Les petitsdéjeuners du Social MarketingDe Social Marketing ontbijten<br />June 1st, 2010<br />The incredible business case...
2<br />Agenda<br /><ul><li>What can the external world bring to the party ?
What did some participatory campaigns miss ?
Reasons to believe</li></li></ul><li>What can the external world bring to the party ? More value and less cost<br />3<br />
Consumer engagement drive improvement across the value chain<br />4<br />R&D/ Product development<br />Procurement/ Produc...
15% of customers use communities for support
On-line apparel retailer uses existing customers as “reps” to generate  15% of sales
1% of customers engaging as “reps”
Connects photo-graphers to buyers, reducing stock photography cost by ~100 times
Created  on-line platform to enable inventors to submit product ideas or provide solutions
Increased  R&D productivity by 60%
Doubled new products success
Reduced R&D as a percentage of sales from 4.8% to 3.4%
Community-based t-shirt design company eliminated need for internal design function
Created social network for sharing cruise travel plans
Estimated to have driven $1.6M of cruise revenue
Extensive support community greatly reduced call center volume
Opened up product roadmap to online community
Reduced time spent to review product roadmap
Doubled frequency of releases without increasing staff
Created online communities to improve customer research
Estimated savings of  $3M per year in surveys and $1M per year on focus groups
Deployed network of suppliers for designing and manufacturing motorcycles
Reduced cost of components by 70%
Customer support community enabled only 2 Novell FTEs to  support 20,000 issues per quarter
Used uTest, an on demand software testing community
Significantly reduced testing cost and improved quality
Deployed web based tools to serve as project details library
Reduced projects timelines and enabled reuse of up to 25% of project designs and engineering data
Created active recruiting community onFacebook with more than 30,000 users </li></ul>SOURCE: McKinsey Technology Initiativ...
R&D<br />Operations<br />Marketing <br />Sales<br />Service<br />End to End External engagement  creates value and reduces...
HUMAN RESOURCES<br />6<br />
2,000,000 IMPRESSIONS2,300 NEW ACCOUNTS$4,000,000 IN NEW DEPOSITS<br />Why did they experience this kind of growth? Prospe...
11<br />Client context<br />Selected approach<br />Impact<br />Case study – Deutsche Bank<br /><ul><li>Deeper insights vs ...
More nuanced and valid input as people got ‘time to think’, just as in real life
More creativity due to larger size of group
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Social Marketing Breakfast 1 June: More sales, less cost thanks to a participatory website for your company

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1: What can the external world bring to the party ?
2: What did some participatory campaigns miss ?
3: Reasons to believe

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  • Last year I spoke on talent and how HR could use social media to acquire, vet and retain talent. So we won’t go into that too much this year.
  • But I will show you this case study. An Alberta credit union put out a job notice on Twitter and YouTube advertising for a youth spokesperson. This person would reach out using the same tools to other young adults. The entrants submitted videos and the job was awarded to a young woman who got busy and through social media, generated 2MM impressions, 2300 new accounts and 4MM in new deposits. Why did this work? It’s because young people trusted this spokesperson.Remember Karma LoopRemember Tupperware Remember campaigns of P&amp;G
  • Product management, product design, product naming. How does this happen in many small to mid-sized businesses? Owner whim. What if you could crowdsource your development to be sure you were designing something your customers actually wanted? Social channels can help get insights and create market-friendly innovations.
  • Just before the Consumer Electronics Show this month, Kodak CMO Jeffrey Hayzlett asked his users over Twitter what they would call the latest waterproof version of their ZI-8 pocket hi-def video camera. The winner would win a free trip to Vegas to join Jeffrey as they unveiled the new camera to thousands of attendees. Jeffrey said:
  • Sales can benefit as well from social media, through opportunity mining, direct sales models and in-store tools.
  • Some of you may have heard of Gary Vaynerchuk. He inherited his family’s New York liquor business. He decided that the wine industry was stuffy and didn’t really connect with consumers. So he started making videos of himself explaining wines in layman’s terms. He tried a number of different approaches. You can see how well the outbound approach worked. People trust Gary because they can relate to him. That trust has turned into business. And Gary now has over 850,000 followers on Twitter
  • Many of you are probably familiar with Twelpforce, Best Buy’s leveraging of its employee base to engage with customer care requests over Twitter. At a recent workshop in Canada, one of my clients wondered aloud if it was a good idea to trust “random employees” with handling customer care requests. And immediately another attendees stated “we trust them on the sales floor, don’t we?”Great example of an unpaid army that leverages the trust inherent in social channels.
  • Social Marketing Breakfast 1 June: More sales, less cost thanks to a participatory website for your company

    1. 1. Les petitsdéjeuners du Social MarketingDe Social Marketing ontbijten<br />June 1st, 2010<br />The incredible business case: more sales, less cost, more satisfaction thanks to aparticipatory website dedicated to your company<br />
    2. 2. 2<br />Agenda<br /><ul><li>What can the external world bring to the party ?
    3. 3. What did some participatory campaigns miss ?
    4. 4. Reasons to believe</li></li></ul><li>What can the external world bring to the party ? More value and less cost<br />3<br />
    5. 5. Consumer engagement drive improvement across the value chain<br />4<br />R&D/ Product development<br />Procurement/ Production<br />Marketing /PR<br />Sales<br />Service<br />Support functions – HR, IT, Training<br /><ul><li>Created support communities, where 80% of queries are answered by members
    6. 6. 15% of customers use communities for support
    7. 7. On-line apparel retailer uses existing customers as “reps” to generate 15% of sales
    8. 8. 1% of customers engaging as “reps”
    9. 9. Connects photo-graphers to buyers, reducing stock photography cost by ~100 times
    10. 10. Created on-line platform to enable inventors to submit product ideas or provide solutions
    11. 11. Increased R&D productivity by 60%
    12. 12. Doubled new products success
    13. 13. Reduced R&D as a percentage of sales from 4.8% to 3.4%
    14. 14. Community-based t-shirt design company eliminated need for internal design function
    15. 15. Created social network for sharing cruise travel plans
    16. 16. Estimated to have driven $1.6M of cruise revenue
    17. 17. Extensive support community greatly reduced call center volume
    18. 18. Opened up product roadmap to online community
    19. 19. Reduced time spent to review product roadmap
    20. 20. Doubled frequency of releases without increasing staff
    21. 21. Created online communities to improve customer research
    22. 22. Estimated savings of $3M per year in surveys and $1M per year on focus groups
    23. 23. Deployed network of suppliers for designing and manufacturing motorcycles
    24. 24. Reduced cost of components by 70%
    25. 25. Customer support community enabled only 2 Novell FTEs to support 20,000 issues per quarter
    26. 26. Used uTest, an on demand software testing community
    27. 27. Significantly reduced testing cost and improved quality
    28. 28. Deployed web based tools to serve as project details library
    29. 29. Reduced projects timelines and enabled reuse of up to 25% of project designs and engineering data
    30. 30. Created active recruiting community onFacebook with more than 30,000 users </li></ul>SOURCE: McKinsey Technology Initiative<br />
    31. 31. R&D<br />Operations<br />Marketing <br />Sales<br />Service<br />End to End External engagement creates value and reduces costs<br />End-to-End External Engagement (E4) is the ability to truly engage with external partners continuously in time, for insights, innovation, marketing, sales and customer service<br />5<br />SOURCE: Brandialog white paper<br />
    32. 32. HUMAN RESOURCES<br />6<br />
    33. 33. 2,000,000 IMPRESSIONS2,300 NEW ACCOUNTS$4,000,000 IN NEW DEPOSITS<br />Why did they experience this kind of growth? Prospects TRUSTED her.<br />7<br /><ul><li>© DDB CANADA </li></li></ul><li>PRODUCT MANAGEMENT<br />8<br /><ul><li>© DDB CANADA </li></li></ul><li>Prior to the 2010 CES, Kodak CMO Jeffrey Hayzlett asked consumers to name a new camera over Twitter. The winner(s) would win a trip to Vegas and help him launch it.<br />“I COULD HAVE JUST NAMED THIS THING THE VX150 OR ZI8. BUT I THOUGHT THAT THE PEOPLE WHO BUY THE PRODUCT SHOULD COME UP WITH SOMETHING MEANINGFUL TO THEM.” – JEFFREY HAYZLETT,CMO, KODAK<br />9<br /><ul><li>© DDB CANADA </li></li></ul><li>
    34. 34. 11<br />Client context<br />Selected approach<br />Impact<br />Case study – Deutsche Bank<br /><ul><li>Deeper insights vs focus groups due to lesser social conformism, dominance
    35. 35. More nuanced and valid input as people got ‘time to think’, just as in real life
    36. 36. More creativity due to larger size of group
    37. 37. Mix of quali / quanti – could nuance thinking between e.g. Clients/non-clients or other categories
    38. 38. Explore a new product through qualitative research and co-creation
    39. 39. Live focus groups + Private Dialog
    40. 40. First serie of ‘live’ focus groups
    41. 41. 4-months Private Dialog for :
    42. 42. Brainstorming on interest of the project
    43. 43. Calls to reactions on product features
    44. 44. Brainstorming on operational implications for users (follow up)
    45. 45. Creativity sessions for naming
    46. 46. Test of marketing material (display)
    47. 47. ‘off context’ feedback, feedback from prescriptors</li></ul>“ Brandialog offered us a unique way to gather insights on a relevant set of consumers. We are on their turf. They are ‘experts’ in their decision-making and guide us through our decision-making process. Brandialog’s solution and team enable more validity, creativity and disclosure.”<br />YannickGrécourt, VP Strategy & Marketing, Deutsche Bank<br />
    48. 48. SALES<br />12<br />
    49. 49. 13<br />WHAT IF CUSTOMERS COULD DOWNLOAD HELPFUL TOOLS AND USE THEM AT POINT OF PURCHASE?<br /><ul><li>© DDB CANADA </li></li></ul><li>$15K ON DIRECT MAIL = 200 NEW CUSTOMERS$7,500 ON OUTDOOR = 300 NEW CUSTOMERS$0 ON TWITTER = 1800 NEW CUSTOMERSBUSINESS GROWTH: $4MM -> $50MM IN 3 YRS<br /><ul><li>© DDB CANADA </li></li></ul><li>EMPLOYEE & CUSTOMER TRAINING<br />15<br />
    50. 50. 16<br />WHAT IF YOUR SALES TEAM HAD NEW SALES TRAINING PROGRAMS AND NEW PRODUCT LAUNCH INFORMATION AUTOMATICALLY DOWNLOADED TO IPODS/Pads?<br /><ul><li>© DDB CANADA </li></li></ul><li>CUSTOMER CARE<br />17<br />
    51. 51. 18<br />TAKING THE LOAD OFF OF CUSTOMER CARE VIA UNPAID ARMIES<br /><ul><li>© DDB CANADA </li></li></ul><li>19<br />What did some participatory campaign miss ?<br /><ul><li>Côte d’Or ?
    52. 52. AlkenMaes ?
    53. 53. Volkswagen ?</li></li></ul><li>Côted’or ?<br />20<br />
    54. 54. Alken-Maes ?<br />21<br /><ul><li>Un referendum mais pas d’écoute
    55. 55. Un FAQ quiauraitpu fairedes émules.
    56. 56. Unecibletrèsvisible
    57. 57. Que faire de ceuxquiontperdu ?</li></li></ul><li>Côte d’or, Alken Maes, who did they attract ?<br />22<br />2.5% is the average number of consumers buying 80% of a product, the ‘Pivotal Point Consumers’*<br />2 à 3,5% is the number of first adopters and key influencers to the rest of the community<br />Those are often the same. They are critical to new products and innovations. We name them «LEAD USERS». <br />Source: Catalina marketing study<br />
    58. 58. Volkswagen Belgium<br />23<br />
    59. 59. Reasons to believe<br />24<br />
    60. 60. Facts<br />450 millionspeopleonFacebook<br />830 000 joiningeveryday<br />Theyspend 55 minutes/day<br />4 millionsbelgiansX 55 minutes<br />50% claim having a highertendency to buybrandsthey’reconnectedwith<br />1 500 000 cies have afan page<br />20 millionsjoina fan page everyday.<br />0,19% = CTR average banner<br />6,49% = CTR avergae post on FB<br />66% of touchpointscreatedby the public(McK, july 2009)<br />
    61. 61. Facts: there is one single lever left to keep control of yourmarket: testoring trust<br />Sourceagenetwildfire/DDB Tribal Canada<br />
    62. 62. Social media complete eachother and build links restoringtrust around a company/Brand<br />
    63. 63. Types of links<br />Google : organic, intentionbased<br />Email : passed to oneormany<br />Facebook : passedfrom a friend to manyfriends<br />Twitter : passed to thosewho care<br />
    64. 64. Which links ?<br />Searched links<br />60% et 10% growth<br />Passed links<br />20% et 25/40% de<br />growth<br />Organic S L<br />Paid S L<br />Organic P L<br />Paid P L<br />
    65. 65. Facebook in the nearfuture ?<br />
    66. 66.
    67. 67.
    68. 68. Like & Yelp<br />
    69. 69. Starbucks<br />
    70. 70.
    71. 71. When do you plan to start ?<br />36<br />

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