The Social Iceberg: Why Social Care Needs Serious Attention
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Though your marketing team likely spends more dollars on its 1:many budget—those tweets and posts the entire world sees—there’s an-ever increasing amount of communication happening on social on a one-to-one basis. In fact, the expectations of an evolving audience is helping to push social over call centers. Join Spredfast’s Chris Kerns as he dives in with our panel to explain why 1:1 communication deserves more of your attention.
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The Social Iceberg: Why Social Care Needs Serious Attention
- 1. The Social Iceberg Why Social Care Needs Serious Attention
- 2. TODAY’S HOST: Chris Kerns Spredfast @chriskerns Sean Lin Facebook Asiana Ponciano Hawaiian Airlines @AsianaPonciano Andrea Finnegan Airbnb @FinnyAndy Session Speakers
- 3. 1:1 Chris Kerns VP, Research & Insights Spredfast @chriskerns
- 5. 1:1 Twitter Content Growth 2015
- 6. Travel Industry: Growing 1:1 Social Response in 2016
- 7. 75% Of TV Viewers Engage with a Second Screen at least Once a Month 57% Of Weekly Social Impressions for Programming Related to Live Air Viewing 7.5X Lift in Follow Rate when On- Air Programs Live Tweet 5.3% Reduction in Total Complaints After Implementing Social Care 30% Of Customers Prefer Social Care to Traditional Phone Care 5% Customer Retention Increase Leads to 25% Increase in CLV 7.1% Increase in Customer Retention Rates After Implementing Social Care *Sources: McKinsey & Company, Aberdeen Group, and Reichald, HBS Press Industry Research Metrics
- 8. “1:1 social media interaction is the new autograph.” - Jen Tulicki, Social Media Manager - Chicago Bears
- 9. Social Care at Airbnb From 1-2-1 Interactions to Building Fans for Life Andrea Finnegan Global Manager, Social Media Care Airbnb @FinnyAndy
- 10. 135k
- 11. Everyday Care Questions Community Outreach Surprise & Delight It’s About Being the Voice of Airbnb...
- 12. Customer Care
- 15. From 1-2-1 Interactions to Building Fans for Life
- 16. Serving the Customer with Aloha Hawaiian Airlines Social Care Asiana Ponciano Social Media Marketing Specialist Hawaiian Airlines @AsianaPonciano
- 17. Hawaii: The Destination We Serve
- 18. The Guests We Serve Are Unique
- 19. Balancing Content & Customer Care ● Acquires new audience members ● Keeps members engaged ● Increases brand awareness ● Educates prospecting travelers ● Acknowledges guests ● Retains members ● Upholds brand promise ● Influences public opinion ● Keeps us competitive
- 20. 275 inbound messages received issue labels during the month of August 2016 Managing Inbound Messages
- 21. 146 content pieces published during the month of August 2016 Managing Outbound Messages
- 22. Impact of Organizational Structure CURRENT LIMITATIONS ● Current structure stacked and siloed ● Not scalable nor optimized for closed loop resolutions ● Monitoring done by marketers not customer service agents FUTURE OPPORTUNITIES ● Add a new customer service channel ● Move to hub and spoke structure ● Create an approach that can grow to meet customer need ● Train customer care agents to monitor inbound customer care interactions
- 23. Caring for Customers with Aloha
- 24. “Aloha is the essence of relationships in which each person is important to every other person for the collective existence” - Excerpt from The “Aloha Spirit Law” of Hawaii, 1986
- 25. Question + Answer Chris Kerns Spredfast @chriskerns Sean Lin Facebook Andrea Finnegan Airbnb @FinnyAndy Asiana Ponciano Hawaiian Airlines @AsianaPonciano
Editor's Notes
- Key Takeaways/Message for audience at end of presentation: Scale & growth of the social care volume we’re dealing with Diversity of the queries we get and the importance of us dealing with it promptly and well: we’re the voice of Airbnb in many cases Power of 1-2-1, if you get it right, you have fans for life and that’s the differentiating factor
- Companies that implement social care as a part of an omni-channel care strategy see an average of 5.3% reduction in overall complaints. (Aberdeen Group) Consumer preferences are changing with 30% of customers indicating that they prefer social care to traditional phone care. (McKinsey & Company) Just a 5% increase in customer retention can lead to up to a 25% increase in customer lifetime value. (Reichald, HBS Press) Social care has real impact on long-term customer loyalty. Customers who engage with a company via social see an average of 7.1% increase in customer retention rates. (Aberdeen Group) Guiding Questions: What results have you seen when starting to be more actively engaging with customer care inquiries on social? Have you seen a correlation between your social care program and customer retention rates?
- Key Takeaways/Message for audience at end of presentation: Scale & growth of the social care volume we’re dealing with Diversity of the queries we get and the importance of us dealing with it promptly and well: we’re the voice of Airbnb in many cases Power of 1-2-1, if you get it right, you have fans for life and that’s the differentiating factor
- Talking points: Thank you for the introduction Chris, Good morning everyone, really excited to be here today and to have the opportunity to share a little about how we look at social care at Airbnb So, I’d like start by sharing a number with you: 135,000. We receive on average 135,000 actionable mentions to our social care team each month and this number is doubling for us every year, in some markets the number is actually tripling. To be honest, that number really keeps me up at night! It keeps me up at night as our aspiration is to not just to respond to those numbers (which in itself can be a challenge , right?) but to also ensure that each user has a positive or even an amazing experience when they interact with us on social so that they feel cared for and part of our community/our family, want to be fans for life. We see that as a huge opportunity, not always an easy task
- Talking points: So, how do we approach this opportunity? So, our volumes are high but due to the nature of our business model (offering unique experience in over 193 countries) , the diversity of our queries is also large, so at a high level we try to address this by separating that incoming volume into different themes/buckets and addressing each bucket slightly differently 3 key buckets: 1st bucket: Traditional care questions: the importance here is catching things and turning them around quickly 2nd bucket: Community Outreach: showing we care during times when our community needs us most 3rd bucket:Surprising & Delighting our Community: Identifying opportunities to engage positively with our users/community: To summarise all that into 1 sentence, I’d say our community look to us as the voice of Airbnb, they want to know what we stand for as a brand, that’s a huge responsibility and how we interact with them on a 1-2-1 basis has a huge impact on that perception of us as a brand and on whether we can meet our aspiration of making people feel like part of our community
- Talking points: To illustrate these buckets, I’d like to share with you some real examples: First example, is a care example that underlines the importance of us being able to pick up and turnaround any MOT care issues quickly In Samatha’s case, she arrived to her Airbnb late one night to find it didn’t meet her standards. You can see her tweet here: I”m stranded in Toyko at 12am, airbnbhelp plz help! Due to having 24/7 support, we were able to pick this up quickly, got the information we needed from her from DM, understand what she needed, solved the problem and ultimately turn the situation around and here you can see her response: thank you for being life savers, and calling out the team member who helped her. The takeaway here is how important it is to catch those MOTS quickly and deal with them appropriately.
- Talking points: The 2nd example is a community outreach example that illustrates the importance of showing we care during times when our community needs us, this is about knowing how to respond to incoming 1-2-1 queries but also being more proactive in OB communication For example, over this summer we sadly had a lot of forest fires in NA as well as some floods, in this example, Clare reached out to us to ask how we were supporting the floods in Louisiana The social care team worked with our comms and internal disaster team and quickly spoke to our community and advised that we would be supporting by opening up the disaster response tool which means that hosts can house displaced residents w/o Airbnb fees/ no charge from host You can see a response from a member of our community… So, the learning here is being there when needed, having an answer and showing we care State of emergency...
- Talking Points: The 3rd example is a surprise and delight example. And this example illustrates that sometimes it’s not always clear what action we could take but it’s clear there’s an opportunity to engage/help turn a situation around… a great opportunity to surprise and delight for us to engage with our community and build a relationship. Take for example, the story of Stowford & Phil and a longtime host of ours Phil. Stowford is the long suffering turtle of Phil Phil put this ask out on Twitter…I won’t read this one out like the last one, I’ll let you do that… (pause) Sooooo, basically, some Airbnb guests didn’t realise that by turning off certain switches while staying at Phil’s that they were actually turning off Stowford’s heatingin his tank and putting him at risk…. We reached out to Phil asking how we could help and he declined saying no real way we could, but we decided to try and address this situation somehow, showing that we care… And sent the following to Phil: a dummies guide to turtles and tortoises for Phil’s future guests! The insight here: look for opportunities where you can proactively reach out to users make them feel special no matter what the situation
- Talking points: So, to sum up, For Airbnb, our users/community are turning more and more to social. 1-2-1 social incoming volume is huge and is continuing to grow fast The diversity of queries is vast, timeliness to respond is key and our users’ expectations are high as they should be. And what we’re seeing is that we’re not just seen as a customer care team, we’re really seen as the voice of a brand Airbnb: huge opportunity and responsibility for us but also a huge opportunity So, for us, 1-2-1 interaction on social is about being there when our users/community need us most, it’s about showing we care, it’s about building relationships and building a community of fans/advocates for life. We feel that’s what will be our differentiating factor, that’s the power of 1-2-1 social care. I’ll leave you with the words of one of our community members (Ellis Boyle): (show up and read tweet) which summarises nicely what we’re trying to achieve at Airbnb: Thank you.
- At Hawaiian Airlines, we’re welcoming, authentic ambassadors of our home, Hawaii - which is made up of 8 islands and we operate 170 daily flights between the major islands Since Hawaii is our home town, we promise to offer authentic Hawaiian hospitality to our guests We want our guests to experience the sights, sounds, and Aloha spirit of Hawaii at every touch point long the customer journey
- Being a leisure carrier centered around a destination, our network and average traveler is different from larger carriers such as Delta and United as well as airlines similar to us such as JetBlue and Alaska Airlines. Network wise, we have routes serving New York City to Beijing with 19 mainland and 13 international daily direct flights to Honolulu and 170 Neighbor Island flights a day. Our inbound traveler traveler from North American and our International Destinations are either visiting Hawaii for the first time or visit twice a year. Many are celebrating milestones like Honeymoons and family vacations. Our Neighbor Island travel are mostly made up of locals who use us to commute. They are very familiar with our company and most are HawaiianMiles (our frequent flyer program) members. What this mean to the social media marketing team? For those inbound travelers, we’re more experiential than transaction. Meaning people are traveling on us more so for pleasure than business. For the local traveler, they depend on us for getting to their job or to see their family. Our travelers are not turning to social for customer service as much as business travelers do, but when they do it’s important that they receive high quality service since their reasons for travel are much more personal (and perhaps a larger investment). For the local traveler, it’s important that we understand who they are and why they depend on us. It’s important that they trust us and are proud that we’re their hometown carrier.
- To give you an overview, we have three Facebook pages - an English facing page, a Japanese and Korean page, five Twitter channels - one main branded channel along with a few other focuses channels and one in Japanese and Korean, a Weibo and WeChat page, an Instagram page and a YouTube page. This is all ran by two full time employees - who do everything from content creation, customer care, and overseeing international agencies who manage our international pages. By identifying the attributes of our guests, we’re able to build our content and customer care strategies, but it’s a balancing act. When it comes to our content strategy, our objectives are to Acquire new audience members Keep our audience engage by enticing them to perform a social actions such as Sharing, Commenting, and Liking Increase brand awareness by targeting the right audience members through investing in Facebook and other social media ads Educate prospecting travelers by serving content that showcased our service and more so our destination from a local perspective When it comes to our social customer care or community management, our objectives are to Acknowledges customers when they speak to us Retains existing members by remaining highly responsive Carries through our brand promise of authentic Hawaiian hospitality in each 1:1 interaction Positively influence public opinion by engaging with customer in a transparent, helpful way Remain competitive by constantly improving social customer care processes
- We know what our objectives are, but when it comes to tactics, we’re still refining our approach We’ve able to manage customer care at the moment with two employees because the volume isn’t high When examining the inbound volumes of the Twitter channels of our competitors we saw as much as 80% less inbound message come in and even more compared to a legacy carrier like United This could be due to the attributes of our guests or the fact that we don’t promote our Twitter channel as a customer call center like many other airlines do today That being said it doesn’t mean that volume is remaining flat year over year. We’re seeing a slow growth of customer issues come through social, and we’ve tried to adapt When we looked deeper into the overall volume of inbound messages, we see that unique customer interactions are fewer than the overall volume As you can seem, in August we saw about 275 unique 1:1 customer interactions We label customer service interactions with an issue label Usually issues are around Reservations, Delays, and Baggage Claims make up most of the issues we see, but there are times when other issues pop up During this particular month, we experience a PR flare up around our surfboard policy Despite having less customer service issues and overall inbound messages, our team of two has to be monitoring 7 days a week 8am - 11pm HST On the customer care side, these two members act as a triage center for all customer service issues since they are not customer service agents and I’ll go into this limitation on a later slide
- Our social media team predominantly focuses on managing the outbound content Our content is core to our social media marketing strategy We believe it’s what keeps our audience engaged while showing how Hawaiian Airlines is the only airline serving guests with authentic Hawaiian hospitality. In August, we published 146 pieces content through our English Facebook, Instagram, and Twitter. As you can see by the Content Labels, we had a mix of content - Archive photos for Thursdays, general photos of Hawaii, our fleet and employees, fare promotions, information about our loyalty program, and destination related content from our website We’ve integrated videos and influencer marketing in to our content mix, but with a team of two, we really depend on post analysis to look at what types of content performs well in each channel. At times, it does get overwhelming toggling between the content and customer care
- Which brings me to talking about how organizing one's social team impacts results. With our current structure, our two full time employees aren’t able to deliver fill customer service, from pre-trip to post-trip issues, along with real-time issues - making it impossible for us to turn our Twitter channel into a call center Despite being training on our Terms and Conditions, Contract of Carriage, and HawaiianMiles program, our social media team works in a silo We’ve made some progress in improving the triage process by making it more streamlined by gaining access to various customer relations management systems or refining communications processes across the company From a customer standpoint, resolutions aren’t always done seamlessly when reaching out to us via social That being said, we’re moving towards capitalizing on future opportunities Currently, we’re working with the Customer Contact team to build the case toward breaking down silos so we could perhaps add a social media channel to our customer service operation Right now, we’re in the analysis phase of mapping current process, tracking volume and issue by type, and tracking time to resolution Then we’ll use projection models to determine investment levels as well as organizational restructuring Eventually I would like to see us move away from a gatekeeper type structure to a hub and spoke model where the social media team serves as the channel owners but train others on that channels so it can be used for customer care and other functions like HR recruitment, employee engagement, etc. And we’re doing so because as a company we care about the customer journey at all touch points and we want to remain consistent in the delivery of the authentic Hawaiian hospitality
- For us, delivering Hawaiian hospitality is important to us because we consider ourselves ambassadors of Hawaii. We want our guests to experience the sights, sounds, and Aloha spirit of Hawaii. It’s that Aloha spirit that drives our unique brand of hospitality and our brand itself We show Aloha by welcoming our guests warmly, sharing with an open heart, and treating them with kindness, tolerance and understanding By having a brand promise like this, it’s even more important that each touch point along our customer’s journey is infused with Aloha, and sometimes there are moments along that journey when that isn’t the case, but in the social space we opportunities to win customer back. I have an example of those small win-backs that speaks volumes when does with a little Aloha Guests sent us a private message through facebook, saying that he forgot his iphone on a flight Filed a report when he arrive at our baggage claim Called baggage claim and encountered a less than stellar process that required the guest to give his password over the phone to the agent. The guest felt that the agent was rude and not understanding when the guest refused Guest turned to social to air frustration We went back to baggage claim shared the message with the team there They confirmed they have the phone and we advised that they make an exception about requiring the password in order to release the phone The guest wrote back to us saying I contacted you on Facebook was professional and got the job done. Thanks a million.
- End with a expert for a piece of legislation that was enacted in Hawaii in 1986 and that’s the Aloha Spirit Law