Smrt20130306writeup v08


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Write-up of key themes of Accenture's Social Media Roundtable (SMRT) on March 6, 2013

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  • Questions: inhouse versus outsource (ziepres Clive Roach - Philips)
  • Smrt20130306writeup v08

    1. 1. Social Media Roundtable Accenture Office Amsterdam, March 6, 2013Copyright © 2013 Accenture. All rights reserved.
    2. 2. Social Media & Customer ServiceCopyright © 2013 Accenture. All rights reserved. 2
    3. 3. Social Media and customer service Key Questions 1. Choosing a monitoring & engaging tool for your webcare team 2. Recognizing your customer on social media channels (e.g. link usernames on twitter to customers) 3. Defining KPI‟s for the webcare team & measuring the success of the webcare team in both customer satisfaction and efficiency (e.g. costs per webcare contact versus costs per call) 4. Organizing the webcare team within the organization (part of the contact center or not?) 3Copyright © 2013 Accenture. All rights reserved.
    4. 4. Social Media and customer service Statements for discussion • You need to invest in fancy social media monitoring & engaging tools before you can start with a webcare team • Webcare is not relevant for certain industries • Webcare contacts should be cheaper then traditional contacts such as e-mail and call • The webcare team should be organized and managed in the same way as other customer service teams such as call 4Copyright © 2013 Accenture. All rights reserved.
    5. 5. Social Media and customer service Summary of discussions 1. KLM is THE ultimate example for most companies in the Netherlands, as they are really changing the game with their social media actions. Good examples are: • (de „surprise‟ actie van KLM via social media) • (hoe via een tweet verzoek een heel vliegtuig vol werd geboekt naar Miami voor een muziekevent daar) 2. It seems that most companies are still struggling to „earn their right for existence‟ when it comes to social media and webcare. Webcare teams usually have to start in a small pilot and with limited funds given by management and really have to show their added value before they are able to expand 3. The business case for webcare is difficult, as in most cases the amount of calls are not decreasing and the cost/contact are not significantly lower then the traditional channels. The business case for webcare has to focus more on the customer satisfaction, the very interactive engagement with customers and the creation of ambassadors 4. Companies are struggling with the choice whether to separate the corporate- and webcare social media accounts or not. This also Both options have advantages and disadvantages. 5. KPI‟s and measuring those are also topics that companies struggle with 5Copyright © 2013 Accenture. All rights reserved.
    6. 6. Social Media & Corporate CommunicationsCopyright © 2013 Accenture. All rights reserved.
    7. 7. Social Media & Corporate Communications: Key questions 1 Relationships Who communicates with whom? 2 Communities What is the structure of existing relationships? 3 Influence dynamics How do information and influence flow? 4 Individual roles Who is influential? Who is influentiable? 7 Copyright © 2013 Accenture. All rights reserved. Accenture Confidential Information. 7Copyright © 2013 Accenture. All rights reserved.
    8. 8. Social Media & Corporate Communications: Statements for discussion • “Corporate Communications cannot be done via Social Media as CC is in nature a “send” culture, pushing out corporate messaging.” • “I do not have a crisis management protocol in place; you can never be prepared for social media hacks or attacks.” • “Marketing is so busy doing all cool social stuff that they forget about the risk our brand is exposed to.” • “Our own employees are our greatest risk on social media” 8Copyright © 2013 Accenture. All rights reserved.
    9. 9. Key findings Social & Corporate Communications • Corporate comms lags behind with social, not sure where to go and which direction to take. They can be seduced by showing them insights and analysis drawn from social • Employees are scared of by the guidelines and bad examples and are afraid to act on social. How to activate these ultimate brand advocates? • Issues and crises are monitored well and learnings are applied quickly • Social media can be used effectively in changing brand perceptions or opinions of focus groups from a corporate perspective 9Copyright © 2013 Accenture. All rights reserved.
    10. 10. Social Media: Change and Governance in organisationsCopyright © 2013 Accenture. All rights reserved.
    11. 11. Social Media – change and governance: Key Questions 1 How do we organise Social reactions to Operating be treated by the appropriate model department? 2 How do we develop efficient workflows for Social activities within the Processes organisation? 3 How do we bring about change with our Change management people and our ways of working? 4 Roles & How do we set up R&R which are Responsibiliti scalable, flexible and are well es coordinated and get executive support?Copyright © 2013© 2013 Accenture All Rights Reserved Copyright Accenture. All rights reserved. 11
    12. 12. Social Media – change and governance: Statements for discussion • The optimal organization model to grow Social Media activities is to keep tight central coordination and guide local activities • Social activities can perfectly grow without executive sponsors • Focus on culture and behavior gives better results then controlling processes and Roles&Responsibilities • Usage of Social Media Platforms is the best way of achieving change in our organization • Maximum benefit from Social Media is achieved by focusing on local delegation and engagement 12Copyright © 2013 Accenture. All rights reserved.
    13. 13. Social Media – change and governance: Summary of discussions The group‟s main discussion points were: • Social should be used for bringing change in an organization (likeYammer, BuzzCapture) • How to boost adoption of SM tools? Intensive support to coregroup (make them fanatic supporters), then let them share information, support internal collaboration, let them generate ideas with attractive prizes (eg. become part of MT) • Leading examples: Philips has launched socialsearch with 100 superusers/ambassadors and given them optimal training and coaching, after which this group started and after 2 years 40,000 employees are using socialsearch (more info Clive Roach). At ING, C-level gets SM-reports every day!. • How to proof ROI of social media activities? Quantitative is still a hard task, since the sales results are still small. Other qualitative ways are showing consumer viewing behavior, which is massively shifting from TV to Social platform. Also showing the ad reach of social campaigns and compare it with other ATL/BTL media • Executive support is one of the key challenges, which can be gained by giving execs instant reports on subjects they have at hand and discussing dashboards on a weekly basis to show that social is all around, growing and having impact on the public perception and buying intentions. Also idea is to have external SM experts speak to Execs • Analytics tools: On Facebook the new feature custom audiences, a feature that allows professionals to create lead lists on Facebook based upon emails. Other free analytics tools are Google analytics and social search • Some Social monitor tools: Buzzcapture, Twittersearch 13Copyright © 2013 Accenture. All rights reserved.
    14. 14. Social Media integration with ATL Marketing campaignsCopyright © 2013 Accenture. All rights reserved.
    15. 15. Social Media integration with ATL Marketing campaigns: Key questions The Key Questions: • ATL – BTL; What are Marketeers doing? • Why integrate ATL with Social Media? • What are successful examples? 15Copyright © 2013 Accenture. All rights reserved.
    16. 16. Social Media integration with ATL Marketing campaigns: Statements for discussion Social Media integration with ATL Marketing.. 1. Accelerates the conversation your adds initiate 2. Increases brand engagement 3. Generates customer insight 4. Improves customer relevancy ..But what are you experiences? 1. Success stories or failures? 2. Potential challenges? 3. Results? 16Copyright © 2013 Accenture. All rights reserved.
    17. 17. Social Media integration with ATL Marketing campaigns: Summary of discussions The group‟s main discussion points were: 1. Integrating Social Media with ATL is primarily relevant for B2C As B2B usually requires a more personalized approach. However, in certain cases integration with outdoor advertising could be an interesting option (e.g. Regus advertising a certain office building). 2. The most interesting forms of integration are interactive outdoor advertising or standard references in TV, Radio or print (“Please go to Facebook to…”) Here you can find interesting examples of integration with interactive outdoor advertising. Also mentioned was the possibility of using Social data in ATL campaigns, to show e.g. real life customer references 3. Most companies have failed to successfully integrate Social Media with ATL due to internal factors The reasons mentioned were: • It is not yet fully embedded in marketing campaign planning and design activities. At best it‟s often identified shortly before go-live of a campaign and quickly added a minimum form of Social Media support • Management can be skeptical and budgets are still primarily invested in other Marketing forms • Sometimes Marketing has fear of what type and the quantity of responses it will trigger on Social Media 4. Success at integrating Social Media with ATL Marketing campaigns requires: • Social Media to be integrated with the Marketing organization • Social media to be made part of standard Marketing planning and design processes • Measured experiments to prove the added value to management • A content plan in order to manage your flow of information and company central managed content • Setup teams that are ready to respond to all postings on Social Media 17Copyright © 2013 Accenture. All rights reserved.