Successfully reported this slideshow.
Your SlideShare is downloading. ×

HSM Global-Madrid featuring Charlene Li


Check these out next

1 of 144 Ad

HSM Global-Madrid featuring Charlene Li

Download to read offline

Special management program on social media sponsored by HSM Global featuring Charlene Li. This was a day-long program on how to create a social media strategy, that took place in Madrid on 12 April 2011. More info available at

Special management program on social media sponsored by HSM Global featuring Charlene Li. This was a day-long program on how to create a social media strategy, that took place in Madrid on 12 April 2011. More info available at


More Related Content

Slideshows for you (20)


Similar to HSM Global-Madrid featuring Charlene Li (20)

More from Charlene Li (20)


Recently uploaded (20)

HSM Global-Madrid featuring Charlene Li

  1. Creating A Coherent Social Media Strategy<br />1<br />Charlene Li<br />Altimeter Group<br />2011 April 12<br />Twitter: @charleneli<br />Email:<br />
  2. 2<br />
  3. It’s time to move past experiments<br />3<br />
  4. It’s about RELATIONSHIPS<br />© 2011 Altimeter Group<br />
  5. 5<br />Agenda<br />Strategy<br />Lead<br />Prepare<br />
  6. 6<br />Agenda<br />Strategy<br />Lead<br />Prepare<br />
  7. Strategy Process Stages<br />7<br />
  8. Strategy Process Stages<br />8<br />Set context <br /><ul><li>Determine key objectives
  9. Level of strategy (corporate, biz unit, brand)
  10. Identify key metrics
  11. Assess readiness</li></li></ul><li>Align social with key strategic goals<br />9<br />Examine your 2011 goals<br />Pick ones where social will have an impact <br />
  12. Objectives differ by level<br />10<br />
  13. Ask the Right Questions about Value <br />11<br />“We tend to overvalue the things we can measure, and undervalue the things we cannot.” <br /> - John Hayes, CMO of American Express<br />© 2011 Altimeter Group<br />
  14. Use appropriate metrics at each level<br />12<br />Business metrics: revenue, CSAT, reputation.<br />Social media analytics: Insights, share of voice, resonance, WOM. <br />Engagement metrics: fans, followers, clicks.<br />
  15. Highlight where you are strong, where you need to develop.<br />Don’t create strategies that you can’t execute.<br />Demonstrate impact of strategic work.<br />Categories for readiness assessment<br />Assess your readiness to be social<br />13<br /><ul><li>Communication
  16. Mindset
  17. Roles
  18. Stakeholders
  19. Monitoring
  20. Reporting
  21. Customer Profile
  22. Market Analysis
  23. Processes
  24. Organizational Model
  25. Education</li></li></ul><li>Benchmarking Social Readiness (Before)<br />14<br />December 2009<br />
  26. Benchmarking Social Readiness (After)<br />15<br />April 2010<br />
  27. Strategy Process Stages - Discovery<br />16<br />Collect and prioritize strategic options<br /><ul><li>Metrics-based value assessment
  28. Prioritize against objectives</li></li></ul><li>Evaluate each initiative<br />17<br />
  29. Define Your Strategy With Objectives<br />18<br />
  30. How does social media matter to B2B?<br />Chief stakeholders may not be using social media.<br /><ul><li>But lieutenants will be.</li></ul>Social media is impacting how B2B decisions are being made.<br /><ul><li>Background research
  31. Expertise
  32. Search results impact</li></li></ul><li>Why care about social technologies?<br /><ul><li>62% read user ratings/reviews for business products/services
  33. 62% visit company profiles on social media sites
  34. 55% visit company blogs
  35. 51% participate in online business communities or forums
  36. 49% ask questions on Q&A sites
  37. 29% use Twitter to find or request business-related information </li></ul>Source: 2009 Business Social Media Benchmarking Study(n=2,393) <br />20<br />
  38. People in B2B use social media for work<br />21<br />Source: 2009 Business Social Media Benchmarking Study(n=2,393) <br />
  39. 22<br />Agenda<br />Strategy<br />Learn<br />Dialog<br />Support<br />Innovate<br />Lead<br />Prepare<br />
  40. Track brand mentions with basic tools<br />23<br />What would happen if every employee could learn from customers?<br />
  41. Integrate monitoring with workflow<br />24<br />Other providers<br />Alterian<br />BrandsEye<br />Buzzmetrics Cymfony<br />Sysmos<br />Visible Tech. <br />From Radian 6, to be acquired by<br />
  42. Be sure to track the actual conversations, not just the tweets<br />25<br />@JaimieH is a top diabetics advisor who was talking with an insulin pump maker<br />
  43. How KLM listened and surprised flyers<br />26<br />
  44. Go beyond basic monitoring to analytics<br />27<br />Make course corrections nearly real-time.<br />Use predictive analytics to anticipate demand. <br />
  45. Shoppers want to be “known”<br />28<br />I walk into the store<br />Store knows it’s me<br />Give me offers<br />And plans my visit<br />
  46. Community insight platforms<br />29<br /><ul><li>Communispace and Passenger offer online focus groups solutions.</li></li></ul><li>Private communities give better control <br />Get input from specific communities<br />Can target specific hard-to-reach communities<br />But they are hard to create – and maintain<br />Who needs to be included? Excluded?<br />Provide non-monetary incentives/rewards for participating in the community<br />Deserves and requires dedicated community manager<br />Integrate into your company’s support and innovation process<br />Pros and cons of private communities<br />30<br />
  47. 31<br />Learn also from your employees<br />
  48. Go beyond traditional data to understand your customers<br />32<br />Demographic<br />Geographic<br />Psychographic<br />Behavioral<br />Socialgraphic<br />
  49. Where are your customers online?<br />What social information or people do your customers rely on?<br />What is your customers’ social influence? Who trusts them?<br />What are your customers’ social behaviors online?<br />How do your customers use social technologies in the context of your products.<br />Socialgraphics asks key questions<br />33<br />
  50. Engagement Pyramid<br />34<br />
  51. Engagement Pyramid - Watching<br />35<br />Watch videos<br />Read blog posts<br />Listen to podcasts<br />Read tweets<br />Read discussion forum posts<br />
  52. Engagement Pyramid - Sharing<br />36<br />Share a link<br />Share photos<br />Share videos<br />Write a status update<br />Retweet<br />
  53. Engagement Pyramid - Commenting<br />37<br />Comment on a blog<br />Write a review<br />Rate a product<br />Participate in a discussion forum<br />@Reply on Twitter<br />
  54. Engagement Pyramid - Producing<br />38<br />Write a blog<br />Create videos or podcasts<br />Tweet for an audience<br />
  55. Engagement Pyramid - Curating<br />39<br />Moderate a wiki or discussion forum<br />Curate a Facebook fan page<br />
  56. Engagement Pyramid Data<br />40<br />Source: Global Wave Index Wave 2,, January 2010<br />
  57. Conduct research to identify the social behaviors of your target customer<br />Also identify:<br />Where are they online: Surveys or brand monitoring<br />Who do they trust: Surveys<br />Who do they influence: Survey or brand monitoring<br />How they use these tools in context of your products: Most often surveys.<br />When you first understand your customers, your marketing efforts will naturally unfold.<br />Putting socialgraphics to work<br />41<br />
  58. Listen and learn from your customers. <br />Start with basic monitoring tools, but quickly evolve them.<br />Invest in analytics that matter. Use metrics that are relevant to your business.<br />Understand the socialgraphics of your customers. <br />Summary - Learn<br />42<br />
  59. 43<br />Agenda<br />Strategy<br />Learn<br />Dialog<br />Support<br />Innovate<br />Lead<br />Prepare<br />
  60. Conversations, not messages<br />Human, not corporate<br />Continuous, not episodic<br />The New Normal<br />44<br />
  61. Blogs establish thought leadership<br />45<br />CEO Richard Edelman has been blogging consistently since Setpember 2004.<br />
  62. SonyEurope rewards Twitter followers with discount that drives significant sales<br />46<br />SonyEuropes 10% off VAIO laptops deal to celebrate their 1,000 Twitter follower lead to over €1m worth of product ordered.<br />
  63. VW inserted a tweet analyzing tool into their banner ad to suggest a specific model<br />47<br />
  64. Spain Tourism used multiple channels to encourage dialog/sharing<br />48<br />
  65. Kohl’s engages directly with customers<br />49<br />
  66. B2B can also use Facebook<br />50<br /><ul><li>Develop relationships with job candidates, prospects, and current employees
  67. Insert your content into newsfeed of fans
  68. B2B is really people to people</li></li></ul><li>Encourage commenting to get into the Facebook news feed<br />51<br />
  69. Premier Farnell supports engineers with community, and employees with “OurTube”<br />52<br />
  70. Give out Flip cameras/smartphones<br />Set up an internal “OurTube”<br />Transcribe conversations into emails and posts<br />Ask people for best practices, reactions, advice, opinion in areas of passion. <br />Recognize key contributors.<br />Getting people to share within your company<br />53<br />
  71. Tivo joined an existing community<br />54<br />
  72. 55<br />Advocacy – A five-phase approach<br />
  73. Tesco engages influencer blogs<br />56<br />Blog post series highlights & drives traffic to blogs by Influencers. Twitter feed encouages engagement too.<br />
  74. Have an authentic conversation with your customers that they want to have.<br />Engage across and through social communities<br />Engage off of your Web site.<br />Recruit an army of customer advocates.<br />Respond to your prospects and customers in real time.<br />Summary - Dialog<br />57<br />
  75. It’s about RELATIONSHIPS<br />© 2011 Altimeter Group<br />
  76. Support and Innovate With Your Customers<br />59<br />Charlene Li<br />Altimeter Group<br />2011 April 12<br />Twitter: @charleneli<br />Email:<br />
  77. It’s about RELATIONSHIPS<br />© 2011 Altimeter Group<br />
  78. 61<br />Agenda<br />Strategy<br />Learn<br />Dialog<br />Support<br />Innovate<br />Lead<br />Prepare<br />
  79. Vodafone UK uses Twitter to proactively communicate with customers<br />62<br />Vodafone UK humanizes their Twitter account by including pictures of their support team and identifying different respondents by an “^” and the team member’s initials.<br />
  80. Ritz-Carlton managers monitor Twitter for real-time service<br />63<br />Property manager helped unhappy honeymooners<br />
  81. Support during a crisis<br />64<br />Used #euva and #ashtag to track conversations<br />Source:<br />
  82. DellOutlet supports sales with Twitter<br />65<br />
  83. Question & Answer sites provide opportunity for support<br />
  84. Q&A encourages dialog too<br />67<br />
  85. iRobot ties discussion boards into customers support<br />68<br />iRobot escalates unanswered questions into support centers<br />
  86. Service Cloud ties social channels back to customer data<br />69<br />
  87. Solarwinds’ community is strategic<br />70<br />
  88. Retailer Best Buy has 2,500 employees providing support via Twitter<br />71<br />
  89. Real-time isn’t fast enough.<br />Integrate “social” support into your support infrastructure.<br />Scaling support to meet the groundswell will require that you create your own groundswell.<br />Summary - Support<br />72<br />
  90. 73<br />Agenda<br />Strategy<br />Learn<br />Dialog<br />Support<br />Innovate<br />Lead<br />Prepare<br />
  91. P&G uses reviews to improve products<br />74<br />
  92. Danish bank ask for help to improve mobile banking on Facebook<br />75<br />
  93. Finnish post created an idea exchange<br />76<br />
  94. Fiat invites ideas for a new car<br />77<br />
  95. Archer collects product development ideas in a private community<br />78<br />
  96. Starbucks involves 50 people around the organization in innovation<br />Over 100 ideas have been implemented<br />
  97. Dell taps employee ideas too<br />
  98. P&G goes outside for innovation<br />81<br />P&G made outside-in innovation a priority<br />
  99. P&G developed technology from diaper research<br />Reached out to competitor Clorox to form a new joint venture<br />Helped Glad become Clorox’s second largest brand<br />Success story: Glad Press’n Seal<br />82<br />
  100. ModCloth has customers merchandise new products<br />83<br />
  101. Innovating can come from any customer or employee interaction.<br />Dedicated innovation communities require significant commitment and nurturing. <br />Extend your firewall to bring customers into your organization. <br />Summary - Innovating<br />84<br />
  102. Strategy Process Stages<br />85<br />Strategy statement<br /><ul><li>What you will do
  103. What you won’t do</li></ul>Scenarios development<br /><ul><li>Implementation roadblocks
  104. Company and leadership implications
  105. Risk identification
  106. Build resilience</li></li></ul><li>What’s the Next Big Thing?<br />86<br />
  107. 87<br />
  108. 88<br />Identify and prioritizing disruptions that matter<br />User Experience<br /><ul><li>Is it easy for people to use?
  109. Does it enable people to connect in new ways?</li></ul>Business Model<br /><ul><li>Does it tap new revenue streams?
  110. Is it done at a lower cost?</li></ul>Ecosystem Value<br /><ul><li>Does it change the flow of value?
  111. Does it shift power from one player to another?</li></li></ul><li>“How personal relationships, individual opinions, powerful storytelling and social capital are helping brands…become more believable.”<br />1) Likenomics (credit to Rohit Bhargava)<br />89<br />Understand the supply, demand, and thus, value of Likes as social currency<br />See for Rohit’s take<br />
  112. Likenomics evaluation<br />90<br />User experience impact - moderate<br />People with high social currency will enjoy benefits, richer experiences, receive psychic income.<br />People with low social currency will find ways to get it.<br />Business model impact – moderate<br />New economics create opportunity for people who understand Likenomics to leverage gas.<br />The cost of accessing social currency will increase, and raise barriers to entry.<br />Ecosystem value impact – none<br />
  113. 91<br />2) Social Search – Beyond Friends to Interests<br />Social sharing rises as a search ranking signal, esp in the enterprise<br />Create a social content hub to gain traction<br />Use microformats to highlight granularity (e.g. hProduct & hReview)<br />
  114. Social Search evaluation<br />92<br />User experience impact - Moderate<br />Search becomes more useful, relevant to people.<br />Business model impact – Moderate<br />SEO takes on a different dimension, rewards companies with social currency, personalized experiences.<br />Ecosystem value impact – Moderate<br />New power brokers are social data/profile players who capture activity data and profiles.<br />Google has little of either.<br />
  115. Social monitoring merges with Web analytics<br />HOT: Omniture, Coremetrics/IBM, Webtrends<br />Technology like Hadoop makes it easy for companies to tap “Big Data”<br />E.g. New York Times making its archives public<br />Twitter archived by Library of Congress<br />Facebook Cassandra, Amazon Dynamo, Google BigTable<br />Data visualization tools make it easy to digest<br />Balancing privacy and personalization<br />3) Big Data<br />93<br />
  116. Big Data evaluation<br />94<br />User experience impact - Low<br />Most users won’t directly experience Big Data.<br />Business model impact – High<br />New businesses and initiatives can be started at very low cost.<br />Ecosystem value impact – Moderate<br />Owners of Big Data repositories can assert control, demand payments for access.<br />
  117. 95<br />4) Game-ification<br />
  118. TurboTax used “games” to encourage sharing and support<br />96<br />Social design can enter training, collaboration, support, hiring<br />
  119. Gamification evaluation<br />97<br />User experience impact – High<br />Experiences get richer, more engaging<br />Business model impact – Moderate<br />Work gets done faster, cheaper.<br />New organizational structures and cultures emerge.<br />Ecosystem value impact – Low<br />Service providers will remain focused, boutique firms.<br />
  120. 98<br />5) Curation<br />
  121. Curation evaluation<br />99<br />User experience impact – Moderate<br />User authority established from better curation, better content is organized well.<br />Business model impact – Moderate<br />Easier for businesses to create their content.<br />Ecosystem value impact – Moderate<br />Individuals challenge media and brands as authorities – and publishers that siphon off ad dollars.<br />
  122. Summary of disruptions<br />100<br />
  123. It’s about RELATIONSHIPS<br />© 2011 Altimeter Group<br />
  124. Leading The Open Organization<br />102<br />Charlene Li<br />Altimeter Group<br />2011 April 12<br />Twitter: @charleneli<br />Email:<br />
  125. It’s about RELATIONSHIPS<br />© 2011 Altimeter Group<br />
  126. 104<br />Agenda<br />Strategy<br />Learn<br />Dialog<br />Support<br />Innovate<br />Lead<br />Prepare<br />
  127. OUT ofCONTROL?<br />© 2011 Altimeter Group<br />
  128. 106<br />© 2011 Altimeter Group<br />
  129. 107<br />© 2011 Altimeter Group<br />
  130. 108<br />How to give up control<br />but still be in command<br />© 2011 Altimeter Group<br />
  131. Open Leadership<br />109<br />Having the confidence and humility to give up the need to be in control,<br />while inspiring commitment from people to accomplish goals<br />
  132. 10 elements of openness<br />110<br />
  133. Explaining strategic decisions<br />111<br />Open book management<br />Managing leaks<br />
  134. 112<br />Updating with every day stuff<br />
  135. Kohl’s has conversations on Facebook<br />113<br />
  136. Open Mic: When people contribute<br />114<br />
  137. Crowdsourcing new Walkers flavour<br />115<br />
  138. Open platforms make it easy to partner and share<br />116<br />Open architecture<br />Open data access<br />
  139. 117<br />Centralized<br />Democratic<br />Distributed<br />Consensus<br />Decision making models<br />
  140. 170 employees<br />100 modules with “module owners”<br />One person makes the final decision in each module<br />Social technologies make distributed decision making possible<br />118<br />Manage complex tasks<br />Organizing for speed<br /><ul><li>65,000 employees
  141. 16 Councils, 50 Boards make strategic decisions
  142. Joint leadership of each group</li></li></ul><li>Determine how open you need to be with information to meet your goals<br />119<br />Openness audit available at<br />
  143. Complete the Openness Audit<br />120<br />
  144. Traits of Open Leaders<br />121<br />Authenticity<br />Transparency<br />
  145. Transparency as an imperative<br />122<br />
  146. How Best Buy became open and social<br />123<br />
  147. Best Buy’s First Social Media Experts<br />124<br />Steve Bendt & Gary Koelling<br />
  148. The Executive Advocate<br />125<br />Barry Judge CMO of Best Buy<br />
  149. Barry’s first post<br />126<br />
  150. The Premier Black Fiasco<br />127<br />6.8 million emails sent instead of 1,000 test<br />
  151. Developing Open Leaders<br />© 2010 Altimeter Group<br />
  152. “You can imagine the Chatterati creating as much value as an SVP in the organization by sharing their institutional knowledge and expertise - and we should look at compensation structures with that in mind.”<br /> - Marc Benioff, CEO of<br />© 2010 Altimeter Group<br />
  153. 130<br />Agenda<br />Strategy<br />Learn<br />Dialog<br />Support<br />Innovate<br />Lead<br />Prepare<br />
  154. #1 Create a Culture of Sharing<br />131<br />
  155. #2 Discipline is Needed to Succeed<br />132<br />Take reasonable action to fix issue and let customer know action taken<br />Negative<br />Positive<br />Yes<br />Yes<br />No<br />Assess the message<br />Evaluate the purpose<br />Do you want to respond?<br />Does customer need/deserve more info?<br />Unhappy Customer?<br />No Response<br />Yes<br />Are the facts correct?<br />Gently correct the facts<br />Yes<br />No<br />No<br />No<br />Can you add value?<br />DedicatedComplainer?<br />Are the facts correct?<br />Yes<br />Yes<br />No<br />No<br />Yes<br />Respond in kind & share<br />Thank the person<br />Comedian Want-to-Be?<br />Explain what is being done to correct the issue.<br />Is the problem being fixed?<br />Yes<br />No<br />Yes<br />Adapted from US Air Force Comment Policy<br />Let post stand and monitor.<br />© 2011 Altimeter Group<br />
  156. Five ways companies organize around social media<br />133<br />
  157. #3 Ask the Right Questions about Value<br />134<br />“We tend to overvalue the things we can measure, and undervalue the things we cannot.” <br /> - John Hayes, CMO of American Express<br />© 2011 Altimeter Group<br />
  158. The new lifetime value calculation<br /><ul><li> Percent that refer
  159. Size of their networks
  160. Percent of referred people who purchase
  161. Value of purchases</li></ul>+ Value of purchases<br /><ul><li>Cost of acquisition</li></ul>____________________<br />= Customer lifetime value<br />+ Value of new customers from referrals<br />+ Value of insights<br /><ul><li> Percent that provide support
  162. Frequency and value of the support</li></ul>+ Value of support<br />+ Value of ideas<br />Spreadsheets for all calculations available at<br />
  163. 35% increase in LTV captured<br />136<br />
  164. Find more fans with large networks<br />Encourage fans to make more referrals<br />Make decisions with metrics<br />137<br />
  165. No relationships are perfect<br />Google’s mantra:“Fail fast, fail smart”<br />#4 Prepare for Failure<br />138<br />© 2011 Altimeter Group<br />
  166. 139<br />Create <br />Sandbox <br />Covenants<br />© 2011 Altimeter Group<br />
  167. Structure your risk-taking and failure systems to create resilience<br />140<br />Conduct pre- and post-mortems.<br />E.g. Johnson & Johnson after Motrin Moms. <br />Identify the top 5-10 worst case scenarios.<br />Develop mitigation and contingency plans.<br />E.g. Ford’s “lost” Fiesta.<br />Build in responsiveness.<br />E.g. Best Buy’s Black reward card.<br />Prepare yourself for the personal cost of failure. <br />
  168. Audit the last few failures you and your organization experienced.<br />25% - what happened.<br />25% - what you learned.<br />50% - what you will do next.<br />Keep a failure file.<br />Identify risk-taking training needs.<br />Build failure into your planning and operating processes.<br />Create support networks for the inevitable failures. <br />Action plan to prepare for failure<br />141<br />
  169. It’s about RELATIONSHIPS<br />© 2011 Altimeter Group<br />
  170. 143<br />Give Up Control<br />AND STILL BE IN COMMAND<br />© 2011 Altimeter Group<br />
  171. Charlene Li<br /><br /><br />Twitter: charleneli<br />For slides, send an email to<br />For more information & to buy the book<br />visit<br />© 2011 Altimeter Group<br />

Editor's Notes

  • n_sala: @ Piposala updating the software. court shall have to go to English and you doAutomatically translated from Spanish

12 minutes ago via web · Reply · View Tweet ·  Show Conversation
joejcurry: Dear @ ConAgraFoods : I Was That elated to see Peter Pan peanut butter is for sale in Madrid&apos;s El Corte Ingles. :)Automatically translated from Spanish

about 1 hour ago via web · Reply · View Tweet
adelantando: Spent the evening shopping at El Corte Ingles. I couldn&apos;t have been happier.Already in English

about 1 hour ago via TweetCaster from Madrid, Madrid · Reply · View Tweet

Averny: @ Xansi good case and makes you not personally read the English cutsuits meAutomatically translated from Spanish

about 2 hours ago via Echofon · Reply · View Tweet ·  Show Conversation
acha_szemzo: Well, today was a day duuuuro, I ate a 1 in English .. I cut my hair, train in San Carlos, r ECINE arrived .. that straw, now # UniqueAutomatically translated from Spanish

about 3 hours ago via web · Reply · View Tweet
Karoliineeea: Today is already on sale in Spain new CD-The Remixes Justin Bieber! Not reach 10 €! In the English court but brings x 10 1 T €Automatically translated from Spanish

  • We don’t own all of this data. We want to work with others. Including brand monitoring. You have to be holistic in your customer understanding
  • (slide 9 for Twitter as retail channel)!/sonyeurope celebrate their 1,000th follower on Twitter, SonyEurope promoted a special 10% discount offer if they followed them and customized a laptop on their website. This offer was given as an exclusive to three online publications and teaser tweets were sent to promote it as well. The end result was over 1million Euros worth of product orders.
  • set up a banner ad whereyouenteredyourTwitter handle, itanalyzed the keywordsyouused in yourtweets and thensuggested a specific model VW based on thatanalysis.
  •ña ( The Spanish Institute of Tourism) has launched an innovative online campaign on social networks, such as Facebook, Twitter and Youtube relating to the subject, “Spain, a country to share”. The project aims to completely change the way of communicating and promoting Spanish destinations, going beyond the classic idea of Spain as a destination for “sun and beach”.
  •!/vodafoneukAlmost ALL of Vodafone UK’s 47,000+ tweets are public @replies to customer inquiries. The only tweets that aren’t are to let customers now when their team is signing off for the night and signing back on in the morning. Although the article I read that mentioned them said they also used it for marketing purposes, I didn’t see any marketing messages recently.
  • 16, 2011#financial#europe#sweden#facebook#innovate
  • Starbucks has a site where people can make suggestions on how they should improve. The key difference is that the suggestions are public, and people can vote for their favorite suggestions. Here’s an example of automatic ordering. Note that there is a status update here “Under Review”.
  • Define how open well.