VIPdesk Webinar Series                                     April 6, 2010


            Cover Slide


  Incorporating Socia...
About Today’s Host

    Mary Naylor
    CEO
    VIPdesk
•   Mary Naylor is the CEO and Co-founder of VIPdesk

•   VIPdesk ...
About Today’s Presenter

    Blake Cahill
    SVP of Marketing
    Visible Technologies


•   Blake is the SVP of Marketin...
Company Background

• Visible Technologies
 Powered by the industry-leading truCAST technology platform, Visible
 Technolo...
Today’s Agenda
●   Setting goals and objectives for your social media efforts

●   Getting buy-in

●   Resources required ...
Why i Social Media
Wh is S i l M di
Important to
Customer Service
Organizations?
  g
Social
Media Has
Exploded
4 OUT OF 5 AMERICANS
USE SOCIAL MEDIA.




           Forrester, The Growth Of Social Technology Adoption, 2009
of bloggers post opinions about products & brands
of consumers trust peer recommendations
of those users blog or tweet daily
CONSUMERS
NOW CONTROL
THE (In other words)
CONVERSATION…
CONVERSATION
DON T
DON’T
PANIC
Social Strategy
Challenges &
Opportunities
 pp
Social Media Challenges for Organizations

• Overwhelming amounts of data—determining what to track
  and analyze
• S
  Se...
Benefits of Driving & Engaging with Social Media




                       Reputation
                      Management
  ...
Adoption spans the enterprise from: Marketing,
Operations, Sales, and Customer Support
                                   ...
Developing a
D    l i
Customer Focused
Social Media
Strategy
      gy
Social Strategy Objectives
Objectives for Social programs need to be clearly outlined so that
team members understand the ...
Getting corporate buy-in

• It is necessary to have corporate buy-in in
  order for any customer-facing program to
  succe...
The Do’s d Don’ts
Th D ’ and D ’t
of An Effective
Social Media
Strategy
      gy
Before Getting Started…Ask yourself…
• What do I want to know?
   – What customers think about my company, competitors, se...
Begin with a Framework



   1    Listen        2   Learn         3   Measure      4   Engage        5   Repeat!

   Liste...
DON’T MARKET
CREATE
YOUR MESSAGE
     MESSAGE…
SOCIAL
EXPERIENCES
SOCIAL
CONVERSATIONS
MUST BE
ALL-INCLUSIVE
SOCIAL
CONVERSATIONS
MUST BE
VIBRANT
SOCIAL
CONVERSATIONS
MUST BE
AUTHENTIC
SOCIAL
CONVERSATIONS
MUST BE
TRANSPARENT
Scaling Social Programs

Scaling the Program                Pilot & Listen      Engagement             Strategy Expansion
...
Defining Components
• A ti
  Actionable C t t
         bl Content
• It’s important to identify for engaging team members w...
Five Tips for Success

• Build strategy with scalability in mind
• Monitoring should answer business questions
• Execute ‘...
Be Where Customers Are

• Don’t just participate where your CEO thinks you
  should be
• Id if where your customers are an...
How to Measure
Success
Determine Success Metrics Early – Where’s the ROI?

• Conversation volume           • Author Influence
• Conversation Sent...
Success Metrics - Sentiment Analysis

                                Tracking changes in
                                ...
Case Study: DIRECTV
         y
Listen          Act        Learn           Adapt
[ to immediate needs ]
         d        d      [ to change b
           ...
Case Study #2
You Do Not Control The Message
                            g



                     Our Loyal Customer
Acting on LA LA over 30 days




   Listen      Act       Learn   Adapt
Listen   Act    Learn     Adapt

                 Listen closely.
                  i      l l
             Act on what yo...
Questions

Thank You…

  Blake Cahill
  SVP of Marketing, Visible Technologies
  blake@visibletechnologies.com
           ...
Upcoming VIPdesk Webinars

 •   April 27: Learn how to improve your
     customer experience via a home-based team


 •   ...
Thank You for Attending!



          Blake Cahill
          SVP of Marketing
    blake@visibletechnologies.com
       www...
Website: http://www.vipdesk.com


Twitter: http://www.twitter.com/vipdesk


Facebook: http://www.facebook.com/vipdesk


Li...
Incorporating Social Media and Customer Service Mary Naylor VIPdesk Blake Cahill Visible Technologies 040610
Incorporating Social Media and Customer Service Mary Naylor VIPdesk Blake Cahill Visible Technologies 040610
Incorporating Social Media and Customer Service Mary Naylor VIPdesk Blake Cahill Visible Technologies 040610
Incorporating Social Media and Customer Service Mary Naylor VIPdesk Blake Cahill Visible Technologies 040610
Incorporating Social Media and Customer Service Mary Naylor VIPdesk Blake Cahill Visible Technologies 040610
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Incorporating Social Media and Customer Service: How to Develop a Strategy
Blake Cahill: SVP of Marketing, Visible Technologies
Mary Naylor, VIPdesk

Setting goals and objectives for your social media efforts
Getting buy-in
Resources required to successfully implement a social media plan
Tools to use
Measurement of success

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Incorporating Social Media and Customer Service Mary Naylor VIPdesk Blake Cahill Visible Technologies 040610

  1. 1. VIPdesk Webinar Series April 6, 2010 Cover Slide Incorporating Social Media and Customer Service: How to Develop a Strategy Today’s Presenter: Blake Cahill: SVP of Marketing, Visible Technologies Today’s Host: T d ’ H t Mary Naylor: CEO, VIPdesk Welcome to today s Webinar! The presentation will start shortly. today’s Today’s presentation is being broadcast through the Internet. You do not need a conference dial-in number. To h T hear t d ’ webinar, simply t today’s bi i l turn th volume up on your speakers and the l k d you will be able to hear the presentation via your computer.
  2. 2. About Today’s Host Mary Naylor CEO VIPdesk • Mary Naylor is the CEO and Co-founder of VIPdesk • VIPdesk provides concierge-quality contact center solutions f l di l i for leading global b l b l brands through our d h h nationwide network of home-based demographically matched Brand Ambassadors, Concierge, and Customer Service Representatives. • VIPdesk provides its clients Concierge, Contact Center, and Social Media support services. • VIPdesk i VIPd k is continually recognized through numerous ti ll i d th h awards, including the Inc. 500, Inc. 5000, NCBEA Business Ethics Award, Stevie Awards for Women in Business and Smart CEO Future 50. Confidential & Proprietary VIPdesk Information 2
  3. 3. About Today’s Presenter Blake Cahill SVP of Marketing Visible Technologies • Blake is the SVP of Marketing with Visible Technologies • He develops and leads all of Visible Technologies’ activities/programs related to sales, business development, brand development, market positioning press and analyst relations lead development, and thought relations, development leadership. • Blake is passionate about the role of social media in corporate communications and is a frequent speaker on the influence of social media. • He is a member of WOMMA and MTIX. Confidential & Proprietary VIPdesk Information 3
  4. 4. Company Background • Visible Technologies Powered by the industry-leading truCAST technology platform, Visible Technologies helps clients successfully monitor, analyze, and participate in social media conversations, as well as protect their reputations online – Founded in 2005 – Headquarter i Bellevue, WA with 95+ employees d in ll ih l – Sample Customers: Microsoft, Xerox, Autodesk, Dr. Pepper • Awards Won:
  5. 5. Today’s Agenda ● Setting goals and objectives for your social media efforts ● Getting buy-in ● Resources required to successfully implement a social media plan ● Tools to use ● Measurement of success ● And more! Confidential & Proprietary VIPdesk Information 5
  6. 6. Why i Social Media Wh is S i l M di Important to Customer Service Organizations? g
  7. 7. Social Media Has Exploded
  8. 8. 4 OUT OF 5 AMERICANS USE SOCIAL MEDIA. Forrester, The Growth Of Social Technology Adoption, 2009
  9. 9. of bloggers post opinions about products & brands
  10. 10. of consumers trust peer recommendations
  11. 11. of those users blog or tweet daily
  12. 12. CONSUMERS NOW CONTROL THE (In other words) CONVERSATION… CONVERSATION
  13. 13. DON T DON’T PANIC
  14. 14. Social Strategy Challenges & Opportunities pp
  15. 15. Social Media Challenges for Organizations • Overwhelming amounts of data—determining what to track and analyze • S Separating i i h and issues from useless d i insights d i f l data—identifying id if i who and what matters • Communicating with your customers in an organized organized, effective manner • Coordination of ownership/participation across the organization • ROI measurements
  16. 16. Benefits of Driving & Engaging with Social Media Reputation Management M t Customer  Service Competitive Marketing Intelligence
  17. 17. Adoption spans the enterprise from: Marketing, Operations, Sales, and Customer Support Research and Innovation Strategic Trade Promotion Management Product and Services Positioning Customer Promotion Management Customer Support Customer Relationships Enterprise Business Intelligence Integration Identify Consumer Segmentation Trend and Sentiment analysis Marketing Relationship Management Manage Crisis Communications Reputation Management Tactical Monitor Brand & Image Listen & Learn Engage & Respond Be a proactive part of the conversation Adapt to Changing Market Conditions By Listening and Learning any organization will more effective Engage with and Respond to customer needs. Empower customers and create loyal and satisfied customers
  18. 18. Developing a D l i Customer Focused Social Media Strategy gy
  19. 19. Social Strategy Objectives Objectives for Social programs need to be clearly outlined so that team members understand the bigger picture surrounding their individual roles. Some common goals include: • Changing customer service perceptions from negative to neutral or pos t e positive • Providing ‘fence sitters’ (neutral and mixed sentiment) with technical information and guidance to promote educated purchasing decisions while increasing positive sentiment • Driving traffic and technical discussions back to the company’s own forum and blogs • Building relationships with key influencers (top authors) • Building brand awareness • Promoting special events i i l 22
  20. 20. Getting corporate buy-in • It is necessary to have corporate buy-in in order for any customer-facing program to succeed • Develop a plan and present hard data re: the benefits of social customer service to the corporate bottom line 23
  21. 21. The Do’s d Don’ts Th D ’ and D ’t of An Effective Social Media Strategy gy
  22. 22. Before Getting Started…Ask yourself… • What do I want to know? – What customers think about my company, competitors, service levels, products, etc.? – Issues or problems with my company's’ offerings? company s • Who needs to know? – Executive team, service and support staff, managers, sales and marketing department? • What do I want to do with this info? – Improve my offerings, stay competitive, retain customers? • Wh Where are my relevant consumers online? l t li ? – yelp, citysearch, community forums, twitter, review sites? • What are the right topics to monitor? – What key words or phrases should you be monitoring? • What tools should I use? – What’s available to monitor and measure social media? What s
  23. 23. Begin with a Framework 1 Listen 2 Learn 3 Measure 4 Engage 5 Repeat! Listen to find Learn from the Measure the Engage with the right wisdom of the impact on your consumers and conversations, crowd about brand and key influencers sites and online customer benchmark to change communities perceptions and against your negative experiences competitors to perception and with your improve your build brand p products and b business loyalty y y services and competitors’
  24. 24. DON’T MARKET CREATE YOUR MESSAGE MESSAGE… SOCIAL EXPERIENCES
  25. 25. SOCIAL CONVERSATIONS MUST BE ALL-INCLUSIVE
  26. 26. SOCIAL CONVERSATIONS MUST BE VIBRANT
  27. 27. SOCIAL CONVERSATIONS MUST BE AUTHENTIC
  28. 28. SOCIAL CONVERSATIONS MUST BE TRANSPARENT
  29. 29. Scaling Social Programs Scaling the Program Pilot & Listen Engagement Strategy Expansion •Involvement for engagement will depend on the type: Program marketing, marketing crisis Development D l t management, customer service, tech support Direct Outreach •Full time engagers should be able to respond to Indirect approximately 20 – 60 threads i t l th d Engagement per day •Most companies will start with 1 – 3 part time, and ramp Learn up to 2 – 3 full time engagers or more, ddepending on di volume and complexity of Listen content Strategy based on solid understanding of Influencer needs 32
  30. 30. Defining Components • A ti Actionable C t t bl Content • It’s important to identify for engaging team members what content is considered to be actionable, or engagement-worthy, content. Examples of commonly flagged content appropriate for engagement include: • Posts with positive, neutral, or mixed sentiment • Posts written within the past 5 days, or still have active comments • Posts where users are asking questions and requesting more information • Posts that contain inaccurate information about your brand or product • Blacklisted Content • Sometimes users will need to refrain from responding to particular types of content or sites where corporations are strictly prohibited from participation without paid subscription. Examples of commonly blacklisted content include: • Posts that are flaming raging or use excessive profanity flaming, raging, • Posts that are older than 5 days, or no longer have active comments • Posts on sites ‘X’, ‘Y’, and ‘Z’ which prohibit corporate participation • Pricing Discussions 33
  31. 31. Five Tips for Success • Build strategy with scalability in mind • Monitoring should answer business questions • Execute ‘disciplined participation’ • Measure and modify y • Strategy + people + technology + services 34
  32. 32. Be Where Customers Are • Don’t just participate where your CEO thinks you should be • Id if where your customers are and d l a Identify h d develop presence where they can easily communicate with y you • Determining the forums in which to participate should be an early part of your research and planning 35
  33. 33. How to Measure Success
  34. 34. Determine Success Metrics Early – Where’s the ROI? • Conversation volume • Author Influence • Conversation Sentiment • Relevance How big is What is the space? the overall Who’s sentiment important? ? How well are my engagements doing? What sites are How much they on? is relevant? What’s the overall topic breakdown?
  35. 35. Success Metrics - Sentiment Analysis Tracking changes in sentiment of conversations overtime (in conjunction with actions t k by marketers ti taken b k t or organizations to move this indicator) is a KPI (Key Performance Indicator) that most best-in-class organizations have adopted. Note: Our client data suggests that typically, less than 25% of statements made about any given topic within the social media space contain sentiment.
  36. 36. Case Study: DIRECTV y
  37. 37. Listen Act Learn Adapt [ to immediate needs ] d d [ to change b h best practices ] Listen Again [ for impact ]
  38. 38. Case Study #2 You Do Not Control The Message g Our Loyal Customer
  39. 39. Acting on LA LA over 30 days Listen Act Learn Adapt
  40. 40. Listen Act Learn Adapt Listen closely. i l l Act on what you hear. Learn what is important. Adapt Business Practices. p = Loyal Customers + Relevant Products & Services
  41. 41. Questions Thank You… Blake Cahill SVP of Marketing, Visible Technologies blake@visibletechnologies.com g On twitter at: @bcahill www.visibletechnologies.com 45
  42. 42. Upcoming VIPdesk Webinars • April 27: Learn how to improve your customer experience via a home-based team • May 11: Social Media: How it Fits Into Your Customer Marketing and Retention Strategy • May 25: Virtual Customer Care and the Financial Services Industry For more information or to register for the VIPdesk Webinar series, visit www.vipdesk.com. Confidential & Proprietary VIPdesk Information 46
  43. 43. Thank You for Attending! Blake Cahill SVP of Marketing blake@visibletechnologies.com www.twitter.com/bcahill www.visibletechnologies.com Mary Naylor CEO mnaylor@vipdesk.com www.twitter.com/vipdesk www.vipdesk.com (703) 837-3501 Confidential & Proprietary VIPdesk Information 47
  44. 44. Website: http://www.vipdesk.com Twitter: http://www.twitter.com/vipdesk Facebook: http://www.facebook.com/vipdesk LinkedIn: http://www.linkedin.com/companies/vipdesk YouTube: http://www.youtube.com/user/vipdesk Via RSS: http://twitter.com/statuses/user_timeline/23095083.rss Confidential- Proprietary VIPdesk Information 1

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