXPERIENCES FIRST PAUL HASKELL PAUL HASKELL SOCIAL COMMERCE AND EMERGING MEDIA MANAGER OMAHA STEAKS Paul leads social strategy at Omaha Steaks and is a key advocate for the company’s content marketing efforts. Under his direction, Omaha Steaks has continued to grow and deepen relationships with its social community by providing not only top-notch customer service, but also engaging and valuable content that helps people do great things in the kitchen or on the grill. If you choose to follow Paul on Twitter, apologies in advance for all the cycling tweets. Twitter: @phaskell LinkedIn: www.linkedin.com/in/paulhaskell MANAGING THE CUSTOMER EXPERIENCE share this eBook It seems like the act of being social often takes on a very different meaning for the average person using social media when compared to their brand counterparts. People want to share personal happenings, keep up with their friends, and consume news in real time, while brands too often just want to tell their followers about their great products. These disparate definitions of what it is to be social cause a division in the social relationship between the two. Relationships and Experiences Come First At Omaha Steaks, our focus is on the relationship and the experience our customers have consuming and sharing our products, and in their interactions with our brand and employees. ‘Being social’ to us means actively listening to, learning from our social constituents, and communicating with them as though they were our friends, family, and neighbors. We’ve built our social infrastructure to support this philosophy, and we work hard to grow and nurture it as the social space evolves. Social Infrastructure Best Practices Find engaging people who get a real charge out of helping others and understand how to communicate in each social medium. Enable them to do more than just solve problems. Let them be your brand voice and encourage them to join and start conversations with customers and non-customers alike. Make it easy for your company’s social engagers to reach out internally to discover the best answer to a customer’s question or concern. Document that knowledge in an accessible reference book so it can be reused and built upon. Utilize a powerful listening tool that enables members of your social team to answer both direct and indirect brand mentions and questions. You don’t truly know what the conversation is until you are ready to find and listen to it.
  48. 48. sprinklr.com © Sprinklr 2014. All rights reserved. 46 MANAGING THE CUSTOMER EXPERIENCE share this eBook The Result of Relationships + Infrastructure Instead of broadcasting noise, Omaha Steaks is able to deliver content, resources, and offers that we know our fans will find valuable (like cooking methods our chef has perfected, sneak peeks at upcoming sales, or creative recipes curated from Pinterest). We are also able to more quickly find and address concerns and pass that information to other areas of the company to improve our products and processes. In the end, we are able to deliver better experiences and develop deeper and more meaningful relationships with people every day.
  49. 49. sprinklr.com © Sprinklr 2014. All rights reserved. 47 BE PREPARED FOR ANYTHING: BEING SOCIAL AND PERSONAL @ASKCITI FEATURING PAUL MICHAUD PAUL MICHAUD SENIOR VICE PRESIDENT OF NORTH AMERICA MARKETING CONTENT & SOCIAL CITI In this role, Paul is responsible for guiding social strategy and measurement, social listening insights, social customer care, and relationships with the social networks and solution providers. He has been with Citi for seven years. Prior to Citi, Paul led professional service teams at Viant, Watchfire and Seer Technologies. He began his career as a technology manager at Chemical Bank, now JPMorgan Chase. Twitter: @EHandNYC LinkedIn: www.linkedin.com/in/paulmichaud MANAGING THE CUSTOMER EXPERIENCE share this eBook It’s pure Americana: a gorgeous newlywed couple is driving in their red convertible decorated with a “Just Married” sign. They pull over to the side of the road for a kiss — the perfect start for a honeymoon. This scene was recently posted on the Citibank US Facebook page, inviting customers to check out Citi Popmoney, a convenient service to send money via email. But one Facebook fan had other things on her mind: “Citibank, I need money to buy a house for me in New York. CAN YOU HELP ME??????” Esther, a Citibank representative, gives the customer the phone number to connect with a mortgage specialist and advises that further questions be shared through a private message to protect her privacy. It’s a scenario that repeats itself on the Citibank US Facebook page multiple times each day, regardless of whether the photo is a baseball player sharing a ballpark promotion or a rock star touting presale ticket access for Citi cardmembers. For Paul Michaud, Senior Vice President of Social Media at Citi, facing these kind of conversational curveballs is just business as usual. “The customer may not consider the context of our wall post,” he says. “Seeing the Citi name might just remind them that they have a question or complaint. And when they get in touch, our customer service team has to be ready to engage with them.” “We moderate all of our comments but, for the sake of transparency, we don’t delete any of the negative feedback,” Michaud adds. “The only things we remove are customers’ personal identity information, profanity, completely off-topic material, or spam messages.” Taking a peek at Citi’s Global Consumer Banking business, best known as Citibank, is a case study on how financial institutions can be social at scale — while still engaging with customers on a personal level. Citibank serves more than 100 million clients in 40 countries, with about half of their total loans, deposits, revenues and net income coming from the United States. With more than a million of those customers following its multiple accounts on Facebook, Twitter and YouTube, Citi needed a social relationship infrastructure (SRI) to monitor and respond to the thousands of messages streaming in daily.
  50. 50. sprinklr.com © Sprinklr 2014. All rights reserved. 48 MANAGING THE CUSTOMER EXPERIENCE share this eBook According to Michaud, Citi chose Sprinklr to quickly process and prioritize the fire hose of social media comments, and coordinate who in the company should respond. Although Citi has specific channels devoted to specific purposes — e.g. @AskCiti on Twitter is devoted to resolving customer issues on a private line once contact is established — the customer usually makes no such distinctions. “We tell our customer service team to be prepared for just about anything,” Michaud says. “We might get a public affairs question, a recruiting question from someone applying for a job, or a vendor trying to find the right internal contact. Occasionally, we may even see crisis-related social conversations.” During Hurricane Sandy, Citi posted updates about branch openings, locations of its mobile branches, donations and opportunities to donate, and information on various fee waivers. Customers responded with comments and questions, as well as providing feedback on Citi’s handling of the crisis. Whether the social media messages are urgent or routine business, customer service representatives use the Sprinklr SRI to triage the questions to the most appropriate Citi team. Michaud credits the new system for saving roughly 20 percent of his community manager’s time that was previously devoted to customer service issues. The community manager had previously been in the role of liaison between customer service and other departments. That saved time is now used to create more original content and engage with customers. “We like the fact that the Sprinklr team is very entrepreneurial and responsive to our needs,” says Michaud. “Our main focus now is using it to track our performance. We were using an agency to compile metrics and it was very labor-intensive. Now, we’ve shifted their focus from reporting metrics to delivering actionable business insights to improve our strategy.” Because all Citi marketing content must be reviewed by the appropriate legal and compliance teams, using an SRI to track the approval of each post is invaluable. The system is also used to catalog and manage the company’s library of licensed images – every photograph posted on social media must be cleared for copyright. “Customer service is obviously vital for financial services; and if you’re going to have a brand presence on social media and invite conversation, you’d better be prepared to handle every conversation,” Michaud says, stressing that Citi social media channels also attract plenty of compliments to balance out the complaints. ‘If you follow our @CitiPrivatePass handle on Twitter, you’ll see lots of customers who are thrilled to get presale or VIP access to concerts, sports, dining and family events,’ he says. “We try our best to treat all of our customers like rock stars,” he adds. IF YOU’RE GOING TO HAVE A BRAND PRESENCE ON SOCIAL MEDIA AND INVITE CONVERSATION, YOU’D BETTER BE PREPARED TO HANDLE EVERY CONVERSATION.
  51. 51. sprinklr.com © Sprinklr 2014. All rights reserved. 49 TAKING YOUR IN-REAL-LIFE RELATIONSHIPS ONLINE JEREMIE MORITZ JEREMIE MORITZ SOCIAL MEDIA MANAGER PERNOD RICARD Jeremie started to build websites when he was 14 and launched a first direct sales online business in rugby goods when he was 19. His career started at Henkel France as the internet product manager. In 2005, he took the position of Senior Digital Marketing Consultant at Fullsix European Agency, working withclients like SFR and Whirlpool. In 2007, Jeremie became the business developer and marketing manager in Europe for Metaboli/Gametap, one of the leading companies in video games digital distribution. After three years, he became consultant for some startups, living between Paris and New York. He joined Pernod Ricard in 2012. Jeremie is a long time digital evangelist and also launched the French version of ReadWriteWeb in 2008. Twitter: @jmoritz LinkedIn: www.linkedin.com/in/jmoritz MANAGING THE CUSTOMER EXPERIENCE share this eBook As a company, we have been social since the beginning. Our founder wanted to be very close with people – his mantra was to make a new friend every day. So, for us, being social happened way before social media even emerged. With the arrival of the digital era, however, it became essential that the social links we were building offline (the decades of relationships nurtured) also translated online. We’re not doing this perfectly everywhere, every time. But putting the different markets on the same platforms, sharing what works and what doesn’t work, creating enterprise-wide guidelines for social behavior… essentially building a social infrastructure... has helped us along the way. Being social (both offline and online) is incredibly important to our organization. There are some organizations that don’t want to change and adapt to the social landscape, but that’s like being in a pool and keeping your head under the water. You’ll end up missing out on the things happening around you, and you won’t last very long.
  52. 52. sprinklr.com © Sprinklr 2014. All rights reserved. 50 MANAGING THE CUSTOMER EXPERIENCE share this eBook People are going to be talking about your brand, regardless of whether you join the conversation. For example, the Ricard Pastis brand had 50,000 active fans on Facebook before the official page was even created. Social is not a trend. People are doing it, and they’ll do it with or without your participation. So, you have to be aware of what people are saying on every platform. You have to know your audience across all channels. You have to be involved. One thing that is crucial to all of this is to understand who your brand is. If you’re not honest about what you do – owning the fact that “I am a brand. I have a tone of voice. I have an image and I’m ready to put that out there” – it’s going to hold you back from fully connecting with people. PEOPLE ARE GOING TO BE TALKING ABOUT YOUR BRAND, REGARDLESS OF WHETHER YOU JOIN THE CONVERSATION.