Mlc social media_showcase[1]

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Mlc social media_showcase[1]

  1. 1. SALES, MARKETING, AND COMMUNICATIONS PRACTICE MARKETING LEADERSHIP COUNCIL® Social Media Showcase
  2. 2. COPIES AND COPYRIGHT As always, members are welcome to an unlimited number of copies of the materials contained within this handout. Furthermore, members may copy any graphic herein for their own internal purpose. The Corporate Executive Board Company requests only that members retain the copyright mark on all pages produced. Please contact your Member Support Center at +1-866-913-6451 for any help we may provide. The pages herein are the property of The Corporate Executive Board Company. Beyond the membership, no copyrighted materials of The Corporate Executive Board Company may be reproduced without prior approval. LEGAL CAVEAT The Marketing Leadership Council has worked to ensure the accuracy of the information it provides to its members. This report relies upon data obtained from many sources, however, and the Marketing Leadership Council cannot guarantee the accuracy of the information or its analysis in all cases. Furthermore, the Marketing Leadership Council is not engaged in rendering legal, accounting, or other professional services. Its reports should not be construed as professional advice on any particular set of facts or circumstances. Members requiring such services are advised to consult an appropriate professional. Neither The Corporate Executive Board Company nor its programs are responsible for any claims or losses that may arise from a) any errors or omissions in their reports, whether caused by the Marketing Leadership Council or its sources, or b) reliance upon any recommendation made by the Marketing Leadership Council.
  3. 3. TABLE OF CONTENTS ■ Branded Online Communities ................................................ p. 4 a. American Express OPEN—Financial Services Company b. Pitney Bowes—Manufacturing and Services Company ■ Non-Branded Online Communities ....................................... p. 22 a. Dunkin Donuts—Restaurant Company b. Caterpillar—Manufacturing Company ■ Corporate Blogs......................................................................... p. 33 a. Indium—Manufacturing Company b. Marriott—Hospitality Company ■ Twitter .......................................................................................... p. 49 a. United Linen—Services Company b. Progress Software—Software Company ■ Online Videos ............................................................................. p. 62 a. Johnson & Johnson—Health Care and Beauty Company b. DuPont—Chemical Company ■ Virtual Worlds ............................................................................ p. 73 a. Cisco—Software Company b. Wells Fargo—Financial Services Company ■ Wikis ............................................................................................. p. 84 a. Intuit—Tax Software Company b. Ford—Automotive Company ■ Appendix ..................................................................................... p. 95 From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 3
  4. 4. BRANDED ONLINE COMMUNITIES WHAT THEY ARE Branded online communities host a group of people with similar interests on a platform built, maintained, and branded by the company. WHAT THEY HELP YOU DO ■ Absorb customer information by collaborating with users to improve products/services. ■ Listen to users to get their feedback. ■ Animate your users by building a sense of community. ■ Support your users by providing easy-to-find solutions to their problems. ■ Talk to users and target your message more effectively. WHO IS DOING IT RIGHT ■ American Express OPEN ............................................................................................p. 6 ■ Pitney Bowes ....................................................................................................................p. 11 From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 4
  5. 5. BRANDED ONLINE COMMUNITIES IS A BRANDED ONLINE COMMUNITY RIGHT FOR YOU? Does your company have the resources to build, monitor, and maintain an online community? Start-up costs are significant in terms of awareness building and content spending. While some costs do dissipate over time, many companies underestimate the permanent, ongoing maintenance costs. One company found that initially one FTE was required to monitor every 100 key contributors (the 5% of users who generate 95% of the content). Are you willing to surrender a certain amount of control over your message? User-generated content chiefly drives communities, so encourage uses to take an active role. However, remember that posts are generally permanent, searchable, and associated with your brand (regardless of any disclaimers). Do you have a meaningful purpose that will drive users to network with each other? Your community will be more successful if you seek to engage on a deep level with a smaller set of dedicated users, rather than broadly with a wider audience, as those core users will drive engagement with others. Do you have the time and resources to wait for the community to build itself? With correct planning and implementation, eventually much of the content on your page will come from users. Until then, you will have to put in a higher level of effort to keep the page interesting and up to date. Do you have a plan to drive content? You need a plan for three types of content: user-generated, external and freelance submissions (i.e., bloggers), and company-generated. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 5
  6. 6. AMERICAN EXPRESS’S OPEN FORUM WHO IT IS American Express OPEN is part of a global payments, network and travel company. WHO IT IS TARGETING Potential Customers: Small Businesses Owners WHAT IT DID To generate brand awareness and consideration, American Express OPEN created an online community with extensive content and a “connectodex” to help users make meaningful business connections with each other. Source: American Express; http://www.openforum.com/. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 6
  7. 7. AMERICAN EXPRESS’S OPEN FORUM WHAT IT IS DOING RIGHT Providing Valuable Teaching Content: American Express OPEN targets users with content that teaches them about running a business, which establishes American Express OPEN as an advisor and thought leader, rather than just a credit card provider and keeps leads warm even if they are not yet ready to buy. Balancing of Open and Premier Content: While prospective clients can access many of the online offerings, some are restricted to American Express cardholders, rewarding additional engagement with tangible benefits. Facilitating Peer Networking: Networking tools like the connectodex allow users to generate leads for their own business and drives a stronger sense of community, which drives return visits. The connectodex also creates a clear ROI for involvement with the site. Integrating with Web Site: Highlighting the forum on the main site drives traffic and reinforces the users’ conviction that American Express is dedicated to interacting with them, driving a more secure relationship. RISKS IT IS UP AGAINST Overcoming the Short Shelf Life of Subject Matter: Content that focuses on recent economic and business developments will need frequent updating to remain relevant. Utilizing Cross-Promotion: Bringing in content from outside bloggers may boost the blogger’s brand rather than American Express’s. Source: Marketing Leadership Council research. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 7
  8. 8. AMERICAN EXPRESS’S OPEN FORUM INTEGRATING WITH WEB SITE To maximize traffic, BALANCING American Express OF OPEN OPEN integrates its AND PREMIER online community CONTENT into the American Enough material Express Web site is available to and promotes it as a demonstrate the stand-alone microsite. community’s value to prospective clients, but PROVIDING the most VALUABLE interesting tools TEACHING CONTENT are reserved Open Forum enables for existing American Express customers to OPEN to share demonstrate the insights on running clear benefits a small business, of an American positioning the brand Express card. as an advisor, not just a credit card provider. Source: American Express; http://www.openforum.com/. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 8
  9. 9. AMERICAN EXPRESS’S OPEN FORUM OVERCOMING THE SHORT LIFE OF SUBJECT MATTER Partnering with experts helps American Express secure a steady stream of new content to keep the users returning regularly to the site. UTILIZING CROSS- PROMOTION Experts lend credibility while driving new traffic to the site through cross-promotion on other channels; however, they must be carefully screened to ensure that they will connect with users. Source: American Express; http://www.openforum.com/connectodex/alltop-1?username=guy-kawasaki-1. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 9
  10. 10. AMERICAN EXPRESS’S OPEN FORUM FACILITATING PEER NETWORKING Facilitating lead generation for its users drives revisits. FACILITATING PEER NETWORKING Giving users the tools to identify peers with similar interests or complementary skill sets builds a stronger sense of community and increases the odds that users will return to the site. Source: American Express; http://www.openforum.com/connectodex/. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 10
  11. 11. PITNEY BOWES’S USER FORUM WHO IT IS Pitney Bowes is a manufacturer and provider of mailing technology and services. WHO IT IS TARGETING Current Customers: Mailing Professionals WHAT IT DID To increase customer delight, Pitney Bowes created an online community where customers can collaborate to resolve their technical problems. Source: Pitney Bowes; http://forums.pb.com/. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 11
  12. 12. PITNEY BOWES’S USER FORUM WHAT IT IS DOING RIGHT Developing Internal Metrics: Pitney Bowes determines metrics to measure ROI to drive internal stakeholder buy-in; it has identified how many service calls types of posts avert and the cost of those calls, allowing it to calculate overall costs saved by the forum. Identifying Community Leaders/Influentials and Solutions: Pitney Bowes allows users to either give a post “kudos” or “accept as solution” identification, making it easier for users to identify the solution that other known users have vetted, increasing customer delight and loyalty. Engaging Lead Steerers: Pitney Bowes reaches out to the most frequent users of its site to express its thanks and seek out feedback, driving customer engagement and feelings of gratification among its most powerful and useful advocates. Identifying and Humanizing Pitney Bowes Employees: Pitney Bowes clearly identifies its employees and provides in- depth biographical information about them to drive a sense of connection with users and to ensure that users see the forum as operating openly, creating trust and attachment with the company. Seeking Out Customer Opinions and Issues: Pitney Bowes seeks out customer opinions about the forums and hosts events about common problems to ensure that all customer needs are being met, ensuring that the forums act efficiently to solve customer problems early on. RISKS IT IS UP AGAINST Getting Answers to Customers: Pitney Bowes must monitor forums and step in with its expertise when users are not receiving answers (or are receiving wrong answers) to maintain the utility of the site for users; however, it must also drive customer-generated answers as those are both cheaper and preferred by users. Niche Audience: Pitney Bowes’s audience for the forums is small (around 3,000 users in the forums), which increases the importance of finding and retaining forum members to maintain an acceptable threshold of engagement. However, the niche nature of the forum does mean that it will attract more dedicated users. Source: BDI Conference; Marketing Leadership Council research. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 12
  13. 13. PITNEY BOWES’S USER FORUM SEEKING OUT CUSTOMER OPINIONS Pitney Bowes caters to customer wants and expectations HUMANIZING by seeking PITNEY BOWES customer EMPLOYEES feedback about Identifying the the forums and moderators with Pitney Bowes pictures and products. biographical information drives a sense of personal connection. Source: Pitney Bowes; http://forums.pb.com/. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 13
  14. 14. PITNEY BOWES’S USER FORUM IDENTIFYING COMMUNITY LEADERS/ INFLUENTIALS Identifying users as new or regular contributors gives regular contributors a sense of importance and ensures that their knowledge and dedication do not leave the site. Source: Pitney Bowes; http://forums.pb.com/t5/Equipment- Hardware-and-Supplies/DM100i-Insurance/m- p/5488#M1494. IDENTIFYING SOLUTIONS Users can find the post that answers their question, facilitating quick navigation to the solution in the future and smoothing the customer experience. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 14
  15. 15. PITNEY BOWES’S USER FORUM SEEKING IDENTIFYING OUT ISSUES SOLUTIONS Pitney Bowes Identifying the heads off new content that users problems before have found most they arise by useful facilitates hosting “ask the navigation, experts” events smoothing in the forums for the customer specific issues. experience. Source: Pitney Bowes; http://forums.pb.com/t5/ASK-THE- EXPERTS-Preparing-For/bd-p/EXPERT-Move_update. IDENTIFYING PITNEY BOWES EMPLOYEES Clearly identifying Pitney Bowes employees establishes that the forum is operating transparently, ensuring customer trust. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 15
  16. 16. BRANDED ONLINE COMMUNITIES: HOW TO GET STARTED Once you’ve determined a branded online community is right for your company, do the following: STEP 1: Determine which customer segment you are going to target. STEP 2: Find a vendor to build the community or determine internal resourcing. STEP 3: Determine the supporting structure of content for your community. STEP 4: Develop guidelines for when, how fast, and who should respond to user comments. STEP 5: Decide how you will drive users to your community. Additional Tool: ■ Online Community Building Toolkit From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 16
  17. 17. COMMUNITY VIABILITY ASSESSMENT CUSTOMER FIT BRAND FIT MARKETING FIT Understanding customers and their needs Achieving brand objectives through Achieving overall marketing goals through community community ■ Customer Demand ■ Fit with Brand Positioning ■ Organizational Fit – Would a community satisfy a particular – Is the idea of community consistent with – Does the community fit with the brand’s customer need? the brand positioning? broader advertising philosophy? – Has the customer expressed a desire to – How well does the brand positioning – Can a community be leveraged to support participate in a community around the support the scope of a community? sales and other organizational goals? brand? – How would a community add value to ■ Fit with Other Communications ■ Resource Intensity the life of the customer (i.e., information, – Can the community build measurable – Do we have the resources to create and entertainment, socialization)? brand loyalty? sustain a community over time? ■ Customer Potential for Engagement – Can the community extend or build – Do we have the technology to successfully up the brand or brand products in the build and maintain a community? – What is the potential for the target intended way? customer to be social or share ideas ■ External Partnerships through a community? ■ Brand Communications – How will a community affect our current – Could customers become emotionally – What is the community’s expected tenure business partnerships? invested in a community? On what level? (i.e., long-term versus temporary strategy)? – What is the potential to form new – Can a community be embedded in other partnerships through a community? brand communications? ■ Competition – Should community serve as a focal point for a particular brand or product – Are there other available resources that campaign? address similar customer needs (i.e., other communities, whether advertiser- supported or not)? From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 17
  18. 18. REQUEST FOR PROPOSAL [Name of Company] is requesting proposals from online community platform providers. Background: Current Situation: Objectives: • Marketing Objective: [e.g., increase brand awareness by 5%] • Business Objective: [e.g., decrease cost to serve of this population by 10%] Target Audience: • Demographics of Target • Psychographics of Target Budget: A budget of [insert amount] has been dedicated to establishing an online community for user support, inclusive of one- time start-up costs and ongoing maintenance for the calendar year. Proposals: All proposals should indicate the following: • Brief company background • Current and past clients and current billings • Key account representatives and support structure • Identification of any outsourcing of work • A clearly defined scope of work • Specific recommendations to achieve specified objectives • Projected return for total investment • Proposals to be presented to the leadership team on [insert date] at [insert pitch location]. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 18
  19. 19. ONLINE COMMUNITY MANAGEMENT: ROLES AND RESPONSIBILITIES CHART MARKETING CUSTOMER SERVICE IT LEGAL Community Building Phase Post ground rules for community participation. Due 1 September Select and aggregate content that customers will find Due 30 September Due 30 September valuable. Integrate community with corporate Web site. Due 15 October Add community URL to marketing materials. Due 1 December Collect real-time metrics (e.g., unique visitors, time spent). Begin 1 October Community Management Phase Select vendor to police customer-generated content. Due 15 December Due 15 December Track long-term brand and marketing metrics (e.g., brand Begin 1 January affinity, lead generation). Introduce new Web elements that refresh community Due 30 January format (e.g., video, chat room). Identify and reward key community influencers. Begin 1 February From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 19
  20. 20. ONLINE COMMUNITY PROMOTION PLAN INTERNAL PROMOTION VEHICLES Cross-promote your online community on your company’s other social media vehicles (e.g., Twitter account, YouTube channel). Ask employees to include your community URL in their e-mail signature. Include a link to your online community in company communications (e.g., press releases, whitepapers). Include a link to your online community in your next e-mail marketing campaign or customer newsletter. Add the online community URL to your call center menu and hold messages. EXTERNAL PROMOTION VEHICLES Conduct a phased rollout, allowing your brand passionates first access to the community to spark word-of-mouth referrals. Use SEO to ensure your online community appears in search listings. Monitor and respond to brand mentions in social media channels with a link to your online community. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 20
  21. 21. FINGER ON THE PULSE Community Measurement Dashboard Key Feature #1: Customized Views GOODNITES DASHBOARD Community managers view the full METRICS CHECKLIST Illustrative dashboard (tab A) while other marketers access an important subset of data (tab B). ■ Community Metrics Time spent on site A B Key Feature #2: Unique visitors per day Benchmarks Returning visitors per day Using biweekly data, Time Online per Visit E-Mail Open Rate community managers Page views per visit can establish community Home page drop-off rate Y Mins. performance benchmarks. E-mail opt-in rate Z Mins. Y% E-mail open rate X Mins. X% Key Feature #3: Trouble Number of search engine referrals Spot Identification Number of Web site referrals Easily noticing a drop in First Second Third Jan. Apr. July Number of new e-mail addresses collected e-mail open rates allows Visit Visit Visit community managers to quickly change e-mail ■ Brand and Marketing Metrics content and format to Notes: Visitors per Day Brand loyalty ■ drive greater community Send participants e-mail after participation and Brand equity second visit showcasing latest content. interaction with customer. Sales/product volume ■ Refresh content midmonth to prevent drop-off in visits. Key Feature #4: Annotations 1 July 31 July The marketing metrics will vary according to your organization’s Community managers can business goals, so select the customize notes and insights measurements most appropriate about the community to facilitate for your business. decision making and ensure that key learnings are captured. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 21
  22. 22. NON-BRANDED ONLINE COMMUNITIES WHAT THEY ARE Non-branded online communities are social networking sites where companies interact with users in an environment that the users have already established. WHAT THEY HELP YOU DO ■ Listen to your users by reading their posts about your brand. ■ Talk to your users to boost brand awareness and share interesting content. ■ Animate your users to drive your word-of-mouth message. ■ Absorb lessons from your users by engaging and collaborating with them. WHO IS DOING IT RIGHT ■ Dunkin’ Donuts ................................................................................................................p. 24 ■ Caterpillar ...........................................................................................................................p. 28 From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 22
  23. 23. NON-BRANDED ONLINE COMMUNITIES ARE NON-BRANDED ONLINE COMMUNITIES RIGHT FOR YOU? Does your target audience use non-branded online communities? Searching the communities for related content or for your competitors’ presence can give you an idea of who is using the community. Do you want to share a wide range of content without devoting as many resources as a branded online community requires? Non-branded online communities allow you to share a wider range of content than Twitter or a blog, without requiring as much upkeep as a branded online community. Are you willing to surrender a certain amount of control over content? The more users you have, the more control they will have over the content of your page. Non-branded online communities also impose a certain format on your content. Do you have the time and resources to wait for the community to build itself? With correct planning and implementation, eventually much of the content on your page will come from users through posts. Until then, you will have to put in a higher level of effort to keep the page interesting and up to date. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 23
  24. 24. DUNKIN DONUTS’ FACEBOOK WHO IT IS Dunkin Donuts is a coffee and donut retailer. WHO IT IS TARGETING Current and Potential Customers: Donut Fans WHAT IT DID To increase sales, Dunkin Donuts uses its Facebook page to drive word-of-mouth promotions. Source: Dunkin’ Donuts; http://www.Facebook.com/DunkinDonuts?v=wall&viewas=1560632397#/ DunkinDonuts?v=wall. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 24
  25. 25. DUNKIN DONUTS’ FACEBOOK WHAT IT IS DOING RIGHT Driving Advocacy: Dunkin Donuts’ “Keep your Coolatta” contest rewarded Facebook users who had made their profile picture a picture of them and a coolatta (Dunkin Donuts product), driving word-of-mouth marketing and customer awareness of the product. Driving Interactivity: Dunkin Donuts makes its Facebook page interactive with polls and applications, increasing the “stickiness” of its page, and driving customer engagement. Minimizing Response Time: Dunkin Donuts responds quickly to user comments, particularly negative ones, to ensure that its customers are receiving good service and that the word-of-mouth message remains positive. Coordinating with Offline Channels: Dunkin Donuts reposts and/or repurposes content from offline channels to drive a unified and smooth customer experience across channels, ensuring that all messages are reinforcing rather than undermining each other. RISKS IT IS UP AGAINST Negative User Reactions: As Dunkin Donuts has gotten more fans, it has had more negative content to confront, including profane, user-generated content, which can hurt customer perceptions of the brand. Prioritizing Responses: As the page becomes more popular, Dunkin Donuts must develop a strategy for dealing with the high number of responses, both positive and negative, to ensure that customers know that their feedback is valued. Source: Marketing Leadership Council research. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 25
  26. 26. DUNKIN DONUTS’ FACEBOOK MINIMIZING RESPONSE TIME Responding quickly to complaints can turn a dissatisfied customer into a satisfied one, ensuring that the word- DRIVING of-mouth message INTERACTIVITY remains positive. Polls and games increase interactivity and drive customer engagement. COORDINATING WITH OFFLINE CHANNELS Posting references to Dunkin Donuts in the news or media drives brand awareness. Source: Dunkin’ Donuts; http://www.Facebook.com/DunkinDonuts?v=wall&viewas=1560632397#/DunkinDonuts?v=wall. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 26
  27. 27. DUNKIN DONUTS’ FACEBOOK COORDINATING WITH OFFLINE CHANNELS Highlighting offline contests increases publicity and drives customer engagement. DRIVING INTERACTIVITY Fun quizzes keep the tone of Dunkin Donuts’ Facebook page light and approachable. Source: Dunkin’ Donuts; http://www.Facebook.com/DunkinDonuts?v=wall&viewas=1560632397#/DunkinDonuts?v=app_4949752878. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 27
  28. 28. CATERPILLAR’S FACEBOOK PAGE WHO IT IS Caterpillar is a manufacturer of construction and agricultural equipment. WHO IT IS TARGETING Current and Potential Customers: Construction Workers WHAT IT DID To build brand awareness, Caterpillar uses its Facebook page to provide engaging content about its products. Source: Caterpillar. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 28
  29. 29. CATERPILLAR’S FACEBOOK PAGE WHAT IT IS DOING RIGHT Embracing User-Generated Content: Caterpillar actively solicits Caterpillar-specific content from its users but focuses on lighter content to ensure that users enjoy spreading the word-of-mouth message, increasing the likelihood that they will do so. Adopting the Right Tone: Caterpillar adjusts its tone to that of its users, ensuring that the conversation proceeds at a level the fans are comfortable with and that they are put off neither by over-familiarity nor by an overly corporate message. Driving User Interest: Caterpillar piques user interest by posting announcements about coming contests to drive return visits to the page and the world-of-mouth message. Integrating Platforms: Caterpillar uses its Facebook page to keep users updated about Caterpillar content and contests across platforms, which increases site visits overall. RISKS IT IS UP AGAINST Global Accommodation: Since Caterpillar is a global company, it must figure out a way to deal with the many comments and suggestions that are posted in languages other than English to ensure that no customer feels like their contribution is not valued. Developing Response Guidelines: While it is easy to determine when a company should respond to complaints or requests, it is harder to determine when to respond to neutral or positive posts in order to drive a conversation with users. Source: Marketing Leadership Council research. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 29
  30. 30. CATERPILLAR’S FACEBOOK PAGE ADOPTING THE RIGHT TONE Caterpillar adjusts its responses to fan content to reflect the context of the posting, driving customer engagement. EMBRACING USER- GENERATED CONTENT Caterpillar solicits content from its users to ensure that the page is acting as a two-way communications channel but keeps the content fun to keep customers engaged. Source: Caterpillar. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 30
  31. 31. CATERPILLAR’S FACEBOOK PAGE INTEGRATING DRIVING USER PLATFORMS INTEREST Caterpillar promotes Caterpillar not only its other social uses its Facebook media channels to page to promote drive traffic and contests and engagement across giveaways, but it platforms. also posts heads-up about the contest ahead of time, driving user interest in the Facebook page and revisits. Source: Caterpillar. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 31
  32. 32. NON-BRANDED ONLINE COMMUNITIES: HOW TO GET STARTED Once you’ve determined non-branded online communities are right for your company, do the following: STEP 1: Develop a content strategy that focuses on strong content and more frequent updates in the initial phase until you reach a certain threshold of users. STEP 2: Adapt offline marketing mechanisms (contests, etc.) to the community. Do not neglect adjusting length and tone of messages. STEP 3: Develop guidelines for when, how fast, and who should respond to user comments. STEP 4: Adjust your tone to that of your users; if they engage you in personal or inconsequential conversations, allow the conversation to move in that direction. STEP 5: Integrate your account with your Internet properties, including your Web site and other social media channels. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 32
  33. 33. CORPORATE BLOGS WHAT THEY ARE A Web log—or “blog”—is a frequently updated Web site featuring original commentary and links to related Web sites. WHAT THEY HELP YOU DO ■ Talk with users in order to establish position as an industry thought leader. ■ Animate your users to boost brand awareness/visibility through word of mouth. ■ Listen to your users by tracking comments. WHO IS DOING IT RIGHT ■ Indium Corporation .......................................................................................................p. 35 ■ Marriott ................................................................................................................................p. 39 From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 33
  34. 34. CORPORATE BLOGS IS A CORPORATE BLOG RIGHT FOR YOU? Does your target audience read or contribute to blogs? To make the most of social media, start where your target user is already active. Is your industry “blog friendly”? Have you seen competitors or other thought leaders in your space succeed using blogs? Blogging tends to work best for niche audiences. Can you identify a specific objective for your blog? Blogging without a strategy or objective will result in a blog with no coherent personality that jumps around from post to post. Do you have employees who will regularly devote time to maintaining your blog? Writers who are excited about what they are writing about need to update blogs regularly. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 34
  35. 35. INDIUM’S BLOGS: WHEN CONNECTIONS COUNT WHO IT IS Indium is a manufacturer and supplier of metal products. WHO IT IS TARGETING Purchase Influencers: Engineers WHAT IT DID To establish itself as an industry thought leader, Indium hosts a selection of employee-written blogs that discuss a range of engineering and manufacturing issues. Source: Indium Corporation; http://www.indium.com/blogs/. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 35
  36. 36. INDIUM’S BLOGS: WHEN CONNECTIONS COUNT WHAT IT IS DOING RIGHT Driving Interaction: Bloggers respond quickly to users in comments and incorporate suggestions in future blog posts, which reassures users that their input is valued, leading to a higher number of return visits. Driving Users to the Blogs: Indium prominently features the blogs on its Web site, increasing traffic to the blogs. It also uses RSS feeds and blog rolls to drive revisits and keep leads warm. Responding to Users: Bloggers respond quickly to user comments and incorporate them in future posts, ensuring that users feel that their opinion is valued and increasing opportunities to learn from and adapt to customers. Displaying a Clear Call to Action: Linking to relevant upcoming events drives traffic to offline venues where representative of the company can move them along the purchase cycle. RISKS IT IS UP AGAINST Maintaining a Consistent Look and Feel: Graphics and templates differ across the different Indium bloggers, highlighting their individuality, but hindering a cohesive experience for the user. Mitigating Legal Risks: Blogging about technical topics may increase the company’s legal exposure if the blogger makes a mistake. Driving Traffic: With so many company bloggers to choose from, Indium misses an opportunity to drive cross-traffic by not having its bloggers link to other Indium bloggers. Source: Marketing Leadership Council research. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 36
  37. 37. INDIUM’S BLOGS: WHEN CONNECTIONS COUNT DRIVING USERS DRIVING USERS TO THE BLOGS TO THE BLOGS Indium prominently RSS feeds and features the blogs on blog rolls help its corporate Web site, users quickly which drives traffic and easily stay by emphasizing the up to date and importance Indium keep leads in the places on connecting pipeline. with customers. USING A PERSONAL TOUCH Including the names, pictures, and biographies of bloggers helps to “humanize” Indium, driving customer engagement. Source: Indium Corporation; http://www.indium.com/blogs/. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 37
  38. 38. INDIUM’S BLOGS: WHEN CONNECTIONS COUNT DRIVING INTERACTION DISPLAYING A Quizzes, polls, CLEAR CALL surveys, and TO ACTION other widgets Linking to relevant drive customer upcoming engagement. events drives traffic to offline venues where representatives of the company can move them along RESPONDING the purchase cycle. TO USERS Showcasing blogger responses to reader comments demonstrates how the company is implementing user suggestions. Source: Indium Corporation; http://www.indium.com/blogs/Dr-Lasky-Blog/. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 38
  39. 39. MARRIOTT’S “ON THE MOVE” WHO IT IS Marriott is an international hospitality company. WHO IT IS TARGETING Current and Potential Customers: Travelers WHAT IT DID To build brand awareness, the company’s CEO, Bill Marriott, discusses recent events at Marriott and reflects on his personal experiences. Source: Marriott. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 39
  40. 40. MARRIOTT’S “ON THE MOVE” WHAT IT IS DOING RIGHT Making a Personal Connection: “On the move” has a clearly defined author and personality, facilitating a sense of personal connection between the blogger and the readers and attachment to the brand as symbolized by Bill Marriott. Driving Traffic Across Platforms: Marriott provides clear links to other relevant Marriott Web sites, including its “Marriott in the Kitchen” blog, ensuring that each site builds on the success of the others. Providing Other Formats: The blog also provides recordings of the blog entries so that users can choose to listen to the entries rather than reading them, smoothing the user experience and increasing the user attachment to Bill Marriott through voice. Suggesting Similar Content: Directing users to content similar to their current interest increases the stickiness of the site. RISKS IT IS UP AGAINST Blogger Loyalty, Not Company Loyalty: Because “on the move” relies on the personality of one employee, it also relies on the presence of that employee at the company to maintain blog readership. Lack of Responses: Marriott does not take the opportunity to respond to comments, contributing to reader disengagement. Source: Marketing Leadership Council research. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 40
  41. 41. MARRIOTT’S “ON THE MOVE” SUGGESTING DRIVING SIMILAR TRAFFIC ACROSS CONTENT PLATFORMS Categorizing blog Linking to other entries by topic Marriott sites helps users find and blogs drives more information traffic across on the topic they platforms and are interested in, helps users find increasing the the most relevant amount of time information. spent on the site. Source: Marriott. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 41
  42. 42. MARRIOTT’S “ON THE MOVE” MAKING A PROVIDING OTHER PERSONAL FORMATS CONNECTION Blog entries are Bill Marriott isn’t recorded, allowing afraid to address users to interact personal experiences with whichever in his blog, putting format they are a human face on most comfortable. Marriott. He also ends each of his blog entries in the same way, creating a sense of continuity to which users can develop an attachment. Source: Marriott. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 42
  43. 43. CORPORATE BLOGS: HOW TO GET STARTED Once you’ve determined a corporate blog is right for your company, do the following: STEP 1: Establish your corporate blog strategy. Template  p. 44 STEP 2: Identify the first person (or people) to blog for your company. Checklist  p. 45 STEP 3: Select your blogging technology platform. Scorecard  p. 46 STEP 4: Develop an editorial calendar to establish a regular posting cadence. Template  p. 47 STEP 5: Create a plan for driving traffic to your blog. Ideas  p. 48 Additional Tools: ■ Suggested Metrics  p. 97 ■ Social Media Use Policies and Response Guidelines  p. 101 From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 43
  44. 44. SAMPLE CORPORATE BLOG STRATEGY 1. Audiences: Whom do you plan to reach and influence with your blog? ■ Current Customers ■ Social Media (Bloggers, etc.) ■ Mainstream Media (Print, ■ Prospective Customers ■ Suppliers/Vendors Broadcast) 2. Objectives: What do you intend to achieve with your blog? ■ Drive Web Traffic ■ Educate and Inform Audiences ■ Revitalize Brand Image ■ Collaborate with Customers ■ Generate Sales Leads ■ Enhance Positioning as Innovator/Thought Leader 3. Content: What relevant, timely topics do you plan to publish? ■ Insights ■ Announcements ■ New Product Offerings ■ Views on the News ■ Industry Trends ■ Company Happenings 4. Content Creation: Who is going to create/edit all of this content? ■ CEO ■ Junior Staff ■ Other Senior Leaders ■ CMO ■ Our Agency ■ Other: ____________________ 5. Frequency: How often do you plan to post? ■ Daily ■ Weekly ■ Monthly ■ Two to Three Times per Week ■ Biweekly ■ Quarterly 6. Measurement: What will success look like? ■ Number of Comments ■ Number of Blog Mentions ■ Increase in Newsletter Forwards ■ Number of Readers ■ Increase in Web Traffic ■ Other: ____________________ 7. Promotion: How will we drive traffic to the blog? ■ Customer Newsletter ■ Trade Publications ■ Other Social Media Platforms ■ E-Mail Marketing Push ■ Company Web Site ■ Other: ____________________ From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 44
  45. 45. CORPORATE BLOGGER APPROPRIATENESS SCREEN Is this person empowered to speak on behalf of your brand? Do you trust this person to respond to audience comments in an accurate and timely manner? Is this person a credible voice for your firm? Is this person a subject matter expert? Does this person have a genuine/authentic voice? Is this person excited about blogging? Does this person have the time to dedicate to blogging (est. two to eight hours/week)? Will this person continue to have time for blogging in the foreseeable future? Is this person committed to continuing on in this role at your company for the next 12 months? From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 45
  46. 46. BLOGGING PLATFORM EVALUATION SCORECARD KEY CRITERIA TO CONSIDER Promotion/Tracking Capabilities ■ Does this site submit to major blog tracking sites Cost (e.g., Technorati, Google Alert)? ■ Does this platform offer different tiers of service? ■ How quickly does the platform index in search engines? ■ What initial start-up costs will you incur (e.g., custom ■ Is this platform the industry standard for your business? setup, domain name registration)? ■ Does this platform provide basic monitoring stats ■ What ongoing costs can you expect (e.g., yearly (e.g., traffic, referrer, trackbacks)? registration fees, hosting fees)? ■ Does this platform support RSS feeds? ■ Does this platform allow word or IP banning? Blog Design and Management Tools ■ Is this platform easy for your blogger(s) to use Technical Support (e.g., spell check, preview function, file types accepted)? ■ Is this platform intuitive for your audience to use ■ Does this platform offer 24-hour customer support? (e.g., search function, archive, navigation options)? ■ During what hours of the day does this platform ■ Can this platform integrate seamlessly with my conduct routine maintenance? company Web site? ■ Does this platform provide tutorials to help you educate ■ How customizable is this platform (e.g., widgets, audio, your staff on how to use the service? video)? ■ Does this platform work well on a mobile device? ■ Does this platform work well on your audience’s preferred Web browser? ■ Does this platform employ any spam blockers? From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 46
  47. 47. EDITORIAL CALENDAR: COMPANY BLOG MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY Topic Keywords/Tags Links to Include ■ Past Blog Posts ■ Third-Party Blogs ■ Whitepapers ■ Product Pages ■ News Articles Features of Post ■ Photo Upload ■ Video Upload ■ Podcast Component ■ User Survey/Quick Poll ■ Widget/Application Component ■ Live Chat From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 47
  48. 48. BLOG PROMOTION PLAN INTERNAL PROMOTION VEHICLES Cross-promote your blog on your company Facebook, Twitter, LinkedIn, etc., accounts. Ask employees to include your blog URL in their e-mail signature. Include a link to your company blog in company communications (e.g., press releases, whitepapers). Include a link to your company blog in your next e-mail marketing campaign or customer newsletter. EXTERNAL PROMOTION VEHICLES Submit your URL to blog search sites and directories (e.g., Technorati, MyBlogLog). Comment on other industry blogs and link back your own blog. Link to others’ blogs in your blog posts or include them on your blog roll. Post an interview or invite a well-known blogger in your industry to write a guest post. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 48
  49. 49. TWITTER WHAT TWITTER IS Twitter is a micro-blogging service that allows users to post or publish brief messages of 140 characters or less (“tweets”). WHAT TWITTER HELPS YOU DO ■ Talk to your users by keeping them updated with quick new blasts. ■ Animate your users to boost brand awareness and visibility. ■ List to your users by following them on Twitter. WHO IS DOING IT RIGHT ■ United Linen .....................................................................................................................p. 51 ■ Progress Software .........................................................................................................p. 54 From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 49
  50. 50. TWITTER IS TWITTER RIGHT FOR YOU? Do you want to link users to other content or to your other social media sites? Tweets make it easy to share quick updates and other information with users. Do you have employees who can regularly devote time to maintaining your Twitter account? Twitter needs to be updated regularly by a user who is excited about the content and the medium. Is your industry “Twitter friendly”? Have you seen other competitors or thought leaders in your space succeed using Twitter? Searching for industry terms, your name, and your competitors’ names in Twitter will let you know if your target demographic is present and how active they are. Do you have a steady cadence of news/insight to share with your audience? Twitter accounts rely on a stream of brief insights and links to keep audience engagement high. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 50
  51. 51. UNITED LINENS’ TWITTER WHO IT IS United Linen is a provider of linen and uniform products and services. WHO IT IS TARGETING Customers and Potential Customers: Restaurant Owners WHAT IT DID To drive customer engagement, United Linen Source: Twitter. uses Twitter to share interesting articles and events and to interact with users one on one. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 51
  52. 52. UNITED LINEN’S TWITTER WHAT IT IS DOING RIGHT Interacting One on One: Sending personal messages to other users increases user engagement. Integrating of Offline and Online Channels: United Linen uses Twitter to drive offline interactions with possible customers, driving lead generation. Leveraging Specific Customer Knowledge: Targeting a customer with specific content demonstrates knowledge of their customer’s business, driving customer loyalty. Monitoring and Responding to the Conversation: Reaching out to users twittering about their company gives United Linen input into the conversation. Ensuring a Content Value-Add: Passing along relevant information to customers increases the value of the Twitter account to the users. RISKS IT IS UP AGAINST Small Customer Base: United Linen has a small and specific customer base, so it may have to proactively reach out to its customers on Twitter rather than relying on its customers finding it to build a critical base. Twitterer Loyalty, Not Company Loyalty: The Twitter account relies on the personality of its marketing director, Scott Townsend, to drive visits. If Mr. Townsend leaves the company, United Linen may have trouble transferring that loyalty to its next Twitter user. Source: Marketing Leadership Council research. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 52
  53. 53. UNITED LINEN’S TWITTER INTERACTING MONITORING AND ONE ON ONE RESPONDING TO THE Sending personal CONVERSATION messages to other Reaching out to users users increases user twittering about their engagement. company gives United Linen input into the conversation. INTEGRATING OF OFFLINE AND ONLINE CHANNELS United Linen uses Twitter to drive offline interactions with possible customers, driving lead generation. ENSURING A CONTENT VALUE-ADD Passing along relevant LEVERAGING information to SPECIFIC CUSTOMER customers increases KNOWLEDGE the value of the Twitter Targeting a customer account to the users. with specific content demonstrates knowledge of its customer’s business, driving customer loyalty. Source: Twitter. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 53
  54. 54. PROGRESS SOFTWARE’S TWITTER WHO IT IS Progress Software is a provider of application infrastructure software. WHO IT IS TARGETING Current and Potential Customers: Software Users WHAT IT DID To drive brand awareness, Progress Software uses its twitter account to direct readers to papers and articles relevant to its industry. Source: Twitter. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 54
  55. 55. PROGRESS SOFTWARE’S TWITTER WHAT IT IS DOING RIGHT Frequent Posts: Progress Software has a good frequency of posts, ranging from zero to five a day and never going more than two or three days without posting, driving customer engagement. Encouraging Use of Other Platforms: Progress Software uses its Twitter to link to its other social media platforms, driving traffic across all platforms and cutting down on the need for content generation. Displaying Knowledge of the Community: Progress Software often “retweets” links from other users (reposting links that other Twitter users have posted), which drives customer engagement and positions Progress Software as involved in the thought leadership community. RISKS IT IS UP AGAINST Balancing Company and Third-Party Content: While retweeting is an excellent way of driving user engagement, it must be balanced with Progress Software content to ensure that the company’s value proposition is highlighted. Impersonal Account: Progress Software does not identify the person behind the Twitter account, which may hinder its ability to develop a personal connection with its followers. Source: Marketing Leadership Council research. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 55
  56. 56. PROGRESS SOFTWARE’S TWITTER ENCOURAGING USE OF OTHER PLATFORMS Highlighting other ways to get in touch with Progress drives traffic across platforms. DISPLAYING KNOWLEDGE OF THE COMMUNITY Retweeting interesting articles involves Progress in the community, driving user engagement and demonstrating Source: Twitter. involvement with thought leaders. From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 56
  57. 57. TWITTER: HOW TO GET STARTED Once you’ve determined Twitter is right for your company, do the following: STEP 1: Explore the platform: search for your name, your competitors’ names, and any other terms that will give you an idea of how the conversation around your industry is taking place. STEP 2: Develop a content and marketing strategy for your Twitter account. STEP 3: Develop guidelines for when to respond to user comments. STEP 4: Adopt your tone to that of your users. STEP 5: Follow other users on Twitter (both your customers and thought leaders in your field) and retweet interesting content that they post. Additional Tools: ■ Twitter Dictionary  p. 58 ■ Twitter Guidelines  p. 59 ■ Sample Twitter Monitoring Tools  p. 60 ■ Sample Twitter Management Tools  p. 61 From the MARKETING LEADERSHIP COUNCIL® of the SALES, MARKETING, AND COMMUNICATIONS PRACTICE www.mlc.executiveboard.com © 2009 The Corporate Executive Board Company. All Rights Reserved. MLC8982119203 57

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