Social Media
strategy
Hi!
A bit about me
 Jean-Baptiste Vincent

 French / Australian
 12+ year of experience in the industry
and in consulti...
10 years ago… 2004
2014
What is the value
of Social Media?
(for your customers, your employees and your business)
From

Social Media
Social Media
Marketing

Social Media
Monitoring &
Analytics

Communities
&
Forums

To

Social CRM
Socia...
What are the benefits?
(for your customers, your employees and your business)
Understanding digital starts with determining “what”
an organisation is doing with digital and social
Digital Maturity & T...
The second perspective is understanding “how” the
organisation is approaching digital and social
Digital Maturity & The Di...
The „Digirati‟ manage both dimensions of digital
Digital Maturity & The Digital Advantage

WHAT
FASHIONISTAS

the company ...
The „Digirati‟ get the best financial results
Digital Maturity & The Digital Advantage

Revenue
Creation

FASHIONISTAS

Di...
Our client case study
How Capgemini helped a traditional organisation in its
journey to become a digital and social enterp...
Challenge #1

Where to start?

Lessons learnt

Identify clear social objectives
Get Leadership support
Measure success
Challenge #2

Who is your audience?

Lessons learnt

Identify and understand your audience
Define cross-channel journey
Ge...
Burberry Body exclusive launch on Facebook

17
The Art of the Trench

16MIL FANS ON FACEBOOK. LIVE-STREAMED A/W13 on TWITTER. LEADING BRAND ON INSTAGRAM.
ALL SUPPORTED B...
Challenge #3

Avoid the Island effect
CUSTOMER-FACING PROCESSES

OPERATIONAL –FACING PROCESSES

Social Media

Mobile Chann...
Runway to reality

CLOTHES SEEN ON THE RUNWAY ARE IMMEDIATELY AVAILABLE FOR PURCHASE VIA IPAD APP AND
WEBSITE. CAN ALSO SH...
Blurring digital and physical in store

BRAND CONTENT CONTINUOUSLY PROJECTED ON OVER 100 SCREENS THROUGHOUT THE STORE,
INC...
Challenge #4

People and culture

Lessons learnt

Become a Social Enterprise
Empower employees
Break internal silos
Busine...
The Social Enterprise: Burberry Chat
Challenge #5

Managing technology complexity

Lessons learnt

Think Big, Start Small
Integrate data
Become agile
Since starting their digital journey they‟ve realised
significant benefits
Burberry Results, 2009 - 2013
Thanks!
Any questions?
Capgemini social media strategy success factors
Capgemini social media strategy success factors
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Capgemini social media strategy success factors

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Presentation to the University of Sydney on the value and success factors of Social Media strategy design and implementation

Published in: Social Media, Business, Technology
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  • Companies have executives that share a strong vision for what new technologies bring, invest in and manage digital technologies quickly and effectively, and gain the most value from digital transformation.
  • Companies have executives that share a strong vision for what new technologies bring, invest in and manage digital technologies quickly and effectively, and gain the most value from digital transformation.
  • Capgemini social media strategy success factors

    1. 1. Social Media strategy
    2. 2. Hi! A bit about me  Jean-Baptiste Vincent  French / Australian  12+ year of experience in the industry and in consulting  Co-founder of the digital practice at Capgemini and Mobility Lead Jean-baptiste.vincent@capgemini.com Twitter: jb_vincent About Capgemini
    3. 3. 10 years ago… 2004
    4. 4. 2014
    5. 5. What is the value of Social Media? (for your customers, your employees and your business)
    6. 6. From Social Media Social Media Marketing Social Media Monitoring & Analytics Communities & Forums To Social CRM Social Support Social Commerce Co-creation & fansourcing • Corporate and products comms • Campaigns & events • Blogs • Monitoring • Unstructured analytics • Dashboards • Discussion boards • Forum • Kudos & contributor ratings • Workflow & response to customer challenges • Peer-to-peer customer service • Product reviews & ratings • Crowd sourced recommendations • Social shopping • Content creation and sharing e.g. Videos, photos • Polls & voting • Codesign • Fansourcing Brand awareness Customer insights / segmentation Engagement Reduced cost to serve Brand advocacy Brand advocacy Reduced cost to serve Increased cross-sell Increased up-sell Reduced cost to sell Reduced product development cost Brand advocacy Level of Control Level of Integration (and benefits)
    7. 7. What are the benefits? (for your customers, your employees and your business)
    8. 8. Understanding digital starts with determining “what” an organisation is doing with digital and social Digital Maturity & The Digital Advantage WHAT (digital investments & assets) Investment in technology enabled initiatives to change how an organisation operates CUSTOMER & OPERATIONS DIGITAL INTENSITY the company is doing Sources: Digital Transformation : A Road-Map for Billion Dollar Organizations; joint MIT - Capgemini publication; Capgemini – MIT, Creating a Digital Transformation Vision, 2013; Capgemini – MIT, The Digital Advantage, 2012.
    9. 9. The second perspective is understanding “how” the organisation is approaching digital and social Digital Maturity & The Digital Advantage WHAT the company is doing Investment in technology enabled initiatives to change how an organisation operates CUSTOMER & OPERATIONS HOW DIGITAL INTENSITY (digital investments & assets) the company is doing it (vision, governance & roadmap) Creating the capabilities necessary to drive digital transformation) TRANSFORMATION MANAGEMENT INTENSITY Sources: Digital Transformation : A Road-Map for Billion Dollar Organizations; joint MIT - Capgemini publication; Capgemini – MIT, Creating a Digital Transformation Vision, 2013; Capgemini – MIT, The Digital Advantage, 2012. Copyright © 2014 Capgemini Consulting. All rights reserved.
    10. 10. The „Digirati‟ manage both dimensions of digital Digital Maturity & The Digital Advantage WHAT FASHIONISTAS the company is doing Investment in technology enabled initiatives to change how an organisation operates CUSTOMER & OPERATIONS Digital DIGITAL INTENSITY (digital investments & assets) Digital Digital Digital Digital BEGINNERS This is not for us! DIGIRATI Strong vision, invest in and manage digital quickly and effectively CONSERVATIVES Analogue focus HOW the company is doing it (vision, governance & roadmap) Creating the capabilities necessary to drive digital transformation) TRANSFORMATION MANAGEMENT INTENSITY Sources: Digital Transformation : A Road-Map for Billion Dollar Organizations; joint MIT - Capgemini publication; Capgemini – MIT, Creating a Digital Transformation Vision, 2013; Capgemini – MIT, The Digital Advantage, 2012. Copyright © 2014 Capgemini Consulting. All rights reserved.
    11. 11. The „Digirati‟ get the best financial results Digital Maturity & The Digital Advantage Revenue Creation FASHIONISTAS Digital Revenue Creation -11% -4% -24% Digital DIGITAL INTENSITY Profitability Revenue Creation +6% Digital Digital Digital BEGINNERS DIGIRATI Strong vision, invest in and manage digital quickly and effectively +26% Profitability CONSERVATIVES Revenue Creation This is not for us! +9% -10% Analogue focus Profitability Profitability +9% TRANSFORMATION MANAGEMENT INTENSITY Sources: Digital Transformation : A Road-Map for Billion Dollar Organizations; joint MIT - Capgemini publication; Capgemini – MIT, Creating a Digital Transformation Vision, 2013; Capgemini – MIT, The Digital Advantage, 2012. Copyright © 2014 Capgemini Consulting. All rights reserved.
    12. 12. Our client case study How Capgemini helped a traditional organisation in its journey to become a digital and social enterprise)
    13. 13. Challenge #1 Where to start? Lessons learnt Identify clear social objectives Get Leadership support Measure success
    14. 14. Challenge #2 Who is your audience? Lessons learnt Identify and understand your audience Define cross-channel journey Genuinely give before taking Empower your customers
    15. 15. Burberry Body exclusive launch on Facebook 17
    16. 16. The Art of the Trench 16MIL FANS ON FACEBOOK. LIVE-STREAMED A/W13 on TWITTER. LEADING BRAND ON INSTAGRAM. ALL SUPPORTED BY NEW CAPABILITIES IN DIGITAL ASSET MANAGEMENT.
    17. 17. Challenge #3 Avoid the Island effect CUSTOMER-FACING PROCESSES OPERATIONAL –FACING PROCESSES Social Media Mobile Channel Customer Experience Analytics Online Stores Process Digitization Internal Collaboration Data Integration Technology Lessons learnt Integrate social with other digital and non-digital channels Integrate business processes and policies Integrate company silos
    18. 18. Runway to reality CLOTHES SEEN ON THE RUNWAY ARE IMMEDIATELY AVAILABLE FOR PURCHASE VIA IPAD APP AND WEBSITE. CAN ALSO SHOP MARKETING VIDEOS. PERSONALISED ENGRAVING CAN BE ADDED.
    19. 19. Blurring digital and physical in store BRAND CONTENT CONTINUOUSLY PROJECTED ON OVER 100 SCREENS THROUGHOUT THE STORE, INCLUDING PRODUCT-SPECIFIC CONTENT TRIGGERED BY RFID-ENABLED MERCHANDISE ON MIRRORS THAT TURN INSTANTLY TO SCREENS. IN-STORE AUDIENCES CAN WATCH KEY BRAND MOMENTS LIVE FROM OTHER LOCATIONS. RETAIL THEATRE AVAILABLE IN NEARLY 100 STORES.
    20. 20. Challenge #4 People and culture Lessons learnt Become a Social Enterprise Empower employees Break internal silos Business and IT collaboration
    21. 21. The Social Enterprise: Burberry Chat
    22. 22. Challenge #5 Managing technology complexity Lessons learnt Think Big, Start Small Integrate data Become agile
    23. 23. Since starting their digital journey they‟ve realised significant benefits Burberry Results, 2009 - 2013
    24. 24. Thanks! Any questions?

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