Manage and Measure Your Brand Perception -- Ken Ericson, Xerox

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realtime marketing business use case by Ken Ericson (@kenericson), Director of Content Marketing, Xerox, at #RLTM Realtime Marketing Lab, October 14, 2013 at The Altman Building, NYC.

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  • Xerox. You think you know us, right? You’re probably thinking about us as the old copier and printer company; the stuff our parents used when they worked in offices that looked like the set from “Mad Men.”
  • But that’s not us anymore. Xerox is still in the copier and printer business, but that’s less than half of what we do. We’re the world’s leader in document technology, but now we’re also a business services company, helping simplify how work gets done. So our challenge and our opportunity — is how to transform the belief that Xerox is a copier company into belief that Xerox is a technology and business management leader, and a very large player – not only in printing—but in industries like customer care, finance and accounting, human resources, transportation and healthcare.
  • And we’ve placed a real focus on our healthcare business. Most likely a surprising fact to you: We’re among the biggest players in healthcare, managing back-office functions and helping payers, providers and governments make the shift to electronic health records and comply with the massive changes brought on by healthcare reform.  Our research, not surprisingly, showed very few people associated the name Xerox and healthcare. So, as marketers, we have the task of how to frame ourselves as thought leaders and forge a shared belief and advocacy that Xerox is a trusted business partner in this space.
  • With all of that said, you can probably understand our marketing challenge. We have brand advocacy and belief – HUGE brand advocacy and belief for our copiers– (here’s a page from the AP Stylebook)
  • SO HOW DO WE GET THERE?Want to walk through some work we did over earlier this year and how we created an ecosystem of content and social engagement– ALL based on thought leadership and working to change perceptions of xerox.So with thought leadership at the center, we created an ecosystem of healthcare content and social engagement
  • The big piece in this ecosystem is through delivering really smart content and gaining permission to join the realtime conversation on healthcare. And we’re doing thtat through healthbiz decoded.
  • So how do we create that advocacy? Outside of doing an awesome job and delighting our customers, we have to be seen as a knowledgeable in the space, which of course, we are, AND we need to join the conversation.Those are a few of the drivers in why we launched HealthBiz Decoded, a editorial knowledge site– OR A NEWS SITE-- on the business of healthcare.Our audience is healthcare business decision-makers, and in our space that means administrators and operations.I’ll be talking a lot about how we execute on the site, but to be clear first– we’ve designed the site to create belief– not sell. It’s not a lead generation site– and we’re not tracking performance against sales results. Beneficial the way our business is structured. Hc businesses are separate. I’m part of corporate.A quick tour of the site: three featured stories at the top, previous stories at the bottom of the page and that grey stripe in the middle, those are stories we curate from outside sources using Percolate, which is a content discovery tool. We feel like this gives us a good mix of pieces and a we’ll rounded site.
  • When we started thinking about content curation in general, we worked really hard to understand the landscape– we moved slowly and deliberately.We did a pretty exhaustive research project with Visible technologies to understand the online conversations in this space and the delta of where Xerox fit in and where our voice would resonate.We developed personas to understand who we’re speaking with– what’s important to them and their pain points.We made an editorial commitment- deciding this was going to be an editorial site, and a newsroom model, driven by editorial decisions and written an independent and editorial kind of way.
  • We produce one piece of content each day, whether it be a news article, video, or an inforgraphic. We amplify the stories through social channels and the stories are also distributed to other media to gain that credibility in the marketplace as a knowledge source.
  • Here’s a slice of some of our stories.
  • Here’s a slice of some of our stories.
  • We run it like a newsroom, where we have an editorial process and editorial calendar. There are weekly editorial meetings with group SJR and the Xerox team where we decide what stories to do, the elements that will be in them and how we go about reporting them.We make editorial decisions from the outside in: We don’t necessarily think about it as what stories does Xerox want to tell today, but rather we look for interesting stories in the space and see if there’s a Xerox point of view. We don’t force it but only insert ourselves when it’s relevant.Our stories go through multiple levels of approvals to make sure that they have the right editorial balance and style and fit the standards. In other words, if we’re missing an angle or there’s a question in a story we haven’t pursued enough, we go get it. We have an editorial calendar– so we know what we’re doing for maybe the next two weeks– but we’re flexible enough to quickly make changes– here’s a few examples– after the tornado in Oklahoma we turned a quick story about HIEs and disaster preparedness, and after the delay of the employee mandate we were able to do a q-and-a with one of our experts on the implication of the change.
  • A few days later, I find this on the web page of the NY times, a story about the surgery center of Oklahoma– and if you go further down, an interview with Keith Smith.It was a bit of a watershed moment in our understanding of the site– while we knew we were committing journalism, this told us we were covering the right stories, the right way.
  • A few days later, I find this on the web page of the NY times, a story about the surgery center of Oklahoma– and if you go further down, an interview with Keith Smith.It was a bit of a watershed moment in our understanding of the site– while we knew we were committing journalism, this told us we were covering the right stories, the right way.
  • So, you’ve heard a lot about what we do, but how do we measure success?Some of it’s tangable, some isn’t:We focus on site metricsBut think back to the reason we built the site in the first place-- We want to increase attention for our brand and our people, and we want people to understand that we’re a trusted healthcare partner. WE’RE HERE TO BUILD ADVOCACY AND BELIEF.So let’s talk about the metrics– we look at some of the goal we set when building the site– we feel like we’re doing well in achieving them– the paid campaign certainly helps– but we also look at engagement, time on site, and return visitors. AND, now that we have a few months under our belt we can also start to see which story topics do better than others.
  • So after we produced that story, we let the trade magazines know about it, and as you can see we are quoted as the source in a story on Fierce Health IT.  
  • So after we produced that story, we let the trade magazines know about it, and as you can see we are quoted as the source in a story on Fierce Health IT.  
  • Is that a few other brands– dell and 3m – who we might just compete against in some space--tweeted about it to their followers. If there are folks here from Dell and 3M– thank you very much.
  • Is that a few other brands– dell and 3m – who we might just compete against in some space--tweeted about it to their followers. If there are folks here from Dell and 3M– thank you very much.
  • Is that a few other brands– dell and 3m – who we might just compete against in some space--tweeted about it to their followers. If there are folks here from Dell and 3M– thank you very much.
  • So back to our engagement ecosystem that revolves around thought leadership. 
  • Around the time we launched HealthBiz Decoded we had an opportunity with TEDMED, the annual gathering of innovators who have a shared belief in improving healthcare. Xerox is a TEDMED sponsor, and this, obviously, is the perfect type of conversation for us to be part of, and we did so with an integrated approach:
  • Because we have that believability gap in healthcare, it was important for us to align with a thought leader in the health IT space, so by using Appinions to measure influence, it helped us identify a blogger,, John Lynn who we invited to the event as our guest to help drive the discussion. John writes a series of healthcare blogs and is active on social media. He produced TEDMED-focused content for his channels as well as leveraging ours. It wasn’t marketing material but thought leadership. And it was done with great success.Brand Journalist John LynnLynn live tweeted from TEDMED using #SimpleHealth and wrote five blog posts for EMRandHIPPA.com and shared via via Google+, LinkedIn, Twitter and Facebook – receiving more than 100 social shares and numerous comments.
  • THE NEXT STEPS FOR US WAS TO LISTEN AND ENGAGE IN REAL TIME.We use visible technologies to listen and we had a team that was monitoring conversations for real-time opportunities.Implementing a team of listeners that monitored for real-time opportunities on news outlets, forums and other online conversations around TEDMED and engaging with the Xerox healthcare handle.Twitter@XeroxHealthcare recognized as a top TEDMED influencer on @MedCityNews’ list 22,000  visitors/month; 11,000+ Twitter followers.. 210 new @XeroxHealthcare followers for (28 top influencers via Appinions).
  • We also implemented a hashtag strategy using #simplehealth in all of our Tweets, both paid and organic. Here’s how you can see how the engagement went up during TEDMED — we had about 800 mentions. It was also one of the trending hashtags during the event. Our Twitter handle picked just shy of 200 followers in just a few days.Nearly 800 mentions of #SimpleHealth hashtag, which was featured in a word cloud from the iTrend blog on TEDMED trending topics. Promoted tweets campaign led to more than 1,400 click-throughsThought Leadership
  • Laying the foundation for proactive social engagement by training a Xerox subject matter expert (SME) and enabling him to be active in these conversations in the months leading up to TEDMED, as well as on-site and post-event Flagging engagement opportunities to the Xerox SME  By leveraging one SME to be the voice of Xerox healthcare, and using him to author blog posts and comment on articles, messaging remained consistent and engagement felt personal. By maturing his specific talk track, Xerox focused on raising influence by identifying specific opportunities to join conversations that fit Xerox’s mission.
  • For HealthBiz Decoded, and independent of our sponsorship, we covered it as an event and sent a reporter there to cover it as a traditional reporter would, filing stories each day about the event– not from a Xerox perspective, but from a journalistic one. So we really managed TEDMED from a number of sides.
  • So back to our ecosystem that revolves around thought leadership. 
  • So, along with HealthBiz Decoded and TEDMED, we activated a social executive program working with our PR team, pitching our story to the media and finding opportunities to comment on articles. We have anexpecially good viewpoint that became even more timely with the healthare exchanges, which we’re helping states standup.
  • Our point of view became especially relevant as the volume turned up on the conversations surrounding health insurance exchanges, which we are helping states to implement. Here are stories from The Washington Post and Reuters that relied on our experts for analysis on the issues facing states. The Post even used one of our inforgraphicsunedited.
  • So, are we moving the needle influence-wise?– and when we talk about this we mean the xerox brand in general in healthcare, as HealthBiz decoded is really the centerpiece in our larger thought leadership initiative.On a regular basis, we’ve been measuring the success of our programs in this space through Appinions, which is a useful tool to gauge brand influence. The research, from Appinions, measures what influencers say based upon impact — not a tally of social mentions.  We’re measuring six subtopics in healthcare that are close to us. Here’s one of them,This shows you the influence gap– the big purple circle shows the opportunity for growth and the orange shows the volume of our conversations and how close we are to those influential conversations.Here’s how we’re closing the gap in EMR/EHR– electronic health records/electronic medical records.
  • Healthcare consumerism–
  • Innovation– something we talk a lot about on HealthBiz Decoded.Our brand is associated with innovation and within our healthcare business we are applying xerox research from our centers from around the world
  • …and technology.
  • Manage and Measure Your Brand Perception -- Ken Ericson, Xerox

    1. 1. Managing Brand Perception: Xerox in Healthcare Ken Ericson, Content Marketing Director for Xerox @kenericson ©2013 Xerox Corporation. All rights reserved. Xerox® and Xerox Design® are trademarks of Xerox Corporation in the United States and/or other countries.
    2. 2. You Know Us, Right?
    3. 3. Xerox Transformed
    4. 4. Focused on Healthcare Working with 700 hospitals, 37 states and the top 20 managed healthcare plans
    5. 5. We Have Brand Advocacy For Copiers But not for healthcare.
    6. 6. Content And Social Engagement HealthBiz Decoded Thought Leadership TEDMED Social Executives
    7. 7. Content And Social Engagement HealthBiz Decoded Thought Leadership TEDMED Social Executives
    8. 8. Building Belief And Advocacy • HealthBiz Decoded is an owned microsite focused on the business of healthcare • Intentionally “far from the sun” • Designed to build belief and join the conversation, not sell 8
    9. 9. Joining The Conversation • We did our homework: understanding the conversations and where we fit in • Made an commitment to trusted and relevant editorial content
    10. 10. How We’re Engaging One piece of original content produced each day, amplified socially and pitched to other media.
    11. 11. Here’s The Key: It’s Not About Us
    12. 12. Here’s The Key: It’s Not About Us Only about 30 percent of the stories have a Xerox connection.
    13. 13. Our Newsroom Model • Decisions from “outside in” • Stories have editorial balance and style • Flexible to react in real-time for breaking news 13
    14. 14. Creating Timely, Relevant Content HealthBiz Decoded, July 29
    15. 15. Creating Timely, Relevant Content HealthBiz Decoded, July 29 New York Times, July 31
    16. 16. How We Measure Success • Site Metrics • Increased influencer/media attention • Increased demand for our thought leadership • Increased awareness of Xerox as a business partner in healthcare 16
    17. 17. Measuring Success: Increased Attention
    18. 18. Measuring Success: Increased Attention
    19. 19. Have Infographic, Will Travel
    20. 20. Have Infographic, Will Travel
    21. 21. Have Infographic, Will Travel
    22. 22. Content And Social Engagement HealthBiz Decoded Thought Leadership TEDMED Social Executives
    23. 23. Content And Social Engagement HealthBiz Decoded Thought Leadership TEDMED Social Executives
    24. 24. Aligned With An Influencer
    25. 25. Realtime Engagement: @XeroxHealthcare • • • • 210 New followers 28 Followers from influencer list 294 Tweets 1,236,870 Impressions
    26. 26. Realtime Engagement: #SimpleHealth • Nearly 800 mentions of #SimpleHealth
    27. 27. Realtime Social Executive Article Comments In six words, what’s your vision for the future of health? Byline Interviews 27
    28. 28. HealthBiz Decoded @TEDMED
    29. 29. Content And Social Engagement HealthBiz Decoded Thought Leadership TEDMED Social Executives
    30. 30. Content And Social Engagement HealthBiz Decoded Thought Leadership TEDMED Social Executives
    31. 31. Driving Thought Leadership
    32. 32. Influence Gap: EHRs/EMRs 2/1/2013 8/30/2013
    33. 33. Influence Gap: Consumerism 2/1/2013 8/30/2013
    34. 34. Influence Gap: Innovation 2/1/2013 8/30/2013
    35. 35. Influence Gap: Technology 2/1/2013 8/30/2013
    36. 36. Questions? Ken Ericson Kenneth.Ericson@xerox.com @kenericson

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