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Lithium Get Real Tour - Chicago

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Presentation from the Lithium Get Real Tour event in Chicago on Sept 22, 2010 featuring Katy Keim (Lithium), Sean O'Driscoll (Ant's Eye View), Todd Shimizu (Juniper Networks).

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Lithium Get Real Tour - Chicago

  1. 1.
  2. 2. @katykeim<br />
  3. 3. @katykeim<br />
  4. 4. @katykeim<br />
  5. 5. @katykeim<br />
  6. 6. ‘All you vendors come through my door, and it sounds amazing. But it’s pretty tough to tell what’s real.’<br />CMO, Fortune 500 Company<br /> A Confession<br />@katykeim<br />
  7. 7. It’s Hard For Us Too<br />We have 80,000 fans on Facebook, 25,000 on Twitter and a blog. <br />We have a strategy.<br />@katykeim<br />
  8. 8. Real or Fake?<br />hi, I’m really disappointed about this <blank> laptop, I used it to play games, works very slow, sometimes shuts down, so never want to get <blank> again. <br />@katykeim<br />
  9. 9. Real or Fake?<br />Said it before, saying it again <blank> ur online system SUCKS. US Bank urs is pretty fine<br />@katykeim<br />
  10. 10. Real or Fake?<br />I recommend <blank>, that’s where I found my car<br />@katykeim<br />
  11. 11. Tapping the Conversation & Getting Results<br />Real Results with Social Customers<br />Katy Keim<br />Chief Marketing Officer, Lithium<br />@katykeim<br />
  12. 12. A mobile / cellular provider builds a completely new business with just over a dozen people, embracing its passionate user community and passing the savings back to the subscribers<br />Let’s Get Real<br />@katykeim<br />
  13. 13. giffgaff<br />@katykeim<br />
  14. 14. Let’s Get Real<br />A Fortune 100 can transform its business to engage customers in all social channels, saving the company millions and blow customer loyalty through the roof<br />@katykeim<br />
  15. 15. Hewlett Packard<br />$10M saved in call deflection<br />Positive sentiment▲ by 300%<br />Negative sentiment ▼by 50%<br />300% increase in search engine placement for top keywords<br />@katykeim<br />
  16. 16. Let’s Get Real<br />A global communications leader can keep track of millions of relevant conversations, viewpoints & discussions across the social web<br />@katykeim<br />
  17. 17. Motorola<br />@katykeim<br />
  18. 18. What is Success?<br />Lasting Value<br />Deep Engagement<br />Measurable Results<br />@katykeim<br />
  19. 19. Becoming An Engaged Enterprise<br />Sean O’Driscoll<br />CEO, Ant’s Eye View<br />sean@antseyeview.com<br />
  20. 20. Who is Ant’s Eye View?<br />Ant’s Eye View is the industry’s only practitioner brand. Our leaders are experienced professionals who’ve delivered tangible business impact at large enterprise organizations.<br />19<br />
  21. 21. My Light Bulb Moment<br />20<br />
  22. 22. Conversation = The Experience Economy<br />The economy has slowed in major markets, making organic growth harder to achieve. The battle with existing competitors is even more intense. Emerging market competitors are fighting on price and functionality while new entrants are coming out of the woodworks as barriers to entry in your brands’ categories lower.<br />To make matters more challenging, your traditional marketing tactics are less effective. Consumers trust and are heavily influenced by peers, friends and even strangers online. Consumers are rapidly switching away from the channels you’ve honed for years, and every available channel has gotten a lot noisier. Not to mention, the rapid adoption and growing confidence with digital tools such as mobile devices and social technologies have changed expectations in consumers’ minds – they now expect engagement and service in real-time.<br />Internally, your employees are also changing. Your newest employees demand a flatter and more open environment. And their expectations aren’t significantly different than that of consumers – they expect collaboration in real-time with few, if any, barriers to information and resources.<br />To compete in this experience economy, the way to beat competitors and achieve growth is by investing in long-term relationships with your consumers through consistent engagement in the places where they are, not where you necessarily want them to be. To win in the Experience Economy, you must become an Engaged Enterprise.<br />21<br />
  23. 23. Conversation = The Experience Economy<br />The economy has slowed in major markets, making organic growth harder to achieve. The battle with existing competitors is even more intense. Emerging market competitors are fighting on price and functionality while new entrants are coming out of the woodworks as barriers to entry in your brands’ categories lower.<br />To make matters more challenging, your traditional marketing tactics are less effective. Consumers trust and are heavily influenced by peers, friends and even strangers online. Consumers are rapidly switching away from the channels you’ve honed for years, and every available channel has gotten a lot noisier. Not to mention, the rapid adoption and growing confidence with digital tools such as mobile devices and social technologies have changed expectations in consumers’ minds – they now expect engagement and service in real-time.<br />Internally, your employees are also changing. Your newest employees demand a flatter and more open environment. And their expectations aren’t significantly different than that of consumers – they expect collaboration in real-time with few, if any, barriers to information and resources.<br />To compete in this experience economy, the way to beat competitors and achieve growth is by investing in long-term relationships with your consumers through consistent engagement in the places where they are, not where you necessarily want them to be. To win in the Experience Economy, you must become an Engaged Enterprise.<br />Features & Price<br />Employee Expectations<br />Influence Model Changes<br />Win on Relationships<br />22<br />
  24. 24. The Journey to an Engaged Enterprise<br />Stage 4<br /><ul><li>Central team still exists, but more work pushed to Business Units
  25. 25. Channels yielding impactful results
  26. 26. Listening yields action (internal and external)
  27. 27. Employees engaged, confident and competent
  28. 28. Rigor in dashboards is moving executive numbers
  29. 29. Systems and tools are optimized
  30. 30. Execs are bought in and support implementations</li></ul>Stage 3<br />Real Results<br />Stage 2<br /><ul><li>Empowered team with a proven leader
  31. 31. Focusing the channels, clear purpose and strategy.
  32. 32. Listening yields implications, but crisis causes confusion
  33. 33. Focused effort on training and education
  34. 34. Baseline framework for metrics
  35. 35. Tools consolidation
  36. 36. Initial executive engagement</li></ul>Operationalized<br /><ul><li>Mavericks break through, but still no formal teams in place
  37. 37. Lots of dabbling in social channels
  38. 38. Monitoring conversations in silos
  39. 39. Uneven distribution of competency in social
  40. 40. Silo’d metrics measuring silo’d activities
  41. 41. Fractured tools, but proliferating
  42. 42. Barely on executive radar</li></ul>Dabbling In Silos<br />Stage 1<br /><ul><li>Functions are silo’d and disconnected
  43. 43. Marketing only through traditional channels
  44. 44. Ambivalent to online conversations about the brand
  45. 45. Little knowledge and no competency around social
  46. 46. Traditional measures of success (SAT, Impressions, etc.)
  47. 47. Social not on executive radar</li></ul>Traditional<br />23<br />
  48. 48. The Destination: The Fully Engaged Enterprise<br />Stage 5: The Fully Engaged Enterprise<br />Business Outcomes<br />Organizational Impact<br />Customer Evidence<br /><ul><li>Customer engagement fully distributed across enterprise
  49. 49. Breakthrough business results: revenue and loyalty
  50. 50. Entire employee base has 360 view of the customer, can anticipate needs
  51. 51. Customer engagement in DNA
  52. 52. Dashboards tie to core business metrics
  53. 53. Ideal mix of brand advocates (breadth and depth)
  54. 54. Senior executives are leading with customer engagement
  55. 55. Speed products and services to market, with built-in demand
  56. 56. Know where, when, and how customers will buy, how to best support them, and whether or not they will advocate for you.
  57. 57. Manage risk and fiduciary responsibilities better, despite the uncertain times
  58. 58. Differentiate on relationship – not price
  59. 59. Get and retain the best talent
  60. 60. Have more efficient research, development, marketing and support operations
  61. 61. Change your customer’s lives and lifestyles</li></ul>Advocacy Scales:<br /><ul><li>“I trust you”
  62. 62. “I recommend you”
  63. 63. “I feel valued and heard”
  64. 64. “You anticipate my needs”
  65. 65. “You get me”
  66. 66. “You don’t make me guess”
  67. 67. “I would never buy a competitor’s products”
  68. 68. “My life/family/hobby is better because of you”</li></ul>Deep Customer Insight +<br />Empowered & Engaged Employee Base<br />24<br />
  69. 69. Self Assessment - Example<br />Recommended Initiatives:<br /><ul><li>Org Design and Implementation
  70. 70. Employee Training and Education
  71. 71. Measurement Framework
  72. 72. Participatory Marketing Strategy</li></ul>Assessment: Company is currently in Stage 2. Some executive support and internal excitement, but engagement activities are fractured. No centralized team, strategy and measurement makes it tough to completely align and move forward to Stage 3.<br />25<br />
  73. 73. How do you become an Engaged Enterprise?<br /><ul><li>Define a strategy and roadmap with clear business objectives
  74. 74. Bridge Service is Marketing gap
  75. 75. Define channels for customer engagement, by task
  76. 76. Set audience expectations on when and how you will engage
  77. 77. Build a culture of operational discipline & employee empowerment
  78. 78. Focus on depth vs. breadth – fewer things done deeply
  79. 79. Focus on “engagement points” vs. “touch points”
  80. 80. Find, Thank and Engage your advocates – systematically</li></ul>26<br />
  81. 81. Lithium 2010<br />Thank you!<br />Sean O’Driscoll<br />www.antseyeview.com<br />sean@antseyeview.com<br />425-443-7064<br />27<br />
  82. 82. Fast Tracking JUNOS Users<br />WOM with Community Users<br />Todd Shimizu<br />Director, Developer Relations<br />Juniper Networks<br />
  83. 83. Flashback: June 2009<br />Goal: Increased uptake of Junos Software<br />How: Certify The World<br />Measure: 14,000 new Junos certifications in ‘09<br />So how were we doing?<br />3,600 (26% of Goal) <br />Translation = Not Good<br />Weekly run rate: ~125<br />Needed run rate: ~400<br />
  84. 84. So what did we do?<br />Back to marketing campaign basics<br />Audience: get personal<br />Offer: 100% off exam & study guides<br />Vehicle: traditional eDM, but…<br />What was missing?<br />Power & velocity of our own social web<br />The Plan: fully integrated program re-launch July 21, 2009<br />Free Offer<br />eDM<br />LinkedIn Ads<br />Twitter<br />Media<br />Digg<br />YouTube<br />New Portal<br />J-Net Community<br />Career Sites<br />WWW<br />http://forums.juniper.net/t5/J-Net-News/Groundswell-Awards-2009-Juniper-Networks/ba-p/25364<br />
  85. 85. Real Results: End of 2009<br />So how did we do?<br />47,000 (>300% of Goal)<br />Translation = <br />Weekly run rate: >2000<br />
  86. 86.
  87. 87. The Most Recognized Brands Depend on Us<br />
  88. 88. Social Needs to Deliver on Multiple Levels<br />Consumer Insights<br />Skills & Know How<br />Full-service<br />The Marketer<br />Business Solutions<br />Analytics <br />Benchmarking<br />The Company<br />Consumer web experience<br />Authentic, real-time response<br />The Customer<br />
  89. 89. How Lithium Can Help<br />Communityhosted by you<br />Conversationson the social web<br />One set of customer insights <br />@katykeim<br />
  90. 90.
  91. 91. Self Assessment - Example<br />Recommended Initiatives:<br />What key initiatives are needed to advance?<br />Assessment: <br />What Stage is our company in?<br />37<br />

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