«SOMshare» 17.04.2012: Social Media Dachis Group


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«SOMshare» 17.04.2012: Social Media Dachis Group

  1. 1. Social media is growing upApril 17
  2. 2. Who we are
  3. 3. OurWe’re a global social business consultancy... Vision A future in which all businesses are social businesses. What does that look like? CUSTOMERS We are the leading global, integrated, end-to-end social PEERS PARTNERS business consultancy. We are not just another traditional agency that is “transitioning to social”. We are leaders in social business EMPLOYEES INFLUENCERS strategy, not just tactical implementation. PEOPLE and their networks power how business gets done. We help clients design social ecosystems and build real-world business cases for social media. We connect the social media PROCESSES are designed for TECHNOLOGIES enable and optimize presence of an organisation with collaboration the ecosystem internal functions, by leveraging WE TRANSFORM COMPANIES TO internal capabilities and value to drive THRIVE IN A SOCIAL WORLD more powerful external engagement.® 2012 Dachis Group. Confidential and Proprietary 3
  4. 4. Dachis Group London: some of our customers® 2012 Dachis Group. Confidential and Proprietary 4
  5. 5. “Social media is growing up”
  6. 6. The Situation We’re all on-line providing lots of data and insight - 800 million active -250 million tweets users -2 billion views per per day - 350 million active day -100 million active users through -15 mins: the users mobile devices average time spent -182% increase in - Present in over per user per day mobile users over 200 countries, -23 countries and past year covering over 70 24 languages languages® 2012 Dachis Group. Confidential and Proprietary 6
  7. 7. The Problem Today, every business and brand is social® 2012 Dachis Group. Confidential and Proprietary 7
  8. 8. The Problem In 2012, “the social honeymoon is over” 2012 Social migrates from experimentation to mission critical® 2012 Dachis Group. Confidential and Proprietary 8
  9. 9. The Problem “Likes” and “Followers” metrics fall short, don’t relate to brand outcomes The Maturity of Social Metrics Brand Brand Brand Brand Awareness Love Mindshare Advocacy Business Value Time Pressure on social programs as execs push for ROI® 2012 Dachis Group. Confidential and Proprietary 9
  10. 10. The Problem It’s very difficult to connect social activity to business outcomes Activities & Activities & Behaviors Behaviors Consumers Company® 2012 ® 2012 Dachis Group. Confidential and Proprietary Dachis Group. Confidential and Proprietary 10
  11. 11. With a few early exceptionsFor example, driving sales through aFacebook product launch: Platform of 8.4m fans globally who love Burberry and are passionate about the products. Burberry introduces “Body” on YouTube, to 20,000 subscribers, 8m views with a Facebook campaign. Samples available through FB only. 25,000 samples in three days, 40% increase in FB likes. Announcing a 29% rise in sales and a 24% rise in pre-tax profits in the six months
  12. 12. So is sCRM really the answer?® 2012 Dachis Group. Confidential and Proprietary 12
  13. 13. To provide customer intimacy at scale... 20th century commerce was about scale; 21st century models are about customer intimacy at scale. Social commerce is not only about e-commerce - it is about the whole relationship with the customer across every touchpoint, and how this affects satisfaction, recommendation and influence. Organising for social commerce means building on existing strengths and developing deeper relationships online and offline.® 2012 Dachis Group. Confidential and Proprietary 13
  14. 14. What is different in the new world of sCRM?® 2012 Dachis Group. Confidential and Proprietary 14
  15. 15. Moving towards a “social business” social inside andout Moving from a siloed environment towards a social internally Connecting employees to the market “real-time” Delivering on the social brand promise by being “social on the inside, social on the outside” Requires change not only of tools and systems, but more importantly mentality and culture® 2012 Dachis Group. Confidential and Proprietary 15
  16. 16. Turning theory to action
  17. 17. Longer term social business requires strategy Phase 3 Organising for Social Long-term visionary and strategic approach Phase 1 Phase 2 Social Media Communications Social Company Leveraging customer relationships, web analytics and expert product - Developing and implementing the knowledge to operate “real-time”: infrastructure to be present on key - Social analytics to influence social channels decisions (e.g.purchasing and - Developing and curating relevant supply chain) content - Product selection tool for - Real-time engagement with customers based on social and customers sales trends, availability, and - Confirm the roles expert reviews® 2012 Dachis Group. Confidential and Proprietary 17
  18. 18. Foundations of the strategy are keyThe Foundation is based on: Developing the social Campaigns and Activationchannels Creating and confirminggovernance and roles Curation and Internal knowledge Product Community Customer broker experiencecommunity required to make selection online/offlinestrategy work Social tech Connected Governance company infrastructure® 2012 Dachis Group. Confidential and Proprietary 18
  19. 19. Combined with value add for customersNext steps focus on: Using analytics to add value Campaigns and Activationto customers information needs Facilitating customersaccess to the relevantcommunities Curation Customer Community and Product experience broker selection online/offline Ensuring a consistent,fantastic experience onlineand offline Social tech Connected Governance infrastructure company® 2012 Dachis Group. Confidential and Proprietary 19
  20. 20. Curation and product selection Sephora - More ways to shop inspires customers and drives them to relevant shopping experiences - Editor’s picks is a curated selection of products that the brand explicitly pushes to customers - http://www.sephora.com/ Foot Locker - Sneakerpedia allows sneaker-lovers to access detailed information around sneakers that are not mainstream but really cool - Collection points customers to interest specific communities to buy their products - Top sellers is a good example of applying analytics to the sales offer - http://www.footlocker.com/® 2012 Dachis Group. Confidential and Proprietary 20
  21. 21. Community BrokerMumsnet:- Blogger network section is specifically dedicated to the curation of content- Blog directory is set up as a handy tool with the option of keyword search, alphabetical, by category and a “random generator” button to access content you might haven’t thought of- Bloggers in the News highlights big, credible names in the blogosphere- http://www.mumsnet.com/bloggers-networkCisco- Blog directory offers a good idea of content at first glance (form generic to specific)- Blogs at a glance and featured bloggers highlights a curated selection of blogs that are well respected in the blogosphere, and quick ways to share that content on Twitter and Facebook- http://blogs.cisco.com/® 2012 Dachis Group. Confidential and Proprietary 21
  22. 22. Customer experience online/offlineWalmart:The Wish list lets customers compile a listof desired items that can at any point intime be purchased in store, moreoverother people could access somebody’swish list and purchase items for them as agift.http://www.walmart.com/wishlistSephoraMobile instant reviews is an application onmobile that lets customers in store access ratesand reviews from the online with regards toproduct that are in the store; the app alsosuggests other items that could be of interest tothe shopper.http://m.sephora.com/® 2012 Dachis Group. Confidential and Proprietary 22
  23. 23. Final thoughts• sCRM requires a longer term social strategy which goes beyond likes and followers to differentiated value• To provide customer intimacy that scales, involvement needs to go beyond marketing• Delivering on sCRM is as much if not more about cultural change and transformation not tools and processes® 2012 Dachis Group. Confidential and Proprietary 23
  24. 24. Questions?dominika.tomek@dachisgroup.com@dominikatomek