How tosurviveandthrivetakingyour enterpsiesocial final

2012 SUNZ ConferenceHow to survive and thrive,taking your enterpriseSOCIALVincent Cotte – Product Marketing SASTwitter: @vcotte Company Confidential - For Internal Use Only Copyright © 2011, SAS Institute Inc. All rights reserved.

90% of consumers trust peerrecommendation 14% trust advertisementsFacebook tops Google for weekly traffic… YouTube is the 2nd largest search enginegeneration Y and Z consider email passe 4http://www.socialnomics.net/ "Social Media Revolution" Institute Inc. All rights Only Copyright © 2011, SAS by Erik Qualman. Company Confidential - For Internal Use reserved.

Where are they? Who are they?How do they make decisions?What is compelling? When is the best time? 5 Company Confidential - For Internal Use Only Copyright © 2011, SAS Institute Inc. All rights reserved.

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Agenda Today’s Agenda The opportunity in social Where are you on your journey? Fundamentals of social media analytics 9 Company Confidential - For Internal Use Only Copyright © 2011, SAS Institute Inc. All rights reserved.

Opportunity Brand monitoring • Sentiment analysis • Reputation monitoring • Competitive analysis Service • Citizen self service • Support • Research and shared knowledge Marketing • Improve targeting (know the customer) and influence network • Retention/acquisition 10 Company Confidential - For Internal Use Only Copyright © 2011, SAS Institute Inc. All rights reserved.

Social Media Analytics Maturity Model Social return on investment – risk – brand goals Scorecard monitoring real time trends – impactCompetitive Advantage Planning & on sales and traffic – influence Engagement network Historic Analysis this term v previous term Attributed customer service – Listening product quality – pricing – selection Basic Listening self awareness – competitive Degree of Intelligence 12 Company Confidential - For Internal Use Only Copyright © 2011, SAS Institute Inc. All rights reserved.

Considerations for Today’s Social Marketers How can I better How can I How do I best listen for what is process respond to relevant to my conversations conversations? business? in a way that leads to action? ProcessingListening Responding • Relationships • More channels • Organize • Influence • Understanding • Mining and meaning • Customer • Communicating Service • Filtration • Strategy 13 Company Confidential - For Internal Use Only Copyright © 2011, SAS Institute Inc. All rights reserved.

Listening Key metrics to look at awareness and opportunity to see Understand sentiment of the discussions and posts Where are the conversations happening? Who is doing the talking and are they Influential? How to listen?  Reactively – Proactively - Strategically 14 Company Confidential - For Internal Use Only Copyright © 2011, SAS Institute Inc. All rights reserved.

Listening Inside and Outside Customer Third Party Data Satisfaction Brand Web Research Research Analytics Internal Data Surveys Behavioral Online Data Chat Customer Customer Call Center Service Data Emails Data Benefits:  Common lens  Leading indicators  Improve forecasts  Augment lifetime customer value Social Data 16 Company Confidential - For Internal Use Only Copyright © 2011, SAS Institute Inc. All rights reserved.

Socially-deep culture seeking toLeading turn online conversation data intoUS Online a strategic asset to support high growth in online retail businessRetailer Able to understand and use what customers were saying across different channels to identify emerging issues and opportunities. SAS Social Media Analytics monitors 400 chats, 1.1M social interactions/day and triggering near real-time engagement. Benefits came in the form of less time spent on sifting through noise, more time on analysis and action, quicker response to issues and faster answers to conversations about price, selection, company and products. 17 Copyright © 2012, SAS Institute Inc. All rights reserved.

Processing Organising  Brands, topics and taxonomies Mining  Clustering, phrase clouds and sentiment Communicating  Reports, dashboards and alerts 18 Company Confidential - For Internal Use Only Copyright © 2011, SAS Institute Inc. All rights reserved.

Organizing Through TaxonomiesApple example taxonomy Apple Corporate Financial Customer Outlook Products Reputation Service iPhone Ipad Ipod Touch Apple TV Portability Battery Life Cost Performance Reception “Dropped “Telecom “No Service” Calls” NZ” 19 Company Confidential - For Internal Use Only Copyright © 2011, SAS Institute Inc. All rights reserved.

Organizing Through TaxonomiesImmigration Department Outbound Incomingexample taxonomy Work visas Refugee Pre In process application queries Timing Quality Threats 20 Company Confidential - For Internal Use Only Copyright © 2011, SAS Institute Inc. All rights reserved.

Processing Sentiment and tone of the conversation Competitive tracking provides validation for reaction Timeline tracking Background on context 24 Company Confidential - For Internal Use Only Copyright © 2011, SAS Institute Inc. All rights reserved.

Boutique casino/hotel seeking toget closer to guests by meldingonline, social experience with on-premise experienceNeeded to measure social activity across a diverse set ofcasino/hotel products, services, and experiences.A small team was able to filter out the noise and find thevalue across property names, names of personalities,restaurants, etc.The project realised some key benefits:• less time sifting through noise and more time learning• Quick response to issues related to shopping, food, amenities, entertainment,• Increase in response rates through loyalty and real time offers• Tracking and engagement across both online and social channels 25 Copyright © 2012, SAS Institute Inc. All rights reserved.

Responding Understanding the social network to prioritise by influence Focusing on customer service Right person for the right action Strategic planning 26 Company Confidential - For Internal Use Only Copyright © 2011, SAS Institute Inc. All rights reserved.

Leading South African bank lookingto respond more quickly tocustomer’s needs and increasingcompetitive pressures online.Performs deep analytics on social data looking tomeasure impact of online/social communications.Focussing on analysing aggressive social tactics bycompetition, understanding perceived strengths andweaknesses of competition, measuring social activityacross a diverse set of banking products, services, andexperience.Bank experienced benefits in reduced churn, improvedcampaign response through better insight and improvedproduct decisions based on insightful comparisons tocompetitors 30 Copyright © 2012, SAS Institute Inc. All rights reserved.

References http://www.sas.com/knowledge-exchange/customer- intelligence/tag/social-media-analytics The Social Organization (Mark McDonald – VP@Gartner) Information Management Blogs (James Kobielus) JAN 4, 2012 http://socialmedianz.com http://kdpaine.blogs.com/ http://www.sas.com/software/customer-intelligence/social- media-analytics/index.html 31 Company Confidential - For Internal Use Only Copyright © 2011, SAS Institute Inc. All rights reserved.

SAS Australia New Zealand Social Media Channels http://www.twitter.com/sas_anz #SUNZ2012 http://www.facebook.com/SASAustNZ http://www.youtube.com/sasasiapacific http://www.slideshare.net/sasasiapacific http://www.sas.com/knowledge-exchange/ http://blogs.sas.com/content/ 32 Company Confidential - For Internal Use Only Copyright © 2011, SAS Institute Inc. All rights reserved.

social media is digital, therefore measurablesuccess requires technology, process and people Listen – Process – RespondKYC - Competitive - Brand - Service 33 Company Confidential - For Internal Use Only Copyright © 2011, SAS Institute Inc. All rights reserved.

How tosurviveandthrivetakingyour enterpsiesocial final

by Sunz - SAS Users of New Zealand on Feb 23, 2012

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